HomeMy WebLinkAbout10.22.2024 Business Improvement District Full Agenda
TO: Downtown Oshkosh Business Improvement District Board
FROM: Megan Lang, Chair
DATE: October 15, 2024
PLEASE BE ADVISED the Downtown Oshkosh Business Improvement District Board will hold
a regular meeting at 8:00 A.M., Tuesday, October 22, 2024 in City Hall Room 406, 215 Church
Avenue, Oshkosh, WI to consider the following agenda:
AGENDA
I. Call to Order
II. Police report for Downtown
III. Approve Minutes of the September 17, 2024 Meeting
IV. Approve September Monthly Financial Report
V. Approve BID Budget and Operating Plan
VI. Approve Beautification Grant – Harmony Wellness 456 N Main St.
VII. Algoma Alley Update
VIII. Discuss Non-profit Status – Update from strategic planning event
IX. BID Manager and BID Committee Reports
a. Events
b. Member Co
c. Beautification
d. Marketing & Communications
X. Board Member comments
XI. Identification of Agenda Items for the November 19, 2024 Meeting
XII. Adjournment
Downtown Oshkosh BID Board Minutes
September 17, 2024
Present: James Evans, Chanda Anderson, Marlo Ambas, Andy Ratchman, Logan
Jungbacker, Autumn Urban, Jim Stapel, Sandy Prunty, Derek Mulloy
Excused: Megan Lang, Carrie Olson, Barb Anderson
Staff: Jessica Lomena – Events and Marketing Coordinator, John Zarate – Economic
Kris Larson City Council Liaison
Others: Amy Albright – CVB, Michael Cooney – Oshkosh Farmers Market
I. Call to Order
- Vice Chairperson Evans called the meeting to order at 8:05 a.m. A quorum was
declared present.
II. Downtown Police report
- Chief Dean Smith, Matt Harris, Sonny Gogo from Oshkosh Police Dept were in
attendance. Smith informed the group that Sgt. Kari Pettit was not present and will
be retiring at the end of the year. Smith gave an update of the increased police
presence in downtown. Right now, there is increased presence that is using part of
the overtime budget to address issues with the homeless population. Currently staff
is providing outreach to the people, trying to correct behaviors in the downtown
and trying to come up with long term solutions. Oshkosh does not have a vagrancy
ordinance and enforcement of reported issues are not able to be enforced. OPD is
looking into a homeless outreach coordinator and team to help with the issue. OPD
will be coordinating with County and the community to help in this project.
Anderson thanked staff for their efforts and said she had had a couple incidents and
had reached out to OPD and other City staff and was happy with the feedback she
received as well as the quick response. Right now some of the overtime is
mandatory and it is wearing on the officers. Jungbacker asked how long the special
enforcement could hold up using the overtime funds. Smith replied they estimate it
could last into October/ November. Smith indicated that just because the special
patrols may not be around there is still a non-emergency and 911 that business
owners can call when needed. Stapel asked if it would help if the City would have a
vagrancy law. Smith replied that even with an ordinance it is hard to enforce
because of interpretation of what is in violation. Albright commented that there are
2 groups of homeless in Oshkosh, those that want help and those that don’t want
help. The population that doesn’t want help are the ones that seem to be creating
the problems. Anderson asked if it would be possible to save some of the overtime
to be used for the holiday shopping season on Friday and Saturday from the week
after Thanksgiving until Christmas as that is a very busy time for most downtown
shops. In the future it is possible that the community foundation with fund a
special unit.
III. Approve Minutes of the August 20, 2024 Meeting
- Motion made and approved (Anderson, Jungbacker)
IV. Approve August 2024 Monthly Financial Report
- Motion made and approved. (Stapel, Anderson)
V. Approve 2025 BID Budget
- Discussion to keep the same as 2024
- Motion made and approved. (Prunty, Jungbacker)
VI. Vibrant Spaces - Algoma Alley update
- Lomena gave an update on the progress in the alley. Lights should be installed the
week of September 23. A call to artists was sent out for artwork to be installed on
the building at 110 Algoma Blvd facing the alley. Lomena is working with a vendor
to create aluminum panels that would be hung on the building. The panels would
have artwork printed in high resolution and would be able to be easily changed out.
So far five or six applications have been received and the deadline to apply is
September 28.
VII. Non-profit update
- Evans indicated that meetings are being held bi-weekly with the facilitator to keep
things on track. Evans gave a reminder to the Board that the strategic planning
session scheduled for October 2 is very important for BID Board members to attend.
If members are not able to attend the whole day at least try to make part of the day.
VIII. BID Manager Report
- Lomena stated she has been working on the Spooky Stroll and getting out flyers to
businesses to post. She is hoping that tickets will sell out for the event.
- The theme for the Holiday Parade is 12 Day of Christmas.
- Next year tulips will be planted in the square thanks to an anonymous donor.
IX. Board Member Comments
- Stapel wanted to thank whoever requested OPD to attend the meeting as it was very
informative.
- Evans stated that the work on the stormwater management has started in the 400
East lot.
- Evans stated that the Art Space metal art pour on September 14 was very successful.
The organizer stated it was the largest turnout in the state.
- Anderson asked if anything was happening with liquor licenses. Larson stated that
staff was looking into this as it seems there may be some confusion as to the proper
number of licenses that can be issued.
X. Identification of Agenda Items for the October 22, 2024 Meeting
- BID Operating Plan
-Algoma Alley update
- Non-profit update
XI. Adjournment
-Adjourned 9:02 am. (Prunty, Anderson)
Respectfully Submitted,
John Zarate
Economic Development Specialist
Economic Services Division
Description Expenditure
Leadership Oshkosh Convention and Visitor's Bureau
Reimbursements:
Website Maintenance/Office Supplies Oshkosh Northwestern Credit Card Reimbursement 14.99$
Kitz & Pfeil Credit Card Reimbursement 29.38$
Stack Credit Card Reimbursement 19.98$
Advantage Pest Control (Banner Spiders) Credit Card Reimbursement 50.00$
Reimbursements:Office Max Credit Card Reimbursement 16.79$
Mailchimp Credit Card Reimbursement 63.00$
Recruitment/Retention/Video Grants Recruitment & Beautification Grant Program
Reimbursements:
Events Waterfest
Music in the Square/Lunch Events Manila Resto Credit Card Reimbursement 16.00$
New Moon Credit Card Reimbursement 13.37$
New Moon Credit Card Reimbursement 8.00$
Wine/Beer Walks Evenbrite Even Listing Spooky Stroll Credit Card Reimbursement 49.00$
Reimbursements:
Farmers Market Farmers Market Corporate Sponsorship Invoice No. 1959 5,000.00$
Reimbursements:
Holiday
Reimbursements:
Downtown Events
Advertising Advertising Grethchen Herrmann Graphic Design Invoice No. 2024_1010 1,658.33$
Canva Credit Card Reimbursement 12.95$
Facebook Credit Card Reimbursement 12.08$
Park N Print 76655 22.00$
Reimbursements:
Gift Card Program
Member CO Chocolate Stroll
Holiday
Chalk Walk City of Oshkosh Invoice No. 68528 101.30$
Beautification Monthly Maintenance Window Genie Banner Change Invoice No. 5707 880.00$
Holiday/Seasonal Plantings
Reimbursements:
Seagull Mitigation Project
Storage Unit Storage Unit
September Rent 150.00$
Reserves / Capital Improvements
Reimbursements:
Total 8,117.17$
2024 Business Improvement District
September
BID 2025 Budget Expenses Sponsorships/Income
Source: BID Assessment
Leadership
OCVB 128,000.00$
Strategic Planning/Nonprofit 10,000.00$
Office Supplies/Technology 5,000.00$
Training 1,000.00$
Recruitment & Beautification Grants 20,000.00$
Events
Waterfest 2,500.00$
Music Programming 15,000.00$ 15,000.00$
Wine Walks 10,000.00$ 35,000.00$
Holiday 15,000.00$ 15,000.00$
Farmers Market 5,000.00$
Chocolate Stroll 500.00$ 3,690.00$
Chalk Walk 4,000.00$ 5,000.00$
Downtown Events 2,500.00$ 5,000.00$
Branding/Advertising 15,000.00$
Gift Card Program 1,000.00$
Arts & Beautification
Maintenance 10,000.00$
Holiday/Seasonal Planting 20,000.00$
Seagull Mitigation Project 3,000.00$
Storage Unit 1,800.00$
ARPA Funding (Annual)50,000.00$
2024 BID Assessment 140,610.00$
TOTAL 269,300.00$ 269,300.00$
DOWNTOWN OSHKOSH
BUSINESS IMPROVEMENT DISTRICT
2025 OPERATING PLAN
BID Board Approved:
Common Council Approved:
TABLE OF CONTENTS
DOWNTOWN OSHKOSH BID DISTRICT BOUNDARIES .............................................................. 1
INTRODUCTION ..................................................................................................................... 2
THE BID LAW ......................................................................................................................... 2
2025 OPERATING PLAN AND ASSESSMENT ............................................................................. 3
PROGRAM CATEGORIES…………………………………………………………………………………………………………3
ORGANIZATION ..................................................................................................................... 6
RELATIONSHIP TO DOWNTOWN PLANNING ........................................................................... 7
DOWNTOWN OSHKOSH BID ASSESSMENT METHOD .............................................................. 8
APPENDIX A - BUDGET ……………………………………………………………………………………………………………9
APPENDIX B - ASSESSMENT ROLL ......................................................................................... 10
APPENDIX C - WISCONSIN STATUTES, SECTION 66.1109 ....................................................... 12
APPENDIX D - LEGAL OPINION ............................................................................................. 14
APPENDIX E - DOWNTOWN OSHKOSH BID BOARD ROSTER .................................................. 15
Downtown Oshkosh Business Improvement District Boundaries
In general, the boundaries of the Downtown Oshkosh Business Improvement District are the Fox River on
the south, Division St. on the west, Parkway Ave. on the north and Jefferson St./State St. on the east.
INTRODUCTION
In 1980, the Common Council adopted the Downtown Redevelopment Plan and
Implementation Strategy. The Plan recommended increasing organizational efforts between
the public and private sectors as well as establishing a voluntary special assessment district. A
follow-up study, Planning Report - Central City Oshkosh, approved by the Common Council in
1987, expanded various elements of the previous plan and in particular recommended the
creation of a management vehicle and funding base to serve the downtown area. The
management tool recommended was a Business Improvement District.
The Downtown Oshkosh Business Improvement District (BID) is an essential entity to the
Central Business District of Oshkosh. The BID, created in 1987, has maintained its initial
premise to retain available free parking in the downtown, as well as proactively support
revitalization efforts. Through the BID, property owners assess themselves to pay for activities
to enhance and improve the downtown and to bring customers to the area.
The downtown continues to change as the mix of residential, commercial and professional
occupants fill the district. The BID welcomes these changes as opportunities to continue
economic development in our central city.
BID LAW
On April 6, 1984, the State of Wisconsin passed a law (Act 184), which allows for the creation of
Business Improvement Districts. The law authorizes cities, villages and towns to create one or
more business improvement districts to allow businesses within those districts to develop,
manage, maintain and promote their districts and to establish an assessment method to fund
these activities. A BID must be a geographic area within a municipality consisting of contiguous
parcels that are subject to real estate taxes.
The formation of a Business Improvement District allows downtown business people, property
owners, merchants, City officials and others to work together to determine what needs to be
done to upgrade and strengthen the downtown and to pay the cost of those efforts, in whole or
in part. It is a way for downtown stakeholders to decide what they want and to finance it.
