HomeMy WebLinkAboutCity Council Packet 05.26.2020
AGENDA
CITY OF LAUREL
CITY COUNCIL MEETING
TUESDAY, MAY 26, 2020
6:30 PM
COUNCIL CHAMBERS
NEXT RES. NO.
R20-28
NEXT ORD. NO.
O20-02
WELCOME . . . By your presence in the City Council Chambers, you are participating in the process of representative
government. To encourage that participation, the City Council has specified time s for citizen comments on its agenda -- once
following the Consent Agenda, at which time citizens may address the Council concerning any brief community announcement
not to exceed one minute in duration for any speaker; and again following Items Removed fro m the Consent Agenda, at which
time citizens may address the Council on any matter of City business that is not on tonight’s agenda. Each speaker will be
limited to three minutes, unless the time limit is extended by the Mayor with the consent of the Coun cil. Citizens may also
comment on any item removed from the consent agenda prior to council action , with each speaker limited to three minutes,
unless the time limit is extended by the Mayor with the consent of the Council. If a citizen would like to comment on an agenda
item, we ask that you wait until the agenda item is presented to the Council by the Mayor and the public is asked to comment
by the Mayor. Once again, each speaker is limited to three minutes.
Any person who has any question concerning any agenda item may call the City Clerk-Treasurer's office to make an inquiry
concerning the nature of the item described on the agenda. Your City government welcomes your interest and hopes you will
attend the Laurel City Council meetings often .
Pledge of Allegiance
Roll Call of the Council
Approval of Minutes
1. Approval of Minutes of May 12, 2020.
Correspondence
2. Beartooth RC&D Correspondence
Council Disclosure of Ex Parte Communications
Public Hearing
3. Ordinance No. O20-02: An Ordinance Amending Title 2 Chapter 2.60 Of The Laurel
Municipal Code Relating To The City’s Police and Police Commission.
Consent Items
NOTICE TO THE PUBLIC
The Consent Calendar adopting the printed Recommended Council Action will be enacted with one vote. The Mayor will
first ask the Council members if any Council member wishes to remove any item from the Consent Calendar for
discussion and consideration. The matters removed from the Consent Calendar will be considered in dividually at the end of
this Agenda under "Items Removed from the Consent Calendar." (See Section 12.) The entire Consent Calendar, with the
exception of items removed to be discussed under "Items Removed from the Consent Calendar," is then voted upon by roll
call under one motion.
4. Claims entered through 5/22/2020
5. Approval of Payroll Register for PPE 5/15/2020 totaling $6264.44.
6. Approval of Payroll Register for PPE 5/17/2020 totaling $196,739.84.
Ceremonial Calendar
Reports of Boards and Commissions
7. Budget/Finance Committee Minutes of May 12, 2020.
Library Board Minutes of March 11, 2020.
Library Board Minutes of April 14, 2020.
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Audience Participation (Three-Minute Limit)
Citizens may address the Council regarding any item of City business th at is not on tonight’s agenda. Comments regarding
tonight’s agenda items will be accepted under Scheduled Matters. The duration for an individual speaking under Audience
Participation is limited to three minutes. While all comments are welcome, the Counc il will not take action on any item not
on the agenda.
Scheduled Matters
8. Appointment of Dustin Riveland to the Laurel Police Reserves.
9. Resolution No. R20-28: Resolution Awarding Weave Consulting The Contract For The City Of
Laurel’s Riverside Park Campground Project And To Authorize The Mayor To Sign All
Documents Relating To The Project On The City’s Behalf.
10. Ordinance No. O20-02: An Ordinance Amending Title 2 Chapter 2.60 Of The Laurel
Municipal Code Relating To The City’s Police And Police Commission.
Items Removed From the Consent Agenda
Community Announcements (One-Minute Limit)
This portion of the meeting is to provide an opportunity for citizens to address the Council regarding community
announcements. The duration for an individual speaking under Community Announcements is limited to one minute. While
all comments are welcome, the Council will not take action on any item not on the agenda.
Council Discussion
Council members may give the City Council a brief report regarding committees or groups in which they are involved.
Mayor Updates
Unscheduled Matters
Adjournment
The City makes reasonable accommodations for any known disability that may interfere with a person’s ability to
participate in this meeting. Persons needing accommodation must notify the City Clerk’s Office to make needed
arrangements. To make your request known, please call 406-628-7431, Ext. 2, or write to City Clerk, PO Box 10, Laurel,
MT 59044, or present your request at City Hall, 115 West First Street, Laurel, Montana.
DATES TO REMEMBER
2
Item Attachment Documents:
1. Approval of Minutes of May 12, 2020.
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Item Attachment Documents:
2. Beartooth RC&D Correspondence
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Beartooth RC&D Area, Inc.
May Meeting Materials and Updates
Beartooth RC&D Area, Inc. Staff Reports
2020 Beartooth Resource Conservation and Development Budget
Income
ITEM Income
AG-FOOD AND AG CENTER 85,007
AG-MCDC 1,000
BOARD - EDA SPONSOR DUES 51,072
BOARD-INTEREST INCOME 400
BOARD-FOUNDATION MONEY 3,700
RLF-STAFF REIMBURSE 18,000
RLF-ORIG FEES 5,000
CRDC 71,907
FUELS AND CGWG -
EDA - GRANT 70,000
TOTAL INCOME 306,086
Expense
TOTAL STAFF EXPENSE 233,104
COMMUNICATIONS 6,000
EQUIPMENT & VEHICLE 8,520
CONTRACTUAL 20,000
SUPPLIES 12,900
TRAVEL 11,080
OTHER 10,420
RESERVE
EXPENSE TOTAL 302,024
4,062
PROJECTED NET INCOME 12/31/2020
Beartooth Books- Reporting Ending April 2020
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Page 2
Budgeted Actual
%
of budgeted
Income
AG-FOOD AND AG CENTER 85,007 41,543 49%
AG-MCDC 1,000 0 0%
BOARD - EDA SPONSOR DUES 51,072 42,768 84%
BOARD-INTEREST INCOME 400 166 42%
BOARD-FOUNDATION MONEY 3,700 3,390 92%
RLF-STAFF REIMBURSE 18,000 0 0%
RLF-ORIG FEES 5,000 0 0%
CRDC 71,907 28,834 40%
FUELS-TOTAL - 0 #DIV/0!
EDA - GRANT 70,000 35,000 50%
NOT BUDGED INCOME - 1,875 0%
TOTAL INCOME 306,086 153,576 50%
Expense
TOTAL STAFF EXPENSE 233,104 69,198 30%
COMMUNICATIONS 6,000 2,838 47%
EQUIPMENT & VEHICLE 8,520 2,928 34%
CONTRACTUAL 20,000 1,325 7%
SUPPLIES 12,900 4,446 34%
TRAVEL 11,080 705 6%
OTHER 10,420 6,198 59%
RESERVE -
EXPENSE TOTAL 302,024 87,639 29%
Account Balances
Bank of Joliet-Building Account $4,469.63
Bank of Joliet- Savings Account $75,171.78
Bank of Joliet- Checking Account $151,593.20
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Page 3
Revolving Loan Fund Books- Ending April 30, 2020
Loan Client Review
County # of loans $ Loaned out
Big Horn 2 $176,324
Stillwater 4 $507,948
Yellowstone 7 $388,895
Carbon 4 $145,594
Sweet Grass 2 $189,665
• I have 3 potential loans in various stages to get to committee. I have 2 payoffs that have been quoted
and I expect in the near future.
• We are still working on getting the money from Big Horn County.
• I have been in contact with all loan clients, offering any help we can. We have 4 that have arranged
for deferred payments, 5 have taken advantage of the PPP loans, and at least 4 have applied for the
state relief programs
Bank Balances as of April 30, 2020 Total available for lending
Bank of Joliet- EDA $20,403 20,403
Bank of Joliet-CDBG $175,615 175,615
Bank of Joliet- IRP $303,405 214,087
Bank of Joliet-Fromberg $29,729 29,729
$439,834
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Page 4
Beartooth RC&D Staff Project Update
May 2020
FOOD AND AG CENTER MANAGER PROJECTS
Beartooth FADC
Beartooth FADC Staff has been working to assist businesses with the development of Montana Department
of Ag Mini Grants and the new Emergency Ag Adaptability grant programs. Staff has had two FADC
conference calls to discuss the current state of Ag businesses and potential resources being finalized.
Beartooth FADC has also been in contact with the Montana Ag Marketing staff discussing their activities
through the Made in Montana program. A discussion with our US Senate staff has given F ADC staff with a
better picture of how some programs are still being developed through the USDA Farm Services Agency to
assist Farmers and Ranchers with emergency programs that should start sign ups in June. Many existing
buisnesses are still trying to determine the market environment and will be better situated to make
decisions on their needs in the summer and this fall.
On Going Projects
Business/ Project Name: Toews Family Farms
Contact-Hunter Aaron Toews
Location- Hardin, MT
Aaron Toews of Hardin, MT has started a business using his family farms corn acreage and began bagging
grain corn and selling 50lb bags retail through local ranch stores and 1ton and 2ton bags off his farm. We
discussed his unexpected growth where he sold 300 acres worth his first year exceeding his expectations he
now wants to build a larger shop to process and store bags that he can deliver to his growing customer
base. We have talked about his marketing price points and the Growth Through Ag grants, and loans and
will be determining his needs this summer and fall.
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Business/ Project Name: Trembling Prairie Farms
Contact- Jill Herold
Location- Huntley Project, MT
Trembling Prairie Farms is producing a unique type of Ag commodity they are in the development p hase of
processing into a value added product that will add value to Montana agriculture if fully developed. We have
signed a non-disclosure agreement with this business to protect their innovative intellectual property rights
but will be able to share more about the business once their concept is commercialized.
Carbon County Mud Springs Wind Development
Location- Warren, MT
Contact- Pacificorp
.
The wind wind development began construction on schedule in March and April and are working towards
having the majority of construction completed by the December time frame.
Business/ Project Name: 406 Bovine LLC
Contact- Bryan Elliott
Location-Laurel, MT
406 Bovine LLC has worked with Beartooth Staff due to Steve assisting in the development of a Big Sky
Trust Fund grant they have now received funding for planning, and are working through details regarding
confidentiality before proceeding.
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Page 6
Stillwater Packing Co/ Emmett’s Meats
Location- Columbus, MT
Contact- Jason Emmett
Stillwater Packing has been working through an increase in business due to the COVID 19 having shut down
some large national meat plants shifting some buyer interest to smaller plants like theirs.
Yellowstone Region Ag Sustainability Project- RCPP
Location- Huntley, MT
Contact- Dave Dougherty
The group had their last meeting in February in Huntley to set the annual deadlines for applications and
complete reporting, there was discussion about developing field tour of projects this summer in Carbon
County, the recent social distancing guidelines will require additional planning for this tour to go forward.
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Page 7
Becky’s Berries- Absarokee, MT
Location-Absarokee
Becky Stahl has been a client of Beartooth for several years and we last assisted her with development of an
expansion plan for her Jams, Jellies and Barbeque sauce business. She has completed construction of the
facility. Beartooth staff has assisting Becky with the development of a Mini Grant but the funds ran out in
approximately 10 days so staff then developed an Ag Adaptability Grant for the addition of a makeup air
system and a commercial food processor for her new facility. Funding was also requested for the
development of labels for a new line of products and improvements to her on line ordering presence. Becky’s
Berries Website http://www.beckysberries.com/
Steve’s Economic Director’s Report April/May to the Beartooth R, C& D Board
The two programs I administer on behalf of the organization are listed below.
Quarterly Certified Regional Development Corporation (CRDC) reports have been submitted. Our current annual
budget for CRDC is $70,000. Payment was received for first quarter work which included:
1. Targeted Brownfields assessment grant applications for Red Lodge pea cannery building, Joliet & Laurel
affordable housing projects. Pending Sports Hut grant application.
2. Two successful Big Sky Trust Fund grants. Pea Cannery and 406 Bovine an Artificial Intelligence start up firm.
Pending USDA Rural Business Development Grant for the pea cannery.
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Page 8
3. Yellowstone and Carbon County economic recovery teams. Steve is serving on both. In addition regular
outreach to other County leadership team, Chambers of Commerce, and economic development
organizations.
4. Assisting with subcommittee for Yellowstone County economic recovery team. Completed retail leakage
study for five county region. Shared Churma vulnerability index with all five counties. Working on regional
‘loop’ tours to help promote local travel and purchasing of products in outlying counties. Daily zoom
meetings with economic developers across Montana and within the region.
5. Business assistance to possible relocation of a business from Whitefish to Roberts. Outreach to Montana
Silversmiths. Promotion of SBA and other grant/loan programs on Facebook page. Promotion of Big Sky EDA’s
business survey and Beartooth survey designed by NW Energy for our use in the region.
Economic Development Administration (EDA) has indicated an additional $400,000 will be made available to help
our region with additional staffing over a two year period for assisting us with recovery efforts. The additional
$200,000 could be used to hire additional staff. Our currently in the second year funding of a three year grant cycle of
$210,000, or (70,000/year). Stillwater County has submitted a $6.5M road rebuilding grant with our assistance.
Frequently Used Acronyms
BEAR – Business Expansion and Retention
BIA – Bureau of Indian Affairs
BLM – Bureau of Land Management
BRCD – Beartooth RC&D
BSEDA – Big Sky Economic Development Association
BSTF – Big Sky Trust Fund
CDBG – Community Development Block Grant
CRDC – Certified Regional Development Corporation
CEDS – Comprehensive Economic Development Strategy
CTEP – Community Transportation Endowment Program
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EDA – Economic Development Administration
EDD – Economic Development District
ESRI – Environmental Systems Research Institute, Inc.
GIS – Geographic Information Systems
GPS – Global Positioning System
HOME – Montana Home Investment Partnerships Program
HUD – US Department of Housing and Urban Development
IRP – Intermediary Relending Program
LESA – Land Evaluation Site Assessment
MBI – Montana Board of Investments
MDOC – Montana Department of Commerce
MDOL – Montana Dept. of Labor
MDOT – Montana Dept. of Transportation
MDFWP – Montana Dept. of Fish, Wildlife and Parks
MEDA – Montana Economic Developers Association
NADO – National Association of Development Organizations
NCOC – National Carbon Offset Coalition
NHS – Neighborhood Housing Services
NRCS – Natural Resource Conservation Service
RBEG – Rural Business Enterprise Grant
RBOG – Rural Business Opportunity Grant
RC&D – Resource Conservation & Development Area, Inc.
RCDI – Rural Community Development Initiative
RD – Rural Development (a division of USDA)
RCPP- Regional Conservation Partnership Program
RLF – Revolving Loan Fund
RTA – Resource Team Assessment
SBA – Small Business Administration
SBDC – Small business Development Center
TIFD – Tax Increment Finance District
TSEP - Treasure State Endowment Program
USDA – United States Department of Agriculture
USFS – United States Forest Service
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................................ 7
Ta
b
l
e
4 – Ra
n
k
i
n
g
by
Re
t
a
i
l
Le
a
k
a
g
e
..
.
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................................ 8
Ta
b
l
e
5 – Ra
n
k
i
n
g
by
Av
e
r
a
g
e
Le
a
k
a
g
e
pe
r
Es
t
a
b
l
i
s
h
m
e
n
t
..
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8
21
1
DC
G
Co
r
p
l
a
n
Consulting LLC
Ex
h
i
b
i
t
1 – Be
a
r
t
o
o
t
h
RC
&
D
Re
g
i
o
n
,
MT
Re
t
a
i
l
Tr
a
d
i
n
g
Ar
e
a
So
u
r
c
e
:
ES
R
I
Bu
s
i
n
e
s
s
An
a
l
y
s
t
22
Be
a
r
t
o
o
t
h
RC
&
D
Re
g
i
o
n
,
MT
– Be
n
c
h
m
a
r
k
Re
t
a
i
l
Ga
p
/
L
e
a
k
a
g
e
An
a
l
y
s
i
s
2
Be
a
r
t
o
o
t
h
RC
&
D
Re
g
i
o
n
,
MT
Ap
r
i
l
20
2
0
Ke
y
Fi
n
d
i
n
g
s
In
re
s
p
o
n
s
e
to
th
e
Co
v
i
d
‐19
ou
t
b
r
e
a
k
an
d
th
e
en
s
u
i
n
g
de
l
e
t
e
r
i
o
u
s
ef
f
e
c
t
s
on
th
e
re
t
a
i
l
an
d
fo
o
d
se
r
v
i
c
e
in
d
u
s
t
r
i
e
s
,
th
e
Be
a
r
t
o
o
t
h
RC
&
D
Re
g
i
o
n
,
MT
en
g
a
g
e
d
DC
G
Co
r
p
l
a
n
Co
n
s
u
l
t
i
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LL
C
to
de
v
e
l
o
p
a Be
n
c
h
m
a
r
k
Re
t
a
i
l
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p
/
L
e
a
k
a
g
e
An
a
l
y
s
i
s
ba
s
e
d
on
a 5 ‐co
u
n
t
y
Re
t
a
i
l
Tr
a
d
i
n
g
Ar
e
a
(R
T
A
)
th
e
or
g
a
n
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z
a
t
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o
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se
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e
s
Th
e
ob
j
e
c
t
i
v
e
of
th
e
Be
n
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h
m
a
r
k
is
to
es
t
a
b
l
i
s
h
a
pr
e
‐vi
r
u
s
pi
c
t
u
r
e
of
th
e
ma
r
k
e
t
co
n
d
i
t
i
o
n
s
th
a
t
wi
l
l
he
l
p
in
th
e
co
m
m
u
n
i
t
y
’
s
re
c
o
v
e
r
y
ef
f
o
r
t
s
on
c
e
th
e
Co
r
o
n
a
v
i
r
u
s
is
mi
t
i
g
a
t
e
d
.
Re
t
a
i
l
Ga
p
/
L
e
a
k
a
g
e
st
u
d
i
e
s
co
m
p
a
r
e
th
e
ac
t
u
a
l
sa
l
e
s
(s
u
p
p
l
y
)
of
es
t
a
b
l
i
s
h
m
e
n
t
s
wi
t
h
i
n
th
e
se
a
r
c
h
ar
e
a
ag
a
i
n
s
t
th
e
de
m
a
n
d
fo
r
re
t
a
i
l
co
n
s
u
m
p
t
i
o
n
by
th
e
lo
c
a
l
co
n
s
u
m
e
r
ba
s
e
.
A
Re
t
a
i
l
Ga
p
(c
a
p
t
u
r
e
)
oc
c
u
r
s
wh
e
n
Su
p
p
l
y
ex
c
e
e
d
s
De
m
a
n
d
wh
i
c
h
si
g
n
i
f
i
e
s
th
a
t
bu
s
i
n
e
s
s
e
s
or
i
g
i
n
a
t
e
s
fr
o
m
vi
s
i
t
o
r
s
or
ot
h
e
r
no
n
‐re
s
i
d
e
n
t
me
a
n
s
.
Le
a
k
a
g
e
oc
c
u
r
s
wh
e
n
sp
e
n
d
s
in
re
t
a
i
l
sa
l
e
s
by
re
s
i
d
e
n
t
s
oc
c
u
r
s
ou
t
s
i
d
e
RT
A
an
d
re
p
r
e
s
e
n
t
s
bu
s
i
n
e
s
s
ri
s
k
(o
r
,
gr
o
w
t
h
)
po
t
e
n
t
i
a
l
.
Fr
o
m
th
e
re
p
o
r
t
,
so
m
e
ke
y
fi
n
d
i
n
g
s
in
c
l
u
d
e
:
Th
e
RT
A
pr
o
d
u
c
e
d
$3
.
3
8
0
bi
l
l
i
o
n
in
re
t
a
i
l
sa
l
e
s
by
1,
7
5
9
es
t
a
b
l
i
s
h
m
e
n
t
s
re
p
r
e
s
e
n
t
e
d
ac
r
o
s
s
27
re
t
a
i
l
ca
t
e
g
o
r
i
e
s
.
Lo
c
a
l
de
m
a
n
d
ac
c
o
u
n
t
e
d
fo
r
$2
.
8
3
8
bi
l
l
i
o
n
or
74
%
of
ac
t
u
a
l
sa
l
e
s
.
A
ne
t
Sa
l
e
s
Ga
p
of
$9
9
2
.
6
mi
l
l
i
o
n
resulted from a Sales
Ca
p
t
u
r
e
of
$1
.
1
2
6
bi
l
l
i
o
n
fr
o
m
ou
t
s
i
d
e
the Beartooth RC&D
Re
g
i
o
n
RT
A
an
d
a Sa
l
e
s
Le
a
k
a
g
e
of
$1
3
3
.
3
million to other
ar
e
a
s
ou
t
s
i
d
e
of
th
e
RT
A
.
Th
e
1,
7
5
9
re
t
a
i
l
es
t
a
b
l
i
s
h
m
e
n
t
s
in
th
e
RTA averaged $2.178
mi
l
l
i
o
n
in
sa
l
e
s
.
Fo
r
su
s
t
a
i
n
a
b
l
e
re
t
a
i
l
bu
s
i
n
e
s
s
ac
t
i
v
i
t
y
,
recognition of retail
ca
t
e
g
o
r
i
e
s
th
a
t
wi
t
n
e
s
s
Sa
l
e
s
Ca
p
t
u
r
e
is
vi
t
a
l
.
The following five
gr
o
u
p
s
ac
c
o
u
n
t
fo
r
83
%
of
ov
e
r
a
l
l
Sa
l
e
s
Capture in the RTA
re
p
r
e
s
e
n
t
th
e
ar
e
a
’
s
st
r
o
n
g
e
s
t
re
t
a
i
l
as
s
e
t
s
:
1.
Au
t
o
m
o
b
i
l
e
De
a
l
e
r
s
2.
