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UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
FORM 10-K
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| (Mark One) | | | | | |
| ☒ | | ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 |
| | For the fiscal year ended | December 31, 20192020 | |
| OR |
| ☐ | | TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE |
| ACT OF 1934 FOR THE TRANSITION PERIOD FROM | TO | |
Commission file number: 1-10989
Ventas, Inc.
(Exact Name of Registrant as Specified in Its Charter)
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| Delaware | | 61-1055020 |
| (State or Other Jurisdiction of Incorporation or Organization) | | (I.R.S. Employer Identification No.) |
353 N. Clark Street,, Suite 3300
Chicago,, Illinois
United States60654
(Address of Principal Executive Offices)
60654(Zip Code)(877) 483-6827
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Not Applicable | | | 877 | 483-6827 |
(Former Name, Former Address and Former Fiscal Year, if Changed Since Last Report) | | (Registrant’s Telephone Number, Including Area Code)
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Securities registered pursuant to Section 12(b) of the Act:
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Trading symbol:Symbol | | ClassTitle of Common Stock:Each Class | | Name of exchangeExchange on which registered:Which Registered |
| VTR | | Common Stock, $0.25 par value | | New York Stock Exchange |
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes x☒ No ¨
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes ¨ Nox☒
Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes x☒ No ¨
Indicate by check mark whether the registrant has submitted electronically every Interactive Data File required to be submitted pursuant to Rule 405 of Regulation S-T (§232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit such files). Yes Yesx☒ No ¨
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, a smaller reporting company or an emerging growth company. See definitions of “large accelerated filer,” “accelerated filer,” “smaller reporting company” and “emerging growth company” in Rule 12b-2 of the Exchange Act
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| Large accelerated filer | x☒ | | Accelerated filer¨ | ¨ | | Non-accelerated filer
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| Smaller reporting company | ☐ | | | | | Emerging growth company | ☐ |
If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act. ¨
Indicate by check mark whether the registrant has filed a report on and attestation to its management’s assessment of the effectiveness of its internal control over financial reporting under Section 404(b) of the Sarbanes-Oxley Act (15 U.S.C. 7262(b)) by the registered public accounting firm that prepared or issued its audit report. ☒
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Act). Yes ☐ No x☒
The aggregate market value of shares of the registrant’s common stock held by non-affiliates of the registrant on June 28, 2019,30, 2020, based on a closing price of the common stock of $68.35$36.62 as reported on the New York Stock Exchange, was $25.1$11.7 billion.
As of February 17, 2020,18, 2021, there were 372,860,471374,659,068 shares of the registrant’s common stock outstanding.
DOCUMENTS INCORPORATED BY REFERENCE
Portions of the registrant’s definitive Proxy Statement for the Annual Meeting of Stockholders to be held on May 19, 202025, 2021 are incorporated by reference into Part III, Items 10 through 14 of this Annual Report on Form 10-K.
CAUTIONARY STATEMENTS
Unless otherwise indicated or except where the context otherwise requires, the terms “we,” “us” and “our” and other similar terms in this Annual Report on Form 10-K (the “Annual Report”) refer to Ventas, Inc. and its consolidated subsidiaries.
Forward-Looking Statements
This Annual Report on Form 10-K includes forward-looking statements within the meaning of Section 27A of the Securities Act of 1933, as amended (the “Securities Act”), and Section 21E of the Securities Exchange Act of 1934, as amended (the “Exchange Act”). AllThese forward-looking statements include, among others, statements of expectations, beliefs, future plans and strategies, anticipated results from operations and developments and other matters that are not historical facts. Forward-looking statements include, among other things, statements regarding our and our officers’ intent, belief or our tenants’, operators’, borrowers’ or managers’ expected future financial condition, resultsexpectation as identified by the use of operations, cash flows, funds from operations, dividends and dividend plans, financing opportunities and plans, capital markets transactions, business strategy, budgets, projected costs, operating metrics, capital expenditures, competitive positions, acquisitions, investment opportunities, dispositions, merger integration, growth opportunities, expected lease income, continued qualification as a real estate investment trust (“REIT”), plans and objectives of management for future operations, and statements that include words such as “anticipate,“may,” “if,“will,” “project,” “expect,” “believe,” “intend,” “anticipate,” “seek,” “target,” “forecast,” “plan,” “potential,” “estimate,” “expect,” “intend,” “may,” “could,” “should,“would,” “will,”“should” and other similar expressions are forward-looking statements. Thesecomparable and derivative terms or the negatives thereof. The forward-looking statements are inherently uncertain,based on management’s beliefs as well as on a number of assumptions concerning future events. You should not put undue reliance on these forward-looking statements, which are not a guarantee of performance and are subject to a number of uncertainties and other factors that could cause actual events or results to differ materially from those expressed or implied by the forward-looking statements. You are urged to carefully review the disclosures we make concerning risks and uncertainties that may differ fromaffect our expectations. business and future financial performance, including those made below under “Summary Risk Factors” and in “Item 1A, Risk Factors” in this report.
We do not undertake a duty to update these forward-looking statements, which speak only as of the date on which they are made.
Summary Risk Factors
COVID-19 Risks
•The ongoing COVID-19 pandemic and measures intended to prevent its spread have had and may continue to have a material adverse effect on our business;
•There is a high degree of uncertainty regarding the implementation and impact of the CARES Act and other pandemic-related legislation and any future COVID-19 relief measures;
Our Business Operations and Strategy Risks
•Market and general economic conditions, including economic and financial market events and the actual future results and trendsperceived state of the real estate markets and public capital markets, could negatively impact our business;
•Third parties must operate our non-Office assets, limiting our control and influence over operations and results;
•Our operating assets may differ materially from expectations depending on a variety of factors discussedexpose us to various operational risks, liabilities and claims that could adversely affect our ability to generate revenues or increase our costs;
•Decreases in our filings with the Securitiestenants’, borrowers’ or managers’ revenues, or increases in their expenses, could affect their ability to meet their financial and Exchange Commission (the “SEC”). These factors include without limitation:other contractual obligations to us, which could adversely affect our business, financial condition and results of operations;
The ability and willingness•Bankruptcy, insolvency or financial deterioration of our tenants, operators, borrowers, managers and other third partiesobligors may adversely affect us;
•A significant portion of our revenues and operating income is dependent on a limited number of tenants and managers;
•If we need to satisfy their obligations under their respective contractual arrangements with us, including, in some cases, their obligations to indemnify, defend and hold us harmless from and against various claims, litigation and liabilities;
The abilityreplace any of our tenants operators, borrowersor managers, we may be unable to do so on as favorable terms or at all, and managerswe could be subject to maintain the financial strengthdelays, limitations and liquidity necessary to satisfy their respective obligations and liabilities to third parties, including without limitation obligations under their existing credit facilities and other indebtedness;expenses;
•Our success depends, in implementing our business strategy andpart, on our ability to identify, underwrite, finance, consummateattract and integrate diversifying acquisitionsretain talented employees, and investments;the loss of any one of our key personnel could adversely impact our business;
Macroeconomic conditions such as•Our investments are concentrated in a disruptionvariety of or lack of accessasset classes within healthcare real estate, making us more vulnerable to the capital markets,adverse changes in those asset classes and the debt ratingreal estate industry generally;
•Our investments may be unsuccessful or fail to meet our expectations;
•If we are unable to identify and consummate future investments and effectively manage our expansion opportunities and our investments in co-investment vehicles, joint ventures and minority interests, we may be adversely affected;
•Development, redevelopment and construction risks could affect our profitability and expose us to liability;
•In the event of borrower defaults, we may be unable to foreclose successfully on U.S. government securities, defaultthe collateral securing our loans and other investments or, delay in payment byif we are able to foreclose, realize the United Statesfull value of its obligations,the collateral;
•We own certain properties subject to ground lease, air rights or other restrictive agreements that limit our uses of the properties and changes inrestrict our ability to sell or otherwise transfer the federal or state budgets resulting in the reduction or nonpayment of Medicare or Medicaid reimbursement rates;properties;
The natureEnvironmental, Economic and extent of future competition, including newMarket Risks
•Increased construction and development in the markets in which our seniors housing communities and office buildingsproperties are located;located could adversely affect our profitability;
The extent and effect of future or pending healthcare reform and regulation, including cost containment measures and changes in reimbursement policies, procedures and rates;
Increases in our borrowing costs as a result of changes in interest rates•General economic conditions and other factors, including the potential phasing out of London Inter-bank Offered Rate (“LIBOR”) after 2021;events or occurrences that affect areas in which our properties are geographically concentrated may impact financial results;
The ability of•If we or our tenants, operatorsborrowers and managers are unable to navigate the trends impacting our or their businesses, such as applicable, to comply with laws, ruleslimits on demand for site-based activities, and regulations in the operation of our properties, to deliver high-quality services, to attract and retain qualified personnel and to attract residents and patients;
Changes in general economic conditions or economic conditions in the marketsindustries in which we may, from time to time, compete, and the effect of those changes on our revenues, earnings and funding sources;
Our ability to pay down, refinance, restructure or extend our indebtedness as it becomes due;
Our ability and willingness to maintain our qualification as a REIT in light of economic, market, legal, tax and other considerations;
Final determination of our taxable net income for the year ended December 31, 2019 and for the year ending December 31, 2020;
The ability and willingness ofthey operate, or if our tenants fail to renew their leases with us upon expiration of the leases, our ability to reposition our properties on the sameremain competitive or better terms in the event of nonrenewal or in the event we exercise our right to replace an existing tenant, and obligations, including indemnification obligations,financially viable, we may incur in connection with the replacementbe adversely affected;
•Our life science, R&I tenants face unique levels of an existing tenant;regulation, expense and uncertainty;
Risks associated with our senior living operating portfolio, such as factors that can cause volatility•Merger, acquisition and investment activity in our operating income and earnings generated by those properties, including without limitation national and regional economic conditions, development of new competing properties, costs of food, materials, energy, labor and services, employee benefit costs, insurance costs and professional and general liability claims, and the timely delivery of accurate property-level financial results for those properties;industries could adversely affect our business;
Changes in exchange rates for any foreign currency in which we may, from time to time, conduct business;
Year-over-year changes in the Consumer Price Index or the U.K. Retail Price Index and the effect of those changes on the rent escalators contained in our leases and on our earnings;
Our ability and the ability of our tenants, operators, borrowers and managers to obtain and maintain adequate property, liability and other insurance from reputable, financially stable providers;
The impact of damage to our properties•Damage from catastrophic or extreme weather and other natural events and the physical effects of climate change; change could result in significant losses;
TheOur Capital Structure Risks
•We may become more leveraged, which could impact our ability to obtain financing and to execute our business strategy;
•We are highly dependent on access to the capital markets. Limitations on our ability to access capital could have an adverse effect on us;
•We are exposed to increases in interest rates and fluctuations in currency exchange rates, which could affect our financial results;
•Changes in the method pursuant to which the LIBOR rates are determined and potential phasing out of LIBOR may affect our financial results;
•Covenants in the instruments governing our and our subsidiaries’ existing indebtedness limit our operational flexibility, and a covenant breach could materially adversely affect our operations.
Our Legal, Compliance and Regulatory Risks
•Significant legal or regulatory proceedings could subject us or our tenants or managers to increased operating costs and substantial uninsured professional liability claims on our liquidity, financial conditionliabilities;
•We and results of operations or that of our tenants, operators, borrowers and managers may be adversely affected by regulation and our abilityenforcement;
•Our investments may expose us to unknown liabilities;
•We could incur substantial liabilities and the abilitycosts if any of our properties are found to be contaminated with hazardous substances or we become involved in any environmental disputes;
•The occurrence of cyber incidents could disrupt our operations, result in the loss of confidential information or damage our business relationships and reputation;
•The amount and scope of insurance coverage provided by our policies and policies maintained by our tenants, operators, borrowersmanagers or other counterparties may not adequately insure against losses;
•Failure to maintain effective internal controls could harm our business;
Our REIT Status Risks
•We are subject to certain limitations and managers to accurately estimate the magnituderequirements as a result of those claims;
Risks associated with our office building portfolio and operations, includingstatus as a REIT, which may affect our ability to successfully design, develop and manage office buildings and to retain key personnel;
The ability of the hospitals on or near whose campuses our medical office buildings are located and their affiliated health systems to remain competitive and financially viable and to attract physicians and physician groups;
Risks associated with our investments in joint ventures and unconsolidated entities, including our lack of sole decision-making authority and our reliance on our joint venture partners’ financial condition;
Our ability to obtain the financial results expected from our development and redevelopment projects, including projects undertaken through our joint ventures;
The impact of market or issuer eventsimpose limitations on the liquidity or valueoperation of our investments in marketable securities;business and subject us to significant risk if we are not able to comply;
Consolidation in the seniors housing and healthcare industries resulting in•Ownership limits with respect to our capital stock may delay, defer or prevent a change of control of our company;
•Legislative or a competitor’s investment in, one or more of our tenants, operators, borrowers or managers or significant changes in the senior management of our tenants, operators, borrowers or managers;
The impact of litigation or any financial, accounting, legal or regulatory issues that may affect us or our tenants, operators, borrowers or managers; and
Changes in accounting principles, or their application or interpretation, and our ability to make estimates and the assumptions underlying the estimates, whichother actions affecting REITs could have ana negative effect on our earnings.stockholders or us.
Many of these factors, some of which are described in greater detail under “Risk Factors” in Part I, Item 1A of this Annual Report, on Form 10-K, are beyond our control and the control of our management.
Brookdale Senior Living, Kindred, Atria, Sunrise and Ardent
Note Regarding Third-Party Information
Brookdale Senior Living Inc. (together with its subsidiaries, “Brookdale Senior Living”) is subject to the reporting requirements of the SEC and is required to file with the SEC annual reports containing audited financial information and quarterly reports containing unaudited financial information. Kindred Healthcare, LLC (formerly Kindred Healthcare, Inc., together with its subsidiaries, “Kindred”) is not currently subject to the reporting requirements of the SEC, but was subject to such reporting requirements prior to the closing of its acquisition by a consortium of TPG Capital (“TPG”), Welsh, Carson, Anderson & Stowe (“WCAS”) and Humana, Inc. in July 2018. The information related to Brookdale Senior Living and Kindred contained or referred to in thisThis Annual Report on Form 10-Kincludes information that has been derived from SEC filings made by Brookdale Senior Living or Kindred, as the case may be,our publicly listed tenants or other publicly available information or was provided to us by Brookdale Senior Living or Kindred,our tenants and managers.We believe that such information is accurate and that the sources from which it has been obtained are reliable; however, we cannot guarantee the accuracy of such information and have not independently verified this information through an independent investigation or otherwise. We have no reason to believe that thisthe assumptions on which such information is inaccurate in any material respect, but we cannot assure you of its accuracy. We are providing this data for informational purposes only, and you are encouraged to obtain Brookdale Senior Living’s and Kindred’s publicly available filings, which can be found on the SEC’s website at www.sec.gov.based.
Kindred, Atria Senior Living, Inc. (“Atria”), Sunrise Senior Living, LLC (together with its subsidiaries, “Sunrise”) and
Ardent Health Partners, LLC (together with its subsidiaries, “Ardent”) are not currently subject to the reporting requirements of the SEC. The information related to Kindred, Atria, Sunrise and Ardent contained or referred to in this Annual Report on Form 10-K has been derived from publicly available information or was provided to us by Kindred, Atria, Sunrise or Ardent, as the case may be, and we have not verified this information through an independent investigation or otherwise. We have no reason to believe that this information is inaccurate in any material respect, but we cannot assure you of its accuracy.
TABLE OF CONTENTS
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| Item 1. | | |
| Item 1A. | | |
| Item 1B. | | |
| Item 2. | | |
| Item 3. | | |
| Item 4. | | |
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| Item 5. | | |
| Item 6. | | |
| Item 7. | | |
| Item 7A. | | |
| Item 8. | | |
| Item 9. | | |
| Item 9A. | | |
| Item 9B. | | |
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| Item 10. | | |
| Item 11. | | |
| Item 12. | | |
| Item 13. | | |
| Item 14. | | |
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| Item 15. | | |
| Item 16. | | |
PART I
ITEM 1. Business
BUSINESS
Overview
Ventas, Inc., an S&P 500 company, is a real estate investment trust (“REIT”) operating at the intersection of healthcare and real estate, with a highly diversified portfolio of seniors housing,senior housing; life science, research and innovation,innovation; and healthcare propertiesproperties; which we generally refer to as “healthcare real estate,” located throughout the United States, Canada and the United Kingdom. As of December 31, 2019,2020, we owned or managed through unconsolidated real estate entities approximately 1,200 properties (including properties owned through investments in unconsolidated entities and properties classified as held for sale), consisting of seniorssenior housing communities, medical office buildings (“MOBs”), life science, research and innovation centers, inpatient rehabilitation facilities (“IRFs”) and long-term acute care facilities (“LTACs”), and health systems. We had 22 properties under development, including four properties that are owned by unconsolidated real estate entities. Our company was originally founded in 1983 and is headquartered in Chicago, Illinois. Illinois with an additional office in Louisville, Kentucky.
We primarily invest in seniorsa diversified portfolio of healthcare real estate assets through wholly owned subsidiaries and other co-investment entities. We operate through three reportable business segments: triple-net leased properties, senior living operations, which we also refer to as SHOP, and office operations.See our Consolidated Financial Statements and the related notes, including “Note 2 – Accounting Policies” and “Note 19 – Segment Information,” included in Part II, Item 8 of this Annual Report on Form 10-K (the “Annual Report”).Our senior housing research and innovation, and healthcare properties through acquisitions and leaseare either operated under triple-net leases in our triple-net leased properties to unaffiliated tenantssegment or operate them through independent third-party managers.managers in our senior living operations segment.
As of December 31, 2019,2020, we leased a total of 412366 properties (excluding properties within our office operations reportable business segment) to various healthcare operating companies under “triple-net” or “absolute-net” leases that obligate the tenants to pay all property-related expenses, including maintenance, utilities, repairs, taxes, insurance and capital expenditures. Our three largest tenants, Brookdale Senior Living Inc. (together with its subsidiaries, “Brookdale Senior Living”), Ardent Health Partners, LLC (together with its subsidiaries, “Ardent”) and Kindred Healthcare, LLC (formerly Kindred Healthcare, Inc., together(together with its subsidiaries, “Kindred”) leased from us 122121 properties (excluding twoeight properties managed by Brookdale Senior Living pursuant to long-term management agreements), 1112 properties and 32 properties, respectively, as of December 31, 2019.
As of December 31, 2019,2020, pursuant to long-term management agreements, we engaged independent operators, such as Atria Senior Living, Inc. (“Atria”) and Sunrise Senior Living, LLC (together with its subsidiaries, “Sunrise”), to manage 406 seniors441 senior housing communities in our senior living operations segment for us.
Through our Lillibridge Healthcare Services, Inc. (“Lillibridge”) subsidiary and our ownership interest in PMB Real Estate Services LLC (“PMBRES”), we also provide MOB management, leasing, marketing, facility development and advisory services to highly rated hospitals and health systems throughout the United States. In addition, from time to time, we make secured and non-mortgage loans and other investments relating to seniorssenior housing and healthcare operators or properties.
We operate through three reportable business segments: triple-net leased properties, senior living operationsDuring fiscal 2020 and office operations.continuing into fiscal 2021, the world has been, and continues to be, impacted by the novel coronavirus (“COVID-19”) pandemic. COVID-19 and actions taken to prevent its spread have negatively affected our businesses in a number of ways and are expected to continue to do so. See our Consolidated“Risk Factors” in Part I, Item 1A, “Management’s Discussion and Analysis of Financial Condition and Results of Operations” in Part II, Item 7and “Consolidated Financial Statements and the related notes including “NOTE 2—ACCOUNTING POLICIES” and “NOTE 19—SEGMENT INFORMATION,”thereto” included in Part II, Item 8, in each case, of this Annual Report on Form 10-K.Report.
Business Strategy
We aim to enhance shareholder value by delivering consistent, superior total returns through a strategy of:of (1) generating reliable and growing cash flows;flows, (2) maintaining a balanced, diversified portfolio of high-quality assets;assets and (3) preserving our financial strength, flexibility and liquidity.
Generating Reliable and Growing Cash Flows
Generating reliable and growing cash flows from our seniorssenior housing and healthcare assets enables us to pay regular cash dividends to stockholders and creates opportunities to increase stockholder value through profitable investments. The
combination of steady contractual growth from our long-term triple-net leases, steady, reliable cash flows from our loan investments and stable cash flows from our office buildings with the higher growth potential inherent in our seniorssenior housing operating communities drives our ability to generate sustainable, growing cash flows that are resilient to economic downturns.
Maintaining a Balanced, Diversified Portfolio of High-Quality Assets
We believe that maintaining a balanced portfolio of high-quality assets diversified by investment type, geographic location, asset type, tenant or operator, revenue source and operating model diminishes the risk that any single factor or event could materially harm our business. Portfolio diversification also enhances the reliability of our cash flows by reducing our exposure to any particular asset class or market, or individual tenant, operatorborrower or manager and making us less susceptible to single-statecertain risks, including risks related to regulatory or reimbursement changes, regional climate events and local economic downturns.downturns or global health events.
Preserving Our Financial Strength, Flexibility and Liquidity
A strong, flexible balance sheet and excellent liquidity position us favorably to capitalize on strategic growth opportunities in the seniorssenior housing and healthcare industries through acquisitions, investments and development and redevelopment projects. We maintain our financial strength to pursue profitable investment opportunities by actively managing our leverage, improving our cost of capital and preserving our access to multiple sources of capital and liquidity, including unsecured bank debt, mortgage financings and public and private debt and equity markets.
2019 Highlights
Investments and Dispositions
In June 2019, we provided new secured debt financing of $490 million to certain subsidiaries of Colony Capital, Inc. The London Inter-bank Offered Rate (“LIBOR”) based debt financing has a five-year term (inclusive of three one-year extension options). In connection with this transaction, our previous secured loan to certain subsidiaries of Colony Capital, Inc. of $282 million was paid in full.
In September 2019, we acquired an 87% interest in 34 Canadian seniors housing communities (including five in-process developments) valued at $1.8 billion through an equity partnership (the “LGM Acquisition”) with Le Groupe Maurice (“LGM”). The portfolio continues to be managed by LGM. We also have rights to fund and own all additional developments under an exclusive pipeline agreement with LGM.
During 2019, we also acquired four properties and one vacant land parcel for an aggregate purchase price of $237.0 million.
During 2019, we sold 24 properties and our leasehold interest in one vacant land parcel for aggregate consideration of $147.5 million and recognized a gain on the sales of these assets of $26.0 million.
Liquidity and Capital
In January 2019, we established an unsecured commercial paper program. Under the terms of the program, we may issue from time to time unsecured commercial paper notes up to a maximum aggregate amount outstanding at any time of $1.0 billion.
During 2019, we (a) repaid or redeemed $1.7 billion aggregate principal then outstanding of our senior notes with a weighted average coupon of 3.7% and maturities between 2019 and 2043; (b) repaid $100.0 million of the balance outstanding on the $300.0 million unsecured term loan that matures in 2023; and (c) repaid in full the $600.0 million unsecured term loan that was set to mature in 2024.
During 2019, we (a) entered into a new C$500 million unsecured term loan facility priced at Canadian Dollar Offered Rate (“CDOR”) plus 0.90% that matures in 2025; (b) issued a total of $2.3 billion of senior notes with a fixed coupon of 3.2% and maturities between 2024 and 2049; and (c) issued C$300 million floating rate senior notes maturing in 2021.
During 2019, we sold an aggregate of 15.4 million shares of common stock under both a registered public offering and our “at-the-market” equity offering program for average gross proceeds of $63.45 per share.
Portfolio Summary
The following table summarizes our consolidated portfolio of properties and other investments, including construction in progress, as of and for the year ended December 31, 2019:2020:
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| | | | | | Real Estate Property Investments | | Revenues |
| Asset Type | | # of Properties (1) | | # of Units/ Sq. Ft./ Beds(2) | | Real Estate Property Investment, at Cost | | Percent of
Total Real Estate Property Investments | | Real Estate
Property
Investment Per Unit/Bed/Sq. Ft. | | Revenue | | Percent of Total Revenues |
| | | (Dollars in thousands) |
| Senior housing communities | | 730 | | | 71,629 | | | $18,313,746 | | 64.4 | % | | $ | 255.7 | | | $2,589,991 | | 68.4 | % |
MOBs(3) | | 343 | | | 19,591,131 | | | 5,704,700 | | | 20.1 | | | 0.3 | | | 597,229 | | | 15.7 | |
| Research and innovation centers | | 31 | | | 5,451,703 | | | 2,031,666 | | | 7.1 | | | 0.4 | | | 216,624 | | | 5.7 | |
| IRFs and LTACs | | 37 | | | 3,139 | | | 496,259 | | | 1.7 | | | 158.1 | | | 164,239 | | | 4.3 | |
| Health systems | | 13 | | | 2,064 | | | 1,522,287 | | | 5.4 | | | 737.5 | | | 121,179 | | | 3.2 | |
| SNFs | | 16 | | | 1,732 | | | 193,808 | | | 0.7 | | | 111.9 | | | 17,011 | | | 0.4 | |
| Development properties and other | | 10 | | | | | 165,234 | | | 0.6 | | | | | | | |
| Total real estate investments, at cost | | 1,180 | | | | | $ | 28,427,700 | | | 100.0 | % | | | | | | |
| Income from loans and investments | | | | | | | | | | | | 80,505 | | | 2.1 | |
| Interest and other income | | | | | | | | | | | | 7,609 | | | 0.2 | |
| Revenues related to assets classified as held for sale | | 2 | | | | | | | | | | 970 | | | 0.0 | |
| Total revenues | | | | | | | | | | | | $ | 3,795,357 | | | 100.0 | % |
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| | | | | | | | | | | | | | | | | | | | | | | | |
| | | | | | | Real Estate Property Investments | | Revenues |
| Asset Type | | # of Properties (1) | | # of Units/ Sq. Ft./ Beds(2) | | Real Estate Property Investment, at Cost | | Percent of Total Real Estate Property Investments | | Real Estate Property Investment Per Unit/Bed/Sq. Ft. | | Revenue | | Percent of Total Revenues |
| | | (Dollars in thousands) |
| Seniors housing communities | | 734 |
| | 70,633 |
| | $18,192,047 | | 63.1 | % | | $ | 257.6 |
| | $2,618,601 | | 67.8 | % |
MOBs(3) | | 347 |
| | 19,863,529 |
| | 5,709,478 |
| | 19.8 |
| | 0.3 |
| | 593,730 |
| | 15.3 |
|
| Research and innovation centers | | 34 |
| | 6,300,841 |
| | 2,409,541 |
| | 8.4 |
| | 0.4 |
| | 253,488 |
| | 6.5 |
|
| IRFs and LTACs | | 37 |
| | 3,106 |
| | 459,535 |
| | 1.6 |
| | 148.0 |
| | 160,658 |
| | 4.1 |
|
| Health systems | | 12 |
| | 2,064 |
| | 1,517,814 |
| | 5.3 |
| | 735.4 |
| | 117,496 |
| | 3.0 |
|
| SNFs | | 16 |
| | 1,732 |
| | 201,700 |
| | 0.7 |
| | 116.5 |
| | 23,845 |
| | 0.6 |
|
| Development properties and other | | 18 |
| | | | 326,985 |
| | 1.1 |
| | | | | | |
| Total real estate investments, at cost | | 1,198 |
| | | | $ | 28,817,100 |
| | 100.0 | % | | | |
|
| |
|
|
| Income from loans and investments | | | | | | | | | | | | 89,201 |
| | 2.3 |
|
| Interest and other income | | |
| | |
| | | |
|
| | |
| | 10,984 |
| | 0.3 |
|
| Revenues related to assets classified as held for sale | | 15 |
| | | | | | | | | | 4,747 |
| | 0.1 |
|
| Total revenues | | |
| | |
| |
|
| |
|
| | |
| | $ | 3,872,750 |
| | 100.0 | % |
| |
(1) | As of December 31, 2019, we also owned five seniors housing communities and one MOB through investments in unconsolidated entities. Our consolidated properties were located in 45 states, the District of Columbia, seven Canadian provinces and the United Kingdom and were operated or managed by 85 unaffiliated healthcare operating companies. |
| |
(2)
| Seniors housing communities are generally measured in units; MOBs and research and innovation centers are measured by square footage; and IRFs and LTACs, health systems and skilled nursing facilities (“SNFs”) are generally measured by licensed bed count. |
| |
(3)
| As of December 31, 2019, we leased 63 of our consolidated MOBs pursuant to triple-net leases, Lillibridge or PMBRES managed 273 of our consolidated MOBs and 11 of our consolidated MOBs were managed by six unaffiliated managers. Through Lillibridge, we also provided management and leasing services for 74 MOBs owned by third parties as of December 31, 2019. |
Seniors Housing and Healthcare Properties
As of December 31, 2019,2020, we also owned a totalnine senior housing communities, nine research and innovation centers and two MOBs through investments in unconsolidated real estate entities. Our consolidated properties were located in 45 states, the District of 1,201 seniorsColumbia, seven Canadian provinces and the United Kingdom and were operated or managed by 82 unaffiliated healthcare operating companies.
(2)Senior housing communities are generally measured in units; MOBs and healthcare properties (including properties classifiedresearch and innovation centers are measured by square footage; and IRFs and LTACs, health systems and skilled nursing facilities (“SNFs”) are generally measured by licensed bed count.
(3)As of December 31, 2020, we leased 66 of our consolidated MOBs pursuant to triple-net leases, Lillibridge or PMBRES managed 268 of our consolidated MOBs and nine of our consolidated MOBs were managed by five unaffiliated managers. Through Lillibridge, we also provided management and leasing services for 73 MOBs owned by third parties as held for sale) as follows:of December 31, 2020. |
| | | | | | | | | | | |
| | Consolidated (100% interest) | | Consolidated (<100% interest) | | Unconsolidated (25% interest) | | Total |
| Seniors housing communities | 710 |
| | 38 |
| | 5 |
| | 753 |
|
| MOBs | 313 |
| | 35 |
| | 1 |
| | 349 |
|
| Research and innovation centers | 22 |
| | 12 |
| | — |
| | 34 |
|
IRFs and LTACs
| 36 |
| | 1 |
| | — |
| | 37 |
|
| Health systems | 12 |
| | — |
| | — |
| | 12 |
|
| SNFs | 16 |
| | — |
| | — |
| | 16 |
|
| Total | 1,109 |
| | 86 |
| | 6 |
| | 1,201 |
|
SeniorsSenior Housing Communities
Our seniorssenior housing communities include independent and assisted living communities, continuing care retirement communities and communities providing care for individuals with Alzheimer’s disease and other forms of dementia or memory loss. These communities offer studio, one bedroomone- and two bedroomtwo-bedroom residential units on a month-to-month basis primarily to elderly individuals requiring various levels of assistance. Basic services for residents of these communities include housekeeping,
meals in a central dining area and group activities organized by the staff with input from the residents. More extensive care and personal supervision, at additional fees, are also available for such needs as eating, bathing, grooming, transportation, limited therapeutic programs and medication administration, which allow residents certain conveniences and enable them to live as independently as possible according to their abilities. These services are often met by home health
providers and through close coordination with the resident’s physician and SNFs. Charges for room, board and services are generally paid from private sources.
Medical Office Buildings
Typically, our MOBs are multi-tenant properties leased to several unrelated medical practices, although in many cases they may be associated with a large single specialty or multi-specialty group. Tenants include physicians, dentists, psychologists, therapists and other healthcare providers, who require space devoted to patient examination and treatment, diagnostic imaging, outpatient surgery and other outpatient services. MOBs are similar to commercial office buildings, although they require greater plumbing, electrical and mechanical systems to accommodate physicians’ requirements such as sinks in every room, brighter lights and specialized medical equipment. As of December 31, 2019,2020, we owned or managed through unconsolidated real estate entities for third parties approximately 21 million square feet of MOBs that are predominantly located on or near a health system.
Research and Innovation Centers, Life Science
Our life science, research and innovation centers contain laboratory and office space primarily for scientific research for universities, academic medical centers, technology, biotechnology, medical device and pharmaceutical companies and other organizations involved in the life science, research and innovation industry. While these properties have characteristics similar to commercial office buildings, they generally contain more advanced electrical, mechanical, and heating, ventilating and air conditioning systems. The facilities generally have specialty equipment including emergency generators, fume hoods, lab bench tops and related amenities. In many instances, research and innovation center tenants make significant investments to improve their leased space, in addition to landlord improvements, to accommodate biology, chemistry or medical device research initiatives. Our research and innovation centers are primarilyoften located on or contiguous to university and academic medical campuses. The campus settings allow usAs of December 31, 2020, we own or have investments in nearly 9 million square feet spanning 40 operating properties and three in progress ground-up development properties, including a presence in the opportunity to provide flexible, contiguous/adjacent expansion to accommodate the growth of existing tenants.top two life sciences clusters, South San Francisco, California and Cambridge, Massachusetts.
Inpatient Rehabilitation and Long-termLong-Term Acute Care Facilities
We have 29 properties that are operated as LTACs. LTACs have a Medicare average length of stay of greater than 25 days and serve medically complex, chronically ill patients who require a high level of monitoring and specialized care, but whose conditions do not necessitate the continued services of an intensive care unit. The operators of these LTACs have the capability to treat patients who suffer from multiple systemic failures or conditions such as neurological disorders, head injuries, brain stem and spinal cord trauma, cerebral vascular accidents, chemical brain injuries, central nervous system disorders, developmental anomalies and cardiopulmonary disorders. Chronic patients often depend on technology for continued life support, such as mechanical ventilators, total parenteral nutrition, respiration or cardiac monitors and dialysis machines, and, due to their severe medical conditions, generally are not clinically appropriate for admission to a nursing facility or rehabilitation hospital. All of our LTACs are freestanding facilities, and weWe do not own any “hospitals within hospitals.” We also own eight IRFs devoted to the rehabilitation of patients with various neurological, musculoskeletal, orthopedic and other medical conditions following stabilization of their acute medical issues.
Health Systems
We have 1213 properties that are operated as health systems. Health systems provide medical and surgical services, including inpatient care, intensive care, cardiac care, diagnostic services and emergency services. These health systems also provide outpatient services such as outpatient surgery, laboratory, radiology, respiratory therapy, cardiology and physical therapy. In the United States, these health systems receive payments for patient services from the federal government primarily
under the Medicare program, state governments under their respective Medicaid or similar programs, health maintenance organizations, preferred provider organizations, other private insurers and directly from patients.
Skilled Nursing Facilities
We have 16 properties that are operated as SNFs. SNFs provide rehabilitative, restorative, skilled nursing and medical treatment for patients and residents who do not require the high technology, care-intensive, high costhigh-cost setting of an acute care or rehabilitation hospital. Treatment programs include physical, occupational, speech, respiratory and other therapies, including sub-acute clinical protocols such as wound care and intravenous drug treatment. Charges for these services are generally paid from a combination of government reimbursement and private sources.
Geographic Diversification of Properties
Our portfolio of seniors housing and healthcare propertiesassets is broadly diversified by geographic location throughout the United States, Canada and the United Kingdom, with properties in only one state (California) accounting for more than 10% of our total continuing revenues and net operating income (“NOI,” which is defined as total revenues, excluding interest and other income, less property-level operating expenses and office building services costs) for the year ended December 31, 2019.2020.
Loans and Investments
As of December 31, 2019,2020, we had $1.0$0.9 billion of net loans receivable and investments relating to seniorssenior housing and healthcare operators or properties. Our loans receivable and investments provide us with interest income, principal amortization and transaction fees and are typically secured by mortgage liens or leasehold mortgages on the underlying properties and corporate or personal guarantees by affiliates of the borrowing entity. In some cases, the loans are secured by a pledge of ownership interests in the entity or entities that own the related seniors housing or healthcare properties. From time to time, we also make investments in mezzanine loans, which are subordinated to senior secured loans held by other investors that encumber the same real estate. See “NOTE 6—LOANS RECEIVABLE AND INVESTMENTS”“Note 6 – Loans Receivable and Investments” of the Notes to Consolidated Financial Statements included in Part II, Item 8 of this Annual Report on Form 10-K.Report.
Development and Redevelopment Projects
We are party to certain agreements that obligate us to develop seniors housing or healthcare properties funded through capital that we and, in certain circumstances, our joint venture partners provide. As of December 31, 2019,2020, we had 2213 properties under development pursuant to these agreements, including fourthree properties that are owned through unconsolidated real estate entities. In addition, from time to time, we engage in redevelopment projects with respect to our existing seniors housing communitiesproperties to maximize the value, increase NOI, maintain a market-competitive position, achieve property stabilization or change the primary use of the property.
Segment Information
We operate through three reportable business segments: triple-net leased properties, senior living operations and office operations. Non-segment assets, classified as “all other,” consist primarily of corporate assets, including cash, restricted cash, loans receivable and investments, and miscellaneous accounts receivable. Our chief operating decision makers evaluate performance of the combined properties in each reportable business segment and determine how to allocate resources to these segments, in significant part, based on segment NOI and related measures. For further information regarding our business segments and a discussion of our definition of segment NOI, see “NOTE 19—SEGMENT INFORMATION”“Note 19 – Segment Information” of the Notes to Consolidated Financial Statements included in Part II, Item 8 of this Annual Report on Form 10-K.
Significant Tenants, Operators and Managers
The following table summarizes certain information regarding our tenant, operator and manager concentration as of and for the year ended December 31, 2019 (excluding properties classified as held for sale and properties owned by investments in unconsolidated entities as of December 31, 2019):
|
| | | | | | | | | | | |
| | Number of Properties Leased or Managed | | Percent of Total Real Estate Investments (1) | | Percent of Total Revenues | | Percent of NOI |
| Senior living operations | 401 |
| | 43.4 | % | | 55.8 | % | | 31.1 | % |
Brookdale Senior Living (2) | 121 |
| | 7.7 |
| | 4.7 |
| | 8.7 |
|
| Ardent | 11 |
| | 4.7 |
| | 3.1 |
| | 5.8 |
|
| Kindred | 32 |
| | 1.0 |
| | 3.3 |
| | 6.3 |
|
| |
(1) | Based on gross book value. |
| |
(2) | Excludes two properties managed by Brookdale Senior Living pursuant to long-term management agreements and included in the senior living operations reportable business segment. |
Triple-Net Leased Properties
Each ofIn our triple-net leased properties segment, we invest in and own senior housing and healthcare properties throughout the United States and the United Kingdom and lease those properties to healthcare operating companies under “triple-net” or “absolute-net” leases with Brookdale Senior Living, Ardent and Kindred is a triple-net lease that obligatesobligate the tenanttenants to pay all property-related expenses, including maintenance, utilities, repairs, taxes, insurance and capital expenditures, and to
comply with the terms of the mortgage financing documents, if any, affecting the properties.
Senior Living Operations
In our senior living operations segment, we invest in senior housing communities throughout the United States and Canada and engage independent managers, such as Atria and Sunrise, to manage those communities. The REIT Investment
Diversification and Empowerment Act of 2007 (“RIDEA”) permits us to own or partially own qualified healthcare properties in a structure through which we can participate directly in the cash flow of the properties’ operations (as compared to receiving only contractual rent payments under a triple-net lease) in compliance with REIT requirements. In a RIDEA structure, we are required to rely on a third-party manager to manage and operate the property, including procuring supplies, hiring and training all employees, entering into all third-party contracts for the benefit of the property, including resident/patient agreements, complying with laws, including but not limited to healthcare laws, and providing resident care, in exchange for a management fee. As a result, we must rely on our managers’ personnel, expertise, technical resources and information systems, risk management processes, proprietary information, good faith and judgment to manage our senior living operations efficiently and effectively. We also rely on our managers to set appropriate resident fees, to provide accurate property-level financial results in a timely manner and otherwise operate our senior housing communities in compliance with the terms of our management agreements and all applicable laws and regulations.
Office Operations
In our office operations segment, we primarily acquire, own, develop, lease and manage MOBs and research and innovation centers throughout the United States.
Significant Tenants and Managers
The following table summarizes certain information regarding our tenant and manager concentration as of and for the year ended December 31, 2020 (excluding properties classified as held for sale and properties owned by investments in unconsolidated real estate entities as of December 31, 2020):
| | | | | | | | | | | | | | | | | | | | | | | |
| Number of
Properties Leased
or Managed | | Percent of Total Real Estate Investments (1) | | Percent of Total Revenues | | Percent of NOI |
| Senior Living Operations | 432 | | | 47.9 | % | | 58.0 | % | | 29.4 | % |
Brookdale Senior Living (2) | 121 | | | 8.2 | | | 4.4 | | | 9.0 | |
| Ardent | 12 | | | 4.9 | | | 3.2 | | | 6.6 | |
| Kindred | 32 | | | 1.1 | | | 3.5 | | | 7.1 | |
(1)Based on gross book value.
(2)Excludes eight properties managed by Brookdale Senior Living pursuant to long-term management agreements and included in the senior living operations reportable business segment.
Triple-Net Leased Properties
Each of our leases with Brookdale Senior Living, Ardent and Kindred is a triple-net lease. In addition, each of our Brookdale Senior Living, Ardent and Kindred leases has a corporate guaranty.
The properties we lease to Brookdale Senior Living, Ardent and Kindred accounted for a significant portion of our triple-net leased properties segment revenues and NOI for the year ended December 31, 2019. If Brookdale Senior Living, Ardent or Kindred becomes unable or unwilling to satisfy its obligations to us or to renew its leases with us upon expiration of the terms thereof, our financial condition and results of operations could decline, and our ability to service our indebtedness and to make distributions to our stockholders could be impaired. We cannot assure you that Brookdale Senior Living, Ardent and Kindred will have sufficient assets, income and access to financing to enable them to satisfy their respective obligations to us, and any failure, inability or unwillingness by Brookdale Senior Living, Ardent or Kindred to do so could have a material adverse effect on our business, financial condition, results of operations and liquidity, our ability to service our indebtedness and other obligations and our ability to make distributions to our stockholders, as required for us to continue to qualify as a REIT (a “Material Adverse Effect”). We also cannot assure you that Brookdale Senior Living, Ardent and Kindred will elect to renew their respective leases with us upon expiration of the leases or that we will be able to reposition any non-renewed properties on a timely basis or on the same or better economic terms, if at all.2020. See “Risk Factors—Risks Arising from Our Business—Our leasesBusiness Operations and other agreements with Brookdale Senior Living, Ardent and Kindred account for aStrategy Risks—A significant portion of our revenues and operating income; any failure, inability or unwillingness byincome is dependent on a limited number of tenants and managers, including Brookdale Senior Living, Ardent, or Kindred, to satisfy its obligations under our agreements could have a Material Adverse Effect on usAtria and Sunrise.” included in Part I, Item 1A of this Annual Report on Form 10-K.Report.
