Attach to Form 990 or Form 990-EZ.
Information about Schedule A (Form 990 or 990-EZ) and its instructions is at www.irs.gov/form990.
| (i)Name of supported organization | (ii) EIN | (iii) Type of organization (described on lines 1- 9 above or IRC section (see instructions)) | (iv) Is the organization listed in your governing document? | (v) Amount of monetary support (see instructions) | (vi) Amount of other support (see instructions) | |
|---|---|---|---|---|---|---|
| Yes | No | |||||
| Total | ||||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2010 | (b) 2011 | (c) 2012 | (d) 2013 | (e) 2014 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") .... | 0 | 3,623,000 | 5,307,750 | 4,532,500 | 5,831,750 | 19,295,000 |
| 2 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf....... | 0 | |||||
| 3 | The value of services or facilities furnished by a governmental unit to the organization without charge.. | 0 | |||||
| 4 | Total. Add lines 1 through 3 | 0 | 3,623,000 | 5,307,750 | 4,532,500 | 5,831,750 | 19,295,000 |
| 5 | The portion of total contributions by each person (other than a governmental unit or publicly supported organization) included on line 1 that exceeds 2% of the amount shown on line 11, column (f).. | 2,714,526 | |||||
| 6 | Public support. Subtract line 5 from line 4. | 16,580,474 | |||||
Calendar year
(or fiscal year beginning in) ![]() |
(a) 2010 | (b) 2011 | (c) 2012 | (d) 2013 | (e) 2014 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | 0 | 3,623,000 | 5,307,750 | 4,532,500 | 5,831,750 | 19,295,000 |
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | 0 | 936 | 6,649 | 5,435 | 3,012 | 16,032 |
| 9 | Net income from unrelated business activities, whether or not the business is regularly carried on.. | ||||||
| 10 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.).. | 0 | 0 | ||||
| 11 | Total support Add lines 7 through 10. | 19,311,032 | |||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2010 | (b) 2011 | (c) 2012 | (d) 2013 | (e) 2014 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") . | ||||||
| 2 | Gross receipts from admissions, merchandise sold or services performed, or facilities furnished in any activity that is related to the organization's tax-exempt purpose...... | ||||||
| 3 | Gross receipts from activities that are not an unrelated trade or business under section 513.. | ||||||
| 4 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf... | ||||||
| 5 | The value of services or facilities furnished by a governmental unit to the organization without charge.. | ||||||
| 6 | Total. Add lines 1 through 5. | ||||||
| 7a | Amounts included on lines 1, 2, and 3 received from disqualified persons... | ||||||
| b | Amounts included on lines 2 and 3 received from other than disqualified persons that exceed the greater of $5,000 or 1% of the amount on line 13 for the year. | ||||||
| c | Add lines 7a and 7b.. | ||||||
| 8 | Public support (Subtract line 7c from line 6.) | ||||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2010 | (b) 2011 | (c) 2012 | (d) 2013 | (e) 2014 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 9 | Amounts from line 6... | ||||||
| 10a | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources.. | ||||||
| b | Unrelated business taxable income (less section 511 taxes) from businesses acquired after June 30, 1975. | ||||||
| c | Add lines 10a and 10b. | ||||||
| 11 | Net income from unrelated business activities not included in line 10b, whether or not the business is regularly carried on. | ||||||
| 12 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.) .. | ||||||
| 13 | Total support. (Add lines 9, 10c, 11, and 12.).. | ||||||
| Section A - Adjusted Net Income | (A) Prior Year |
(B) Current Year (optional) |
||||
| 1 | Net short-term capital gain | 1 | ||||
| 2 | Recoveries of prior-year distributions | 2 | ||||
| 3 | Other gross income (see instructions) | 3 | ||||
| 4 | Add lines 1 through 3 | 4 | ||||
| 5 | Depreciation and depletion | 5 | ||||
| 6 | Portion of operating expenses paid or incurred for production or collection of gross income or for management, conservation, or maintenance of property held for production of income (see instructions) | 6 | ||||