Ga
s
o
l
i
n
e
St
a
t
i
o
n
s
3.
De
p
a
r
t
m
e
n
t
St
o
r
e
s
4.
Ot
h
e
r
Ge
n
e
r
a
l
Me
r
c
h
a
n
d
i
s
e
St
o
r
e
s
5.
Re
s
t
a
u
r
a
n
t
s
/
O
t
h
e
r
Ea
t
i
n
g
Pl
a
c
e
s
To
mi
t
i
g
a
t
e
ri
s
k
,
id
e
n
t
i
f
i
c
a
t
i
o
n
of
re
t
a
i
l
bu
s
i
n
e
s
s
e
s
that witness
Sa
l
e
s
Le
a
k
a
g
e
to
ou
t
s
i
d
e
ar
e
a
s
is
cr
i
t
i
c
a
l
.
The target of $133.3
mi
l
l
i
o
n
is
RT
A
‐wi
d
e
le
a
k
a
g
e
an
d
re
t
e
n
t
i
o
n
efforts throughout
th
e
5 ‐co
u
n
t
y
re
g
i
o
n
co
u
l
d
pr
o
v
i
d
e
a
st
a
b
i
l
i
z
i
n
g
factor for the
lo
c
a
l
ec
o
n
o
m
y
.
23
3
DC
G
Co
r
p
l
a
n
Consulting LLC
Ba
s
e
d
on
Av
e
r
a
g
e
Le
a
k
a
g
e
pe
r
Ty
p
i
c
a
l
Es
t
a
b
l
i
s
h
m
e
n
t
,
th
e
fi
v
e
mo
s
t
cr
i
t
i
c
a
l
re
t
a
i
l
bu
s
i
n
e
s
s
ty
p
e
s
re
p
r
e
s
e
n
t
i
n
g
86
%
($
1
1
4
.
8
mi
l
l
i
o
n
)
of
th
e
an
n
u
a
l
Sa
l
e
s
Le
a
k
a
g
e
an
d
ha
v
i
n
g
th
e
gr
e
a
t
e
s
t
im
p
a
c
t
on
th
e
fi
v
e
co
u
n
t
i
e
s
’
ec
o
n
o
m
i
c
de
v
e
l
o
p
m
e
n
t
ef
f
o
r
t
s
ar
e
:
1.
Gr
o
c
e
r
y
St
o
r
e
s
2.
Sp
e
c
i
a
l
t
y
Fo
o
d
St
o
r
e
s
3.
Bo
o
k
,
Pe
r
i
o
d
i
c
a
l
& Mu
s
i
c
St
o
r
e
s
4.
El
e
c
t
r
o
n
i
c
s
& Ap
p
l
i
a
n
c
e
St
o
r
e
s
5.
Sp
o
r
t
i
n
g
Go
o
d
s
/
H
o
b
b
y
/
M
u
s
i
c
a
l
In
s
t
r
.
St
o
r
e
s
In
to
t
a
l
,
th
e
s
e
fi
v
e
ca
t
e
g
o
r
i
e
s
re
p
r
e
s
e
n
t
25
2
of
th
e
48
2
es
t
a
b
l
i
s
h
m
e
n
t
s
th
a
t
ma
y
be
at
ri
s
k
in
th
e
RT
A
.
Th
e
re
m
a
i
n
i
n
g
5
bu
s
i
n
e
s
s
ca
t
e
g
o
r
i
e
s
di
s
t
r
i
b
u
t
e
th
e
ba
l
a
n
c
e
of
$1
8
.
5
mi
l
l
i
o
n
in
Sa
l
e
s
Le
a
k
a
g
e
.
Ea
c
h
of
th
e
s
e
in
d
u
s
t
r
i
e
s
is
im
p
o
r
t
a
n
t
to
th
e
vi
t
a
l
i
t
y
of
th
e
RT
A
,
an
d
lo
s
s
wo
u
l
d
be
di
f
f
i
c
u
l
t
.
Fr
o
m
th
e
ou
t
s
t
a
n
d
i
n
g
5
bu
s
i
n
e
s
s
ca
t
e
g
o
r
i
e
s
,
th
e
fo
l
l
o
w
i
n
g
2
ha
v
e
a
po
t
e
n
t
i
a
l
lo
s
s
of
at
le
a
s
t
$1
0
0
,
0
0
0
ea
c
h
:
He
a
l
t
h
& Pe
r
s
o
n
a
l
Ca
r
e
St
o
r
e
s
(8
3
es
t
b
.
)
Us
e
d
Me
r
c
h
a
n
d
i
s
e
St
o
r
e
s
(3
9
es
t
b
.
)
Ev
e
r
y
Le
a
k
a
g
e
ca
t
e
g
o
r
y
ma
y
be
im
p
o
r
t
a
n
t
in
th
e
fu
t
u
r
e
fo
r
ma
r
k
e
t
i
n
g
an
d
re
c
r
u
i
t
m
e
n
t
ef
f
o
r
t
s
.
Pr
o
a
c
t
i
v
e
me
a
s
u
r
e
s
sh
o
u
l
d
be
ta
k
e
n
to
id
e
n
t
i
f
y
th
e
le
a
d
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n
g
re
t
a
i
l
ch
a
i
n
s
or
co
r
p
o
r
a
t
i
o
n
s
th
a
t
co
u
l
d
es
t
a
b
l
i
s
h
ne
w
op
e
r
a
t
i
o
n
s
wi
t
h
i
n
th
e
Be
a
r
t
o
o
t
h
RC
&
D
Re
g
i
o
n
RT
A
an
d
ca
p
t
u
r
e
th
e
le
a
k
a
g
e
of
sa
l
e
s
do
l
l
a
r
s
on
c
e
th
e
ec
o
n
o
m
y
re
c
o
v
e
r
s
.
24
Be
a
r
t
o
o
t
h
RC
&
D
Re
g
i
o
n
,
MT
– Be
n
c
h
m
a
r
k
Re
t
a
i
l
Ga
p
/
L
e
a
k
a
g
e
An
a
l
y
s
i
s
4
Be
a
r
t
o
o
t
h
RC
&
D
Re
g
i
o
n
,
MT
Ap
r
i
l
20
2
0
Me
t
h
o
d
o
l
o
g
y
Fo
r
th
i
s
st
u
d
y
,
th
e
fi
v
e
‐co
u
n
t
y
Be
a
r
t
o
o
t
h
RC
&
D
Re
g
i
o
n
fo
r
m
s
th
e
Re
t
a
i
l
Tr
a
d
i
n
g
Ar
e
a
(R
T
A
)
.
Th
e
RT
A
is
sh
o
w
n
in
Ex
h
i
b
i
t
1,
wi
t
h
va
r
y
i
n
g
dr
i
v
e
‐ti
m
e
po
l
y
g
o
n
s
pr
e
s
e
n
t
e
d
th
a
t
ar
e
ce
n
t
e
r
e
d
on
th
e
Ci
t
y
of
Co
l
u
m
b
u
s
in
St
i
l
l
w
a
t
e
r
Co
u
n
t
y
Th
e
id
e
n
t
i
f
i
c
a
t
i
o
n
of
Re
t
a
i
l
op
p
o
r
t
u
n
i
t
i
e
s
ha
s
be
e
n
ac
c
o
m
p
l
i
s
h
e
d
th
r
o
u
g
h
ev
a
l
u
a
t
i
o
n
of
th
e
ES
R
I
pr
o
j
e
c
t
i
o
n
s
fr
o
m
th
e
US
Ce
n
s
u
s
of
Re
t
a
i
l
Tr
a
d
e
1 fo
r
th
e
fi
v
e
Be
a
r
t
o
o
t
h
co
u
n
t
i
e
s
.
Th
e
re
t
a
i
l
in
d
u
s
t
r
i
e
s
ar
e
or
g
a
n
i
z
e
d
un
d
e
r
th
e
No
r
t
h
Am
e
r
i
c
a
n
In
d
u
s
t
r
i
a
l
Cl
a
s
s
i
f
i
c
a
t
i
o
n
Sy
s
t
e
m
(N
A
I
C
S
)
hi
e
r
a
r
c
h
y
an
d
th
e
RT
A
’
s
sa
l
e
s
an
d
es
t
a
b
l
i
s
h
m
e
n
t
da
t
a
is
se
g
m
e
n
t
e
d
in
t
o
30
in
d
u
s
t
r
y
gr
o
u
p
s
,
sh
o
w
n
as
fo
l
l
o
w
s
:
44
1
1
Au
t
o
m
o
b
i
l
e
De
a
l
e
r
s
44
1
2
Ot
h
e
r
Mo
t
o
r
Ve
h
i
c
l
e
De
a
l
e
r
s
44
1
3
Au
t
o
Pa
r
t
s
,
Ac
c
e
s
s
o
r
i
e
s
& Ti
r
e
St
o
r
e
s
44
2
1
Fu
r
n
i
t
u
r
e
St
o
r
e
s
44
2
2
Ho
m
e
Fu
r
n
i
s
h
i
n
g
s
St
o
r
e
s
44
3
1
El
e
c
t
r
o
n
i
c
s
& Ap
p
l
i
a
n
c
e
St
o
r
e
s
44
4
1
Bl
d
g
.
Ma
t
e
r
i
a
l
& Su
p
p
l
i
e
s
De
a
l
e
r
s
44
4
2
La
w
n
& Ga
r
d
e
n
Eq
u
i
p
& Su
p
p
l
y
St
o
r
e
s
44
5
1
Gr
o
c
e
r
y
St
o
r
e
s
44
5
2
Sp
e
c
i
a
l
t
y
Fo
o
d
St
o
r
e
s
44
5
3
Be
e
r
,
Wi
n
e
& Li
q
u
o
r
St
o
r
e
s
1 ES
R
I
– Bu
s
i
n
e
s
s
An
a
l
y
s
t
‐
De
c
e
m
b
e
r
20
1
9
fo
r
th
e
Bi
g
Ho
r
n
Co
u
n
t
y
,
Ca
r
b
o
n
Co
u
n
t
y
,
St
i
l
l
w
a
t
e
r
Co
u
n
t
y
,
Sw
e
e
t
Gr
a
s
s
Co
u
n
t
y
,
an
d
Ye
l
l
o
w
s
t
o
n
e
Co
u
n
t
y
;
So
u
r
c
e
ES
R
I
an
d
In
f
o
g
r
o
u
p
44
6
1
He
a
l
t
h
& Pe
r
s
o
n
a
l
Ca
r
e
St
o
r
e
s
44
7
1
Ga
s
o
l
i
n
e
St
a
t
i
o
n
s
44
8
1
Cl
o
t
h
i
n
g
St
o
r
e
s
44
8
2
Sh
o
e
St
o
r
e
s
44
8
3
Je
w
e
l
r
y
,
Lu
g
g
a
g
e
& Le
a
t
h
e
r
Go
o
d
s
St
o
r
e
s
45
1
1
Sp
o
r
t
i
n
g
Go
o
d
s
/
H
o
b
b
y
/
M
u
s
i
c
a
l
In
s
t
r
.
Stores
45
1
2
Bo
o
k
,
Pe
r
i
o
d
i
c
a
l
& Mu
s
i
c
St
o
r
e
s
45
2
1
De
p
a
r
t
m
e
n
t
St
o
r
e
s
Ex
c
l
u
d
i
n
g
Le
a
s
e
d
De
p
t
s
.
45
2
9
Ot
h
e
r
Ge
n
e
r
a
l
Me
r
c
h
a
n
d
i
s
e
St
o
r
e
s
45
3
1
Fl
o
r
i
s
t
s
45
3
2
Of
f
i
c
e
Su
p
p
l
i
e
s
,
St
a
t
i
o
n
e
r
y
& Gi
f
t
St
o
r
e
s
45
3
3
Us
e
d
Me
r
c
h
a
n
d
i
s
e
St
o
r
e
s
45
3
9
Ot
h
e
r
Mi
s
c
e
l
l
a
n
e
o
u
s
St
o
r
e
Re
t
a
i
l
e
r
s
45
4
1
El
e
c
t
r
o
n
i
c
Sh
o
p
p
i
n
g
& Ma
i
l
‐Or
d
e
r
Ho
u
s
e
s
45
4
2
Ve
n
d
i
n
g
Ma
c
h
i
n
e
Op
e
r
a
t
o
r
s
45
4
3
Di
r
e
c
t
Se
l
l
i
n
g
Es
t
a
b
l
i
s
h
m
e
n
t
s
72
2
3
Sp
e
c
i
a
l
Fo
o
d
Se
r
v
i
c
e
s
72
2
4
Dr
i
n
k
i
n
g
Pl
a
c
e
s
‐
Al
c
o
h
o
l
i
c
Be
v
e
r
a
g
e
s
72
2
5
Re
s
t
a
u
r
a
n
t
s
/
O
t
h
e
r
Ea
t
i
n
g
Pl
a
c
e
s
Th
e
th
r
e
e
hi
g
h
l
i
g
h
t
e
d
re
t
a
i
l
gr
o
u
p
s
ar
e
removed from further
co
n
s
i
d
e
r
a
t
i
o
n
as
th
e
y
do
no
t
oc
c
u
p
y
ph
y
s
i
c
a
l
premises. The net
27
ca
t
e
g
o
r
i
e
s
re
p
r
e
s
e
n
t
th
e
fr
a
m
e
w
o
r
k
for the analysis.
So
u
r
c
e
s
fo
r
ES
R
I
’
s
da
t
a
ar
e
ba
s
e
d
on
projections of the US
Ce
n
s
u
s
of
Re
t
a
i
l
Tr
a
d
e
(2
0
1
2
)
an
d
include estimates of
co
n
s
u
m
e
r
sp
e
n
d
i
n
g
fr
o
m
th
e
US
Bu
r
e
a
u
of Labor Statistics’
An
n
u
a
l
Co
n
s
u
m
e
r
Ex
p
e
n
d
i
t
u
r
e
Su
r
v
e
y
s
(C
E
X
)
.
25
5
DC
G
Co
r
p
l
a
n
Consulting LLC
Re
t
a
i
l
Ga
p
/
L
e
a
k
a
g
e
Ev
a
l
u
a
t
i
o
n
Th
e
da
t
a
us
e
d
in
th
i
s
se
c
t
i
o
n
is
dr
a
w
n
fr
o
m
th
e
su
m
m
a
r
y
Ap
p
e
n
d
i
x
Ta
b
l
e
1
–
Re
t
a
i
l
Ga
p
/
L
e
a
k
a
g
e
An
a
l
y
s
i
s
.
Ap
p
e
n
d
i
x
Ta
b
l
e
s
2a
‐2e
ar
e
pr
e
s
e
n
t
e
d
wh
i
c
h
il
l
u
s
t
r
a
t
e
th
e
fi
v
e
in
d
i
v
i
d
u
a
l
co
u
n
t
i
e
s
’
pe
r
f
o
r
m
a
n
c
e
.
Th
e
ev
a
l
u
a
t
i
o
n
is
co
m
p
i
l
e
d
us
i
n
g
th
e
US
Ce
n
s
u
s
,
BL
S
,
an
d
ES
R
I
da
t
a
fo
r
th
e
RT
A
.
Te
r
m
i
n
o
l
o
g
y
ut
i
l
i
z
e
d
in
th
e
an
a
l
y
s
i
s
is
pr
e
s
e
n
t
e
d
be
l
o
w
:
Ac
t
u
a
l
Sa
l
e
s
(Su
p
p
l
y
) – es
t
i
m
a
t
e
s
of
sa
l
e
s
to
co
n
s
u
m
e
r
s
oc
c
u
r
r
i
n
g
wi
t
h
i
n
th
e
RT
A
.
De
m
a
n
d
–
th
e
po
t
e
n
t
i
a
l
fo
r
re
t
a
i
l
sa
l
e
s
in
th
e
RT
A
th
r
o
u
g
h
co
n
s
u
m
e
r
sp
e
n
d
i
n
g
fr
o
m
bo
t
h
re
s
i
d
e
n
t
s
an
d
vi
s
i
t
o
r
s
to
th
e
fi
v
e
co
u
n
t
i
e
s
.
Sa
l
e
s
Ca
p
t
u
r
e
–
re
t
a
i
l
sa
l
e
s
by
RT
A
bu
s
i
n
e
s
s
e
s
th
a
t
or
i
g
i
n
a
t
e
s
fr
o
m
vi
s
i
t
o
r
s
or
ot
h
e
r
no
n
‐re
s
i
d
e
n
t
me
a
n
s
.
Sa
l
e
s
Le
a
k
a
g
e
– re
t
a
i
l
sa
l
e
s
by
re
s
i
d
e
n
t
s
th
a
t
is
oc
c
u
r
r
i
n
g
ou
t
s
i
d
e
of
th
e
RT
A
an
d
re
p
r
e
s
e
n
t
s
bu
s
i
n
e
s
s
gr
o
w
t
h
po
t
e
n
t
i
a
l
.
Ac
t
u
a
l
Sa
l
e
s
Th
e
da
t
a
in
Ap
p
e
n
d
i
x
Ta
b
l
e
1
is
pr
e
s
e
n
t
e
d
in NAICS order of
in
d
u
s
t
r
y
ca
t
e
g
o
r
y
.
In
Ta
b
l
e
1
(b
e
l
o
w
)
,
th
e
27 retail categories
ar
e
ra
n
k
e
d
by
ac
t
u
a
l
Re
t
a
i
l
Sa
l
e
s
.
In
ag
g
r
e
g
a
t
e
,
the RTA’s 1,759
re
t
a
i
l
es
t
a
b
l
i
s
h
m
e
n
t
s
pr
o
d
u
c
e
d
$3
.
8
3
0
billion in retail sales, or
an
av
e
r
a
g
e
of
$2
.
1
7
8
mi
l
l
i
o
n
pe
r
es
t
a
b
l
i
s
h
m
e
n
t
.
The five
le
a
d
i
n
g
ca
t
e
g
o
r
i
e
s
re
s
u
l
t
e
d
in
64
%
of
to
t
a
l
sales and accounted
fo
r
36
%
(6
3
3
)
of
th
e
to
t
a
l
es
t
a
b
l
i
s
h
m
e
n
t
census.
Ta
b
l
e
1 – Ra
n
k
i
n
g
by
Ac
t
u
a
l
Sa
l
e
s
In
d
u
s
t
r
y
Ac
t
u
a
l
Re
t
a
i
l
Sa
l
e
s
% of Total Sales # of Existing Estbls.
Au
t
o
m
o
b
i
l
e
De
a
l
e
r
s
$7
6
5
,
2
7
5
,
9
8
4
20.0% 91
Ga
s
o
l
i
n
e
St
a
t
i
o
n
s
$5
6
0
,
8
0
1
,
6
3
4
14.6% 112
De
p
a
r
t
m
e
n
t
St
o
r
e
s
$5
4
3
,
5
8
9
,
2
1
8
14.2%18
Re
s
t
a
u
r
a
n
t
s
/
O
t
h
e
r
Ea
t
i
n
g
Pl
a
c
e
s
$3
1
7
,
2
3
2
,
9
8
7
8.3% 381
Ot
h
e
r
Ge
n
e
r
a
l
Me
r
c
h
a
n
d
i
s
e
St
o
r
e
s
$2
7
6
,
3
9
2
,
5
9
3
7.2% 31
Gr
o
c
e
r
y
St
o
r
e
s
$2
6
3
,
4
7
6
,
5
1
7
6.9%57
Bl
d
g
.
Ma
t
e
r
i
a
l
& Su
p
p
l
i
e
s
De
a
l
e
r
s
$1
7
4
,
2
5
0
,
4
0
5
4.5% 121
Sp
o
r
t
i
n
g
Go
o
d
s
/
H
o
b
b
y
/
M
u
s
i
c
a
l
In
s
t
r
.
St
o
r
e
s
$1
2
8
,
1
9
5
,
3
7
4
3.3% 109
He
a
l
t
h
& Pe
r
s
o
n
a
l
Ca
r
e
St
o
r
e
s
$1
2
6
,
1
7
4
,
7
6
8
3.3% 83
Cl
o
t
h
i
n
g
St
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s
$8
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s
$8
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7
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2.3%29
26
Be
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r
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t
h
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&
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Re
g
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s
6
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&
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Re
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t
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79
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44
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96
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Of
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35
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32
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15
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24
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64
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3
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63
3
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t
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De
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In
Ta
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t
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th
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by
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fi
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resulted in 58% of
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de
m
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Ta
b
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n
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In
d
u
s
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r
y
Demand
(P
o
t
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n
t
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a
l
Sales) % of Total Demand
Au
t
o
m
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b
i
l
e
De
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r
s
$428,065,928 15.1%
Ga
s
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St
a
t
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n
s
$332,000,796 11.7%
Gr
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St
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s
$329,713,507 11.6%
De
p
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r
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m
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St
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s
$322,475,253 11.4%
Re
s
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s
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$244,283,534 8.6%
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l
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s
$197,244,559 7.0%
Bl
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g
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l
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p
p
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De
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s
$150,350,385 5.3%
Sp
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M
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l
In
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.
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$146,108,496 5.1%
He
a
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s
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l
Ca
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St
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s
$137,809,380 4.9%
El
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s
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p
l
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a
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e
St
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s
$76,865,208 2.7%
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$65,120,038 2.3%
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$58,380,402 2.1%
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Pa
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s
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e
s
& Ti
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$51,948,672 1.8%
Ot
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l
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s
$48,597,913 1.7%
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$48,285,631 1.7%
Ho
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$30,939,649 1.1%
Of
f
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p
p
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St
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s
$29,791,215 1.0%
Je
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$26,362,516 0.9%
Be
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s
$19,638,590 0.7%
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s
$19,142,857 0.7%
La
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Eq
u
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p
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s
$16,448,007 0.6%
Sp
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Fo
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s
$15,583,474 0.5%
Dr
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Pl
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‐
Al
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Be
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$14,994,723 0.5%
27
7
DC
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Co
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n
Consulting LLC
Sh
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St
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s
$9
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%
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17
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83
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A
.