Brookdale Senior Living Leases
As of December 31, 2019,2020, we leased 121 consolidated properties (excluding twoeight properties managed by Brookdale Senior Living pursuant to long-term management agreements and included in the senior living operations reportable business segment) to Brookdale Senior Living.
Pursuant to ourIn July 2020, we entered into a revised master lease agreement (the “Brookdale Lease”) and certain other agreements (together with the Brookdale Lease, the “Agreements”) with Brookdale Senior Living.
In connection with the revised Brookdale Lease, we received up-front consideration approximating $235 million, which will be amortized over the remaining lease term and consisted of: (a) $162 million in cash including $47 million from the transfer to Ventas of deposits under the Brookdale Lease; (b) a $45 million cash pay note (the “Note”), which has an initial interest rate of 9.0%, increasing 50 basis points per annum, and matures on December 31, 2025; (c) warrants for 16.3 million
shares of Brookdale Senior Living common stock, which are exercisable at any time prior to December 31, 2025 and have an exercise price of $3.00 per share.
Base cash rent under the Brookdale Lease is obligated to pay base rent, which escalates annuallyset at $100 million per annum starting in July 2020, with three percent annual escalators commencing on January 1, 2022. The Brookdale Lease is guaranteed by, and the Note is a specified rate over the prior period base rent. direct obligation of, Brookdale Senior Living.
The warrants are classified within other assets on our Consolidated Balance Sheets. These warrants are measured at fair value with changes in fair value being recognized within other expense in our Consolidated Statements of Income.
As of December 31, 2019,2020, the aggregate 20202021 contractual cash rent due to us from Brookdale Senior Living including a reduction for an annual rent credit equal to $7.0 million, was approximately $182.8$100.3 million, and the current aggregate contractual base rent (computed in accordance with U.S. generally accepted accounting principles (“GAAP”)) due to us from Brookdale Senior Living was approximately $184.1$148.5 million.
Ardent Lease
As of December 31, 2019,2020, we leased 1011 properties (excluding one MOB leased to Ardent under a separate lease) to Ardent pursuant to a single, triple-net master lease agreement. Per our master lease agreement, Ardent is obligated to pay base rent, which escalates annually by the lesser of four times the increase in the Consumer Price Index (“CPI”) for the relevant period and 2.5%. The initial term of the master lease expires on August 31, 2035 and Ardent has one ten-year renewal option.
As of December 31, 2019,2020, the aggregate 20202021 contractual cash rent due to us from Ardent was approximately $120.9$125.9 million, and the current aggregate contractual base rent (computed in accordance with GAAP) due to us from Ardent was also approximately $120.9$126.0 million.
OurWe also hold a 9.8% ownership interest in Ardent, which entitles us to customary minority rights and minority protections, as well as the right to appoint one of 11 members on the Ardent Board of Directors.
Kindred Master Leases
As of December 31, 2019,2020, we leased 29 properties to Kindred pursuant to a master lease agreement. In November 2016, Kindred extended the lease term to 2025 for all of our LTACs operated by Kindred that were scheduled to mature in 2018 and 2020, at the current rent level.
The aggregate annual rent we receive under each Kindred master lease is referred to as “base rent.” Base rent escalates annually at a specified rate over the prior period base rent, contingent, in some cases, upon the satisfaction of specified facility revenue parameters. The annual rent escalator under the Kindred master lease for 25 properties is based on year-over-year changes in CPI, subject to a floor and cap, and is 2.7% for four properties. As of December 31, 2019,2020, the aggregate 20202021 contractual cash rent due to us from Kindred was approximately $127.4$130.4 million, and the current aggregate contractual base rent (computed in accordance with GAAP) due to us from Kindred was approximately $129.4$132.4 million.
Senior Living Operations
As of December 31, 2019,2020, Atria and Sunrise, collectively, provided comprehensive property management and accounting services with respect to 260 consolidated seniors258 of the senior housing communities pursuant to long-term management agreements with us.in our senior living operations segment. Under these management agreements, the operators receive annual base management fees ranging from 4.5% to 7% of revenues generated by the applicable properties and, in some cases, additional management fees based on the achievement of specified performance targets. Our management agreements with Atria have initial terms expiring between 2024 and 2027, and our management agreements with Sunrise have terms expiring between 2030 and 2038. In some cases, our management agreements include renewal provisions.
Because Atria and Sunrise manage our properties in exchange for the receipt of a management fee from us, we are not directly exposed to the credit risk of our managers in the same manner or to the same extent as our triple-net tenants. However, we rely on our managers’ personnel, expertise, technical resources and information systems, proprietary information, good faith and judgment to manage our senior living operations efficiently and effectively. We also rely on our managers to set appropriate resident fees, to provide accurate property-level financials results in a timely manner and otherwise operate our seniors housing communities in compliance with the terms of our management agreements and all applicable laws and regulations. Although we have various rights as the property owner under our management agreements, including various rights to terminate and exercise remedies under the agreements as provided therein, Atria’s or Sunrise’s failure, inability or unwillingness to satisfy its respective obligations under those agreements, to efficiently and effectively manage our properties or to provide timely and accurate accounting information with respect thereto could have a Material Adverse Effect on us. In addition, significant changes in Atria’s or Sunrise’s senior management or equity ownership or any adverse developments in their businesses or financial condition could have a Material Adverse Effect on us. See “Risk Factors—Risks Arising from Our Business—The properties managed by AtriaBusiness Operations and Sunrise account for aStrategy Risk—A significant portion of our revenues and operating income; adverse developments in Atria’sincome is dependent on a limited number of tenants and Sunrise’s business and affairs or financial condition could have a Material Adverse Effect on us” and “—We have rights to terminate our management agreements withmanagers, including Brookdale Senior Living, Ardent, Kindred, Atria and Sunrise in whole or with respect to specific properties under certain circumstances,Sunrise.” and we may be unable to replace Atria or Sunrise if our management agreements are terminated or not renewed” included in Part I, Item 1A of this Annual Report on Form 10-K.Report.
OurWe hold a 34% ownership interest in Atria, which entitles us to customary minority rights and protections, as well as the right to appoint two of the six members on the Atria Board of Directors.
Competition
We generally compete for investments in seniors housing and healthcare real estate assets with publicly traded, private and non-listed healthcare REITs, real estate partnerships, healthcare providers, healthcare lenders and other investors, including developers, banks, insurance companies, pension funds, government-sponsored entities and private equity firms, some of whom may have greater financial resources and lower costs of capital than we do. Increased competition challenges our ability to identify and successfully capitalize on opportunities that meet our objectives, which is affected by, among other factors, the availability of suitable acquisition or investment targets, our ability to negotiate acceptable transaction terms and our access to and cost of capital. See “Risk Factors—Risks Arising from Our Business—Business Operations and Strategy Risk—Our ongoing strategy depends, in part, upon future investments in and acquisitions of, or our development or redevelopment of, seniors housing and healthcare assets, and we may not be successful in identifying and consummating these transactions”future investments and effectively managing our expansion opportunities” included in Part I, Item 1A of this Annual Report on Form 10-K and “NOTE 10—SENIOR NOTES PAYABLE AND OTHER DEBT”“Note 10 – Senior Notes Payable and Other Debt” of the Notes to Consolidated Financial Statements included in Part II, Item 8 of this Annual Report on Form 10-K.Report.
Our tenants operators and managers also compete on a local and regional basis with other healthcare operating companies that provide comparable services. SeniorsSenior housing community, SNF and health systems operators compete to attract and retain residents and patients to our properties based on scope and quality of care, reputation and financial condition, price, location and physical appearance of the properties, services offered, qualified personnel, physician referrals and family preferences. With respect to MOBs and research and innovation centers, we and our third-party managers compete to attract and retain tenants based on many of the same factors, in addition to quality of the affiliated health system, physician preferences and proximity to hospital campuses.or university campuses or life science centers and quality of lab space. The ability of our tenants, operators and managers to compete successfully could be affected by private, federal and state reimbursement programs and other laws and regulations. See “Risk Factors—Risks Arising from Our Business—OurLegal, Compliance and Regulatory Risks—We and our tenants, operatorsborrowers and managers may be adversely affected by healthcare regulation and enforcement” and “—Changes in the reimbursement rates or methods of payment from third-party payors, including insurance companies and the Medicare and Medicaid programs, could have a material adverse effect on certain of our tenants and operators and on usenforcement.” included in Part I, Item 1A of this Annual Report on Form 10-K.Report.
Employees
At Ventas, our experienced team drives our success and creates value. As of December 31, 2019,2020, we had 516448 employees, none of which isare subject to a collective bargaining agreement.
We believeprovide a unique environment that relationsoffers opportunities for our team to use their professional skills, develop their talents and learn from each other as they build successful careers. We are committed to upholding human dignity and equal opportunity under the principles outlined in the United Nations’ Universal Declaration of Human Rights. Our Global Code of Ethics and Business Conduct, Vendor Code of Conduct and Human Rights Policy embed the responsibility to respect human rights in business functions across our operations as well as our supply chain.
The Executive Compensation Committee of our Board of Directors provides oversight on certain human capital matters, including our DE&I efforts, goals and framework. We report on human capital matters at each regularly scheduled meeting of our Board of Directors. The most significant human capital measures and objectives that we focus on include the topics described below.
Talent Attraction and Retention
We strive to foster a culture that attracts and retains individuals who share a passion for integrity, flawless execution, collaborative problem-solving and, above all, excellence. A key component of our ability to attract and retain the top talent in our industry is our investment in our people and their continuous development by providing expansive professional opportunities, best-in-class leadership development and a broad array of workshops and training. Ventas also prides itself in offering an industry-leading compensation and benefits package.
DE&I
Ventas has a long-standing commitment to Diversity, Equity and Inclusion (“DE&I”). We have established a DE&I framework centered around five key pillars of people, culture, investment and financial, changing our society and improving our communities and celebrating our commitments. Development and execution of the DE&I framework is a core component of our 2021 short-term incentive program. Additionally, we incorporated a metric focused on improving the Company’s representation of women employees into our 2020-2022 long-term equity incentive program, to further drive progress and accountability. As of December 31, 2020, our workforce is. As of December 31, 2020, our workforce is 52% male and 48% female, with our employeesBoard of Directors being 36% female.
Health & Safety
Ventas is committed to the health and safety of its employees. The responsibility is shared with each Ventas employee, helping to make our workplaces secure and hazard-free to protect against accidents, personal injury/illness and property damage. Our commitment to health and safety is maintained by effective administration, training and education, and we expect our operating and development partners to comply with applicable company or legal requirements, whichever is more stringent. In response to the COVID-19 pandemic, we seamlessly shifted to a remote work environment ahead of mandatory stay-at-home orders.
Sustainability
Ventas recognizes that sustainable practices and resilience are positive.essential to delivering superior long-term results. Our integrated approach to Environment, Social and Governance (“ESG”) principles animates our actions, decisions and processes. In 2018, we conducted an in-depth ESG prioritization (a “materiality assessment”) using the Global Reporting Initiative (GRI) framework, from which we organized the eight topics identified into three strategic pillars: People, Performance, and Planet. This approach integrates ESG principles throughout our business, ensures focus and reporting on key issues and motivates our daily efforts.
Ventas has an established cross-functional ESG Steering Committee, led by our Chairman and CEO and overseen by our Director of Sustainability, which provides oversight and monitoring of our ESG strategy, with reporting to our Board of Directors. Among other things, Ventas has set ambitious goals to reduce our greenhouse gas emissions, energy, water and waste, and to limit high flood risk properties in our portfolio.
For additional information regarding our ESG efforts, please visit our website at www.ventasreit.com
Insurance
We maintain or require in our lease, management and other agreements that our tenants, operators and managers or other counterparties maintain all applicable lines ofcomprehensive insurance coverage on our properties and their operations. Weoperations with terms, conditions, limits and deductibles that we believe that the amount and scope of insurance coverage provided by our policies and the policies required to be maintained by our tenants, operators and managers are customary for similarly situated companies in each industry and we frequently review our industry. Although we regularly monitor our tenants’, operators’insurance programs and managers’ compliance with their respectiverequirements. The insurance requirements, we cannot assure you that they will maintain the required insurance coverages, and any failure, inability or unwillingness by our tenants, operators and managers to do so could have a Material Adverse Effect on us. We also cannot assure you that we will continue tomaintain or require may take the same levelsform of commercial insurance, coverage under our lease, management and other agreements, that suchcaptive insurance coverage will be available at a reasonable cost in the future or that the policies maintained will fully cover all losses related to our properties upon the occurrence of a catastrophic event, nor can we assure you of the future financial viability of the insurers.self-insurance.
We maintain the property insurance for substantially all ofproperties in our office and senior living operations segment. We also maintain liability insurance for certain office properties, as well as the general and professional liability insurance for our seniorscertain senior housing communities and related operations managed by Atria.in our senior living operations segment. However, Sunrise maintainssome senior housing managers maintain the general and professional liability insurance for our seniorssenior housing communities and related operations that it managesthey manage in accordance with the terms of our management agreements. Under our management agreements with Sunrise, we may elect, on an annual basis, whether we or Sunrise will bear responsibility for maintaining the required insurance coverage for the applicable properties.
Through our office operations, we provide engineering, construction and architectural services in connection with new development projects, and anywe maintain and cause tenants, contractors, design construction or systems failures relatedprofessionals and other parties involved with such services to the properties we develop could result in substantial injury or damage to our clients or third parties. Any such injury or damage claims may arise in the ordinary coursemaintain property and may be assertedliability insurance with respect to ongoing or completed projects. Although we maintain liabilitythose activities.
In May 2020, the Company formed a wholly owned captive insurance to protect us against these claims, if any claim results in a loss, we cannot assure you that our policy limits would be adequate to cover the loss in full. If we sustain losses in excess of ourcompany, which provides insurance coverage we may be required to payfor losses below the differencedeductible and we could lose our investment in, or experience reduced profits and cash flows from,within the affected MOB or research and innovation center, which could have a Material Adverse Effect on us.
For various reasons, including to reduce and manage costs, many healthcare companies utilize different organizational and corporate structures coupled with self-insurance trusts or captive programs that may provide less coverage than a traditional insurance policy. As a result, companies that self-insure could incur large funded and unfundedself-insured retention of the commercial property, general and professional liability expenses, which could have a material adverse effect on their liquidity, financial condition and results of operations. The implementation of a trust or captive by anyinsurance that we maintain for certain of our tenants, operators or managers could adversely affect such person’s ability to satisfy its obligations under, or otherwise comply with the termsOffice and senior living operations locations. The Company created this captive as part of its respective lease,overall risk management program and other agreements with us, which could have a Material Adverse Effect on us. Likewise, if we decide to implement a captive or self-insurance program, any large funded and unfunded general and professional liability expenses that we incur could have a Material Adverse Effect on us.stabilize insurance costs.
Additional Information
We maintain a website at www.ventasreit.com. The information on our website is not incorporated by reference in this Annual Report, on Form 10-K, and our web address is included as an inactive textual reference only.
We make available, free of charge, through our website our Annual Report, on Form 10-K, Quarterly Reports on Form 10-Q, Current Reports on Form 8-K and amendments to those reports filed or furnished pursuant to Section 13 or 15(d) of the Exchange Act as soon as reasonably practicable after we electronically file such material with, or furnish it to, the SEC. In addition, our Guidelines on Governance, our Global Code of Ethics and Business Conduct (including waivers from and amendments to that
document) and the charters for each of our Audit and Compliance, Nominating and Corporate Governance and Executive Compensation Committees are available on our website, and we will mail copies of the foregoing documents to stockholders, free of charge, upon request to our Corporate Secretary at Ventas, Inc., 353 North Clark Street, Suite 3300, Chicago, Illinois 60654.
GOVERNMENTALGOVERNMENT REGULATION
Governmental Response to the COVID-19 Pandemic
In response to the COVID-19 pandemic, in 2020, Congress enacted a series of economic stimulus and relief measures through the Coronavirus Aid, Relief and Economic Security Act (the “CARES Act”), the Paycheck Protection Program and Health Care Enhancement Act (the “PPPHCE Act”) and the Consolidated Appropriations Act, 2021 (“CAA”). In total, the CARES Act, the PPPHCE Act and the CAA authorize approximately $175 billion to be distributed to healthcare providers through the Public Health and Social Services Emergency Fund (“Provider Relief Fund”), which is administered by the U.S. Department of Health & Human Services (“HHS”). These grants are intended to reimburse eligible providers for expenses incurred to prevent, prepare for and respond to COVID-19 and lost revenues attributable to COVID-19. Recipients are not required to repay distributions from the Provider Relief Fund, provided that they attest to and comply with certain terms and conditions, including, not using grants received from the Provider Relief Fund to reimburse expenses or losses that other sources are obligated to reimburse, reporting and record keeping requirements and cooperating with any government audits.
HHS began distributing Provider Relief Fund grants in April 2020 and has made grants available to various provider groups in phases. We applied for and received grants under Phase 2 and Phase 3 of the Provider Relief Fund on behalf of the assisted living communities in our senior living operations segment and may apply for additional grants in the future. Many of our senior housing, hospital, health system, medical office and other tenants also received grants from the Provider Relief Fund. HHS continues to evaluate and provide allocations of, and issue regulations and guidance regarding, grants made under the CARES Act and related legislation. We continue to monitor and evaluate the terms and conditions associated with payments received under the Provider Relief Fund.
The CARES Act and related legislation also make other forms of financial assistance available to healthcare providers, which has benefited our tenants and our senior living operations segment to varying degrees. This assistance includes Medicare and Medicaid payment adjustments and an expansion of the Medicare Accelerated and Advance Payment Program, which made available accelerated payments of Medicare funds in order to increase cash flow to providers. These payments are loans that providers must repay. Effective October 2020, the Centers for Medicare & Medicaid Services (“CMS”) is no longer accepting applications for accelerated or advance payments. The Cares Act and related legislation also suspended Medicare sequestration payment adjustments, which would have otherwise reduced payments to Medicare providers by 2%, from May 1, 2020 through March 31, 2021, but also extended sequestration through 2030. These laws also include provisions intended to expand coverage of COVID-19 testing and preventive services, address healthcare workforce needs and ease other legal and regulatory burdens on healthcare providers. Due to the recent enactment of the CARES Act, the PPPHCE Act, and the CAA, there is a high degree of uncertainty surrounding their implementation, and the public health emergency continues to evolve. See “Risk Factors—COVID-19 Risks—There is a high degree of uncertainty regarding the implementation and impact of the CARES Act and other pandemic-related legislation and any future COVID-19 relief measures. There can be no assurance as to the total amount of financial assistance we or our tenants or borrowers will receive or that we will be able to benefit from provisions intended to increase access to resources and ease regulatory burdens for healthcare providers.” included in Part I, Item 1A of this Annual Report.
Federal, state and local governments and agencies have implemented or announced other programs to provide financial and other support to businesses affected by the COVID-19 pandemic, some of which have benefited our tenants, borrowers, managers and our senior living operations segment, but that impose significant regulatory and compliance obligations.
United States Healthcare Regulation, Licensing and Enforcement
Overview
OurWe, along with our tenants, operatorsborrowers, and managers in the United States, are typically subject to or impacted by extensive and complex federal, state and local healthcare laws and regulations, including laws and regulations relating to quality of care, licensure and certificatecertificates of need (“CON”), conduct of operations, government reimbursement, such as Medicare and Medicaid, fraud and abuse, practices, qualifications of personnel, appropriateness and classification of care, adequacy of plant and equipment, and otherdata security and privacy. Although the effects of these laws and regulations governingon our business are typically indirect, some of these laws and regulations apply directly to us and the operation ofsenior housing communities in our senior living operations segment,
where we generally hold the applicable healthcare facilities.licenses and enroll in applicable reimbursement programs. Healthcare is a highly regulated industrylaws and that trend will, in general, continue in the future. The applicable rulesregulations are wide-ranging, and can subject our tenants, operators and managers tononcompliance may result in the imposition of civil, criminal, and administrative sanctions,penalties, including: the possible loss or suspension of accreditation, licenses or license;CONs; suspension of or non-payment for new admissions; denial of reimbursement; imposition of fines; suspension, decertification, or exclusion from federal and state healthcare programs; or facility closure. Changes in laws or regulations, reimbursement policies, enforcement activity and regulatory non-compliance by us or our tenants, operators andborrowers or managers can allcould have a significant effect on our and their operations and financial condition, which in turn may adversely impact us, as detailed below and set forth under “Risk Factors” in Part I, Item 1A of this Annual Report on Form 10-K.
A shift toward less comprehensive health coverage facilitated by current presidential administration regulation and new Medicaid waiver programs has the potential to reduce the number of people with health insurance coverage. Additionally, coverage expansions via the Affordable Care Act (the “ACA”) through Medicaid expansion and health insurance exchanges may be scaled back by litigation that may strike some or all of the ACA, or waiver programs that reduce the number of people with Medicaid in a given state.
Beyond this, significant changes to commercial health insurance and government sponsored insurance (i.e. Medicare and Medicaid) remain possible. Commercial and government payors, are likely to continue imposing greater discounts and more stringent cost controls upon operators, through changes in reimbursement rates and methodologies, discounted fee structures, the assumption by healthcare providers of all or a portion of the financial risk or otherwise. A shift toward less comprehensive health insurance coverage and increased consumer cost-sharing on health expenditures could have a material adverse effect on certain of our operators’ liquidity, financial condition and results of operations and, in turn, their ability to satisfy their contractual obligations, including making rental payments under and otherwise complying with the terms of our leases.
Licensure, Certification and CONs
In general, the operatorsRegulation of our inpatientsenior housing communities consists primarily of state and local laws that may require licenses, certifications and permits, and may vary greatly from one jurisdiction to another.Our senior housing communities that receive Medicaid payments are also subject to extensive federal laws and regulation.Inpatient rehabilitation and long-term acute care facilities, health systems, and skilled nursing facilities, (collectively “healthcare facilities”)which we do not directly operate, are typically subject to extensive federal and state regulation and must be licensedhold various licenses, certifications, and periodically certified through various regulatory agencies that determine compliance with federal, state and local laws to participate in the Medicare and Medicaid programs. Legal requirements pertaining to such licensurepermits.Licensure and certification relatemay be conditioned on requirements related to, among other things, the quality of medical care provided by thean operator, qualifications of the operator’s administrative personnel and clinical staff, adequacy of the physical plant and equipment and continuing compliance with applicable laws and regulations. AFederal and state government agencies have issued additional requirements in connection with the COVID-19 pandemic.For example, CMS is requiring testing of skilled nursing facility staff and residents for COVID-19 and reporting of COVID-19 data to the Centers for Disease Control and Prevention (“CDC”).
Sanctions for failure to comply with licensure and certification laws and regulations include loss of licensure or certification could adversely affect a healthcare facility operator’sand ability to participate in or receive payments from the Medicare and Medicaid programs, which, in turn,suspension of or non-payment for new admissions, fines, and potential criminal penalties.Even if we are not the operator of a facility, imposition of such sanctions could adversely affect itsthe healthcare facility operator’s ability to satisfy its obligations to us.Further, if we have to replace a tenant, we may experience difficulties in finding a replacement and effectively and efficiently transitioning the property to a new tenant.See “Risk Factors—Our Business Operations and Strategy Risks—If we need to replace any of our tenants or managers, we may be unable to do so on as favorable terms, or at all, and we could be subject to delays, limitations and expenses, which could adversely affect our business, financial condition and results of operations.” included in Part I, Item 1A of this Annual Report.
In addition, many of our healthcarelicensed facilities and tenants are subject to state certificate of need (“CON”)CON laws, thatwhich require governmental approval prior to the development or expansion of healthcarelicensed facilities and services.The approval process in these states with CON laws generally requires a facility to demonstrate the need for additional or expanded healthcarelicensed facilities or services.CONs, where applicable, are also sometimes necessary for changes in ownership or control of licensed facilities, addition of beds, investment in major capital equipment, introduction of new services or termination of services previously approved through the CON process.CON laws and regulations may restrict an operator’sour or our tenants’ ability to expand our properties and grow its business in certain circumstances, which could have an adverse effect on the operator’s revenues and, in turn, its ability to make rental payments under and otherwise comply with the terms of our leases. See “Risk Factors-Risks Arising from Our Business-If we must replace any of our tenants or operators, we might be unable to reposition the properties on as favorable terms, or at all, and we could be subject to delays, limitations and expenses, which could have a Material Adverse Effect on us” included in Part I, Item 1A of this Annual Report on Form 10-K.their revenues.
Compared to healthcare facilities, seniors housing communities (other than those that receive Medicaid payments) do not receive significant funding from governmental healthcare programs and are subject to relatively few, if any, federal regulations. Instead, to the extent they are regulated, such regulation consists primarily of state and local laws governing licensure, provision of services, staffing requirements and other operational matters, which vary greatly from one jurisdiction to another. Although recent growth in the U.S. seniors housing industry has attracted the attention of various federal agencies that believe more federal regulation of these properties is necessary, Congress thus far has deferred to state regulation of seniors
housing communities. However, as a result of this growth and increased federal scrutiny, some states have revised and strengthened their regulation of seniors housing communities, and more states are expected to do the same in the future.
As discussed in greater detail below, a number of states have instituted Medicaid waiver programs that blend the functions of healthcare and custodial care providers, and expand the scope of services that can be provided under certain licenses. The trend toward this kind of experimentation is likely to continue, and even hasten, under Republican leadership. The temporary and experimental nature of these programs means that states will also continue to adjust their licensing and certification processes which might result in some providers facing increased competition and others facing new requirements.
Fraud and Abuse Enforcement
Healthcare facilities and seniors housing communities that receive Medicaid paymentsParticipants in the U.S. healthcare industry are subject to various complex federal and state civil and localcriminal laws and regulations that governgoverning healthcare providers'provider referrals, relationships and arrangements and prohibit fraudulent and abusive business practices. arrangements.These laws and regulations include, among others:
Federalinclude: (i) federal and state false claims acts, which among other things,generally prohibit healthcare providers from filing false claims or making false statements to receive payment from Medicare, Medicaid or other governmentalfederal or state healthcare programs;
Federal (ii) federal and state anti-kickback and fee-splitting statutes, including the Medicare and Medicaid anti-kickback statute,federal Anti-Kickback Statute, which prohibitprohibits the payment or receipt or solicitation of any remuneration to induce referrals of patients foror generate business involving healthcare items or services coveredpayable by a governmental healthcare program, including Medicare andor Medicaid;
Federal (iii) federal and state physician self-referral laws, including the federal Stark Law, which generally prohibits physicians from referring patients enrolled in certain governmental healthcare programs to providersprohibit referrals of certain designated health services inby physicians to entities with which the referring physician or an immediate family member ofhas a financial relationship; and (iv) the referring physician has an ownership or other financial interest;
The federal Civil Monetary Penalties Law, which authorizesrequires a lower burden of proof than other fraud and abuse laws and prohibits, among other things, the U.S. Departmentknowing presentation of Health and Human Services (“HHS”) to impose civil penalties administrativelya false or fraudulent claim for fraudulent acts; and
State and federal data privacy and security laws, including the privacy and security rules of the Health Insurance Portability and Accountability Act of 1996, which provide for the privacy and security of certain individually identifiable health information.
Violating these healthcare fraud and abuse laws and regulations may result in criminal and civil penalties, such as punitive sanctions, damage assessments, monetary penalties, imprisonment, denial of Medicare and Medicaid payments, and exclusion from the Medicare and Medicaid programs. The responsibility for enforcing theseThese laws and regulations lies withare enforced by a variety orof federal, state and
local governmental agencies, howeverand many of the laws and regulations can also be enforced by private litigants through federal and state false claims acts and other laws that allow private individuals to bring whistleblower suits known as qui tamactions.
Reimbursement
Sources of revenue for us and some of our tenants include, among others, governmental healthcare programs, such as the federal Medicare programs and state Medicaid programs, and non-governmental third-party payors, such as insurance carriers and health maintenance organizations.Medicare is a federal health insurance program for persons age 65 and over, some disabled persons and persons with end-stage renal disease.Medicaid is a medical assistance program for eligible needy persons that is funded jointly by federal and state governments and administered by the states.Medicaid eligibility requirements and benefits vary by state.The Medicare and Medicaid programs are highly regulated and subject to frequent and substantial changes resulting from legislation, regulations and administrative and judicial interpretations of existing law.
As federal and state governments face significant budgetary pressures, they continue efforts to reduce Medicare and Medicaid spending through methods such as reductions in reimbursement rates and increased enrollment in managed care programs.Private payors are typically for-profit companies and are continuously seeking opportunities to control healthcare costs.In some cases, private payors rely on government reimbursement systems to determine reimbursement rates, such that reductions in Medicare and Medicaid payment rates may negatively impact payments from private payors.These changes may result in reduced or slower growth in reimbursement for certain services provided by some of our tenants and managers.Additionally, the U.S. Congress has significantly increased fundingand certain state legislatures have introduced and passed a large number of proposals and legislation designed to the governmental agencies charged with enforcingmake major changes in the healthcare fraudsystem, including changes that directly or indirectly affect reimbursement.Several of these laws, including the Patient Protection and abuse laws to facilitate increased audits, investigations and prosecutions of providers suspected of healthcare fraud. As a result, government investigations and enforcement actions brought against healthcare providers have increased significantly in recent years and are expected to continue. A violation of federal or state anti-fraud and abuse laws or regulationsAffordable Care Act, as amended by an operator of our properties could have a material adverse effect on the operator’s liquidity, financial condition or results of operations, which could adversely affect its ability to satisfy its contractual obligations, including making rental payments under and otherwise complying with the terms of our leases.
The current presidential administration has signaled it will expand current efforts to enforce healthcare fraud and abuse laws by increasing funding for the Health Care Fraud and Abuse Control program. Additionally, government officials within HHS and the U.S. DepartmentEducation Reconciliation Act of Justice2010 (the “Affordable Care Act”), have stated that they will make it a high priority to prosecute fraud and abuse in federal claims. Further, many state Medicaid programs continue to devote additional resources to fraud, waste, and abuse initiatives. Medicaid reform plans might include lowering the growth rate of Medicaid spending, which will put pressure on states to exert greater scrutiny over the utilization of services. It is likely that states will have increased flexibility and incentive to monitor utilization patterns and take action against outlier providers.
Medicare’s fraud, waste, and abuse initiatives continue to be refined and refocused. Moratoria on new home health providers obtaining Medicare provider status and higher fees for labs show that the federal government will take actions to contain the number of providers that can bill Medicare in areas where wasteful billing is believed to exist. The current administration has proposed expanding the extrapolated methods of the Recovery Audit Contractor program, which has recovered more than $2 billion for the Medicare program, into the Medicare Advantage program. Further expansion of these larger finding audits may be implemented in the future.
Reimbursement
The majority of SNF reimbursement, and a significant percentage of health system, IRF and LTAC reimbursement, is through Medicare and Medicaid. Medical buildings and other healthcare related properties have provider tenants that participate in Medicare and Medicaid. These programs are often their largest source of funding. Seniors housing communities generally do not receive fundingpromoted shifting from Medicare or Medicaid, but their ability to retain their residents is impacted by policy decisions and initiatives established by the administrators of Medicare and Medicaid. The passage of the ACA in 2010 allowed formerly uninsured Americans to acquire coverage and utilize additional health care services. In addition, the ACA gave new authorities to implement Medicaid waiver and pilot programs that impact healthcare and long term custodial care reimbursement by Medicare and Medicaid. These activities promote “aging in place”, allowing senior citizens to stay longer in seniors housing communities, and diverting or delaying their admission into SNFs. The potential risks that accompany these regulatory and market changes are discussed below.
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• | As a result of the ACA, and specifically Medicaid expansion and establishment of health insurance exchanges providing subsidized health insurance, an estimated seventeen million more Americans have health insurance than in 2010. These newly-insured Americans utilize services delivered by providers at medical buildings and other healthcare facilities. The ACA was nearly repealed in 2017 and the current presidential administration continues to promulgate regulations to encourage the purchase of less comprehensive forms of health insurance for individuals and families unable to purchase health insurance on their own. In addition, the continued litigation regarding Texas v Azar may result in some or all of the ACA being invalidated. Such a determination could leave uninsured the roughly twenty million people currently covered by health insurance exchange qualified plans or by Medicaid expansion.
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Enabled by the Medicare Modernization Act (2003) and subsequent laws, Medicare and Medicaid have implemented pilot programs (officially termed demonstrations or models) to “divert” elderly from SNFs and promote “aging in place” in “the least restrictive environment.” Several states have implemented home and community-based Medicaid waiver programs that increase the support services available to senior citizens in senior housing, lengthening the time that many seniors can live outside of a SNF. These Medicaid waiver programs are subject to re-approval and pilots are time-limited. The current presidential administration is not necessarily opposed to these efforts, but is committed to giving states greater control of their Medicaid programs. The current administration has also approved several community engagement waivers that, based on the first implemented waiver in Arkansas, may result in tens thousands of people losing Medicaid coverage. The results of these reforms could be the modification or curtailment of a number of existing pilots and the number of people covered by Medicaid.
CMS is currently in the midst of transitioning Medicare from a traditional fee-for-service reimbursement modelmodels to capitatedalternative payment models that tie reimbursement to quality and value-based approaches in which the government pays a set amount for each beneficiary for a defined periodcost of time, based on that person’s underlying medical needs, rather than the actual services provided. The result is increasing use of management tools to oversee individual providers and coordinate their services. This puts downward pressure on the number and expense of services provided. Roughly 10 million Medicare beneficiaries now receive care, viasuch as accountable care organizations and another 21 million are enrolled in Medicare Advantage health plans. The continued trend toward capitatedbundled payments.It is difficult to predict the nature and value-based approaches - particularly Medicare Advantage, which is expectedsuccess of future financial or delivery system reforms, but changes to grow under the current presidential administration - has the potential to diminish the market for certain healthcare providers, particularly specialist physiciansreimbursement rates and providers of particular diagnostic technologies such as medical resonance imaging services. Thisrelated policies could adversely impact the medical properties that house these physiciansour and medical technology providers.our tenants’ results of operations.
The majority of Medicare payments continue to be made through traditional Medicare Part A and Part B fee-for-service schedules. Medicare’s payment regulations, particularly with respect to certain hospitals, skilled nursing care, and home health services have resulted in lower net pay increases than providers of those services often desire. In addition, the Medicare and CHIP Reauthorization Act (MACRA) of 2015 establishes a multi-year transition into pay-for-quality approaches for Medicare physicians and other providers. This will include payment reductions for providers who do not meet government quality standards. The implementation of pay-for-quality models is expected to produce funding disparities that could adversely impact some provider tenants in MOBs and other health care properties.
In 2019, federal regulators took a number of steps that could impact the operation of SNFs. For example, the federal government now publicly posts a large number of SNFs that are suspected of providing substandard care. A regulation proposed at the end of 2019, if finalized as proposed, would curb state provider taxes and fees that leverage the federal Medicaid match to deliver greater net funding to institutional provider such as SNFs. Moves to further regulate SNFs in 2020 are possible.
For the year ended December 31, 2019,2020, approximately 7.3%7.2% of our total revenues and 13.3%15.0% of our total NOI (in each case excluding amounts in discontinued operations) were attributable to acute and post-acute healthcare facilities in which our third-party tenants receive reimbursement for their services under governmental healthcare programs, such as Medicare and Medicaid.We are neither a participant in, nor a direct recipient of, any reimbursement under these programs with respect to those leased facilities.
Data Privacy and Security
Privacy and security regulations issued pursuant to the Health Insurance Portability and Accountability Act of 1996, as amended ( “HIPAA”), restrict the use and disclosure of individually identifiable health information (“protected health information” or “PHI”), provide for individual rights, and require safeguards for PHI and notification of breaches of unsecure PHI. Entities subject to HIPAA include most healthcare providers, including some of our tenants and borrowers. These covered entities are required to implement administrative, physical and technical practices to protect the security of individually identifiable health information that is electronically maintained or transmitted. Business associates of covered entities who create, receive, maintain or transmit PHI are also subject to certain HIPAA provisions. Violations of HIPAA may result in substantial civil and/or criminal fines and penalties.
There are several other laws and legislative and regulatory initiatives at the federal and state levels addressing privacy and security of personal information. For example, the Federal Trade Commission uses its consumer protection authority to initiate enforcement actions in response to data breaches. In most cases, we depend on our tenants and managers to fulfill any compliance obligations with respect to HIPAA and other privacy and security laws and regulations.
International Healthcare Regulation
We own senior housing communities in Canada and the United Kingdom. Senior living residences in Canada are provincially regulated. Within each province, there are different categories for senior living residences that are generally based on the level of care sought or required by a resident (e.g., assisted or retirement living, senior living residences, residential care, long-term care). In some of these categories and depending on the province, residences may be government funded, or the individual residents may be eligible for a government subsidy, while other residences are exclusively private-pay. The
governing legislation and regulations vary by province, but generally impose licensing requirements and minimum standards of care for senior living residences. These laws empower regulators in each province to take a variety of steps to ensure compliance, conduct inspections, issue reports and generally regulate the industry. Our communities in Canada are also subject to privacy legislation, including, in certain provinces, privacy laws specifically related to personal health information. Although the obligations of senior living residences in the various provinces differ, they all include the obligation to protect personal information. The powers of privacy regulators and penalties for violations of privacy law vary according to the applicable law or are left to the courts. Our senior living residences in Canada are also subject to a variety of other laws and regulations, including minimum wage standards and other employment laws.
In the United Kingdom, our senior housing communities are principally regulated as “care home services” under the Health and Social Care Act 2008. This legislation subjects service providers to standards of care and requires, among other things, that all persons carrying out such activities, and the managers of such persons, be registered. Providers of care home services are also subject (as data controllers) to laws and regulations governing their use of personal data (including in relation to their employees, clients and recipients of their services). These laws take the form of the U.K.’s Data Protection Act 2018. The Data Protection Act imposes a significant number of obligations on controllers with the potential for fines of up to 4% of annual worldwide turnover or €20 million, whichever is greater. Our business operations in the United Kingdom are also subject to a range of other regulations, such as the U.K. Bribery Act 2010, minimum wage standards and other employment laws.
The United Kingdom exited from the EU on January 31, 2020. The impact of Brexit on the healthcare industry will depend on a variety of factors, including the evolution of healthcare regulatory and immigration policy and the broader economic outlook in the United Kingdom.
Regulation Impacting Life Science, Research and Innovation Centers
In 2016, we enteredWe lease a number of our assets to tenants in the life science, research and innovation sector. These tenants consist of university-affiliated organizations and other private sector through the acquisitions of substantially all of the university affiliated research and innovation real estate assets of Wexford Science & Technology, LLC from affiliates of Blackstone Real Estate Partners VIII, L.P. The research and innovationcompanies. These tenants of these assets are largely university-affiliated organizations. These university-affiliated research and innovation tenants aremay be dependent on private investors, the federal government or other sources of funding to varying degrees.support their activities. Creating a new pharmaceutical product or medical device requires substantial investments of time and capital, in part because of the extensive regulation of the healthcare industry; it also entails considerable risk of failure in demonstrating that the product is safe and effective and in gaining regulatory approval and market acceptance. Therefore, our tenants in the life science, research and innovation industry face high levels of regulation, expense and uncertainty. See “Risk Factors—Environmental, Economic and Market Risks—Our life science, R&I tenants face unique levels of regulation, expense and uncertainty.” included in Part I, Item 1A of this Annual Report.
Some of our research and innovation tenants require significant outlays of funds for the research, development and clinical testing of their products and technologies. If private investors, the federal government or other sources of funding are unavailable to support such activities, a tenant’s research and innovation operation may be adversely affected or fail. Further, the research, development, clinical testing, manufacture and marketing of some of our tenants’ products requires federal, state and foreign regulatory approvals which may be costly or difficult to obtain. Even after a research and innovation tenant gains regulatory approval and market acceptance for a product, the product may still present significant regulatory and liability risks, including, among others, the possible later discovery of safety concerns, competition from new products and the expiration of patent protection for the product. Our tenants with marketable products may be adversely affected by healthcare reform and government reimbursement policies, including changes under the current presidential administration or by private healthcare payors. Likewise,
Tax Regulation
We elected to be taxed as a REIT under Sections 856 through 860 of the Internal Revenue Code (the “Code”), commencing with our tenants maytaxable year ended December 31, 1999. Provided we qualify for taxation as a REIT, we generally will not be unablerequired to adequately protect their intellectual propertypay U.S. federal corporate income taxes on our REIT taxable income that is currently distributed to our stockholders. This treatment substantially eliminates the “double taxation” that ordinarily results from investment in a C corporation. We will, however, be required to pay U.S. federal income tax in certain circumstances.
The Code defines a REIT as a corporation, trust or association:
(1) that is managed by one or more trustees or directors;
(2) that issues transferable shares or transferable certificates to evidence its beneficial ownership;
(3) that would be taxable as a domestic corporation, but for Sections 856 through 860 of the Code;
(4) that is not a financial institution or an insurance company within the meaning of certain provisions of the Code;
(5) that is beneficially owned by 100 or more persons;
(6) not more than 50% in value of the outstanding stock of which is owned, actually or constructively, by five or fewer individuals, including certain specified entities, during the last half of each taxable year; and
(7) that meets other tests, regarding the nature of its income and assets and the amount of its distributions.
We believe that we have been organized and have operated in a manner that has allowed us, and will continue to allow us, to satisfy conditions (1) through (7) inclusive, during the relevant time periods, and we intend to continue to be organized and operate in this manner. However, qualification and taxation as a REIT depend upon our ability to meet the various qualification tests imposed under patent, copyrightthe Code, including through actual operating results, asset composition, distribution levels and diversity of stock ownership. Accordingly, no assurance can be given that we will be organized or trade secret laws. will be able to operate in a manner so as to qualify or remain qualified as a REIT.
