38| | duke realty corporation annual report 2012 is dependent upon a number of factors including the availability of credit to potential buyers to purchase properties at prices that we consider acceptable .although we believe that we have demonstrated our ability to generate significant liquidity through the disposition of non-strategic properties , potential future adverse changes to general market and economic conditions could negatively impact our further ability to dispose of such properties .transactions with unconsolidated entities transactions with unconsolidated partnerships and joint ventures also provide a source of liquidity .from time to time we will sell properties to unconsolidated entities , while retaining a continuing interest in that entity , and receive proceeds commensurate to those interests that we do not own .additionally , unconsolidated entities will from time to time obtain debt financing and will distribute to us , and our joint venture partners , all or a portion of the proceeds from such debt financing .uses of liquidity our principal uses of liquidity include the following : 2022 property investment ; 2022 leasing/capital costs ; 2022 dividends and distributions to shareholders and unitholders ; 2022 long-term debt maturities ; 2022 opportunistic repurchases of outstanding debt and preferred stock ; and 2022 other contractual obligations .property investment we continue to pursue an asset repositioning strategy that involves increasing our investment concentration in industrial and medical office properties while reducing our investment concentration in suburban .
[['', '2012', '2011', '2010'], ['second generation tenant improvements', '$ 26643', '$ 50079', '$ 36676'], ['second generation leasing costs', '31059', '38130', '39090'], ['building improvements', '6182', '11055', '12957'], ['total', '$ 63884', '$ 99264', '$ 88723']]
office properties .pursuant to this strategy , we evaluate development and acquisition opportunities based upon market outlook , including general economic conditions , supply and long-term growth potential .our ability to make future property investments , along with being dependent upon identifying suitable acquisition and development opportunities , is also dependent upon our continued access to our longer-term sources of liquidity , including issuances of debt or equity securities as well as generating cash flow by disposing of selected properties .leasing/capital costs tenant improvements and leasing commissions related to the initial leasing of newly completed or vacant space in acquired properties are referred to as first generation expenditures .such expenditures are included within development of real estate investments and other deferred leasing costs in our consolidated statements of cash flows .tenant improvements and leasing costs to re-let rental space that had been previously under lease to tenants are referred to as second generation expenditures .building improvements that are not specific to any tenant but serve to improve integral components of our real estate properties are also second generation expenditures .one of our principal uses of our liquidity is to fund the second generation leasing/capital expenditures of our real estate investments .as illustrated in the tables below , we have significantly reduced such expenditures in 2012 as a direct result of repositioning our investment concentration in office properties in accordance with our asset strategy .the following is a summary of our second generation capital expenditures by type of expenditure ( in thousands ) : .

Question: what was the percentage reduction second generation tenant improvements
Answer: -46.8%
Explanation: the percentage reduction second generation tenant improvements was 46.8%