Ta
b
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k
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In
d
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Sales Surplus (Capture) % of Total Capture
Au
t
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m
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b
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l
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a
l
e
r
s
$337,210,056 30.0%
Ga
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n
s
$228,800,838 20.3%
De
p
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r
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m
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St
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s
$221,113,965 19.6%
Ot
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r
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l
Me
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h
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d
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St
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s
$79,148,034 7.0%
Re
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a
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a
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s
/
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t
h
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t
i
n
g
Pl
a
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e
s
$72,949,453 6.5%
Au
t
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Pa
r
t
s
,
Ac
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e
s
s
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r
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e
s
& Ti
r
e
St
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e
s
$32,434,651 2.9%
Ot
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r
Mo
t
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r
Ve
h
i
c
l
e
De
a
l
e
r
s
$27,897,041 2.5%
Cl
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t
h
i
n
g
St
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r
e
s
$24,159,452 2.1%
Ho
m
e
Fu
r
n
i
s
h
i
n
g
s
St
o
r
e
s
$24,074,209 2.1%
Bl
d
g
.
Ma
t
e
r
i
a
l
& Su
p
p
l
i
e
s
De
a
l
e
r
s
$23,900,020 2.1%
Fu
r
n
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t
u
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St
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s
$18,335,918 1.6%
La
w
n
& Ga
r
d
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n
Eq
u
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p
& Su
p
p
l
y
St
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r
e
s
$14,700,156 1.3%
Ot
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s
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St
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r
e
Re
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r
s
$10,452,954 0.9%
Be
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,
Wi
n
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& Li
q
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r
St
o
r
e
s
$5,699,447 0.5%
Of
f
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c
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Su
p
p
l
i
e
s
,
St
a
t
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e
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y
& Gi
f
t
St
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r
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s
$2,247,804 0.2%
Sp
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c
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a
l
Fo
o
d
Se
r
v
i
c
e
s
$1,443,876 0.1%
Sh
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e
St
o
r
e
s
$1,243,704 0.1%
To
t
a
l
$1
,
1
2
5
,
8
1
1
,
5
7
8
100.0%
Le
a
d
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g
5 Ca
p
t
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Ca
t
e
g
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r
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e
s
Su
b
t
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t
a
l
$939,222,346 83.4%
Sa
l
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s
Le
a
k
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As
sh
o
w
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in
Ta
b
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4
(b
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l
o
w
)
,
th
e
10
retail categories that
pr
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d
a
sa
l
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s
de
f
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t
ar
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ra
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k
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by Retail Leakage. In
ag
g
r
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g
a
t
e
,
RT
A
wi
t
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s
s
e
d
$1
3
3
.
3
mi
l
l
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o
n
in retail Leakage. The
fi
v
e
le
a
d
i
n
g
ca
t
e
g
o
r
i
e
s
re
s
u
l
t
e
d
in
93
%
of
the overall loss.
28
Be
a
r
t
o
o
t
h
RC
&
D
Re
g
i
o
n
,
MT
– Be
n
c
h
m
a
r
k
Re
t
a
i
l
Ga
p
/
L
e
a
k
a
g
e
An
a
l
y
s
i
s
8
Be
a
r
t
o
o
t
h
RC
&
D
Re
g
i
o
n
,
MT
Ap
r
i
l
20
2
0
Ta
b
l
e
4 – Ra
n
k
i
n
g
by
Re
t
a
i
l
Le
a
k
a
g
e
In
d
u
s
t
r
y
Sa
l
e
s
De
f
i
c
i
t
(L
e
a
k
a
g
e
)
% of
To
t
a
l
Le
a
k
a
g
e
Gr
o
c
e
r
y
St
o
r
e
s
$6
6
,
2
3
6
,
9
9
0
49
.
7
%
Sp
o
r
t
i
n
g
Go
o
d
s
/
H
o
b
b
y
/
M
u
s
i
c
a
l
In
s
t
r
.
St
o
r
e
s
$1
7
,
9
1
3
,
1
2
2
13
.
4
%
El
e
c
t
r
o
n
i
c
s
& Ap
p
l
i
a
n
c
e
St
o
r
e
s
$1
6
,
6
5
9
,
4
5
4
12
.
5
%
He
a
l
t
h
& Pe
r
s
o
n
a
l
Ca
r
e
St
o
r
e
s
$1
1
,
6
3
4
,
6
1
2
8.
7
%
Sp
e
c
i
a
l
t
y
Fo
o
d
St
o
r
e
s
$1
1
,
2
1
3
,
2
1
5
8.
4
%
Us
e
d
Me
r
c
h
a
n
d
i
s
e
St
o
r
e
s
$4
,
1
8
7
,
5
8
5
3.
1
%
Bo
o
k
,
Pe
r
i
o
d
i
c
a
l
& Mu
s
i
c
St
o
r
e
s
$2
,
7
7
4
,
9
3
8
2.
1
%
Dr
i
n
k
i
n
g
Pl
a
c
e
s
‐
Al
c
o
h
o
l
i
c
Be
v
e
r
a
g
e
s
$1
,
4
2
1
,
1
7
3
1.
1
%
Fl
o
r
i
s
t
s
$6
7
1
,
3
7
6
0.
5
%
Je
w
e
l
r
y
,
Lu
g
g
a
g
e
& Le
a
t
h
e
r
Go
o
d
s
St
o
r
e
s
$5
4
2
,
0
1
8
0.
4
%
To
t
a
l
$1
3
3
,
2
5
4
,
4
8
3
10
0
.
0
%
Le
a
d
i
n
g
5 Le
a
k
a
g
e
Ca
t
e
g
o
r
i
e
s
Su
b
t
o
t
a
l
$1
2
3
,
6
5
7
,
3
9
3
92
.
8
%
Ri
s
k
/
G
r
o
w
t
h
Po
t
e
n
t
i
a
l
Fr
o
m
th
e
Sa
l
e
s
Le
a
k
a
g
e
ev
a
l
u
a
t
i
o
n
,
a
pr
o
j
e
c
t
i
o
n
of
po
t
e
n
t
i
a
l
re
t
a
i
l
ri
s
k
/
g
r
o
w
t
h
ca
n
be
ma
d
e
.
In
Ap
p
e
n
d
i
x
Ta
b
l
e
1,
a co
l
u
m
n
is
pr
e
s
e
n
t
e
d
th
a
t
ca
l
c
u
l
a
t
e
s
Le
a
k
a
g
e
pe
r
ty
p
i
c
a
l
es
t
a
b
l
i
s
h
m
e
n
t
.
Ba
s
e
d
on
Sa
l
e
s
Le
a
k
a
g
e
,
th
e
r
e
re
p
r
e
s
e
n
t
s
an
en
h
a
n
c
e
d
ri
s
k
fo
r
th
e
fi
v
e
co
u
n
t
i
e
s
to
lo
s
e
re
t
a
i
l
bu
s
i
n
e
s
s
e
s
in
th
e
s
e
ca
t
e
g
o
r
i
e
s
.
Ta
b
l
e
5
(r
i
g
h
t
)
re
v
i
s
i
t
s
th
e
re
t
a
i
l
ca
t
e
g
o
r
i
e
s
th
a
t
de
m
o
n
s
t
r
a
t
e
le
a
k
a
g
e
an
d
th
r
o
u
g
h
ra
n
k
e
d
ca
l
c
u
l
a
t
i
o
n
of
Le
a
k
a
g
e
pe
r
Ty
p
i
c
a
l
Es
t
a
b
l
i
s
h
m
e
n
t
,
fo
r
e
c
a
s
t
s
th
e
48
2
po
t
e
n
t
i
a
l
businesses that may
be
at
ri
s
k
in
RT
A
if
le
a
k
a
g
e
to
ot
h
e
r
ar
e
a
s
is not curtailed.
Ta
b
l
e
5 – Ra
n
k
i
n
g
by
Av
e
r
a
g
e
Le
a
k
a
g
e
pe
r
Establishment
In
d
u
s
t
r
y
Ne
t
Sa
l
e
s
Le
a
k
a
g
e
(R
i
s
k
Po
t
e
n
t
i
a
l
)
Avg Leakage per Typ. Estbl. # of Existing Estbls.
Gr
o
c
e
r
y
St
o
r
e
s
$6
6
,
2
3
6
,
9
9
0
$1,162,052 57
Sp
e
c
i
a
l
t
y
Fo
o
d
St
o
r
e
s
$1
1
,
2
1
3
,
2
1
5
$415,304 27
Bo
o
k
,
Pe
r
i
o
d
i
c
a
l
& Mu
s
i
c
St
o
r
e
s
$2
,
7
7
4
,
9
3
8
$396,420 7
El
e
c
t
r
o
n
i
c
s
& Ap
p
l
i
a
n
c
e
St
o
r
e
s
$1
6
,
6
5
9
,
4
5
4
$320,374 52
Sp
o
r
t
i
n
g
Go
o
d
s
/
H
o
b
b
y
/
M
u
s
i
c
a
l
In
s
t
r
.
St
o
r
e
s
$1
7
,
9
1
3
,
1
2
2
$164,341 109
He
a
l
t
h
& Pe
r
s
o
n
a
l
Ca
r
e
St
o
r
e
s
$1
1
,
6
3
4
,
6
1
2
$140,176 83
Us
e
d
Me
r
c
h
a
n
d
i
s
e
St
o
r
e
s
$4
,
1
8
7
,
5
8
5
$107,374 39
Fl
o
r
i
s
t
s
$6
7
1
,
3
7
6
$27,974 24
Dr
i
n
k
i
n
g
Pl
a
c
e
s
‐
Al
c
o
h
o
l
i
c
Be
v
e
r
a
g
e
s
$1
,
4
2
1
,
1
7
3
$27,330 52
Je
w
e
l
r
y
,
Lu
g
g
a
g
e
&
Le
a
t
h
e
r
Go
o
d
s
St
o
r
e
s
$5
4
2
,
0
1
8
$16,938 32
To
t
a
l
$1
3
3
,
2
5
4
,
4
8
3
482
Le
a
d
i
n
g
5 Le
a
k
a
g
e
Ca
t
e
g
o
r
i
e
s
Su
b
t
o
t
a
l
$1
1
4
,
7
9
7
,
7
1
9
86.1%
29
9
DC
G
Co
r
p
l
a
n
Consulting LLC
Lo
w
e
r
re
t
a
i
l
sa
l
e
s
de
n
o
t
e
we
a
k
e
r
le
v
e
l
s
of
sa
l
e
s
ta
x
ge
n
e
r
a
t
i
o
n
,
le
s
s
li
k
e
l
y
em
p
l
o
y
m
e
n
t
su
s
t
a
i
n
a
b
i
l
i
t
y
,
an
d
sm
a
l
l
e
r
di
r
e
c
t
an
d
in
d
i
r
e
c
t
ec
o
n
o
m
i
c
im
p
a
c
t
s
to
th
e
co
m
m
u
n
i
t
y
.
By
re
c
o
g
n
i
z
i
n
g
th
e
im
p
o
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t
a
n
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th
e
s
e
mo
r
e
se
c
t
o
r
s
pl
a
y
in
th
e
lo
c
a
l
ec
o
n
o
m
y
,
ec
o
n
o
m
i
c
de
v
e
l
o
p
m
e
n
t
ag
e
n
c
i
e
s
sh
o
u
l
d
be
ab
l
e
to
pr
i
o
r
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t
i
z
e
ef
f
o
r
t
s
to
pr
o
t
e
c
t
an
d
en
h
a
n
c
e
we
a
k
e
n
e
d
bu
s
i
n
e
s
s
pe
r
f
o
r
m
a
n
c
e
th
r
o
u
g
h
ta
r
g
e
t
e
d
in
c
e
n
t
i
v
e
s
,
ta
x
re
l
i
e
f
,
in
c
u
b
a
t
o
r
se
r
v
i
c
e
s
,
an
d
or
ot
h
e
r
pr
o
v
e
n
st
r
a
t
e
g
i
e
s
fo
r
bu
s
i
n
e
s
s
re
t
e
n
t
i
o
n
.
Ba
s
e
d
on
Av
e
r
a
g
e
Le
a
k
a
g
e
pe
r
Ty
p
i
c
a
l
Es
t
a
b
l
i
s
h
m
e
n
t
,
th
e
fi
v
e
mo
s
t
cr
i
t
i
c
a
l
re
t
a
i
l
bu
s
i
n
e
s
s
ty
p
e
s
re
p
r
e
s
e
n
t
i
n
g
86
%
($
1
1
4
.
8
mi
l
l
i
o
n
)
of
th
e
an
n
u
a
l
Sa
l
e
s
Le
a
k
a
g
e
an
d
ha
v
i
n
g
th
e
gr
e
a
t
e
s
t
im
p
a
c
t
on
th
e
fi
v
e
co
u
n
t
i
e
s
’
ec
o
n
o
m
i
c
de
v
e
l
o
p
m
e
n
t
ef
f
o
r
t
s
ar
e
:
1.
Gr
o
c
e
r
y
St
o
r
e
s
2.
Sp
e
c
i
a
l
t
y
Fo
o
d
St
o
r
e
s
3.
Bo
o
k
,
Pe
r
i
o
d
i
c
a
l
& Mu
s
i
c
St
o
r
e
s
4.
El
e
c
t
r
o
n
i
c
s
& Ap
p
l
i
a
n
c
e
St
o
r
e
s
5.
Sp
o
r
t
i
n
g
Go
o
d
s
/
H
o
b
b
y
/
M
u
s
i
c
a
l
In
s
t
r
.
St
o
r
e
s
In
to
t
a
l
,
th
e
s
e
fi
v
e
ca
t
e
g
o
r
i
e
s
re
p
r
e
s
e
n
t
25
2
of
th
e
48
2
es
t
a
b
l
i
s
h
m
e
n
t
s
th
a
t
ma
y
be
at
ri
s
k
in
th
e
RT
A
.
Co
n
v
e
r
s
e
l
y
,
th
e
s
e
re
t
a
i
l
ca
t
e
g
o
r
i
e
s
al
s
o
re
p
r
e
s
e
n
t
th
e
po
t
e
n
t
i
a
l
fo
r
ne
w
gr
o
w
t
h
on
c
e
th
e
ec
o
n
o
m
y
re
c
o
v
e
r
s
.
Th
e
re
m
a
i
n
i
n
g
5
bu
s
i
n
e
s
s
ca
t
e
g
o
r
i
e
s
di
s
t
r
i
b
u
t
e
th
e
ba
l
a
n
c
e
of
$1
8
.
4
mi
l
l
i
o
n
in
Sa
l
e
s
Le
a
k
a
g
e
.
Ea
c
h
of
th
e
s
e
in
d
u
s
t
r
i
e
s
is
im
p
o
r
t
a
n
t
to the vitality of
th
e
RT
A
,
an
d
lo
s
s
wo
u
l
d
be
di
f
f
i
c
u
l
t
.
Fr
o
m
the outstanding 5
bu
s
i
n
e
s
s
ca
t
e
g
o
r
i
e
s
,
th
e
fo
l
l
o
w
i
n
g
2 ha
v
e
a potential loss of at
le
a
s
t
$1
0
0
,
0
0
0
ea
c
h
:
He
a
l
t
h
& Pe
r
s
o
n
a
l
Ca
r
e
St
o
r
e
s
(8
3
estb.)
Us
e
d
Me
r
c
h
a
n
d
i
s
e
St
o
r
e
s
(3
9
es
t
b
.
)
Co
n
v
e
r
s
e
l
y
,
th
e
s
e
re
t
a
i
l
ca
t
e
g
o
r
i
e
s
al
s
o
re
p
r
e
s
e
n
t
the potential
fo
r
ne
w
gr
o
w
t
h
.
Th
e
s
e
ca
t
e
g
o
r
i
e
s
ma
y
be important in the
fu
t
u
r
e
fo
r
ma
r
k
e
t
i
n
g
an
d
re
c
r
u
i
t
m
e
n
t
efforts. Proactive
me
a
s
u
r
e
s
sh
o
u
l
d
be
ta
k
e
n
to
id
e
n
t
i
f
y
th
e
leading retail chains
or
co
r
p
o
r
a
t
i
o
n
s
th
a
t
co
u
l
d
es
t
a
b
l
i
s
h
ne
w
operations within the
Be
a
r
t
o
o
t
h
RC
&
D
Re
g
i
o
n
RT
A
an
d
ca
p
t
u
r
e
the leakage of sales
do
l
l
a
r
s
.
30
Be
a
r
t
o
o
t
h
RC
&
D
Re
g
i
o
n
,
MT
– Be
n
c
h
m
a
r
k
Re
t
a
i
l
Ga
p
/
L
e
a
k
a
g
e
An
a
l
y
s
i
s
10
Be
a
r
t
o
o
t
h
RC
&
D
Re
g
i
o
n
,
MT
Ap
r
i
l
20
2
0
Ap
p
e
n
d
i
x
Ap
p
e
n
d
i
x
Ta
b
l
e
1 – Re
t
a
i
l
Ga
p
/
L
e
a
k
a
g
e
An
a
l
y
s
i
s
fo
r
Be
a
r
t
o
o
t
h
RC
&
D
Re
g
i
o
n
RT
A
Ap
p
e
n
d
i
x
Ta
b
l
e
2a
– Re
t
a
i
l
Ga
p
/
L
e
a
k
a
g
e
An
a
l
y
s
i
s
fo
r
Bi
g
Ho
r
n
Co
u
n
t
y
RT
A
Ap
p
e
n
d
i
x
Ta
b
l
e
2b
– Re
t
a
i
l
Ga
p
/
L
e
a
k
a
g
e
An
a
l
y
s
i
s
fo
r
Ca
r
b
o
n
Co
u
n
t
y
RT
A
Ap
p
e
n
d
i
x
Ta
b
l
e
2c
– Re
t
a
i
l
Ga
p
/
L
e
a
k
a
g
e
An
a
l
y
s
i
s
fo
r
St
i
l
l
w
a
t
e
r
Co
u
n
t
y
RT
A
Ap
p
e
n
d
i
x
Ta
b
l
e
2d
– Re
t
a
i
l
Ga
p
/
L
e
a
k
a
g
e
An
a
l
y
s
i
s
fo
r
Sw
e
e
t
Gr
a
s
s
Co
u
n
t
y
RT
A
Ap
p
e
n
d
i
x
Ta
b
l
e
2e
– Re
t
a
i
l
Ga
p
/
L
e
a
k
a
g
e
An
a
l
y
s
i
s
fo
r
Ye
l
l
o
w
s
t
o
n
e
Co
u
n
t
y
Re
g
i
o
n
RT
A
DC
G
Co
r
p
l
a
n
Co
n
s
u
l
t
i
n
g
LL
C
di
s
c
l
a
i
m
e
r
31
11
DC
G
Co
r
p
l
a
n
Consulting LLC
Pa
g
e
No
t
Us
e
d
.
32
Be
a
r
t
o
o
t
h
RC
&
D
Re
g
i
o
n
,
MT
– Be
n
c
h
m
a
r
k
Re
t
a
i
l
Ga
p
/
L
e
a
k
a
g
e
An
a
l
y
s
i
s
12
Be
a
r
t
o
o
t
h
RC
&
D
Re
g
i
o
n
,
MT
Ap
r
i
l
20
2
0
Ap
p
e
n
d
i
x
Ta
b
l
e
1 ‐
Re
t
a
i
l
Ga
p
/
L
e
a
k
a
g
e
An
a
l
y
s
i
s
fo
r
Be
a
r
t
o
o
t
h
RC
&
D
Re
g
i
o
n
RT
A
NA
I
C
S
In
d
u
s
t
r
y
Su
p
p
l
y
(A
c
t
u
a
l
Sa
l
e
s
)
De
m
a
n
d
(P
o
t
e
n
t
i
a
l
Sa
l
e
s
)
Sa
l
e
s
Su
r
p
l
u
s
(C
a
p
t
u
r
e
)
Sa
l
e
s
Le
a
k
a
g
e
(R
i
s
k
/
G
r
o
w
t
h
Po
t
e
n
t
i
a
l
)
Nu
m
b
e
r
of Existing Estbl. Avg. Leakage per Typ. Estbl.
44
1
1
Au
t
o
m
o
b
i
l
e
De
a
l
e
r
s
$7
6
5
,
2
7
5
,
9
8
4
$4
2
8
,
0
6
5
,
9
2
8
$3
3
7
,
2
1
0
,
0
5
6
91
44
1
2
Ot
h
e
r
Mo
t
o
r
Ve
h
i
c
l
e
De
a
l
e
r
s
$8
6
,
2
7
7
,
4
4
3
$5
8
,
3
8
0
,
4
0
2
$2
7
,
8
9
7
,
0
4
1
29
44
1
3
Au
t
o
Pa
r
t
s
,
Ac
c
e
s
s
o
r
i
e
s
& Ti
r
e
St
o
r
e
s
$8
4
,
3
8
3
,
3
2
3
$5
1
,
9
4
8
,
6
7
2
$3
2
,
4
3
4
,
6
5
1
79
44
2
1
Fu
r
n
i
t
u
r
e
St
o
r
e
s
$6
6
,
6
2
1
,
5
4
9
$4
8
,
2
8
5
,
6
3
1
$1
8
,
3
3
5
,
9
1
8
44
44
2
2
Ho
m
e
Fu
r
n
i
s
h
i
n
g
s
St
o
r
e
s
$5
5
,
0
1
3
,
8
5
8
$3
0
,
9
3
9
,
6
4
9
$2
4
,
0
7
4
,
2
0
9
45
44
3
1
El
e
c
t
r
o
n
i
c
s
& Ap
p
l
i
a
n
c
e
St
o
r
e
s
$6
0
,
2
0
5
,
7
5
4
$7
6
,
8
6
5
,
2
0
8
$1
6
,
6
5
9
,
4
5
4
52 $320,374
44
4
1
Bl
d
g
.