| 7 | Other expenses (see instructions) | 7 | ||||
| 8 | Adjusted Net Income (subtract lines 5, 6 and 7 from line 4) | 8 | ||||
| Section B - Minimum Asset Amount | (A) Prior Year |
(B) Current Year (optional) |
||||
| 1 | Aggregate fair market value of all non-exempt-use assets (see instructions for short tax year or assets held for part of year): | 1 | ||||
| a | Average monthly value of securities | 1a | ||||
| b | Average monthly cash balances | 1b | ||||
| c | Fair market value of other non-exempt-use assets | 1c | ||||
| d | Total (add lines 1a, 1b, and 1c) | 1d | ||||
| e | Discount claimed for blockage or other factors (explain in detail in Part VI): | |||||
| 2 | Acquisition indebtedness applicable to non-exempt use assets | 2 | ||||
| 3 | Subtract line 2 from line 1d | 3 | ||||
| 4 | Cash deemed held for exempt use. Enter 1-1/2% of line 3 (for greater amount, see instructions). | 4 | ||||
| 5 | Net value of non-exempt-use assets (subtract line 4 from line 3) | 5 | ||||
| 6 | Multiply line 5 by .035 | 6 | ||||
| 7 | Recoveries of prior-year distributions | 7 | ||||
| 8 | Minimum Asset Amount (add line 7 to line 6) | 8 | ||||
| Section C - Distributable Amount | Current Year | |||||
| 1 | Adjusted net income for prior year (from Section A, line 8, Column A) | 1 | ||||
| 2 | Enter 85% of line 1 | 2 | ||||
| 3 | Minimum asset amount for prior year (from Section B, line 8, Column A) | 3 | ||||
| 4 | Enter greater of line 2 or line 3 | 4 | ||||
| 5 | Income tax imposed in prior year | 5 | ||||
| 6 | Distributable Amount. Subtract line 5 from line 4, unless subject to emergency temporary reduction (see instructions) | 6 | ||||
| 7 | Check here if the current year is the organization's first as a non-functionally-integrated Type III supporting organization (see instructions) | |||||
| Section D - Distributions | Current Year | |
|---|---|---|
| 1 Amounts paid to supported organizations to accomplish exempt purposes | ||
|
2
Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity |
||
| 3 Administrative expenses paid to accomplish exempt purposes of supported organizations | ||
| 4 Amounts paid to acquire exempt-use assets | ||
| 5 Qualified set-aside amounts (prior IRS approval required) | ||
| 6 Other distributions (describe in Part VI). See instructions | ||
| 7Total annual distributions. Add lines 1 through 6. | ||
|
8
Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions |
||
| 9 Distributable amount for 2014 from Section C, line 6 | ||
| 10 Line 8 amount divided by Line 9 amount | ||
| Section E - Distribution Allocations (see instructions) |
(i) Excess Distributions |
(ii) Underdistributions Pre-2014 |
(iii) Distributable Amount for 2014 |
|
|---|---|---|---|---|
|
1
Distributable amount for 2014 from Section C, line 6 |
||||
|
2
Underdistributions, if any, for years prior to 2014 (reasonable cause required--see instructions) |
||||
| 3 Excess distributions carryover, if any, to 2014: | ||||
| a From 2009.......X | ||||
| b From 2010.......X | ||||
| c From 2011.......X | ||||
| d From 2012.......X | ||||
| e From 2013....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2014 distributable amount | ||||
|
i
Carryover from 2009 not applied (see instructions) |
||||
| j Remainder. Subtract lines 3g, 3h, and 3i from 3f. | ||||
| 4Distributions for 2014 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2014 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from 4. | ||||
|
5
Remaining underdistributions for years prior to 2014, if any. Subtract lines 3g and 4a from line 2 (if amount greater than zero, see instructions) |
||||
|
6
Remaining underdistributions for 2014. Subtract lines 3h and 4b from line 1 (if amount greater than zero, see instructions) |
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|
7 Excess distributions carryover to 2015. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a From 2010.......X | ||||
| b From 2011.......X | ||||
| c From 2012.......X | ||||
| d From 2013....... | ||||
| e From 2014....... | ||||
| Facts And Circumstances Test |
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| Return Reference | Explanation |
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| Software ID: | |
| Software Version: |
Attach to Form 990 or 990-EZ.