If we lose our researchstatus as a REIT (currently or with respect to any tax years for which the statute of limitations has not expired), we will face serious tax consequences that will substantially reduce the funds available to satisfy our obligations, to implement our business strategy and innovation tenants’ businessesto make distributions to our stockholders for each of the years involved because:
•We would not be allowed a deduction for distributions to stockholders in computing our taxable income and would be subject to regular U.S. federal corporate income tax;
•We could be subject to increased state and local taxes; and
•Unless we are adversely affected, they may have difficulty making paymentsentitled to us,relief under statutory provisions, we could not elect to be subject to tax as a REIT for four taxable years following the year during which we were disqualified.
In addition, in such event we would no longer be required to pay dividends to maintain REIT status, which could materially adversely affect the value of our business, results of operations and financial condition.common stock. See “Risk Factors—Our REIT Status Risks”.
Environmental Regulation
AsA wide variety of federal, state and local environmental and occupational health and safety laws and regulations affect our assets. We are committed to not only meeting these requirements of these laws and regulations, but exceeding them through our Environmental, Social and Governance activities.See “—Sustainability.”
However, these complex federal and state statutes, and their enforcement, involve a myriad of regulations, many of which involve strict liability on the part of the potential offender. Some of these federal and state statutes may directly impact us. Under various federal, state and local environmental laws, ordinances and regulations, an owner of real property we are subject to various federal, state and local laws and regulations regarding environmental, health and safety matters.
These laws and regulations address, among other things, asbestos, polychlorinated biphenyls, fuel oil management, wastewater discharges, air emissions, radioactive materials, medical wastes, and hazardous wastes, and, in certain cases,or a secured lender, such as us, may be liable for the costs of complyingremoval or remediation of hazardous or toxic substances at, under or disposed of in connection with these lawssuch property, as well as other potential costs relating to hazardous or toxic substances (including government fines and regulationsdamages for injuries to persons and the penalties for non-compliance can be substantial. adjacent property).
With respect to our properties that are operated or managed by third parties, we may be held primarily or jointly and severally liable for costs relating to the investigation and clean-upcleanup of any property from which there is or has been an actual or threatened release of a regulated material and any other affected properties, regardless of whether we knew of or caused the release. Such costs typically are not limited by law or regulation and could exceed the property’s value. In addition, we may be liable for certain other costs, such as governmental fines and injuries to persons, property or natural resources, as a result of any such actual or threatened release. See “Risk Factors-Risks Arising from Factors—Our Business-We could incur substantialBusiness Operations and Strategy Risks—Our operating assets may expose us to various operational risks, liabilities and claims that could adversely affect our ability to generate revenues or increase our costs if anyand could adversely affect our business, financial condition and results of
our properties are found to be contaminated with hazardous substances or we become involved in any environmental disputes” operations.” included in Part I, Item 1A of this Annual Report on Form 10-K.Report.
Under the terms of our lease, management and other agreements, we generally have a right to indemnification by the tenants operators and managers of our properties for any contamination caused by them. However, we cannot assure you that our tenants, operators and managers will have the financial capability or willingness to satisfy their respective indemnification obligations to us, and any failure, inability or unwillingness to do so may require us to satisfy the underlying environmental claims.
In general, we have also agreed to indemnify our tenants and operatorsmanagers against any environmental claims (including penalties and clean-upcleanup costs) resulting from any condition arising in, on or under, or relating to, the leased properties at any time before the applicable lease commencement date. With respect to our senior living operating portfolio, we have agreed to indemnify our managers against any environmental claims (including penalties and clean- upcleanup costs) resulting from any condition on those properties, unless the manager caused or contributed to that condition.
We did not make any material capital expenditures in connection with environmental, health, and safety laws, ordinances and regulations in 2019 and do not expect that we will be required to make any such material capital expenditures during 2020.
Canada
In Canada, seniors housing communities are currently generally subject to significantly less regulation than skilled nursing facilities and hospitals, and the regulation of such facilities is principally a matter of provincial and municipal jurisdiction. As a result, the regulatory regimes that apply to seniors housing communities vary depending on the province (and in certain circumstances, the city) in which a facility is located. Recently, certain Canadian provinces have taken steps to implement regulatory measures that could result in enhanced regulation for seniors housing communities in such provinces.
ITEM 1A. Risk Factors
This section discusses the most significantmaterial factors that affect our business, operations and financial condition. It does not describe all risks and uncertainties applicable to us, our industry or ownership of our securities. If any of the following risks, or any other risks and uncertainties that are not addressed below or that we have not yet identified, actually occur, we could be materially adversely affected and the value of our securities could decline.
We have grouped these risk factorsAs set forth below, we believe that the risks we face generally fall into three generalthe following categories:
•COVID-19 Risks arising from
•Our Business Operations and Strategy Risks
•Environmental, Economic and Market Risks
•Our Capital Structure Risks
•Our Legal, Compliance and Regulatory Risks
•Our REIT Status Risks
COVID-19 Risks
The ongoing COVID-19 pandemic and measures intended to prevent its spread have had and may continue to have a material adverse effect on our business;business, financial condition and results of operations.
Risks arising fromThe COVID-19 pandemic and measures to prevent its spread have materially negatively impacted our capital structure;businesses in a number of ways and
Risks arising from is expected to continue to do so. For instance, operating costs at our statussenior housing communities have increased as a REIT.
Risks Arising from Our Business
Theresult of the introduction of public health measures and other operational and regulatory changes affecting our properties managed by Atria and Sunrise account for a significant portionour operations, while occupancy and revenue have decreased. Certain of our revenuestenants and operating income; adverse developments in Atria’smanagers have incurred significant costs or losses as a result of the pandemic, and Sunrise’s business and affairs or financial condition could have a Material Adverse Effect on us.
As of December 31, 2019, Atria and Sunrise, collectively, managed 260 of our consolidated seniors housing communities pursuantmay continue to long-term management agreements. These properties represent a substantial portion of our portfolio, based on their gross book value, and account for a significant portion of our revenues and NOI. Although we have various rights as the property owner under our management agreements, we rely on Atria’s and Sunrise’s personnel, expertise, technical resources and information systems, proprietary information, good faith and judgment to manage our senior living operations. We also rely on Atria and Sunrise to set appropriate resident fees, to provide accurate property-level financial results for our properties in a timely manner and to otherwise operate our seniors housing communities in compliance with the terms of our management agreements and all applicable laws and regulations. For example, we depend on Atria’s and Sunrise’s ability to attract and retain skilled management personnel who are responsible for the day-to-day operations of our seniors housing communities. A shortage of nurses or other trained personnel or general inflationary pressures may force Atria or Sunrise to enhance its pay and benefits package to compete effectively for such personnel, but it may not be able to offset these added
costs by increasing the rates charged to residents. Any increase in labor costs and other property operating expenses, any failure by Atria or Sunrise to attract and retain qualified personnel, or significant changes in Atria’s or Sunrise’s senior management or equity ownershipdo so, which could adversely affect our results of operations.
Although we continue to undertake extensive efforts to ensure the income we receive from our seniors housing communities and have a Material Adverse Effect on us.
Because Atria and Sunrise managesafety of our properties, employees and residents and to provide operator support in exchangethis regard, the impact of the COVID-19 pandemic on our facilities could result in additional operational costs. The effects of shelter-in-place and stay-at-home orders, including remote work arrangements for the receiptan extended period of a management fee from us, we aretime, could strain our business continuity plans, introduce operational risk, including but not directly exposedlimited to the credit risk ofcybersecurity risks, and impair our managers in the same manner or to the same extent as our triple-net tenants. However, any adverse developments in Atria’s and Sunrise’s business and affairs or financial condition could impair its ability to manage our properties efficientlybusiness. Further, we have and effectivelymay continue to implement mitigation and could have a Material Adverse Effect on us. If Atria or Sunrise experiences any significant financial, legal, accounting or regulatory difficulties dueother measures to a weak economy or otherwise, such difficultiessupport and protect our employees, which could result in amongincreased labor costs.
Senior housing facilities have been disproportionately impacted by COVID-19. The ongoing COVID-19 pandemic has, to varying degrees during the course of the pandemic, prevented prospective occupants and their families from visiting our senior housing communities and limited the ability of new occupants to move into our senior housing communities due to heightened move-in criteria and screening.Although the ongoing impact of the pandemic and vaccine deployment on occupancy remain uncertain, occupancy of our senior housing and triple-net properties could further decrease, and the effects of the COVID-19 pandemic could adversely affect demand for senior housing for an extended period.Such a decrease could affect the net operating income of our senior housing properties and the ability of our triple-net tenants to make contractual payments to us, which in turn, could adversely affect our financial condition, including our ability to pay dividend distributions at expected levels or at all.
Additionally, across our property types, the impact of the COVID-19 pandemic creates a heightened risk of tenant, borrower, manager or other adverseobligor bankruptcy or insolvency due to factors such as decreased occupancy, medical practice disruptions resulting from stay-at-home orders, increased health and safety and labor expenses or litigation resulting from developments related to the COVID-19 pandemic. In addition to the risks associated with such events accelerationelsewhere in these risk factors, various federal, state and local governments have enacted, and may continue to enact, laws regulations and moratoriums or take other actions that could limit our ability to evict tenants as a result of its indebtedness, impairmentthe COVID-19 pandemic. Although many of its continued accessthese moratoriums are expected to capital,be temporary in nature, they may be in place for a significant period of time until the enforcement of default remedies by its counterparties, or the commencement of insolvency proceedings by or against it under the U.S. Bankruptcy Code, any one or a combination of which indirectly couldCOVID-19 pandemic subsides. While we generally have a Material Adverse Effect on us.
Our leasesarrangements and other agreements with Brookdale Senior Living, Ardent and Kindred account for a significant portion of our revenues and operating income; any failure, inability or unwillingness by Brookdale Senior Living, Ardent or Kindred to satisfy its obligations under our agreements could have a Material Adverse Effect on us.
The properties we lease to Brookdale Senior Living, Ardent and Kindred account for a significant portion of our revenues and NOI, and we depend on Brookdale Senior Living, Ardent and Kindred to pay all insurance, taxes, utilities and maintenance and repair expenses in connection with the leased properties and properties that are collateral for the loans. We cannot assure you that Brookdale Senior Living, Ardent and Kindred will have sufficient assets, income and access to financing to enable them to satisfy their respective obligations to us, and any failure, inability or unwillingness by Brookdale Senior Living, Ardent or Kindred to do so could have a Material Adverse Effect on us. In addition, any failure by Brookdale Senior Living, Ardent or Kindred to effectively conduct its operations or to maintain and improve such properties could adversely affect its business reputation and its ability to attract and retain patients and residents in such properties, which could have a Material Adverse Effect on us. Brookdale Senior Living, Ardent and Kindred have agreed to indemnify, defend and hold us harmless from and against various claims, litigation and liabilities arising in connection with their respective businesses, and we cannot assure you that Brookdale Senior Living, Ardent and Kindred will have sufficient assets, income, access to financing and insurance coverage to enable them to satisfy their respective indemnification obligations.
We face potential adverse consequences from the bankruptcy, insolvency or financial deterioration of one or more of our tenants, operators, borrowers, managers and other obligors.
We lease our properties to unaffiliated tenants or operate them through independent third-party managers. We are also a direct or indirect lender to various tenants and operators. We have very limited control over the success or failure of our tenants’ and operators’ businesses and, at any time, a tenant or operator may experience a downturn in its business that weakens its financial condition. If that happens, the tenant or operator may fail to make its payments to us when due. Although our lease, loan and management agreements give us the right under specified circumstances to exerciseterminate a lease or evict a tenant for nonpayment, such laws, regulations and moratoriums will generally prohibit our ability to begin eviction proceedings even where no rent or only partial rent is being paid for so long as such law, regulation or moratorium remains in effect. We may incur significant costs and it may take a significant amount of time to ultimately evict any tenant who is not meeting its contractual rent obligations. If we cannot transition a leased property to a
new tenant due to the effects of the COVID-19 pandemic or for other reasons, we may take possession of that property, which may expose us to certain remediessuccessor liabilities.
The COVID-19 pandemic and reactions to it have also adversely affected the U.S. economy and global financial markets and, in the eventlonger term, could result in a global economic downturn and a recession, or inflation, which may, in turn negatively impact our results of defaultoperations. The COVID-19 pandemic has increased, and may continue to increase, the magnitude of many of the other risks described herein.
The trajectory and future impact of the COVID-19 pandemic remains highly uncertain. The extent of the pandemic’s continuing and ultimate effect on our operational and financial performance will depend on a variety of factors, including the obligations owingspeed at which available vaccines can be successfully deployed; the rate of acceptance of available vaccines, particularly among the residents and staff in our senior housing communities; the impact of new variants of the virus and the effectiveness of available vaccines against those variants; ongoing clinical experience, which may differ considerably across regions and fluctuate over time; and on other future developments, including the ultimate duration, spread and intensity of the outbreak, the availability of testing, the extent to us, we may determine not to do so if we believe that enforcementwhich governments impose, rollback or re-impose preventative restrictions and the availability of our rights would be more detrimentalongoing government financial support to our business, than seeking alternative approaches.
A downturn in any of our tenants’ or operators’ businesses could ultimately leadtenants and operators. Due to bankruptcy if it is unablethese uncertainties, we are not able at this time to timely resolveestimate the underlying causes, which may be largely outside of its control. Bankruptcy and insolvency laws afford certain rights to a party that has filed for bankruptcy or reorganization that may render certain of these remedies unenforceable, or, at the least, delay our ability to pursue such remedies and realize any recoveries in connection therewith. For example, we cannot evict a tenant or operator solely because of its bankruptcy filing.
A debtor-lessee may reject our lease in a bankruptcy proceeding, in which case our claim against the debtor-lessee for unpaid and future rents would be limited by the statutory capultimate impact of the U.S. Bankruptcy Code. This statutory cap could be substantially less than the remaining rent actually owed under the lease, and any claim we have for unpaid rent might not be paid in full. In addition, a debtor-lessee may assert in a bankruptcy proceeding that our lease should be re-characterized as a financing agreement, in which case our rights and remedies as a lender, compared to a landlord, generally would be more limited. If a debtor-manager seeks bankruptcy protection, the automatic stay provisions of the U.S. Bankruptcy Code would preclude us from enforcing our remedies against the manager unless relief is first obtained from the court having jurisdiction over the bankruptcy case. In any of these events, we also may be required to fund certain expenses and obligations (e.g., real estate taxes, debt costs and maintenance expenses) to preserve the value of our properties, avoid the imposition of liensCOVID-19 pandemic on our properties or transition our properties to a new tenant, operator or manager.
Bankruptcy or insolvency proceedings may also result in increased costs to the operator and significant management distraction. If we are unable to transition affected properties, they could experience prolonged operational disruption, leading to lower occupancy rates and further depressed revenues. Publicity about the operator’sbusiness, results of operations, financial condition and insolvency proceedingscash flows.
There is a high degree of uncertainty regarding the implementation and impact of the CARES Act and other pandemic-related legislation and any future COVID-19 relief measures. There can be no assurance as to the total amount of financial assistance we or our tenants or borrowers will receive or that we will be able to benefit from provisions intended to increase access to resources and ease regulatory burdens for healthcare providers.
In response to the COVID-19 pandemic, the CARES Act, the PPPHCE Act, and the CAA authorize a total of $178 billion to be distributed to healthcare providers through the Provider Relief Fund, which is administered by HHS. These grants are intended to reimburse eligible providers for healthcare-related expenses or lost revenues attributable to COVID-19. Recipients are not required to repay distributions from the Provider Relief Fund, provided that they attest to and comply with certain terms and conditions, including reporting requirements, limitations on balance billing, and not using grants received from the Provider Relief Fund to reimburse expenses or losses that other sources are obligated to reimburse maintaining records, and cooperating with any government audits.
HHS began distributing Provider Relief Fund grants in April 2020 and has made grants available to various provider groups in phases. We applied for grants under Phase 2 and Phase 3 of the Provider Relief Fund on behalf of the assisted living communities in our senior living operations segment and may also negatively impact their and our reputations, decreasing customer demand and revenues. Any or all of these risks could have a Material Adverse Effect on us. These risks would be magnified where we lease multiple properties to a single operator under a master lease, as an operator failure or default under a master lease would expose us to these risks across multiple properties.
We have rights to terminate our management agreements with Atria and Sunrise in whole or with respect to specific properties under certain circumstances, and we may be unable to replace Atria or Sunrise if our management agreements are terminated or not renewed.
We are parties to long-term management agreements pursuant to which Atria and Sunrise, collectively, provided comprehensive property management and accounting services with respect to 260 of our consolidated seniors housing communities as of December 31, 2019. Most of our management agreements with Atria have terms expiring either July 31, 2024 or December 31, 2027, with successive automatic ten-year renewal periods, and most of our management agreements with Sunrise have terms ranging from 25 to 30 years (which commenced as early as 2004 and as recently as 2012). Our ability to terminate these long-term management agreements is limited to specific circumstances set forthapply for additional grants in the agreementsfuture. While we have received all amounts under our Phase 2 applications, and may relatehave begun to receive amounts under our Phase 3 applications, there can be no assurance that all propertiesour remaining applications will be approved or a specific propertythat additional grants will ultimately be received in full or group of properties.
We may terminate any ofin part. Any grants that are ultimately received and retained by us are not expected to fully offset the losses incurred in our management agreements with Atria and Sunrise upon the occurrence of an event of default by the operator in the performance of a material covenant or term thereof (including, in certain circumstances, the revocation of any license or certificate necessary for operation), subject in most casessenior living operating portfolio that are attributable to such operator’s rightCOVID-19. Further, although we continue to cure such default, or upon the occurrence of certain insolvency events relating to such operator. In addition, we may terminate our management agreements with Atria based on their failure to achieve certain NOI targets or upon the payment of a fee. We also may terminate most of our management agreements with Sunrise based on the failure to achieve certain NOI targets, subject to certain rights of Sunrise to make cure payments to us, and upon the occurrence of certain other events or the existence of certain other conditions.
We continually monitor and assess our contractual rightsevaluate the terms and remedies under our management agreementsconditions associated with Atria and Sunrise. When determining whether to pursue any existing or future rights or remedies under those agreements, including termination rights, we consider numerous factors, including legal, contractual, regulatory, business and other relevant considerations. In the event that we exercise our rights to terminate the Atria or Sunrise management agreements for any reason or such agreements are not renewed upon expiration of their terms, we would attempt to reposition the affected properties with another manager. Although we believe that many qualified national and regional seniors housing operators would be interested in managing our seniors housing communities,Provider Relief Fund distributions, we cannot assure you that we wouldwill be ablein compliance with all requirements related to locate another suitable manager or, if we are successful in locating such a manager, that it would manage the properties effectively. Moreover,payments received under the transition to a replacement manager would require approval by the applicable regulatory authorities and, in most cases, the mortgage lenders for the properties, and we cannot assure you that such approvals would be granted on a timely basis, if at all. Any inability to replace, or a lengthy delay in replacing, Atria or Sunrise as the manager of our seniors housing communities following termination or non-renewal of the applicable management agreements could have a Material Adverse Effect on us.
Provider Relief Fund. If we must replaceor any of our tenants fail to comply with all of the terms and conditions, we or operators, we mightthey may be unablerequired to repositionrepay some or all of the properties on as favorable terms, or at all,grants received and we couldmay be subject to delays, limitations and expenses,other enforcement action, which could have a Material Adverse Effectmaterial adverse impact on usour business and financial condition.
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We cannot predict whether our tenants will renew existing leases beyond their current term. If our leases with Brookdale Senior Living or Ardent, the Kindred master leases or anyThe CARES Act and related legislation also make other forms of our other triple-net leases are not renewed, we would attemptfinancial assistance available to reposition those properties with another tenant or operator. In case of non-renewal, we generally have one year prior to expirationhealthcare providers, including through Medicare and Medicaid payment adjustments and an expansion of the lease termMedicare Accelerated and Advance Payment Program, which makes available accelerated payments of Medicare funds in order to arrangeincrease cash flow to providers in the form of loans that must be repaid. In addition to financial assistance, the CARES Act and related legislation include provisions intended to increase access to medical supplies and equipment and ease legal and regulatory burdens on healthcare providers. Many of these measures are effective only for repositioningthe duration of the propertiesfederal public health emergency that was declared as a result of the COVID-19 pandemic. The current public health emergency determination expires April 21, 2021, and HHS has indicated that it likely will be extended but the duration of the extension is unclear. The HHS Secretary may choose to renew the declaration for successive 90-day periods for as long as the emergency continues to exist and may terminate the declaration whenever he determines that the public health emergency no longer exists.
Due to the recent enactment of the CARES Act, and other enacted legislation, there is still a high degree of uncertainty surrounding their implementation. Further, the federal government is considering additional financial measures, federal agencies continue to issue related regulations and guidance, and the public health emergency continues to evolve. It is difficult to predict the extent to which anticipated ongoing negative effects of the COVID-19 pandemic on us and our tenants are required to continue to perform alland
borrowers will be offset by benefits which we may recognize or receive in the future under existing or future financial measures. Further, there can be no assurance that the terms and conditions of their obligations (including the payment of all rental amounts) for the non-renewed assets until such expiration. However, following expiration of a lease term or if we exercise our right to replace a tenant or operator in default, rental payments on the related properties could decline or cease altogether while we reposition the properties with a suitable replacement tenant or operator. We also might not be successful in identifying suitable replacements or entering into leasesProvider Relief Fund grants or other arrangements with new tenantsprograms will not change or operators on a timely basis or on terms as favorable to us as our current leases, if at all, and we may be required to fund certain expenses and obligations (e.g., real estate taxes, debt costs and maintenance expenses) to preserve the value of, and avoid the imposition of liens on, our properties while they are being repositioned. In addition, we may incur certain obligations and liabilities, including obligations to indemnify the replacement tenant or operator, which could have a Material Adverse Effect on us.
In the event of non-renewal or a tenant default, our ability to reposition our properties with a suitable replacement tenant or operator could be significantly delayed or limited by state licensing, receivership, CON or other laws, as well as by the Medicare and Medicaid change-of-ownership rules, and we could incur substantial additional expensesinterpreted in connection with any licensing, receivership or change-of-ownership proceedings. Our ability to locate and attract suitable replacement tenants also could be impaired by the specialized healthcare uses or contractual restrictions on use of the properties, and we may be forced to spend substantial amounts to adapt the properties to other uses. Any such delays, limitations and expenses could adversely impact our ability to collect rent, obtain possession of leased properties or otherwise exercise remedies for tenant default and could have a Material Adverse Effect on us.
Moreover, in connection with certain of our properties, we have entered into intercreditor agreements with the tenants’ lenders or tri-party agreements with our lenders. Our ability to exercise remedies under the applicable leases or management agreements or to reposition the applicable properties may be significantly delayed or limited by the terms of the intercreditor agreement or tri-party agreement. Any such delay or limit on our rights and remedies could adverselyways that affect our ability to mitigatecomply with such terms and conditions (which could affect our lossesability to retain any grants that we receive), the amount of total financial grants we may ultimately receive or our eligibility to participate in any future funding. We continue to assess the potential impact of the COVID-19 pandemic and could have a Material Adverse Effect on us.
Merger and acquisition activity or consolidation ingovernment responses to the seniors housing and healthcare industries resulting in a change of control of, or a competitor’s investment in, one or more of our tenants, operators or managers could have a Material Adverse Effect on us.
The seniors housing and healthcare industries have recently experienced increased consolidation, including among owners of real estate and care providers. We compete with other healthcare REITs, healthcare providers, healthcare lenders, real estate partnerships, banks, insurance companies, private equity firms and other investors that pursue a variety of investments, which may include investments in our tenants, operators or managers. A competitor’s investment in one of our tenants, operators or managers could enable our competitor to influence that tenant’s, operator’s or manager’s business and strategy in a manner that impairs our relationship with the tenant, operator or manager or is otherwise adverse to our interests. Dependingpandemic on our contractual agreementsbusiness, financial condition and the specific factsresults of operations.
Our Business Operations and circumstances, we may have the right to consent to, or otherwise exercise rights and remedies, including termination rights, on account of, a competitor’s investment in, a change of control of, or other transactions impacting a tenant, operator or manager. In deciding whether to exercise our rights and remedies, including termination rights, we assess numerous factors, including legal, contractual, regulatory, business and other relevant considerations. In addition, in connection with any change of control of a tenant, operator or manager, the tenant’s, operator’s or manager’s management team may change, which could lead to a change in the tenant’s, operator’s or manager’s strategy or adversely affect the business of the tenant, operator or manager, either of which could have a Material Adverse Effect on us.Strategy Risks
Market conditions, including, but not limited to, interest rateseconomic and credit spreads, the availability of creditfinancial market events or conditions and the actual and perceived state of the real estate markets and public capital markets generally could negatively impact our business, financial condition and results of operations,operations.
We are dependent on the capital markets and financial condition.
any disruption to the capital markets or our ability to access such markets could impair our ability to fulfill our dividend requirements, make payments to our security holders or otherwise finance our business operations. The markets in which we operate are affected by a number of factors that are largely beyond our control but may nevertheless have a significant negative impact on us. These factors include, but are not limited to:
Interest rates and credit spreads;
TheAdverse developments affecting economies throughout the world, including a general tightening of availability of credit including(including the price, terms and conditions under which it can be obtained; and
Theobtained), the state of the public capital markets, decreased liquidity in certain financial markets, increased interest rates, foreign exchange fluctuations, declining consumer confidence, the actual andor perceived state of the real estate market, sustained high levels of unemployment or significant declines in stock markets, as well as concerns regarding pandemics, epidemics and the marketspread of contagious diseases, could impact our business, financial condition and results of operations. For example, unfavorable changes in general economic conditions, including recessions, economic slowdowns, high unemployment and rising prices or the perception by consumers of weak or weakening economic conditions may reduce disposable income and impact consumer spending in healthcare or seniors housing, for dividend-paying stocks and public capital markets in general.example, which could adversely affect our financial results.
In addition, increased inflation may have a pronounced negative impact on the interest expense we pay in connection with our outstanding indebtedness, andin our general and administrative expenses, as these costs could increase at a rate higher than our rents.
Deflationrents, or in the wages that our managers or tenants are obligated to pay. Conversely, deflation may result in a decline in general price levels, often caused by a decrease in the supply of money or credit. The predominant effects of deflation are high unemployment, credit contraction and weakened consumer demand. Restricted lending practices may impact our ability to obtain financing for our properties, which could adversely impact our growth and profitability.
To the extent there is turmoil in the global financial markets, this turmoil has the potential to adversely affect (i) the value of our properties; (ii) the availability or the terms of financing that we have or may be able to obtain; (iii) our ability to make principal and interest payments on, or refinance when due, any outstanding debt; (iv) our ability to pay a dividend and (v) the ability of our tenants to enter into new leasing transactions or satisfy rental payments under existing leases. Disruptions in the capital and credit markets may also adversely affect the market price of our securities.
Third parties must operate our non-Office assets, limiting our control and influence over operations and results.
Although we often have certain general oversight approval rights (e.g., with respect to budgets, material contracts, etc.) and the right to review operational and financial reporting information with respect to a majority of our portfolio, our third-party managers and tenants are ultimately in control of the day-to-day business of the property. As a result, we have limited rights to direct or influence the business or operations of the properties in our portfolio and we depend on third parties to operate these properties in a manner that complies with applicable law, minimizes legal risk and maximizes the value of our investment. The failure by such third parties to operate these properties efficiently and effectively and adequately manage the related risks could adversely affect our business, financial condition and results of operations.
Our operating assets may expose us to various operational risks, liabilities and claims that could adversely affect our ability to generate revenues or increase our costs and could adversely affect our business, financial condition and results of operations.
Despite our limited rights to direct or influence the business or operations of the properties in our senior living operations segment, as the owner and operator of senior housing operating properties, we are ultimately responsible for all operational risks and other liabilities of such properties, other than those arising out of certain actions by our managers, such as gross negligence or willful misconduct. These risks include, and our resulting revenues are impacted by, among other things, fluctuations in occupancy levels, the inability to achieve economic resident fees (including anticipated increases in those fees), increases in the cost of food, materials, energy, labor (as a result of unionization or otherwise) or other services, rent control
regulations, national and regional economic conditions, the imposition of new or increased taxes, capital expenditure requirements, changes in management or equity, accounting misstatements, professional and general liability claims, and the availability and cost of insurance. Any one or a combination of these factors could result in deficiencies in our senior living operations segment, which could adversely affect our business, financial condition and results of operations. Such operational risks could also arise as a result of our ownership of office buildings, and which could also adversely affect our business, financial condition and results of operations.
Further, we generally hold the applicable healthcare license and enroll in applicable government healthcare programs on behalf of the properties in our senior living operations segment. This subjects us to potential liability under various healthcare laws and regulations. Healthcare laws and regulations are wide-ranging, and noncompliance may result in the imposition of civil, criminal, and administrative penalties, including: the loss or suspension of accreditation, licenses or CONs; suspension of or non-payment for new admissions; denial of reimbursement; fines; suspension, decertification, or exclusion from federal and state healthcare programs; or facility closure.
Decreases in our tenants’, borrowers’ or managers’ revenues, or increases in their expenses, could affect their ability to meet their financial and other contractual obligations to us, which could adversely affect our business, financial condition and results of operations.
We have limited control over the success or failure of our tenants’, borrowers’ and managers’ businesses, regardless of whether our relationship is structured as a triple-net lease, a management contract or as a lender to our tenants. While we do not expressly take on liability on the properties in our triple-net leased or office operations segments, our business, financial condition and results of operations could suffer as a result of the risks outlined below. Any of our tenants, borrowers or managers may experience a downturn in their business that materially weakens their financial condition.For example, many of our tenants, borrowers and managers have experienced significant downturns in their businesses due to the COVID-19 pandemic, including as a result of interruptions in their operations, lost revenues, increased costs, financing difficulties and labor shortages.As a result, they may be unable or unwilling to make payments or perform their obligations when due.Although we generally have arrangements and other agreements that give us the right under specified circumstances to terminate a lease, evict a tenant or terminate our management agreements, or demand immediate repayment of outstanding loan amounts or other obligations to us, we may not be able to enforce such rights or we may determine not to do so if we believe that enforcement of our rights would be more detrimental to our business than seeking alternative approaches.
Our senior housing tenants and managers primarily depend on private pay sources consisting of the income or assets of residents or their family members to pay fees. Costs associated with independent and assisted living services generally are not reimbursable under government reimbursement programs, such as Medicare and Medicaid. Accordingly, our tenants and managers of our senior housing business depend on attracting seniors with appropriate levels of income and assets, which may be affected by many factors, including: (i) prevailing economic and market trends, including the ongoing strategy depends,economic downturn and high unemployment rates; (ii) consumer confidence; (iii) demographics; (iv) property condition and safety, including as a result of a severe cold and flu season, an epidemic or any other widespread illness, such as seen throughout the COVID-19 pandemic; (v) public perception about such properties; and (vi) social and environmental factors.Consequently, if our tenants or managers on our behalf fail to effectively conduct their operations, or to maintain and improve our properties, it could adversely affect our business reputation as the owner of the properties, as well as the business reputation of our tenants or managers and their ability to attract and retain patients and residents in part, upon future investmentsour properties, which could have an adverse effect on our and our tenant’s or manager’s business, financial condition and results of operations.Further, if widespread default or nonpayment of outstanding obligations from a large number of tenants or managers occurs at a time when terminating such agreement or replacing such tenants or managers may be extremely difficult or impossible, including as a result of the COVID-19 pandemic, we may elect instead to amend such agreements with such tenants or managers.However, such amendment may be on terms that are less favorable to us than the original agreement and may have a material adverse effect on our results of operations and financial condition.
Our senior housing tenants and managers may also rely on reimbursements from governmental programs for a portion of the revenues from certain properties. Changes in reimbursement policies and acquisitions of,other governmental regulation, that may result from actions by Congress or executive orders, may result in reductions in our tenants’ or managers’ revenues, operations and cash flows and affect our tenants’ or managers’ ability to meet their obligations to us. In addition, failure to comply with reimbursement regulations or other laws applicable to healthcare providers could result in penalties, fines, litigation costs, lost revenue or other consequences, which could adversely impact our tenants’ ability to make contractual rent payments to us under a triple-net lease or our developmentcash flows from operations under a management arrangement.
Our tenants and managers have, and may continue to seek to, offset losses by obtaining funds under the recently adopted CARES Act or redevelopmentother similar legislative initiatives at the state and local level. It is indeterminable when or if these
government funds will ultimately be received by our tenants and managers or whether these funds may materially offset the cash flow disruptions experienced by them. If they are unable to obtain these funds within a reasonable time period or at all, or the conditions precedent to receiving these funds are overly burdensome or not feasible, it may substantially affect their ability to make payments or perform their obligations when due to us.
A significant portion of seniorsour revenues and operating income is dependent on a limited number of tenants and managers, including Brookdale Senior Living, Ardent, Kindred, Atria and Sunrise.
As of December 31, 2020, Atria and Sunrise, collectively, managed 258 of our consolidated senior housing communities pursuant to long-term management agreements. Additionally, as of December 31, 2020, our three largest tenants, Brookdale Senior Living, Ardent and healthcareKindred leased from us 121 properties, 12 properties and 32 properties respectively. These properties represent a substantial portion of our portfolio, based on their gross book value, and account for a significant portion of our revenues and NOI.
We depend on Brookdale Senior Living, Ardent and Kindred to pay all property-related expenses, including maintenance, utilities, repairs, taxes, insurance and capital expenditures, and to comply with the terms of the mortgage financing documents, if any, affecting the properties they lease from us. We cannot assure you that they will have sufficient assets, income and access to financing to enable them to satisfy their obligations to us, and any failure, inability or unwillingness by them to do so could adversely affect our business, financial condition and results of operations. In addition, any failure by any one of Brookdale Senior Living, Ardent or Kindred to conduct effectively its operations or to maintain and improve the properties it leases from us could adversely affect its business reputation and its ability to attract and retain patients or residents in such properties, which could in turn adversely affect our business, financial condition and results of operations. These tenants have agreed to indemnify, defend and hold us harmless from and against various claims, litigation and liabilities arising in connection with their respective businesses. We cannot assure you that they will have sufficient assets, income, access to financing and insurance coverage to enable them to satisfy those obligations.
We rely on a relatively small number of third-party managers, including Atria and Sunrise, to manage a significant number of the properties in our senior living operations segment and to set appropriate resident fees, provide accurate property-level financial results for our properties in a timely manner and otherwise operate our senior housing communities in compliance with the terms of our management agreements and all applicable laws and regulations. Any adverse developments in such managers’ business and affairs or financial condition could impair their ability to manage our properties efficiently and effectively and could adversely affect the financial performance of our properties and our business, financial condition and results of operations. If any one of our managers experience financial, legal, accounting or regulatory difficulties, such difficulties could result in, among other adverse events, impacts to its financial stability, acceleration of its indebtedness, impairment of its continued access to capital, the enforcement of default remedies by its counterparties, or the commencement of insolvency proceedings by or against it, any one or a combination of which could adversely affect our business, financial condition and results of operations.
In the event that any of our tenants or managers merge with one another, our dependence on a small group of significant third parties would increase, as would our exposure to the risks described above.
If we need to replace any of our tenants or managers, we may be unable to do so on as favorable terms, or at all, and we could be subject to delays, limitations and expenses, which could adversely affect our business, financial condition and results of operations.
Our tenants may not renew their leases with us, and our managers may not renew their management agreements with us, beyond their current terms. Our leases and management agreements also provide us, our tenants and our managers with termination rights in certain circumstances. If our leases or management agreements are not renewed or are otherwise terminated, we would attempt to reposition those properties with another tenant or manager, as applicable. We may not be successful in identifying suitable replacements or entering into leases, management agreements or other arrangements with new tenants or managers on a timely basis or on terms as favorable to us as our current leases or management agreements, if at all, and consummating these transactionswe may be required to fund certain expenses and obligations (e.g., real estate taxes, debt costs and maintenance expenses) to preserve the value of, and avoid the imposition of liens on, our properties while they are being repositioned.
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change-of-ownership rules, and we could incur substantial additional expenses in connection with any licensing, receivership or change-of-ownership proceedings.
In the case of our leased properties, following expiration of a lease term or if we exercise our right to replace a tenant in default, rental payments on the related properties could decline or cease altogether while we reposition the properties with a suitable replacement tenant. This risk could be exacerbated by new laws and regulations enacted during the COVID-19 pandemic that limit our ability to take remedial action against defaulted tenants. Further, our competitors may offer space at rental rates below current market rates or below the rental rates we currently charge, we may lose potential tenants, and we may be pressured to reduce our rental rates below those we currently charge to retain tenants when leases expire. Our ability to locate and attract suitable replacement tenants also could be impaired by the specialized healthcare uses or contractual restrictions on use of the properties, and we may be forced to spend substantial amounts to adapt the properties to other uses.
In the event of borrower defaults, we may be unable to foreclose successfully on the collateral securing our loans and other investments, and even if we are successful in our foreclosure efforts, we may be unable to sell successfully any acquired equity interests or reposition any acquired properties, which could adversely affect our ability to recover our investments.
If a borrower defaults under mortgage or other loans for which we are the lender, we may attempt to foreclose on the collateral securing those loans, including by acquiring any pledged equity interests or acquiring title to the subject properties, to protect our investment. In response, the defaulting borrower may contest our enforcement of foreclosure or other available remedies, seek bankruptcy protection against our exercise of enforcement or other available remedies, or bring claims against us for lender liability. Any such delay or limit on our ability to pursue our rights or remedies could adversely affect our business, financial condition and results of operations.
Even if we successfully foreclose on the collateral securing our mortgage loans and other investments, costs related to enforcement of our remedies, high loan-to-value ratios or declines in the value of the collateral could prevent us from realizing the full amount of our loans, and we could be required to record a valuation allowance for such losses. Moreover, the collateral may include equity interests that may have incurred unexpected liabilities or other limiting characteristics that may result in us not having full recourse to assets within that entity’s subsidiary structure. For example, our mezzanine loan investments are subordinate to senior secured loans held by other investors that encumber the same real estate, and, in certain circumstances, affords them the ability to extinguish our rights in the collateral, subject to our rights under market and customary co-lender contractual arrangements. In addition, we may not be able to sell the acquired assets or equity interests due to securities law restrictions or otherwise. We may be unable to reposition the properties with new tenants, borrowers or managers on a timely basis, if at all, or without making improvements or repairs. Any delay or costs incurred in selling or repositioning acquired collateral could adversely affect our ability to recover our investments.
Our success depends, in part, on our ability to attract and retain talented employees, and the loss of any one of our key personnel could adversely impact our business.
The success of our business strategydepends, in part, on the leadership and performance of our executive management team and key employees. Failure to attract, retain and motivate highly qualified employees, or failure to develop and implement a viable succession plan, could result in inadequate depth of institutional knowledge, an ineffective culture or lack of certain skill sets, significantly impacting our future performance and adversely affecting our business. Competition for talented employees is intense, and we cannot assure you that we will retain our key officers and employees or that we will be able to continueattract and retain other highly qualified individuals in the future. COVID-19 could also negatively affect the health, availability and productivity of our current personnel and could impact our ability to expandrecruit and diversifyattract new employees and retain current employees, particularly as remote work arrangements and their impact on the market for talent remains uncertain. In addition, while we have long-term compensation plans designed to retain our portfolio through accretive acquisition, investment, developmentsenior executives, if our retention and redevelopment opportunitiessuccession plans are not effective, or if we lose any one or more of our key officers and employees, our business could be adversely affected.
Our investments are concentrated across a variety of assets classes within healthcare real estate, making us more vulnerable to adverse changes in domesticthose asset classes and international seniorsthe real estate industry generally.
We invest in a variety of assets classes in healthcare real estate, including senior housing, R&I and healthcare properties. Our execution of this strategy by successfully identifying, securing and consummating beneficial transactions is made more challenging by increased competition andWhile we endeavor to invest in a diversified portfolio, there can be affected by many factors, includingno assurance that in a particular economic or operational environment that all assets will perform equally well or that our relationships with currentbalance sheet will be appropriately balanced. Each of our asset classes are subject to their own dynamics and prospective clients, our ability to obtain debttheir own specific operational, financial, compliance, regulatory and equity capital at costs comparable tomarket risks.
Additionally, a broad downturn or better than our competitors and lower thanslowdown in the yield we earnhealthcare real estate sector could have a greater adverse impact on our acquisitionsbusiness than if we had investments in multiple industries and could negatively impact the ability of our tenants, borrowers and managers to meet their obligations to us. A downturn or investments,slowdown in any one of our asset classes could adversely affect the value of our properties in such asset class and our ability to negotiatesell such properties at prices or on terms acceptable or favorable terms with property owners seekingto us.
In addition, we are exposed to the risks inherent in concentrating our investments in real estate. Real estate investments are relatively illiquid, and our ability to quickly sell or exchange our properties in response to changes in economic or other conditions is limited. In the event we market any of our properties for sale, the value of those properties and our ability to sell and other contractual counterparties. Our competitors for these opportunities include other healthcare REITs,at prices or on terms acceptable to us could be adversely affected by a downturn in the real estate partnerships,industry. In addition, transfers of healthcare providers, healthcare lenders and other investors, including developers, banks, insurance companies, pension funds, government-sponsored entities and private equity firms, some of whom may have greater financial resources and lower costs of capital than we do. See “Business—Competition” included in Part I, Item 1 of this Annual Report on Form 10-K. If we are unsuccessful at identifying and capitalizing on investment, acquisition, development and redevelopment opportunities, our growth and profitabilityreal estate may be subject to regulatory approvals that are not required for transfers of other types of commercial real estate. We cannot assure you that we will recognize the full value of any property that we sell for liquidity or other reasons, and the inability to respond quickly to changes in the performance of our investments could adversely affected.affect our business, financial condition and results of operations.
Our investments in and acquisitions of properties may be unsuccessful or fail to meet our expectations.
We have made and expect to continue to make significant acquisitions and investments as part of our overall business strategy. Investments in and acquisitions of seniors housing and healthcare propertiesreal estate entail risks associated with real estate investments generally, including risks that the investment will not achieve expected returns, that the cost estimates for necessary property improvements will prove inaccurate or that thea tenant, operatorborrower or manager will fail to meet performance expectations. Investments outside the United States raise legal, economic and market risks associated with doing business in foreign countries, such as currency exchange fluctuations, costly regulatory requirements and foreign tax risks. Domestic and international real estate development and redevelopment projects present additional risks, including construction delays or cost overruns that increase expenses, the inability to obtain required zoning, occupancy and other governmental approvals and permits on a timely basis, and the incurrence of significant costs prior to completion of the project. Furthermore, healthcare real estate properties are often highly customized, and the development or redevelopment of such properties may require costly tenant-specific improvements. As a result, we cannot assure you that we will achieve the economic benefit we expect from acquisition, investment, development and redevelopment opportunities.