Ma
t
e
r
i
a
l
& Su
p
p
l
i
e
s
De
a
l
e
r
s
$1
7
4
,
2
5
0
,
4
0
5
$1
5
0
,
3
5
0
,
3
8
5
$2
3
,
9
0
0
,
0
2
0
121
44
4
2
La
w
n
& Ga
r
d
e
n
Eq
u
i
p
& Su
p
p
l
y
St
o
r
e
s
$3
1
,
1
4
8
,
1
6
3
$1
6
,
4
4
8
,
0
0
7
$1
4
,
7
0
0
,
1
5
6
35
44
5
1
Gr
o
c
e
r
y
St
o
r
e
s
$2
6
3
,
4
7
6
,
5
1
7
$3
2
9
,
7
1
3
,
5
0
7
$6
6
,
2
3
6
,
9
9
0
57 $1,162,052
44
5
2
Sp
e
c
i
a
l
t
y
Fo
o
d
St
o
r
e
s
$4
,
3
7
0
,
2
5
9
$1
5
,
5
8
3
,
4
7
4
$1
1
,
2
1
3
,
2
1
5
27 $415,304
44
5
3
Be
e
r
,
Wi
n
e
& Li
q
u
o
r
St
o
r
e
s
$2
5
,
3
3
8
,
0
3
7
$1
9
,
6
3
8
,
5
9
0
$5
,
6
9
9
,
4
4
7
13
44
6
1
He
a
l
t
h
& Pe
r
s
o
n
a
l
Ca
r
e
St
o
r
e
s
$1
2
6
,
1
7
4
,
7
6
8
$1
3
7
,
8
0
9
,
3
8
0
$1
1
,
6
3
4
,
6
1
2
83 $140,176
44
7
1
Ga
s
o
l
i
n
e
St
a
t
i
o
n
s
$5
6
0
,
8
0
1
,
6
3
4
$3
3
2
,
0
0
0
,
7
9
6
$2
2
8
,
8
0
0
,
8
3
8
112
44
8
1
Cl
o
t
h
i
n
g
St
o
r
e
s
$8
9
,
2
7
9
,
4
9
0
$6
5
,
1
2
0
,
0
3
8
$2
4
,
1
5
9
,
4
5
2
105
44
8
2
Sh
o
e
St
o
r
e
s
$1
1
,
1
8
8
,
5
7
6
$9
,
9
4
4
,
8
7
2
$1
,
2
4
3
,
7
0
4
15
44
8
3
Je
w
e
l
r
y
,
Lu
g
g
a
g
e
& Le
a
t
h
e
r
Go
o
d
s
St
o
r
e
s
$2
5
,
8
2
0
,
4
9
8
$2
6
,
3
6
2
,
5
1
6
$5
4
2
,
0
1
8
32 $16,938
45
1
1
Sp
o
r
t
i
n
g
Go
o
d
s
/
H
o
b
b
y
/
M
u
s
i
c
a
l
In
s
t
r
.
St
o
r
e
s
$1
2
8
,
1
9
5
,
3
7
4
$1
4
6
,
1
0
8
,
4
9
6
$1
7
,
9
1
3
,
1
2
2
109 $164,341
45
1
2
Bo
o
k
,
Pe
r
i
o
d
i
c
a
l
& Mu
s
i
c
St
o
r
e
s
$6
,
2
0
6
,
4
9
2
$8
,
9
8
1
,
4
3
0
$2
,
7
7
4
,
9
3
8
7 $396,420
33
13
DC
G
Co
r
p
l
a
n
Consulting LLC
Ap
p
e
n
d
i
x
Ta
b
l
e
1 ‐
Re
t
a
i
l
Ga
p
/
L
e
a
k
a
g
e
An
a
l
y
s
i
s
fo
r
Be
a
r
t
o
o
t
h
RC
&
D
Re
g
i
o
n
RT
A
–
co
n
t
’
d
.
NA
I
C
S
In
d
u
s
t
r
y
Su
p
p
l
y
(A
c
t
u
a
l
Sa
l
e
s
)
De
m
a
n
d
(P
o
t
e
n
t
i
a
l
Sa
l
e
s
)
Sa
l
e
s
Su
r
p
l
u
s
(C
a
p
t
u
r
e
)
Sa
l
e
s
Le
a
k
a
g
e
(R
i
s
k
/
G
r
o
w
t
h
Po
t
e
n
t
i
a
l
)
Number of Existing Estbl. Avg. Leakage per Typ. Estbl.
45
2
1
De
p
a
r
t
m
e
n
t
St
o
r
e
s
$5
4
3
,
5
8
9
,
2
1
8
$3
2
2
,
4
7
5
,
2
5
3
$2
2
1
,
1
1
3
,
9
6
5
18
45
2
9
Ot
h
e
r
Ge
n
e
r
a
l
Me
r
c
h
a
n
d
i
s
e
St
o
r
e
s
$2
7
6
,
3
9
2
,
5
9
3
$1
9
7
,
2
4
4
,
5
5
9
$7
9
,
1
4
8
,
0
3
4
31
45
3
1
Fl
o
r
i
s
t
s
$6
,
0
5
5
,
6
1
8
$6
,
7
2
6
,
9
9
4
$6
7
1
,
3
7
6
24 $27,974
45
3
2
Of
f
i
c
e
Su
p
p
l
i
e
s
,
St
a
t
i
o
n
e
r
y
& Gi
f
t
St
o
r
e
s
$3
2
,
0
3
9
,
0
1
9
$2
9
,
7
9
1
,
2
1
5
$2
,
2
4
7
,
8
0
4
42
45
3
3
Us
e
d
Me
r
c
h
a
n
d
i
s
e
St
o
r
e
s
$1
4
,
9
5
5
,
2
7
2
$1
9
,
1
4
2
,
8
5
7
$4
,
1
8
7
,
5
8
5
39 $107,374
45
3
9
Ot
h
e
r
Mi
s
c
e
l
l
a
n
e
o
u
s
St
o
r
e
Re
t
a
i
l
e
r
s
$5
9
,
0
5
0
,
8
6
7
$4
8
,
5
9
7
,
9
1
3
$1
0
,
4
5
2
,
9
5
4
96
72
2
3
Sp
e
c
i
a
l
Fo
o
d
Se
r
v
i
c
e
s
$3
,
5
0
8
,
3
6
1
$2
,
0
6
4
,
4
8
5
$1
,
4
4
3
,
8
7
6
20
72
2
4
Dr
i
n
k
i
n
g
Pl
a
c
e
s
‐
Al
c
o
h
o
l
i
c
Be
v
e
r
a
g
e
s
$1
3
,
5
7
3
,
5
5
0
$1
4
,
9
9
4
,
7
2
3
$1
,
4
2
1
,
1
7
3
52 $27,330
72
2
5
Re
s
t
a
u
r
a
n
t
s
/
O
t
h
e
r
Ea
t
i
n
g
Pl
a
c
e
s
$3
1
7
,
2
3
2
,
9
8
7
$2
4
4
,
2
8
3
,
5
3
4
$7
2
,
9
4
9
,
4
5
3
381
To
t
a
l
$3
,
8
3
0
,
4
2
5
,
6
0
9
$2
,
8
3
7
,
8
6
8
,
5
1
4
$1
,
1
2
5
,
8
1
1
,
5
7
8
$1
3
3
,
2
5
4
,
4
8
3
1,759
Sa
l
e
s
pe
r
Ty
p
i
c
a
l
Es
t
a
b
l
i
s
h
m
e
n
t
$2
,
1
7
7
,
6
0
0
Ga
p
(m
i
l
l
i
o
n
s
)
$9
9
2
.
5
6
Ca
p
t
u
r
e
(m
i
l
l
i
o
n
s
)
$1
,
1
2
5
.
8
1
Le
a
k
a
g
e
(m
i
l
l
i
o
n
s
)
$1
3
3
.
2
5
Su
p
p
l
y
(m
i
l
l
i
o
n
s
)
$3
,
8
3
0
.
4
3
De
m
a
n
d
(m
i
l
l
i
o
n
s
)
$2
,
8
3
7
.
8
7
Ra
t
i
o
n
of
De
m
a
n
d
to
Su
p
p
l
y
74
.
1
%
Av
g
.
Sa
l
e
s
(m
i
l
l
i
o
n
s
)
$2
.
1
7
8
So
u
r
c
e
:
US
Ce
n
s
u
s
,
Bu
r
e
a
u
of
La
b
o
r
St
a
t
i
s
t
i
c
s
,
an
d
ES
R
I
De
c
e
m
b
e
r
20
1
9
34
Be
a
r
t
o
o
t
h
RC
&
D
Re
g
i
o
n
,
MT
– Be
n
c
h
m
a
r
k
Re
t
a
i
l
Ga
p
/
L
e
a
k
a
g
e
An
a
l
y
s
i
s
14
Be
a
r
t
o
o
t
h
RC
&
D
Re
g
i
o
n
,
MT
Ap
r
i
l
20
2
0
Ap
p
e
n
d
i
x
Ta
b
l
e
2a
‐
Re
t
a
i
l
Ga
p
/
L
e
a
k
a
g
e
An
a
l
y
s
i
s
fo
r
Bi
g
Ho
r
n
Co
u
n
t
y
RT
A
NA
I
C
S
In
d
u
s
t
r
y
Su
p
p
l
y
(A
c
t
u
a
l
Sa
l
e
s
)
De
m
a
n
d
(P
o
t
e
n
t
i
a
l
Sa
l
e
s
)
Sa
l
e
s
Su
r
p
l
u
s
(C
a
p
t
u
r
e
)
Sa
l
e
s
Le
a
k
a
g
e
(R
i
s
k
/
G
r
o
w
t
h
Po
t
e
n
t
i
a
l
)
Nu
m
b
e
r
of Existing Estbl. Avg. Leakage per Typ. Estbl.
44
1
1
Au
t
o
m
o
b
i
l
e
De
a
l
e
r
s
$1
4
,
8
7
9
,
0
6
6
$2
0
,
8
2
9
,
2
6
0
$5
,
9
5
0
,
1
9
4
3 $1,983,398
44
1
2
Ot
h
e
r
Mo
t
o
r
Ve
h
i
c
l
e
De
a
l
e
r
s
$0
$2
,
8
7
5
,
6
8
8
$2
,
8
7
5
,
6
8
8
0
44
1
3
Au
t
o
Pa
r
t
s
,
Ac
c
e
s
s
o
r
i
e
s
& Ti
r
e
St
o
r
e
s
$1
,
3
8
0
,
4
2
4
$2
,
2
9
8
,
3
9
9
$9
1
7
,
9
7
5
2 $458,988
44
2
1
Fu
r
n
i
t
u
r
e
St
o
r
e
s
$0
$1
,
9
2
7
,
8
0
8
$1
,
9
2
7
,
8
0
8
0
44
2
2
Ho
m
e
Fu
r
n
i
s
h
i
n
g
s
St
o
r
e
s
$0
$1
,
1
9
7
,
9
6
0
$1
,
1
9
7
,
9
6
0
0
44
3
1
El
e
c
t
r
o
n
i
c
s
& Ap
p
l
i
a
n
c
e
St
o
r
e
s
$1
7
7
,
5
6
2
$3
,
0
9
3
,
2
4
4
$2
,
9
1
5
,
6
8
2
1 $2,915,682
44
4
1
Bl
d
g
.
Ma
t
e
r
i
a
l
& Su
p
p
l
i
e
s
De
a
l
e
r
s
$4
,
9
8
6
,
6
4
9
$7
,
1
1
7
,
4
5
0
$2
,
1
3
0
,
8
0
1
5 $426,160
44
4
2
La
w
n
& Ga
r
d
e
n
Eq
u
i
p
& Su
p
p
l
y
St
o
r
e
s
$4
2
6
,
3
7
2
$7
2
1
,
5
9
2
$2
9
5
,
2
2
0
2 $147,610
44
5
1
Gr
o
c
e
r
y
St
o
r
e
s
$3
1
,
0
2
0
,
3
8
2
$1
4
,
8
4
6
,
9
4
4
$1
6
,
1
7
3
,
4
3
8
10
44
5
2
Sp
e
c
i
a
l
t
y
Fo
o
d
St
o
r
e
s
$0
$7
0
0
,
9
5
3
$7
0
0
,
9
5
3
0
44
5
3
Be
e
r
,
Wi
n
e
& Li
q
u
o
r
St
o
r
e
s
$0
$7
4
1
,
9
1
5
$7
4
1
,
9
1
5
0
44
6
1
He
a
l
t
h
& Pe
r
s
o
n
a
l
Ca
r
e
St
o
r
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s
$1
,
2
5
4
,
3
2
7
$6
,
3
2
2
,
6
1
6
$5
,
0
6
8
,
2
8
9
1 $5,068,289
44
7
1
Ga
s
o
l
i
n
e
St
a
t
i
o
n
s
$6
0
,
4
2
2
,
0
7
4
$1
6
,
0
0
4
,
8
7
0
$4
4
,
4
1
7
,
2
0
4
14
44
8
1
Cl
o
t
h
i
n
g
St
o
r
e
s
$1
0
9
,
2
9
3
$2
,
5
4
6
,
2
1
3
$2
,
4
3
6
,
9
2
0
1 $2,436,920
44
8
2
Sh
o
e
St
o
r
e
s
$4
2
6
,
1
3
7
$3
9
8
,
7
4
0
$2
7
,
3
9
7
1
44
8
3
Je
w
e
l
r
y
,
Lu
g
g
a
g
e
& Le
a
t
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e
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Go
o
d
s
St
o
r
e
s
$0
$8
8
9
,
3
8
8
$8
8
9
,
3
8
8
0
45
1
1
Sp
o
r
t
i
n
g
Go
o
d
s
/
H
o
b
b
y
/
M
u
s
i
c
a
l
In
s
t
r
.
St
o
r
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s
$4
,
3
1
8
,
8
6
8
$5
,
9
6
5
,
1
1
3
$1
,
6
4
6
,
2
4
5
7 $235,178
45
1
2
Bo
o
k
,
Pe
r
i
o
d
i
c
a
l
& Mu
s
i
c
St
o
r
e
s
$0
$3
5
3
,
1
1
5
$3
5
3
,
1
1
5
0
35
15
DC
G
Co
r
p
l
a
n
Consulting LLC
Ap
p
e
n
d
i
x
Ta
b
l
e
2a
‐
Re
t
a
i
l
Ga
p
/
L
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a
k
a
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An
a
l
y
s
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fo
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Bi
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Ho
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Co
u
n
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RT
A
–
co
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t
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d
.
NA
I
C
S
In
d
u
s
t
r
y
Su
p
p
l
y
(A
c
t
u
a
l
Sa
l
e
s
)
De
m
a
n
d
(P
o
t
e
n
t
i
a
l
Sa
l
e
s
)
Sa
l
e
s
Su
r
p
l
u
s
(C
a
p
t
u
r
e
)
Sa
l
e
s
Le
a
k
a
g
e
(R
i
s
k
/
G
r
o
w
t
h
Po
t
e
n
t
i
a
l
)
Number of Existing Estbl. Avg. Leakage per Typ. Estbl.
45
2
1
De
p
a
r
t
m
e
n
t
St
o
r
e
s
$1
,
5
4
5
,
5
5
4
$1
3
,
4
3
2
,
2
9
0
$1
1
,
8
8
6
,
7
3
6
1 $11,886,736
45
2
9
Ot
h
e
r
Ge
n
e
r
a
l
Me
r
c
h
a
n
d
i
s
e
St
o
r
e
s
$2
,
0
2
5
,
1
8
4
$8
,
8
0
5
,
5
7
2
$6
,
7
8
0
,
3
8
8
4 $1,695,097
45
3
1
Fl
o
r
i
s
t
s
$0
$2
6
7
,
7
1
2
$2
6
7
,
7
1
2
0
45
3
2
Of
f
i
c
e
Su
p
p
l
i
e
s
,
St
a
t
i
o
n
e
r
y
& Gi
f
t
St
o
r
e
s
$2
0
3
,
2
6
9
$1
,
2
2
5
,
3
4
8
$1
,
0
2
2
,
0
7
9
2 $511,040
45
3
3
Us
e
d
Me
r
c
h
a
n
d
i
s
e
St
o
r
e
s
$8
1
4
,
3
9
6
$7
4
3
,
2
6
4
$7
1
,
1
3
2
2
45
3
9
Ot
h
e
r
Mi
s
c
e
l
l
a
n
e
o
u
s
St
o
r
e
Re
t
a
i
l
e
r
s
$3
0
8
,
2
1
1
$2
,
5
7
4
,
9
1
1
$2
,
2
6
6
,
7
0
0
3 $755,567
72
2
3
Sp
e
c
i
a
l
Fo
o
d
Se
r
v
i
c
e
s
$4
0
,
8
0
5
$8
5
,
5
2
1
$4
4
,
7
1
6
1 $44,716
72
2
4
Dr
i
n
k
i
n
g
Pl
a
c
e
s
‐
Al
c
o
h
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l
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c
Be
v
e
r
a
g
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s
$1
,
2
1
8
,
9
4
6
$5
5
5
,
3
9
4
$6
6
3
,
5
5
2
2
72
2
5
Re
s
t
a
u
r
a
n
t
s
/
O
t
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r
Ea
t
i
n
g
Pl
a
c
e
s
$9
,
5
3
4
,
7
6
6
$9
,
7
2
9
,
6
6
1
$1
9
4
,
8
9
5
18 $10,828
To
t
a
l
$1
3
5
,
0
9
2
,
2
8
5
$1
2
6
,
2
5
0
,
9
4
1
$6
1
,
3
5
2
,
7
2
3
$5
2
,
5
1
1
,
3
7
9
80
Sa
l
e
s
pe
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Ty
p
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c
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l
Es
t
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b
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s
h
m
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t
$1
,
6
8
8
,
7
0
0
Ga
p
(m
i
l
l
i
o
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s
)
$8
.
8
4
Ca
p
t
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(m
i
l
l
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s
)
$6
1
.
3
5
Le
a
k
a
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(m
i
l
l
i
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)
$5
2
.
5
1
Su
p
p
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y
(m
i
l
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s
)
$1
3
5
.
0
9
De
m
a
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(m
i
l
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)
$1
2
6
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2
5
Ra
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of
De
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93
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%
Av
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Sa
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(m
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$1
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6
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So
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:
US
Ce
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Bu
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Be
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&
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MT
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&
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Ap
p
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Ga
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I
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d
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s
t
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Su
p
p
l
y
(A
c
t
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a
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Sa
l
e
s
)
De
m
a
n
d
(P
o
t
e
n
t
i
a
l
Sa
l
e
s
)
Sa
l
e
s
Su
r
p
l
u
s
(C
a
p
t
u
r
e
)
Sa
l
e
s
Le
a
k
a
g
e
(R
i
s
k
/
G
r
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w
t
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Po
t
e
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t
i
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l
)
Number
of
Existing Estbl. Avg. Leakage per Typ. Estbl.
44
1
1
Au
t
o
m
o
b
i
l
e
De
a
l
e
r
s
$5
,
3
3
2
,
6
0
1
$2
6
,
9
9
6
,
4
1
4
$2
1
,
6
6
3
,
8
1
3
2 $10,831,907
44
1
2
Ot
h
e
r
Mo
t
o
r
Ve
h
i
c
l
e
De
a
l
e
r
s
$7
,
1
5
8
,
9
9
0
$3
,
8
4
7
,
8
3
6
$3
,
3
1
1
,
1
5
4
7
44
1
3
Au
t
o
Pa
r
t
s
,
Ac
c
e
s
s
o
r
i
e
s
& Ti
r
e
St
o
r
e
s
$1
,
8
4
5
,
1
0
4
$3
,
0
4
2
,
7
0
1
$1
,
1
9
7
,
5
9
7
5 $239,519
44
2
1
Fu
r
n
i
t
u
r
e
St
o
r
e
s
$0
$2
,
4
6
1
,
2
1
6
$2
,
4
6
1
,
2
1
6
0
44
2
2
Ho
m
e
Fu
r
n
i
s
h
i
n
g
s
St
o
r
e
s
$8
7
7
,
5
3
8
$1
,
6
2
5
,
1
2
8
$7
4
7
,
5
9
0
3 $249,197
44
3
1
El
e
c
t
r
o
n
i
c
s
& Ap
p
l
i
a
n
c
e
St
o
r
e
s
$1
,
5
1
3
,
9
8
3
$4
,
0
9
7
,
5
4
1
$2
,
5
8
3
,
5
5
8
3 $861,186
44
4
1
Bl
d
g
.