A BID is the best available method for business people to organize, coordinate marketing and
promotion efforts, provide management and maintenance programs and encourage business
development. It affords property owners and business people a viable role in directing those
affairs within the district. It also ensures that all beneficiaries of District programs participate in
the funding of the programs.
Appendix C is a copy of the Wisconsin Statutes Section 66.1109, regarding business
improvement districts.
DOWNTOWN OSHKOSH BUSINESS IMPROVEMENT DISTRICT
2025 OPERATING PLAN AND ASSESSMENT
The Downtown Oshkosh BID has established allocations for the 2025 Operating Plan for each
program category after reviewing previously supported activities and soliciting proposals for
events. All costs related to the program categories listed below will be incurred in the calendar
year 2025.
The Downtown Oshkosh Business Improvement District Board will carry out the proposed
program of activities listed below and as shown on the Budget in Appendix A of this Plan. The
budget is separated into the following categories; Leadership, Recruitment/Retention/Mural
Grants, Events, Advertising, Gift Card Program, Arts & Beautification, Storage Unit,
Sponsorships/Income and Reserves/Capital Improvements.
The BID will assess itself $140,610.00 in 2025.
PROGRAM CATEGORIES
Leadership $144,000
Oshkosh Convention and Visitors Bureau Service Contract (Staff & Benefits) $128,000
The BID contracts with the Oshkosh Convention and Visitors Bureau for the services of the
BID Manager and Events & Marketing Coordinator who are full-time employees of the BID.
Expenses from this line item also include postage, employment benefits and other
payroll/salary related expenses.
Website Maintenance & Office Supplies $5,000
Expenses from this line item will cover any costs associated with the
downtownoshkosh.com website. This line item will also cover any needed office supply
costs such as (but not limited to) envelopes, business cards, folders, etc.
Strategic Planning $10,000
In 2024, the Downtown BID engaged in strategic planning workshops to define its direction
as the downtown area evolves and expands. The new strategic plan will be completed in
2025.
Training $1,000
$1,000 of BID funds will be dedicated to training so BID staff can attend conferences,
training seminars and experience other learning opportunities.
Grant Programs $20,000
Money to be disbursed based on approved applications submitted; grant amounts vary
based on requested/approved grant amounts
Recruitment Fund Grant
The Recruitment Fund Grant is offered as an incentive tool to recruit small businesses to fill
vacant spaces and energize the downtown. This grant can be used for leasehold
improvements, signage, fixtures and inventory/equipment. Recruitment print materials are
also taken from this line item.
Beautification Grant Program
The Beautification Grant Program was created to provide funds to businesses and/or
property owners within the BID to assist with exterior building improvements including but
not limited to facades, windows, doors and signage. The purpose of this grant is to improve
the business climate in Downtown Oshkosh, enhance the quality of life and to encourage
the development and maintenance of the buildings within the Business Improvement
District. Beautification print materials are also taken from this line item.
Mural Grant Program
The Mural Grant Program was established to provide funds to property owners/artists
within the BID to encourage exterior artwork that contributes to the beautification and
economic vitality of the Downtown Oshkosh BID.
Events $54,500
Waterfest $2,500
Waterfest is a summer concert series that occurs on Thursday nights at the Leach
Amphitheater, brought to the community by the Oshkosh Chamber of Commerce. The
event brings a significant number of visitors to the downtown area, many of whom
patronize downtown businesses before and after the event.
Wine Walk $10,000
This is a BID event that happens two times throughout the year. The purpose of this event is
to have attendees shop & explore Downtown Oshkosh while enjoying samples of wine
within each participating business.
Holiday $15,000
Previously ran for many years by the Oshkosh Chamber of Commerce, the BID continues the
tradition of holding a nighttime parade in Downtown Oshkosh in the month of November.
This is a great community event that brings thousands of people to the downtown area. The
BID also will hold ‘Reindeer in the Square’ that includes live reindeer, music and other
activities.
Farmers Market $5,000
With over 140 vendors every Saturday morning, the Downtown Market brings the Oshkosh
community fresh, in-season produce, meats, flowers, hand-crafted items and more. It is a
major attraction that brings thousands of people downtown each week. This event takes
place every Saturday from 8:00am-12:30pm on the 400 and 500 blocks of N Main Street and
100 block of Church Avenue.
Music Programming $15,000
In an effort to create more programming and general activity downtown, the BID will host
music in Opera House Square to promote local musicians, draw people downtown and
create a fun, family-friendly weekly activity for the community.
Downtown Chalk Walk $4,000
2025 will be the 12th annual Chalk Walk event in Downtown Oshkosh.
Chocolate Stroll $500
Funds will cover the cost of expenses for the BID’s annual Chocolate Stroll event.
Downtown Events $2,500
An additional $2,500 has been budgeted for new and other miscellaneous downtown
events and activities throughout 2025.
Advertising $15,000
The Advertising budget and will be used to promote and market Downtown Oshkosh
throughout 2025 through a variety of different outlets including social media, newspaper
advertisements, print advertising and more.
Gift Card Program $1,000
Funds used to support the ACH pooling account, including the monthly fee of the program
and transaction fees.
Arts & Beautification $33,000
Monthly Maintenance $10,000
The Downtown BID maintains many different beautification efforts throughout the
downtown area from seasonal banners and tree lightings to murals and garbage cleanup.
$10,000 will be dedicated to ensuring the various efforts can be maintained throughout the
year.
Seasonal Plantings $20,000
These funds will be used for flowers for the BID’s 104 flower pots and 20+ bump outs as
well as holiday greens and decor for the pots in the winter months.
Seagull Mitigation Project $3,000
The BID contracts with the U.S. Department of Agriculture’s Wildlife Services team for the
removal of seagull eggs and nests throughout the downtown area. This is a multi-year
process and the $3,000 will be designated for the 2025 contract with the USDA.
Storage Unit $1,800
This line item is to cover the rental cost of the BID’s storage unit. The storage unit is
needed to store event materials and holiday décor.
Sponsorships and Income $269,300
Music Programming - $15,000
Multiple sponsorships
Wine Walks - $35,000
Sponsorships, participation fees and event income
Holiday - $15,000
Sponsorships and participation fees
Chalk Walk - $5,000
Sponsorships and participation fees
Chocolate Stroll - $3,690
Sponsorships and event income
Downtown Events - $5,000
Income from new Downtown BID events
ARPA Funding (Annual) - $50,000
BID awarded City of Oshkosh ARPA Grant funding
2025 BID Assessment - $140,610
Annual BID Tax Assessment
Reserves/Capital Improvements – 84,000 (Estimated)
These funds have been set aside by the Board for projects and programs to support BID
businesses. Any unspent funds from 2024 will be transferred into this account, unless
otherwise mentioned as a rollover or transfer into a different line item.
ORGANIZATION
Pursuant to Section 66.1109(3), Wisconsin Statutes, a Downtown Business Improvement
District Board has been appointed by the Mayor and confirmed by the Common Council. The
Board is comprised of thirteen (13) members representing the following interests: The Mayor
may also appoint two non-voting youth members.
By-Laws Amended February 2024
The distribution of non-occupant owners and owners/occupants may vary from time to time, as
members are reappointed or as new members join the Board. Per section 66.1109 (3a),
Wisconsin Statutes, a majority of the board members shall own or occupy real property in the
Business Improvement District. Nonresidents of the City of Oshkosh are permitted as members
of the Downtown Oshkosh Business Improvement District Board. Other membership
requirements may apply per the “By-Laws of the Downtown Oshkosh Business Improvement
District” (dated December 19, 1989, amended June 15, 2004, April 19, 2011, April 18, 2017
October 16, 2018, March 19, 2019 and February 24, 2024).
In addition, Board members represent different areas within the District, including large and
small businesses. As a City entity, the Board will conduct its affairs under the open meetings law
and public record requirements. The Director of Community Development or designee serves
as the Secretary of the Board. Board meetings are held the third Tuesday of the month, starting
at 8:00am, at Oshkosh City Hall or other venue within the BID. A roster of the 2025 BID Board
members is included as Appendix E.
The Board is responsible for the management of the Business Improvement District.
Responsibilities of the Board include implementing the Operating Plan and preparing annual
reports on the District. The Board will also annually consider and make changes to the
Operating Plan and submit the Operating Plan and Budget to the Common Council for approval.
RELATIONSHIP TO DOWNTOWN PLANNING
Creation of the Business Improvement District promotes the orderly development of the
municipality by implementing recommendations of the City Comprehensive Plan, Downtown
Action Plan and Imagine Oshkosh that contain various elements related to downtown design
and development with prominent focus on beautification in BID areas as well as the promotion
of downtown tourism. In 2000, the Common Council adopted the Downtown Action Plan,
which contains various elements related to downtown design and development with prominent
focus on redevelopment and beautification in BID areas. In November of 2017, the Common
Council adopted Imagine Oshkosh, A Master Plan for our Center City. Imagine Oshkosh is an
update and expansion to the Downtown Action Plan and serves as a policy guide and action
framework for the center city which includes the BID. The Downtown Oshkosh Business
Improvement District is consistent with and critical to the continued successful implementation
of these downtown plans. The BID enables the private sector to undertake promotion,
management, marketing and other programs essential to a prosperous downtown.
DOWNTOWN OSHKOSH BID ASSESSMENT METHOD
The Downtown Oshkosh Business Improvement District special assessment method utilizes
assessed value information and property street footage data, both of which are available from
the City Assessor's Office. As the absolute values of assessed value and footage cannot be
combined, the values are calculated as a percentage of the total assessed value and a
percentage of the street footage. The two percentages are added together, then divided by
200 percent, which results in a proportionate value of the total district.
In 2021, the BID increased the minimum special assessment from $420.00 to $445.00 and the
maximum special assessment from $8,400.00 to $8,820. The 2025 minimum and maximum
assessments will not be increased, staying at $420.00 & $8,400.00, respectively.
Properties with a proportionate value between 0.0000% and 0.2486% are assessed the
minimum special assessment of $445.00.
Properties with a proportionate value greater than 5.7100% are assessed the maximum special
assessment of $8,820.00.
For properties with a proportionate value between 0.2487% and 5.7099% - The property’s
proportionate value is multiplied by $1,633.5862, resulting in the special assessment for the
property.
Example: 101 Algoma Boulevard has a Proportionate Value of 0.330955%. When
multiplied by $1,633.5862, the special assessment is $540.64.
(0.330955% x $1,633.5862= $540.64)
The raw data, assessment calculations and proposed District assessment for each property in
the Downtown Oshkosh Business Improvement District are presented in Appendix B. The data
for the assessment method have been obtained from the files of the City Assessor and are
subject to final tabulation by the City. To account for street front footages, the frontage of the
property’s primary address as identified by the City Assessor is used. Properties with more than
one street frontage are not combined.
Only property used for commercial and manufacturing purposes, including real property used
exclusively for manufacturing purposes, in the District will be assessed. Real property used
exclusively for residential (single and two-family) purposes will not be assessed.