Our significant acquisition and investment activity presents certain risks to our business and operations.
We have made and expect to continue to make significant acquisitions and investments as part of our overall business strategy. Our significant acquisition and investment activity presents certain risks to our business and operations, including, among other things, that:
•We may be unable to integrate successfully integrate the operations, personnel or systems of acquired companies, maintain consistent standards, controls, policies and procedures, or realize the anticipated benefits of acquisitions and other investments within the anticipated time frame, or at all;
•We may be unable to effectively monitor and manage our expanded portfolio of properties effectively, retain key employees or attract highly qualified new employees;
•Projections of estimated future revenues, costs savings or operating metrics that we develop during the due diligence and integration planning process might be inaccurate;
•Our leverage could increase or our per share financial results could decline if we incur additional debt or issue equity securities to finance acquisitions and investments;
•Acquisitions and other new investments could divert management’s attention from our existing assets; or
•The value of acquired assets or the market price of our common stock may decline; anddecline.
We may be unable to continue paying dividends at the current rate.
We cannot assure you that weour acquisitions, developments, redevelopments and other investments will be able to integrate acquisitions and investmentssuccessful or meet our expectations without encountering difficulties or that any such difficulties will not have a Material Adverse Effect on us.
If the liabilities we assume in connection with acquisitions, including indemnification obligations in favor of third parties, are greater than expected, or if there are unknown liabilities,adversely affect our business, could be materially and adversely affected.
We may assume or incur liabilities in connection with our acquisitions, including, in some cases, contingent liabilities. As we integrate these acquisitions, we may learn additional information about the sellers, the properties, their operations and their liabilities that adversely affects us, such as:
Liabilities relating to the clean-up or remediation of undisclosed environmental conditions;
Unasserted claims of vendors or other persons dealing with the sellers;
Liabilities, claims and litigation, including indemnification obligations, whether or not incurred in the ordinary course of business, relating to periods prior to or following our acquisition;
Claims for indemnification by general partners, directors, officers and others indemnified by the sellers; and
Liabilities for taxes relating to periods prior to our acquisition.
As a result, we cannot assure you that our past or future acquisitions will be successful or will not, in fact, harm our business. Among other things, if the liabilities we assume in connection with acquisitions are greater than expected, or if we discover obligations relating to the acquired properties or businesses of which we were not aware at the time of acquisition, our businessfinancial condition and results of operations couldoperations.
Our ongoing strategy depends, in part, upon identifying and consummating future investments and effectively managing our expansion opportunities.
An important part of our business strategy is to continue to expand and diversify our portfolio, directly or indirectly with third parties, through accretive acquisition, investment, development and redevelopment activities in domestic and international healthcare real estate. Our execution of this strategy by successfully identifying, securing and consummating beneficial transactions is made more challenging by increased competition and can be materiallyaffected by many factors, including our
relationships with current and prospective clients and partners, our ability to obtain debt and equity capital at costs comparable to or better than our competitors and lower than the yield we earn on our acquisitions or investments, and our ability to negotiate favorable terms with property owners seeking to sell and other contractual counterparties. We compete for these opportunities with a broad variety of potential investors, including other healthcare REITs, real estate partnerships, healthcare providers, healthcare lenders and other investors, including developers, banks, insurance companies, pension funds, government-sponsored entities and private equity firms, some of whom may have greater financial resources and lower costs of capital than we do. See “Business—Competition” included in Part I, Item 1 of this Annual Report. If we are unsuccessful at identifying and capitalizing on investment, acquisition, development and redevelopment opportunities and otherwise expanding and diversifying our portfolio, our growth and profitability may be adversely affected.
In addition,For example, we recently expanded into R&I and life sciences. When expanding into areas that are new to us, we face numerous risks and uncertainties, including risks associated with (i) the required investment of capital and other resources; (ii) the possibility that we have now,insufficient expertise to engage in such activities profitably or without incurring inappropriate amounts of risk; (iii) the diversion of management’s attention from our other businesses; (iv) the increasing demands on or issues related to operational and may have in the future, certain surviving indemnification obligations in favor of third parties under the terms of acquisition agreements tomanagement systems and controls; (v) compliance with additional legal or regulatory requirements with which we are a party. Most of these indemnification obligations will be capped as to amountnot familiar; and survival period, and we do not believe that these obligations will be material in(vi) the aggregate. However, there can be no assurances as to the ultimate amount of such obligations or whether such obligations will have a Material Adverse Effect on us.
Our future results will suffer if we do not effectively manage the expansionbroadening of our health system and research and innovation portfolios andgeographic footprint, including the risks associated with conducting operations following the acquisition of AHS and the Research and Innovation Acquisition.
As a result of our acquisition of Ardent Medical Services, Inc. (“AHS”) in 2015, we entered into the health system sector. Also, as a result of the acquisition of substantially all of the university affiliated research and innovation real estate assets of Wexford Science & Technology, LLC (“Wexford”) in 2016 (the “Research and Innovation Acquisition”), we entered into the university-affiliated research and innovation sector. Part of our long-term business strategy involves expanding our health system and research and innovation portfolios through additional acquisitions and development of new properties. Both the asset management of our existing health systems and university-affiliated research and innovation centers portfolios and such additional acquisitions and developments may involve complex challenges. Our future success will depend, in part, upon our ability to manage our expansion opportunities, integrate new investments into our existing business in an efficient and timely manner, successfully monitor the operations, costs, regulatory compliance and service quality of our operators and leverage our relationships with Ardent and other operators of health systems and Wexford and other operators and developers of research and innovation centers. It is possible that our expansion or acquisition opportunities within the health system and research and innovation sectors will not be successful, which could adversely impact our growth and future results.
Our investments are concentrated in seniors housing and healthcare real estate, making us more vulnerable economically to adverse changes in the real estate market and the seniors housing and healthcare industries than if our investments were diversified.
We invest primarily in seniors housing and healthcare properties and are constrained by the terms of our existing indebtedness from making investments outside those industries. This investment focus exposes us to greater economic risk than if our portfolio were to include real estate assets in other industries or assets unrelated to real estate.
The healthcare industry is highly regulated, and changes in government regulation and reimbursement can have material adverse consequences on its participants, some of which may be unintended. The healthcare industry is also highly competitive, and our operators and managers may encounter increased competition for residents and patients, including with respect to the scope and quality of care and services provided, reputation and financial condition, physical appearance of the properties, price and location. Our tenants, operators and managers are large employers who compete for labor, making their results sensitive to changes in the labor market and/or wages and benefits offered to their employees. If our tenants, operators
and managers are unable to successfully compete with other operators and managers by maintaining profitable occupancy and rate levels or controlling labor costs, their ability to meet their respective obligations to us may be materially adversely affected.non-U.S. jurisdictions. We cannot assure you that future changes in government regulationany new strategies, markets or businesses that we enter into will be successful or meet our expectations without encountering difficulties or that any such difficulties will not adversely affect our business, financial condition and results of operations.
Our investments in co-investment vehicles, joint ventures and minority interests may subject us to risks and liabilities that we would not otherwise face.
We have and may continue to develop and acquire properties in joint ventures with other persons or entities when circumstances warrant the healthcare industry,use of these structures. In 2020, we formed the Ventas Investment Management Platform to consolidate our private capital management capabilities, which includes our Ventas Life Science and Healthcare Real Estate Fund, L.P. (the “Ventas Fund”), our joint venture with GIC and other partnerships with institutional capital vehicles, under a single platform. As of December 31, 2020, we had over $3 billion in assets under management in this platform. In the future, we may enter into additional co-investments, partnerships and joint ventures, either through the Ventas Investment Management Platform or otherwise. We also own minority investments in properties and unconsolidated operating entities which entitle us to rights and protections typical of minority investments, but that inherently involve a lesser degree of control over business operations.
There can be no assurance that we will be able to form new co-investment vehicles or attract third-party investment through additional investments or otherwise. Further, there can be no assurance that we are able to realize value from such investments.
These ventures involve risks not present with respect to our wholly owned properties, including the following:
•We may be unable to take actions that are opposed by our seniors housing and healthcare operations, tenants and operators, nor canpartners under arrangements that require us to share decision-making authority over major decisions;
•For ventures in which we be certain that our tenants, operators and managers will achieve and maintain occupancy and rate levels or labor costs levels that will enable them to satisfy their obligations to us. Any adverse changes in the regulation of the healthcare industry, or the competitiveness of our tenants, operators and managers, or costs of labor, could have a more pronounced effect on us than ifnoncontrolling interest, our partners may take actions that we had investments outside the seniors housing and healthcare industries.oppose;
Real estate investments are relatively illiquid, and our ability to quickly sell or exchange our properties in response to changes in economic or other conditions is limited. In the event we market any of our properties for sale, the value of those properties and our ability to sell at prices or on terms acceptable to us could be adversely affected by a downturn in the real estate industry or any economic weakness in the seniors housing and healthcare industries. In addition, transfers of healthcare properties•We may be subject to regulatory approvalstransfer restrictions that areapply to our interest in the venture;
•Our partners may have business interests or goals that conflict with our business interests and goals, including the timing, terms and strategies for any investments, and what levels of debt to incur or carry;
•Our partners may have competing interests in our markets that could create conflicts of interest;
•We could experience an impasse on certain decisions where we do not have sole decision-making authority, which could require us to expend additional resources on resolving such impasses or potential disputes;
•Disagreements with our partners could result in litigation or arbitration;
•Our partners might become insolvent, fail to fund their share of required capital contributions or fail to fulfill their obligations as a partner, which may require us to infuse our own capital into the venture on behalf of the partner despite other competing uses for transferssuch capital; and
•We may suffer other losses as a result of other types of commercial properties. We cannot assure you thatactions taken by our partners with respect to our venture investments.
In some instances, our partners may have the right to cause us to sell our interest, or acquire our partner’s interest, at a time when we otherwise would not have initiated such a transaction. Our ability to acquire our partner’s interest will recognize the full value of any property thatbe limited
if we sell for liquiditydo not have sufficient cash, available borrowing capacity or other reasons,capital resources.This would require us to sell our interest in the venture when we would otherwise prefer to retain it.
Additionally, certain ventures require Ventas to assume the role of managing member with increased duties to the partnership. In the event of certain events or conflicts, our partners may have recourse against Ventas, including monetary penalties, the ability to force a sale or exit the venture, as well as other remedies.
Development, redevelopment and construction risks could affect our profitability.
We invest in various development and redevelopment projects. In deciding whether to make an investment in a project, we make certain assumptions regarding the expected future performance of the property. Our assumptions are subject to risks generally associated with development and redevelopment projects, including, among others, that:
•Tenants may not lease space at the quantity or rental rate levels or on the schedule projected, including due to increased competition in the market and other market and economic conditions;
•We may not complete the project on schedule or within budgeted amounts;
•We may not be able to recognize rental revenue in some cases although cash rent is being paid and the inabilitylease has commenced;
•We may encounter delays in obtaining or we may fail to respond quicklyobtain all necessary zoning, land use, building, occupancy, environmental and other governmental permits and authorizations, or underestimate the costs necessary to changesdevelop or redevelop the property to market standards;
•We may be unable to obtain financing for the project on favorable terms or at all, including at the maturity of an applicable construction loan;
•Construction or other delays may provide tenants or residents the right to terminate preconstruction leases or cause us to incur additional costs, including through rent abatement;
•Volatility in the performanceprice of construction materials or labor may increase our project costs;
•In the case of our investmentsMOB and R&I developments, hospitals, health systems, or university partners may maintain significant decision-making authority with respect to the development schedule;
•Our builders or development managers may fail to perform or satisfy the expectations of our clients or prospective clients; and
•We may incorrectly forecast risks associated with development in new geographic regions, including new markets where we may not have sufficient depth of market knowledge.
If any of the risks described above occur, our development and redevelopment projects may not yield anticipated returns, which could adversely affect our business, financial condition and results of operationsoperations.
We face potential adverse consequences from the bankruptcy, insolvency or financial deterioration of our tenants, borrowers, managers and financial condition.other obligors.
Our operating assets expose usWe lease our properties to unaffiliated tenants or operate them through independent third-party managers. We are also a direct or indirect lender to various operational risks, liabilitiestenants and claimsmanagers. We have limited control over the success or failure of our tenants’, borrowers’ and managers’ businesses, and, at any time, a tenant, borrower or manager may experience a downturn in its business that could adversely affectweakens its financial condition. If that happens, the tenant, borrower or manager may fail to make its payments to us when due. Although our abilitylease, loan and management agreements give us the right to generate revenues or increase our costs and could have a Material Adverse Effect on us.
Our senior living operating assets and office assets expose us to various operational risks, liabilities and claims that could increase our costs or adversely affect our ability to generate revenues, thereby reducing our profitability. These operational risks include fluctuations in occupancy levels, the inability to achieve economic resident fees (including anticipated increases in those fees), increasesexercise certain remedies in the costevent of food, materials, energy, labor (as a resultdefault on the obligations owing to us, we may decide not to exercise those remedies if we believe that enforcement of unionization or otherwise) orour rights would be more detrimental to our business than seeking alternative approaches. We may also decide not to enforce other services, rent control regulations, national and regional economic conditions, the imposition of new or increased taxes, capital expenditure requirements, professional and general liability claims, and the availability and cost of professional and general liability insurance. Any one or a combination of these factors could result in operating deficiencies in our senior living operations or office operations reportable business segments, which could have a Material Adverse Effect on us.
Our ownership of properties outside the United States exposes us to different risks than those associated with our domestic properties.
Our current or future ownership of properties outside the United States subjects us to risks that may be different or greater than those we face with our domestic properties. These risks include, but are not limited to:
Challenges with respect to repatriation of foreign earnings and cash;
Foreign ownership restrictions with respect to operations in countries in which we own properties;
Regional or country-specific business cycles and economic instability;
Challenges of complying with a wide variety of foreign laws and regulations, including those relating to real estate, corporate governance, operations, taxes, employment and legal proceedings;
Differences in lending practices and the willingness of domestic or foreign lenders to provide financing; and
Failure to comply with applicable laws and regulations in the United States that affect foreign operations, including, but not limited to, the U.S. Foreign Corrupt Practices Act.
Increased construction and development in the markets in which our seniors housing communities and MOBs are located could adversely affect our future occupancy rates, operating margins and profitability.
Limited barriers to entry in the seniors housing and MOB industries could lead to the development of new seniors housing communities or MOBs that outpaces demand. Data published by the National Investment Center for Seniors Housing & Care has indicated deliveries of new seniors housing communities will remain at elevated levels in 2019, especially in certain geographic markets. If development outpaces demand for those assets in the markets in which our properties are located, those markets may become saturated and we could experience decreased occupancy, reduced operating margins and lower profitability, which could have a Material Adverse Effect on us.
We have now, and may have in the future, exposure to contingentcontractual protections, such as annual rent escalators, which could hinder our growth and profitability.
We derive a significant portion of our revenues from leasing properties pursuant to long-term triple-net leases that generally provide for fixed rental rates, subject to annual escalations. In certain cases, the annual escalations are contingent upon the achievement of specified revenue parameters or based on changes in CPI, with caps and floors. If, as a result of weak economic conditions or other factors, the properties subject to these leases domay not generate sufficient revenue to achieve the specified rent escalation parameters, which would adversely affect our business, financial condition and results of operations. This risk could be exacerbated by new laws and regulations enacted during the COVID-19 pandemic that limit our ability to enforce contractual escalators against tenants affected by the COVID-19 pandemic.
A downturn in any one of our tenants’, borrowers’ or CPI does not increase, our growth and profitabilitymanagers’ businesses could ultimately lead to its bankruptcy if it is unable to timely resolve the underlying causes, which may be hindered. If strong economic conditions resultlargely outside of its control. Bankruptcy and insolvency laws afford certain rights to a party that has filed for bankruptcy or reorganization that may render certain of our rights and remedies unenforceable, or, at the least, delay our ability to pursue such rights and remedies and realize any recoveries in significant increasesconnection therewith. For example, we cannot evict a tenant solely because of its bankruptcy filing. Additionally, a debtor-lessee may reject our lease in CPI, but the escalations under our leases are capped, our growtha bankruptcy proceeding, and profitabilityany claim we have for unpaid rent might not be paid in full. We also may be limited.required to fund certain expenses and obligations (e.g., real estate taxes, debt costs and maintenance expenses) to preserve the value of our properties, avoid the imposition of liens on our properties or transition our properties to a new tenant or manager.
Bankruptcy or insolvency proceedings may result in increased costs and significant management distraction. If we are unable to transition affected properties efficiently and effectively, such properties could experience prolonged operational disruption, leading to lower occupancy rates and further depressed revenues. Publicity about a tenant’s, borrowers’ or manager’s financial condition and insolvency proceedings may also negatively impact their and our reputations, which could result in decreased customer demand and revenues. Any or all of these risks could adversely affect our business, financial condition and results of operations. These risks would be magnified where we lease multiple properties to a single third party under a master lease, as a failure or default under a master lease would expose us to these risks across multiple properties.
We own certain properties subject to ground lease, air rights or other restrictive agreements that limit our uses of the properties, restrict our ability to sell or otherwise transfer the properties and expose us to loss of the properties if such agreements are breached by us or terminated.
Our investments in MOBs, R&I buildings and facilities as well as other properties may be made through leasehold interests in the land on which the buildings are located, leases of air rights for the space above the land on which the buildings are located, or other similar restrictive arrangements. Many of these ground lease, air rights and other restrictive agreements impose significant limitations on our uses of the subject properties, restrict our ability to sell or otherwise transfer our interests in the properties or restrict the leasing of the properties. These restrictions may limit our ability to timely sell or exchange the properties, impair the properties’ value or negatively impact our ability to find suitable tenants for the properties. In addition, we could lose our interests in the subject properties if the ground lease, air rights or other restrictive agreements are breached by us or terminated.
WeEnvironmental, Economic and Market Risks
Increased construction and development in the markets in which our properties are located could adversely affect our future occupancy rates, operating margins and profitability.
The oversupply of healthcare real estate could adversely affect our business. In many jurisdictions, limited barriers to entry could lead to the development of new properties that outpaces demand across our various asset classes. If existing supply and development collectively outpaces demand for those assets in the markets in which our properties are located, those markets may be unable to successfully foreclose on the collateral securing our loansbecome saturated and other investments,we could experience decreased occupancy, reduced operating margins and even if we are successful in our foreclosure efforts, we may be unable to successfully sell any acquired equity interests or reposition any acquired properties,lower profitability, which could adversely affect our ability to recover our investments.
If a borrower defaults under mortgage or other secured loans for which we are the lender, we may attempt to foreclose on the collateral securing those loans, including by acquiring any pledged equity interests or acquiring title to the subject properties, to protect our investment. In response, the defaulting borrower may contest our enforcement of foreclosure or other available remedies, seek bankruptcy protection against our exercise of enforcement or other available remedies, or bring claims against us for lender liability. If a defaulting borrower seeks bankruptcy protection, the automatic stay provisions of the U.S. Bankruptcy Code would preclude us from enforcing foreclosure or other available remedies against the borrower unless relief is first obtained from the court with jurisdiction over the bankruptcy case. In addition, we may be subject to intercreditor or tri-party agreements that delay, impact, govern or limit our ability to foreclose on a lien securing a loan or otherwise delay or limit our pursuit of our rights and remedies. Any such delay or limit on our ability to pursue our rights or remedies could have a Material Adverse Effect on us.
Even if we successfully foreclose on the collateral securing our mortgage loans and other investments, costs related to enforcement of our remedies, high loan-to-value ratios or declines in the value of the collateral could prevent us from realizing the full amount of our secured loans, and we could be required to record a valuation allowance for such losses. Moreover, the collateral may include equity interests that we are unable to sell due to securities law restrictions or otherwise, or properties that we are unable to reposition with new tenants or operators on a timely basis, if at all, or without making improvements or repairs. Any delay or costs incurred in selling or repositioning acquired collateral could adversely affect our ability to recover our investments.
Some of our loan investments are subordinated to loans held by third parties.
Our mezzanine loan investments are subordinated to senior secured loans held by other investors that encumber the same real estate. If a senior secured loan is foreclosed, that foreclosure would extinguish our rights in the collateral for our mezzanine loan. In order to protect our economic interest in that collateral, we would need to be prepared, on an expedited basis, to advance funds to the senior lenders in order to cure defaults under the senior secured loans and prevent such a foreclosure. If a senior secured loan has matured or has been accelerated, then in order to protect our economic interest in the collateral, we would need to be prepared, on an expedited basis, to purchase or pay off that senior secured loan, which could require an infusion of fresh capital as large or larger than our initial investment. Our ability to sell or syndicate a mezzanine loan could be limited by transfer restrictions in the intercreditor agreement with the senior secured lenders. Our ability to negotiate modifications to the mezzanine loan documents with our borrowers could be limited by restrictions on modifications in the intercreditor agreement. Since mezzanine loans are typically secured by pledges of equity rather than direct liens on real
estate, our mezzanine loan investments are more vulnerable than our mortgage loan investments to losses caused by competing creditor claims, unauthorized transfers, or bankruptcies.
Our tenants, operators and managers may be adversely affected by healthcare regulation and enforcement.
Regulation of the healthcare industry generally has intensified over time both in the number and type of regulations and in the efforts to enforce those regulations. This is particularly true for large for-profit, multi-facility providers like Atria, Sunrise, Brookdale Senior Living, Ardent and Kindred. Federal, state and local laws and regulations affecting the healthcare industry include those relating to, among other things, licensure, conduct of operations, ownership of facilities, addition of facilities and equipment, allowable costs, services, prices for services, qualified beneficiaries, quality of care, patient rights, fraudulent or abusive behavior, financial and other arrangements that may be entered into by healthcare providers and the research, development, clinical testing, manufacture and marketing of research and innovation products. In addition, changes in enforcement policies by federal and state governments have resulted in an increase in the number of inspections, citations of regulatory deficiencies and other regulatory sanctions, including terminations from the Medicare and Medicaid programs, bars on Medicare and Medicaid payments for new admissions, civil monetary penalties and even criminal penalties. See “Governmental Regulation—Healthcare Regulation” included in Part I, Item 1 of this Annual Report on Form 10-K. We are unable to predict the scope of future federal, state and local regulations and legislation, including the Medicare and Medicaid statutes and regulations, or the intensity of enforcement efforts with respect to such regulations and legislation, and any changes in the regulatory framework could have a material adverse effect on our tenants, operators and managers, which, in turn, could have a Material Adverse Effect on us.
If our tenants, operators and managers fail to comply with the extensive laws, regulations and other requirements applicable to their businesses and the operation of our properties, they could become ineligible to receive reimbursement from governmental and private third-party payor programs, face bans on admissions of new patients or residents, suffer civil or criminal penalties or be required to make significant changes to their operations. Our tenants, operators and managers also could face increased costs related to changes in healthcare regulation, such as a shift toward less comprehensive health coverage, or be forced to expend considerable resources in responding to an investigation or other enforcement action under applicable laws or regulations. In such event, the results of operations and financial condition of our tenants, operators and managers and the results of operations of our properties operated or managed by those entities could be adversely affected, which, in turn, could have a Material Adverse Effect on us.
Changes in the reimbursement rates or methods of payment from third-party payors, including insurance companies and the Medicare and Medicaid programs, could have a material adverse effect on certain of our tenants and operators and on us.
Certain of our tenants and operators rely on reimbursement from third-party payors, including the Medicare (both traditional Medicare and "managed" Medicare/Medicare Advantage) and Medicaid programs, for substantially all of their revenues. Federal and state legislators and regulators have adopted or proposed various cost-containment measures that would limit payments to healthcare providers, and budget crises and financial shortfalls have caused states to implement or consider Medicaid rate freezes or cuts. See “Governmental Regulation—Healthcare Regulation” included in Part I, Item 1 of this Annual Report on Form 10-K. Private third-party payors also have continued their efforts to control healthcare costs. In addition, coverage expansions via the ACA through Medicaid expansion and health insurance exchanges may be scaled back by litigation that may invalidate some or all of the ACA, or waiver programs that reduce the number of people with Medicaid coverage in a given state. We cannot assure you that our tenants and operators who currently depend on governmental or private payor reimbursement will be adequately reimbursed for the services they provide. Significant limits by governmental and private third-party payors on the scope of services reimbursed or on reimbursement rates and fees, whether from legislation, administrative actions or private payor efforts, could have a material adverse effect on the liquidity,business, financial condition and results of operationsoperations.
General economic conditions and other events or occurrences that affect areas in which our properties are geographically concentrated may impact financial results.
We are exposed to general economic conditions, local, regional, national and international economic conditions and other events and occurrences that affect the markets in which we own properties. Our operating performance is impacted by the economic conditions of certainthe specific markets in which we have concentrations of properties and could be adversely affected if conditions become less favorable in any such markets. For example, a shortage of skilled workers in a particular region, including nurses or other trained personnel, may force our third-party managers to enhance their pay and benefits package to compete effectively for such personnel, but such managers may not be able to offset these added costs by increasing the rates charged to residents, which may result in less revenue to our business.
A substantial portion of our tenantsvalue is derived from properties in California, New York, Texas, Pennsylvania and operators, which could affect adversely their ability to comply with the terms of our leasesIllinois, and haveas a Material Adverse Effect on us.
The healthcare industry trend away from a traditional fee for service reimbursement model towards value-based payment approaches may negatively impact certain of our tenants’ revenues and profitability.
Certain of our tenants, specifically those providers in the post-acute and health system space,result, we are subject to the broad trendincreased exposure to adverse conditions affecting these regions, including downturns in the healthcare industry toward value-based purchasing of healthcare services. These value-based purchasing programs include public reporting of quality datalocal economies or changes in local real estate conditions, changing demographics, increased construction and preventable adverse events tied to the quality and efficiency of care provided by facilities. Medicare no longer reimburses hospitalscompetition or decreased demand for care related to certain preventable adverseour properties, regional climate events and imposes payment reductions on hospitals for preventable readmissions. These punitive approacheschanges in state-specific legislation, which could be expanded to additional typesadversely affect our business, financial condition and results of providers inoperations.
To the future.
We expect value-based purchasing programs, including programsextent that condition reimbursement on patient outcome measures, to become more commonwe or our tenants, borrowers and to involve a higher percentage of reimbursement amounts. For example, several of the nation’s largest commercial payors are increasing reliance on value-based reimbursement arrangements. Wemanagers are unable at this time to predict how this trend will affectnavigate successfully the revenuestrends impacting our or their businesses and profitability of those of ourthe industries in which we or they operate, we may be adversely affected.
Our tenants, who are providers ofborrowers and managers include senior housing operators, hospitals, post-acute facilities and other healthcare services; however, if this trend significantlysystems, medical offices and adversely affects their profitability, it could in turn negatively affect their abilitylife sciences and willingness to comply with the terms of their leases with us and or renew those leases upon expiration, which could have a Material Adverse Effect on us.
If controls imposed on certain of our tenants who provide healthcare servicestechnology companies that are reimbursed by Medicare, Medicaidsubject to a complex set of trends affecting their businesses and other third-party payorsthe industries in which they operate. If we or they are unable to reduce admissions and length of stay affect inpatient volumes atsuccessfully navigate such trends, our healthcare facilities, thebusiness, financial condition orand results of operations of those tenantsoperators could be adversely affected.
There have been, and could be additional, advances or changes in technology, payment models, healthcare delivery models, regulation or consumer behavior or perception that could over time reduce demand for on-site activities provided at our properties. For example, the effects of shelter-in-place and stay-at-home orders, including remote work arrangements for an extended period of time, could broadly impact market demand for real estate and could cause long term structural changes in the marketplace. If our tenants and managers are not able to adapt to long-term changes in demand, their financial condition could be materially impacted, and our business could suffer. In addition, our tenants, borrowers and managers face an increasingly competitive labor market, which has been compounded by the COVID-19 pandemic. An inability to attract and retain trained personnel could negatively impact the ability of our tenants, borrowers and managers to meet their obligations to us. A shortage of care givers or other trained personnel, union activities, minimum wage laws, or general inflationary pressures on wages may force tenants, borrowers and managers to enhance pay and benefits packages to compete effectively for skilled personnel, or to use more expensive contract personnel, but they may be unable to offset these added costs by increasing the rates charged to residents.
Additionally, controls imposed by Medicare, Medicaid and commercial third-party payors designed to reduce admissions and lengths of stay, commonly referred to as “utilization reviews,” have affected and are expected to continue to affect certain of our healthcare facilities,tenants, specifically our acute care hospitals and post-acute facilities. Utilization review entailsTelehealth and increased use of home healthcare may also reduce demand for activities at our properties. The U.S. Congress and certain state legislatures have introduced and passed a number of proposals and legislation designed to make major changes in the reviewhealthcare system, including changes that directly or indirectly affect reimbursement. Several of these laws, including the admissionAffordable Care Act, have promoted shifting from traditional fee-for-service reimbursement models to alternative payment models that tie reimbursement to quality and coursecost of treatmentcare, such as accountable care organizations and bundled payments. See “Government Regulation—United States Healthcare Regulation, Licensing and Enforcement” included in Part I, Item 1 of a patient by managed care plans. Inpatient utilization, average lengthsthis Annual Report. These and other trends could significantly and adversely affect the profitability of stay and occupancy rates continue to be negatively affected by payor-required preadmission authorization and utilization review and by payor pressures to maximize outpatient and alternative healthcare delivery services for less acutely ill patients. Efforts to impose more stringent cost controls and reductions are expected to continue,these tenants, which could negatively impact the financial condition of our tenants who provide healthcare services in our hospitals and post-acute facilities. If so, this could adversely affect these tenants’their ability andto make rental payments to us or their willingness to comply with the terms ofrenew their leases withon terms that are as favorable to us, and or renew those leases upon expiration, which could have a Material Adverse Effect on us.at all.
The hospitals on or near whosethe campuses where our MOBs are located and their affiliated health systems could fail to remain competitive or financially viable, which could adversely impact their ability to attract physicians and physician groups to our MOBs.MOBs and our other properties that serve the healthcare industry.
Our MOB operationsMOBs and other properties that serve the healthcare industry depend on the competitiveness and financial viability of the hospitals on or near whosethe campuses where our MOBsproperties are located and their ability to attract physicians and other healthcare-related clients to our MOBs.properties. The viability of these hospitals, in turn, depends on factors such as the quality and mix of healthcare services provided, competition for patients, physicians and physician groups, demographic trends in the surrounding community, market position and growth potential as well as the ability of the affiliated health systems to provide economies of scale and access to capital. If a hospital on or near whosethe campus where one of our MOBsproperties is located fails or becomes unable to meet its financial obligations, and if an affiliated health system is unable to support that hospital, thethat hospital may be unable to compete successfully or could be forced to close or relocate, which could adversely impact its ability to attract physicians and other healthcare-related clients. Because we rely on proximity to and affiliations with hospitals to create leasing demand in our MOBs,properties, a hospital’s inability to remain competitive or financially viable, or to attract physicians and physician groups, could materially adversely affect our MOB operations and have a Material Adverse Effect on us.
Our development and redevelopment projects, including projects undertaken through our joint ventures, may not yield anticipated returns.
We consider and, when appropriate, invest in various development and redevelopment projects. In deciding whether to make an investment in a particular project, we make certain assumptions regarding the expected future performance of the property. Our assumptions are subject to risks generally associated with development and redevelopment projects, including, among others, that:
We may be unable to obtain financing for the project on favorable terms or at all;
We may not complete the project on schedule or within budgeted amounts;
We may not be able to recognize rental revenue in some cases although cash rent is being paid and the lease has commenced;
We may encounter delays in obtaining or fail to obtain all necessary zoning, land use, building, occupancy, environmental and other governmental permits and authorizations, or underestimate the costs necessary to develop or redevelop the property to market standards;
Construction or other delays may provide tenants or residents the right to terminate preconstruction leases or cause us to incur additional costs;
Volatility in the price of construction materials or labor may increase our project costs;
In the case of our MOB developments, hospitals or health systems may maintain significant decision-making authority with respect to the development schedule;
Our builders may fail to perform or satisfy the expectations of our clients or prospective clients;
We may incorrectly forecast risks associated with development in new geographic regions;
Tenants may not lease space at the quantity or rental rate levels or on the schedule projected;
Demand for our project may decrease prior to completion, due to competition from other developments; and
Lease rates and rents at newly developed or redeveloped properties may fluctuate based on factors beyond our control, including market and economic conditions.
If any of the risks described above occur, our development and redevelopment projects, including projects undertaken through our joint ventures, may not yield anticipated returns, which could have a Material Adverse Effect on us.
Our investments in joint ventures and unconsolidated entities could be adversely affected by our lack of sole decision-making authority, our reliance on our joint venture partners’ financial condition, any disputes that may arise between us and our joint venture partners, and our exposure to potential losses from the actions of our joint venture partners.
As of December 31, 2019, we owned 35 MOBs, 12 research and innovation centers, 38 seniors housing communities and one IRF through consolidated joint ventures, and we had 25% ownership interests in five seniors housing communities and one MOB through investments in unconsolidated entities. In addition, we had a 34% ownership interest in Atria, a 34% ownership interest in Eclipse Senior Living and a 9.8% interest in Ardent as of December 31, 2019. These joint ventures and unconsolidated entities involve risks not present with respect to our wholly owned properties, including the following:
We may be unable to take actions that are opposed by our joint venture partners under arrangements that require us to share decision-making authority over major decisions affecting the ownership or operation of the joint venture and any property owned by the joint venture, such as the sale or financing of the property or the making of additional capital contributions for the benefit of the property;
For joint ventures in which we have a noncontrolling interest, our joint venture partners may take actions that we oppose;
Our ability to sell or transfer our interest in a joint venture to a third party may be restricted if we fail to obtain the prior consent of our joint venture partners;
Our joint venture partners may become bankrupt or fail to fund their share of required capital contributions, which could delay construction or development of a property or increase ourbusiness, financial commitment to the joint venture;
Our joint venture partners may have business interests or goals with respect to a property that conflict with our business interests and goals, including with respect to the timing, terms and strategies for investment, which could increase the likelihood of disputes regarding the ownership, management or disposition of the property;
Disagreements with our joint venture partners could result in litigation or arbitration that increases our expenses, distracts our officers and directors, and disrupts the day-to-day operations of the property, including by delaying important decisions until the dispute is resolved; and
We may suffer losses as a result of actions taken by our joint venture partners with respect to our joint venture investments.
Events that adversely affect the ability of seniors and their families to afford daily resident fees at our seniors housing communities could cause our occupancy rates, resident fee revenuescondition and results of operations to decline.operations.
Assisted and independent living services generally are not reimbursable under government reimbursement programs, such as Medicare and Medicaid. A large majority of the resident fee revenues generated by our senior living operations, therefore, are derived from private pay sources consisting of the income or assets of residents or their family members. In light of the significant expense associated with building new properties and staffing and other costs of providing services, typically only seniors with income or assets that meet or exceed the comparable region median can afford the daily resident and care fees at our seniors housing communities, and a weak economy, depressed housing market or changes in demographics could adversely affect their continued ability to do so. If the managers of our seniors housing communities are unable to attract and retain seniors that have sufficient income, assets or other resources to pay the fees associated with assisted and independent living services, the occupancy rates, resident fee revenues and results of operations of our senior living operations could decline, which, in turn, could have a Material Adverse Effect on us.
Our life science, R&I tenants in the research and innovation industry face highunique levels of regulation, expense and uncertainty.
ResearchOur life science, R&I tenants develop and innovationsell products and services in an industry that is characterized by rapid and significant changes, evolving industry standards and uncertainty over the implementation of new healthcare reform legislation, which may cause them to lose competitive positions and adversely affect their operation. These tenants, particularly those involved in developing and marketing pharmaceutical products, are subject to certain unique risks, including the following:
Some of our tenants require significant outlays of funds for the research and development, and clinical testing, manufacture and commercialization of their products and technologies. Thetechnologies, as well as to fund their obligations, including rent payments due to us, and our tenants’ ability to raise capital depends on the viability of their products and technologies, their financial and operating condition and outlook, and the overall financial, banking and economic environment in recent years has significantly impacted the ability of these companies to access the capital markets and venture capital funding. In addition, state and federal government and university budgets have been negatively impacted by the recent economic environment and, as a result certain programs, including grants related to biotechnology research and development, may be at risk of being eliminated or cut back significantly.environment. If private investors, the federal government, universities, public markets or other sources of funding are unavailable to support such development, including as a tenant’sresult of general economic conditions, adverse market conditions or government shutdowns that limit our tenants’ ability to raise capital, such as those resulting from the current COVID-19 pandemic, a tenant may not be able to pay rent on the terms agreed or at all, its business may fail.fail and in certain cases, its lease may automatically terminate without any further obligation to pay us rent.
TheAdditionally, the research and development, clinical testing, manufacture and marketing of some of our tenants’ products require federal, state and foreign regulatory approvals. The approval process is typically long, expensive and uncertain. Even if our tenants have sufficient funds to seek approvals, one or all of their products may fail to obtain the
required regulatory approvals on a timely basis or at all. Furthermore, our tenants may only have a small number of products under development. If one product fails to receive the required approvals at any stage of development, it could significantly adversely affect oursuch tenant’s entire business and its ability to pay rent.
Our tenants depend on the commercial success of certain products, and they may be unable to manufacture their products successfully or economically; may be unable to adapt to the rapid technological advances in the industry and to adequately protect their intellectual property under patent, copyright or trade secret laws. Failure to do so could jeopardize their ability to profit from their efforts and to protect their products from competition.
Collaborative relationships with other research and innovation entitieslaws or may face expiration of patent protection; may be crucial to the development, manufacturing, distributionfaced with later discovery of safety concerns; may face competition from new products; or marketingmay not receive acceptance of our tenants’their products. If these other entities fail to fulfill their obligations under these collaborative arrangements, our tenants’ businesses will suffer.
Legislation to reform the U.S. healthcare system, including regulations and legislation relating to the ACA, may include government intervention in product pricing and other changes that adversely affect reimbursement for our tenants’ marketable products. In addition, sales of many of our tenants’ marketable products are dependent, in large part, on the availability and extent of reimbursement from government health administration authorities, private health insurers and other organizations. Changes in government regulations, price controls or third-party payors’ reimbursement policies may reduce reimbursement for our tenants’ marketable products and adversely impact our tenants’ businesses.
We cannot assure you that any of our life science, R&I tenants in the research and innovation industry will be successful in their businesses. If our tenants’ businesses are adversely affected, theyAny tenant that is unable to avoid, or sufficiently mitigate, the risks described above may have difficulty making rental payments or satisfying its other lease obligations to us or may have difficulty maintaining the value of our investment, which could materially adversely affect our business, results of operations and financial condition.
The amount and scope of insurance coverage provided by our policies and policies maintained by our tenants, operators and managers may not adequately insure against losses.
We maintain or require in our lease, management and other agreements that our tenants, operators and managers maintain all applicable lines of insurance on our properties and their operations. Although we regularly review the amount and scope of insurance provided by our policies and required to be maintained by our tenants, operators and managers and believe
the coverage provided to be customary for similarly situated companies in our industry, we cannot assure you that we or our tenants, operators and managers will continue to be able to maintain adequate levels of insurance. We also cannot assure you that we or our tenants, operators and managers will maintain the required coverages, that we will continue to require the same levels of insurance under our lease, management and other agreements, that such insurance will be available at a reasonable cost in the future or that the policies maintained will fully cover all losses on our properties upon the occurrence of a catastrophic event, nor can we make any guaranty as to the future financial viability of the insurers that underwrite our policies and the policies maintained by our tenants, operators and managers.
For various reasons, including to reduce and manage costs, many healthcare companies utilize different organizational and corporate structures coupled with self-insurance trusts or captive programs that may provide less insurance coverage than a traditional insurance policy. Companies that insure any part of their general and professional liability risks through their own captive limited purpose entities generally estimate the future cost of general and professional liability through actuarial studies that rely primarily on historical data. However, due to the rise in the number and severity of professional claims against healthcare providers, these actuarial studies may underestimate the future cost of claims, and reserves for future claims may not be adequate to cover the actual cost of those claims. As a result, the tenants and operators of our properties who self-insure could incur large funded and unfunded general and professional liability expenses, which could materially adversely affect their liquidity, financial condition and results of operationsoperations.
Merger, acquisition and investment activity in turn, their ability to satisfy their obligations to us. If weour industries resulting in a change of control of, or the managersa competitor’s investment in, one or more of our senior living operations decidetenants, borrowers or managers could adversely affect our business, financial condition and results of operations.
The seniors housing and healthcare industries have experienced and may continue to implementexperience consolidation, including among owners of real estate, tenants and care providers. In connection with any change of control of a captivetenant, borrower or self-insurance program,manager, such tenant’s, borrower’s or manager’s strategy, financial condition, management team or real estate needs may change, any large fundedof which could adversely affect our relationship with such party and unfunded generalour revenues and professional liability expenses incurredresults of operations. In addition, a competitor’s investment in one of our tenants, borrowers or managers could have a Material Adverse Effect on us.
Should an uninsured lossenable our competitor to directly or a loss in excess of insured limits occur, we could incur substantial liabilityindirectly influence that tenant’s, borrower’s or lose all or a portion of the capital we have investedmanager’s business and strategy in a property, as well asmanner that impairs our relationship with the anticipated future revenues fromtenant, borrower or manager or is otherwise adverse to our interests. Depending on our contractual agreements and the property. Followingspecific facts and circumstances, we may not have the occurrenceright to consent to a competitor’s investment in, a change of such an event, we might nevertheless remain obligated for any mortgage debtcontrol of, or other financial obligations related to the property. We cannot assure you that material uninsured losses,transactions impacting a tenant, borrower or losses in excess of insurance proceeds, will not occur in the future.manager.
Damage from catastrophic or extreme weather and other natural events and the physical effects of climate change could result in losses to the Company.
Certain of our properties are located in areas particularly susceptible to revenue loss, cost increase or damage caused by catastrophic or extreme weather and other natural events, including fires, snow or ice storms, windstorms or hurricanes, earthquakes, flooding or other severe weather. These adverse weather and natural events could cause substantial damages or losses to our properties which could exceed our or our tenants’, operators’ andborrowers’ or managers’ property insurance coverage. Operationally, such events could cause a major power outage, leading to a disruption of our systems and operations. In the event of a loss in excess of insured limits, we could lose our capital invested in the affected property, as well as anticipated future revenue from that property. Any such loss could materially and adversely affect our business, and our financial condition and results of operations. Climate change may also have indirect effects on our business by increasing the cost of (or making unavailable) property insurance on terms we find acceptable.