Information about Schedule O (Form 990 or 990-EZ) and its instructions is at| Return Reference | Explanation |
|---|---|
| ORGANIZATION'S MISSION | PART I, LINE 1 & PART III, LINE 1 GREATER MSP'S MISSION IS TO ACCELERATE JOB GROWTH & CAPITAL INVESTMENT IN THE GREATER MSP REGION BY: LEADING REGIONAL ECONOMIC STRATEGY DEVELOPMENT, ALIGNING WITH REGIONAL PARTNERS FOR GROWTH, BRANDING/MARKETING THE REGION ON A GLOBAL BASIS, AND SERVING BUSINESS CLIENTS AS THE REGION'S "ONE-STOP-SHOP" FOR RETENTION, EXPANSION, AND RECRUITMENT PROJECTS. |
| Part I, Line 19 | From a purely operational standpoint (i.e. unrestricted activities), 2014 revenue was $5,641,966 and expenses were $5,433,570 for a net addition to the unrestricted reserve of $208,396. GREATER MSP's budgeted goal was $135,000. The goal was surpassed by restraining expenses. Reconcilation of Revenue less expenses The GREATER MSP Audited Financial Statements show unrestricted and temporarily restricted activity in separate columns. The IRS Form 990 requires GREATER MSP to combine unrestricted and temporarily restricted activity when showing total revenue less expenses. Breaking out details shows: 2014 2013 Change in Unrestricted Net Assets $208,396 $265,003 Change in Temporarily Restricted Net Assets* 545,000 (525,000) In Kind (15,000) (16,839) Revenue less expenses per the 990 $768,397 $(276,836) * The 2014 change in temporarily restricted net assets is much larger than than in 2013 since GREATER MSP received several large unconditional promises to give in 2014 (for payments due in 2015, 2016 and 2017) that, under accounting rules, were required to be recognized in 2014. GREATER MSP had significantly less such activity in 2013. The ($525,000) in 2013 illustrates the release of those temporarily restricted assets (i.e. pledges received in 2012 for 2013) as well as pledges or monies received for 2014. Part I, Line 22 Reconciliation of Net Assets The GREATER MSP Audited Financial Statements show unrestricted and temporarily restricted net assets on separate lines. The 990 requires GREATER MSP to combine unrestricted and temporarily restricted activity when showing total net assets. Breaking out these two categories shows: 2014 2013 Unrestricted Net Assets * $1,686,745 $1,478,349 Temporarily Restricted Net Assets** $1,275,000 $730,000 Total Net Assets $2,961,745 $2,208,349 * As noted above, the Unrestricted Net Asset balance is where GREATER MSP accounts for their accumulated reserve. The accumulated reserve at 12/31/13 was $1,478,349. In fiscal 2014, the organization added $208,396 to that reserve such that at 12/31/14, GREATER MSP's accumulated reserve was $1,686,745. ** The difference between 2013 and 2014 is $545,000. More funds were added to the temporarily restricted net asset balance than what was released since GREATER MSP began its second funding cycle (2015-2017). Some investors provided multiple years of support in 2014 either through advanced payment or through an unconditional promise to give. Part III - Program Service, Line 4a GREATER MSP was launched in 2011 with the mission to accelerate job growth and capital investment in the 16-county Minneapolis Saint Paul Metropolitan Statistical Area (MSA). In order to achieve our mission, our efforts are focused on: - driving coordinated regional business retention, expansion, and attraction programs to stimulate capital investment and job creation in the region; - leading the development, and implementation of a