Ma
t
e
r
i
a
l
& Su
p
p
l
i
e
s
De
a
l
e
r
s
$4
,
3
2
3
,
7
7
1
$9
,
7
3
7
,
7
3
8
$5
,
4
1
3
,
9
6
7
6 $902,328
44
4
2
La
w
n
& Ga
r
d
e
n
Eq
u
i
p
& Su
p
p
l
y
St
o
r
e
s
$1
,
7
5
1
,
1
0
9
$9
9
4
,
8
6
8
$7
5
6
,
2
4
1
2
44
5
1
Gr
o
c
e
r
y
St
o
r
e
s
$1
2
,
2
3
4
,
2
8
2
$1
9
,
1
7
0
,
5
4
5
$6
,
9
3
6
,
2
6
3
8 $867,033
44
5
2
Sp
e
c
i
a
l
t
y
Fo
o
d
St
o
r
e
s
$5
5
5
,
1
7
4
$9
0
1
,
9
0
0
$3
4
6
,
7
2
6
3 $115,575
44
5
3
Be
e
r
,
Wi
n
e
& Li
q
u
o
r
St
o
r
e
s
$2
,
8
3
8
,
7
2
1
$1
,
0
1
2
,
1
0
5
$1
,
8
2
6
,
6
1
6
3
44
6
1
He
a
l
t
h
& Pe
r
s
o
n
a
l
Ca
r
e
St
o
r
e
s
$1
,
9
2
1
,
3
8
0
$8
,
3
6
8
,
5
7
0
$6
,
4
4
7
,
1
9
0
2 $3,223,595
44
7
1
Ga
s
o
l
i
n
e
St
a
t
i
o
n
s
$3
2
,
4
0
0
,
0
1
4
$2
0
,
5
4
5
,
9
5
9
$1
1
,
8
5
4
,
0
5
5
12
44
8
1
Cl
o
t
h
i
n
g
St
o
r
e
s
$2
,
0
3
2
,
6
5
6
$3
,
2
8
5
,
1
1
2
$1
,
2
5
2
,
4
5
6
10 $125,246
44
8
2
Sh
o
e
St
o
r
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s
$0
$4
9
8
,
7
2
8
$4
9
8
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7
2
8
0
44
8
3
Je
w
e
l
r
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Lu
g
g
a
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& Le
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$1
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3
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3
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1
2
5
$1
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2
5
8
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9
6
8
$9
4
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7
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45
1
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Sp
o
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i
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Go
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$1
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4
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$7
,
6
7
9
,
6
5
9
$5
,
9
9
5
,
4
1
1
5 $1,199,082
45
1
2
Bo
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& Mu
s
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2
8
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8
9
5
$4
6
1
,
9
6
7
$2
3
3
,
0
7
2
1 $233,072
37
17
DC
G
Co
r
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Consulting LLC
Ap
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Ta
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2b
‐
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Ga
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Sa
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Nu
m
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of Existing Estbl. Avg. Leakage per Typ. Estbl.
45
2
1
De
p
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St
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s
$0
$1
7
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5
4
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$1
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$1
,
5
4
6
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9
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0
$1
1
,
4
1
0
,
7
3
6
$9
,
8
6
3
,
8
2
6
2 $4,931,913
45
3
1
Fl
o
r
i
s
t
s
$3
2
9
,
3
9
0
$3
8
0
,
4
2
6
$5
1
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0
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6
3 $17,012
45
3
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& Gi
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$1
,
0
2
2
,
7
0
9
$1
,
6
0
8
,
5
9
5
$5
8
5
,
8
8
6
5 $117,177
45
3
3
Us
e
d
Me
r
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h
a
n
d
i
s
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St
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s
$5
1
8
,
2
5
2
$9
7
4
,
9
4
4
$4
5
6
,
6
9
2
4 $114,173
45
3
9
Ot
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Mi
s
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l
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St
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s
$1
,
8
7
8
,
8
4
0
$3
,
3
7
0
,
8
3
7
$1
,
4
9
1
,
9
9
7
8 $186,500
72
2
3
Sp
e
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l
Fo
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Se
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s
$3
0
,
5
2
9
$1
1
2
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4
2
2
$8
1
,
8
9
3
1 $81,893
72
2
4
Dr
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k
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5
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8
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8
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7
3
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To
t
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l
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0
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6
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2
3
7
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7
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1
$8
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8
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3
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Sa
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p
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4
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$8
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.
8
6
Su
p
p
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(m
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0
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0
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(m
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So
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:
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Bu
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RC
&
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I
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d
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s
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Su
p
p
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c
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Sa
l
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s
)
De
m
a
n
d
(P
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t
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n
t
i
a
l
Sa
l
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s
)
Sa
l
e
s
Su
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p
l
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(C
a
p
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Sa
l
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s
Le
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k
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(R
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s
k
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t
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l
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Number of
Ex
i
s
t
i
n
g
Estbl. Avg. Leakage per Typ. Estbl.
44
1
1
Au
t
o
m
o
b
i
l
e
De
a
l
e
r
s
$3
,
6
5
1
,
8
8
0
$2
3
,
1
1
0
,
6
5
1
$1
9
,
4
5
8
,
7
7
1
2 $9,729,386
44
1
2
Ot
h
e
r
Mo
t
o
r
Ve
h
i
c
l
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De
a
l
e
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s
$0
$3
,
2
6
1
,
5
0
4
$3
,
2
6
1
,
5
0
4
0
44
1
3
Au
t
o
Pa
r
t
s
,
Ac
c
e
s
s
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r
i
e
s
& Ti
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e
St
o
r
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s
$4
5
0
,
9
8
1
$2
,
7
0
2
,
6
4
9
$2
,
2
5
1
,
6
6
8
2 $1,125,834
44
2
1
Fu
r
n
i
t
u
r
e
St
o
r
e
s
$0
$2
,
3
2
3
,
2
3
8
$2
,
3
2
3
,
2
3
8
0
44
2
2
Ho
m
e
Fu
r
n
i
s
h
i
n
g
s
St
o
r
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s
$2
9
7
,
7
3
3
$1
,
5
6
9
,
1
7
2
$1
,
2
7
1
,
4
3
9
1 $1,271,439
44
3
1
El
e
c
t
r
o
n
i
c
s
& Ap
p
l
i
a
n
c
e
St
o
r
e
s
$7
7
9
,
7
8
8
$3
,
7
6
2
,
0
3
0
$2
,
9
8
2
,
2
4
2
3 $994,081
44
4
1
Bl
d
g
.
Ma
t
e
r
i
a
l
& Su
p
p
l
i
e
s
De
a
l
e
r
s
$1
,
8
1
6
,
9
4
4
$8
,
5
3
6
,
7
1
2
$6
,
7
1
9
,
7
6
8
5 $1,343,954
44
4
2
La
w
n
& Ga
r
d
e
n
Eq
u
i
p
& Su
p
p
l
y
St
o
r
e
s
$1
,
2
7
5
,
9
6
9
$9
0
1
,
0
5
9
$3
7
4
,
9
1
0
4
44
5
1
Gr
o
c
e
r
y
St
o
r
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s
$8
,
7
8
4
,
4
5
7
$1
6
,
9
7
4
,
6
1
6
$8
,
1
9
0
,
1
5
9
4 $2,047,540
44
5
2
Sp
e
c
i
a
l
t
y
Fo
o
d
St
o
r
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s
$1
3
5
,
4
3
1
$7
9
8
,
2
1
4
$6
6
2
,
7
8
3
1 $662,783
44
5
3
Be
e
r
,
Wi
n
e
& Li
q
u
o
r
St
o
r
e
s
$4
8
8
,
4
6
2
$9
5
9
,
0
6
8
$4
7
0
,
6
0
6
1 $470,606
44
6
1
He
a
l
t
h
& Pe
r
s
o
n
a
l
Ca
r
e
St
o
r
e
s
$7
,
3
6
0
,
2
7
3
$7
,
3
5
7
,
1
6
5
$3
,
1
0
8
2
44
7
1
Ga
s
o
l
i
n
e
St
a
t
i
o
n
s
$1
0
2
,
4
1
3
,
0
0
2
$1
7
,
6
5
0
,
9
1
9
$8
4
,
7
6
2
,
0
8
3
11
44
8
1
Cl
o
t
h
i
n
g
St
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r
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s
$0
$3
,
1
4
7
,
4
8
3
$3
,
1
4
7
,
4
8
3
0
44
8
2
Sh
o
e
St
o
r
e
s
$0
$4
7
8
,
1
8
4
$4
7
8
,
1
8
4
0
44
8
3
Je
w
e
l
r
y
,
Lu
g
g
a
g
e
& Le
a
t
h
e
r
Go
o
d
s
St
o
r
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s
$5
8
1
,
1
6
9
$1
,
2
3
0
,
7
4
3
$6
4
9
,
5
7
4
1 $649,574
45
1
1
Sp
o
r
t
i
n
g
Go
o
d
s
/
H
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b
b
y
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s
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c
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l
In
s
t
r
.
St
o
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s
$2
,
3
1
7
,
1
7
4
$7
,
1
8
8
,
9
9
0
$4
,
8
7
1
,
8
1
6
8 $608,977
45
1
2
Bo
o
k
,
Pe
r
i
o
d
i
c
a
l
& Mu
s
i
c
St
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r
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s
$0
$4
3
0
,
0
5
6
$4
3
0
,
0
5
6
0
39
19
DC
G
Co
r
p
l
a
n
Consulting LLC
Ap
p
e
n
d
i
x
Ta
b
l
e
2c
‐
Re
t
a
i
l
Ga
p
/
L
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a
k
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An
a
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fo
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RT
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co
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’
d
.
NA
I
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S
In
d
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Su
p
p
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(A
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Sa
l
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s
)
De
m
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(P
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t
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n
t
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Sa
l
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Sa
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s
Su
r
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a
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Sa
l
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s
Le
a
k
a
g
e
(R
i
s
k
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G
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w
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Po
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t
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l
)
Number of Existing Estbl. Avg. Leakage per Typ. Estbl.
45
2
1
De
p
a
r
t
m
e
n
t
St
o
r
e
s
$0
$1
6
,
1
8
3
,
2
2
8
$1
6
,
1
8
3
,
2
2
8
0
45
2
9
Ot
h
e
r
Ge
n
e
r
a
l
Me
r
c
h
a
n
d
i
s
e
St
o
r
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s
$9
0
8
,
3
7
6
$1
0
,
1
6
2
,
8
5
3
$9
,
2
5
4
,
4
7
7
2 $4,627,239
45
3
1
Fl
o
r
i
s
t
s
$1
4
5
,
0
7
6
$3
6
2
,
5
6
3
$2
1
7
,
4
8
7
1 $217,487
45
3
2
Of
f
i
c
e
Su
p
p
l
i
e
s
,
St
a
t
i
o
n
e
r
y
& Gi
f
t
St
o
r
e
s
$5
0
,
6
7
5
$1
,
4
8
8
,
9
4
8
$1
,
4
3
8
,
2
7
3
1 $1,438,273
45
3
3
Us
e
d
Me
r
c
h
a
n
d
i
s
e
St
o
r
e
s
$0
$9
1
4
,
9
9
9
$9
1
4
,
9
9
9
0
45
3
9
Ot
h
e
r
Mi
s
c
e
l
l
a
n
e
o
u
s
St
o
r
e
Re
t
a
i
l
e
r
s
$3
8
8
,
1
5
2
$2
,
7
5
0
,
8
5
1
$2
,
3
6
2
,
6
9
9
2 $1,181,350
72
2
3
Sp
e
c
i
a
l
Fo
o
d
Se
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v
i
c
e
s
$0
$1
0
6
,
1
4
8
$1
0
6
,
1
4
8
0
72
2
4
Dr
i
n
k
i
n
g
Pl
a
c
e
s
‐
Al
c
o
h
o
l
i
c
Be
v
e
r
a
g
e
s
$2
,
6
8
6
,
5
3
7
$7
1
6
,
8
2
6
$1
,
9
6
9
,
7
1
1
7
72
2
5
Re
s
t
a
u
r
a
n
t
s
/
O
t
h
e
r
Ea
t
i
n
g
Pl
a
c
e
s
$4
,
7
2
7
,
1
2
3
$1
1
,
9
2
2
,
4
3
3
$7
,
1
9
5
,
3
1
0
16 $449,707
To
t
a
l
$1
3
9
,
2
5
9
,
2
0
2
$1
4
6
,
9
9
1
,
3
0
2
$8
7
,
1
0
9
,
8
1
2
$9
4
,
8
4
1
,
9
1
2
74
Sa
l
e
s
pe
r
Ty
p
i
c
a
l
Es
t
a
b
l
i
s
h
m
e
n
t
$1
,
8
8
1
,
9
0
0
Ga
p
(m
i
l
l
i
o
n
s
)
$7
.
7
3
2
Ca
p
t
u
r
e
(m
i
l
l
i
o
n
s
)
$8
7
.
1
Le
a
k
a
g
e
(m
i
l
l
i
o
n
s
)
$9
4
.
8
Su
p
p
l
y
(m
i
l
l
i
o
n
s
)
$1
3
9
.
3
De
m
a
n
d
(m
i
l
l
i
o
n
s
)
$1
4
7
.
0
Ra
t
i
o
n
of
De
m
a
n
d
to
Su
p
p
l
y
10
5
.
6
%
Av
g
.
Sa
l
e
s
(m
i
l
l
i
o
n
s
)
$1
.
8
8
2
So
u
r
c
e
:
US
Ce
n
s
u
s
,
Bu
r
e
a
u
of
La
b
o
r
St
a
t
i
s
t
i
c
s
,
an
d
ES
R
I
De
c
e
m
b
e
r
20
1
9
40
Be
a
r
t
o
o
t
h
RC
&
D
Re
g
i
o
n
,
MT
– Be
n
c
h
m
a
r
k
Re
t
a
i
l
Ga
p
/
L
e
a
k
a
g
e
An
a
l
y
s
i
s
20
Be
a
r
t
o
o
t
h
RC
&
D
Re
g
i
o
n
,
MT
Ap
r
i
l
20
2
0
Ap
p
e
n
d
i
x
Ta
b
l
e
2d
‐
Re
t
a
i
l
Ga
p
/
L
e
a
k
a
g
e
An
a
l
y
s
i
s
fo
r
Sw
e
e
t
Gr
a
s
s
Co
u
n
t
y
RT
A
NA
I
C
S
In
d
u
s
t
r
y
Su
p
p
l
y
(A
c
t
u
a
l
Sa
l
e
s
)
De
m
a
n
d
(P
o
t
e
n
t
i
a
l
Sa
l
e
s
)
Sa
l
e
s
Su
r
p
l
u
s
(C
a
p
t
u
r
e
)
Sa
l
e
s
Le
a
k
a
g
e
(R
i
s
k
/
G
r
o
w
t
h
Po
t
e
n
t
i
a
l
)
Number of
Ex
i
s
t
i
n
g
Estbl. Avg. Leakage per Typ. Estbl.
44
1
1
Au
t
o
m
o
b
i
l
e
De
a
l
e
r
s
$0
$9
,
9
6
5
,
5
0
1
$9
,
9
6
5
,
5
0
1
0
44
1
2
Ot
h
e
r
Mo
t
o
r
Ve
h
i
c
l
e
De
a
l
e
r
s
$0
$1
,
4
5
5
,
1
9
0
$1
,
4
5
5
,
1
9
0
0
44
1
3
Au
t
o
Pa
r
t
s
,
Ac
c
e
s
s
o
r
i
e
s
& Ti
r
e
St
o
r
e
s
$8
8
1
,
8
1
7
$1
,
0
4
0
,
8
0
7
$1
5
8
,
9
9
0
2 $79,495
44
2
1
Fu
r
n
i
t
u
r
e
St
o
r
e
s
$0
$7
7
6
,
6
6
8
$7
7
6
,
6
6
8
0
44
2
2
Ho
m
e
Fu
r
n
i
s
h
i
n
g
s
St
o
r
e
s
$3
0
7
,
2
1
8
$5
1
8
,
0
8
2
$2
1
0
,
8
6
4
1 $210,864
44
3
1
El
e
c
t
r
o
n
i
c
s
& Ap
p
l
i
a
n
c
e
St
o
r
e
s
$3
1
7
,
4
1
6
$1
,
3
0
4
,
5
9
0
$9
8
7
,
1
7
4
1 $987,174
44
4
1
Bl
d
g
.
Ma
t
e
r
i
a
l
& Su
p
p
l
i
e
s
De
a
l
e
r
s
$1
,
8
9
9
,
5
3
3
$3
,
5
5
8
,
0
5
5
$1
,
6
5
8
,
5
2
2
5 $331,704
44
4
2
La
w
n
& Ga
r
d
e
n
Eq
u
i
p
& Su
p
p
l
y
St
o
r
e
s
$8
5
4
,
7
4
7
$3
5
6
,
7
3
1
$4
9
8
,
0
1
6
1
44
5
1
Gr
o
c
e
r
y
St
o
r
e
s
$5
,
4
7
5
,
5
6
9
$6
,
7
4
1
,
8
3
9
$1
,
2
6
6
,
2
7
0
2 $633,135
44
5
2
Sp
e
c
i
a
l
t
y
Fo
o
d
St
o
r
e
s
$0
$3
1
7
,
3
3
0
$3
1
7
,
3
3
0
0
44
5
3
Be
e
r
,
Wi
n
e
& Li
q
u
o
r
St
o
r
e
s
$5
,
1
8
3
,
4
5
4
$3
0
9
,
7
8
2
$4
,
8
7
3
,
6
7
2
1
44
6
1
He
a
l
t
h
& Pe
r
s
o
n
a
l
Ca
r
e
St
o
r
e
s
$2
,
0
8
4
,
4
0
0
$2
,
9
3
9
,
1
2
0
$8
5
4
,
7
2
0
2 $427,360
44
7
1
Ga
s
o
l
i
n
e
St
a
t
i
o
n
s
$1
6
,
6
1
3
,
3
8
7
$7
,
4
3
5
,
7
2
2
$9
,
1
7
7
,
6
6
5
5
44
8
1
Cl
o
t
h
i
n
g
St
o
r
e
s
$6
2
6
,
0
7
3
$1
,
0
2
6
,
8
2
9
$4
0
0
,
7
5
6
3 $133,585
44
8
2
Sh
o
e
St
o
r
e
s
$0
$1
5
9
,
7
1
4
$1
5
9
,
7
1
4
0
44
8
3
Je
w
e
l
r
y
,
Lu
g
g
a
g
e
& Le
a
t
h
e
r
Go
o
d
s
St
o
r
e
s
$3
9
1
,
4
7
5
$3
4
1
,
0
2
5
$5
0
,
4
5
0
2
45
1
1
Sp
o
r
t
i
n
g
Go
o
d
s
/
H
o
b
b
y
/
M
u
s
i
c
a
l
In
s
t
r
.
St
o
r
e
s
$1
,
3
0
4
,
9
0
4
$2
,
5
1
9
,
9
7
6
$1
,
2
1
5
,
0
7
2
4 $303,768
45
1
2
Bo
o
k
,
Pe
r
i
o
d
i
c
a
l
& Mu
s
i
c
St
o
r
e
s
$0
$1
4
8
,
0
0
9
$1
4
8
,
0
0
9
0
41
21
DC
G
Co
r
p
l
a
n
Consulting LLC
Ap
p
e
n
d
i
x
Ta
b
l
e
2d
‐
Re
t
a
i
l
Ga
p
/
L
e
a
k
a
g
e
An
a
l
y
s
i
s
fo
r
Sw
e
e
t
Gr
a
s
s
Co
u
n
t
y
RT
A
–
co
n
t
’
d
.
NA
I
C
S
In
d
u
s
t
r
y
Su
p
p
l
y
(A
c
t
u
a
l
Sa
l
e
s
)
De
m
a
n
d
(P
o
t
e
n
t
i
a
l
Sa
l
e
s
)
Sa
l
e
s
Su
r
p
l
u
s
(C
a
p
t
u
r
e
)
Sa
l
e
s
Le
a
k
a
g
e
(R
i
s
k
/
G
r
o
w
t
h
Po
t
e
n
t
i
a
l
)
Nu
m
b
e
r
of Existing Estbl. Avg. Leakage per Typ. Estbl.
45
2
1
De
p
a
r
t
m
e
n
t
St
o
r
e
s
$7
0
4
,
9
6
7
$5
,
8
7
0
,
9
3
0
$5
,
1
6
5
,
9
6
3
1 $5,165,963
45
2
9
Ot
h
e
r
Ge
n
e
r
a
l
Me
r
c
h
a
n
d
i
s
e
St
o
r
e
s
$8
2
7
,
9
4
6
$4
,
0
1
5
,
9
3
9
$3
,
1
8
7
,
9
9
3
1 $3,187,993
45
3
1
Fl
o
r
i
s
t
s
$1
2
1
,
6
7
7
$1
3
1
,
6
4
5
$9
,
9
6
8
1 $9,968
45
3
2
Of
f
i
c
e
Su
p
p
l
i
e
s
,
St
a
t
i
o
n
e
r
y
& Gi
f
t
St
o
r
e
s
$5
6
,
6
9
2
$5
2
8
,
8
2
1
$4
7
2
,
1
2
9
1 $472,129
45
3
3
Us
e
d
Me
r
c
h
a
n
d
i
s
e
St
o
r
e
s
$1
4
8
,
0
7
2
$3
0
8
,
5
4
9
$1
6
0
,
4
7
7
2 $80,239
45
3
9
Ot
h
e
r
Mi
s
c
e
l
l
a
n
e
o
u
s
St
o
r
e
Re
t
a
i
l
e
r
s
$6
2
6
,
3
0
9
$1
,
3
1
4
,
3
3
4
$6
8
8
,
0
2
5
4 $172,006
72
2
3
Sp
e
c
i
a
l
Fo
o
d
Se
r
v
i
c
e
s
$0
$4
0
,
6
0
3
$4
0
,
6
0
3
0
72
2
4
Dr
i
n
k
i
n
g
Pl
a
c
e
s
‐
Al
c
o
h
o
l
i
c
Be
v
e
r
a
g
e
s
$1
9
6
,
9
1
4
$2
3
2
,
1
8
0
$3
5
,
2
6
6
1 $35,266
72
2
5
Re
s
t
a
u
r
a
n
t
s
/
O
t
h
e
r
Ea
t
i
n
g
Pl
a
c
e
s
$1
,
8
2
5
,
9
3
3
$4
,
0
5
2
,
8
8
7
$2
,
2
2
6
,
9
5
4
8 $278,369
To
t
a
l
$4
0
,
4
4
8
,
5
0
3
$5
7
,
4
1
0
,
8
5
8
$1
4
,
5
9
9
,
8
0
3
$3
1
,
5
6
2
,
1
5
8
48
Sa
l
e
s
pe
r
Ty
p
i
c
a
l
Es
t
a
b
l
i
s
h
m
e
n
t
$8
4
2
,
7
0
0
Ga
p
(m
i
l
l
i
o
n
s
)
$1
6
.