APPENDIX A: 2025 DOWNTOWN OSHKOSH BUSINESS IMPROVEMENT DISTRICT
BUDGET
REVENUE - 2024 BID ASSESSMENT $ 140,610
REVENUE - SPONSORSHIPS $ 42,690
42,690 REVENUE - EVENT INCOME
ARPA Funding
$ 36,000
$. 50,000
EXPENSES
$ 269,300
Leadership
Breakdown
Total
$ 144,000
Oshkosh CVB Service Contract (BID Staff) $ 128,000
Website Maintenance/Office Supplies
$ 5,000
Training $ 1,000
Strategic Planning $ 10,000
$ 144,000
Recruitment & Beautification Grant Programs $ 20,000
Events
Waterfest
$ 2,500
$ 54,500
Music Programming $ 15,000
Wine Walks $ 10,000
Holiday Parade $ 15,000
Farmers Market $ 5,000
Chalk Walk
$ 4,000
Downtown Events
$ 2,500
Chocolate Stroll $ 500
$ 54,500
Vibrant Spaces Grant $ 30,845
Advertising $ 15,000
Gift Card Program $ 1,000
MemberCO
Holiday
$ 500
$ 2,000
Spring $ 1,000
Chocolate Stroll $ 500
$ 2,000
Arts and Beautification
Monthly Maintenance
$ 10,000
$ 33,000
Holiday/Seasonal Plantings $ 20,000
Seagull Mitigation Project $ 3,000
$ 33,000
Storage Unit
$ 1,800
Reserves/Capital Improvements
$ 285,455
Approximately $95,000 on January 1, 2025
TA
X
I
D
N
O
.
O
W
N
E
R
A
D
D
R
E
S
S
AS
S
E
S
S
E
D
VA
L
U
E
%
T
O
T
A
L
AS
S
E
S
S
E
D
VA
L
U
E
FR
O
N
T
A
G
E
%
T
O
T
A
L
FR
O
N
T
A
G
E
TO
T
A
L
%
(V
A
L
U
E
%
+
FR
O
N
T
A
G
E
%
)
TO
T
A
L
%
/
2
(P
r
o
p
o
r
t
i
o
n
a
t
e
Va
l
u
e
)
20
2
5
AS
S
E
S
S
M
E
N
T
ON
$
1
4
0
,
6
1
0
20
2
4
AS
S
E
S
S
M
E
N
T
ON
$
1
4
0
,
6
1
0
$
C
H
A
N
G
E
FR
O
M
2
0
2
4
%
C
h
a
n
g
e
fro
m
2
0
2
4
01
0
0
9
6
0
0
0
0
N
E
L
S
H
/
C
A
R
O
L
J
N
A
S
L
U
N
D
1
0
1
A
L
G
O
M
A
B
L
V
D
2
9
7
,
8
0
0
$
0
.
5
1
6
%
2
4
.
0
0
0
.
2
8
8
%
0
.
8
0
4
%
0
.
4
0
2
%
60
1
.
7
6
$
53
4
.
8
6
$
6
6
.
9
0
$
1
2
.
5
1
%
01
0
0
9
5
0
0
0
0
O
N
E
S
I
X
E
I
G
H
T
E
N
T
E
R
P
R
I
S
E
L
L
C
1
0
3
A
L
G
O
M
A
B
L
V
D
4
9
8
,
9
0
0
$
0
.
8
6
4
%
5
0
.
0
0
0
.
6
0
0
%
1
.
4
6
4
%
0
.
7
3
2
%
1,0
9
6
.
1
4
$
1,
0
3
6
.
9
7
$
5
9
.
1
8
$
5
.
7
1
%
07
0
0
0
6
0
0
0
0
H
O
O
P
M
A
N
&
C
O
D
O
W
N
T
O
W
N
L
L
C
1
1
0
A
L
G
O
M
A
B
L
V
D
7
9
7
,
9
0
0
$
1
.
3
8
2
%
8
3
.
8
7
1
.
0
0
7
%
2
.
3
8
9
%
1
.
1
9
4
%
1,7
8
8
.
1
7
$
1,
6
9
3
.
6
7
$
9
4
.
5
1
$
5
.
5
8
%
07
0
1
2
2
0
0
0
0
S
T
A
P
E
L
P
R
O
P
E
R
T
I
E
S
L
L
C
1
3
8
A
L
G
O
M
A
B
L
V
D
2
0
9
,
9
0
0
$
0
.
3
6
3
%
1
0
0
.
0
0
1
.
2
0
1
%
1
.
5
6
4
%
0
.
7
8
2
%
1,1
7
0
.
9
5
$
1,
1
4
9
.
7
2
$
2
1
.
2
3
$
1
.
8
5
%
07
0
1
2
3
0
0
0
0
1
4
6
A
L
G
O
M
A
B
L
V
D
L
L
C
1
4
6
A
L
G
O
M
A
B
L
V
D
7
8
5
,
5
0
0
$
1
.
3
6
0
%
8
0
.
0
0
0
.
9
6
1
%
2
.
3
2
1
%
1
.
1
6
0
%
1,7
3
7
.
3
2
$
1,
6
2
3
.
3
0
$
1
1
4
.
0
1
$
7
.
0
2
%
01
0
0
6
0
0
1
0
1
B
A
Y
S
H
O
R
E
D
E
V
E
L
O
P
M
E
N
T
I
I
L
L
C
1
0
1
C
O
M
M
E
R
C
E
S
T
7
,
5
8
5
,
1
0
0
$
1
3
.
1
3
4
%
4
0
7
.
6
6
4
.
8
9
5
%
1
8
.
0
2
9
%
9
.
0
1
5
%
8,8
2
0
.
0
0
$
8,
8
2
0
.
0
0
$
-
$
0
.
0
0
%
01
0
0
9
9
0
1
0
0
W
I
L
L
I
A
M
R
M
A
N
S
K
E
3
0
0
D
I
V
I
S
I
O
N
S
T
1
0
5
,
1
0
0
$
0
.
1
8
2
%
4
0
.
0
0
0
.
4
8
0
%
0
.
6
6
2
%
0
.
3
3
1
%
49
5
.
7
8
$
50
5
.
5
0
$
(
9
.
7
2
)
$
-
1
.
9
2
%
07
0
1
2
4
0
0
0
0
S
T
A
P
E
L
P
R
O
P
E
R
T
I
E
S
L
L
C
D
I
V
I
S
I
O
N
S
T
3
2
,
7
0
0
$
0
.
0
5
7
%
4
0
.
0
0
0
.
4
8
0
%
0
.
5
3
7
%
0
.
2
6
8
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
07
0
1
2
5
0
0
0
0
S
T
A
P
E
L
P
R
O
P
E
R
T
I
E
S
L
L
C
4
2
0
D
I
V
I
S
I
O
N
S
T
1
8
7
,
2
0
0
$
0
.
3
2
4
%
8
0
.
0
0
0
.
9
6
1
%
1
.
2
8
5
%
0
.
6
4
2
%
96
1
.
7
5
$
95
3
.
7
2
$
8
.
0
3
$
0
.
8
4
%
01
0
0
8
6
0
0
0
0
1
0
1
H
I
G
H
A
V
E
L
L
C
1
0
1
H
I
G
H
A
V
E
1
3
5
,
2
0
0
$
0
.
2
3
4
%
2
0
.
0
0
0
.
2
4
0
%
0
.
4
7
4
%
0
.
2
3
7
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
01
0
0
8
5
0
0
0
0
B
R
O
W
N
B
E
L
L
P
R
O
P
E
R
T
I
E
S
L
L
C
1
0
3
H
I
G
H
A
V
E
3
6
6
,
8
0
0
$
0
.
6
3
5
%
4
0
.
0
0
0
.
4
8
0
%
1
.
1
1
5
%
0
.
5
5
8
%
83
5
.
0
2
$
76
3
.
8
9
$
7
1
.
1
3
$
9
.
3
1
%
01
0
0
8
9
0
0
0
0
M
A
X
P
/
K
A
R
I
N
L
H
E
R
M
A
N
S
1
1
4
H
I
G
H
A
V
E
1
3
3
,
8
0
0
$
0
.
2
3
2
%
2
0
.
0
0
0
.
2
4
0
%
0
.
4
7
2
%
0
.
2
3
6
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
01
0
0
8
7
0
0
0
0
K
I
N
G
S
L
A
U
N
D
R
Y
I
N
C
1
1
8
H
I
G
H
A
V
E
2
5
,
5
0
0
$
0
.
0
4
4
%
9
0
.
0
0
1
.
0
8
1
%
1
.
1
2
5
%
0
.
5
6
2
%
84
2
.
0
3
$
89
5
.
2
9
$
(
5
3
.
2
6
)
$
-
5
.
9
5
%
01
0
1
0
1
0
0
0
0
O
S
H
K
O
S
H
L
U
X
U
R
Y
L
O
F
T
S
L
L
C
1
3
2
H
I
G
H
A
V
E
1
,
0
2
9
,
7
0
0
$
1
.
7
8
3
%
1
3
0
.
0
0
1
.
5
6
1
%
3
.
3
4
4
%
1
.
6
7
2
%
2,5
0
3
.
3
0
$
2,
2
3
8
.
4
8
$
2
6
4
.
8
2
$
1
1
.
8
3
%
01
0
1
0
6
0
0
0
0
G
I
L
L
E
N
S
L
L
C
13
5
H
I
G
H
A
V
E
4
7
,
2
0
0
$
0
.
0
8
2
%
3
8
.
0
0
0
.
4
5
6
%
0
.
5
3
8
%
0
.
2
6
9
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
01
0
1
0
5
0
0
0
0
W
R
R
I
D
G
E
H
O
L
D
I
N
G
S
L
L
C
1
3
9
H
I
G
H
A
V
E
1
6
0
,
3
0
0
$
0
.
2
7
8
%
3
0
.
0
0
0
.
3
6
0
%
0
.
6
3
8
%
0
.
3
1
9
%
47
7
.
4
5
$
46
1
.
7
0
$
1
5
.
7
5
$
3
.
4
1
%
01
0
1
0
4
0
0
0
0
W
R
R
I
D
G
E
H
O
L
D
I
N
G
S
L
L
C
1
4
1
H
I
G
H
A
V
E
1
7
6
,
5
0
0
$
0
.
3
0
6
%
2
0
.
0
0
0
.
2
4
0
%
0
.
5
4
6
%
0
.
2
7
3
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
01
0
1
0
0
0
0
0
0
N
O
R
T
H
E
R
N
T
E
L
E
P
H
O
N
E
&
D
A
T
A
C
O
R
P
1
4
4
H
I
G
H
A
V
E
2
6
8
,
5
0
0
$
0
.
4
6
5
%
5
0
.
0
0
0
.
6
0
0
%
1
.
0
6
5
%
0
.
5
3
3
%
79
7
.
4
8
$
78
4
.
4
8
$
1
3
.
0
0
$
1
.
6
6
%
01
0
1
0
3
0
0
0
0
W
I
L
K
I
N
S
1
4
5
L
L
C
H
I
G
H
A
V
E
3
7
,
8
0
0
$
0
.
0
6
5
%
6
0
.
0
0
0
.
7
2
0
%
0
.
7
8
6
%
0
.
3
9
3
%
58
8
.
3
1
$
62
3
.
4
2
$
(
3
5
.
1
1
)
$
-
5
.
6
3
%
01
0
1
0
2
0
0
0
0
O
S
H
K
O
S
H
L
U
X
U
R
Y
L
O
F
T
S
L
L
C
H
I
G
H
A
V
E
4
2
,
5
0
0
$
0
.
0
7
4
%
6
0
.
0
0
0
.
7
2
0
%
0
.
7
9
4
%
0
.
3
9
7
%
59
4
.
4
1
$
62
9
.
7
3
$
(
3
5
.
3
2
)
$
-
5
.
6
1
%
01
0
0
9
9
0
0
0
0
W
I
L
L
I
A
M
R
M
A
N
S
K
E
H
I
G
H
A
V
E
3
2
,
1
0
0
$
0
.
0
5
6
%
6
0
.
0
0
0
.
7
2
0
%
0
.