regional economic development strategy, aligning with regional partners to target key industry sectors for growth; and - branding and marketing our region to key audiences including business decision makers, site location consultants, workers, and residents. GREATER MSP is a private-public partnership. All work is successfully completed in partnership with many organizations throughout the region. The organization is funded through the investment of both private sector companies and public sector entities. Key accomplishments for 2014 are summarized below. Business Retention, Expansion and Attraction In 2014, GREATER MSP leveraged the region's economic drivers to accelerate business retention and recruitment efforts. Sectors include: Food & Water Solutions; Financial Services & Insurance; Health & Life Sciences; Headquarters & Business Services; and Advanced Manufacturing & Technology. GREATER MSP, working in concert with our regional partners, successfully completed 28 projects. As a result, 5,050 additional new jobs were created, as were more than 12,500 indirect jobs. In addition, the region benefited from over $502 million in new capital investment. This success can be attributed to two ongoing efforts: a shared comprehensive business retention and expansion program and business investment outreach (see below). In partnership with the Minnesota Chamber of Commerce and the Minnesota Department of Employment and Economic Development, GREATER MSP continued to build upon its shared comprehensive Business Retention and Expansion Program; 853 business retention visits were made, surpassing the 2014 goal of 750. With the addition of visits by the Minnesota Chamber of Commerce and the Minnesota Department of Employment and Economic Development, the number of business visits increased to 3,400. The BI team also represented the Greater MSP region at over 200 events in seven countries, visiting 27 domestic markets, and 29 sector-specific trade shows. Foreign markets visited included Edinburgh, London, Cologne, Stuttgart, Gothenburg, Dusseldorf, Berlin, Toronto, Vancouver, Tokyo, Shanghai, Beijing, Montreal, Quebec City, Copenhagen and Munich. Domestic cities visited included Atlanta, Boston, Buffalo, Chicago, Cincinnati, Denver, Houston, Indianapolis, Orlando, Philadelphia, St. Louis, San Diego, San Jose, Washington DC, and Seattle. Regional Economic Strategy Development and Research GREATER MSP began implementation of the region's 3-5 year strategic plan developed in 2013 in partnership with McKinsey & Company and a high-level steering committee of state and regional leaders. This plan created a new platform for strategic action: telling our story, prioritizing talent, and moving our sectors of strength from great to greater. Over 1,000 individuals and organizations provided insight into this process, and dozens of partners are now involved in building and implementing a set of strategic initiatives to realize the region's strategic goals. In 2014, GREATER MSP convened partners from the Metropolitan Council, the MN Department of Employment & Economic Development, the MN State Demographic Center, and Wilder Research/Minnesota Compass to work together to develop a set of shared metrics that will track the region's change on critical economic, environmental, and social outcomes. The goal is to create a MSP Indicators Dashboard that will measure change in areas that matter most for continued long-term success, and will help improve