9
6
Ca
p
t
u
r
e
(m
i
l
l
i
o
n
s
)
$1
4
.
6
0
Le
a
k
a
g
e
(m
i
l
l
i
o
n
s
)
$3
1
.
5
6
Su
p
p
l
y
(m
i
l
l
i
o
n
s
)
$4
0
.
4
5
De
m
a
n
d
(m
i
l
l
i
o
n
s
)
$5
7
.
4
1
Ra
t
i
o
n
of
De
m
a
n
d
to
Su
p
p
l
y
14
1
.
9
%
Av
g
.
Sa
l
e
s
(m
i
l
l
i
o
n
s
)
$.
8
4
3
So
u
r
c
e
:
US
Ce
n
s
u
s
,
Bu
r
e
a
u
of
La
b
o
r
St
a
t
i
s
t
i
c
s
,
an
d
ES
R
I
De
c
e
m
b
e
r
20
1
9
42
Be
a
r
t
o
o
t
h
RC
&
D
Re
g
i
o
n
,
MT
– Be
n
c
h
m
a
r
k
Re
t
a
i
l
Ga
p
/
L
e
a
k
a
g
e
An
a
l
y
s
i
s
22
Be
a
r
t
o
o
t
h
RC
&
D
Re
g
i
o
n
,
MT
Ap
r
i
l
20
2
0
Ap
p
e
n
d
i
x
Ta
b
l
e
2e
‐
Re
t
a
i
l
Ga
p
/
L
e
a
k
a
g
e
An
a
l
y
s
i
s
fo
r
Ye
l
l
o
w
s
t
o
n
e
Co
u
n
t
y
RT
A
NA
I
C
S
In
d
u
s
t
r
y
Su
p
p
l
y
(A
c
t
u
a
l
Sa
l
e
s
)
De
m
a
n
d
(P
o
t
e
n
t
i
a
l
Sa
l
e
s
)
Sa
l
e
s
Su
r
p
l
u
s
(C
a
p
t
u
r
e
)
Sa
l
e
s
Le
a
k
a
g
e
(R
i
s
k
/
G
r
o
w
t
h
Po
t
e
n
t
i
a
l
)
Nu
m
b
e
r
of Existing Estbl. Avg. Leakage per Typ. Estbl.
44
1
1
Au
t
o
m
o
b
i
l
e
De
a
l
e
r
s
$7
4
1
,
4
1
2
,
4
3
7
$3
4
7
,
1
6
4
,
1
0
2
$3
9
4
,
2
4
8
,
3
3
5
84
44
1
2
Ot
h
e
r
Mo
t
o
r
Ve
h
i
c
l
e
De
a
l
e
r
s
$7
9
,
1
1
8
,
4
5
3
$4
6
,
9
4
0
,
1
8
4
$3
2
,
1
7
8
,
2
6
9
22
44
1
3
Au
t
o
Pa
r
t
s
,
Ac
c
e
s
s
o
r
i
e
s
& Ti
r
e
St
o
r
e
s
$7
9
,
8
2
4
,
9
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23
DC
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45
Governor Bullock
Coronavirus Relief Fund Advisory Council
Recommendation Report
May 2020
46
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Dear Governor Bullock,
Congress recently passed the Coronavirus Aid, Relief and Economic Security Act (CARES Act). The
CARES Act established a Coronavirus Relief Fund of $150 billion for states, tribes and in certain
circumstances, local governments dealing with the impacts of COVID-19. Montana has received
$1.25 billion of this federal allocation from the U.S. Treasury Department.
On April 15th, you announced the Coronavirus Relief Advisory Council comprised of a diverse,
geographically dispersed group of unselfish Montanans who committed to work together to provide
guidance and process for the $1.25 billion. On the afternoon of the announcement, every person on
the Advisory Council attended a virtual meeting to begin a process that gathered ideas while awaiting
further guidance from the federal government. You would be proud of the effort, commitment, and
robust dialogue that started across Montana shortly after that call. Despite the communication
challenges presented by COVID-19, virtual meetings and individual efforts began in earnest to
compile ideas.
In a little over two weeks from start to finish, we present to you this repo rt of our recommendations
attempting to reach our goal to provide advice and guidance as to how best to deploy Montana’s
CARES Act funds to reinvigorate Montana’s path toward economic recovery and revive our
communities. While not every comment is reflected in this report, we can assure you everyone was
heard in a collaborative process supported by detailed proposals submitted by committee members.
We are all honored that you trusted us to work hard, despite unique business and personal
challenges with COVID-19. The unwavering support and effort from your staff (particularly Tom Livers,
Amy Sassano, Ryan Evans, Adam Schafer, and Ken Fichtler) was critical. Our collective urgency was
not defined by the CARES Act, but by a genuine desire from everyone on th e committee to return to
the strong, robust economy that Montana experienced prior to this unprecedented pandemic. We
feel it is essential to deploy funds quickly and effectively to citizens of Montana.
Thank you for the opportunity. We stand ready to be steady, conscientious, and representative
advisors on how best to assist Montanans now, as well as throughout the next phases of Montana’s
response to the COVID-19 pandemic.
Sincerely
Larry Simkins, Chair
Governor’s Coronavirus Relief Fund Advisory Council
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Coronavirus Relief Fund Advisory Council
Advisory Members and Business/Organization
Larry Simkins The Washington Companies
Charlie Beaton The Big Dipper Ice Cream
Scott Brown The Base Camp
Eric Bryson MT Association of Counties
Tim Burton MT League of Cities and Towns
Nick Checota Logjam Presents
Randy Chesler Glacier Bancorp
Bill Coffee Stockman Bank
Colin Davis Chico Hot Springs
Shalon Hastings Fly FisHer Adventures, Small Business
Jacquie Helt Service Employees Int’l Union (SEIU)
Mike Hope Bar and Restaurant Owner (Rockin R)
Llew Jones State Representative, Small Business Owner
Casey Lozar Federal Reserve Bank
Jim Markel Red Oxx Manufacturing
Janice Mattson Mattson Farms
Liz Moore MT Nonprofit Association
Jim Peterson Rancher, former Senate President
Kevin Riley 1st Interstate Bank
Mark Semmens D.A. Davidson (Retired)
Jon Sesso State Senator, Small Business Owner
Jason Smith Montana Indian Affairs Office
Sarah Walsh PayneWest Insurance
Joe Willauer Butte Local Development Corporation
Staff Resources
Adam Schafer Tom Livers
Deputy Chief of Staff Budget Director
Governor’s Office Office of Budget and Program Planning
444-3111 444-3616
aschafer@mt.gov tlivers@mt.gov
Amy Sassano Ryan Evans
Deputy Budget Director Assistant Budget Director
Office of Budget and Program Planning Office of Budget and Program Planning
444-0619 444-3163
asassano@mt.gov ryanevans@mt.gov
Ken Fichtler
Chief Business Development Officer
444-5470
Ken.Fichtler@mt.gov
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TABLE OF CONTENTS
SECTION I - COMMITTEE PROCESS……….5
SECTION II – CORONAVIRUS RELIEF FUND GUIDANCE FROM U.S. TREASURY……….5
SECTION III - GUIDING PRINCIPLES……….6
SECTION IV – METHODS OF FUND DISTRIBUTION……….7
SECTION V – PROPOSED FLOW AND ALLOCATION OF FUNDING……….8
SECTION VI – ECONOMIC ASSISTANCE……….9
- IMMEDIATE SAFETY NET……….9
- BUSINESS STABLIZATION.…….10
- TOURISM, HOSPITALITY, AND ENTERTAINMENT JUMPSTART.…….12
SECTION VII – OVERARCHING THEMES AND OTHER RECOMMENDATIONS……….13
SECTION VIII – OTHER FEEDBACK……….15
SECTION IX – CLOSING THOUGHTS AND REMARKS……….16
SECTION X - APPENDIX……….17
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SECTION I – COMMITTEE PROCESS
On April 15th, Governor Steve Bullock appointed the Coronavirus Relief Advisory Council. The Council
is comprised of a diverse and geographically dispersed group of Montanans committed to work
together to provide guidance for the $1.25 billion allocated to the State of Montana through the
CARES Act. A collective process has been at the forefront to ensure the best recommendations and
guidance to help Montana families and businesses. Since inception of the Council, virtual meetings
were held twice a week with each meeting including an update from Governor’s staff on issues
pertinent to the Council, followed by discussion and idea-sharing among the Council members.
Despite the communication challenges presented by COVID-19, the virtual meetings were a success
and individual and coordinated group efforts began to compile ideas. A Council email box and a
Microsoft Teams site were established for Council members to ask questions and share ideas, and
to allow for transparency and integrity in the overall process. Over the last two weeks, ideas have
been submitted around the clock, which speaks volumes to the dedication of the Council, and their
overall attentiveness to the urgent situation at hand brought on by the COVID-19 pandemic.
SECTION II – CORONAVIRUS RELIEF FUND GUIDANCE FROM U.S. TREASURY
During the first half of the Advisory Council’s process, we eagerly awaited guidance from the U.S.
Department of Treasury as a basis to help inform our decision making, and ultimately our
recommendations. On April 23, the U.S. Treasury supplied supplemental guidance on use of the
Coronavirus Relief Fund. Although the guidance still leaves many important questions yet to be
answered, the supplemental guidance did provide enough information for the Council to continue its
work and to formulate formal recommendations. Below is a selection of the guidance that is most
applicable to our recommendations, grouped by topics of guidance that is now known, and the
guidance that remains unclear or not included in the recent supplemental:
Known Guidance
• If a government has not used funds it has received to cover costs incurred by December 30,
2020, as required by statute, those funds must be returned to the Department of the Treasury.
• Expenditures must be used for actions taken to respond to the COVID-19 public health
emergency. These may include expenditures incurred to allow state, territorial, local, or tribal
governments to respond directly to the emergency, such as by addressing medical or public
health needs, as well as expenditures incurred to respond to second-order effects of the
emergency, such as by providing economic support to those suffering from employment or
business interruptions due to COVID-19-related business closures. Further, the CARES Act
also requires that payments be used only to cover costs that were not accounted for in the
budget most recently approved as of March 27, 2020.
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• Eligible expenses include COVID-19 related expenditures for specific items including, but not
limited to: medical expenses; public health expenses; payroll expenses for public safety,
public health, health care, human services, and similar employees whose services are
substantially dedicated to mitigating or responding to the COVID-19 public health emergency;
expenses to facilitate compliance with COVID-19 related public health measures; and
expenses associated with the provision of economic support such as grants to businesses
experiencing impacts from business interruption or closure.
• Coronavirus Relief Funds may not be used to fill shortfalls in government revenue or be used
to replace lost revenue, to duplicate reimbursement of expenses already reimbursed by the
federal government, or workforce bonuses other than hazard pay or overtime.
Guidance Not Available or Known
• Guidance on financial reporting, specifically sub-recipient grant reporting, is currently
unknown, though various channels of professional organizations anticipate guidance on
recipient and sub-recipient reporting is forthcoming.
• Guidance on using Coronavirus Relief Funds to match other federal funds such as FEMA is
unknown.
• Guidance on the terms by which the State has the ability to loan funds directly to entities, or
guidance on the State’s ability to pass through funds to other entities for them to loan funds,
is unknown.
SECTION III – GUIDING PRINCIPLES
Although important and necessary for strategic and practical purposes, there is great humility in
attempting to define a single set of overarching guiding principles in a time of such intense need
caused by a worldwide pandemic. No set of principles can encompass all situations or circumstances
for each individual, business, or organization, particularly with limited resources that must be spent
in accordance with the limited guidance contained within the CARES Act. Even so, guiding principles
were developed to help frame the discussion and facilitate the work of the Council in an attempt to
efficiently and effectively identify the best ways to address the needs of those most directly and
severely impacted by the effects of COVID-19. The Council’s Guiding Principles follow:
Guiding Principles
• Focus on those impacted most.
• Stay focused on strategies and funding not already allocated elsewhere, ensuring there is no
duplication of efforts or funds.
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• Deploy funds quickly, while preparing for the long-term challenges and acknowledge all needs
might not be apparent now or readily known, particularly for businesses that may need to
remain closed for longer periods into the future.
• Prioritize leveraging of funds when possible, encourage utilizing and leveraging existing
programmatic infrastructure that is underutilized, consider existing distribution channels for
allocation of funds, and consider public/private partnerships when appropriate. In other
words, do not recreate the wheel.
• Focus on assistance that can be used now and that is not built into any future base allocation
for state or local budgeting purposes.
• Consider how targeted investments now in COVID-19 impacted areas may impact the overall
health and well-being of Montanans moving forward, and how investments now may impact
the future economic strength and diversity of the State of Montana and its residents.
• Keep it simple, as the complexity of the initial federal relief injection into Montana left many
worthy recipients without assistance for a variety of reasons.
SECTION IV – METHODS OF FUND DISTRIBUTION
As was stated in the Guiding Principles above, the Council recommends the Governor prioritize
leveraging of funds, encourage utilizing existing programmatic infrastructure that is underutilized,
consider existing distribution channels for allocation of funds, and consider employing public/private
partnerships for the distribution of funds. The Council views this guiding principle as the means to
most efficiently deploy funds to those most impacted by COVID -19 and recommends the Governor
consider not only existing state programs as conduits for funding allocation, but also partners beyond
state government. In this, the following entities should be considered as channels for delivering
funding to COVID-19 impacted individuals and entities:
• Regional or Local Economic Development Organizations
• Regional or Local Banking, Financial, and Lending Institutions
• The Montana Board of Investments (BOI); and/or the Montana BOI in partnership with
Regional or Local Banking, Financial, and Lending Institutions
• Existing and/or Refocused State of Montana Programs
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SECTION V – PROPOSED FLOW AND ALLOCATION OF FUNDING
The Council established three primary silos of funding: State, Local and Tribal Government; Economic
Assistance; and Unforeseen Impacts.
In an effort to align with the expertise on the Council, and to effectively identify the best way to
establish an immediate safety net for individuals, businesses and nonprofits, the Council focused
our time and efforts on Economic Assistance.
The Council has compiled recommendations particular to Economic Assistance for the Governor in
the following sections of this report, with specific emphasis on sub-areas focusing on:
• Immediate Safety Net
• Business Stabilization
• Tourism, Hospitality and Entertainment Jumpstart
Perhaps noticeably and notably absent from our specific sub-area recommendations are concepts
pertaining explicitly to the State, Local, and Tribal Government silo shown in the flow chart above.
This in no way should be construed as the Advisory Council not recognizing a pressing and apparent
need for assistance for entities, individuals, and services largely or wholly dependent on funds from
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state, local or tribal government, such as K-12, the Montana University System (MUS), Corrections
and Law Enforcement, and the Courts. Rather the Council chose to dedicate our collective time to
fleshing out ideas and recommendations most apparent in the Economic Assistance silo. And while
in no way would we recommend that any single eligible individual or entity und er the over-arching
umbrella of government, K-12, MUS, and others be specifically precluded from obtaining assistance
under the Economic Assistance silo, if appropriate, we do contend that the Governor, in consultation
with local and tribal governments, is better positioned to address funding and reimbursement needs
of the almost 200 city/town, county, and tribal governments across Montana throughout the duration
of the emergency.
With these caveats in mind, the following sections include the distillation of our comments, ideas and
considerations into formal recommendations pertinent to each sub area for your consideration.
SECTION VI – ECONOMIC ASSISTANCE
In the following sections, we outline the recommendations pertinent to each Economic Assistance
sub area.
IMMEDIATE SAFETY NET
The Council’s Immediate Safety Net Recommendations are intended to deploy funds immediately
(i.e. over the coming days and weeks) to those that are negatively impacted as a result of COVID-19,
with particular attention to people, businesses, nonprofits and other entities that have fallen through
the cracks with limited or no access to existing programs or to funding contained in the CARES Act.
IMMEDIATE SAFETY NET FUNDING RECOMMENDATIONS:
1. Food Security
o Provide Enhanced Support for Individual Food
Security through Food Banks and Food Pantries
– The 167 food banks and pantries across the
state report since the beginning of the COVID-19
pandemic impacts in Montana, demand for food
is up 10 - 20% in rural Montana, and up 100 –
200% in some larger Montana communities.
Considering food is a basic and immediate need,
the Council recommends direct grant assistance
to food banks and food pantries serving
Montana communities. Further, the Council
recommends the Governor consider ways to
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facilitate the provision of food from local producers to food banks, particularly if there is
risk of food being left to waste.
2. Providers of Social Safety Net Services
o Provide Enhanced Support for Providers of Immediate Social Safety Net Services –
Acknowledging the term “social safety net service” is expansive, the Council recommends
prioritized direct grant assistance to entities directly impacted by COVID-19, or directly
assisting or caring for those impacted by COVID-19. Such entities include but are not
limited to: emergency shelters; behavioral health and substance abuse providers;
homeless shelters; direct care workers; child care providers; disability services; emergency
services; urban Indian health centers; child protection; domestic violence; first
responders; senior services; and economic and workforce development.
3. Individuals, Business, and Nonprofits
o Provide Rental and Mortgage Assistance to Individuals, Businesses, and Nonprofits –
Assisting Montanans and their businesses to remain economically viable and afford to
remain in their current home or business location is a priority identified by the Council as
an immediate need. Therefore, the Council recommends direct grant assistance be
deployed to individuals, businesses and nonprofits for assistance to pay monthly rent or
mortgage payments, or to assist an individual with paying the costs of their property taxes
if a recipient is an owner of property.
BUSINESS STABLIZATION
The Council’s Business Stabilization Recommendations are intended
to deploy funds over an immediate to mid-term (i.e. the coming weeks
and months) time frame, with particular attention to businesses and
nonprofits (ranging from sole-proprietors and independent
contractors to larger Montana businesses) that are negatively
impacted as a result of COVID-19, have been or currently are subject
to closure, and may have fallen through the cracks with limited or no
access to existing programs or to funding contained in the CARES Act.
BUSINESS STABLIZATION FUNDING RECOMMENDATIONS:
1. Direct Support
o Support for Montana Businesses – The Council anticipates
current and lingering financial difficulties for many, varied-
sized Montana businesses. The Council recommends direct grant assistance be provided
to Montana businesses, with priority given to businesses that are or have been subject to
statewide closure, and/or have been directly impacted by the COVID-19 pandemic.
Eligible uses of assistance could include general inventory, personnel costs, and operating
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costs associated with utilities, supplies, property and other taxes, and fees. When
applicable, in addition to traditional and/or refocused State of Montana programmatic
funding channels, the Council recommends the Governor consider additional funding
channels and fund delivery methods through local and regional economic development
organizations, banks, and the Montana Board of Investments. Further, the Council
recommends funding be allocated in an amount that provides the greatest benefit for the
most in need.
o Support for Montana Nonprofits – Likewise, the Council anticipates current and lingering
financial difficulties for many, varied-sized Montana nonprofits. The Council recommends
direct grant assistance be provided to Montana nonprofits, with priority given to nonprofits
that are or have been subject to statewide closure, have been negatively impacted by the
COVID-19 pandemic, and whose mission is to serve a population impacted directly or
indirectly by COVID-19. Eligible uses of assistance could include general administrative
costs, personnel costs, operating costs associated with utilities, supplies, property and
other taxes, and fees. When applicable, in addition to traditional and/or refocused State
of Montana programmatic funding channels, the Council recommends the Governor
consider additional funding channels and fund delivery methods through local and
regional economic development organizations, banks, and the Montana Board of
Investments. Further, the Council recommends funding be allocated in an amount that
provides the greatest benefit for the most in need.
2. Sustainability
o Assistance to Businesses and Nonprofits through Forgivable Loans, Low/Zero Interest
Loans, or State of Montana backed Lines of Credit Guaranty – Acknowledging that the
sizable allocation to Montana under the CARES act is finite with substantial demands on
it, that some businesses and nonprofits may need more than a one-time infusion of
immediate assistance, and that some entities may require larger sums of assistance over
a longer period of time that could willingly be paid back, the Council recommends funding
be allocated to assist businesses that may have mid-to-long-term (e.g. in the coming
months and years) sustainability needs based on the likelihood that they may be closed
for the foreseeable future, or are linked to an industry that may be not as quick to recover.
When applicable, in addition to traditional and/or
refocused State of Montana programmatic funding
channels, the Council recommends the Governor
consider additional funding channels and fund
delivery methods through the Montana Board of
Investments and/or local and regional banks and
lending institutions to administer lending programs
to assist those Montana businesses with unique
situations. This recommendation anticipates that
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funding will be necessary to address particularly unique situations that some businesses
and nonprofits may endure that are not explicitly addressed in any previous or forthcoming
recommendation. The Council acknowledges that further federal guidance pertaining to
this recommendation is pending and will be necessary to help guide how this
recommendation is ultimately implemented.
TOURISM, HOSPITALITY AND ENTERTAINMENT JUMPSTART
The Council’s Tourism, Hospitality, and Entertainment Jumpstart recommendations are intended to
deploy funds over an immediate to mid-term (i.e. coming weeks and months) time frame,
acknowledging that funds should be deployed to best align with the time when the business types
contained in the tourism, hospitality, and entertainment industry can safely reopen to Montana
consumers and in-state/out-of-state tourists. Particular attention is given to businesses and
nonprofits (ranging from sole-proprietors to larger Montana businesses and nonprofits) that are most
impacted as a result of COVID-19, have been or currently are subject to closure, and may have fallen
through the cracks with limited or no access to existing programs or to funding contained in th e
CARES Act.