To the extent that significant changes in the climate occur in areas where our properties are located, we may experience extreme weather and changes in precipitation and temperature, all of which may result in physical damage to or a decrease in demand for properties located in these areas or affected by these conditions. Should the impact of climate change be material in nature, including destruction of our properties, or occur for lengthy periods of time, our business, financial condition or results of operations may be adversely affected.
In addition, changes in federal and state legislation and regulation on climate change could result in increased capital expenditures to improve the energy efficiency of our existing properties and could also require us to spend more on our new development properties without a corresponding increase in revenue.
The decision of the United Kingdom to exit the European Union could adversely affect our business, financial condition and results of operations.
In 2019, we derived 1.3% of our NOI from the United Kingdom. The decision made in the British referendum of June 23, 2016 to leave the European Union, commonly referred to as “Brexit,” has led to volatility in the financial markets of the United Kingdom (the “U.K.”), and more broadly across Europe and may also lead to weakening in consumer, corporate and financial confidence in such markets. The U.K. government initiated the official EU withdrawal process on March 29, 2017, and the exit from the EU was expected to occur by the end of March 2019. However, the withdrawal was extended several times due to deadlock in negotiations. On January 29, 2020, the U.K. Parliament approved a withdrawal agreement submitted on January 22, 2020, and the U.K. officially withdrew from the EU on January 31, 2020. There is a transition period through December 2020, with an option to extend an additional one to two years, to allow for businesses and individuals to adjust to its
changes, during which all EU regulations will continue to apply to the U.K. Trade negotiations are expected to begin in early March 2020, but the nature of the economic relationship between the EU and U.K. remains uncertain, and there is no guarantee that both parties will be able to reach an agreement before the transition period expires. This Brexit decision has created political and economic uncertainty, particularly in the U.K. and the EU, and this uncertainty may last for years. Our business could be affected during this period of uncertainty, and perhaps longer, by the impact of the U.K. referendum. In addition, our business could be negatively affected by new trade agreements between the U.K. and other countries, including the U.S., and by the possible imposition of trade or other regulatory barriers in the U.K. These possible negative impacts, and others resulting from the U.K.’s withdrawal from the EU, could adversely affect our and our tenants’ businesses, financial conditions and results of operations.
Significant legal actions or regulatory proceedings could subject us or our tenants, operators and managers to increased operating costs and substantial uninsured liabilities, which could materially adversely affect our or their liquidity, financial condition and results of operations.
From time to time, we may be subject to claims brought against us in lawsuits and other legal or regulatory proceedings arising out of our alleged actions or the alleged actions of our tenants, operators and managers for which such tenants, operators and managers may have agreed to indemnify, defend and hold us harmless. An unfavorable resolution of any such litigation or proceeding could materially adversely affect our or their liquidity, financial condition and results of operations and have a Material Adverse Effect on us.
In certain cases, we and our tenants, operators and managers may be subject to professional liability claims brought by plaintiffs’ attorneys seeking significant punitive damages and attorneys’ fees. Due to the historically high frequency and severity of professional liability claims against seniors housing and healthcare providers, the availability of professional liability insurance has decreased and the premiums on such insurance coverage remain costly. As a result, insurance protection against such claims may not be sufficient to cover all claims against us or our tenants, operators or managers, and may not be available at a reasonable cost. If we or our tenants, operators and managers are unable to maintain adequate insurance coverage or are required to pay punitive damages, we or they may be exposed to substantial liabilities.
The occurrence of cyber incidents could disrupt our operations, result in the loss of confidential information and/or damage our business relationships and reputation.
As our reliance on technology has increased, our business is subject to greater risk from cyber incidents, including attempts to gain unauthorized access to our or our managers’ systems to disrupt operations, corrupt data or steal confidential information, and other electronic security breaches. While we and our managers have implemented measures to help mitigate these threats, such measures cannot guarantee that we will be successful in preventing a cyber incident. The occurrence of a cyber incident could disrupt our operations, or the operations of our managers, compromise the confidential information of our employees or the residents in our seniors housing communities, and/or damage our business relationships and reputation.
Our operators may be sued under a federal whistleblower statute.
Our operators who engage in business with the federal government may be sued under a federal whistleblower statute designed to combat fraud and abuse in the healthcare industry. See “Governmental Regulation—Healthcare Regulation” included in Part I, Item 1 of this Annual Report on Form 10-K. These lawsuits can involve significant monetary damages and award bounties to private plaintiffs who successfully bring these suits. If any of these lawsuits were brought against our operators, such suits combined with increased operating costs and substantial uninsured liabilities could have a material adverse effect on our operators’ liquidity, financial condition and results of operations and on their ability to satisfy their obligations under our leases, which, in turn, could have a Material Adverse Effect on us.
We could incur substantial liabilities and costs if any of our properties are found to be contaminated with hazardous substances or we become involved in any environmental disputes.
Under federal and state environmental laws and regulations, a current or former owner of real property may be liable for costs related to the investigation, removal and remediation of hazardous or toxic substances or petroleum that are released from or are present at or under, or that are disposed of in connection with such property. Owners of real property may also face other environmental liabilities, including government fines and penalties imposed by regulatory authorities and damages for injuries to persons, property or natural resources. Environmental laws and regulations often impose liability without regard to whether the owner was aware of, or was responsible for, the presence, release or disposal of hazardous or toxic substances or petroleum. In certain circumstances, environmental liability may result from the activities of a current or former operator of the property. Although we generally have indemnification rights against the current operators of our properties for contamination
caused by them, such indemnification may not adequately cover all environmental costs. See “Governmental Regulation—Environmental Regulation” included in Part I, Item 1 of this Annual Report on Form 10-K.
Our success depends, in part, on our ability to attract and retain talented employees, and the loss of any one of our key personnel could adversely impact our business.
The success of our business depends, in part, on the leadership and performance of our executive management team and key employees, and our ability to attract, retain and motivate talented employees could significantly impact our future performance. Competition for these individuals is intense, and we cannot assure you that we will retain our key officers and employees or that we will be able to attract and retain other highly qualified individuals in the future. Losing any one or more of these persons could have a Material Adverse Effect on us.
Failure to maintain effective internal controls could harm our business, results of operations and financial condition.
Pursuant to the Sarbanes-Oxley Act of 2002, we are required to provide a report by management on internal control over financial reporting, including management’s assessment of the effectiveness of such control. Because of its inherent limitations, including the possibility of human error, the circumvention or overriding of controls, or fraud, effective internal controls over financial reporting may not prevent or detect misstatement and can provide only reasonable assurance with respect to the preparation and fair presentation of financial statements. If we fail to maintain the adequacy of our internal controls over financial reporting and our operating internal controls, including any failure to implement required new or improved controls as a result of changes to our business or otherwise, or if we experience difficulties in their implementation, our business, results of operations and financial condition could be materially adversely harmed and we could fail to meet our reporting obligations.
Economic and other conditions that negatively affect geographic locations to which a greater percentage of our NOI is attributed could adversely affect our financial results.
For the year ended December 31, 2019, approximately 34.8% of our total NOI was derived from properties located in California (13.8%), New York (6.4%), Texas (5.9%), Illinois (4.6%) and Pennsylvania (4.1%). As a result, we are subject to increased exposure to adverse conditions affecting these regions, including downturns in the local economies or changes in local real estate conditions, increased construction and competition or decreased demand for our properties, regional climate events and changes in state-specific legislation, which could adversely affect our business and results of operations.
We may be adversely affected by fluctuations in currency exchange rates.
Our ownership of properties in Canada and the United Kingdom currently subjects us to fluctuations in the exchange rates between U.S. dollars and Canadian dollars or the British pound, which may, from time to time, impact our financial condition and results of operations. If we continue to expand our international presence through investments in, or acquisitions or development of, seniors housing or healthcare assets outside the United States, Canada or the United Kingdom, we may transact business in other foreign currencies. Although we may pursue hedging alternatives, including borrowing in local currencies, to protect against foreign currency fluctuations, we cannot assure you that such fluctuations will not have a Material Adverse Effect on us.
Risks Arising from Our Capital Structure Risks
We may become more leveraged.
As of December 31, 2019,2020, we had approximately $12.2$11.9 billion of outstanding indebtedness. The instruments governing our existing indebtedness permit us to incur substantial additional debt, including secured debt, and we may satisfy our capital and liquidity needs through additional borrowings. A high level of indebtedness would require us to dedicate a substantial portion of our cash flow from operations to the payment of debt service, thereby reducing the funds available to
implement our business strategy and make distributions to stockholders. A high level of indebtedness on an absolute basis or as a ratio to our cash flow could also have the following consequences:
•Potential limits on our ability to adjust rapidly to changing market conditions and vulnerability in the event of a downturn in general economic conditions or in the real estate or healthcare industries;
•Potential impairment of our ability to obtain additional financing to execute on our business strategy; and
•Potential downgrade in the rating of our debt securities by one or more rating agencies, which could have the effect of, among other things, limiting our access to capital and increasing our cost of borrowing.
In addition, from time to time, we mortgage certain of our properties to secure payment of indebtedness. If we are unable to meet our mortgage payments, then the encumbered properties could be foreclosed upon or transferred to the mortgagee with a resulting loss of income and asset value.
We are highly dependent on access to the capital markets. Limitations on our ability to access capital could have an adverse effect on us, including our ability to make required payments on our debt obligations, make distributions to our stockholders or make future investments necessary to implement our business strategy.
We cannot assure you that we will be able to raise the capital necessary to meet our debt service obligations, make distributions to our stockholders or make future investments necessary to implement our business strategy, if our cash flow from operations is insufficient to satisfy these needs, and the failure to do so could adversely affect our business. We cannot assure you that conditions in the capital markets will not deteriorate or that our access to capital and other sources of funding will not become constrained, which could adversely affect the availability and terms of future borrowings, renewals or refinancings and our results of operations and financial condition. If we cannot access capital at an acceptable cost or at all, we may be required to liquidate one or more investments in properties at times that may not permit us to maximize the return on those investments or that could result in adverse tax consequences to us.
As a public company, our access to debt and equity capital depends, in part, on the trading prices of our senior notes and common stock, which, in turn, depend upon market conditions that change from time to time, such as the market’s perception of our financial condition, our growth potential and our current and expected future earnings and cash distributions. Our failure to meet the market’s expectation regarding future earnings and cash distributions or a significant downgrade in the ratings assigned to our long-term debt could impact our ability to access capital or increase our borrowing costs.
The COVID-19 pandemic has also caused, and is likely to continue to cause, severe economic, market and other disruptions worldwide. We cannot assure you that conditions in the bank lending, capital and other financial markets will not continue to deteriorate as a result of the pandemic, or that our access to capital and other sources of funding will not become constrained, which could adversely affect the availability and terms of future borrowings, renewals or refinancings. The continuance of decreased revenue and NOI as a result of the COVID-19 pandemic could lead to downgrades of our long-term credit rating. Such future downgrades could increase our borrowing costs, which would make it more difficult or expensive to obtain additional financing or refinance existing obligations and commitments. In addition, the deterioration of global economic conditions as a result of the pandemic has decreased occupancy levels and pricing across our portfolio as senior residents and tenants reduce or defer their spending.
We also rely on the financial institutions that are parties to our revolving credit facilities. If these institutions become capital constrained, tighten their lending standards or become insolvent or if they experience excessive volumes of borrowing requests from other borrowers within a short period of time, they may be unable or unwilling to honor their funding commitments to us, which would adversely affect our ability to draw on our revolving credit facilities and, over time, could negatively impact our ability to consummate acquisitions, repay indebtedness as it matures, fund capital expenditures or make distributions to our stockholders.
We may be adversely affected by fluctuations in currency exchange rates.
Our ownership of properties in Canada and the United Kingdom currently subjects us to fluctuations in the exchange rates between U.S. dollars and Canadian dollars or the British pound, which may, from time to time, impact our financial condition and results of operations. If we continue to expand our international presence through investments in, or acquisitions or development of, senior housing or healthcare assets outside the United States, Canada or the United Kingdom, we may transact business in other foreign currencies. Although we may pursue hedging alternatives, including borrowing in local
currencies, to protect against foreign currency fluctuations, we cannot assure you that such fluctuations will not adversely affect our business, financial condition and results of operations.
We are exposed to increases in interest rates, which could reduce our profitability and adversely impact our ability to refinance existing debt, sell assets or engage in acquisition, investment, development and redevelopment activity, and our decision to hedge against interest rate risk might not be effective.
We receive a significant portion of our revenues by leasing assets under long-term triple-net leases that generally provide for fixed rental rates subject to annual escalations, while certain of our debt obligations are floating rate obligations with interest and related payments that vary with the movement of LIBOR, Bankers’ Acceptance or other indexes. The generally fixed rate nature of a significant portion of our revenues and the variable rate nature of certain of our debt obligations create interest rate risk. Although our operating assets provide a partial hedge against interest rate fluctuations, if interest rates rise, the costs of our existing floating rate debt and any new debt that we incur would increase. These increased costs could reduce our profitability, impair our ability to meet our debt obligations, or increase the cost of financing our acquisition, investment, development and redevelopment activity. An increase in interest rates also could limit our ability to refinance existing debt upon maturity or cause us to pay higher rates upon refinancing, as well as decrease the amount that third parties are willing to pay for our assets, thereby limiting our ability to promptly reposition our portfolio in response to changes in economic or other conditions.
We may seek to manage our exposure to interest rate volatility with hedging arrangements that involve additional risks, including the risks that counterparties may fail to honor their obligations under these arrangements, that these arrangements may not be effective in reducing our exposure to interest rate changes, that the amount of income we earn from hedging transactions may be limited by federal tax provisions governing REITs, and that these arrangements may cause us to pay higher interest rates on our debt obligations than otherwise would be the case. Moreover, no amount of hedging activity can fully insulate us from the risks associated with changes in interest rates. Failure to hedge effectively against interest rate risk, if we choose to engage in such activities, could adversely affect our business, financial condition and results of operations and financial condition.operations.
Changes in the method pursuant to which the LIBOR rates are determined and potential phasing out of LIBOR after 2021 may affect our financial results.
LIBOR and certain other interest “benchmarks” may be subject to regulatory guidance and/or reform that could cause interest rates under our current or future debt agreements to perform differently than in the past or cause other unanticipated consequences. The United Kingdom’s Financial Conduct Authority, which regulates LIBOR, has announced that it intends to stop encouraging or requiring banks to submit rates for the calculation of LIBOR rates after 2021, and it is unclear if LIBOR will cease to exist or if new methods of calculating LIBOR will evolve.2021. While there is no consensus on what rate or rates may become accepted alternatives to LIBOR, the Alternative Reference Rates Committee, a steering committee comprised of U.S. financial market participants, selected the Secured Overnight Finance Rate (“SOFR”) as an alternative to LIBOR. SOFR is a broad measure of the cost of borrowing cash in the overnight U.S. treasury repo market, and the Federal Reserve Bank of New York started to publish the SOFR in May 2018. At this time, it is impossible to predict whether the SOFR or another reference rate will become an accepted alternative to LIBOR. The discontinuation, reform or replacement of LIBOR or any other benchmark rates may have an unpredictable impact on contractual mechanics in the credit markets or cause disruption to the broader financial markets, and could have an adverse effect on LIBOR-based interest rates on our current or future debt obligations.
Limitations on our ability to access capital could have an adverse effect on our ability to make required payments on our debt obligations, make distributions to our stockholders or make future investments necessary to implement our business strategy.
We cannot assure you that we will be able to raise the capital necessary to meet our debt service obligations, make distributions to our stockholders or make future investments necessary to implement our business strategy, if our cash flow from operations is insufficient to satisfy these needs, and the failure to do so could have a Material Adverse Effect on us. Although we believe that we have sufficient access to capital and other sources of funding to meet our expected liquidity needs, we cannot assure you that conditions in the capital markets will not deteriorate or that our access to capital and other sources of funding will not become constrained, which could adversely affect the availability and terms of future borrowings, renewals or refinancings and our results of operation and financial condition. If we cannot access capital at an acceptable cost or at all, we
may be required to liquidate one or more investments in properties at times that may not permit us to maximize the return on those investments or that could result in adverse tax consequences to us.
As a public company, our access to debt and equity capital depends, in part, on the trading prices of our senior notes and common stock, which, in turn, depend upon market conditions that change from time to time, such as the market’s perception of our financial condition, our growth potential and our current and expected future earnings and cash distributions. Our failure to meet the market’s expectation with regard to future earnings and cash distributions or a significant downgrade in the ratings assigned to our long-term debt could impact our ability to access capital or increase our borrowing costs. We also rely on the financial institutions that are parties to our revolving credit facilities. If these institutions become capital constrained, tighten their lending standards or become insolvent or if they experience excessive volumes of borrowing requests from other borrowers within a short period of time, they may be unable or unwilling to honor their funding commitments to us, which would adversely affect our ability to draw on our revolving credit facilities and, over time, could negatively impact our ability to consummate acquisitions, repay indebtedness as it matures, fund capital expenditures or make distributions to our stockholders.
Covenants in the instruments governing our and our subsidiaries’ existing indebtedness limit our operational flexibility, and a covenant breach could materially adversely affect our operations.
The terms of the instruments governing our existing indebtedness require us to comply with certain customary financial and other covenants, such as maintaining debt service coverage, leverage ratios and minimum net worth requirements. Our continued ability to incur additional debt and to conduct business in general is subject to our compliance with these covenants, which limit our operational flexibility. Breaches of these covenants could result in defaults under the applicable debt instruments and could trigger defaults under any of our other indebtedness that is cross-defaulted against such instruments, even if we satisfy our payment obligations. In addition, covenants contained in the instruments governing our subsidiaries’ outstanding mortgage indebtedness may restrict our ability to obtain cash distributions from such subsidiaries for the purpose of meeting our debt service obligations. Financial and other covenants that limit our operational flexibility, as well as defaults resulting from our breach of any of these covenants, could adversely affect our business, financial condition and results of operations.
Our Legal, Compliance and Regulatory Risks
Significant legal or regulatory proceedings could subject us or our tenants or managers to increased operating costs and substantial uninsured liabilities, which could materially adversely affect our or their liquidity, financial condition and results of operations.
From time to time, we or our tenants or managers may be subject to lawsuits, investigations, claims and other legal or regulatory proceedings arising out of our alleged actions or the alleged actions of our tenants and managers. These claims may include, among other things, professional liability and general liability claims, commercial liability claims, unfair business practices claims and employment claims, as well as regulatory proceedings, including proceedings related to our senior living operations, where we are typically the holder of the applicable healthcare license.
In our operating assets, including those in our senior living operations and office segments, we are generally responsible for all liabilities of such properties, including any lawsuits, investigations, claims and other legal or regulatory proceedings, other than those arising out of certain actions by our managers, such as those caused by gross negligence or willful misconduct. As a result, we have exposure to, among other things, professional and general liability claims, employment law claims and the associated litigation and other costs related to defending and resolving such claims. In our senior living operations in particular, if one of our managers fails to comply with applicable law or regulation, we may be deemed responsible, which could subject us to the imposition of civil, criminal and administrative penalties, including: the loss or suspension of accreditation, licenses or CONs; suspension of or non-payment for new admissions; denial of reimbursement; fines; suspension, decertification, or exclusion from federal and state healthcare programs; or facility closure.
In certain circumstances, our tenants or managers may be contractually obligated to indemnify, defend and hold us harmless in whole or in part with respect to certain actions, legal or regulatory proceedings. In addition, third parties from whom we acquired certain of our assets and, in some cases, their affiliates may be required by the terms of the related conveyance documents to indemnify, defend and hold us harmless against certain actions, investigations and claims related to the acquired assets and arising prior to our ownership or related to excluded assets and liabilities. In some cases, a Material Adverse Effectportion of the purchase price consideration is held in escrow for a specified period of time as collateral for these indemnification obligations. We cannot assure you that these third parties will be able to satisfy their defense and indemnification obligations to us or that any purchase price consideration held in escrow will be sufficient to satisfy claims for which we are entitled to indemnification.
An unfavorable resolution of any such lawsuit, investigation, claims or other legal or regulatory proceeding could materially adversely affect our or our tenants’ or managers’ liquidity, financial condition and results of operations, and may not be subject to sufficient insurance coverage. In addition, even with a favorable resolution of any such litigation or proceeding, the effect of litigation and other potential litigation and proceedings may materially increase operating costs incurred by us or our tenants or managers. Negative publicity with respect to any lawsuits, claims or other legal or regulatory proceedings may also negatively impact their or our or the properties’ reputation.
The COVID-19 pandemic may cause our senior housing and healthcare business to face increased exposure to lawsuits or other legal or regulatory proceedings filed at the same time across multiple jurisdictions, such as professional or general liability litigation alleging wrongful death and negligence claims, some of which may result in large damage awards and not be indemnified or subject to sufficient insurance coverage, may require our support as a result of our indemnification agreements or may result in restrictions in the operations of our or our tenants’ or managers’ business.
We and our tenants, borrowers and managers may be adversely affected by regulation and enforcement.
We and our tenants, borrowers and managers are subject to or impacted by extensive and frequently changing federal, state, local and international laws and regulations. For example, the healthcare industry is subject to laws and regulations that relate to, among other things, licensure and CON, conduct of operations, ownership of facilities, construction of new facilities and addition of equipment, governmental reimbursement programs, such as Medicare and Medicaid, allowable costs, services, prices for services, qualified beneficiaries, appropriateness and classification of care, patient rights, resident health and safety, data privacy and security laws, wage and hour laws, fraud and abuse and financial and other arrangements that may be entered into by healthcare providers. We generally hold the applicable healthcare licenses and enroll in applicable government healthcare programs on behalf of the properties in our senior living operations segment, which subjects us to potential liability under certain of such related healthcare laws and regulations. See “Government Regulation—United States Healthcare Regulation, Licensing and Enforcement” included in Part I, Item 1 of this Annual Report. In addition, many of our R&I tenants
are subject to laws and regulations that govern the research, development, clinical testing, manufacture and marketing of drugs, medical devices and similar products.
The laws and regulations that apply to us and our tenants, borrowers and managers are complex and may change rapidly, and efforts to comply and keep up with them require significant resources. Any changes in scope, interpretation or enforcement of the regulatory framework could require us or our tenants, borrowers or managers to invest significant resources responding to such changes. If we or our tenants, borrowers or managers fail to comply with the extensive laws, regulations and other requirements applicable to our or their businesses and the operation of our or their properties, we or they could face a number of remedial actions, including forced closure, loss of accreditation, bans on admissions of new patients or residents, imposition of fines, ineligibility to receive reimbursement from governmental and private third-party payor programs or civil or criminal penalties. In any such event, our and our tenants’, borrowers’ and managers’ respective businesses, results of operations (including results of properties) and financial condition could be adversely affected.
Our investments may expose us to unknown liabilities.
We may acquire or invest in properties or businesses that are subject to liabilities and without any recourse, or with only limited recourse, against the prior owners or other third parties with respect to unknown liabilities. As a result, if a liability were asserted against us based upon ownership of those properties, we might have to pay substantial sums to settle or contest it, which could adversely affect our results of operations and cash flow.
We may assume or incur liabilities, including, in some cases, contingent liabilities, and be exposed to actual or potential claims in connection with our acquisitions that adversely affect us, such as:
•Liabilities relating to the clean-up or remediation of environmental conditions;
•Unasserted claims of vendors or other persons dealing with the sellers;
•Liabilities, claims and litigation, including indemnification obligations, whether incurred in the ordinary course of business, relating to periods prior to or following our acquisition;
•Claims for indemnification by general partners, directors, officers and others indemnified by the sellers; and
•Liabilities for taxes relating to periods prior to our acquisition.
If the liabilities we assume in connection with acquisitions are greater than expected, or if we discover obligations relating to the acquired properties or businesses of which we were not aware at the time of acquisition, our business and results of operations could be materially adversely affected.
We could incur substantial liabilities and costs if any of our properties are found to be contaminated with hazardous substances or we become involved in any environmental disputes.
Under federal and state environmental laws and regulations, a current or former owner of real property may be liable for costs related to the investigation, removal and remediation of hazardous or toxic substances or petroleum that are released from or are present at or under, or that are disposed of in connection with such property. Owners of real property may also face other environmental liabilities, including government fines and penalties imposed by regulatory authorities and damages for injuries to persons, property or natural resources. Environmental laws and regulations often impose liability without regard to whether the owner was aware of, or was responsible for, the presence, release or disposal of hazardous or toxic substances or petroleum. In certain circumstances, environmental liability may result from the activities of a current or former operator of the property. Although we generally have indemnification rights against the current tenants of our properties for contamination caused by them, such indemnification may not adequately cover all environmental costs. See “Government Regulation—Environmental Regulation” included in Part I, Item 1 of this Annual Report.
The occurrence of cyber incidents could disrupt our operations, result in the loss of confidential information or damage our business relationships and reputation.
Cybersecurity incidents and cyber-attacks have been occurring globally at a more frequent and severe level and will likely continue to increase in frequency in the future. As our reliance on technology has increased, our business is subject to greater risk from cyber incidents, including attempts to gain unauthorized access to our or our managers’ or venture partners’ systems to disrupt operations, corrupt data or steal confidential information, and other electronic security breaches. While we,
our managers and our business partners have implemented measures to help mitigate these threats, such measures cannot guarantee that we or they will be successful in preventing a cyber incident. Our information technology networks and related systems are essential to our ability to perform day-to-day operations of our business and the occurrence of a cyber incident could result in a data center outage, disrupting our systems and operations, or the operations of our managers or business partners, compromise the confidential information of our employees, partners or the residents in our senior housing communities, and damage our business relationships and reputation. Although we have implemented various measures to manage risks relating to these types of events, such systems could prove to be inadequate and, if compromised, could become inoperable for extended periods of time, cease to function properly or fail to adequately secure private information. We do not control the cybersecurity plans and systems put in place by third-party providers, and such third-party providers may have limited indemnification obligations to us, which could cause us to be negatively impacted as a result. Breaches such as those involving covertly introduced malware, impersonation of authorized users and industrial or other espionage may not be identified even with sophisticated prevention and detection systems, potentially resulting in further harm and preventing them from being addressed appropriately. The failure of these systems or of disaster recovery plans for any reason could cause significant interruptions in our operations and result in a failure to maintain the security, confidentiality or privacy of sensitive data, including personal information, material nonpublic information and intellectual property and trade secrets and other sensitive information in our possession. We could be required to make a significant investment to remedy the effects of any such failures, including but not limited to harm to our reputation, legal claims that we and our partners may be subjected to, regulatory or enforcement action arising out of applicable privacy and other laws, adverse publicity, or other events that may affect our business and financial performance.
The amount and scope of insurance coverage provided by our policies and policies maintained by our tenants, managers or other counterparties may not adequately insure against losses.
We maintain or require in our lease, management and other agreements that our tenants, managers or other counterparties maintain comprehensive insurance coverage on our properties and their operations with terms, conditions, limits and deductibles that we believe are customary for similarly situated companies in each industry. Although we frequently review our insurance programs and requirements, we cannot assure you that we or our tenants, managers or other counterparties, will be able to procure or maintain adequate levels of insurance. As a result of the COVID-19 pandemic, the cost of insurance is expected to increase, and such insurance may not cover certain claims related to COVID-19. We also cannot assure you that we or our tenants, managers or other counterparties will maintain the insurance coverage required under our lease, management and other agreements, that we will continue to require the same levels of insurance under our lease, management and other agreements, that such insurance will be available at a reasonable cost in the future or at all or that the policies maintained will fully cover all losses on our properties upon the occurrence of a catastrophic event. Furthermore, we cannot make any guaranty as to the future financial viability of the insurers that underwrite our policies and the policies maintained by our tenants, managers and other counterparties. If we sustain losses in excess of our insurance coverage, we may be required to pay the difference and we could lose our investment in, or experience reduced profits and cash flows from our operations.
In certain cases, we and our tenants and managers may be subject to professional liability, general liability, employment, premise, privacy, environmental, unfair business practice and contracts claims brought by plaintiffs’ attorneys seeking significant damages and attorneys’ fees, some of which may not be insured or indemnified and some of which may result in significant damage awards. Due to the historically high frequency and severity of professional liability claims against senior housing and healthcare providers, the availability of professional liability insurance has decreased and the premiums on such insurance coverage remain costly. In addition, insurance for other claims such as wage and hour, certain environmental, privacy and unfair business practices may no longer be available, and the premiums on such insurance coverage, to the extent it is available, remain costly. As a result, insurance protection against such claims may not be sufficient to cover all claims against us or our tenants or managers and may not be available at a reasonable cost or otherwise on terms that provide adequate coverage. If we or our tenants and managers are unable to maintain adequate insurance coverage or are required to pay damages, we or they may be exposed to substantial liabilities and the adverse impact on our or our tenants’ and managers’ respective financial condition, results of operations and cash flows could be material, and could adversely affect our tenants’ and managers’ ability to meet their obligations to us.
Risks Arising from Our StatusAdditionally, we and those of our tenants and managers who self-insure or who transfer risk of losses to a wholly owned captive insurance company could incur large funded and unfunded property and liability expenses, which could materially adversely affect theirs or our liquidity, financial condition and results of operations.
Failure to maintain effective internal controls could harm our business, results of operations and financial condition.
Pursuant to the Sarbanes-Oxley Act of 2002, we are required to provide a report by management on internal control over financial reporting, including management’s assessment of the effectiveness of such control. Because of its inherent limitations, including the possibility of human error, the circumvention or overriding of controls, or fraud, effective internal controls over financial reporting may not prevent or detect misstatement and can provide only reasonable assurance with respect to the preparation and fair presentation of financial statements. If we fail to maintain the adequacy of our internal controls over financial reporting and our operating internal controls, including any failure to implement required new or improved controls as a REITresult of changes to our business or otherwise, or if we experience difficulties in their implementation, our business, financial condition and results of operations could be adversely affected and we could fail to meet our reporting obligations.
Our REIT Status Risks
Loss of our status as a REIT would have significant adverse consequences for us and the value of our common stock.
If we lose our status as a REIT (currently or with respect to any tax years for which the statute of limitations has not expired), we will face serious tax consequences that will substantially reduce the funds available to satisfy our obligations, to implement our business strategy and to make distributions to our stockholders for each of the years involved because:
•We would not be allowed a deduction for distributions to stockholders in computing our taxable income and would be subject to regular U.S. federal corporate income tax;
•We could be subject to increased state and local taxes; and
•Unless we are entitled to relief under statutory provisions, we could not elect to be subject to tax as a REIT for four taxable years following the year during which we were disqualified.
In addition, in such event we would no longer be required to pay dividends to maintain REIT status, which could adversely affect the value of our common stock.
Qualification as a REIT involves the application of highly technical and complex provisions of the Internal Revenue Code of 1986, as amended (the “Code”) for which there are only limited judicial and administrative interpretations. The determination of factual matters and circumstances not entirely within our control, as well as new legislation, regulations, administrative interpretations or court decisions, may adversely affect our investors or our ability to remain qualified as a REIT for tax purposes. In order to maintain our qualification as a REIT, we must satisfy a number of requirements, generally including requirements regarding the ownership of our stock, requirements regarding the composition of our assets, a requirement that at least 95% of our gross income in any year must be derived from qualifying sources, and we must make distributions to our stockholders aggregating annually at least 90% of our net taxable income, excluding capital gains. Although we believe that we currently qualify as a REIT, we cannot assure you that we will continue to qualify for all future periods.
The 90% distribution requirement will decrease our liquidity and may limit our ability to engage in otherwise beneficial transactions.
To comply with the 90% distribution requirement applicable to REITs and to avoid the nondeductible excise tax, we must make distributions to our stockholders. Such distributions reduce the funds we have available to finance our investment, acquisition, development and redevelopment activity and may limit our ability to engage in transactions that are otherwise in the best interests of our stockholders.
Although we do not anticipate any inability to satisfy the REIT distribution requirement, fromFrom time to time, we may not have sufficient cash or other liquid assets to do so.satisfy the REIT distribution requirements. For example, timing differences between the actual receipt of income and actual payment of deductible expenses, on the one hand, and the inclusion of that income and deduction of those expenses in arriving at our taxable income, on the other hand, or non-deductible expenses such as principal amortization or repayments or capital expenditures in excess of non-cash deductions may prevent us from having sufficient cash or liquid assets to satisfy the 90% distribution requirement.
In the event that timing differences occur or we decide to retain cash or to distribute such greater amount as may be necessary to avoid income and excise taxation, we may seek to borrow funds, issue additional equity securities, pay taxable stock dividends, distribute other property or securities or engage in a transaction intended to enable us to meet the REIT distribution requirements. Any of these actions may require us to raise additional capital to meet our obligations; however, see “Risks Arising from “—Our Capital Structure—Structure Risks—We are highly dependent on access to the capital markets. Limitations on our ability to access capital could have an adverse effect on us, including our ability to make required payments on our debt obligations, make
distributions to our stockholders or make future investments necessary to implement our business strategystrategy.” .” The terms of the instruments governing our existing indebtedness restrict our ability to engage in certain of these transactions.
To preserve our qualification as a REIT, our certificate of incorporation contains ownership limits with respect to our capital stock that may delay, defer or prevent a change of control of our company.
To assist us in preserving our qualification as a REIT, our certificate of incorporation provides that if a person acquires beneficial ownership of more than 9.0% of our outstanding common stock or more than 9.9% of our outstanding preferred stock, the shares that are beneficially owned in excess of the applicable limit are considered “excess shares” and are automatically deemed transferred to a trust for the benefit of a charitable institution or other qualifying organization selected by our Board of Directors. The trust is entitled to all dividends with respect to the excess shares and the trustee may exercise all voting power over the excess shares. In addition, we have the right to purchase the excess shares for a price equal to the lesser of (i) the price per share in the transaction that created the excess shares or (ii) the market price on the day we purchase the shares, but ifshares. If we do not purchase the excess shares, the trustee of the trust is required to transfer the shares at the direction of our Board of Directors. These ownership limits could delay, defer or prevent a transaction or a change of control that might involve a premium price for our common stock or might otherwise be in the best interests of our stockholders.
Our use of TRSs is limited under the Code.
Under the Code, no more than 20% of the value of the gross assets of a REIT may be represented by securities of one or more TRSs. This limitation may affect our ability to increase the size of our TRSs’ operations and assets, and there can be no assurance that we will be able to comply with the applicable limitation, or that such compliance will not adversely affect our business. Also, our TRSs may not, among other things, operate or manage certain health carehealthcare facilities, which may cause us to forgo investments we might otherwise make. Finally, we may be subject to a 100% excise tax on the income derived from certain transactions with our TRSs that are not on an arm's-length basis. We believe our arrangements with our TRSs are on arm's-length terms and intend to continue to operate in a manner that allows us to avoid incurring the 100% excise tax described above, but there can be no assurance that we will be able to avoid application of that tax.
Complying with REIT requirements may cause us to forego otherwise attractive opportunities (including investing in our tenants) or liquidate otherwise attractive investments.
To qualify as a REIT for federal income tax purposes, we must continually satisfy tests concerning, among other things, the sources of our income, the nature and diversification of our assets, the amounts we distribute to our stockholders and the ownership of our common stock. In order to meet these tests, we may be required to forego investments we might otherwise make (including investments in our tenants) or to liquidate otherwise attractive investments. This limited investment scope could also lead to financial risks or limit our flexibility during times of operating instability.
The lease of qualified healthcare properties to a TRS is subject to special requirements.
We lease certain healthcare properties to TRSs, which lessees contract with third-party managers to manage the healthcare operations at these properties. The rents we receive from a TRS pursuant to this arrangement are treated as qualifying rents from real property if the healthcare property is a qualified healthcare property (as defined in the Code), the rents are paid pursuant to an arm’s-length lease with a TRS and the manager qualifies as an eligible independent contractor (as defined in the Code). We have structured the applicable leases and related arrangements in a manner intended to meet these requirements, but there can be no assurance that these conditions will be satisfied. If any of these conditions is not satisfied with respect to a particular lease, then the rents we receive with respect to such lease will not be qualifying rents, which could have an adverse effect on our ability to comply with REIT income tests and thus on our ability to qualify as a REIT unless we are able to avail ourselves of certain relief provisions.
The tax imposed on REITs engaging in “prohibited transactions” may limit our ability to engage in transactions which would be treated as sales for federal income tax purposes.
A REIT’s net income from prohibited transactions is subject to a 100% penalty tax. In general, prohibited transactions are sales or other dispositions of property, other than foreclosure property, held primarily for sale to customers in the ordinary course of business.business, unless certain safe harbor exceptions apply. Although we do not intend to hold any properties that would be characterized as held for sale to customers in the ordinary course of our business, unless a sale or disposition qualifies under certain statutory safe harbors, such characterization is a factual determination and no guarantee can be given that the IRS would agree with our characterization of our properties or that we will always be able to make use of the available safe harbors.
Legislative or other actions affecting REITs could have a negative effect on our stockholders or us.
The rules dealing with federal income taxation are constantly under review by persons involved in the legislative process and by the IRS and the U.S. Treasury Department. Changes to the tax laws, with or without retroactive application, could adversely affect our investors or us. We cannot predict how changes in the tax laws might affect our investors or us. New legislation, U.S. Treasury Department regulations, administrative interpretations or court decisions could significantly and negatively affect our ability to qualify as a REIT, the federal income tax consequences of such qualification, or the federal income tax consequences of an investment in us. Also, the law relating to the tax treatment of other entities, or an investment in other entities, could change, making an investment in such other entities more attractive relative to an investment in a REIT.
The Tax Cuts and Jobs Act of 2017 (the “2017 Tax Act”) significantly changed the U.S. federal income taxation of U.S. businesses and their owners, including REITs and their stockholders. Changes made by the 2017 Tax Act that could affect us and our stockholders include:
temporarily reducing individual U.S. federal income tax rates on ordinary income; the highest individual U.S. federal income tax rate has been reduced from 39.6% to 37% for taxable years beginning after December 31, 2017 and before January 1, 2026;
permanently eliminating the progressive corporate tax rate structure, which previously imposed a maximum corporate tax rate of 35%, and replacing it with a flat corporate tax rate of 21%;
permitting a deduction for certain pass-through business income, including dividends received by our stockholders from us that are not designated by us as capital gain dividends or qualified dividend income, which will allow individuals, trusts, and estates to deduct up to 20% of such amounts for taxable years beginning after December 31, 2017 and before January 1, 2026;
reducing the highest rate of withholding with respect to our distributions to non-U.S. stockholders that are treated as attributable to gains from the sale or exchange of U.S. real property interests from 35% to 21%;
limiting our deduction for net operating losses arising in taxable years beginning after December 31, 2017 to 80% of REIT taxable income (prior to the application of the dividends paid deduction);
generally limiting the deduction for net business interest expense in excess of 30% of a business’s “adjusted taxable income,” except for taxpayers (including most equity REITs) that engage in certain real estate businesses and elect out of this rule (provided that such electing taxpayers must use an alternative depreciation system with longer depreciation periods); and
eliminating the corporate alternative minimum tax.
Many of these changes were effective immediately, without any transition periods or grandfathering for existing transactions. The 2017 Tax Act is unclear in many respects and could be subject to potential amendments and technical corrections, as well as interpretations and implementing regulations by the U.S. Treasury Department and IRS, any of which could lessen or increase the impact of the 2017 Tax Act. In addition, it is unclear how these U.S. federal income tax changes will affect state and local taxation, which often usesuse federal taxable income as a starting point for computing state and local tax liabilities. While some of the changes made by the 2017 Tax Act may adversely affect us in one or more reporting periods and prospectively, other changes may be beneficial on a going forward basis. We continue to work with our tax advisors and auditors to determine the full impact that the 2017 Tax Act as a whole will have on us.
ITEM 1B. Unresolved Staff Comments
None.
ITEM 2. Properties
SeniorsSenior Housing and Healthcare Properties
As of December 31, 2019,2020, we owned or managed through unconsolidated real estate entities approximately 1,200 properties (including properties owned through investments in unconsolidated entities and properties classified as held for sale), consisting of seniorssenior housing communities, medical office buildings (“MOBs”), life science, research and innovation centers, inpatient rehabilitation facilities (“IRFs”) and long-term acute care facilities (“LTACs”), and health systems. We had 2213 properties under development, including four properties thatthree of which are owned by unconsolidated real estate entities. We believe that maintaining a balanced portfolio of high-quality assets diversified by investment type, geographic location, asset type, tenant/operator, revenue source and operating model makes us less susceptible to single-state regulatory or reimbursement changes, regional climate events and local economic downturns and diminishes the risk that any single factor or event could materially harm our business.
As of December 31, 2019,2020, we had $2.0$2.2 billion aggregate principal amount of mortgage loan and secured revolving construction credit facility indebtedness outstanding, secured by 8480 of our properties. Excluding those portions attributedthe portion of such indebtedness attributable to our joint venture partners, our share of mortgage loan and secured revolving construction credit facility indebtedness outstanding was $1.8$2.0 billion.
The following table provides additional information regarding the geographic diversification of our consolidated portfolio of properties as of December 31, 20192020 (excluding properties owned through investments in unconsolidated real estate entities and properties classified as held for sale).