our region's economic competitiveness. In 2014, over 30 stakeholder sessions were held to seek input on the metrics; over 1,000 metrics were considered. The Dashboard will be launched in 2015. GREATER MSP also convened a Talent Task Force to develop strategies to retain and recruit the talent needed now and into the future, particularly in our key sectors of strength. A Design Team of professional millennials helped vet the findings and suggestions of the Task Force. Work to implement the strategy will be launched in 2015. GREATER MSP continued its work with the cities of Minneapolis & Saint Paul on the Central Cities Competitiveness Project, working to develop new strategies, based on national best practices research, to incent new private investment in the core cities, particularly those areas which have suffered from disinvestment. Research GREATER MSP conducted two major research studies for the region. The first was a report assessing the water, food, and ag-bioscience sectors of the economy. The report studied trends and opportunities vis--vis other U.S. metro regions. The report provides patent-related innovation information and considers convergence opportunities across the sectors. The second study assessed the Greater MSP region's competitive position within the framework of foreign direct investment (FDI) into our metro area. The study suggests that FDI and exports are closely linked and increase the region's competitiveness. The study also found that mergers and acquisitions are a dominant form of FDI. In addition to these reports, GREATER MSP responded to over 80 research requests from public partner organizations. GREATER MSP also completed an analysis of our business recruitment and expansion (BRE) work. As noted above, over 3,400 business visits were completed by several partner organizations including the Workforce Division of the Minnesota Department of Employment and Economic Development, the Minnesota Chamber of Commerce, and local city and county staff. Data analysis revealed an increase in sales in 2014 by 75% of visited companies. Of those companies which reported growth, only 2.7% export their goods and/or services. Approximately 60% noted plans to hire more staff, reporting that their greatest challenge in doing so is a lack of qualified candidates. |
| BRANDING AND MARKETING OUTREACH | BRAND GREATER MSP GREATER MSP CONTINUED TO DEVELOP A VARIETY OF TOOLS AND VEHICLES TO BRAND AND MARKET THE GREATER MSP REGION, INCLUDING TELEVISION PROGRAMMING, PRINTED COLLATERAL, VIDEO, ONLINE BANNERS AND SEARCH ENGINE MARKETING, AND ADVERTISING. HIGHLIGHTS INCLUDE: - CONTINUED PRODUCTION OF GREATER MSP BUSINESS, ACHIEVING A TOTAL AUDIENCE OF ONE MILLION VIEWERS OVER THE COURSE OF THE YEAR. A TOTAL OF 48 EPISODES AIRED DURING 2014, FEATURING 144 SEGMENTS. THE MIX OF COMPANIES FEATURED SPANNED A VARIETY OF INDUSTRIES AND INCLUDED ALL OF THE REGION'S AREAS OF STRENGTH. THE DIVERSIFICATION OF COMPANIES AND ORGANIZATIONS REPRESENTED A BROAD RANGE, FROM FORTUNE 500 TO START-UP/ENTREPRENEURIAL FIRMS FROM THROUGHOUT THE REGION. PROGRAM VIDEO WAS THE LARGEST SOURCE OF TRAFFIC TO THE GREATER MSP WEBSITE. - PRODUCED VIDEOS HIGHLIGHTING BRE CASE STUDIES, TALENT, AND THE GREATER MSP STORY. - LAUNCHED GREATER MSP BLOG, AND INCREASED SOCIAL MEDIA FOLLOWERS BY 47%. - WORKED WITH DELTA SKY MAGAZINE TO DEVELOP AND RUN FEATURE ON REGION IN JULY ISSUE. FEATURE ARTICLE TOLD OUR REGION'S STORY TO KEY AUDIENCE OF BUSINESS