7
7
6
%
0
.
3
8
8
%
58
0
.
9
3
$
61
6
.
5
8
$
(
3
5
.
6
6
)
$
-
5
.
7
8
%
01
0
0
4
0
0
0
0
0
1
N
M
A
I
N
L
L
C
1
N
M
A
I
N
S
T
7
,
9
6
3
,
5
0
0
$
1
3
.
7
9
0
%
2
5
7
.
4
9
3
.
0
9
2
%
1
6
.
8
8
1
%
8
.
4
4
1
%
8,8
2
0
.
0
0
$
8,
8
2
0
.
0
0
$
-
$
0
.
0
0
%
08
0
0
5
7
0
0
0
0
D
A
Y
M
A
R
K
1
0
0
N
M
A
I
N
L
L
C
/
O
S
H
K
O
S
H
6
2
0
L
L
C
1
0
0
N
M
A
I
N
S
T
6
,
4
1
7
,
2
0
0
$
1
1
.
1
1
2
%
3
0
6
.
1
1
3
.
6
7
5
%
1
4
.
7
8
7
%
7
.
3
9
4
%
8,8
2
0
.
0
0
$
8,
8
2
0
.
0
0
$
-
$
0
.
0
0
%
01
0
0
3
0
0
0
0
0
R
O
W
L
O
C
K
Q
O
Z
B
L
L
C
1
1
1
N
M
A
I
N
S
T
1
,
2
0
0
,
3
0
0
$
2
.
0
7
8
%
3
5
1
.
3
0
4
.
2
1
8
%
6
.
2
9
7
%
3
.
1
4
8
%
4,7
1
3
.
6
2
$
7,
3
1
4
.
6
6
$
(
2
,
6
0
1
.
0
5
)
$
-
3
5
.
5
6
%
02
0
0
0
3
0
0
0
0
2
0
6
N
O
R
T
H
M
A
I
N
L
L
C
2
0
6
N
M
A
I
N
S
T
1
8
4
,
9
0
0
$
0
.
3
2
0
%
4
0
.
2
0
0
.
4
8
3
%
0
.
8
0
3
%
0
.
4
0
1
%
60
1
.
0
2
$
62
4
.
0
0
$
(
2
2
.
9
8
)
$
-
3
.
6
8
%
02
0
0
1
9
0
0
0
0
J
O
N
P
G
R
U
E
N
S
T
E
R
N
2
1
0
N
M
A
I
N
S
T
1
0
0
2
7
8
,
4
0
0
$
0
.
4
8
2
%
1
6
.
6
8
0
.
2
0
0
%
0
.
6
8
2
%
0
.
3
4
1
%
51
0
.
8
1
$
48
3
.
8
8
$
2
6
.
9
4
$
5
.
5
7
%
02
0
0
1
9
0
2
0
0
J
O
N
P
G
R
U
E
N
S
T
E
R
N
2
1
0
N
M
A
I
N
S
T
1
5
0
5
3
,
3
0
0
$
0
.
0
9
2
%
1
6
.
6
8
0
.
2
0
0
%
0
.
2
9
3
%
0
.
1
4
6
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
02
0
0
1
9
0
1
0
0
A
R
M
S
T
R
O
N
G
V
E
N
T
U
R
E
S
L
L
C
2
1
0
N
M
A
I
N
S
T
2
0
0
3
6
9
,
7
0
0
$
0
.
6
4
0
%
1
6
.
6
8
0
.
2
0
0
%
0
.
8
4
0
%
0
.
4
2
0
%
62
9
.
1
6
$
59
0
.
1
3
$
3
9
.
0
3
$
6
.
6
1
%
02
0
0
1
9
0
3
0
0
A
R
M
S
T
R
O
N
G
V
E
N
T
U
R
E
S
L
L
C
2
1
0
N
M
A
I
N
S
T
B
5
0
1
8
,
2
0
0
$
0
.
0
3
2
%
1
6
.
6
8
0
.
2
0
0
%
0
.
2
3
2
%
0
.
1
1
6
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
02
0
0
1
8
0
0
0
0
W
I
S
C
O
R
E
N
T
S
L
L
C
2
1
6
N
M
A
I
N
S
T
2
9
6
,
7
0
0
$
0
.
5
1
4
%
2
6
.
7
0
0
.
3
2
1
%
0
.
8
3
4
%
0
.
4
1
7
%
62
4
.
6
0
$
44
8
.
8
5
$
1
7
5
.
7
5
$
3
9
.
1
6
%
01
0
0
1
4
0
0
0
0
C
L
O
V
E
R
I
N
V
E
S
T
M
E
N
T
S
L
L
C
2
1
7
N
M
A
I
N
S
T
4
0
9
,
0
0
0
$
0
.
7
0
8
%
1
2
0
.
0
0
1
.
4
4
1
%
2
.
1
4
9
%
1
.
0
7
5
%
1,6
0
8
.
8
1
$
1,
8
7
8
.
0
6
$
(
2
6
9
.
2
5
)
$
-
1
4
.
3
4
%
02
0
0
0
2
0
0
0
0
S
U
N
S
T
A
R
H
O
L
D
I
N
G
S
O
F
W
I
S
C
O
N
S
I
N
L
L
C
2
2
0
N
M
A
I
N
S
T
2
2
3
,
7
0
0
$
0
.
3
8
7
%
6
7
.
0
0
0
.
8
0
4
%
1
.
1
9
2
%
0
.
5
9
6
%
89
2
.
2
1
$
93
4
.
6
9
$
(
4
2
.
4
8
)
$
-
4
.
5
4
%
01
0
0
1
3
0
0
0
0
Z
&
V
I
N
V
E
S
T
M
E
N
T
S
L
L
C
2
2
3
N
M
A
I
N
S
T
2
6
5
,
4
0
0
$
0
.
4
6
0
%
2
4
.
0
0
0
.
2
8
8
%
0
.
7
4
8
%
0
.
3
7
4
%
55
9
.
7
6
$
53
0
.
3
0
$
2
9
.
4
6
$
5
.
5
6
%
02
0
0
1
2
0
0
0
0
M
C
D
A
Y
H
O
L
D
I
N
G
S
L
L
C
2
2
4
N
M
A
I
N
S
T
6
7
,
2
0
0
$
0
.
1
1
6
%
2
0
.
0
0
0
.
2
4
0
%
0
.
3
5
7
%
0
.
1
7
8
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
02
0
0
0
1
0
0
0
0
B
N
D
E
N
T
E
R
P
R
I
S
E
S
L
L
C
2
2
6
N
M
A
I
N
S
T
1
5
0
,
8
0
0
$
0
.
2
6
1
%
2
0
.
0
0
0
.
2
4
0
%
0
.
5
0
1
%
0
.
2
5
1
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
02
0
0
7
6
0
0
0
0
B
B
L
D
L
L
C
30
0
N
M
A
I
N
S
T
5
5
8
,
2
0
0
$
0
.
9
6
7
%
1
5
6
.
0
0
1
.
8
7
3
%
2
.
8
4
0
%
1
.
4
2
0
%
2,1
2
5
.
8
0
$
2,
1
6
4
.
9
1
$
(
3
9
.
1
1
)
$
-
1
.
8
1
%
02
0
0
8
2
0
0
0
0
3
1
8
N
O
R
T
H
M
A
I
N
O
S
H
K
O
S
H
L
L
C
3
1
8
N
M
A
I
N
S
T
2
9
3
,
9
0
0
$
0
.
5
0
9
%
7
2
.
0
0
0
.
8
6
5
%
1
.
3
7
3
%
0
.
6
8
7
%
1,0
2
8
.
1
5
$
1,
0
6
9
.
5
5
$
(
4
1
.
4
0
)
$
-
3
.
8
7
%
07
0
0
0
1
0
0
0
0
B
A
E
R
B
R
O
T
H
E
R
L
L
C
4
0
1
N
M
A
I
N
S
T
1
4
7
,
8
0
0
$
0
.
2
5
6
%
5
4
.
0
0
0
.
6
4
8
%
0
.
9
0
4
%
0
.
4
5
2
%
67
6
.
9
7
$
70
8
.
3
9
$
(
3
1
.
4
1
)
$
-
4
.
4
3
%
04
0
0
7
9
0
0
0
0
4
0
4
N
M
A
I
N
S
T
L
L
C
4
0
4
N
M
A
I
N
S
T
9
1
8
,
1
0
0
$
1
.
5
9
0
%
9
2
.
0
0
1
.
1
0
5
%
2
.
6
9
4
%
1
.
3
4
7
%
2,0
1
7
.
0
6
$
1,
8
0
3
.
6
6
$
2
1
3
.
4
0
$
1
1
.
8
3
%
07
0
0
0
1
0
2
0
0
T
H
A
N
K
Y
O
U
V
E
R
Y
M
U
C
H
F
O
R
T
H
E
M
O
N
E
Y
L
L
C
4
0
7
N
M
A
I
N
S
T
1
5
5
,
6
0
0
$
0
.
2
6
9
%
4
0
.
0
0
0
.
4
8
0
%
0
.
7
5
0
%
0
.
3
7
5
%
56
1
.
2
4
$
58
4
.
2
5
$
(
2
3
.
0
1
)
$
-
3
.
9
4
%
04
0
1
0
0
0
0
0
0
F
K
P
P
R
O
P
E
R
T
I
E
S
L
L
C
4
0
8
N
M
A
I
N
S
T
2
7
0
,
6
0
0
$
0
.
4
6
9
%
6
2
.
0
0
0
.
7
4
4
%
1
.
2
1
3
%
0
.
6
0
7
%
90
8
.
0
7
$
94
3
.
6
5
$
(
3
5
.
5
8
)
$
-
3
.
7
7
%
07
0
0
0
1
0
3
0
0
C
O
D
Y
R
P
Y
F
E
R
/
E
R
I
C
A
P
M
U
L
L
O
Y
4
1
1
N
M
A
I
N
S
T
8
2
,
1
0
0
$
0
.
1
4
2
%
2
9
.
2
0
0
.
3
5
1
%
0
.
4
9
3
%
0
.
2
4
6
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
07
0
0
0
2
0
0
0
0
J
O
S
E
P
H
F
K
R
U
M
R
I
C
H
E
T
A
L
4
1
3
N
M
A
I
N
S
T
3
8
,
8
0
0
$
0
.
0
6
7
%
2
0
.
0
0
0
.
2
4
0
%
0
.
3
0
7
%
0
.
1
5
4
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
04
0
0
9
9
0
0
0
0
3
1
8
N
O
R
T
H
M
A
I
N
O
S
H
K
O
S
H
L
L
C
4
1
4
N
M
A
I
N
S
T
3
2
,
1
0
0
$
0
.
0
5
6
%
1
6
.
0
0
0
.
1
9
2
%
0
.
2
4
8
%
0
.
1
2
4
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
07
0
0
0
3
0
0
0
0
H
O
O
P
M
A
N
S
D
O
W
N
T
O
W
N
L
L
C
4
1
5
N
M
A
I
N
S
T
4
5
5
,
4
0
0
$
0
.
7
8
9
%
5
9
.
8
0
0
.
7
1
8
%
1
.
5
0
7
%
0
.
7
5
3
%
1,1
2
7
.
8
4
$
1,
0
6
5
.
7
0
$
6
2
.
1
4
$
5
.
8
3
%
04
0
0
8
0
0
0
0
0
3
1
8
N
O
R
T
H
M
A
I
N
O
S
H
K
O
S
H
L
L
C
4
1
6
N
M
A
I
N
S
T
5
2
,
3
0
0
$
0
.