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Senior Housing
Communities | | SNFs | | MOBs | | Research and Innovation Centers | | IRFs and LTACs | | Health Systems |
| Geographic Location | # of
Properties | | Units | | # of Properties | | Licensed Beds | | # of Properties | | Square Feet(1) | | # of Properties | | Square Feet(1) | | # of Properties | | Licensed Beds | | # of Properties | | Licensed Beds |
| Alabama | 5 | | | 324 | | | — | | | — | | | 4 | | | 469 | | | — | | | — | | | — | | | — | | | — | | | — | |
| Arkansas | 4 | | | 302 | | | — | | | — | | | 1 | | | 5 | | | — | | | — | | | — | | | — | | | — | | | — | |
| Arizona | 26 | | | 2,256 | | | — | | | — | | | 15 | | | 962 | | | 1 | | | 227 | | | 1 | | | 60 | | | — | | | — | |
| California | 84 | | | 9,494 | | | — | | | — | | | 30 | | | 2,491 | | | 3 | | | 784 | | | 6 | | | 503 | | | — | | | — | |
| Colorado | 15 | | | 1,257 | | | 1 | | | 82 | | | 13 | | | 896 | | | — | | | — | | | 1 | | | 68 | | | — | | | — | |
| Connecticut | 13 | | | 1,587 | | | — | | | — | | | — | | | — | | | 2 | | | 1,032 | | | — | | | — | | | — | | | — | |
| District of Columbia | — | | | — | | | — | | | — | | | 2 | | | 102 | | | — | | | — | | | — | | | — | | | — | | | — | |
| Florida | 46 | | | 4,561 | | | — | | | — | | | 11 | | | 223 | | | 1 | | | 252 | | | 6 | | | 508 | | | — | | | — | |
| Georgia | 19 | | | 1,695 | | | — | | | — | | | 14 | | | 1,187 | | | — | | | — | | | — | | | — | | | — | | | — | |
| Idaho | 1 | | | 70 | | | — | | | — | | | — | | | — | | | — | | | — | | | — | | | — | | | — | | | — | |
| Illinois | 25 | | | 2,955 | | | 1 | | | 82 | | | 35 | | | 1,424 | | | 1 | | | 129 | | | 4 | | | 430 | | | — | | | — | |
| Indiana | 5 | | | 402 | | | — | | | — | | | 23 | | | 1,603 | | | — | | | — | | | 1 | | | 59 | | | — | | | — | |
| Kansas | 8 | | | 515 | | | — | | | — | | | — | | | — | | | — | | | — | | | — | | | — | | | — | | | — | |
| Kentucky | 9 | | | 805 | | | — | | | — | | | 3 | | | 120 | | | — | | | — | | | 1 | | | 384 | | | — | | | — | |
| Louisiana | 1 | | | 58 | | | — | | | — | | | 5 | | | 362 | | | — | | | — | | | — | | | — | | | — | | | — | |
| Massachusetts | 15 | | | 1,838 | | | — | | | — | | | — | | | — | | | 1 | | | 78 | | | — | | | — | | | — | | | — | |
| Maryland | 5 | | | 352 | | | — | | | — | | | 2 | | | 83 | | | 5 | | | 467 | | | — | | | — | | | — | | | — | |
| Maine | 6 | | | 452 | | | — | | | — | | | — | | | — | | | — | | | — | | | — | | | — | | | — | | | — | |
| Michigan | 21 | | | 1,345 | | | — | | | — | | | 13 | | | 589 | | | — | | | — | | | — | | | — | | | — | | | — | |
| Minnesota | 14 | | | 856 | | | — | | | — | | | 4 | | | 241 | | | — | | | — | | | — | | | — | | | — | | | — | |
| Missouri | 2 | | | 154 | | | — | | | — | | | 21 | | | 1,168 | | | 5 | | | 818 | | | 1 | | | 60 | | | — | | | — | |
| Mississippi | — | | | — | | | — | | | — | | | 1 | | | 51 | | | — | | | — | | | — | | | — | | | — | | | — | |
| Montana | 3 | | | 222 | | | — | | | — | | | — | | | — | | | — | | | — | | | — | | | — | | | — | | | — | |
| North Carolina | 22 | | | 1,666 | | | — | | | — | | | 17 | | | 831 | | | 10 | | | 1,712 | | | 1 | | | 124 | | | — | | | — | |
| North Dakota | 2 | | | 115 | | | — | | | — | | | 1 | | | 114 | | | — | | | — | | | — | | | — | | | — | | | — | |
| Nebraska | 1 | | | 133 | | | — | | | — | | | — | | | — | | | — | | | — | | | — | | | — | | | — | | | — | |
| New Hampshire | 1 | | | 126 | | | — | | | — | | | — | | | — | | | — | | | — | | | — | | | — | | | — | | | — | |
| New Jersey | 14 | | | 1,301 | | | 1 | | | 153 | | | 3 | | | 37 | | | — | | | — | | | — | | | — | | | — | | | — | |
| New Mexico | 4 | | | 451 | | | — | | | — | | | — | | | — | | | — | | | — | | | 2 | | | 123 | | | 4 | | | 544 | |
| Nevada | 3 | | | 326 | | | — | | | — | | | 5 | | | 416 | | | — | | | — | | | 1 | | | 52 | | | — | | | — | |
| New York | 41 | | | 4,729 | | | — | | | — | | | 4 | | | 244 | | | — | | | — | | | — | | | — | | | — | | | — | |
| Ohio | 24 | | | 1,664 | | | — | | | — | | | 28 | | | 1,226 | | | — | | | — | | | 1 | | | 50 | | | — | | | — | |
| Oklahoma | 7 | | | 439 | | | — | | | — | | | 1 | | | 80 | | | — | | | — | | | — | | | — | | | 4 | | | 954 | |
| Oregon | 23 | | | 2,109 | | | — | | | — | | | 1 | | | 105 | | | — | | | — | | | — | | | — | | | — | | | — | |
| Pennsylvania | 31 | | | 2,326 | | | 4 | | | 620 | | | 9 | | | 713 | | | 5 | | | 953 | | | 1 | | | 52 | | | — | | | — | |
| Rhode Island | 4 | | | 399 | | | — | | | — | | | — | | | — | | | 3 | | | 580 | | | — | | | — | | | — | | | — | |
| South Carolina | 6 | | | 494 | | | — | | | — | | | 20 | | | 1,093 | | | — | | | — | | | — | | | — | | | — | | | — | |
| South Dakota | 4 | | | 182 | | | — | | | — | | | — | | | — | | | — | | | — | | | — | | | — | | | — | | | — | |
| Tennessee | 17 | | | 1,247 | | | — | | | — | | | 7 | | | 278 | | | — | | | — | | | 1 | | | 49 | | | — | | | — | |
| Texas | 45 | | | 3,588 | | | — | | | — | | | 16 | | | 837 | | | — | | | — | | | 9 | | | 617 | | | 2 | | | 445 | |
| Utah | 3 | | | 321 | | | — | | | — | | | — | | | — | | | — | | | — | | | — | | | — | | | — | | | — | |
| Virginia | 8 | | | 655 | | | — | | | — | | | 5 | | | 231 | | | 3 | | | 453 | | | — | | | — | | | — | | | — | |
| Washington | 19 | | | 1,909 | | | 5 | | | 469 | | | 10 | | | 579 | | | — | | | — | | | — | | | — | | | — | | | — | |
| Wisconsin | 45 | | | 2,218 | | | — | | | — | | | 21 | | | 1,105 | | | — | | | — | | | — | | | — | | | — | | | — | |
| West Virginia | 2 | | | 123 | | | 4 | | | 326 | | | — | | | — | | | — | | | — | | | — | | | — | | | — | | | — | |
| Wyoming | 2 | | | 169 | | | — | | | — | | | — | | | — | | | — | | | — | | | — | | | — | | | — | | | — | |
| Total U.S. | 655 | | | 58,190 | | | 16 | | | 1,732 | | | 345 | | | 19,860 | | | 40 | | | 7,487 | | | 37 | | | 3,139 | | | 10 | | | 1,943 | |
| Canada | 74 | | | 13,943 | | | — | | | — | | | — | | | — | | | — | | | — | | | — | | | — | | | — | | | — | |
| United Kingdom | 12 | | | 776 | | | — | | | — | | | — | | | — | | | — | | | — | | | — | | | — | | | 3 | | | 121 | |
| Total | 741 | | | 72,909 | | | 16 | | | 1,732 | | | 345 | | | 19,860 | | | 40 | | | 7,487 | | | 37 | | | 3,139 | | | 13 | | | 2,064 | |
(1)Square Feet are in thousands. Totals may not foot due to rounding.
|
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Seniors Housing Communities | | SNFs | | MOBs | | Research and Innovation Centers | | IRFs and LTACs | | Health Systems |
| Geographic Location | # of Properties | | Units | | # of Properties | | Licensed Beds | | # of Properties | | Square Feet(1) | | # of Properties | | Square Feet(1) | | # of Properties | | Licensed Beds | | # of Properties | | Licensed Beds |
| Alabama | 5 |
| | 324 |
| | — |
| | — |
| | 4 |
| | 469 |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
|
| Arizona | 27 |
| | 2,316 |
| | — |
| | — |
| | 15 |
| | 962 |
| | — |
| | — |
| | 1 |
| | 60 |
| | — |
| | — |
|
| Arkansas | 4 |
| | 302 |
| | — |
| | — |
| | 1 |
| | 5 |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
|
| California | 81 |
| | 9,048 |
| | — |
| | — |
| | 29 |
| | 2,371 |
| | — |
| | — |
| | 6 |
| | 503 |
| | — |
| | — |
|
| Colorado | 15 |
| | 1,257 |
| | 1 |
| | 82 |
| | 13 |
| | 896 |
| | — |
| | — |
| | 1 |
| | 68 |
| | — |
| | — |
|
| Connecticut | 13 |
| | 1,587 |
| | — |
| | — |
| | — |
| | — |
| | 2 |
| | 1,033 |
| | — |
| | — |
| | — |
| | — |
|
| District of Columbia | — |
| | — |
| | — |
| | — |
| | 2 |
| | 102 |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
|
| Florida | 44 |
| | 4,181 |
| | — |
| | — |
| | 11 |
| | 223 |
| | 1 |
| | 252 |
| | 6 |
| | 508 |
| | — |
| | — |
|
| Georgia | 18 |
| | 1,635 |
| | — |
| | — |
| | 14 |
| | 1,201 |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
|
| Idaho | 1 |
| | 70 |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
|
| Illinois | 25 |
| | 2,955 |
| | 1 |
| | 82 |
| | 36 |
| | 1,447 |
| | 1 |
| | 129 |
| | 4 |
| | 430 |
| | — |
| | — |
|
| Indiana | 5 |
| | 402 |
| | — |
| | — |
| | 23 |
| | 1,602 |
| | — |
| | — |
| | 1 |
| | 59 |
| | — |
| | — |
|
| Kansas | 8 |
| | 515 |
| | — |
| | — |
| | 1 |
| | 33 |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
|
| Kentucky | 9 |
| | 805 |
| | — |
| | — |
| | 4 |
| | 173 |
| | — |
| | — |
| | 1 |
| | 384 |
| | — |
| | — |
|
| Louisiana | 1 |
| | 58 |
| | — |
| | — |
| | 5 |
| | 362 |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
|
| Maine | 6 |
| | 452 |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
|
| Maryland | 5 |
| | 352 |
| | — |
| | — |
| | 2 |
| | 83 |
| | 5 |
| | 467 |
| | — |
| | — |
| | — |
| | — |
|
| Massachusetts | 15 |
| | 1,789 |
| | — |
| | — |
| | — |
| | — |
| | 1 |
| | 78 |
| | — |
| | — |
| | — |
| | — |
|
| Michigan | 21 |
| | 1,345 |
| | — |
| | — |
| | 13 |
| | 589 |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
|
| Minnesota | 14 |
| | 856 |
| | — |
| | — |
| | 4 |
| | 241 |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
|
| Mississippi | — |
| | — |
| | — |
| | — |
| | 1 |
| | 51 |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
|
| Missouri | 2 |
| | 154 |
| | — |
| | — |
| | 21 |
| | 1,167 |
| | 5 |
| | 818 |
| | 1 |
| | 60 |
| | — |
| | — |
|
| Montana | 3 |
| | 222 |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
|
| Nebraska | 1 |
| | 133 |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
|
| Nevada | 3 |
| | 326 |
| | — |
| | — |
| | 5 |
| | 416 |
| | — |
| | — |
| | 1 |
| | 52 |
| | — |
| | — |
|
| New Hampshire | 1 |
| | 126 |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
|
| New Jersey | 12 |
| | 1,137 |
| | 1 |
| | 153 |
| | 3 |
| | 37 |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
|
| New Mexico | 4 |
| | 451 |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | 2 |
| | 123 |
| | 4 |
| | 544 |
|
| New York | 40 |
| | 4,639 |
| | — |
| | — |
| | 4 |
| | 244 |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
|
| North Carolina | 22 |
| | 1,314 |
| | — |
| | — |
| | 17 |
| | 831 |
| | 8 |
| | 1,538 |
| | 1 |
| | 124 |
| | — |
| | — |
|
| North Dakota | 2 |
| | 115 |
| | — |
| | — |
| | 1 |
| | 114 |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
|
| Ohio | 19 |
| | 1,194 |
| | — |
| | — |
| | 28 |
| | 1,225 |
| | — |
| | — |
| | 1 |
| | 50 |
| | — |
| | — |
|
| Oklahoma | 7 |
| | 439 |
| | — |
| | — |
| | 1 |
| | 80 |
| | — |
| | — |
| | — |
| | — |
| | 4 |
| | 954 |
|
| Oregon | 29 |
| | 2,583 |
| | — |
| | — |
| | 1 |
| | 105 |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
|
| Pennsylvania | 30 |
| | 2,201 |
| | 4 |
| | 620 |
| | 9 |
| | 713 |
| | 5 |
| | 953 |
| | 1 |
| | 52 |
| | — |
| | — |
|
| Rhode Island | 4 |
| | 399 |
| | — |
| | — |
| | — |
| | — |
| | 3 |
| | 580 |
| | — |
| | — |
| | — |
| | — |
|
| South Carolina | 6 |
| | 433 |
| | — |
| | — |
| | 20 |
| | 1,092 |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
|
| South Dakota | 4 |
| | 182 |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
|
| Tennessee | 18 |
| | 1,400 |
| | — |
| | — |
| | 7 |
| | 278 |
| | — |
| | — |
| | 1 |
| | 49 |
| | — |
| | — |
|
| Texas | 45 |
| | 3,578 |
| | — |
| | — |
| | 16 |
| | 837 |
| | — |
| | — |
| | 9 |
| | 584 |
| | 1 |
| | 445 |
|
| Utah | 3 |
| | 321 |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
|
| Virginia | 8 |
| | 655 |
| | — |
| | — |
| | 5 |
| | 231 |
| | 3 |
| | 453 |
| | — |
| | — |
| | — |
| | — |
|
| Washington | 23 |
| | 2,230 |
| | 5 |
| | 469 |
| | 10 |
| | 579 |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
|
| West Virginia | 2 |
| | 124 |
| | 4 |
| | 326 |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
|
| Wisconsin | 45 |
| | 2,218 |
| | — |
| | — |
| | 21 |
| | 1,105 |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
|
| Wyoming | 2 |
| | 169 |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
|
| Total U.S. | 652 |
| | 56,992 |
| | 16 |
| | 1,732 |
| | 347 |
| | 19,864 |
| | 34 |
| | 6,301 |
| | 37 |
| | 3,106 |
|
| 9 |
|
| 1,943 |
|
| Canada | 70 |
| | 12,865 |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
|
| United Kingdom | 12 |
| | 776 |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | 3 |
| | 121 |
|
| Total | 734 |
| | 70,633 |
| | 16 |
| | 1,732 |
| | 347 |
| | 19,864 |
| | 34 |
| | 6,301 |
| | 37 |
| | 3,106 |
|
| 12 |
|
| 2,064 |
|
| |
(1)
| Square Feet are in thousands
|
Corporate Offices
Our headquarters are located in Chicago, Illinois and we have an additional corporate office in Louisville, Kentucky. We lease all of our corporate offices.
ITEM 3. Legal Proceedings
The information contained in “NOTE 14—COMMITMENTS AND CONTINGENCIES”“Note 14 – Commitments and Contingencies” of the Notes to Consolidated Financial Statements included in Part II, Item 8 of this Annual Report on Form 10-K is incorporated by reference into this Item 3. Except as set forth therein, we are not a party to, nor is any of our property the subject of, any material pending legal proceedings.
ITEM 4. Mine Safety Disclosures
Not applicable.
PART II
ITEM 5. Market for Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities
Market Information
Our common stock, par value $0.25 per share, is listed and traded on the New York Stock Exchange (the “NYSE”) under the symbol “VTR.” As of February 17, 2020, we had 372.918, 2021, there were 374.7 million shares of our common stock outstanding, held by approximately 3,9263,802 stockholders of record.
Dividends and Distributions
We pay regular quarterly dividends to holders of our common stock to comply with the provisions of the Internal Revenue Code of 1986, as amended (the “Code”), governing REITs. In order to maintain our qualification as a REIT, we are required under the Code, among other things, to distribute annually at least 90% of our REIT taxable income, determined without regard to any net capital gain. In addition, we will be subject to income tax at the regular corporate rate to the extent we distribute less than 100% of our REIT taxable income, including any net capital gains. We expect to distribute at least 100% of our taxable net income, after the use of any net operating loss carryforwards, to our stockholders for 2020.2021.
In general, our Board of Directors makes decisions regarding the nature, frequency and amount of our dividends on a quarterly basis. Because the Board considers many factors when making these decisions, including our present and future liquidity needs, our current and projected financial condition and results of operations and the performance and credit quality of our tenants, operators, borrowers and managers, we cannot assure you that we will maintain the practice of paying regular quarterly dividends to continue to qualify as a REIT. Please see “Cautionary Statements” and the risk factors included in Part I, Item 1A of this Annual Report on Form 10-K for a description of other factors that may affect our distribution policy.
Director and Employee Stock Sales
Certain of our directors, executive officers and other employees have adopted and,or, from time to time in the future, may adopt non-discretionary, written trading plans that comply with Rule 10b5-1 under the Exchange Act, or otherwise monetize, gift or transfer their equity-based compensation. These transactions typically are conducted for estate, tax and financial planning purposes and are subject to compliance with our Amended and Restated Securities Trading Policy and Procedures (“Securities Trading Policy”), the minimum stock ownership requirements contained in our Guidelines on Governance and all applicable laws and regulations.
Our Securities Trading Policy expressly prohibits our directors, executive officers and employees from buying or selling derivatives with respect to our securities or other financial instruments that are designed to hedge or offset a decrease in the market value of our securities and from engaging in short sales with respect to our securities. In addition, our Securities Trading Policy prohibits our directors and executive officers from holding our securities in margin accounts or pledging our securities to secure loans without the prior approval of our Audit and Compliance Committee. Each of our directors and executive officers has advised us that he or she is in compliance with the Securities Trading Policy and has not pledged any of our equity securities to secure margin or other loans.
Stock Repurchases
The table below summarizes repurchases of our common stock made during the quarter ended December 31, 2019:2020:
| | | | | | | | | | | | | | | | | | | | | | | |
| Number of Shares Repurchased (1) | | Average Price
Per Share | | Total Number of Shares Purchased as Part of Publicly Announced Plans or Programs | | Maximum Number (or Approximate Dollar Value) of Shares that May Yet be Purchased Under the Plans or Programs |
| October 1 through October 31 | 158 | | | $ | 42.19 | | | — | | | — | |
| November 1 through November 30 | 138 | | | 46.52 | | | — | | | — | |
| December 1 through December 31 | 226 | | | 48.79 | | | — | | | — | |
| Total | 522 | | | $ | 46.19 | | | — | | | — | |
(1)Repurchases represent shares withheld to pay taxes on the vesting of restricted stock granted to employees under our 2006 Incentive Plan or 2012
|
| | | | | | |
| | Number of Shares Repurchased (1) | | Average Price Per Share |
| October 1 through October 31 | 13,085 |
| | $ | 71.14 |
|
| November 1 through November 30 | 181 |
| | $ | 59.20 |
|
| December 1 through December 31 | 21,091 |
| | $ | 57.08 |
|
| |
(1) | Repurchases represent shares withheld to pay taxes on the vesting of restricted stock granted to employees under our 2006 Incentive Plan or 2012 Incentive Plan or restricted stock units granted to employees under the Nationwide Health Properties, Inc. (“NHP”) 2005 Performance Incentive Plan and assumed by us in connection with our acquisition of NHP. The value of the shares withheld is the closing price of our common stock on the date the vesting or exercise occurred (or, if not a trading day, the immediately preceding trading day) or the fair market value of our common stock at the time of the exercise, as the case may be. |
Stock Performance Graph
The following performance graph compares the cumulative total return (including dividends) to the holders of our common stock from December 31, 20142015 through December 31, 2019,2020, with the cumulative total returns of the NYSE Composite Index, the FTSE Nareit Composite REIT Index (the “Composite REIT Index”) and the S&P 500 Index over the same period. The comparison assumes $100 was invested on December 31, 20142015 in our common stock and in each of the foregoing indexes and assumes reinvestment of dividends, as applicable. We have included the NYSE Composite Index in the performance graph because our common stock is listed on the NYSE, and we have included the S&P 500 Index because we are a member of the S&P 500. We have included the Composite REIT Index because we believe that it is most representative of the industries in which we compete, or otherwise provides a fair basis for comparison with us, and is therefore particularly relevant to an assessment of our performance. The figures in the table below are rounded to the nearest dollar.
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| 12/31/2015 | | 12/31/2016 | | 12/31/2017 | | 12/31/2018 | | 12/31/2019 | | 12/31/2020 |
| Ventas | $ | 100 | | | $ | 116 | | | $ | 117 | | | $ | 121 | | | $ | 125 | | | $ | 113 | |
| NYSE Composite Index | $ | 100 | | | $ | 112 | | | $ | 133 | | | $ | 122 | | | $ | 153 | | | $ | 164 | |
| Composite REIT Index | $ | 100 | | | $ | 109 | | | $ | 120 | | | $ | 115 | | | $ | 147 | | | $ | 138 | |
| S&P 500 Index | $ | 100 | | | $ | 112 | | | $ | 136 | | | $ | 130 | | | $ | 171 | | | $ | 203 | |
|
| | | | | | | | | | | |
| | 12/31/2014 | | 12/31/2015 | | 12/31/2016 | | 12/31/2017 | | 12/31/2018 | | 12/31/2019 |
| Ventas | $100 | | $94 | | $110 | | $110 | | $114 | | $118 |
| NYSE Composite Index | $100 | | $96 | | $108 | | $128 | | $117 | | $147 |
| Composite REIT Index | $100 | | $102 | | $112 | | $122 | | $117 | | $150 |
| S&P 500 Index | $100 | | $101 | | $113 | | $138 | | $132 | | $174 |
ITEM 6. Selected Financial Data
The selected financial data has been derived from our audited Consolidated Financial Statements included in Part II, Item 8 of this Annual Report on Form 10-K and previous Annual Reports on Form 10- K.Reports. You should read the following selected financial data in conjunction with “Management’s Discussion and Analysis of Financial Condition and Results of Operations” included in Part II, Item 7 of this Annual Report on Form 10-K and our Consolidated Financial Statements and the notes thereto included in Part II, Item 8 of this Annual Report, on Form 10-K, as acquisitions, dispositions, changes in accounting policies and other items may impact the comparability of the financial data.
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | As of and For the Years Ended December 31, |
| | 2020 | | 2019 | | 2018 | | 2017 | | 2016 |
| | (Dollars in thousands, except per share data) |
| Operating Data | | | | | | | | | |
| Rental income | $ | 1,494,892 | | | $ | 1,609,876 | | | $ | 1,513,807 | | | $ | 1,593,598 | | | $ | 1,476,176 | |
| Resident fees and services | 2,197,160 | | | 2,151,533 | | | 2,069,477 | | | 1,843,232 | | | 1,847,306 | |
| Interest expense | 469,541 | | | 451,662 | | | 442,497 | | | 448,196 | | | 419,740 | |
| Property-level operating expenses | 1,937,443 | | | 1,808,208 | | | 1,689,880 | | | 1,483,072 | | | 1,434,762 | |
| General, administrative and professional fees | 130,158 | | | 158,726 | | | 145,978 | | | 135,490 | | | 126,875 | |
| Income from continuing operations | 441,185 | | | 439,297 | | | 415,991 | | | 1,361,222 | | | 652,412 | |
| Net income attributable to common stockholders | 439,149 | | | 433,016 | | | 409,467 | | | 1,356,470 | | | 649,231 | |
| Per Share Data | | | | | | | | | |
| Income from continuing operations: | | | | | | | | | |
| Basic | $ | 1.18 | | | $ | 1.20 | | | $ | 1.17 | | | $ | 3.83 | | | $ | 1.89 | |
| Diluted | $ | 1.17 | | | $ | 1.19 | | | $ | 1.16 | | | $ | 3.80 | | | $ | 1.87 | |
| Net income attributable to common stockholders: | | | | | | | | | |
| Basic | $ | 1.18 | | | $ | 1.18 | | | $ | 1.15 | | | $ | 3.82 | | | $ | 1.88 | |
| Diluted | $ | 1.17 | | | $ | 1.17 | | | $ | 1.14 | | | $ | 3.78 | | | $ | 1.86 | |
| Cash dividends declared per common share | $ | 2.143 | | | $ | 3.170 | | | $ | 3.163 | | | $ | 3.115 | | | $ | 2.965 | |
| Other Data | | | | | | | | | |
| Net cash provided by operating activities | $ | 1,450,176 | | | $ | 1,437,783 | | | $ | 1,381,467 | | | $ | 1,428,752 | | | $ | 1,354,702 | |
| Net cash provided by (used in) investing activities | 154,295 | | | (1,585,299) | | | 324,496 | | | (937,107) | | | (1,214,280) | |
| Net cash (used in) provided by financing activities | (1,300,021) | | | 160,674 | | | (1,761,937) | | | (671,327) | | | 96,838 | |
FFO attributable to common stockholders(1) | 1,269,255 | | | 1,436,049 | | | 1,308,149 | | | 1,512,885 | | | 1,440,544 | |
Normalized FFO attributable to common stockholders (1) | 1,249,972 | | | 1,423,047 | | | 1,462,055 | | | 1,491,241 | | | 1,438,643 | |
| Balance Sheet Data | | | | | | | | | |
| Real estate property, gross | $ | 28,427,700 | | | $ | 28,826,816 | | | $ | 26,476,938 | | | $ | 26,260,553 | | | $ | 25,380,524 | |
| Cash and cash equivalents | 413,327 | | | 106,363 | | | 72,277 | | | 81,355 | | | 286,707 | |
| Total assets | 23,929,404 | | | 24,692,208 | | | 22,584,555 | | | 23,954,541 | | | 23,166,600 | |
| Senior notes payable and other debt | 11,895,412 | | | 12,158,773 | | | 10,733,699 | | | 11,276,062 | | | 11,127,326 | |
(1)We consider Funds From Operations attributable to common stockholders (“FFO”) and normalized FFO attributable to common stockholders to be appropriate supplemental measures of operating performance of an equity REIT. In particular, we believe that normalized FFO is useful because it allows investors, analysts and our management to compare our operating performance to the operating performance of other real estate companies and between periods on a consistent basis without having to account for differences caused by non-recurring items and other non-operational events such as transactions and litigation. In some cases, we provide information about identified non-cash components of FFO and normalized FFO because it allows investors, analysts and our management to assess the impact of those items on our financial results.
|
| | | | | | | | | | | | | | | | | | | |
| | As of and For the Years Ended December 31, |
| | 2019 | | 2018 | | 2017 | | 2016 | | 2015 |
| | (Dollars in thousands, except per share data) |
| Operating Data | | | | | | | | | |
| Rental income | $ | 1,609,876 |
| | $ | 1,513,807 |
| | $ | 1,593,598 |
| | $ | 1,476,176 |
| | $ | 1,346,046 |
|
| Resident fees and services | 2,151,533 |
| | 2,069,477 |
| | 1,843,232 |
| | 1,847,306 |
| | 1,811,255 |
|
| Interest expense | 451,662 |
| | 442,497 |
| | 448,196 |
| | 419,740 |
| | 367,114 |
|
| Property-level operating expenses | 1,808,208 |
| | 1,689,880 |
| | 1,483,072 |
| | 1,434,762 |
| | 1,383,640 |
|
| General, administrative and professional fees | 165,996 |
| | 151,982 |
| | 135,490 |
| | 126,875 |
| | 128,035 |
|
| Income from continuing operations | 439,297 |
| | 415,991 |
| | 1,361,222 |
| | 652,412 |
| | 408,119 |
|
| Net income attributable to common stockholders | 433,016 |
| | 409,467 |
| | 1,356,470 |
| | 649,231 |
| | 417,843 |
|
| Per Share Data | | | | | | | | | |
| Income from continuing operations: | | | | | | | | | |
| Basic | $ | 1.20 |
| | $ | 1.17 |
| | $ | 3.83 |
| | $ | 1.89 |
| | $ | 1.24 |
|
| Diluted | $ | 1.19 |
| | $ | 1.16 |
| | $ | 3.80 |
| | $ | 1.87 |
| | $ | 1.22 |
|
| Net income attributable to common stockholders: | | | | | | | | | |
| Basic | $ | 1.18 |
| | $ | 1.15 |
| | $ | 3.82 |
| | $ | 1.88 |
| | $ | 1.26 |
|
| Diluted | $ | 1.17 |
| | $ | 1.14 |
| | $ | 3.78 |
| | $ | 1.86 |
| | $ | 1.25 |
|
| Other Data | | | | | | | | | |
| Net cash provided by operating activities | $ | 1,437,783 |
| | $ | 1,381,467 |
| | $ | 1,428,752 |
| | $ | 1,354,702 |
| | $ | 1,402,003 |
|
| Net cash (used in) provided by investing activities | (1,585,299 | ) | | 324,496 |
| | (937,107 | ) | | (1,214,280 | ) | | (2,420,740 | ) |
| Net cash provided by (used in) financing activities | 160,674 |
| | (1,761,937 | ) | | (671,327 | ) | | 96,838 |
| | 1,023,058 |
|
FFO (1) | 1,436,049 |
| | 1,308,149 |
| | 1,512,885 |
| | 1,440,544 |
| | 1,365,408 |
|
Normalized FFO (1) | 1,423,047 |
| | 1,462,055 |
| | 1,491,241 |
| | 1,438,643 |
| | 1,493,683 |
|
| Balance Sheet Data | | | | | | | | | |
| Real estate property, gross | $ | 28,817,100 |
| | $ | 26,476,938 |
| | $ | 26,260,553 |
| | $ | 25,380,524 |
| | $ | 23,855,137 |
|
| Cash and cash equivalents | 106,363 |
| | 72,277 |
| | 81,355 |
| | 286,707 |
| | 53,023 |
|
| Total assets | 24,692,208 |
| | 22,584,555 |
| | 23,954,541 |
| | 23,166,600 |
| | 22,261,918 |
|
| Senior notes payable and other debt | 12,158,773 |
| | 10,733,699 |
| | 11,276,062 |
| | 11,127,326 |
| | 11,206,996 |
|
| |
(1)
| We consider Funds From Operations (“FFO”) and normalized FFO to be appropriate supplemental measures of operating performance of an equity REIT. In particular, we believe that normalized FFO is useful because it allows investors, analysts and our management to compare our operating performance to the operating performance of other real estate companies and between periods on a consistent basis without having to account for differences caused by non-recurring items and other non-operational events such as transactions and litigation. In some cases, we provide information about identified non-cash components of FFO and normalized FFO because it allows investors, analysts and our management to assess the impact of those items on our financial results. |
FFO and normalized FFO presented in this Annual Report, on Form 10-K, or otherwise disclosed by us, may not be comparable to FFO and normalized FFO presented by other real estate companies due to the fact that not all real estate companies use the same definitions. FFO and normalized FFO should not be considered as alternatives to net income
attributable to common stockholders (determined in accordance with U.S. generally accepted accounting principles (“GAAP”)) as indicators of our financial performance or as alternatives to cash flow from operating activities (determined in accordance with GAAP) as measures of our liquidity, nor are FFO and normalized FFO necessarily indicative of sufficient cash flow to fund all of our needs.
We use the National Association of Real Estate Investment Trusts (“Nareit”) definition of FFO. Nareit defines FFO as net income attributable to common stockholders (computed in accordance with GAAP), excluding gains or losses from sales of real estate property, including gains or losses on re-measurementremeasurement of equity method investments, and impairment write-downs of depreciable real estate, plus real estate depreciation and amortization, and after adjustments for unconsolidated partnerships and joint ventures. Adjustments for unconsolidated partnerships and joint ventures will be calculated to reflect FFO on the same basis. We define normalized FFO as FFO excluding the following income and expense items (which may be recurring in nature): (a) merger-related costs and expenses, including amortization of intangibles, transition and integration expenses, and deal costs and expenses, including expenses and recoveries relating to acquisition lawsuits; (b) the impact of any expenses related to asset impairment and valuation allowances, the write-off of unamortized deferred financing fees, or additional costs, expenses, discounts, make-whole payments, penalties or premiums incurred as a result of early retirement or payment of our debt; (c) the non-cash effect of income tax benefits or expenses, the non-cash impact of changes to our executive equity compensation plan, derivative transactions that have non-cash mark-to-market impacts on our Consolidated Statements of Income and non-cash charges related to lease terminations;leases; (d) the financial impact of contingent consideration, severance-related costs and charitable donations made to the Ventas Charitable Foundation; (e) gains and losses for non-operational foreign currency hedge agreements and changes in the fair value of financial instruments; (f) gains and losses on non-real estate dispositions and other unusual items related to unconsolidated entities; (g) expenses related to the re-auditreaudit and re-review in 2014 of our historical financial statements and related matters; and (h) net expenses or recoveries related to natural disasters.disasters; and (i) other incremental items set forth in the normalized FFO reconciliation included herein.
See “Management’s Discussion and Analysis of Financial Condition and Results of Operations—Funds From Operations and Normalized Funds from Operations”Non-GAAP Financial Measures” included in Part II, Item 7 of this Annual Report on Form 10-K for a reconciliation of FFO and normalized FFO to our GAAP earnings.
ITEM 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations
The following discussion provides information that management believes is relevant to an understanding and assessment of the consolidated financial condition and results of operations of Ventas, Inc. You should read this discussion in conjunction with our Consolidated Financial Statements and the notes thereto included in Part II, Item 8 of this Annual Report on Form 10-K, as it will help you understand:and our Risk Factors included in Part I, Item 1A of this Annual Report.
OurBusiness Summary and Overview of 2020
Ventas, Inc., an S&P 500 company, and the environment in which we operate;
Our 2019 highlights;
Our critical accounting policies and estimates;
Our results of operations for the last three years;
Our non-GAAP financial measures:
How we manage our assets and liabilities;
Our liquidity and capital resources;
Our cash flows; and
Our future contractual obligations.
Corporate and Operating Environment
We areis a real estate investment trust (“REIT”) operating at the intersection of healthcare and real estate, with a highly diversified portfolio of seniors housing,senior housing; life science, research and innovation,innovation; and healthcare propertiesproperties; which we generally refer to as “healthcare real estate,” located throughout the United States, Canada and the United Kingdom. As of December 31, 2019,2020, we owned or managed through unconsolidated real estate entities approximately 1,200 properties (including properties owned through investments in unconsolidated entities and properties classified as held for sale), consisting of seniorssenior housing communities, medical office
buildings (“MOBs”), life science, research and innovation centers, inpatient rehabilitation facilities (“IRFs”) and long-term acute care facilities (“LTACs”), and health systems. We had 22 properties under development, including four properties that are owned by unconsolidated real estate entities. We are an S&P 500Our company was originally founded in 1983 and is headquartered in Chicago, Illinois.Illinois with an additional office in Louisville, Kentucky.
We primarily invest in seniors housing, research and innovation, anda diversified portfolio of healthcare propertiesreal estate assets through acquisitions and lease our properties to unaffiliated tenants or operate them through independent third-party managers.
As of December 31, 2019, we leased a total of 412 properties (excluding properties within our office operations reportable business segment) to various healthcare operating companies under “triple-net” or “absolute-net” leases that obligate the tenants to pay all property-related expenses, including maintenance, utilities, repairs, taxes, insurance and capital expenditures. Our three largest tenants, Brookdale Senior Living Inc. (together with itswholly owned subsidiaries “Brookdale Senior Living”), Ardent Health Partners, LLC (together with its subsidiaries, “Ardent”) and Kindred Healthcare, LLC (formerly Kindred Healthcare, Inc., together with its subsidiaries, “Kindred”) leased from us 122 properties (excluding two properties managed by Brookdale Senior Living pursuant to long-term management agreements), 11 properties and 32 properties, respectively, as of December 31, 2019
As of December 31, 2019, pursuant to long-term management agreements, we engaged independent operators, such as Atria Senior Living, Inc. (“Atria”) and Sunrise Senior Living, LLC (together with its subsidiaries, “Sunrise”) to manage 406 seniors housing communities for us.
Through our Lillibridge Healthcare Services, Inc. (“Lillibridge”) subsidiary and our ownership interest in PMB Real Estate Services LLC (“PMBRES”), we also provide MOB management, leasing, marketing, facility development and advisory services to highly rated hospitals and health systems throughout the United States. In addition, from time to time, we make secured and non-mortgage loans and other investments relating to seniors housing and healthcare operators or properties.
co-investment entities. We conduct our operationsoperate through three reportable business segments: triple-net leased properties, senior living operations, which we also refer to as SHOP, and office operations. See “NOTE 19—SEGMENT INFORMATION” of the Notes toour Consolidated Financial Statements and the related notes, including “Note 2 – Accounting Policies” and “Note 19 – Segment Information,” included in Part II, Item 8 of this Annual Report on Form 10-K.
As of December 31, 2019,Report. Our senior housing properties are either operated under triple-net leases in our consolidated portfolio included 100% ownership intereststriple-net leased properties segment or through independent third-party managers in 1,109 properties and controlling joint venture interests in 86 properties, and we had non-controlling ownership interests in six properties through investments in unconsolidated entities. Through Lillibridge, we provided management and leasing services to third parties with respect to 74 MOBs as of December 31, 2019.
We aim to enhance shareholder value by delivering consistent, superior total returns through a strategy of:by (1) generating reliable and growing cash flows;flows, (2) maintaining a balanced, diversified portfolio of high-quality assets;assets and (3) preserving our financial strength, flexibility and liquidity.
Our ability to access capital in a timely and cost-effective manner is critical to the success of our business strategy because it affects our ability to satisfy existing obligations, including the repayment of maturing indebtedness, and to make future investments. Factors such as general market conditions, interest rates, credit ratings on our securities, expectations of our potential future earnings and cash distributions, and the trading price of our common stock that are beyond our control and fluctuate over time all impact our access to and cost of external capital. For that reason, we generally attempt to match the long-term duration of our investments in real property with long-term financing through the issuance of shares of our common stock or the incurrence of long-term fixed rate debt.
2019 HighlightsCOVID-19 Update
For information regardingDuring fiscal 2020 and continuing into fiscal 2021, the COVID-19 pandemic has negatively affected our 2019 highlights, see “Business”businesses in a number of ways and is expected to continue to do so.
Operating Results.Our senior living operations segment, which we also refer to as SHOP, was significantly impacted by the COVID-19 pandemic. Occupancy decreased over the course of 2020, while operating expenses increased as our senior living communities responded to the pandemic, resulting in a significant decline in NOI compared to 2019. Our NNN senior housing tenants’ performance was similarly affected by COVID-19. During the course of 2020, we modified certain NNN senior housing leases to reset rent and provided other modest financial accommodations to certain NNN senior housing tenants who needed it as a result of COVID-19. We also wrote-off previously accrued straight-line rental income related to NNN senior housing tenants due to COVID-19.
However, we benefited from our ongoing strategy of diversification, with our office and NNN healthcare businesses demonstrating resilience in the face of the pandemic. The Company’s NNN healthcare tenants benefited from significant government financial support that was deployed early and has partially offset the direct financial impact of the pandemic. Our office operations segment, which primarily serves MOB and research and innovation tenants that were less impacted by the pandemic, delivered steady performance throughout the year.
Provider Relief Grants.In the third and fourth quarter of 2020, we applied for grants under Phase 2 and Phase 3 of the Provider Relief Fund administered by the U.S. Department of Health & Human Services (“HHS”) on behalf of the assisted living communities in our senior living operations segment to partially mitigate losses attributable to COVID-19. These grants are intended to reimburse eligible providers for expenses incurred to prevent, prepare for and respond to COVID-19 and lost revenues attributable to COVID-19. Recipients are not required to repay distributions from the Provider Relief Fund, provided that they attest to and comply with certain terms and conditions. See “Government Regulation—Governmental Response to the COVID-19 Pandemic” in Part I, Item 1 of this Annual ReportReport.
During the fourth quarter of 2020, we received $34.3 million and $0.8 million in grants in connection with our Phase 2 and Phase 3 applications, respectively, and recognized these grants within property-level operating expenses in our Consolidated Statements of Income. Subsequent to December 31, 2020, we received $13.6 million in grants in connection with our Phase 3 applications, which we expect to recognize in 2021. While we have received all amounts under our Phase 2 applications and have begun to receive amounts under our Phase 3 applications, there can be no assurance that our remaining applications will be approved or that additional funds will ultimately be received. Any grants that are ultimately received and retained by us are not expected to fully offset the losses incurred in our senior living operating portfolio that are attributable to COVID-19. Further, although we continue to monitor and evaluate the terms and conditions associated with the Provider Relief Fund distributions, we cannot assure you that we will be in compliance with all requirements related to the payments received under the Provider Relief Fund.
Capital Conservation Actions. In response to the COVID-19 pandemic, we took precautionary steps to increase liquidity and preserve financial flexibility in light of the resulting uncertainty.See “—Liquidity and Capital Resources; Recent Capital Conservation Actions.” As of February 16, 2021, we had approximately $3.0 billion in liquidity, including availability under our revolving credit facility and cash and cash equivalents on Form 10-K.hand, with no borrowings outstanding under our commercial paper program and negligible near-term debt maturing.
Continuing Impact. The trajectory and future impact of the COVID-19 pandemic remains highly uncertain. The extent of the pandemic’s continuing and ultimate effect on our operational and financial performance will depend on a variety of factors, including the speed at which available vaccines can be successfully deployed; the rate of acceptance of available vaccines, particularly among the residents and staff in our senior housing communities; the impact of new variants of the virus
and the effectiveness of available vaccines against those variants; ongoing clinical experience, which may differ considerably across regions and fluctuate over time; and on other future developments, including the ultimate duration, spread and intensity of the outbreak, the availability of testing, the extent to which governments impose, roll-back or re-impose preventative restrictions and the availability of ongoing government financial support to our business, tenants and operators. Due to these uncertainties, we are not able at this time to estimate the ultimate impact of the COVID-19 pandemic on our business, results of operations, financial condition and cash flows.
See “Note 1 - Description of Business - COVID-19 Update” for a description of charges recognized during the year ended December 31, 2020 as a result of the COVID-19 pandemic.
Select 2020 and Early 2021 Highlights
COVID-19 Response
•Since the start of the COVID-19 pandemic, in addition to actions described under “COVID-19 Update” above, we have consistently prioritized the health and safety of employees, residents, tenants and managers, serving as an important resource for information and best practices and leading our industry in testing, including through an early arrangement with Mayo Clinic Laboratories.