TRAVELERS. - DEVELOPED BRANDED MARKET GUIDE FOR INTERCITY LEADERSHIP VISIT (ICLV) TRIP THAT HELPED REGIONAL LEADERS LEARN AND TELL OUR STORY. - CONDUCTED AN AUDIT OF WEBSITE CONTENT TO IMPROVE PERFORMANCE. CONTENT REFRESH IS AN ON-GOING PROCESS AND WILL CONTINUE INTO 2015. PARTICIPATION, SPONSORSHIP, MARKETING AND PROMOTING. - PUBLISHED BRANDED ENGINEERING STUDY AND DEVELOPED EVENT TO LAUNCH STUDY. INITIATED COMMUNICATIONS PLAN TO SUPPORT IT. - ISSUED FOUR SITE SELECTOR ALERTS IN SUPPORT OF KEY INDUSTRY AND REGIONAL EVENT HAPPENINGS. ENHANCE COMMUNICATION STRATEGY AND EXECUTION - EMAIL COMMUNICATIONS TO BOARD OF DIRECTORS AND INVESTORS MAINTAINED OPEN RATE OF 46% (OVER TWICE THE INDUSTRY AVERAGE). - MSP INSIDER, A QUARTERLY NEWSLETTER TO UPDATE PUBLIC SECTOR PARTNERS INVOLVED IN PROJECTS ON STATUS, EDUCATION OPPORTUNITIES, MARKETING OUTREACH, ETC., EXPANDED TO FOUR TIMES IN 2014 AND INCREASED OPEN RATE TO 46%. - HOSTED A FAMILIARIZATION TOUR FOR THREE JAPANESE JOURNALISTS TO PROMOTE THE REGION'S STRENGTHS AND JAPANESE CONNECTIONS, RESULTING IN OVER 70 MILLION MEDIA IMPRESSIONS. - EXPANDED RELATIONSHIPS WITH KEY MEDIA OUTLETS IN GREATER MSP INCLUDING THE NEW YORK TIMES, WALL STREET JOURNAL, STAR TRIBUNE, PIONEER PRESS, FINANCE AND COMMERCE AND MINNEAPOLIS SAINT PAUL BUSINESS JOURNAL. - 2013 ANNUAL REPORT WON GOLD MEDAL AT IEDC 2014 ANNUAL MEETING. SUCCESSFULLY SUPPORT KEY REGIONAL MARKETING INITIATIVES - LED PLANNING AND EXECUTION OF RYDER CUP EVENT PRESENCE IN GLENEAGLES, SCOTLAND. WORKED WITH HAZELTINE NATIONAL GOLF COURSE, THE REGION'S CVB'S, THE STATE TOURISM BUREAU AND THE CITY OF CHASKA TO ENSURE THAT PRESENCE WAS DYNAMIC. TOLD THE REGION'S STORY TO OVER 100,000 ATTENDEES AT THE EVENT. WEBSITE CREATED FOR THE EVENT HAS RECEIVED OVER 100,000 VIEWS AND OVER 50,000 ENTRIES ACROSS 62 COUNTRIES. - SUPPORTED MAJOR LEAGUE BASEBALL ALL-STAR GAME WITH OUTREACH TO JOURNALISTS PRIOR TO THE EVENT TO TELL REGION'S STORY. - DEVELOPED MARKETING MATERIALS AND COMMUNICATION STRATEGY IN SUPPORT OF DOWNTOWN SAINT PAUL TASK FORCE. - SUPPORTED SUCCESSFUL SUPER BOWL BID. |
| PART VI, LINE 9 | KATHLEEN SCHMIDLKOFER - PRESIDENT AND CEO, UNIVERSITY OF MINNESOTA FOUNDATION 200 OAK STREET SE, SUITE 500 MINNEAPOLIS, MN 55455 |
| PART VI, SECTION B, LINE 11B | POLICIES MANAGEMENT PREPARES THE FORM 990 WITH THE ASSISTANCE OF ITS INDEPENDENT ACCOUNTING FIRM. THE FINANCE AND AUDIT COMMITTEE OF THE BOARD REVIEWS AND APPROVES THE FORM 990. THE FORM 990 IS DISTRIBUTED TO THE BOARD OF DIRECTORS FOR THEIR REVIEW AND COMMENTS PRIOR TO ITS SUBMISSION. |
| PART VI, SECTION B, LINE 12C | PER THE ORGANIZATION'S CONFLICT OF INTEREST POLICY, EACH BOARD MEMBER COMPLETES A CONFLICT OF INTEREST STATEMENT ON AN ANNUAL BASIS. ANNUAL STATEMENTS ARE REVIEWED BY MANAGEMENT AND THE GOVERNANCE AND NOMINATING COMMITTEE OF THE BOARD. NO CONFLICTS OF INTEREST HAVE BEEN IDENTIFIED. |
| PART VI, SECTION B, LINE 15B | POLICIES THE COMPENSATION OF THE CEO AND OTHER SENIOR MANAGEMENT POSITIONS IS REVIEWED AND APPROVED BY THE HUMAN RESOURCES AND COMPENSATION COMMITTEE OF THE BOARD AND THE BOARD OF DIRECTORS. THE COMMITTEE USES EXTERNAL MARKET SURVEY DATA AND COMPARISON INFORMATION TO DETERMINE COMPENSATION FOR THE SENIOR MEMBERS OF THE ORGANIZATION. |
| PART VI, SECTION C, LINE 19 | DISCLOSURE IN 2014 GREATER MSP MADE ITS GOVERNING DOCUMENTS, CONFLICT OF INTEREST POLICY AND FINANCIAL STATEMENTS AVAILABLE TO THE PUBLIC UPON REQUEST. |
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