0
9
1
%
2
0
.
0
0
0
.
2
4
0
%
0
.
3
3
1
%
0
.
1
6
5
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
04
0
0
8
1
0
0
0
0
3
1
8
N
O
R
T
H
M
A
I
N
O
S
H
K
O
S
H
L
L
C
4
1
8
N
M
A
I
N
S
T
3
8
,
8
0
0
$
0
.
0
6
7
%
2
0
.
0
0
0
.
2
4
0
%
0
.
3
0
7
%
0
.
1
5
4
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
04
0
0
8
2
0
0
0
0
D
&
M
R
E
N
T
A
L
S
L
L
C
4
2
0
N
M
A
I
N
S
T
1
6
1
,
8
0
0
$
0
.
2
8
0
%
2
0
.
0
0
0
.
2
4
0
%
0
.
5
2
0
%
0
.
2
6
0
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
07
0
0
0
8
0
0
0
0
H
O
O
P
M
A
N
S
D
O
W
N
T
O
W
N
O
S
H
K
O
S
H
L
L
C
4
2
1
N
M
A
I
N
S
T
4
4
8
,
4
0
0
$
0
.
7
7
6
%
2
0
.
0
0
0
.
2
4
0
%
1
.
0
1
7
%
0
.
5
0
8
%
76
1
.
0
2
$
68
0
.
1
8
$
8
0
.
8
4
$
1
1
.
8
9
%
04
0
0
8
3
0
0
0
0
H
O
O
P
M
A
N
S
D
O
W
N
T
O
W
N
O
S
H
K
O
S
H
L
L
C
4
2
2
N
M
A
I
N
S
T
1
4
0
,
4
0
0
$
0
.
2
4
3
%
1
8
.
0
0
0
.
2
1
6
%
0
.
4
5
9
%
0
.
2
3
0
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
07
0
0
1
0
0
0
0
0
E
S
C
A
P
E
R
E
N
T
A
L
S
L
L
C
4
2
3
N
M
A
I
N
S
T
9
3
,
4
0
0
$
0
.
1
6
2
%
2
0
.
0
0
0
.
2
4
0
%
0
.
4
0
2
%
0
.
2
0
1
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
04
0
0
8
4
0
0
0
0
H
O
O
P
M
A
N
S
D
O
W
N
T
O
W
N
O
S
H
K
O
S
H
L
L
C
4
2
4
N
M
A
I
N
S
T
1
6
7
,
9
0
0
$
0
.
2
9
1
%
1
8
.
0
0
0
.
2
1
6
%
0
.
5
0
7
%
0
.
2
5
3
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
04
0
0
8
5
0
0
0
0
J
A
M
E
S
E
V
A
N
S
/
G
A
I
L
P
A
N
S
K
E
4
2
6
N
M
A
I
N
S
T
8
3
,
3
0
0
$
0
.
1
4
4
%
2
0
.
0
0
0
.
2
4
0
%
0
.
3
8
4
%
0
.
1
9
2
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
07
0
0
1
1
0
0
0
0
S
T
A
P
E
L
P
R
O
P
E
R
T
I
E
S
L
L
C
4
2
7
N
M
A
I
N
S
T
3
4
9
,
3
0
0
$
0
.
6
0
5
%
8
2
.
6
7
0
.
9
9
3
%
1
.
5
9
7
%
0
.
7
9
9
%
1,1
9
5
.
8
8
$
1,
2
4
3
.
9
7
$
(
4
8
.
0
9
)
$
-
3
.
8
7
%
04
0
0
8
6
0
0
0
0
H
O
O
P
M
A
N
S
D
O
W
N
T
O
W
N
O
S
H
K
O
S
H
L
L
C
4
2
8
N
M
A
I
N
S
T
1
1
5
,
1
0
0
$
0
.
1
9
9
%
2
0
.
0
0
0
.
2
4
0
%
0
.
4
3
9
%
0
.
2
2
0
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
04
0
0
8
7
0
0
0
0
G
R
I
N
D
E
R
S
L
L
C
43
0
N
M
A
I
N
S
T
1
9
6
,
3
0
0
$
0
.
3
4
0
%
2
0
.
0
0
0
.
2
4
0
%
0
.
5
8
0
%
0
.
2
9
0
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
04
0
0
8
8
0
0
0
0
K
A
A
B
P
R
O
P
E
R
T
I
E
S
L
L
C
4
3
4
N
M
A
I
N
S
T
6
3
6
,
9
0
0
$
1
.
1
0
3
%
3
8
.
0
0
0
.
4
5
6
%
1
.
5
5
9
%
0
.
7
8
0
%
1,1
6
7
.
1
7
$
74
3
.
2
4
$
4
2
3
.
9
2
$
5
7
.
0
4
%
07
0
0
1
2
0
0
0
0
B
R
A
D
F
O
R
D
C
B
R
I
T
T
O
N
4
3
5
N
M
A
I
N
S
T
6
9
,
7
0
0
$
0
.
1
2
1
%
2
7
.
3
0
0
.
3
2
8
%
0
.
4
4
8
%
0
.
2
2
4
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
04
0
0
9
8
0
0
0
0
T
O
D
M
A
R
P
R
O
P
E
R
T
Y
M
A
N
A
G
E
M
E
N
T
L
L
P
4
3
6
N
M
A
I
N
S
T
1
7
5
,
1
0
0
$
0
.
3
0
3
%
2
2
.
0
0
0
.
2
6
4
%
0
.
5
6
7
%
0
.
2
8
4
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
04
0
0
9
0
0
0
0
0
1
6
2
7
E
L
M
W
O
O
D
L
L
C
4
3
8
N
M
A
I
N
S
T
2
3
5
,
8
0
0
$
0
.
4
0
8
%
4
1
.
0
0
0
.
4
9
2
%
0
.
9
0
1
%
0
.
4
5
0
%
67
4
.
1
9
$
65
0
.
9
9
$
2
3
.
2
1
$
3
.
5
6
%
AP
P
E
N
D
I
X
B
:
2
0
2
5
D
O
W
N
T
O
W
N
O
S
H
K
O
S
H
B
U
S
I
N
E
S
S
I
M
P
R
O
V
E
M
E
N
T
D
I
S
T
R
I
C
T
A
S
S
E
S
S
M
E
N
T
R
O
L
L
AS
S
E
S
S
M
E
N
T
O
F
$
1
4
0
,
6
1
0
.
0
0
,
$
4
4
5
.
0
0
M
I
N
I
M
U
M
,
$
8
,
8
2
0
.
0
0
M
A
X
I
M
U
M
A
S
S
E
S
S
M
E
N
T
*
TA
X
I
D
N
O
.
O
W
N
E
R
A
D
D
R
E
S
S
AS
S
E
S
S
E
D
VA
L
U
E
%
T
O
T
A
L
AS
S
E
S
S
E
D
VA
L
U
E
FR
O
N
T
A
G
E
%
T
O
T
A
L
FR
O
N
T
A
G
E
TO
T
A
L
%
(V
A
L
U
E
%
+
FR
O
N
T
A
G
E
%
)
TO
T
A
L
%
/
2
(P
r
o
p
o
r
t
i
o
n
a
t
e
Va
l
u
e
)
20
2
5
AS
S
E
S
S
M
E
N
T
ON
$
1
4
0
,
6
1
0
20
2
4
AS
S
E
S
S
M
E
N
T
ON
$
1
4
0
,
6
1
0
$
C
H
A
N
G
E
FR
O
M
2
0
2
4
%
C
h
a
n
g
e
fro
m
2
0
2
4
AP
P
E
N
D
I
X
B
:
2
0
2
5
D
O
W
N
T
O
W
N
O
S
H
K
O
S
H
B
U
S
I
N
E
S
S
I
M
P
R
O
V
E
M
E
N
T
D
I
S
T
R
I
C
T
A
S
S
E
S
S
M
E
N
T
R
O
L
L
AS
S
E
S
S
M
E
N
T
O
F
$
1
4
0
,
6
1
0
.
0
0
,
$
4
4
5
.
0
0
M
I
N
I
M
U
M
,
$
8
,
8
2
0
.
0
0
M
A
X
I
M
U
M
A
S
S
E
S
S
M
E
N
T
*
07
0
0
1
6
0
0
0
0
R
A
T
C
H
M
A
N
I
N
V
E
S
T
M
E
N
T
S
L
L
C
4
3
9
N
M
A
I
N
S
T
2
4
5
,
3
0
0
$
0
.
4
2
5
%
3
7
.
8
0
0
.
4
5
4
%
0
.
8
7
9
%
0
.
4
3
9
%
65
7
.
7
5
$
55
0
.
9
6
$
1
0
6
.
7
9
$
1
9
.
3
8
%
07
0
0
1
7
0
0
0
0
B
A
R
B
A
R
A
K
I
F
L
E
-
C
O
U
I
L
L
A
R
D
/
J
O
E
L
C
O
U
I
L
L
A
R
D
4
4
1
N
M
A
I
N
S
T
1
2
5
,
3
0
0
$
0
.
2
1
7
%
2
0
.
0
0
0
.
2
4
0
%
0
.
4
5
7
%
0
.
2
2
9
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
07
0
0
1
9
0
0
0
0
S
T
A
P
E
L
P
R
O
P
E
R
T
I
E
S
L
L
C
4
4
5
N
M
A
I
N
S
T
1
4
0
,
9
0
0
$
0
.
2
4
4
%
3
8
.
0
0
0
.
4
5
6
%
0
.
7
0
0
%
0
.
3
5
0
%
52
4
.
2
1
$
51
2
.
0
9
$
1
2
.
1
2
$
2
.
3
7
%
04
0
0
9
6
0
0
0
0
J
A
H
N
K
E
4
4
8
M
A
I
N
L
L
C
4
4
8
N
M
A
I
N
S
T
U
N
I
T
1
4
4
7
,
7
0
0
$
0
.
7
7
5
%
3
8
.
2
0
0
.
4
5
9
%
1
.
2
3
4
%
0
.
6
1
7
%
92
3
.
7
1
$
84
3
.
5
0
$
8
0
.
2
1
$
9
.
5
1
%
07
0
0
1
4
0
0
0
0
S
T
A
P
E
L
P
R
O
P
E
R
T
I
E
S
L
L
C
4
5
1
N
M
A
I
N
S
T
2
4
1
,
1
0
0
$
0
.
4
1
7
%
8
5
.
6
0
1
.
0
2
8
%
1
.
4
4
5
%
0
.
7
2
3
%
1,0
8
1
.
9
6
$
1,
1
3
1
.
7
6
$
(
4
9
.
8
1
)
$
-
4
.
4
0
%
04
0
0
9
5
0
0
0
0
J
O
H
N
J
/
K
A
T
H
L
E
E
N
A
S
A
K
S
C
H
E
K
4
5
2
N
M
A
I
N
S
T
1
5
1
,
1
0
0
$
0
.
2
6
2
%
2
0
.
0
0
0
.
2
4
0
%
0
.
5
0
2
%
0
.
2
5
1
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
07
0
0
2
0
0
0
0
0
C
A
R
L
A
/
L
E
O
N
A
L
S
T
A
P
E
L
4
5
5
N
M
A
I
N
S
T
5
1
,
0
0
0
$
0
.
0
8
8
%
2
0
.
0
0
0
.
2
4
0
%
0
.
3
2
8
%
0
.
1
6
4
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
04
0
1
0
7
0
0
0
0
T
E
N
L
I
L
O
L
L
C
45
6
N
M
A
I
N
S
T
2
3
7
,
8
0
0
$
0
.