TOURISM, HOSPITALITY AND ENTERTAINMENT JUMPSTART FUNDING RECOMMENDATIONS:
1. Direct Immediate-to-Mid Term Assistance
o Support for Montana Businesses and Nonprofits – As stated
before, the Council anticipates current and lingering financial
difficulties for many, varied-sized Montana businesses and
nonprofits, particularly those in the tourism, hospitality, and
entertainment industry who face an uncertain time of when they can
safely reopen. The Council recommends direct assistance be
provided to Montana tourism, hospitality, and entertainment
businesses and nonprofits through grants and loans, with priority
given to businesses that are subject to continued closure, have businesses focused on
accommodating in-state and out-of-state tourists, and have been (and will continue to be)
most negatively impacted by the COVID-19 pandemic. Revenue tests from 2019 to 2020
and possibly utilizing North American Industry Classification System (NAICS) codes as a
starting point for identifying industries may help quantify targeted assistance. For
instance, providing grants for lodging tax or live entertainment gate and concession
shortfalls would provide a measurable mechanism for support. Specific uses of funds
could include sustaining reduced payrolls, distressed inventory from refunded ticket or
event sales, costs associated with evolving health guideline compliance, or other costs
associated with sustaining operations through mandatory closures, up to and through the
reopening phase. Further, the Council recommends funding be allocated in an amount
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that provides the greatest benefit, for the most in need, over the longest period of time, in
an effort to sustain those businesses with opening dates not yet known.
2. Longer Term Sustainability
o Assistance to Businesses and Nonprofits through Forgivable
Loans, Low/Zero Interest Loans, or State of Montana backed Lines
of Credit Guaranty – Acknowledging that the sizable allocation to
Montana under the CARES act is finite with substantial demands on
it, that some businesses and nonprofits - particularly in the
performing arts, live entertainment, and other business/nonprofits
dependent on large crowds and tourists - may need more than a
one-time infusion of immediate assistance, and that some entities
may require larger sums of assistance over a longer period of time
that could willingly be paid back, the Council recommends funding
be allocated to assist businesses that may have mid-to-long term
(e.g. in the coming months and years) sustainability needs based on the likelihood that
they may be closed for the foreseeable future, or are linked to an industry that may be less
quick to recover. Assistance could take the form of restructuring assistance, term
extensions and interest rate buydowns. When applicable, in addition to traditional and/or
refocused State of Montana programmatic funding channels, the Council recommends the
Governor consider additional funding channels and fund delivery methods through the
Montana Board of Investments and/or local and regional banks and lending institutions
to administer lending programs to assist those Montana businesses with unique
situations. This recommendation anticipates that funding will be necessary to address
atypical situations that some businesses and nonprofits may endure that are not explicitly
addressed in any previous or forthcoming recommendation. The Council acknowledges
that further federal guidance pertaining to this recommendation is pending and will be
necessary to help guide how this recommendation is ultimately implemented.
SECTION VII – OVERARCHING THEMES AND OTHER RECOMMENDATIONS
During the Council’s work, there were several themes that transcended any particular sub-area of
need for assistance. That is to say that some assistance is and will be applicable to any individual,
business, nonprofit, or other entity that has been negatively impacted as a result of COVID-19,
whether that be through immediate safety net efforts, business stabilization efforts, or the jumpstart
phase of Montana’s COVID-19 response. Specific themes and recommendations that are
overarching in nature include:
1. Facilitate Coordinated Testing, Tracing, Distribution of Personal Protective Equipment (PPE)
and Strike Team Efforts – This would allow coordinated, statewide processes and information
pertaining to testing and tracing efforts as we all learn more about the prevalence, occurrence
and incidence of COVID-19 across Montana and our nation as a whole. Moreover, this would
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allow funding to help support the provision of protective supplies to entities that can then
furnish services in ways that will keep Montana among the safest states in the nation. This
would also provide for State coordinated strike team efforts and funds to address local or
regional flare-ups of COVID-19.
2. Facilitate Statewide Guidance and Coordination with Local Public Health Departments – This
will allow businesses and nonprofits to safely open and operate under a single-set of guidance
that is easily understandable and practical to implement. This will also help make consumers
feel that it is safe to return to a particular business. Further, coordinated efforts on statewide
guidance could, in part, be disseminated via Montana print and online newspapers. This
would provide assistance to an industry whose sales and advertising budgets have been
impacted by a decline in overall business activity attributable to COVID-19.
3. Provide for Ease of Access to Funding and Simple, Straight-Forward Reporting Requirements
– This would allow impacted individuals and entities with little experience seeking government
funding to access funds quickly and efficiently, and to have straight-forward, predictable and
pre-prescribed expectations for if/how they will be expected to report on how they used
particular assistance granted or loaned to them or their business.
4. Facilitate State of Montana Guidance and Resources that are Clear and Concise for
Coronavirus Outreach to Individuals, Businesses, and Potential Financial Partners – This
would allow for individuals and entities to reach out to one, single, coordinated source of
information and guidance on topics varying from sanitation guidance to financial assistance
available from state and federal government. Further, this would provide potential financial
partners charged with distributing funds through grants or loans, when applicable, with
greater clarity and guidance on who should qualify to receive economic relief in an effort to
ensure that funds are not deployed to many with little or no meaningful impact from COVID-
19.
5. Provide for Equity, Prioritization, and Accountability of Funds – This allows for distribution of
funds in transparent ways to entities that need it most, regardless of their administrative
resources to apply for funds, geographical location, size of business, economic stature, or
other standing or influence.
6. Provide for a Dedicated Holdback of Coronavirus Relief Funds for Unforeseen/Unknown
Impacts and Provide a Backstop of Coronavirus Relief Funds as Supplemental Funds to
Augment Recommended Funding that May End Up Being Insufficient – This would allow the
Governor to respond to issues as they arise that might currently be unforeseen or unknown,
and to potentially augment funding for any of the Council’s recommendations that are of
particular benefit. Further, this would provide a backstop for the provision of existing
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government services in future years under the new economic uncertainty brought on by
COVID-19.
7. Consider Continued State and Local Flexibility, When Possible, Towards State and Local
Levied Taxes, Fees and Assessments – This allows state and local governments the ability to
gauge in real-time the relationship between their residents’ immediate needs versus their
immediate ability to pay.
SECTION VIII – OTHER FEEDBACK
Over the past two weeks, the Council has received significant feedback from professional
organizations and coalitions, businesses, nonprofits and individuals. The formal written feedback
received by these groups is included in Section X as an appendix of your hardcopy report for your
reference as you begin the task of operationalizing the Council’s recommendations.
Additionally, parallel to our Council process, your staff set up a public comment portal where
individuals could submit ideas for use of the Coronavirus Relief Fund. As of this report, more than
1,400 public comments have been received. At each Council meeting, we were given an update on
the status and content of public responses through the public portal. Based on the public feedback
received, it is heartening to see that the public ideas most frequently submitted are very much in
alignment with our recommendations contained in this report. For your reference, the following graph
illustrates the types of ideas submitted through the public portal comment process.
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SECTION IX – CLOSING THOUGHTS AND REMARKS
In no way could one report of recommendations comprehensively and satisfactorily address the
many, varied needs created by COVID-19 across our great state. That said, we hope the
recommendations provided in this report give you guidance on how best to deploy Coronavirus Relief
Funds to those who need it most, when they need it most. Further, we appreciate the opportunity to
provide recommendations on behalf of the Montana business and nonprofit community – large to
small, east to west, urban to rural, and everywhere and everyone in between. We stand ready to be
steady, conscientious, and representative advisors on how best to assist Montanans now, as well as
throughout the next phases of Montana’s response to the COVID-19 pandemic.
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SECTION X - APPENDIX
62
Item Attachment Documents:
7. Budget/Finance Committee Minutes of May 12, 2020.
Library Board Minutes of March 11, 2020.
Library Board Minutes of April 14, 2020.
63
Minutes of City of Laurel
Budget/Finance Committee
Tuesday, May 12, 2020
Members Present: Emelie Eaton Richard Klose
Scot Stokes Bruce McGee
Others Present: Mayor Nelson Bethany Langve
The Meeting was called to order by Chair Eaton at 5:30 pm.
Public Input: Citizens may address the committee regarding any item of business that is not on the
agenda. The duration for an individual speaking under Public Input is limited to three minutes. While
all comments are welcome, the committee will not take action on any item not on the agenda.
General Items
• Review and approve the minutes of the April 28, 2020 meeting. Richard Klose made a
motion to approve the minutes of the April 28, 2020 Budget and Finance Committee
meeting. Scot Stokes seconded the motion to approve the April 28, 2020 Budget and
Finance Committee meeting minutes, all in favor, motion passed.
• Review and approve purchase requisition from the Parks Department – The Committee was
presented with a purchase requisition from the Parks Department for a new lawnmower. The
Committee clarified that this lawnmower is being purchased out of the Elena Maintenance
District fund, and the Clerk/Treasurer confirmed the lawnmower is being purchased with
those funds. The Committee asked if a lawnmower was purchased for Elena approximately
five years ago. The Clerk/Treasurer stated that was prior to her time, however she would
find out. The Committee commented these are expensive lawnmowers to be replacing every
five years, however if they are needed it must be approved. The Committee asked if the trees
were ever planted at Elena, as they were in the budget. The Clerk/Treasurer stated the trees
were not planted due to the worry of their survival. Some of the current trees at Elena are
dying and the City Staff doesn’t want to play more only to have them die. Emelie Eaton
made a motion to approve the purchase requisition from the Parks Department for the
purchase of a new lawnmower for the Elena Maintenance District. Richard Klose seconded
the motion to approve the purchase requisition from the Parks Department for the purchase of
a new lawnmower for the Elena Maintenance District, all in favor, motion passed.
• Review and approve purchase requisition from the Mayor – The Committee was presented
with a purchase requisition from the Mayor for an audio and video upgrade for the City
Council Chambers. The Mayor stated this upgrade would provide the Council with current
audio equipment. This new equipment would allow the Council Secretary to better hear the
meeting for transcription of Council Minutes, allow the public to hear on the Facebook Live
feed, and allow the Council to hear each other via the upgraded mic/speaker units. The
Committee agreed this upgrade was much needed, however there was concern regarding the
use of funds at this time. Richard Klose made a motion to approve the purchase requisition
from the Mayor for the purchase of an upgrade to the audio and video system in the City
Council Chambers. Emelie Eaton seconded the motion to approve the purchase requisition
from the Mayor for the purchase of an upgrade to the audio and video system in the City
Council Chambers, all in favor, motion passed.
64
• Review and approve the March 2020 Utility Billing Adjustments. The Committee reviewed
the March 2020 utility billing adjustments and had no questions. Scot Stokes made a motion
to approve the March 2020 Billing Adjustments. Richard Klose seconded the motion to
approve the March 2020 Billing Adjustments, all in favor, motion passed.
• Review and approve the April 2020 Utility Billing Adjustments. The Committee reviewed
the April 2020 utility billing adjustments and had no questions. Scot Stokes made a motion
to approve the April 2020 Billing Adjustments. Emelie Eaton seconded the motion to
approve the April 2020 Billing Adjustments, all in favor, motion passed.
• Review and approve the February 2020 Month End Balancing Sheet. The February 2020
Month End Balancing Sheet was reviewed by the Committee and they had no questions or
comments. Scot Stokes made a motion to approve the February 2020 Month End Balancing
Sheet. Richard Klose seconded the motion to approve the February 2020 Month End
Balancing Sheet, all in favor, motion passed.
• Review and approve the February 2020 Financial Statements. The February 2020 Financial
Statements were reviewed by the Committee and they had no questions or comments.
Richard Klose made a motion to approve the February 2020 Financial Statements. Scot
Stokes seconded the motion to approve the February 2020 Financial Statements, all in favor,
motion passed.
• Review and approve the March 2020 Month End Balancing Sheet. The Clerk/Treasurer
stated there is a $30.00 discrepancy on this balancing sheet. She is still investigating it and
when she finds her error, she will bring an updated balancing sheet to the Committee. The
March 2020 Month End Balancing Sheet was reviewed by the Committee and they had no
questions or comments. Richard Klose made a motion to approve the March 2020 Month
End Balancing Sheet. Scot Stokes seconded the motion to approve the March 2020 Month
End Balancing Sheet, all in favor, motion passed.
• Review and approve the March 2020 Financial Statements. The Clerk/Treasurer stated she
would bring updated financial statements after she finds the $30.00 discrepancy on the
balancing sheet. The March 2020 Financial Statements were reviewed by the Committee and
they had no questions or comments. Scot Stokes made a motion to approve the March 2020
Financial Statements. Richard Klose seconded the motion to approve the March 2020
Financial Statements, all in favor, motion passed.
• Review and recommend approval to Council Claims entered through 04/10/2020,
04/24/2020, and 05/08/2020. The Claims Detail reports and the Check Registers were
reviewed for accuracy prior to the meeting by the Committee. There were no questions or
comments regarding the claims. Emelie Eaton made a motion to recommend approval to
Council the claims entered through 04/10/2020, 04/24/2020, and 05/08/2020. Scot Stokes
seconded the motion to recommend approval to Council the claims entered through
04/10/2020, 04/24/2020, and 05/08/2020, all in favor, motion passed.
• Review and approve Payroll Register for pay period ending 03/22/2020 totaling $190,913.95.
The two-page summary was reviewed, signed, and dated. Emelie Eaton made a motion to
approve the payroll register for pay period ending 03/22/2020 totaling $190,913.95. Scot
Stokes seconded the motion, all in favor, motion passed.
• Review and approve Payroll Register for pay period ending 04/05/2020 totaling $199,986.56.
The two-page summary was reviewed, signed, and dated. Richard Klose made a motion to
approve the payroll register for pay period ending 04/05/2020 totaling $199,986.56. Scot
Stokes seconded the motion, all in favor, motion passed.
• Review and approve Payroll Register for pay period ending 04/19/2020 totaling $217,221.85.
The two-page summary was reviewed, signed, and dated. Scot Stokes made a motion to
65
approve the payroll register for pay period ending 04/19/2020 totaling $217,221.85. Richard
Klose seconded the motion, all in favor, motion passed.
• Review and approve Payroll Register for pay period ending 05/03/2020 totaling $206,213.59.
The two-page summary was reviewed, signed, and dated. Richard Klose made a motion to
approve the payroll register for pay period ending 05/03/2020 totaling $206,213.59. Bruce
McGee seconded the motion, all in favor, motion passed.
New Business – None
Old Business – None
Other Items
• Review the Comp/Overtime Report for pay period ending 03/08/2020. The Committee
reviewed the report and had no questions or comments.
• Review the Comp/Overtime Report for pay period ending 03/22/2020. The Committee
reviewed the report and had no questions or comments.
• Review the Comp/Overtime Report for pay period ending 04/05/2020. The Committee
reviewed the report and had no questions or comments.
• Review the Comp/Overtime Report for pay period ending 04/19/2020. The Committee
reviewed the report and had no questions or comments.
• Review the Comp/Overtime Report for pay period ending 05/03/2020. The Committee
reviewed the report and had no questions or comments.
• Review the February 2020 Journal Vouchers. The Committee reviewed the February 2020
Journal Vouchers and had no questions or comments.
• Review the March 2020 Journal Vouchers. The Committee reviewed the March 2020
Journal Vouchers and had no questions or comments.
• Clerk/Treasurer Update – The Clerk/Treasurer stated she had nothing at this time.
• Update from the Mayor – The Mayor stated he may begin allowing the subcommittees to
have meetings out in the Council Chambers with masks if they adhere to the social distancing
requirements. He stated the Committees would need to ensure that the public can participate
in the meetings either in person or via Facebook Live. The Committee asked if the County
Health Officer has pushed back on meetings being held. The Mayor stated he would know
more after his policy meeting the next day. He stated that Billings is not holding any
meetings at this time in person. The Mayor stated he is trying to get some code changes to
Council by the 19th of May or the 2nd of June. He would like to have them approved by July
1st. The Committee asked if there has been any word regarding the cancellation of 4th of
July. The Mayor stated he has not heard anything yet. The Committee asked what was
going to happen with regards to the pool opening. The Mayor stated that with the Council
voting down the YMCA contract, and the requirements of phase 2, it does not look like the
pool with be open this year. He is afraid that COVID-19 is going to affect a lot of summer
activities throughout the State.
Announcements –
• The next Budget and Finance Meeting will be held on Tuesday May 26, 2020 at 5:30pm
• Bruce McGee will be reviewing claims for the next meeting
• The meeting was adjourned at 6:15pm
66
Respectfully submitted,
Bethany Langve
Clerk/Treasurer
NOTE: This meeting is open to the public. This meeting is for information and discussion of the
Council for the listed workshop agenda items.
67
6
8
6
9
7
0
7
1
7
2
Item Attachment Documents:
8. Appointment of Dustin Riveland to the Laurel Police Reserves.
73
74
Item Attachment Documents:
9. Resolution No. R20-28: Resolution Awarding Weave Consulting The Contract For The City Of
Laurel’s Riverside Park Campground Project And To Authorize The Mayor To Sign All
Documents Relating To The Project On The City’s Behalf.
75
R20-28 Award Riverside Park Campground Project-Weave Consulting.
RESOLUTION NO. R20-28
RESOLUTION AWARDING WEAVE CONSULTING THE CONTRACT FOR THE CITY OF
LAUREL’S RIVERSIDE PARK CAMPGROUND PROJECT AND TO AUTHORIZE THE
MAYOR TO SIGN ALL DOCUMENTS RELATING TO THE PROJECT ON
THE CITY’S BEHALF.
WHEREAS, the City of Laurel planned and publicly advertised the project known as the Riverside
Park Campground Project, and the City received responsive bids from qualified contractors; and
WHEREAS, the City’s Engineers, KLJ, and City Staff considered the bids received and
recommends the City Council award the project and that the contract is in the City’s best interest; and
WHEREAS, Weave Consulting submitted a bid of $245,057.00 and both KLJ and the City Staff
have determined the bid is in the best interest of the City. The Bid documents are attached hereto and
incorporated herein.
NOW, THEREFORE, BE IT RESOLVED the City Council of the City of Laurel, Montana, finds
that the City has followed its procurement policies and state law requiring competitive bidding; and
BE IT FUTHER RESOLVED the City Council hereby awards the contract and project to Weave
Consulting for its bid price of $245,057.00. The Mayor and City Clerk are authorized to sign all necessary
documents, agreements or contracts on the City’s behalf consistent with this resolution for the Project.
Introduced at a regular meeting of the City Council on May 26, 2020, by Council Member
________________________.
PASSED and APPROVED by the City Council of the City of Laurel this 26th day of May 2020
APPROVED by the Mayor this 26th day of May 2020.
CITY OF LAUREL
______________________________
Thomas C. Nelson, Mayor
ATTEST:
_________________________________________
Bethany Langve, Clerk-Treasurer, Clerk-Treasurer
Approved as to form:
__________________________________
Sam Painter, Civil City Attorney
76
Riverside Park Campground Notice of Award Form 00510
KLJ Project 1904-00634 Page 1 of 1
Notice of Award
Date:
Project: Riverside Park Campground
Owner: City of Laurel Owner's Contract No.:
Contract: Riverside Park Campground Engineer's Project No.: 1904-00634
Bidder: Weave Consulting
Bidder's Address: P.O. Box 22745
Billings, MT 59104
You are notified that your Bid dated May 13, 2020 for the above Contract has been considered. You are
the Successful Bidder and are awarded a Contract for Riverside Park Campground.
The Contract Price of your Contract is Two-Hundred Forty-Five Thousand, Fifty-Seven Dollars ($245,057.00).
4 copies of the proposed Contract Documents (except Drawings) and one additional agreement accompany
this Notice of Award.
(tbd) sets of Drawings will be delivered separately or otherwise made available to you immediately.
You must comply with the following conditions precedent within fifteen [15] days of the date you receive this
Notice of Award.
1. Deliver to the Engineer four (4) fully executed counterparts of the Contract Documents and one
additional signed agreement.
2. Deliver with the executed Contract Documents the Contract Security [Bonds] as specified in the
Instructions to Bidders (Article 20) and General Conditions (Paragraph 5.01).
3. Other conditions precedent: (none)
Failure to comply with these conditions within the time specified will entitle Owner to consider you in default,
annul this Notice of Award, and declare your Bid security forfeited.
Within ten days after you comply with the above conditions, Owner will return to you one fully executed
counterpart of the Contract Documents.
City of Laurel
Owner
By:
Authorized Signature
Title
Copy to Engineer
77
May 14, 2020
Kurt Markegard
City of Laurel
115 W. 1st Street
Laurel, MT 59044
Re: Riverside Park Campground,
Recommendation of Award
Dear Mr. Markegard:
Six bids were received and opened for the Riverside Park Camprground project at 1:00 PM on May 13,
2020. The bids were checked for mathematical accuracy and several discrepancies were found. All
discrepancies were resolved using the unit prices as required by the contract documents. Specifically,
Weave Consulting did not extend the unit price for “Concrete Removal” to the total price but, used the
correct number when adding up the total bid price. The apparent low bidder is Weave Consulting, with
a total bid amount of $245,057.00. We recommend the City of Laurel award the contract to Weave
Consulting.
Enclosed is the Notice of Award (NOA) for the City’s approval and a Certified Bid Tabulation. Please sign,
date and return four (4) original NOA forms, and we will prepare the contract documents for execution.
If you have any questions or concerns, please contact me at (406) 247-2905 or (406) 670-0617.