•We executed on a multi-pronged capital conservation strategy to mitigate the impact of COVID-19, including reducing our planned capital expenditures, reducing capital commitments, establishing a quarterly dividend of $0.45 per share beginning in the second quarter and adjusting the Company’s corporate cost structure.
Ventas Investment Management
•We established a third party capital platform, Ventas Investment Management (“VIM”), bringing together our third party capital ventures under one umbrella, including the Ventas Life Science and Healthcare Real Estate Fund, L.P. (the “Ventas Fund”) and our research and innovation (“R&I”) development joint venture with GIC (the “R&I Development JV”) described below. As of December 31, 2020, VIM had over $3 billion in assets under management.
•In March 2020, we formed the Ventas Fund, a perpetual life investment vehicle focused on investments in research and innovation centers, medical office buildings and senior housing communities in North America. We are the sponsor and general partner of the Ventas Fund. To seed the Ventas Fund, we contributed six stabilized research and innovation and medical office properties and received cash consideration of $620 million and a 21% interest in the Ventas Fund. In October 2020, the Ventas Fund acquired a portfolio of three life science properties in the South San Francisco life science cluster for $1.0 billion.
•In October 2020, we formed the R&I Development JV with GIC. To seed the R&I Development JV, we contributed our controlling interest in four in-progress university-based research and innovation development projects whose total expected cost approximates $930 million.
Investments and Dispositions
•During the year ended December 31, 2020, we acquired 10 properties for an aggregate consideration of $249.5 million.
•During the year ended December 31, 2020, we recognized $262.2 million of gains on sale of real estate including 2020, including $225.1 million for the sale of six properties to the Ventas Fund, $13.7 million for the sale of four in-progress development projects to the R&I Development JV and and $23.4 million for the sale of 31 other properties.
•During the year ended December 31, 2020, we received aggregate proceeds of $106.1 million for the full repayment of the principal balances of various loans receivable with a weighted average interest rate of 8.3% that were due to mature between 2020 and 2025, resulting in total gains of $1.4 million.
Liquidity and Capital
•As of December 31, 2020, we had approximately $3.3 billion in liquidity, including availability under our revolving credit facility and cash and cash equivalents on hand, with no borrowings outstanding under our commercial paper program and negligible near-term debt maturing.
•In April 2020, we raised $500.0 million through the issuance of 4.75% senior notes due 2030.
•In October 2020,we reduced near-term debt maturities by retiring $236.3 million aggregate principal amount then outstanding of our 3.25% senior notes due 2022 at 104.14% of par value, plus accrued and unpaid interest to the payment date.
•During 2020, we sold an aggregate of 1.5 million shares of common stock under our “at-the-market” equity offering program for average gross proceeds of $44.88 per share.
•In January 2021, we entered into an amended and restated unsecured credit facility (the “New Credit Facility”) comprised of a $2.75 billion unsecured revolving credit facility initially priced at LIBOR plus 82.5 basis points.
•In February 2021, in order to reduce near-term maturities, we issued a make whole redemption for the entirety of the $400 million outstanding aggregate principal amount of 3.10% senior notes due January 2023. The redemption is expected to settle in March 2021, principally using cash on hand.
Portfolio
•In July 2020, we entered into a revised master lease agreement (the “Brookdale Lease”) and certain other agreements (together with the Brookdale Lease, the “Agreements”) with Brookdale Senior Living.
•In April 2020, we completed a transaction with affiliates of Holiday Retirement (with its affiliates, collectively, “Holiday”), including entry into a new, terminable management agreement for our 26 independent living assets that were previously subject to a triple-net lease (the “Holiday Lease”) with Holiday.
Environmental, Social and Governance
•During 2020, we continued our leadership in ESG, receiving numerous accolades, including the 2020 Nareit Health Care “Leader in the Light” award for a fourth consecutive year, the 2020 Bloomberg Gender-Equality Index for the second consecutive year, the 2020 Dow Jones Sustainability World Index for the second consecutive year and maintaining our industry-leading position in GRESB.
Critical Accounting Policies and Estimates
Our Consolidated Financial Statements included in Part II, Item 8 of this Annual Report on Form 10-K have been prepared in accordance with U.S. generally accepted accounting principles (“GAAP”) set forth in the Accounting Standards Codification (“ASC”), as published by the Financial Accounting Standards Board (“FASB”). GAAP requires us to make estimates and assumptions regarding future events that affect the reported amounts of assets and liabilities, the disclosure of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenues and expenses during the reporting periods. We base these estimates on our experience and assumptions we believe to be reasonable under the circumstances. However, if our judgment or interpretation of the facts and circumstances relating to various transactions or
other matters had been different, we may have applied a different accounting treatment, resulting in a different presentation of our financial statements. We periodically reevaluate our estimates and assumptions, and in the event they prove to be different from actual results, we make adjustments in subsequent periods to reflect more current estimates and assumptions about matters that are inherently uncertain. We believe that the critical accounting policies described below, among others, affect our more significant estimates and judgments used in the preparation of our financial statements. For more information regarding our critical accounting policies, see “NOTE 2—ACCOUNTING POLICIES”“Note 2 – Accounting Policies” of the Notes to Consolidated Financial Statements included in Part II, Item 8 of this Annual Report on Form 10-K.Report.
Principles of Consolidation
The Consolidated Financial Statements included in Part II, Item 8 of this Annual Report on Form 10-K include our accounts and the accounts of our wholly owned subsidiaries and the joint venture entities over which we exercise control. All intercompany transactions and balances have been eliminated in consolidation, and our net earnings are reduced by the portion of net earnings attributable to noncontrolling interests.
GAAP requires us to identify entities for which control is achieved through means other than voting rights and to determine which business enterprise is the primary beneficiary of variable interest entities (“VIEs”). A VIE is broadly defined as an entity with one or more of the following characteristics: (a) the total equity investment at risk is insufficient to finance the entity’s activities without additional subordinated financial support; (b) as a group, the holders of the equity investment at risk lack (i) the ability to make decisions about the entity’s activities through voting or similar rights, (ii) the obligation to absorb the expected losses of the entity, or (iii) the right to receive the expected residual returns of the entity; and (c) the equity investors have voting rights that are not proportional to their economic interests, and substantially all of the entity’s activities either involve, or are conducted on behalf of, an investor that has disproportionately few voting rights. We consolidate our investment in a VIE when we determine that we are its primary beneficiary. We may change our original assessment of a VIE upon subsequent events such as the modification of contractual arrangements that affects the characteristics or adequacy of the entity’s equity investments at risk and the disposition of all or a portion of an interest held by the primary beneficiary.
We identify the primary beneficiary of a VIE as the enterprise that has both: (i) the power to direct the activities of the VIE that most significantly impact the entity’s economic performance; and (ii) the obligation to absorb losses or the right to receive benefits of the VIE that could be significant to the entity. We perform this analysis on an ongoing basis.
Accounting for Real Estate Acquisitions
When we acquire real estate, we first make reasonable judgments about whether the transaction involves an asset or a business. Our real estate acquisitions are generally accounted for as asset acquisitions as substantially all of the fair value of the gross assets acquired is concentrated in a single identifiable asset or group of similar identifiable assets. Regardless of whether an acquisition is considered a business combination or an asset acquisition, we record the cost of the businesses or assets acquired as tangible and intangible assets and liabilities based upon their estimated fair values as of the acquisition date.
We estimate the fair value of buildings acquired on an as-if-vacant basis or replacement cost basis and depreciate the building value over the estimated remaining life of the building, generally not to exceed 35 years. We determine the fair value of other fixed assets, such as site improvements and furniture, fixtures and equipment, based upon the replacement cost and depreciate such value over the assets’ estimated remaining useful lives as determined at the applicable acquisition date. We determine the value of land either by considering the sales prices of similar properties in recent transactions or based on internal analyses of recently acquired and existing comparable properties within our portfolio. We generally determine the value of construction in progress based upon the replacement cost. However, for certain acquired properties that are part of a ground-up development, we determine fair value by using the same valuation approach as for all other properties and deducting the estimated cost to complete the development. During the remaining construction period, we capitalize project costs until the development has reached substantial completion. Construction in progress, including capitalized interest, is not depreciated until the development has reached substantial completion.
Intangibles primarily include the value of in-place leases and acquired lease contracts. We include all lease-related intangible assets and liabilities within acquired lease intangibles and accounts payable and other liabilities, respectively, on our Consolidated Balance Sheets.
The fair value of acquired lease-related intangibles, if any, reflects: (i) the estimated value of any above and/or below market leases, determined by discounting the difference between the estimated market rent and in-place lease rent; and (ii) the estimated value of in-place leases related to the cost to obtain tenants, including leasing commissions, and an estimated value of the absorption period to reflect the value of the rent and recovery costs foregone during a reasonable lease-up period as if the
acquired space was vacant. We amortize any acquired lease-related intangibles to revenue or amortization expense over the remaining life of the associated lease plus any assumed bargain renewal periods. If a lease is terminated prior to its stated expiration or not renewed upon expiration, we recognize all unamortized amounts of lease-related intangibles associated with that lease in operations at that time.over the shortened lease term.
We estimate the fair value of purchase option intangible assets and liabilities, if any, by discounting the difference between the applicable property’s acquisition date fair value and an estimate of its future option price. We do not amortize the resulting intangible asset or liability over the term of the lease, but rather adjust the recognized value of the asset or liability
upon sale.
In connection with an acquisition, we may assume rights and obligations under certain lease agreements pursuant to which we become the lessee of a given property. We generally assume the lease classification previously determined by the prior lessee absent a modification in the assumed lease agreement. We assess assumed operating leases, including ground leases, to determine whether the lease terms are favorable or unfavorable to us given current market conditions on the acquisition date. To the extent the lease terms are favorable or unfavorable to us relative to market conditions on the acquisition date, we recognize an intangible asset or liability at fair value and amortize that asset or liability to interest or rental expense in our Consolidated Statements of Income over the applicable lease term. Where we are the lessee, we record the acquisition date values of leases, including any above or below market value, within operating lease assets and operating lease liabilities on our Consolidated Balance Sheets.
We estimate the fair value of noncontrolling interests assumed consistent with the manner in which we value all of the underlying assets and liabilities.
We calculate the fair value of long-term assumed debt by discounting the remaining contractual cash flows on each instrument at the current market rate for those borrowings, which we approximate based on the rate at which we would expect to incur a replacement instrument on the date of acquisition, and recognize any fair value adjustments related to long-term debt as effective yield adjustments over the remaining term of the instrument.
Impairment of Long-Lived and Intangible Assets
We periodically evaluate our long-lived assets, primarily consisting of investments in real estate, for impairment indicators. If indicators of impairment are present, we evaluate the carrying value of the related real estate investments in relation to the future undiscounted cash flows of the underlying operations. In performing this evaluation, we consider market conditions and our current intentions with respect to holding or disposing of the asset. We adjust the net book value of real estate properties and other long-lived assets to fair value if the sum of the expected future undiscounted cash flows, including sales proceeds, is less than book value. We recognize an impairment loss at the time we make any such determination.
Estimates of fair value used in our evaluation of investments in real estate are based upon discounted future cash flow projections, if necessary, or other acceptable valuation techniques that are based, in turn, upon all available evidence including level three inputs, such as revenue and expense growth rates, estimates of future cash flows, capitalization rates, discount rates, general economic conditions and trends, or other available market data.data such as replacement cost or comparable transactions. Our ability to accurately predict future operating results and cash flows and to estimate and determine fair values impacts the timing and recognition of impairments. While we believe our assumptions are reasonable, changes in these assumptions may have a material impact on our financial results.
Revenue Recognition
We recognize rental revenues under our leases on a straight-line basis over the applicable lease term when collectability of substantially all rents is probable. We assess the probability of collecting substantially all rents under our leases based on several factors, including, among other things, payment history, the financial strength of the tenant and any guarantors, the historical operations and operating trends of the property, the historical payment pattern of the tenant, the type of property, the value of the underlying collateral, if any, expected future performance of the property and current economic conditions. If our evaluation of these factors indicates it is not probable that we will be able to collect substantially all rents under the lease, we recognizerecord a charge to rental income. If we change our conclusions regarding the probability of collecting rent payments required by a lease, we may recognize adjustments to rental income in the period we make such change in our conclusions.
Federal Income Tax
We have elected to be treated as a REIT under the applicable provisions of the Internal Revenue Code of 1986, as amended (the “Code”), for every year beginning with the year ended December 31, 1999. Accordingly, we generally are not
subject to federal income tax on net income that we distribute to our stockholders, provided that we continue to qualify as a REIT. However, with respect to certain of our subsidiaries that have elected to be treated as taxable REIT subsidiaries (“TRS” or “TRS entities”), we record income tax expense or benefit, as those entities are subject to federal income tax similar to regular corporations. Certain foreign subsidiaries are subject to foreign income tax, although they did not elect to be treated as TRSs.
We account for deferred income taxes using the asset and liability method and recognize deferred tax assets and liabilities for the expected future tax consequences of events that have been included in our financial statements or tax returns. Under this method, we determine deferred tax assets and liabilities based on the differences between the financial reporting and tax bases of assets and liabilities using enacted tax rates in effect for the year in which the differences are expected to reverse. Any increase or decrease in the deferred tax liability that results from a change in circumstances, and that causes us to change our judgment about expected future tax consequences of events, is included in the tax provision when such changes occur. Deferred income taxes also reflect the impact of operating loss and tax credit carryforwards. A valuation allowance is provided if we believe it is more likely than not that all or some portion of the deferred tax asset will not be realized. Any increase or decrease in the valuation allowance that results from a change in circumstances, and that causes us to change our judgment about the realizability of the related deferred tax asset, is included in the tax provision when such changes occur.
We recognize the tax benefit from an uncertain tax position claimed or expected to be claimed on a tax return only if it is more likely than not that the tax position will be sustained on examination by taxing authorities, based on the technical merits of the position. The tax benefits recognized in the financial statements from such a position are measured based on the largest benefit that has a greater than fifty percent likelihood of being realized upon ultimate settlement. We recognize interest and penalties, if applicable, related to uncertain tax positions as part of income tax benefit or expense.
Recently Issued or Adopted Accounting Standards
We adopted ASC Topic 842, Leases (“ASC 842”) on January 1, 2019, which introduced a lessee model that brings most leases on the balance sheet and, among other changes, eliminates the requirement in current GAAP for an entity to use bright-line tests in determining lease classification.
ASC 842 allows for several practical expedients which permit the following: no reassessment of lease classification or initial direct costs; use of the standard’s effective date as the date of initial application; and no separation of non-lease components from the related lease components and, instead, to account for those components as a single lease component if certain criteria are met. We elected these practical expedients using the effective date as our date of initial application. Therefore, financial information and disclosures under ASC 842 are not provided for periods prior to January 1, 2019.
Upon adoption, we recognized both right of use assets and lease liabilities for leases in which we lease land, real property or other equipment. We now also report revenues and expenses within our triple-net leased properties reportable business segment for real estate taxes and insurance that are escrowed and obligations of the tenants in accordance with their respective leases with us. This reporting had no impact on our net income. Resident leases within our senior living operations reportable business segment and office leases also contain service elements. We elected the practical expedient to account for our resident and office leases as a single lease component. Also, we now expense certain leasing costs, other than leasing commissions, as they are incurred. Prior to the adoption of ASC 842, GAAP provided for the deferral and amortization of such costs over the applicable lease term. We are continuing to amortize any unamortized deferred lease costs as of December 31, 2018 over their respective lease terms.
As of January 1, 2019 we recognized operating lease assets of $361.7 million on our Consolidated Balance Sheets which includes the present value of minimum lease payments as well as certain existing above and/or below market lease intangible values associated with such leases. Also upon adoption, we recognized operating lease liabilities of $216.9 million on our Consolidated Balance Sheets. The present value of minimum lease payments was calculated on each lease using a discount rate that approximates our incremental borrowing rate primarily adjusted for the length of the individual lease terms. As of the January 1, 2019 adoption date, we utilized discount rates ranging from 6.15% to 7.60% for our ground leases.
Upon adoption, we recognized a cumulative effect adjustment to retained earnings of $0.6 million primarily relating to certain costs associated with unexecuted leases that were deferred as of December 31, 2018.
Results of Operations
As of December 31, 2019,2020, we operated through three reportable business segments: triple-net leased properties, senior living operations and office operations. In our triple-net leased properties segment, we invest in and own seniorssenior housing and healthcare properties throughout the United States and the United Kingdom and lease those properties to healthcare operating companies under “triple-net” or “absolute-net” leases that obligate the tenants to pay all property-related expenses. In our senior living operations segment, we invest in seniorssenior housing communities throughout the United States and Canada and engage independent operators, such as Atria and Sunrise, to manage those communities. In our office operations segment, we primarily acquire, own, develop, lease and manage MOBs and research and innovation centers throughout the United States. Information provided for “all other” includes income from loans and investments and other miscellaneous income and various corporate-level expenses not directly attributable to any of our three reportable business segments. Assets included in “all other” consist primarily of corporate assets, including cash, restricted cash, loans receivable and investments, and miscellaneous accounts receivable.
Our chief operating decision makers evaluate performance of the combined properties in each reportable business segment and determine how to allocate resources to those segments, in significant part, based on segment net operating income (“NOI”) and related measures. For furtherIn addition to the information regarding our business segments and a discussion of our definition of segment NOI,presented below, see “NOTE 19—SEGMENT INFORMATION”“Note 19 – Segment Information” of the Notes to Consolidated Financial Statements included in Part II, Item 8 of this Annual Report on Form 10-K.for further information regarding our business segments and a discussion of our definition of segment NOI. See “Non-GAAP Financial Measures” included elsewhere in this Annual Report on Form 10-K for additional disclosure and reconciliations of net income attributable to common stockholders, as computed in accordance with GAAP, to NOI.
Years Ended December 31, 20192020 and 20182019
The table below shows our results of operations for the years ended December 31, 20192020 and 20182019 and the effect of changes in those results from period to period on our net income attributable to common stockholders. |
| | | | | | | | | | | | | | |
| | For the Years Ended
December 31, | | Increase (Decrease) to Net Income |
| | 2019 | | 2018 | | $ | | % |
| | (Dollars in thousands) |
| Segment NOI: | | | | | | | |
| Triple-net leased properties | $ | 754,337 |
| | $ | 740,318 |
| | $ | 14,019 |
| | 1.9 | % |
| Senior living operations | 630,135 |
| | 623,276 |
| | 6,859 |
| | 1.1 |
|
| Office operations | 574,157 |
| | 538,506 |
| | 35,651 |
| | 6.6 |
|
| All other | 92,610 |
| | 127,520 |
| | (34,910 | ) | | (27.4 | ) |
| Total segment NOI | 2,051,239 |
| | 2,029,620 |
| | 21,619 |
| | 1.1 |
|
| Interest and other income | 10,984 |
| | 24,892 |
| | (13,908 | ) | | (55.9 | ) |
| Interest expense | (451,662 | ) | | (442,497 | ) | | (9,165 | ) | | (2.1 | ) |
| Depreciation and amortization | (1,045,620 | ) | | (919,639 | ) | | (125,981 | ) | | (13.7 | ) |
| General, administrative and professional fees | (165,996 | ) | | (151,982 | ) | | (14,014 | ) | | (9.2 | ) |
| Loss on extinguishment of debt, net | (41,900 | ) | | (58,254 | ) | | 16,354 |
| | 28.1 |
|
| Merger-related expenses and deal costs | (15,235 | ) | | (30,547 | ) | | 15,312 |
| | 50.1 |
|
| Other | 17,609 |
| | (66,768 | ) | | 84,377 |
| | nm |
|
| Income before unconsolidated entities, real estate dispositions, income taxes, discontinued operations and noncontrolling interests | 359,419 |
| | 384,825 |
| | (25,406 | ) | | (6.6 | ) |
| Loss from unconsolidated entities | (2,454 | ) | | (55,034 | ) | | 52,580 |
| | 95.5 |
|
| Gain on real estate dispositions | 26,022 |
| | 46,247 |
| | (20,225 | ) | | (43.7 | ) |
| Income tax benefit | 56,310 |
| | 39,953 |
| | 16,357 |
| | 40.9 |
|
| Income from continuing operations | 439,297 |
| | 415,991 |
| | 23,306 |
| | 5.6 |
|
| Discontinued operations | — |
| | (10 | ) | | 10 |
| | nm |
|
| Net income | 439,297 |
| | 415,981 |
| | 23,316 |
| | 5.6 |
|
| Net income attributable to noncontrolling interests | 6,281 |
| | 6,514 |
| | 233 |
| | 3.6 |
|
| Net income attributable to common stockholders | $ | 433,016 |
| | $ | 409,467 |
| | 23,549 |
| | 5.8 |
|
| | | | | | | | | | | | | | | | | | | | | | | |
| | For the Years Ended
December 31, | | (Decrease) Increase to Net Income |
| | 2020 | | 2019 | | $ | | % |
| | (Dollars in thousands) |
| Segment NOI: | | | | | | | |
| Triple-net leased properties | $ | 673,105 | | | $ | 754,337 | | | $ | (81,232) | | | (10.8 | %) |
| Senior living operations | 538,489 | | | 630,135 | | | (91,646) | | | (14.5) | |
| Office operations | 549,375 | | | 574,157 | | | (24,782) | | | (4.3) | |
| All other | 87,021 | | | 92,610 | | | (5,589) | | | (6.0) | |
| Total segment NOI | 1,847,990 | | | 2,051,239 | | | (203,249) | | | (9.9) | |
| Interest and other income | 7,609 | | | 10,984 | | | (3,375) | | | (30.7) | |
| Interest expense | (469,541) | | | (451,662) | | | (17,879) | | | (4.0) | |
| Depreciation and amortization | (1,109,763) | | | (1,045,620) | | | (64,143) | | | (6.1) | |
| General, administrative and professional fees | (130,158) | | | (158,726) | | | 28,568 | | | 18.0 | |
| Loss on extinguishment of debt, net | (10,791) | | | (41,900) | | | 31,109 | | | 74.2 | |
| Merger-related expenses and deal costs | (29,812) | | | (15,235) | | | (14,577) | | | (95.7) | |
| Allowance on loans receivable and investments | (24,238) | | | — | | | (24,238) | | | nm |
| Other | (707) | | | 10,339 | | | (11,046) | | | nm |
| Income before unconsolidated entities, real estate dispositions, income taxes, discontinued operations and noncontrolling interests | 80,589 | | | 359,419 | | | (278,830) | | | (77.6) | |
| Income (loss) from unconsolidated entities | 1,844 | | | (2,454) | | | 4,298 | | | nm |
| Gain on real estate dispositions | 262,218 | | | 26,022 | | | 236,196 | | | nm |
| Income tax benefit | 96,534 | | | 56,310 | | | 40,224 | | | 71.4 | |
| Income from continuing operations | 441,185 | | | 439,297 | | | 1,888 | | | 0.4 | |
| Discontinued operations | — | | | — | | | — | | | nm |
| Net income | 441,185 | | | 439,297 | | | 1,888 | | | 0.4 | |
| Net income attributable to noncontrolling interests | 2,036 | | | 6,281 | | | 4,245 | | | 67.6 | |
| Net income attributable to common stockholders | $ | 439,149 | | | $ | 433,016 | | | 6,133 | | | 1.4 | |
nm—not meaningful
Segment NOI—Triple-Net Leased Properties
The following table summarizes results of operations in our triple-net leased properties reportable business segment, including assets sold or classified as held for sale as of December 31, 2019,2020, but excluding assets whose operations were classified as discontinued operations: | | | | For the Years Ended December 31, | | Increase (Decrease) to Segment NOI | | For the Years Ended
December 31, | | (Decrease) Increase to Segment NOI |
| | 2019 | | 2018 | | $ | | % | | 2020 | | 2019 | | $ | | % |
| | (Dollars in thousands) | | (Dollars in thousands) |
| Segment NOI—Triple-Net Leased Properties: | | | | | | | | Segment NOI—Triple-Net Leased Properties: | | | | | | | |
| Rental income | $ | 780,898 |
| | $ | 737,796 |
| | $ | 43,102 |
| | 5.8 | % | Rental income | $ | 695,265 | | | $ | 780,898 | | | $ | (85,633) | | | (11.0 | %) |
| Other services revenue | — |
| | 2,522 |
| | (2,522 | ) | | nm |
| |
| | Less: Property-level operating expenses | (26,561 | ) | | — |
| | (26,561 | ) | | nm |
| Less: Property-level operating expenses | (22,160) | | | (26,561) | | | 4,401 | | | 16.6 | |
| Segment NOI | $ | 754,337 |
| | $ | 740,318 |
| | 14,019 |
| | 1.9 |
| Segment NOI | $ | 673,105 | | | $ | 754,337 | | | (81,232) | | | (10.8) | |
nm—not meaningful
In our triple-net leased properties reportable business segment, our revenues generally consist of fixed rental amounts (subject to annual contractual escalations) received from our tenants in accordance with the applicable lease terms.
Pursuant to our adoption of ASC 842 on January 1, 2019, we now We report revenues and property-level operating expenses within our triple-net leased properties reportable business segment for real estate tax and insurance expenses that are paid from escrows collected from our tenants. For further information regarding our adoption of ASC 842, see “NOTE 2—ACCOUNTING POLICIES” of the Notes to Consolidated Financial Statements included in Part II, Item 8 of this Annual Report on Form 10-K.
The Triple-net leased properties segment NOI increaseddecrease in 20192020 over the prior year is attributable primarily due to the transition of 26 independent living assets at the start of the second quarter 2018 non-cash expense of $21.3 million related2020 operated by Holiday from our triple-net portfolio to our senior housing operating portfolio, lower rental income from the Brookdale Senior Living lease extensionsmodification at the start of the third quarter of 2020, and net increases in rent,the COVID-19 related write-off of previously accrued straight-line rental income during 2020 of $67.6 million (non-Holiday assets), partially offset by fewer assets in the portfolio$50.2 million impact of terminating the Holiday Lease. We will continue to try to collect rent on a contractual basis for the tenants where straight-line rent has been written off, but we have determined that collectability is not probable due to dispositions and operator transitions of seniors housing communities from triple-net leased properties to senior living operations.COVID-19.
Occupancy rates may affect the profitability of our tenants’ operations. The following table sets forth average continuing occupancy rates related to the triple-net leased properties we owned at December 31, 2019 for2020 and measured over the trailing 12 months ended September 30, 20192020 (which is the most recent information available to us from our tenants) and average continuing occupancy rates related to the triple-net leased properties we owned at December 31, 2018 for2019 and measured over the 12 months ended September 30, 2018.2019. The table excludes non-stabilized properties, properties owned through investments in unconsolidated real estate entities, certain properties for which we do not receive occupancy information and properties acquired or properties that transitioned operators for which we do not have a full four quarters of occupancy results.
| | | | | | | | | | | Number of Properties at December 31, 2020 | | Average Occupancy for the Trailing 12 Months Ended September 30, 2020 | | | Number of Properties at December 31, 2019 | | Average Occupancy for the Trailing 12 Months Ended September 30, 2019 |
| | Number of Properties at December 31, 2019 | | Average Occupancy for the Trailing 12 Months Ended September 30, 2019 | | | Number of Properties at December 31, 2018 | | Average Occupancy for the Trailing 12 Months Ended September 30, 2018 | |
| Seniors housing communities | 326 |
| | 86.0 | % | | | 361 |
| | 85.0 | % | |
| Senior housing communities | | Senior housing communities | 290 | | | 82.1 | % | | | 326 | | | 86.0 | % |
| Skilled nursing facilities (“SNFs”) | 16 |
| | 87.3 |
| | | 17 |
| | 85.2 |
| Skilled nursing facilities (“SNFs”) | 16 | | | 82.9 | | | | 16 | | | 87.3 | |
| IRFs and LTACs | 36 |
| | 53.6 |
| | | 36 |
| | 56.5 |
| IRFs and LTACs | 35 | | | 55.7 | | | | 36 | | | 53.6 | |
Declines in occupancy are primarily the result of COVID-19 impacts to senior housing and SNF operations.
The following table compares results of operations for our 393359 same-store triple-net leased properties. See “Non-GAAP Financial Measures—NOI” included elsewhere in this Annual Report on Form 10-K for additional disclosure regarding same-store NOI.NOI for each of our reportable business segments.
|
| | | | | | | | | | | | | | |
| | For the Years Ended December 31, | | Increase (Decrease) to Segment NOI |
| | 2019 | | 2018 | | $ | | % |
| | (Dollars in thousands) |
| Same-Store Segment NOI—Triple-Net Leased Properties: | | | | | | | |
| Rental income | $ | 749,561 |
| | $ | 688,914 |
| | $ | 60,647 |
| | 8.8 | % |
| Less: Property-level operating expenses | (25,180 | ) | | — |
| | (25,180 | ) | | nm |
|
| Segment NOI | $ | 724,381 |
| | $ | 688,914 |
| | 35,467 |
| | 5.1 |
|
| | | | | | | | | | | | | | | | | | | | | | | |
| | For the Years Ended
December 31, | | (Decrease) Increase to Segment NOI |
| | 2020 | | 2019 | | $ | | % |
| | (Dollars in thousands) |
| Same-Store Segment NOI—Triple-Net Leased Properties: | | | | | | | |
| Rental income | $ | 601,195 | | | $ | 669,510 | | | $ | (68,315) | | | (10.2 | %) |
| Less: Property-level operating expenses | (19,166) | | | (19,198) | | | 32 | | | 0.2 | |
| Segment NOI | $ | 582,029 | | | $ | 650,312 | | | (68,283) | | | (10.5) | |
nm—not meaningful
The increasedecrease in our same-store triple-net leased properties rental income in 20192020 over the prior year is attributable primarily to the secondCOVID-19 related write-off of previously accrued straight-line rental income of $67.6 million during 2020 and lower rental income from the Brookdale lease modification at the start of the third quarter 2018 non-cash expense of $21.3 million related2020, partially offset by rent increases due to contractual escalations pursuant to the Brookdale Senior Living lease extensions and net increases in rent.terms of our leases. We will continue to try to collect rent on a contractual basis for the tenants where straight-line rent has been written off, but we have determined that collectability is not probable due to COVID-19.
Segment NOI—Senior Living Operations
The following table summarizes results of operations in our senior living operations reportable business segment, including assets sold or classified as held for sale as of December 31, 2019, but excluding assets whose operations were classified as discontinued operations:2020. | | | | For the Years Ended December 31, | | Increase (Decrease) to Segment NOI | | For the Years Ended
December 31, | | Increase (Decrease) to Segment NOI |
| | 2019 | | 2018 | | $ | | % | | 2020 | | 2019 | | $ | | % |
| | (Dollars in thousands) | | (Dollars in thousands) |
| Segment NOI—Senior Living Operations: | | | | | | | | Segment NOI—Senior Living Operations: | | | | | | | |
| Resident fees and services | $ | 2,151,533 |
| | $ | 2,069,477 |
| | $ | 82,056 |
| | 4.0 | % | Resident fees and services | $ | 2,197,160 | | | $ | 2,151,533 | | | $ | 45,627 | | | 2.1 | % |
| Less: Property-level operating expenses | (1,521,398 | ) | | (1,446,201 | ) | | (75,197 | ) | | (5.2 | ) | Less: Property-level operating expenses | (1,658,671) | | | (1,521,398) | | | (137,273) | | | (9.0) | |
| Segment NOI | $ | 630,135 |
| | $ | 623,276 |
| | 6,859 |
| | 1.1 |
| Segment NOI | $ | 538,489 | | | $ | 630,135 | | | (91,646) | | | (14.5) | |
|
| | | | | | | | | | | | | | | | | | | |
| | Number of Properties at December 31, | | Average Unit Occupancy for the Years Ended December 31, | | Average Monthly Revenue Per Occupied Room for the Years Ended December 31, |
| | 2019 | | 2018 | | 2019 | | 2018 | | 2019 | | 2018 |
| Total communities | 401 |
| | 355 |
| | 86.6 | % | | 87.0 | % | | $ | 5,451 |
| | $ | 5,699 |
|
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Number of
Properties at
December 31, | | Average Unit
Occupancy
for the Years Ended
December 31, | | Average Monthly Revenue Per Occupied Room for
the Years Ended
December 31, |
| | 2020 | | 2019 | | 2020 | | 2019 | | 2020 | | 2019 |
| Total communities | 432 | | | 401 | | | 81.7 | % | | 86.6 | % | | $ | 4,766 | | | $ | 5,451 | |
Resident fees and services include all amounts earned from residents at our seniorssenior housing communities, such as rental fees related to resident leases, extended health carehealthcare fees and other ancillary service income. Property-level operating expenses related to our senior living operations segment include labor, food, utilities, marketing, management and other costs of operating the properties.
The increasedecrease in our senior living operations segment NOI in 20192020 over the prior year is primarily attributable primarily to lower occupancy resulting from the COVID-19 pandemic. In addition, NOI has been negatively impacted by increased operating costs as a result of the COVID-19 pandemic, which is partially offset by the receipt of $35.1 million in grants during the fourth quarter 2020 from HHS under the Provider Relief Fund. We also had more properties in this segment because of the transition of 26 independent living assets at the start of the second quarter 2020 operated by Holiday from our triple-net portfolio to our senior housing operating portfolio and the third quarter 2019 acquisition of an 87% interest in 34 Canadian seniorssenior housing communities (including five in-process developments) valued at $1.8 billion throughvia an equity partnership (the “LGM Acquisition”) with Le Groupe Maurice, (“LGM”), partially offset by decreases in occupancy and increases in property-level operating expenses.
The following table compares results of operations for our
340335 same-store senior living operating communities.
| | | | For the Years Ended December 31, | | Increase (Decrease) to Segment NOI | | For the Years Ended
December 31, | | (Decrease) Increase to Segment NOI |
| | 2019 | | 2018 | | $ | | % | | 2020 | | 2019 | | $ | | % |
| | (Dollars in thousands) | | (Dollars in thousands) |
| Same-Store Segment NOI—Senior Living Operations: | | | | | | | | Same-Store Segment NOI—Senior Living Operations: | | | | | | | |
| Resident fees and services | $ | 1,990,057 |
| | $ | 1,989,104 |
| | $ | 953 |
| | nm |
| Resident fees and services | $ | 1,796,135 | | | $ | 1,967,402 | | | $ | (171,267) | | | (8.7 | %) |
| Less: Property-level operating expenses | (1,401,208 | ) | | (1,376,142 | ) | | (25,066 | ) | | (1.8 | ) | Less: Property-level operating expenses | (1,385,316) | | | (1,376,587) | | | (8,729) | | | (0.6) | |
| Segment NOI | $ | 588,849 |
| | $ | 612,962 |
| | (24,113 | ) | | (3.9 | ) | Segment NOI | $ | 410,819 | | | $ | 590,815 | | | (179,996) | | | (30.5) | |
nm—not meaningful
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Number of
Properties at
December 31, | | Average Unit
Occupancy
for the Years Ended
December 31, | | Average Monthly Revenue Per Occupied Room for
the Years Ended
December 31, |
| | 2020 | | 2019 | | 2020 | | 2019 | | 2020 | | 2019 |
| Same-store communities | 335 | | | 335 | | | 79.6 | % | | 86.9 | % | | $ | 5,765 | | | $ | 5,790 | |
|
| | | | | | | | | | | | | | | | | | | |
| | Number of Properties at December 31, | | Average Unit Occupancy for the Years Ended December 31, | | Average Monthly Revenue Per Occupied Room for the Years Ended December 31, |
| | 2019 | | 2018 | | 2019 | | 2018 | | 2019 | | 2018 |
| Same-store communities | 340 |
| | 340 |
| | 86.5 | % | | 87.2 | % | | $ | 5,787 |
| | $ | 5,733 |
|
The decrease in our same-store senior living operations segment NOI wasis primarily attributable to increases in property-level operating expenses and decreases in occupancy.
Effective January 1, 2020, we amended the same-store definition for our senior living operations segment in order to better align with industry practice. Going forward, among other changes, redevelopments in our senior living operations
segment that are considered materially disruptive will be excludedlower occupancy resulting from the same-store pool until they meetCOVID-19 pandemic. In addition, NOI has been negatively impacted by increased operating costs as a result of the definition for subsequent inclusion. If this policy had beenCOVID-19 pandemic, which is partially offset by the receipt of $31.9 million in place for 2019, same-store senior living operations results would have been based on same-store communities of 334 whilegrants from HHS under the year-over-year change in same-store segment NOI would have remained substantially unchanged at (3.9%).Provider Relief Fund.
Segment NOI—Office Operations
The following table summarizes results of operations in our office operations reportable business segment, including assets sold or classified as held for sale as of December 31, 2019, but excluding assets whose operations were classified as discontinued operations:2020. | | | | For the Years Ended December 31, | | Increase (Decrease) to Segment NOI | | For the Years Ended
December 31, | | (Decrease) Increase to Segment NOI |
| | 2019 | | 2018 | | $ | | % | | 2020 | | 2019 | | $ | | % |
| | (Dollars in thousands) | | (Dollars in thousands) |
| Segment NOI—Office Operations: | | | | | | | | Segment NOI—Office Operations: | | | | | | | |
| Rental income | $ | 828,978 |
| | $ | 776,011 |
| | $ | 52,967 |
| | 6.8 | % | Rental income | $ | 799,627 | | | $ | 828,978 | | | $ | (29,351) | | | (3.5 | %) |
| Office building services revenue | 7,747 |
| | 7,592 |
| | 155 |
| | 2.0 |
| Office building services revenue | 8,675 | | | 7,747 | | | 928 | | | 12.0 | |
| Total revenues | 836,725 |
| | 783,603 |
| | 53,122 |
| | 6.8 |
| Total revenues | 808,302 | | | 836,725 | | | (28,423) | | | (3.4) | |
| Less: | | | | | | | | Less: | | | | | | | |
| Property-level operating expenses | (260,249 | ) | | (243,679 | ) | | (16,570 | ) | | (6.8 | ) | Property-level operating expenses | (256,612) | | | (260,249) | | | 3,637 | | | 1.4 | |
| Office building services costs | (2,319 | ) | | (1,418 | ) | | (901 | ) | | (63.5 | ) | Office building services costs | (2,315) | | | (2,319) | | | 4 | | | 0.2 | |
| Segment NOI | $ | 574,157 |
| | $ | 538,506 |
| | 35,651 |
| | 6.6 |
| Segment NOI | $ | 549,375 | | | $ | 574,157 | | | (24,782) | | | (4.3) | |
|
| | | | | | | | | | | | | | | | | | | |
| | Number of Properties at December 31, | | Occupancy at December 31, | | Annualized Average Rent Per Occupied Square Foot for the Years Ended December 31, |
| | 2019 | | 2018 | | 2019 | | 2018 | | 2019 | | 2018 |
| Total office buildings | 382 |
| | 387 |
| | 90.3 | % | | 90.1 | % | | $ | 34 |
| | $ | 32 |
|
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Number of
Properties at
December 31, | | Occupancy at
December 31, | | Annualized Average Rent Per Occupied Square Foot for the Years Ended December 31, |
| | 2020 | | 2019 | | 2020 | | 2019 | | 2020 | | 2019 |
| Total office buildings | 374 | | | 382 | | | 89.7 | % | | 90.3 | % | | $ | 34 | | | $ | 34 | |
The increasedecrease in our office operations segment NOI in 20192020 over the prior year is attributable primarily to assets sold to the Ventas Fund in the first quarter of 2020, lease termination fees received in 2019, increasesand COVID-19 impacts including the write-off of previously accrued straight-line rental income during 2020 and reduced parking revenues. These reduction in occupancy and 2018 and 2019 acquisitions and openings of new buildings,NOI were partially offset by dispositions.active leasing at recently developed and redeveloped properties, improved tenant retention, contractual rent escalators, acquisitions and business interruption insurance proceeds.
The following table compares results of operations for our 353355 same-store office buildings.
| | | | | | | | | | | | | | | | | | | | | | | |
| | For the Years Ended
December 31, | | Increase (Decrease) to Segment NOI |
| | 2020 | | 2019 | | $ | | % |
| | (Dollars in thousands) |
| Same-Store Segment NOI—Office Operations: | | | | | | | |
| Rental income | $ | 743,563 | | | $ | 733,482 | | | $ | 10,081 | | | 1.4 | % |
| Less: Property-level operating expenses | (235,789) | | | (231,946) | | | (3,843) | | | (1.7) | |
| Segment NOI | $ | 507,774 | | | $ | 501,536 | | | 6,238 | | | 1.2 | |
|
| | | | | | | | | | | | | | |
| | For the Years Ended December 31, | | Increase (Decrease) to Segment NOI |
| | 2019 | | 2018 | | $ | | % |
| | (Dollars in thousands) |
| Same-Store Segment NOI—Office Operations: | | | | | | | |
| Rental income | $ | 723,229 |
| | $ | 709,714 |
| | $ | 13,515 |
| | 1.9 | % |
| Less: Property-level operating expenses | (224,072 | ) | | (218,272 | ) | | (5,800 | ) | | (2.7 | ) |
| Segment NOI | $ | 499,157 |
| | $ | 491,442 |
| | 7,715 |
| | 1.6 |
|
|
| | | | | | | | | | | | | | | | | | | |
| | Number of Properties at December 31, | | Occupancy at December 31, | | Annualized Average Rent Per Occupied Square Foot for the Years Ended December 31, |
| | 2019 | | 2018 | | 2019 | | 2018 | | 2019 | | 2018 |
| Same-store office buildings | 353 |
| | 353 |
| | 92.1 | % | | 91.9 | % | | $ | 33 |
| | $ | 32 |
|
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Number of
Properties at
December 31, | | Occupancy at
December 31, | | Annualized Average Rent Per Occupied Square Foot for the Years Ended December 31, |
| | 2020 | | 2019 | | 2020 | | 2019 | | 2020 | | 2019 |
| Same-store office buildings | 355 | | | 355 | | | 91.3 | % | | 92.2 | % | | $ | 34 | | | $ | 33 | |
The increase in our same-store office operations segment NOI in 20192020 over the prior year is attributable primarily to increases in occupancy.successful leasing, enhanced tenant retention, continued strong collections through the COVID-19 pandemic and contractual rent escalations.