4
1
2
%
3
8
.
5
0
0
.
4
6
2
%
0
.
8
7
4
%
0
.
4
3
7
%
65
4
.
3
2
$
62
3
.
2
7
$
3
1
.
0
5
$
4
.
9
8
%
07
0
0
2
1
0
0
0
0
S
T
A
P
E
L
P
R
O
P
E
R
T
I
E
S
L
L
C
4
5
7
N
M
A
I
N
S
T
5
1
,
4
0
0
$
0
.
0
8
9
%
2
0
.
0
0
0
.
2
4
0
%
0
.
3
2
9
%
0
.
1
6
5
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
07
0
0
2
4
0
0
0
0
S
T
A
P
E
L
P
R
O
P
E
R
T
I
E
S
L
L
C
4
5
9
N
M
A
I
N
S
T
8
2
,
2
0
0
$
0
.
1
4
2
%
4
0
.
0
0
0
.
4
8
0
%
0
.
6
2
3
%
0
.
3
1
1
%
46
6
.
1
0
$
48
9
.
5
4
$
(
2
3
.
4
4
)
$
-
4
.
7
9
%
07
0
0
2
3
0
0
0
0
S
T
A
P
E
L
P
R
O
P
E
R
T
I
E
S
I
L
L
C
4
6
3
N
M
A
I
N
S
T
7
0
,
3
0
0
$
0
.
1
2
2
%
2
0
.
0
0
0
.
2
4
0
%
0
.
3
6
2
%
0
.
1
8
1
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
07
0
0
2
2
0
0
0
0
S
T
A
P
E
L
P
R
O
P
E
R
T
I
E
S
I
L
L
C
4
6
5
N
M
A
I
N
S
T
9
1
,
7
0
0
$
0
.
1
5
9
%
1
8
.
5
0
0
.
2
2
2
%
0
.
3
8
1
%
0
.
1
9
0
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
04
0
0
9
4
0
0
0
0
B
E
N
T
B
L
O
C
K
O
S
H
K
O
S
H
L
L
C
4
8
0
N
M
A
I
N
S
T
7
7
7
,
7
0
0
$
1
.
3
4
7
%
6
0
.
0
0
0
.
7
2
0
%
2
.
0
6
7
%
1
.
0
3
4
%
1,5
4
7
.
4
3
$
1,
3
7
2
.
0
3
$
1
7
5
.
4
1
$
1
2
.
7
8
%
04
0
1
0
8
0
0
0
0
W
A
G
N
E
R
O
P
E
R
A
H
O
U
S
E
L
L
C
5
0
0
N
M
A
I
N
S
T
6
0
2
,
3
0
0
$
1
.
0
4
3
%
1
4
0
.
0
0
1
.
6
8
1
%
2
.
7
2
4
%
1
.
3
6
2
%
2,0
3
9
.
1
5
$
2,
0
3
1
.
5
4
$
7
.
6
2
$
0
.
3
7
%
07
0
0
2
6
0
0
0
0
L
O
T
U
S
P
R
O
P
E
R
T
I
E
S
L
L
C
5
0
1
N
M
A
I
N
S
T
1
,
4
1
1
,
1
0
0
$
2
.
4
4
3
%
8
8
.
0
0
1
.
0
5
7
%
3
.
5
0
0
%
1
.
7
5
0
%
2,6
2
0
.
1
8
$
2,
0
1
1
.
6
4
$
6
0
8
.
5
4
$
3
0
.
2
5
%
07
0
0
2
9
0
0
0
0
B
I
L
L
/
D
A
W
N
R
O
B
B
I
N
S
J
R
5
1
1
N
M
A
I
N
S
T
1
5
7
,
3
0
0
$
0
.
2
7
2
%
2
0
.
0
0
0
.
2
4
0
%
0
.
5
1
3
%
0
.
2
5
6
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
07
0
0
2
7
0
0
0
0
3
7
1
0
L
I
S
B
O
N
L
L
C
5
1
3
N
M
A
I
N
S
T
1
3
9
,
3
0
0
$
0
.
2
4
1
%
2
0
.
0
0
0
.
2
4
0
%
0
.
4
8
1
%
0
.
2
4
1
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
07
0
0
2
8
0
0
0
0
A
L
E
E
C
H
A
S
E
I
N
V
E
S
T
M
E
N
T
S
L
L
C
5
1
5
N
M
A
I
N
S
T
1
6
2
,
8
0
0
$
0
.
2
8
2
%
2
0
.
0
0
0
.
2
4
0
%
0
.
5
2
2
%
0
.
2
6
1
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
07
0
0
3
2
0
0
0
0
S
T
M
S
O
N
S
P
R
O
P
E
R
T
I
E
S
L
L
C
5
1
9
N
M
A
I
N
S
T
3
8
8
,
5
0
0
$
0
.
6
7
3
%
6
0
.
0
0
0
.
7
2
0
%
1
.
3
9
3
%
0
.
6
9
7
%
1,0
4
2
.
9
2
$
97
9
.
0
8
$
6
3
.
8
4
$
6
.
5
2
%
07
0
0
3
4
0
0
0
0
T
E
N
N
I
E
S
J
E
W
E
L
R
Y
P
R
O
P
E
R
T
I
E
S
L
L
C
5
2
3
N
M
A
I
N
S
T
6
3
,
9
0
0
$
0
.
1
1
1
%
2
0
.
0
0
0
.
2
4
0
%
0
.
3
5
1
%
0
.
1
7
5
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
07
0
0
3
5
0
1
0
0
5
3
1
N
M
A
I
N
L
L
C
53
1
N
M
A
I
N
S
T
1
,
2
9
0
,
9
0
0
$
2
.
2
3
5
%
7
0
.
0
0
0
.
8
4
0
%
3
.
0
7
6
%
1
.
5
3
8
%
2,3
0
2
.
5
7
$
2,
1
7
3
.
4
2
$
1
2
9
.
1
5
$
5
.
9
4
%
07
0
0
3
6
0
0
0
0
5
3
7
N
M
A
I
N
S
T
R
E
E
T
L
L
C
5
3
7
N
M
A
I
N
S
T
1
7
8
,
9
0
0
$
0
.
3
1
0
%
1
2
0
.
0
0
1
.
4
4
1
%
1
.
7
5
1
%
0
.
8
7
5
%
1,3
1
0
.
5
3
$
1,
3
9
4
.
6
9
$
(
8
4
.
1
6
)
$
-
6
.
0
3
%
04
0
1
1
5
0
1
0
0
B
R
I
C
K
H
O
U
S
E
P
R
O
P
E
R
T
I
E
S
L
L
C
5
4
4
N
M
A
I
N
S
T
4
5
9
,
1
0
0
$
0
.
7
9
5
%
8
9
.
4
6
1
.
0
7
4
%
1
.
8
6
9
%
0
.
9
3
5
%
1,3
9
9
.
2
4
$
1,
3
6
8
.
6
6
$
3
0
.
5
8
$
2
.
2
3
%
07
0
0
3
8
0
0
0
0
5
4
7
N
M
A
I
N
L
L
C
54
7
N
M
A
I
N
S
T
2
1
8
,
7
0
0
$
0
.
3
7
9
%
1
7
0
.
0
0
2
.
0
4
1
%
2
.
4
2
0
%
1
.
2
1
0
%
1,8
1
1
.
5
6
$
1,
9
0
8
.
0
4
$
(
9
6
.
4
8
)
$
-
5
.
0
6
%
04
0
1
6
2
0
0
0
0
F
O
X
R
I
V
E
R
D
E
V
E
L
O
P
M
E
N
T
C
O
L
L
C
5
5
8
N
M
A
I
N
S
T
4
9
0
,
0
0
0
$
0
.
8
4
8
%
1
0
0
.
0
0
1
.
2
0
1
%
2
.
0
4
9
%
1
.
0
2
5
%
1,5
3
4
.
0
4
$
1,
5
0
0
.
0
1
$
3
4
.
0
3
$
2
.
2
7
%
04
0
1
6
8
0
1
0
0
5
0
0
B
L
O
C
K
N
O
R
T
H
L
L
C
5
7
0
N
M
A
I
N
S
T
5
7
9
,
4
0
0
$
1
.
0
0
3
%
1
4
0
.
7
5
1
.
6
9
0
%
2
.
6
9
3
%
1
.
3
4
7
%
2,0
1
6
.
2
1
$
2,
0
2
8
.
8
0
$
(
1
2
.
5
9
)
$
-
0
.
6
2
%
07
0
0
4
6
0
0
0
0
J
R
D
I
N
V
E
S
T
M
E
N
T
S
L
L
C
5
7
1
N
M
A
I
N
S
T
6
0
5
,
4
0
0
$
1
.
0
4
8
%
1
5
0
.
4
0
1
.
8
0
6
%
2
.
8
5
4
%
1
.
4
2
7
%
2,1
3
6
.
6
5
$
2,
1
2
9
.
3
5
$
7
.
3
0
$
0
.
3
4
%
04
0
1
7
0
0
2
0
0
5
7
6
5
7
8
5
8
2
N
O
R
T
H
M
A
I
N
S
T
R
E
E
T
L
L
C
5
7
8
N
M
A
I
N
S
T
8
4
,
2
0
0
$
0
.
1
4
6
%
3
0
.
0
0
0
.
3
6
0
%
0
.
5
0
6
%
0
.
2
5
3
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
07
0
0
5
0
0
0
0
0
H
O
O
P
M
A
N
&
C
O
D
O
W
N
T
O
W
N
L
L
C
5
7
9
N
M
A
I
N
S
T
2
8
4
,
4
0
0
$
0
.
4
9
2
%
3
9
.
6
0
0
.
4
7
5
%
0
.
9
6
8
%
0
.
4
8
4
%
72
4
.
6
1
$
68
4
.
2
6
$
4
0
.
3
5
$
5
.
9
0
%
04
0
1
7
0
0
1
0
0
J
W
E
S
T
R
E
N
T
A
L
S
L
L
C
5
8
2
N
M
A
I
N
S
T
1
6
4
,
5
0
0
$
0
.
2
8
5
%
4
5
.
2
1
0
.
5
4
3
%
0
.
8
2
8
%
0
.
4
1
4
%
61
9
.
6
1
$
58
8
.
0
4
$
3
1
.
5
7
$
5
.
3
7
%
04
0
1
7
1
0
0
0
0
V
A
V
A
V
O
R
T
E
X
L
L
C
5
8
4
N
M
A
I
N
S
T
2
4
9
,
2
0
0
$
0
.
4
3
2
%
4
5
.
0
0
0
.
5
4
0
%
0
.
9
7
2
%
0
.
4
8
6
%
72
7
.
5
2
$
55
0
.
3
4
$
1
7
7
.
1
8
$
3
2
.
1
9
%
01
0
0
1
7
0
0
0
0
B
L
B
R
A
N
C
H
G
R
O
U
P
I
I
L
L
C
N
M
A
I
N
S
T
7
3
,
9
0
0
$
0
.
1
2
8
%
8
8
.
9
0
1
.
0
6
7
%
1
.
1
9
5
%
0
.
5
9
8
%
89
4
.
8
8
$
94
7
.
4
0
$
(
5
2
.
5
2
)
$
-
5
.
5
4
%
04
0
1
6
0
0
0
0
0
F
O
X
R
I
V
E
R
D
E
V
E
L
O
P
M
E
N
T
C
O
/
B
R
I
C
K
H
O
U
S
E
P
R
O
P
N
M
A
I
N
S
T
4
7
,
8
0
0
$
0
.
0
8
3
%
6
0
.