Sincerely,
KLJ
Matthew Smith, PE
Project Manager
Enclosure(s): Notice of Award
Tabulation of Bids
Project #: 1904-00634
cc: file
78
Item Description Qty Unit Unit Price Total Price Unit Price Total Price Unit Price Total Price Unit Price Total Price Unit Price Total Price Unit Price Total Price Unit Price Total Price
101 Mobilization 1 LS $24,000.00 $24,000.00 14,045.45$ 14,045.45$ 14,504.50$ 14,504.50$ 8,450.04$ 8,450.04$ 3,475.00$ 3,475.00$ 10,000.00$ 10,000.00$ 20,412.20$ 20,412.20$
102 Taxes, Bonds & Insurance 1 LS $7,200.00 $7,200.00 3,270.00$ 3,270.00$ 4,050.00$ 4,050.00$ 7,493.20$ 7,493.20$ 17,960.00$ 17,960.00$ 12,000.00$ 12,000.00$ 12,300.00$ 12,300.00$
103 Stormwater Management & Erosion Control 1 LS $6,500.00 $6,500.00 4,565.00$ 4,565.00$ 4,350.00$ 4,350.00$ 3,114.35$ 3,114.35$ 6,500.00$ 6,500.00$ 13,650.00$ 13,650.00$ 10,500.00$ 10,500.00$
104 Concrete Removal 1,858 SY $13.00 $24,154.00 7.00$ 13,006.00$ 6.75$ 12,541.50$ 7.29$ 13,544.82$ 10.00$ 18,580.00$ 2.91$ 5,406.78$ 3.30$ 6,131.40$
105 Tree Removal - Class I 11 EA $1,500.00 $16,500.00 412.00$ 4,532.00$ 420.00$ 4,620.00$ 400.00$ 4,400.00$ 450.00$ 4,950.00$ 613.00$ 6,743.00$ 543.00$ 5,973.00$
106 Tree Removal - Class II 1 EA $2,500.00 $2,500.00 825.00$ 825.00$ 840.00$ 840.00$ 1,000.00$ 1,000.00$ 600.00$ 600.00$ 1,010.00$ 1,010.00$ 1,090.00$ 1,090.00$
107 Tree Removal - Class III 2 EA $3,500.00 $7,000.00 2,577.00$ 5,154.00$ 2,630.00$ 5,260.00$ 2,900.00$ 5,800.00$ 1,500.00$ 3,000.00$ 1,820.00$ 3,640.00$ 2,155.00$ 4,310.00$
108 Tree Removal - Class VI 1 EA $5,000.00 $5,000.00 4,640.00$ 4,640.00$ 4,740.00$ 4,740.00$ 5,000.00$ 5,000.00$ 4,000.00$ 4,000.00$ 3,090.00$ 3,090.00$ 5,434.00$ 5,434.00$
109 Gravel Salvage 2,871 SY $0.75 $2,153.25 0.90$ 2,583.90$ 2.00$ 5,742.00$ 1.12$ 3,215.52$ 4.00$ 11,484.00$ 0.90$ 2,583.90$ 1.40$ 4,019.40$
110 4" Gravel Surfacing 4,182 SY $2.50 $10,455.00 6.10$ 25,510.20$ 4.75$ 19,864.50$ 7.52$ 31,448.64$ 9.72$ 40,649.04$ 3.42$ 14,302.44$ 7.50$ 31,365.00$
111 8" Gravel Surfacing 7,024 SY $6.00 $42,144.00 7.55$ 53,031.20$ 12.25$ 86,044.00$ 7.75$ 54,436.00$ 13.32$ 93,559.68$ 11.55$ 81,127.20$ 12.00$ 84,288.00$
112 Vault Toilet 1 EA $50,000.00 $50,000.00 57,400.00$ 57,400.00$ 57,000.00$ 57,000.00$ 52,797.38$ 52,797.38$ 54,410.00$ 54,410.00$ 59,500.00$ 59,500.00$ 60,000.00$ 60,000.00$
113 Chain Barrier 150 LF $75.00 $11,250.00 24.50$ 3,675.00$ 24.00$ 3,600.00$ 23.15$ 3,472.50$ 25.47$ 3,820.50$ 56.67$ 8,500.50$ 25.00$ 3,750.00$
114 Drop Box 1 EA $500.00 $500.00 370.00$ 370.00$ 360.00$ 360.00$ 345.00$ 345.00$ 345.00$ 345.00$ 600.00$ 600.00$ 375.00$ 375.00$
115 Relocate Sign 1 EA $500.00 $500.00 937.00$ 937.00$ 165.00$ 165.00$ 160.00$ 160.00$ 200.00$ 200.00$ 600.00$ 600.00$ 174.00$ 174.00$
116 New Signs 9 EA $600.00 $5,400.00 420.00$ 3,780.00$ 335.00$ 3,015.00$ 320.00$ 2,880.00$ 368.00$ 3,312.00$ 650.00$ 5,850.00$ 350.00$ 3,150.00$
117 Bollards 34 EA $200.00 $6,800.00 157.00$ 5,338.00$ 140.00$ 4,760.00$ 135.00$ 4,590.00$ 155.25$ 5,278.50$ 200.00$ 6,800.00$ 150.00$ 5,100.00$
118 Spot Marker Post 35 EA $100.00 $3,500.00 113.00$ 3,955.00$ 120.00$ 4,200.00$ 115.00$ 4,025.00$ 126.50$ 4,427.50$ 205.00$ 7,175.00$ 125.00$ 4,375.00$
119 Seeding 9,785 SY $0.50 $4,892.50 2.05$ 20,059.25$ 2.10$ 20,548.50$ 4.00$ 39,140.00$ 0.30$ 2,935.50$ 5.12$ 50,099.20$ 4.40$ 43,054.00$
120 Populus deltoides - "Siouxland Poplar" Tree - 2.25"8 EA $800.00 $6,400.00 567.00$ 4,536.00$ 575.00$ 4,600.00$ 999.00$ 7,992.00$ 731.25$ 5,850.00$ 605.00$ 4,840.00$ 1,085.00$ 8,680.00$
121
Gleditsia triacanthos - "Harve Northern Acclaim Honeylocust" Tree -
1.25"3 EA $800.00 $2,400.00 309.00$ 927.00$ 365.00$ 1,095.00$ 899.00$ 2,697.00$ 1,522.50$ 4,567.50$ 330.00$ 990.00$ 977.00$ 2,931.00$
122 Acer negundo - "Sensation Sensation Maple" Tree - 1.75"3 EA $800.00 $2,400.00 309.00$ 927.00$ 420.00$ 1,260.00$ 949.00$ 2,847.00$ 1,049.69$ 3,149.07$ 440.00$ 1,320.00$ 1,032.00$ 3,096.00$
123 Tilia cordata - "Greenspire Littleleaf Linden" Tree - 2"6 EA $800.00 $4,800.00 465.00$ 2,790.00$ 470.00$ 2,820.00$ 999.00$ 5,994.00$ 1,443.75$ 8,662.50$ 495.00$ 2,970.00$ 1,086.00$ 6,516.00$
124 Fire Ring Foundations 25 EA $400.00 $10,000.00 272.00$ 6,800.00$ 300.00$ 7,500.00$ 794.73$ 19,868.25$ 682.31$ 17,057.75$ 500.00$ 12,500.00$ 274.00$ 6,850.00$
125 Tent Site Concrete Markers 12 EA 400.00$ 4,800.00$ 200.00$ 2,400.00$ 310.00$ 3,720.00$ 293.00$ 3,516.00$ 293.00$ 3,516.00$ 600.00$ 7,200.00$ 1,050.00$ 12,600.00$
TABULATION OF BIDS
Riverside Park Campground - KLJ#1904-00634
CITY OF LAUREL, MONTANA
.
$261,248.75Total of Base Bid
Base Bid Engineers Opinion of Cost
245,057.00$
Weave Consuliting
Wednesday, 13 May, 2020
* Indicates a mathematical correction made following the bid opening.
Knife River
346,474.00$
Huppert Contruction
322,498.02$
Millennium Construction
322,289.54$
Askin Contruction
288,226.70$
Matt Smith
Project Engineer
Date: May 13, 2020
This represents a true tabulation of bids opened and read on May 13, 2020.
277,200.00$
FirstMark Construction
79
Item Attachment Documents:
10. Ordinance No. O20-02: An Ordinance Amending Title 2 Chapter 2.60 Of The Laurel
Municipal Code Relating To The City’s Police And Police Commission.
80
Ordinance No. O20-02 LMC Title 2 Chapter 2.60 Police Department and Police Commission Amendments
ORDINANCE NO O20-02
AN ORDINANCE AMENDING TITLE 2 CHAPTER 2.60 OF THE LAUREL MUNICIPAL
CODE RELATING TO THE CITY’S POLICE AND POLICE COMMISSION.
WHEREAS, the City Council desires to keep the Laurel Municipal Code current by modifying
and updating chapters, sections and subsections to address situations and problems within the City and to
remain in accordance with Montana law; and
WHEREAS, the City’s Chief of Police and Captain prepared the amendments below to the
Laurel Municipal Code to remain consistent and in accordance with the State of Montana’s Laws
adopted by the legislature and contained in the Montana Code Annotated (2019).
WHEREAS, the City’s Chief of Police and Captain prepared, reviewed, and is recommending the
following amendments for adoption into the existing Title 2 as noted herein.
Chapter 2.60
POLICE DEPARTMENT
Sections:
2.60.010 Mayoral authority.
2.60.015 Police arrest authority.
2.60.020 Composition and nomination of same.
2.60.030 Chief of police– Duties.
2.60.040 Assistant chief of police.
2.60.050 Police duties.
2.60.060 Special policemen.
2.60.070 040 Reserve and auxiliary police forcesOfficers Authorized.
2.60.045 Termination of Reserve Officers.
2.60.080 050 Reserve and auxiliaryAuxiliary Officers Authorized police forces– Police chief
authority.
2.60.090 060 Reserve and auxiliaryAuxiliary Officers police forces– Powers and duties.
2.60.100 070 Police commission– Appointment– Terms and conditions of office.
81
Ordinance No. O20-02 LMC Title 2 Chapter 2.60 Police Department and Police Commission Amendments
2.60.110 Police commission– Rules and regulations.
2.60.120 Mayor to refer appointments.
2.60.130 Applicants– Examination required.
2.60.140 Presentation of charges– Police commission jurisdiction.
2.60.150 Police commission– Trial procedure.
2.60.170 Police commission decision– Enforcement– Appeal.
2.60.180 Suspension– Discharge– Power and authority.
2.60.190 Temporary police duty– Mayoral authority.
2.60.200 080 Police commission– Officers.
2.60.210 090 Police officers' retirement system.
2.60.010 Mayoral authority.
The mayor shall havehas charge of and supervision over the police department. The mayor
shall appoint all the members and officers of the department. Subject to the provisions of this
part, the mayor may suspend or remove any member or officer of the force. The mayor shall
make rules, not inconsistent with the provisions of this part, the other law s of the state, or the
ordinances of the city council, for the government, direction, He shall enforce the observance
of all ordinances that regulate the management, and discipline of the police force.
(Prior code § 2.20.010)
2.60.015 Police arrest authority
All police officers of the city of Laurel shall have the power to make arrests of persons
committing crimes or charged with crimes:
1. Within the limits of the city; and
2. Within five miles thereof; and.
3. Along the line of water supply of the city.
(Ord. 00-3, 2000)
82
Ordinance No. O20-02 LMC Title 2 Chapter 2.60 Police Department and Police Commission Amendments
2.60.020 Composition and nomination of same.
The mayor shall nominate, and with the consent of council, appoint one chief of police , one
assistant chief of police, and such subordinate officers of the police force as may be required.
(Prior code § 2.20.020)
2.60.030 Duties Chief of police– Duties.
It is the duty of t (1) The chief of police:
A. To Shall execute and return all process issued by the city judge, or directed to him/her by
any legal authority, and to attend upon must be present and assist the city court regularly;
B. To Shall arrest all persons guilty of a breach of the peace or for the violation of any
municipal city ordinance, and bring them before the city judge for trial;
C. To haveMust have charge and control of all policemen police officers, subject to such rules
as that may be prescribed by resolution or ordinance, and to report to the council all
delinquencies or neglect of duty or official misconduct of policemen police officers for action
of the council; and
D. Shall perform other duties that the council may prescribe.
D.(2) The chief of police has the same powers as a constable in the discharge of his/her duties,
but he/she must not serve a process in any civil action or proceeding except when the city is a
party;.
E.(3) Quotas for investigative stops, citations, or arrests may not be established and may not
be used in evaluating police officers.To perform such other duties as the council may
prescribe.
(Prior code § 2.20.030)
2.60.040 Assistant chief of police.
The assistant chief of police shall be under the direct supervision and control of the chief of
police and shall, in the absence or disability of the chief of police, perform the duties of that
officer.
(Prior code § 2.20.040)
2.60.050 Police duties.
83
Ordinance No. O20-02 LMC Title 2 Chapter 2.60 Police Department and Police Commission Amendments
The police officers of the city shall carry out the orders of their superior officers and observe
the rules and regulations prescribed for the discipline of the police force. Within the limits
prescribed by law, they shall do all things necessary for the prevention and detection of crime
in the city.
(Prior code § 2.20.050)
2.60.060 Special policemen.
Whenever the mayor considers it necessary to increase the police force, he may employ
suitable persons as special policemen.
(Prior code § 2.20.060)
2.60.070 040 Reserve and auxiliary police forcesOfficers Authorized.
A local government may authorize reserve officers. A person who meets minimum standards
for appointment as a peace officer may be appointed as a reserve officer.The chief of police
shall recommend and the council shall approve membership in the reserve police force and the
auxiliary police force. The number of persons enrolled in the reserve police force and
auxiliary police force shall be set by the council.
(Prior code § 2.20.120)
2.60.045 – Termination Of Reserve Officers.
Reserve officers serve at the pleasure of the chief of police and may be terminated at any
time by the chief of police by written notification without any cause.
(Prior code § )
2.60.080 050 Reserve and auxiliary Auxiliary police forcesOfficers Authorized– Police
chief authority.
A local government may authorize auxiliary officers only on the orders and at the direction of
the chief law enforcement administrator of the local government.The chief of police shall be
responsible for the training and conduct of the reserve police force and auxiliary police force,
and shall prepare rules and regulations governing the conduct and use of such reserve police
force and auxiliary police force, subject to the approval of the mayor.
(Prior code § 2.20.130)
2.60.090 060 Reserve and auxiliary Auxiliary Officerspolice forces– Powers and duties.
84
Ordinance No. O20-02 LMC Title 2 Chapter 2.60 Police Department and Police Commission Amendments
The reserve police force and auxiliary police forceAuxiliary Officers, under the direction of
the chief of police and the mayor, shall aid the regular police department in any manner the
police chief and mayor deem advisable in protection of the inhabitants and property of the
city. The reserve police force and auxiliary policemenAuxiliary Officers, when on duty, shall
have all the powers and be subject to the discipline of a regular police officer of the city
pursuant to state law.
(Prior code § 2.20.140)
2.60.100 070 Police commission– Appointment– Terms and conditions of office.
These code sections are supplementary to the provisions of Title 7, Chapter 32, Part 41,
MCA, and §7-32-4151 through §7-32-4164 as they relate to the authority, procedures, and
rules of the Police Commission. The mayor shall nominate, with the consent of the council,
three residents of the city, who shall have the qualifications required by law to hold a city
board to be known by the name of "police commission," and who shall hold office for three
years. One member of such board must be appointed annually at the first meeting of the
council in May of each year.
(Prior code § 2.20.150)
2.60.110 Police commission– Rules and regulations.
The police commission shall make rules and regulations necessary to implement and
administer the commission, not inconsistent with this code, and shall have such other and
further powers as is provided by ordinance or statute.
(Prior code § 2.20.160)
2.60.120 Mayor to refer appointments.
The mayor shall not make any appointment to the police force until an application for such
position on the police force has been filed with the mayor, and by him referred to the police
commission, and such applicant has successfully passed the examination required to be held
by the police commission and a certificate from th e police commission filed with the mayor
that the applicant has qualified for such appointment.
(Prior code § 2.20.170)
2.60.130 Applicants– Examination required.
A. All applicants for positions on the police force, whose application shall have been referr ed
to the police commission, shall be required successfully to undergo an examination before the
police commission, and to receive a certificate from the commission that the applicant is
qualified for the appointment for the probationary period on the poli ce force.
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B. The police commission shall examine all applicants as to their age, legal, mental, moral and
physical qualifications, and their ability to fill office as a member of the police force. It shall
also be the duty of the police commission subject to the approval of the mayor, to make such
rules and regulations regarding such examinations not inconsistent with this code or the laws
of the state of Montana.
C. Any applicant who shall make any false statement to the police commission as to his age or
other qualifications required, at his examination before the police commission, shall be
subject to suspension or dismissal from the police force, after trial.
(Prior code § 2.20.180)
2.60.140 Presentation of charges– Police commission jurisdiction.
A. The police commission shall have the jurisdiction, and it shall hear, try and decide all
charges brought by any person or persons against any member or officer of the police
department, including any charge that such member or officer is incompetent, or by ag e or
disease, or otherwise, has become incapacitated to discharge the duties of his office, or has
been guilty of neglect of duty, or of misconduct in his office, or of conduct unbecoming a
police officer or has been found guilty of any crime, or whose con duct has been such as to
bring reproach upon the police force.
B. Any charge brought against any member of the police force must be in writing in the form
required by the police commission and a copy thereof must be served upon the accused officer
or member at least fifteen days before the time fixed for hearing such charge.
(Prior code § 2.20.190)
2.60.150 Police commission– Trial procedure.
A. The police commission shall hear, try and determine the charge according to the rules of
evidence applicable to courts of record in the state of Montana. The accused shall have the
right to be present at the trial in person and by counsel, and to be heard, and to give and
furnish evidence in his defense. All trials shall be open to the public.
B. The chairman, or acting chairman, of the police commission, shall have the power to issue
subpoenas, attested in its name, to compel the attendance of witnesses at the hearing and any
person duly served with a subpoena is bound to attend in obedience thereto, and the police
commission shall have the same authority to enforce obedience to the subpoena, and to punish
the disobedience thereof, as is possessed by a judge of the district court in like cases, provided
however, that punishment for disobedience is subject to review by the district court of
Yellowstone County.
C. The police commission shall, after the conclusion of the hearing or trial, decide whether the
charge was proven or not proven, and shall have the power, by a decision of a majority of the
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commission, to discipline, suspend, remove or discharge any officer who shall have been
found guilty of the charge filed against him.
(Prior code § 2.20.200)
2.60.170 Police commission decision– Enforcement– Appeal.
A. When a charge against a member of the police force is found proven by the board, the
mayor must make an order enforcing the decision of the board, and such decision or order
shall be subject to review by the district court of Yellowstone County on all questions of fact
and all questions of law.
B. The district court of Yellowstone County shall have jurisdiction to review all questions of
fact and all questions of law in a suit brought by any officer or member of the police force
within a period of sixty days after the decision of the police commission or order of t he mayor
has been filed with the city clerk-treasurer.
(Ord. 02-9, 2002: Ord. 97-2 § 4 (part), 1997; prior code § 2.20.220)
2.60.180 Suspension– Discharge– Power and authority.
A. The mayor or chief of police, subject to the approval of the mayor, shall have the power to
suspend a policeman or any officer for a period of not exceeding ten days in any one month,
such suspension to be with or without pay as the order of suspension may determine. Any
officer suspended, with or without pay, is entitled to appeal such suspension to the police
commission and the commission shall hear, try and decide all charges brought by any person
or persons against any member or officer of the department.
B. No officer or member of the police force shall be discharged without a hearing or trial
before the police commission.
(Prior code § 2.20.230)
2.60.190 Temporary police duty– Mayoral authority.
The mayor shall have the power and authority at any time when he deems it expedient to
employ not to exceed two persons at one time for a period not to exceed thirty days to do
police duty who are not members of the police department.
(Prior code § 2.20.240)
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2.60.200 080 Police commission– Officers.
A. At the first regular meeting of the police commission in the month of May of each year,
following new appointments by the city council, the members of the police commission shall
select a chairman to serve a term of one year.
B. The police commission may employ a secretary or may designate one of its own
members to act as such. The secretary shall keep the minutes of the commission's
proceedings, shall be custodian of all papers pertaining to the business of the police
commission, shall keep a record of all examinations held, and shall perform such other duties
as the commission shall prescribe.
C. The city attorney shall be the legal adviser to the police commission, andcommission
and shall approve all action of the commission as to form.
(Prior code § 2.20.250)A. At the first regular meeting of the police commission in the month
of May of each year, following new appointments by the city council, the members of the
police commission shall select a chairman to serve a term of one year.
B. The police commission may employ a secretary or may designate one of its own members
to act as such. The secretary shall keep the minutes of the commission's proceedings, shall be
custodian of all papers pertaining to the business of the police commission, shall k eep a record
of all examinations held, and shall perform such other duties as the commission shall
prescribe.
C. The city attorney shall be the legal adviser to the police commission, and shall approve all
action of the commission as to form.
(Prior code § 2.20.250)
2.60.210 090 Police officers' retirement system.
The police department of the city of Laurel, Montana, shall be under, subject to and within the
provisions of the municipal police officers' retirement system (statewide plan) laws of the
state State of Montana, as set forth in Title 19, Chapters 2 and 9, M.C.A. and all amendments
thereto. The said police department retirement system shall be managed, conducted, governed
and controlled as in saidpursuant to state law and this section provided.
(Ord. 98-3 § 1, 1998)
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This Ordinance shall become effective thirty (30) days after final passage by the City Council and
approved by the Mayor.
Introduced and passed on first reading at a regular meeting of the City Council on May 12, 2020,
by Council Member Stokes.
PASSED and ADOPTED by the Laurel City Council on second reading this 26th day of May
2020, upon motion of Council Member __________________.
APPROVED BY THE MAYOR this 26th day of May 2020.
CITY OF LAUREL
__________________________________
Thomas C. Nelson, Mayor
ATTEST:
_________________________________________
Bethany Langve, Clerk-Treasurer
APPROVED AS TO FORM:
________________________________
Sam Painter, Civil City Attorney
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