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 .

Table:
 | 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%
Calculation: subtract(26643, 50079), divide(#0, 50079)