8
0
0
.
7
3
0
%
0
.
8
1
3
%
0
.
4
0
6
%
60
8
.
4
7
$
64
6
.
9
2
$
(
3
8
.
4
5
)
$
-
5
.
9
4
%
40
1
7
2
0
0
0
0
J
W
E
S
T
R
E
N
T
A
L
S
L
L
C
1
7
E
P
A
R
K
W
A
Y
A
V
E
1
3
1
,
7
0
0
$
0
.
2
2
8
%
1
2
0
.
0
0
1
.
4
4
1
%
1
.
6
6
9
%
0
.
8
3
4
%
1,2
4
9
.
3
5
$
1,
2
6
1
.
0
7
$
(
1
1
.
7
2
)
$
-
0
.
9
3
%
07
0
0
6
4
0
0
0
0
V
A
L
L
E
Y
M
A
R
K
E
T
I
N
G
P
R
O
P
E
R
T
I
E
S
L
L
C
1
1
W
P
A
R
K
W
A
Y
A
V
E
1
0
0
,
8
0
0
$
0
.
1
7
5
%
8
7
.
5
0
1
.
0
5
1
%
1
.
2
2
5
%
0
.
6
1
3
%
91
7
.
1
7
$
94
3
.
1
0
$
(
2
5
.
9
4
)
$
-
2
.
7
5
%
01
0
0
8
1
0
0
0
0
B
L
B
R
A
N
C
H
G
R
O
U
P
I
I
L
L
C
5
0
P
E
A
R
L
A
V
E
1
,
2
2
6
,
7
0
0
$
2
.
1
2
4
%
2
4
5
.
0
0
2
.
9
4
2
%
5
.
0
6
6
%
2
.
5
3
3
%
3,7
9
2
.
3
5
$
3,
8
2
4
.
1
8
$
(
3
1
.
8
3
)
$
-
0
.
8
3
%
01
0
0
6
0
0
0
0
0
C
I
T
Y
C
E
N
T
E
R
A
S
S
O
C
I
A
T
E
S
L
L
C
2
0
1
P
E
A
R
L
A
V
E
3
,
1
0
3
,
7
0
0
$
5
.
3
7
4
%
8
9
1
.
1
9
1
0
.
7
0
1
%
1
6
.
0
7
5
%
8
.
0
3
7
%
8,8
2
0
.
0
0
$
8,
8
2
0
.
0
0
$
-
$
0
.
0
0
%
01
0
1
1
8
0
0
0
0
O
S
H
K
O
S
H
C
O
M
M
U
N
I
T
Y
C
R
E
D
I
T
U
N
I
O
N
2
5
0
P
E
A
R
L
A
V
E
2
5
4
,
5
0
0
$
0
.
4
4
1
%
1
7
3
.
7
0
2
.
0
8
6
%
2
.
5
2
6
%
1
.
2
6
3
%
1,8
9
1
.
2
2
$
1,
9
9
0
.
5
9
$
(
9
9
.
3
7
)
$
-
4
.
9
9
%
08
0
0
3
5
0
0
0
0
S
T
A
T
E
S
T
R
E
E
T
S
U
I
T
E
S
L
L
C
1
2
6
S
T
A
T
E
S
T
5
2
4
,
7
0
0
$
0
.
9
0
9
%
1
6
8
.
5
0
2
.
0
2
3
%
2
.
9
3
2
%
1
.
4
6
6
%
2,1
9
4
.
7
3
$
2,
2
2
4
.
9
0
$
(
3
0
.
1
6
)
$
-
1
.
3
6
%
02
0
0
2
3
0
0
0
0
T
E
A
M
S
N
W
L
L
C
20
8
S
T
A
T
E
S
T
4
1
1
,
6
0
0
$
0
.
7
1
3
%
8
0
.
0
0
0
.
9
6
1
%
1
.
6
7
3
%
0
.
8
3
7
%
1,2
5
2
.
6
4
$
1,
1
9
9
.
6
3
$
5
3
.
0
1
$
4
.
4
2
%
02
0
0
0
8
0
0
0
0
S
B
A
Y
E
R
H
O
L
D
I
N
G
S
L
L
C
2
1
9
S
T
A
T
E
S
T
2
2
8
,
7
0
0
$
0
.
3
9
6
%
4
7
.
9
0
0
.
5
7
5
%
0
.
9
7
1
%
0
.
4
8
6
%
72
7
.
0
1
$
75
4
.
2
9
$
(
2
7
.
2
8
)
$
-
3
.
6
2
%
02
0
0
2
0
0
1
0
0
T
E
A
M
S
N
W
L
L
C
22
4
S
T
A
T
E
S
T
6
6
9
,
5
0
0
$
1
.
1
5
9
%
1
2
9
.
7
6
1
.
5
5
8
%
2
.
7
1
7
%
1
.
3
5
9
%
2,0
3
4
.
2
2
$
1,
0
8
6
.
8
1
$
9
4
7
.
4
1
$
8
7
.
1
7
%
02
0
0
6
4
0
0
0
0
H
A
R
R
Y
E
/
P
R
I
S
C
I
L
L
A
K
I
E
C
K
H
A
F
E
R
R
E
V
T
R
U
S
T
3
0
0
S
T
A
T
E
S
T
2
3
6
,
5
0
0
$
0
.
4
1
0
%
4
0
.
0
0
0
.
4
8
0
%
0
.
8
9
0
%
0
.
4
4
5
%
66
6
.
1
1
$
65
8
.
3
1
$
7
.
8
1
$
1
.
1
9
%
04
0
1
0
3
0
0
0
0
4
0
4
N
M
A
I
N
S
T
L
L
C
1
6
W
A
S
H
I
N
G
T
O
N
A
V
E
3
8
1
,
4
0
0
$
0
.
6
6
0
%
9
7
.
0
0
1
.
1
6
5
%
1
.
8
2
5
%
0
.
9
1
3
%
1,3
6
6
.
2
9
$
1,
3
1
1
.
6
0
$
5
4
.
6
9
$
4
.
1
7
%
02
0
0
8
8
0
1
0
0
D
I
S
C
O
V
E
R
Y
P
R
O
P
E
R
T
I
E
S
L
L
C
1
0
5
W
A
S
H
I
N
G
T
O
N
A
V
E
2
,
5
1
7
,
9
0
0
$
4
.
3
6
0
%
1
1
9
.
4
3
1
.
4
3
4
%
5
.
7
9
4
%
2
.
8
9
7
%
4,3
3
7
.
4
1
$
3,
5
0
4
.
2
3
$
8
3
3
.
1
8
$
2
3
.
7
8
%
02
0
0
6
2
0
1
0
0
D
I
S
C
O
V
E
R
Y
P
R
O
P
E
R
T
I
E
S
L
L
C
1
0
8
W
A
U
G
O
O
A
V
E
2
1
5
,
3
0
0
$
0
.
3
7
3
%
1
2
9
.
2
0
1
.
5
5
1
%
1
.
9
2
4
%
0
.
9
6
2
%
1,4
4
0
.
4
1
$
1,
5
4
0
.
1
6
$
(
9
9
.
7
5
)
$
-
6
.
4
8
%
02
0
0
1
1
0
0
0
0
R
E
I
M
E
R
S
N
I
D
E
R
P
R
O
P
E
R
T
I
E
S
L
L
C
9
W
A
U
G
O
O
A
V
E
8
9
,
9
0
0
$
0
.
1
5
6
%
3
4
.
5
0
0
.
4
1
4
%
0
.
5
7
0
%
0
.
2
8
5
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
02
0
0
1
0
0
0
0
0
G
R
O
T
H
E
P
R
O
P
E
R
T
I
E
S
L
L
C
1
3
W
A
U
G
O
O
A
V
E
2
1
9
,
7
0
0
$
0
.
3
8
0
%
2
0
.
5
0
0
.
2
4
6
%
0
.
6
2
7
%
0
.
3
1
3
%
46
9
.
0
6
$
44
5
.
0
0
$
2
4
.
0
6
$
5
.
4
1
%
02
0
0
0
9
0
0
0
0
G
R
O
T
H
E
P
R
O
P
E
R
T
I
E
S
L
L
C
W
A
U
G
O
O
A
V
E
1
0
,
9
0
0
$
0
.
0
1
9
%
3
4
.
5
0
0
.
4
1
4
%
0
.
4
3
3
%
0
.
2
1
7
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
02
0
0
1
4
0
0
0
0
D
E
B
R
A
J
T
O
M
A
N
/
S
A
N
D
R
A
P
R
U
N
T
Y
1
7
W
A
U
G
O
O
A
V
E
6
6
,
4
0
0
$
0
.
1
1
5
%
2
0
.
0
0
0
.
2
4
0
%
0
.
3
5
5
%
0
.
1
7
8
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
02
0
0
1
5
0
0
0
0
S
A
N
D
R
A
L
P
R
U
N
T
Y
1
9
W
A
U
G
O
O
A
V
E
1
3
8
,
6
0
0
$
0
.
2
4
0
%
4
0
.
0
0
0
.
4
8
0
%
0
.
7
2
0
%
0
.
3
6
0
%
53
9
.
2
1
$
52
4
.
0
2
$
1
5
.
1
9
$
2
.
9
0
%
02
0
0
1
6
0
0
0
0
J
A
C
O
P
A
I
N
C
25
W
A
U
G
O
O
A
V
E
7
8
,
4
0
0
$
0
.
1
3
6
%
2
0
.
0
0
0
.
2
4
0
%
0
.
3
7
6
%
0
.
1
8
8
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
02
0
0
1
7
0
0
0
0
J
A
C
O
P
A
I
N
C
WA
U
G
O
O
A
V
E
7
,
0
0
0
$
0
.
0
1
2
%
2
4
.
0
0
0
.
2
8
8
%
0
.
3
0
0
%
0
.
1
5
0
%
44
5
.
0
0
$
44
5
.
0
0
$
-
$
0
.
0
0
%
TO
T
A
L
S
5
7
,
7
5
0
,
4
0
0
$
1
0
0
.
0
0
0
%
8
3
2
8
.
4
2
1
0
0
.
0
0
0
%
2
0
0
.
0
0
0
%
1
0
0
.
0
0
0
%
1
4
0
,
6
1
0
.
0
0
$
1
4
0
,
6
1
0
.
0
0
$
(
0
.
0
0
)
$
0
.
0
0
%
*P
r
o
p
e
r
t
i
e
s
w
i
t
h
a
P
r
o
p
o
r
t
i
o
n
a
t
e
V
a
l
u
e
l
e
s
s
t
h
a
n
0
.
2
9
1
%
a
r
e
a
s
s
e
s
s
e
d
$
4
4
5
.
0
0
.
P
r
o
p
e
r
t
i
e
s
w
i
t
h
a
P
r
o
p
o
r
t
i
o
n
a
t
e
V
a
l
u
e
g
r
e
a
t
e
r
t
h
a
n
3
.
2
5
%
a
r
e
a
s
s
e
s
s
e
d
$
8
,
8
2
0
.
0
0
.
A
r
a
t
e
o
f
$
1
4
9
,
7
2
1
.
4
2
i
s
u
s
e
d
t
o
c
a
l
c
u
l
a
t
e
a
s
s
e
s
s
m
e
n
t
s
f
o
r
p
r
o
p
e
r
t
i
e
s
w
i
t
h
a
P
r
o
p
o
r
t
i
o
n
a
t
e
V
a
l
u
e
b
e
t
w
e
e
n
0
.
2
9
1
%
a
n
d
3
.
2
5
%
.
APPENDIX C
66.1109 Business improvement districts.
(1) In this section:
66.1109(1)(a)(a) “Board" means a business improvement district board appointed under sub. (3) (a).
(b) “Business improvement district" means an area within a municipality consisting of contiguous parcels and may include railroad rights-of-way, rivers,
or highways continuously bounded by the parcels on at least one side, and shall include parcels that are contiguous to the district but that were
not included in the original or amended boundaries of the district because the parcels were tax-exempt when the boundaries were determined
and such parcels became taxable after the original or amended boundaries of the district were determined.
(c) “Chief executive officer" means a mayor, city manager, village president or town chairperson.
(d) “Local legislative body" means a common council, village board of trustees or town board of supervisors.
(e) “Municipality" means a city, village or town.
(f) “Operating plan" means a plan adopted or amended under this section for the development, redevelopment, maintenance, operation and
promotion of a business improvement district, including all of the following:
1. The special assessment method applicable to the business improvement district.
1m. Whether real property used exclusively for manufacturing purposes will be specially assessed.
2. The kind, number and location of all proposed expenditures within the business improvement district.
3. A description of the methods of financing all estimated expenditures and the time when related costs will be incurred.
4. A description of how the creation of the business improvement district promotes the orderly development of the municipality, including its
relationship to any municipal master plan.
5. A legal opinion that subds. 1. to 4. have been complied with.
(g) “Planning commission" means a plan commission under s. 62.23, or if none a board of public land commissioners, or if none a planning committee
of the local legislative body.
(2) A municipality may create a business improvement district and adopt its operating plan if all of the following are met:
(a) An owner of real property used for commercial purposes and located in the proposed business improvement district designated under par. (b) has
petitioned the municipality for creation of a business improvement district.
(b) The planning commission has designated a proposed business improvement district and adopted its proposed initial operating plan.
(c) At least 30 days before creation of the business improvement district and adoption of its initial operating plan by the municipality, the planning
commission has held a public hearing on its proposed business improvement district and initial operating plan. Notice of the hearing shall be
published as a class 2 notice under ch. 985. Before publication, a copy of the notice together with a copy of the proposed initial operating plan
and a copy of a detail map showing the boundaries of the proposed business improvement district shall be sent by certified mail to all owners
of real property within the proposed business improvement district. The notice shall state the boundaries of the proposed business
improvement district and shall indicate that copies of the proposed initial operating plan are available from the planning commission on
request.
(d) Within 30 days after the hearing under par. (c), the owners of property to be assessed under the proposed initial operating plan having a valuation
equal to more than 40 percent of the valuation of all property to be assessed under the proposed initial operating plan, using the method of
valuation specified in the proposed initial operating plan, or the owners of property to be assessed under the proposed initial operating plan
having an assessed valuation equal to more than 40 percent of the assessed valuation of all property to be assessed under the proposed initial
operating plan, have not filed a petition with the planning commission protesting the proposed business improvement district or its proposed
initial operating plan.
(e) The local legislative body has voted to adopt the proposed initial operating plan for the municipality.
(2m) A municipality may annex territory to an existing business improvement district if all of the following are met:
(a) An owner of real property used for commercial purposes and located in the territory proposed to be annexed has petitioned the municipality for
annexation.
(b) The planning commission has approved the annexation.
(c) At least 30 days before annexation of the territory, the planning commission has held a public hearing on the proposed annexation. Notice of the
hearing shall be published as a class 2 notice under ch. 985. Before publication, a copy of the notice together with a copy of a detail map
showing the boundaries of the territory proposed to be annexed to the business improvement district shall be sent by certified mail to all
owners of real property within the territory proposed to be annexed. The notice shall state the boundaries of the territory proposed to be
annexed.
(d) Within 30 days after the hearing under par. (c), the owners of property in the territory to be annexed that would be assessed under the operating
plan having a valuation equal to more than 40 percent of the valuation of all property in the territory to be annexed that would be assessed
under the operating plan, using the method of valuation specified in the operating plan, or the owners of property in the territory to be
annexed that would be assessed under the operating plan having an assessed valuation equal to more than 40 percent of the assessed
valuation of all property in the territory to be annexed that would be assessed under the operating plan, have not filed a petition with the
planning commission protesting the annexation.
(3)
(a) The chief executive officer shall appoint members to a business improvement district board to implement the operating plan. Board members shall
be confirmed by the local legislative body and shall serve staggered terms designated by the local legislative body. The board shall have at least
5 members. A majority of board members shall own or occupy real property in the business improvement district.
(b) The board shall annually consider and may make changes to the operating plan, which may include termination of the plan, for its business
improvement district. The board shall then submit the operating plan to the local legislative body for its approval. If the local legislative body
disapproves the operating plan, the board shall consider and may make changes to the operating plan and may continue to resubmit the
operating plan until local legislative body approval is obtained. Any change to the special assessment method applicable to the business
improvement district shall be approved by the local legislative body.
(c) The board shall prepare and make available to the public annual reports describing the current status of the business improvement district,
including expenditures and revenues. The report shall include one of the following:
1. If the cash balance in the segregated account described under sub. (4) equaled or exceeded $300,000 at any time during the period covered by the
report, the municipality shall obtain an independent certified audit of the implementation of the operating plan.
2. If the cash balance in the segregated account described under sub. (4) was less than $300,000 at all times during the period covered by the report,
the municipality shall obtain a reviewed financial statement for the most recently completed fiscal year. The statement shall be prepared in
accordance with generally accepted accounting principles and include a review of the financial statement by an independent certified public
accountant.
(cg) For calendar years beginning after December 31, 2018, the dollar amount at which a municipality is required to obtain an independent certified
audit under par. (c) 1. and the dollar amount at which a municipality is required to obtain a reviewed financial statement under par. (c) 2. shall
be increased each year by a percentage equal to the percentage change between the U.S. consumer price index for all urban consumers, U.S.
city average, for the month of August of the previous year and the U.S. consumer price index for all urban consumers, U.S. city average, for the
month of August 2017, as determined by the federal department of labor. Each amount that is revised under this paragraph shall be rounded to
the nearest multiple of $10 if the revised amount is not a multiple of $10 or, if the revised amount is a multiple of $5, such an amount shall be
increased to the next higher multiple of $10.
(cr) The municipality shall obtain an additional independent certified audit of the implementation of the operating plan upon termination of the
business improvement district.
(d) Either the board or the municipality, as specified in the operating plan as adopted, or amended and approved under this section, has all powers
necessary or convenient to implement the operating plan, including the power to contract.
(4) All special assessments received from a business improvement district and all other appropriations by the municipality or other moneys received
for the benefit of the business improvement district shall be placed in a segregated account in the municipal treasury. No disbursements from
the account may be made except to reimburse the municipality for appropriations other than special assessments, to pay the costs of audits
and reviewed financial statements required under sub. (3) (c), or on order of the board for the purpose of implementing the operating plan. On
termination of the business improvement district by the municipality, all moneys collected by special assessment remaining in the account shall
be disbursed to the owners of specially assessed property in the business improvement district, in the same proportion as the last collected
special assessment.
(4g) A municipality may convert a business improvement district under this section into a neighborhood improvement district under s. 66.1110 if an
owner of real property that is subject to general real estate taxes, that is used exclusively for residential purposes, and that is located in the
business improvement district petitions the municipality for the conversion. If the municipality approves the petition, the board shall consider
and may make changes to the operating plan under s. 66.1110 (4) (b).
(4m) A municipality shall terminate a business improvement district if the owners of property assessed under the operating plan having a valuation
equal to more than 50 percent of the valuation of all property assessed under the operating plan, using the method of valuation specified in the
operating plan, or the owners of property assessed under the operating plan having an assessed valuation equal to more than 50 percent of the
assessed valuation of all property assessed under the operating plan, file a petition with the planning commission requesting termination of the
business improvement district, subject to all of the following conditions:
(a) A petition may not be filed under this subsection earlier than one year after the date the municipality first adopts the operating plan for the
business improvement district.
(b) On and after the date a petition is filed under this subsection, neither the board nor the municipality may enter into any new obligations by
contract or otherwise to implement the operating plan until the expiration of 30 days after the date of hearing under par. (c) and unless the
business improvement district is not terminated under par. (e).
(c) Within 30 days after the filing of a petition under this subsection, the planning commission shall hold a public hearing on the proposed termination.
Notice of the hearing shall be published as a class 2 notice under ch. 985. Before publication, a copy of the notice together with a copy of the
operating plan and a copy of a detail map showing the boundaries of the business improvement district shall be sent by certified mail to all
owners of real property within the business improvement district. The notice shall state the boundaries of the business improvement district
and shall indicate that copies of the operating plan are available from the planning commission on request.
(d) Within 30 days after the date of hearing under par. (c), every owner of property assessed under the operating plan may send written notice to the
planning commission indicating, if the owner signed a petition under this subsection, that the owner retracts the owner's request to terminate
the business improvement district, or, if the owner did not sign the petition, that the owner requests termination of the business improvement
district.
(e) If after the expiration of 30 days after the date of hearing under par. (c), by petition under this subsection or subsequent notification under par. (d),
and after subtracting any retractions under par. (d), the owners of property assessed under the operating plan having a valuation equal to more
than 50 percent of the valuation of all property assessed under the operating plan, using the method of valuation specified in the operating
plan, or the owners of property assessed under the operating plan having an assessed valuation equal to more than 50 percent of the assessed
valuation of all property assessed under the operating plan, have requested the termination of the business improvement district, the
municipality shall terminate the business improvement district on the date that the obligation with the latest completion date entered into to
implement the operating plan expires.
(5)
(a) Real property used exclusively for residential purposes and real property that is exempted from general property taxes under s. 70.11 may not be
specially assessed for purposes of this section.
(b) A municipality may terminate a business improvement district at any time.
(c) This section does not limit the power of a municipality under other law to regulate the use of or specially assess real property.
(d) If real property that is specially assessed as authorized under this section is of mixed use such that part of the real property is exempted from
general property taxes under s. 70.11 or is residential, or both, and part of the real property is taxable, the municipality may specially assess as
authorized under this section only the percentage of the real property that is not tax-exempt or residential. This paragraph applies only to a 1st
class city.
History: 1983 a. 184; 1989 a. 56 s. 258; 1999 a. 150 s. 539; Stats. 1999 s. 66.1109; 2001 a. 85; 2017 a. 59, 70, 189.
APPENDIX D - Legal Opinion
APPENDIX E
Downtown Oshkosh Business Improvement District Board Members
Board Member Category Term Expires
Marlo Ambas Owner/Occupant 5/31/2027
Chanda Anderson Non-Owner/Occupant 5/31/2027
Megan Lang, Chair Owner/Non-Occupant 5/31/2025
James Evans, Vice Chair
Owner/Occupant
5/31/2026
Autumn Urban Non-Owner/Occupant 5/31/2027
Sandra Prunty Owner/Occupant 5/31/2025
Andy Ratchman
Barb Nelson
Derek Mulloy
Non-Owner/Occupant
Non-Owner/Occupant
Owner/Occupant
5/31/2026
5/31/2026
5/31/2026
Carrie Olson Owner/Occupant 5/31/2025
James Stapel
Logan Jungbacker
Vacant
Vacant
Vacant
Vacant
Kris Larson
Owner/Occupant
Owner/Occupant
Owner/Occupant or
Non-Owner/Occupant
Owner/Occupant or
Non-Owner/Occupant
Alternate #1
Alternate #2
Council Rep.
5/31/2026
5/31/2027
5/31/2025
5/31/2024
5/31/2026
5/31/2025
5/31/2025