All Other
Information provided for all other segment NOI includes income from loans and investments and other miscellaneous income not directly attributable to any of our three reportable business segments. The $34.9$5.6 million decrease in all other segment NOI in 20192020 over the prior year is primarily due to reduced interest income related to the $700.0 million term loan that we made to Ardent in March 2017, which was fully repaid in June 2018,from our loans receivable investments from lower LIBOR-based interest rates, repayments of loans outstanding net of new issuances, partially offset by increased 2019 investment activity.management fee revenues from investments in unconsolidated real estate entities. See “NOTE 6—LOANS RECEIVABLE AND INVESTMENTS”“Note 6 – Loans Receivable and Investments” of the Notes to Consolidated Financial Statements included in Part II, Item 8 of this Annual Report on Form 10-K.Report.
Interest and other incomeOther Income
The $13.9$3.4 million decrease in interest and other income in 20192020 over the prior year is primarily due to a $12.3 million fee received in2019 income from the third quarterexercise of 2018warrants related to certain 2018 Kindred transactions. See “NOTE 3-CONCENTRATION OF CREDIT RISK”our research and innovation properties, partially offset by a 2020 reduction of the Notesa liability related to Consolidated Financial Statements included in Part II, Item 8 of this Annual Reportan acquisition and interest income on Form 10-K.short-term investments.
Interest Expense
The $9.2$17.9 million increase in total interest expense in 20192020 over the prior year is primarily attributable to an increase of $17.9$53.0 million due to higher debt balances, and decreased capitalized interest, partially offset by a decrease of $10.7$35.5 million due to a lower effective interest rate. Our weighted average effective interest rate was 3.5% for 2020, compared to 3.8% for 2019, compared to 3.9% for 2018.2019. Capitalized interest for 2020 and 2019 was $9.6 million and 2018 was $9.0 million, and $10.9 million, respectively.
Depreciation and Amortization
Depreciation and amortization expense related to continuing operations increased during 20192020 compared to 2018,2019, primarily due to an increase in real estate impairments during 2020 and asset acquisitions, netincluding the 2019 acquisition of dispositions.senior housing communities operated by LGM. This is partially offset by the impact of dispositions during 2020. See “Note 1 – Description of Business - COVID-19 Update” for information regarding 2020 real estate impairment charges.
General, Administrative and Professional Fees
The $28.6 million decrease in general, administrative and professional fees in 2020 over the prior year is primarily a result of the capital conservation actions taken during 2020, including the June 2020 elimination of approximately 25% of corporate positions and a reduction in executives’ salaries for the second half of 2020. See “2020 Capital Conservation Actions” for information regarding these measures.
Loss on Extinguishment of Debt, Net
The loss on extinguishment of debt, net in 2020 is due primarily to the notice of redemption of $236.3 million of our 3.25% senior notes due 2022. The loss on extinguishment of debt, net in 2019 was due primarily to the redemption and repayment of $600.0 million aggregate principal amounts then outstanding of our 4.25% senior notes due 2022. The loss on extinguishment of debt, net in 2018 was due primarily to the redemptionSee “—Liquidity and repayment of $1.3 billion aggregate principal amounts then outstanding of our 4.00% senior notes due 2019 and our 4.75% senior notes due 2021.Capital Resources”.
Merger-Related Expenses and Deal Costs
The $15.3$14.6 million decreaseincrease in merger-related expenses and deal costs in 20192020 over the prior year wasis due primarily to costs associated with the 2018 transitionincurred as a result of the managementBrookdale transaction and 2020 expenses related to severance and operator transitions.
Allowance on Loans Receivable and Investments
The allowance on loans receivable and investments in 2020 is due to credit losses on certain of 76 private pay seniors housing communities to Eclipse Senior Living.our non-mortgage loans receivable and government-sponsored pooled loan investments, less recoveries received during the year. See “Note 1 – Description of Business - COVID-19 Update” for more information regarding these allowances.
Other
The $84.4$11.0 million change in other forfrom income in 2019 over 2018to an expense in 2020 is primarily due to 2019 property insurance recoveries related to natural disastersreceived in addition to 2018 impairments2019 and expenses related to natural disasters.increased corporate-level insurance costs in 2020, partially offset by the change in fair value of stock warrants received in connection with the Brookdale transaction.
LossIncome (Loss) from Unconsolidated Entities
The $52.6$4.3 million decreaseincrease in lossincome (loss) from unconsolidated entities for 20192020 over 20182019 is primarily due to our share of improved financial results from our unconsolidated entities in 2019 and a $35.7 million2020, offset by an impairment in 2018 relating to the carrying costs of one of our equity method investments consisting principallyinvestment in an unconsolidated operating entity in 2020. See “Note 1 – Description of SNFs.Business - COVID-19 Update” for information regarding 2020 impairment charges.
Gain on Real Estate Dispositions
The $20.2$236.2 million decreaseincrease in gain on real estate dispositions for 20192020 over 20182019 is due primarily to higher disposition activityour contribution of six properties to the Ventas Fund in 2018.2020.
Income Tax Benefit
The $16.4$40.2 million increase in income tax benefit related to continuing operations for 20192020 over 20182019 is primarily due to a $57.6$152.9 million reversaldeferred tax benefit related to the internal restructuring of certain U.S. taxable REIT subsidiaries completed within the first quarter of 2020, partially offset by changes in the valuation allowances recordedallowance against the net deferred tax assets of certain of our TRS entities. The restructuring benefit resulted from the transfer of assets subject to certain deferred tax liabilities from taxable REIT subsidiaries in the second quarter of 2019, partially offset by the reversal of a valuation allowance on deferred interest carryforwards in the fourth quarter of 2018. The $23.3 million valuation allowance reversal recorded in 2018 was an adjustment to the provisional amount recordedentities other than the TRS entities in the prior year related to enactment of the Tax Cuts and Jobs Act of 2017 and was made based upon additional guidance issued by the Internal Revenue Service subsequent to enactment.this tax-free transaction.
Years Ended December 31, 20182019 and 20172018
Our Annual Report on Form 10-K for the year ended December 31, 2018,2019, filed with the SEC on February 8, 2019,24, 2020, contains information regarding our results of operations for the years ended December 31, 20182019 and 20172018 and the effect of changes in those results from period to period on our net income attributable to common stockholders.
Non-GAAP Financial Measures
We consider certain non-GAAP financial measures to be useful supplemental measures of our operating performance. A non-GAAP financial measure is a measure of historical or future financial performance, financial position or cash flows that excludes or includes amounts that are not so excluded from or included in the most directly comparable measure calculated and presented in accordance with GAAP. Described below are the non-GAAP financial measures used by management to evaluate our operating performance and that we consider most useful to investors, together with reconciliations of these measures to the most directly comparable GAAP measures.
The non-GAAP financial measures we present in this Annual Report on Form 10-K may not be comparable to those presented by other real estate companies due to the fact that not all real estate companies use the same definitions. You should not consider these measures as alternatives to net income attributable to common stockholders (determined in accordance with GAAP) as indicators of our financial performance or as alternatives to cash flow from operating activities (determined in accordance with GAAP) as measures of our liquidity, nor are these measures necessarily indicative of sufficient cash flow to fund all of our needs. In order to facilitate a clear understanding of our consolidated historical operating results, you should examine these measures in conjunction with net income attributable to common stockholders as presented in our Consolidated Financial Statements and other financial data included elsewhere in this Annual Report on Form 10-K.Report.
Funds From Operations and Normalized Funds From Operations Attributable to Common Stockholders
Historical cost accounting for real estate assets implicitly assumes that the value of real estate assets diminishes predictably over time. However, since real estate values historically have risen or fallen with market conditions, many industry investors deem presentations of operating results for real estate companies that use historical cost accounting to be insufficient by themselves. For that reason, we consider Funds From Operations attributable to common stockholders (“FFO”) and normalized FFO to be appropriate supplemental measures of operating performance of an equity REIT. In particular, we believe that normalized FFO is useful because it allows investors, analysts and our management to compare our operating performance to the operating performance of other real estate companies and between periods on a consistent basis without having to account for differences caused by non-recurring items and other non-operational events such as transactions and litigation. In some cases, we provide information about identified non-cash components of FFO and normalized FFO because it allows investors, analysts and our management to assess the impact of those items on our financial results.
We use the National Association of Real Estate Investment Trusts (“Nareit”) definition of FFO. Nareit defines FFO as net income attributable to common stockholders (computed in accordance with GAAP), excluding gains or losses from sales of real estate property, including gains or losses on re-measurementremeasurement of equity method investments, and impairment write-downs of depreciable real estate, plus real estate depreciation and amortization, and after adjustments for unconsolidated partnerships and joint ventures.entities. Adjustments for unconsolidated partnerships and joint venturesentities will be calculated to reflect FFO on the same basis. We define normalized FFO as FFO excluding the following income and expense items (which may be recurring in nature): (a) merger-related costs and expenses, including amortization of intangibles, transition and integration expenses, and deal costs and expenses, including expenses and recoveries relating to acquisition lawsuits; (b) the impact of any expenses related to asset impairment and valuation allowances, the write-off of unamortized deferred financing fees, or additional costs, expenses, discounts, make-whole payments, penalties or premiums incurred as a result of early retirement or payment of our debt; (c) the non-cash effect of income tax benefits or expenses, the non-cash impact of changes to our executive equity compensation plan, derivative transactions that have non-cash mark-to-marketmark to market impacts on our Consolidated Statements of Income and non-cash charges related to lease terminations;leases; (d) the financial impact of contingent consideration, severance-
relatedseverance-related costs and charitable donations made to the Ventas Charitable Foundation; (e) gains and losses for non-operational foreign currency hedge agreements and changes in the fair value of financial instruments; (f) gains and losses on non-real estate dispositions and other unusual items related to unconsolidated entities; (g) expenses related to the re-auditreaudit and re-review in 2014 of our historical financial statements and related matters; and (h) net expenses or recoveries related to natural disasters.disasters; and (i) any other incremental items set forth in the normalized FFO reconciliation included herein.
The following table summarizes our FFO and normalized FFO for each of the five years ended December 31, 2019.2020. The decrease in normalized FFO for the year ended December 31, 20192020 over the prior year is due primarily to the $12.3 million fee receivedimpact of COVID-19 on our senior housing business and increases in interest expense from incremental borrowings arising as a consequence of the impact of COVID-19, partially offset by the positive impact of our third quarter 2019 acquisition of 2018 related to certain 2018 Kindred transactions and 2018 loan repayments and fees.an interest in 34 Canadian senior housing communities via an equity partnership with Le Groupe Maurice.
| | | | | For the Years Ended December 31, |
| | | | 2020 | | 2019 | | 2018 | | 2017 | | 2016 |
| | | (In thousands) |
| | | For the Years Ended December 31, | |
| | 2019 | | 2018 | | 2017 | | 2016 | | 2015 | |
| | (In thousands) | |
| Net income attributable to common stockholders | $ | 433,016 |
| | $ | 409,467 |
| | $ | 1,356,470 |
| | $ | 649,231 |
| | $ | 417,843 |
| Net income attributable to common stockholders | $ | 439,149 | | | $ | 433,016 | | | $ | 409,467 | | | $ | 1,356,470 | | | $ | 649,231 | |
| Adjustments: | | | | | | | | | | Adjustments: | | | | | | | | | |
| Real estate depreciation and amortization | 1,039,550 |
| | 913,537 |
| | 881,088 |
| | 891,985 |
| | 887,126 |
| Real estate depreciation and amortization | 1,104,114 | | | 1,039,550 | | | 913,537 | | | 881,088 | | | 891,985 | |
| Real estate depreciation related to noncontrolling interests | (9,762 | ) | | (6,926 | ) | | (7,565 | ) | | (7,785 | ) | | (7,906 | ) | Real estate depreciation related to noncontrolling interests | (16,767) | | | (9,762) | | | (6,926) | | | (7,565) | | | (7,785) | |
| Real estate depreciation related to unconsolidated entities | 187 |
| | 1,977 |
| | 4,231 |
| | 5,754 |
| | 7,353 |
| Real estate depreciation related to unconsolidated entities | 4,986 | | | 187 | | | 1,977 | | | 4,231 | | | 5,754 | |
| (Gain) loss on real estate dispositions related to unconsolidated entities | (1,263 | ) | | (875 | ) | | (1,057 | ) | | (439 | ) | | 19 |
| |
| (Gain) loss on re-measurement of equity interest upon acquisition, net | — |
| | — |
| | (3,027 | ) | | — |
| | 176 |
| |
| Gain on real estate dispositions related to unconsolidated entities | | Gain on real estate dispositions related to unconsolidated entities | — | | | (1,263) | | | (875) | | | (1,057) | | | (439) | |
| Gain on re-measurement of equity interest upon acquisition, net | | Gain on re-measurement of equity interest upon acquisition, net | — | | | — | | | — | | | (3,027) | | | — | |
| Impairment on equity method investment | — |
| | 35,708 |
| | — |
| | — |
| | — |
| Impairment on equity method investment | — | | | — | | | 35,708 | | | — | | | — | |
| Gain on real estate dispositions related to noncontrolling interests | 343 |
| | 1,508 |
| | 18 |
| | — |
| | — |
| |
| (Loss) gain on real estate dispositions related to noncontrolling interests | | (Loss) gain on real estate dispositions related to noncontrolling interests | (9) | | | 343 | | | 1,508 | | | 18 | | | — | |
| Gain on real estate dispositions | (26,022 | ) | | (46,247 | ) | | (717,273 | ) | | (98,203 | ) | | (18,580 | ) | Gain on real estate dispositions | (262,218) | | | (26,022) | | | (46,247) | | | (717,273) | | | (98,203) | |
| Discontinued operations: | | | | | | | | | | Discontinued operations: | | | | | | |
| Loss (gain) on real estate dispositions | — |
| | — |
| | — |
| | 1 |
| | (231 | ) | |
| Depreciation on real estate assets | — |
| | — |
| | — |
| | — |
| | 79,608 |
| |
| Loss on real estate dispositions | | Loss on real estate dispositions | — | | | — | | | — | | | — | | | 1 | |
| | FFO attributable to common stockholders | 1,436,049 |
| | 1,308,149 |
| | 1,512,885 |
| | 1,440,544 |
| | 1,365,408 |
| FFO attributable to common stockholders | 1,269,255 | | | 1,436,049 | | | 1,308,149 | | | 1,512,885 | | | 1,440,544 | |
| Adjustments: | | | | | | | | | | Adjustments: | | | | | | | | | |
| Change in fair value of financial instruments | (78 | ) | | (18 | ) | | (41 | ) | | 62 |
| | 460 |
| Change in fair value of financial instruments | (21,928) | | | (78) | | | (18) | | | (41) | | | 62 | |
| Non-cash income tax benefit | (58,918 | ) | | (18,427 | ) | | (22,387 | ) | | (34,227 | ) | | (42,384 | ) | Non-cash income tax benefit | (98,114) | | | (58,918) | | | (18,427) | | | (22,387) | | | (34,227) | |
| Effect of the 2017 Tax Act | — |
| | (24,618 | ) | | (36,539 | ) | | — |
| | — |
| Effect of the 2017 Tax Act | — | | | — | | | (24,618) | | | (36,539) | | | — | |
| Loss on extinguishment of debt, net | 41,900 |
| | 63,073 |
| | 839 |
| | 2,779 |
| | 15,797 |
| Loss on extinguishment of debt, net | 10,791 | | | 41,900 | | | 63,073 | | | 839 | | | 2,779 | |
| Gain on non-real estate dispositions related to unconsolidated entities | (18 | ) | | (2 | ) | | (39 | ) | | (557 | ) | | — |
| Gain on non-real estate dispositions related to unconsolidated entities | (597) | | | (18) | | | (2) | | | (39) | | | (557) | |
| Merger-related expenses, deal costs and re-audit costs | 18,208 |
| | 38,145 |
| | 14,823 |
| | 28,290 |
| | 152,344 |
| Merger-related expenses, deal costs and re-audit costs | 34,690 | | | 18,208 | | | 38,145 | | | 14,823 | | | 28,290 | |
| Amortization of other intangibles | 484 |
| | 759 |
| | 1,458 |
| | 1,752 |
| | 2,058 |
| Amortization of other intangibles | 472 | | | 484 | | | 759 | | | 1,458 | | | 1,752 | |
| Other items related to unconsolidated entities | 3,291 |
| | 5,035 |
| | 3,188 |
| | — |
| | — |
| Other items related to unconsolidated entities | (614) | | | 3,291 | | | 5,035 | | | 3,188 | | | — | |
| Non-cash impact of changes to equity plan | 7,812 |
| | 4,830 |
| | 5,453 |
| | — |
| | — |
| Non-cash impact of changes to equity plan | (452) | | | 7,812 | | | 4,830 | | | 5,453 | | | — | |
| Non-cash charges related to lease terminations | — |
| | 21,299 |
| | — |
| | — |
| | — |
| Non-cash charges related to lease terminations | — | | | — | | | 21,299 | | | — | | | — | |
| Natural disaster (recoveries) expenses, net | (25,683 | ) | | 63,830 |
| | 11,601 |
| | — |
| | — |
| |
| Natural disaster expenses (recoveries), net | | Natural disaster expenses (recoveries), net | 1,247 | | | (25,683) | | | 63,830 | | | 11,601 | | | — | |
| Impact of Holiday lease termination | | Impact of Holiday lease termination | (50,184) | | | — | | | — | | | — | | | — | |
| Write-off of straight-line rental income, net of noncontrolling interests | | Write-off of straight-line rental income, net of noncontrolling interests | 70,863 | | | — | | | — | | | — | | | — | |
| Allowance on loan investments and impairment of unconsolidated entities, net of noncontrolling interests | | Allowance on loan investments and impairment of unconsolidated entities, net of noncontrolling interests | 34,543 | | | — | | | — | | | — | | | — | |
| Normalized FFO attributable to common stockholders | $ | 1,423,047 |
| | $ | 1,462,055 |
| | $ | 1,491,241 |
| | $ | 1,438,643 |
| | $ | 1,493,683 |
| Normalized FFO attributable to common stockholders | $ | 1,249,972 | | | $ | 1,423,047 | | | $ | 1,462,055 | | | $ | 1,491,241 | | | $ | 1,438,643 | |
Adjusted EBITDA
We consider Adjusted EBITDA an important supplemental measure because it provides another manner in which to evaluate our operating performance and serves as another indicator of our credit strength and our ability to service our debt obligations. We define Adjusted EBITDA as consolidated earnings which includes amounts in discontinued operations, before interest, taxes, depreciation and amortization (including non-cash stock-based compensation expense)expense, asset impairment and valuation allowances), excluding gains or losses on extinguishment of debt, our consolidated joint venture partners’ share of EBITDA of consolidated entities, merger-related expenses and deal costs, expenses related to the re-auditreaudit and re-review in 2014 of our historical financial statements, net gains or losses on real estate activity, gains or losses on re-measurementremeasurement of equity interest upon acquisition, changes in the fair value of financial instruments, unrealized foreign currency gains or losses, net expenses or recoveries related to natural disasters and non-cash charges related to lease terminations,leases, and including ourVentas’ share of EBITDA from unconsolidated entities and adjustments for other immaterial or identified items. The following table sets forth a reconciliation of net income attributable to common stockholders to Adjusted EBITDA: |
| | | | | | | | | | | |
| | For the Years Ended December 31, |
| | 2019 | | 2018 | | 2017 |
| | (In thousands) |
| Net income attributable to common stockholders | $ | 433,016 |
| | $ | 409,467 |
| | $ | 1,356,470 |
|
| Adjustments: | | | | | |
| Interest | 451,662 |
| | 442,497 |
| | 448,196 |
|
| Loss on extinguishment of debt, net | 41,900 |
| | 58,254 |
| | 754 |
|
| Taxes (including amounts in general, administrative and professional fees) | (52,677 | ) | | (37,230 | ) | | (57,307 | ) |
| Depreciation and amortization | 1,045,620 |
| | 919,639 |
| | 887,948 |
|
| Non-cash stock-based compensation expense | 33,923 |
| | 29,963 |
| | 26,543 |
|
| Merger-related expenses, deal costs and re-audit costs | 15,246 |
| | 33,608 |
| | 12,653 |
|
| Net income attributable to noncontrolling interests, adjusted for consolidated joint venture partners’ share of EBITDA | (16,396 | ) | | (10,420 | ) | | (12,975 | ) |
| Loss from unconsolidated entities, adjusted for Ventas share of EBITDA from unconsolidated entities | 32,462 |
| | 86,278 |
| | 32,219 |
|
| Gain on real estate dispositions | (26,022 | ) | | (46,247 | ) | | (717,273 | ) |
| Unrealized foreign currency (gains) losses | (1,061 | ) | | 138 |
| | (612 | ) |
| Changes in fair value of financial instruments | (104 | ) | | (54 | ) | | (61 | ) |
| Gain on re-measurement of equity interest upon acquisition, net | — |
| | — |
| | (3,027 | ) |
| Non-cash charges related to lease terminations | — |
| | 21,299 |
| | — |
|
| Natural disaster (recoveries) expenses, net | (25,981 | ) | | 54,684 |
| | 11,601 |
|
| Adjusted EBITDA | $ | 1,931,588 |
| | $ | 1,961,876 |
| | $ | 1,985,129 |
|
| | | | | | | | | | | | | | | | | |
| | For the Years Ended December 31, |
| | 2020 | | 2019 | | 2018 |
| | (In thousands) |
| | | | | |
| | | | | |
| | | | | |
| | | | | |
| Net income attributable to common stockholders | $ | 439,149 | | | $ | 433,016 | | | $ | 409,467 | |
| Adjustments: | | | | | |
| Interest | 469,541 | | | 451,662 | | | 442,497 | |
| Loss on extinguishment of debt, net | 10,791 | | | 41,900 | | | 58,254 | |
| Taxes (including amounts in general, administrative and professional fees) | (91,389) | | | (52,677) | | | (37,230) | |
| Depreciation and amortization | 1,109,763 | | | 1,045,620 | | | 919,639 | |
| Non-cash stock-based compensation expense | 21,487 | | | 33,923 | | | 29,963 | |
| Merger-related expenses, deal costs and re-audit costs | 29,811 | | | 15,246 | | | 33,608 | |
| Net income attributable to noncontrolling interests, adjusted for partners’ share of consolidated entity EBITDA | (24,381) | | | (16,396) | | | (10,420) | |
| Loss from unconsolidated entities, adjusted for Ventas share of EBITDA from unconsolidated entities | 59,631 | | | 32,462 | | | 86,278 | |
| Gain on real estate dispositions | (262,218) | | | (26,022) | | | (46,247) | |
| Unrealized foreign currency (gains) losses | (439) | | | (1,061) | | | 138 | |
| Changes in fair value of financial instruments | (21,928) | | | (104) | | | (54) | |
| | | | | |
| Non-cash charges related to lease terminations | — | | | — | | | 21,299 | |
| Natural disaster expenses (recoveries), net | 1,203 | | | (25,981) | | | 54,684 | |
| Write-off of straight-line rental income from Holiday lease termination | 49,611 | | | — | | | — | |
| Write-off of straight-line rental income, net of noncontrolling interests | 70,863 | | | — | | | — | |
| Allowance on loan investments and impairment of unconsolidated entities, net of noncontrolling interests | 23,879 | | | — | | — | | — | |
| Adjusted EBITDA | $ | 1,885,374 | | | $ | 1,931,588 | | | $ | 1,961,876 | |
NOI
We also consider NOI an important supplemental measure because it allows investors, analysts and our management to assess our unlevered property-level operating results and to compare our operating results with those of other real estate companies and between periods on a consistent basis. We define NOI as total revenues, less interest and other income,
property-level operating expenses and office building services costs. Cash receipts may differ due to straight-line recognition
of certain rental income and the application of other GAAP policies.
The following table sets forth a reconciliation of net income attributable to common stockholders to NOI:
| | | | | For the Years Ended December 31, |
| | | | 2020 | | 2019 | | 2018 |
| | | (In thousands) |
| | | For the Years Ended December 31, | |
| | 2019 | | 2018 | | 2017 | |
| | (In thousands) | |
| Net income attributable to common stockholders | $ | 433,016 |
| | $ | 409,467 |
| | $ | 1,356,470 |
| Net income attributable to common stockholders | $ | 439,149 | | | $ | 433,016 | | | $ | 409,467 | |
| Adjustments: | | | | | | Adjustments: | | | | | |
| Interest and other income | (10,984 | ) | | (24,892 | ) | | (6,034 | ) | Interest and other income | (7,609) | | | (10,984) | | | (24,892) | |
| Interest | 451,662 |
| | 442,497 |
| | 448,196 |
| |
| Interest expense | | Interest expense | 469,541 | | | 451,662 | | | 442,497 | |
| Depreciation and amortization | 1,045,620 |
| | 919,639 |
| | 887,948 |
| Depreciation and amortization | 1,109,763 | | | 1,045,620 | | | 919,639 | |
| General, administrative and professional fees | 165,996 |
| | 151,982 |
| | 135,490 |
| General, administrative and professional fees | 130,158 | | | 158,726 | | | 145,978 | |
| Loss on extinguishment of debt, net | 41,900 |
| | 58,254 |
| | 754 |
| Loss on extinguishment of debt, net | 10,791 | | | 41,900 | | | 58,254 | |
| Merger-related expenses and deal costs | 15,235 |
| | 30,547 |
| | 10,535 |
| Merger-related expenses and deal costs | 29,812 | | | 15,235 | | | 30,547 | |
| Allowance on loan receivable and investments | | Allowance on loan receivable and investments | 24,238 | | | — | | | — | |
| Discontinued operations | — |
| | 10 |
| | 110 |
| Discontinued operations | — | | | — | | | 10 | |
| Other | (17,609 | ) | | 66,768 |
| | 20,052 |
| Other | 707 | | | (10,339) | | | 72,772 | |
| Net income attributable to noncontrolling interests | 6,281 |
| | 6,514 |
| | 4,642 |
| Net income attributable to noncontrolling interests | 2,036 | | | 6,281 | | | 6,514 | |
| Loss from unconsolidated entities | 2,454 |
| | 55,034 |
| | 561 |
| |
| (Income) loss from unconsolidated entities | | (Income) loss from unconsolidated entities | (1,844) | | | 2,454 | | | 55,034 | |
| Income tax benefit | (56,310 | ) | | (39,953 | ) | | (59,799 | ) | Income tax benefit | (96,534) | | | (56,310) | | | (39,953) | |
| Gain on real estate dispositions | (26,022 | ) | | (46,247 | ) | | (717,273 | ) | Gain on real estate dispositions | (262,218) | | | (26,022) | | | (46,247) | |
| NOI | $ | 2,051,239 |
| | $ | 2,029,620 |
| | $ | 2,081,652 |
| NOI | $ | 1,847,990 | | | $ | 2,051,239 | | | $ | 2,029,620 | |
See “Results of Operations” for discussions regarding both segment NOI and same-store segment NOI. We define same-store as properties owned, consolidated and operational for the full period in both comparison periods and are not otherwise excluded; provided, however, that we may include selected properties that otherwise meet the same-store criteria if they are included in substantially all of, but not a full, period for one or both of the comparison periods, and in our judgment such inclusion provides a more meaningful presentation of our portfolio performance. Same-store excludes:
Newly acquired or recently developed or redeveloped properties in our senior living operations segment will be included in same-store once they are stabilized for the full period in both periods presented. These properties are considered stabilized upon the earlier of (a) the achievement of 80% sustained occupancy or (b) 24 months from the date of acquisition or substantial completion of work. Recently developed or redeveloped properties in our office operations and triple-net leased properties segments will be included in same-store once substantial completion of work has occurred for the full period in both periods presented. Our senior living operations and triple-net leased properties that have undergone operator or business model transitions will be included in same-store once operating under consistent operating structures for the full period in both periods presented.
Properties are excluded from same-store if they are: (i) properties sold, or classified as held for sale or properties whose operations were classified as discontinued operations in accordance with GAAP; (ii) forimpacted by materially disruptive events such as flood or fire; (iii) those properties included inthat are currently undergoing a materially disruptive redevelopment; (iv) for our office operations, reportable business segment, those properties for which management has an intention to institute a redevelopment plan because the properties may require major property-level expenditures to maximize value, increase NOI, or maintain a market-competitive position and/or achieve property stabilization; or (v) for the senior living operations and (iii) for other assets,triple-net leased segments, those properties (A) that are scheduled to undergo operator or business model transitions, or have transitioned operators or business models after the start of the prior comparison period or (B) for which an operator or business model transition has been scheduled after the start of the prior comparison period. Newly-developed properties in the office operations and triple-net leased properties reportable business segments will be included in same-store if in service for the full period in both periods presented.
To eliminate the impact of exchange rate movements, all same-store NOI measuresportfolio performance-based disclosures assume constant exchange rates across comparable periods, using the following methodology: the current period’s results are shown in actual reported USD, while prior comparison period’s results are adjusted and converted to USD based on the average exchange rate for the current period.
Asset/Liability Management
Asset/liability management, a key element of enterprise risk management, is designed to support the achievement of our business strategy, while ensuring that we maintain appropriate and tolerable levels of market risk (primarily interest rate risk and foreign currency exchange risk) and credit risk. Effective management of these risks is a contributing factor to the absolute levels and variability of our FFO and net worth. The following discussion addresses our integrated management of assets and liabilities, including the use of derivative financial instruments.
Market Risk
We are exposed to market risk related to changes in interest rates with respect to borrowings under our unsecured revolving credit facility, our secured construction revolver and our unsecured term loans, certain of our mortgage loans that are floating rate obligations, mortgage loans receivable that bear interest at floating rates and available for sale securities. These market risks result primarily from changes in LIBOR rates or prime rates. To manage these risks, we continuously monitor our level of floating rate debt with respect to total debt and other factors, including our assessment of current and future economic conditions.
The table below sets forth certain information with respect to our debt, excluding premiums and discounts. | | | | As of December 31, | | As of December 31, |
| | 2019 | | 2018 | | 2017 | | 2020 | | 2019 | | 2018 |
| | (Dollars in thousands) | | (Dollars in thousands) |
| Balance: | | | | | | Balance: | | | | | |
| Fixed rate: | | | | | | Fixed rate: | | | | | |
| Senior notes | $ | 8,584,056 |
| | $ | 7,945,598 |
| | $ | 8,218,369 |
| Senior notes | $ | 8,869,036 | | $ | 8,584,056 | | $ | 7,945,598 |
| Unsecured term loans | 200,000 |
| | 400,000 |
| | 200,000 |
| Unsecured term loans | 200,000 | | 200,000 | | 400,000 |
| Secured revolving construction credit facility | 160,492 |
| | — |
| | — |
| Secured revolving construction credit facility | — | | 160,492 | | — |
Mortgage loans and other(1) | 1,325,854 |
| | 698,136 |
| | 1,010,517 |
| |
| Mortgage loans and other | | Mortgage loans and other | 1,389,227 | | 1,325,854 | | 698,136 |
| Variable rate: | | | | | | Variable rate: | | | | | |
| Senior notes | 231,018 |
| | — |
| | 400,000 |
| Senior notes | 235,664 | | 231,018 | | — |
| Unsecured revolving credit facility | 120,787 |
| | 765,919 |
| | 535,832 |
| Unsecured revolving credit facility | 39,395 | | 120,787 | | 765,919 |
| Unsecured term loans | 385,030 |
| | 500,000 |
| | 700,000 |
| Unsecured term loans | 392,773 | | 385,030 | | 500,000 |
| Commercial paper notes | 567,450 |
| | — |
| | — |
| Commercial paper notes | — | | 567,450 | | — |
| Secured revolving construction credit facility | — |
| | 90,488 |
| | 2,868 |
| Secured revolving construction credit facility | 154,098 | | — | | 90,488 |
Mortgage loans and other(1) | 671,115 |
| | 429,561 |
| | 298,047 |
| |
| Mortgage loans and other | | Mortgage loans and other | 702,878 | | 671,115 | | 429,561 |
| Total | $ | 12,245,802 |
| | $ | 10,829,702 |
| | $ | 11,365,633 |
| Total | $ | 11,983,071 | | $ | 12,245,802 | | $ | 10,829,702 |
| Percent of total debt: | | | | | | Percent of total debt: | | | | | |
| Fixed rate: | | | | | | Fixed rate: | | | | | |
| Senior notes | 70.1 | % | | 73.4 | % | | 72.3 | % | Senior notes | 73.9 | % | | 70.1 | % | | 73.4 | % |
| Unsecured term loans | 1.6 |
| | 3.7 |
| | 1.8 |
| Unsecured term loans | 1.7 | | | 1.6 | | | 3.7 | |
| Secured revolving construction credit facility | 1.3 |
| | — |
| | — |
| Secured revolving construction credit facility | — | | | 1.3 | | | — | |
Mortgage loans and other(1) | 10.8 |
| | 6.4 |
| | 8.9 |
| |
| Mortgage loans and other | | Mortgage loans and other | 11.6 | | | 10.8 | | | 6.4 | |
| Variable rate: | | | | | | Variable rate: | | | | | |
| Senior notes | 1.9 |
| | — |
| | 3.5 |
| Senior notes | 2.0 | | | 1.9 | | | — | |
| Unsecured revolving credit facility | 1.0 |
| | 7.1 |
| | 4.7 |
| Unsecured revolving credit facility | 0.3 | | | 1.0 | | | 7.1 | |
| Unsecured term loans | 3.1 |
| | 4.6 |
| | 6.2 |
| Unsecured term loans | 3.3 | | | 3.1 | | | 4.6 | |
| Commercial paper notes | 4.7 |
| | — |
| | — |
| Commercial paper notes | — | | | 4.7 | | | — | |
| Secured revolving construction credit facility | — |
| | 0.8 |
| | 0.0 |
| Secured revolving construction credit facility | 1.3 | | | — | | | 0.8 | |
Mortgage loans and other(1) | 5.5 |
| | 4.0 |
| | 2.6 |
| |
| Mortgage loans and other | | Mortgage loans and other | 5.9 | | | 5.5 | | | 4.0 | |
| Total | 100.0 | % | | 100.0 | % | | 100.0 | % | Total | 100.0 | % | | 100.0 | % | | 100.0 | % |
| Weighted average interest rate at end of period: | | | | | | Weighted average interest rate at end of period: | | | | | |
| Fixed rate: | | | | | | Fixed rate: | | | | | |
| Senior notes | 3.7 | % | | 3.8 | % | | 3.7 | % | Senior notes | 3.7 | % | | 3.7 | % | | 3.8 | % |
| Unsecured term loans | 2.0 |
| | 2.8 |
| | 2.1 |
| Unsecured term loans | 3.6 | | | 2.0 | | | 2.8 | |
| Secured revolving construction credit facility | 4.5 |
| | — |
| | — |
| Secured revolving construction credit facility | — | | | 4.5 | | | — | |
Mortgage loans and other(1) | 3.7 |
| | 4.4 |
| | 5.2 |
| |
| Mortgage loans and other | | Mortgage loans and other | 3.5 | | | 3.7 | | | 4.4 | |
| Variable rate: | | | | | | Variable rate: | |
| Senior notes | 2.5 |
| | — |
| | 2.3 |
| Senior notes | 1.0 | | | 2.5 | | | — | |
| Unsecured revolving credit facility | 2.4 |
| | 3.2 |
| | 2.3 |
| Unsecured revolving credit facility | 1.0 | | | 2.4 | | | 3.2 | |
| Unsecured term loans | 2.9 |
| | 3.3 |
| | 2.3 |
| Unsecured term loans | 1.4 | | | 2.9 | | | 3.3 | |
| Commercial paper notes | 2.0 |
| | — |
| | — |
| Commercial paper notes | — | | | 2.0 | | | — | |
| Secured revolving construction credit facility | — |
| | 4.1 |
| | 3.1 |
| Secured revolving construction credit facility | 1.9 | | | — | | | 4.1 | |
Mortgage loans and other(1) | 3.4 |
| | 3.4 |
| | 2.9 |
| |
| Mortgage loans and other | | Mortgage loans and other | 1.9 | | | 3.4 | | | 3.4 | |
| Total | 3.5 |
| | 3.7 |
| | 3.6 |
| Total | 3.4 | | | 3.5 | | | 3.7 | |
| |
| Excludes mortgage debt of $57.4 million related to real estate assets classified as held for sale as of December 31, 2017 which was included in liabilities related to assets held for sale on our Consolidated Balance Sheet. |
The variable rate debt in the table above reflects, in part, the effect of $147.8$146.7 million notional amount of interest rate swaps with maturities ranging from March 2022 to May 2022, in each case that effectively convert fixed rate debt to variable
rate debt. In addition, the fixed rate debt in the table above reflects, in part, the effect of $505.1$305.9 million and C$119.8145.7 million notional amount of interest rate swaps with maturities ranging from August 2020January 2023 to December 2029, in each case that effectively convert variable rate debt to fixed rate debt. See “NOTE 10—SENIOR NOTES PAYABLE AND OTHER DEBT”“Note 10 – Senior Notes Payable and Other Debt” of the Notes to Consolidated Financial Statements included in Part II, Item 8 of this Annual Report on Form 10-K.Report.
The increasedecrease in our outstanding variable rate debt at December 31, 20192020 compared to December 31, 20182019 is primarily attributable to reduced borrowings on our revolving credit facility and commercial paper program, partially offset by the assumptionchange in presentation of mortgagethe secured revolving construction credit facility to variable rate debt. The secured revolving construction credit facility was previously reflected as fixed rate debt relateddue to an interest rate swap which had effectively converted the LGM Acquisition and our November 2019 issuance of floating rate senior notes.associated interest expense from variable to fixed until its expiration in August 2020.
Assuming a 100 basis point increase in the weighted average interest rate related to our variable rate debt and assuming no change in our variable rate debt outstanding as of December 31, 2019,2020, interest expense on an annualized basis would increase by approximately $19.2$14.7 million, or $0.05$0.04 per diluted common share.
As of December 31, 20192020 and 2018,2019, our joint venture partners’ aggregate share of total debt was $228.2$271.6 million and $100.9$228.2 million, respectively, with respect to certain properties we owned through consolidated joint ventures. Total debt does not include our portion of debt related to investments in unconsolidated real estate entities, which was $60.6$213.0 million and $40.8$60.6 million as of December 31, 20192020 and 2018,2019, respectively.
The fair value of our fixed and variable rate debt is based on current market interest rates at which we could obtain similar borrowings. ForIncreases in market interest rates typically result in a decrease in the fair value of fixed rate debt while decreases in market interest rates typically result in an increase in the fair value of fixed rate fluctuations generallydate. While changes in market interest rates affect the fair value butof our fixed rate debt, these changes do not affect the interest expense associated with our earnings or cash flows.fixed rate debt. Therefore, interest rate risk does not have a significant impact on our fixed rate debt obligations until their maturity or earlier prepayment and refinancing. If interest rates have risen at the time we seek to refinance our fixed rate debt, whether at maturity or otherwise, our future earnings and cash flows could be adversely affected by additional borrowing costs. Conversely, lower interest rates at the time of refinancing may reduce our overall borrowing costs.
To highlight the sensitivity of our fixed rate debt to changes in interest rates, the following summary shows the effects of a hypothetical instantaneous change of 100 basis points in interest rates: | | | | As of December 31, | | As of December 31, |
| | 2019 | | 2018 | | 2020 | | 2019 |
| | (In thousands) | | (In thousands) |
| Gross book value | 10,270,402 |
| | $ | 9,043,734 |
| Gross book value | $ | 10,458,262 | | | $ | 10,270,402 | |
| Fair value | 10,784,441 |
| | 8,926,280 |
| Fair value | 11,550,236 | | | 10,784,441 | |
| Fair value reflecting change in interest rates: | | | | Fair value reflecting change in interest rates: | |
| -100 basis points | 11,438,507 |
| | 9,574,799 |
| -100 basis points | 12,204,507 | | | 11,438,507 | |
| +100 basis points | 10,196,943 |
| | 8,568,149 |
| +100 basis points | 10,951,483 | | | 10,196,943 | |
The change in fair value of our fixed rate debt from December 31, 20182019 to December 31, 20192020 was due primarily to 20192020 senior note issuances, net of repayments, andpartially offset by the assumptionchange in presentation of mortgagethe secured revolving construction credit facility to variable rate debt. The secured revolving construction credit facility was previously reflected as fixed rate debt relateddue to an interest rate swap which had effectively converted the LGM Acquisition.associated interest expense from variable to fixed until its expiration in August 2020.
As of December 31, 20192020 and 2018,2019, the fair value of our secured and non-mortgage loans receivable, based on our estimates of currently prevailing rates for comparable loans, was $710.5$565.7 million and $479.4$710.5 million, respectively. See “NOTE 6—LOANS RECEIVABLE AND INVESTMENTS”“Note 6 – Loans Receivable and “NOTE 11—FAIR VALUES OF FINANCIAL INSTRUMENTS”Investments” and “Note 11 – Fair Values of Financial Instruments” of the Notes to Consolidated Financial Statements included in Part II, Item 8 of this Annual Report on Form 10-K.Report.
As a result of our Canadian and United Kingdom operations, we are subject to fluctuations in certain foreign currency exchange rates that may, from time to time, affect our financial condition and operating performance. Based solely on our results for the year ended December 31, 20192020 (including the impact of existing hedging arrangements), if the value of the U.S. dollar relative to the British pound and Canadian dollar were to increase or decrease by one standard deviation compared to the average exchange rate during the year, our normalized FFO per share for the year ended December 31, 20192020 would decrease or
increase, as applicable, by less than $0.01 per share or 0.1%1%. We will continue to mitigate these risks through a layered approach to hedging looking out for the next year and continual assessment of our foreign operational capital structure. Nevertheless, we cannot assure you that any such fluctuations will not have an effect on our earnings.
Concentration and Credit Risk
We use concentration ratios to identify, understand and evaluate the potential impact of economic downturns and other adverse events that may affect our asset types, geographic locations, business models, and tenants, operators and managers. We evaluate concentration risk in terms of investment mix and operations mix. Investment mix measures the percentage of our investments that is concentrated in a specific asset type or that is operated or managed by a particular tenant, operator or manager. Operations mix measures the percentage of our operating results that is attributed to a particular tenant, operator or manager, geographic location or business model. The following tables reflect our concentration risk as of the dates and for the periods presented:
| | | | | | | | | | | |
| | As of
December 31, |
| | 2020 | | 2019 |
Investment mix by asset type(1): | | | |
| Senior housing communities | 63.5 | % | | 62.2 | % |
| MOBs | 19.7 | | | 19.3 | |
| Research and innovation centers | 7.1 | | | 8.7 | |
| Health systems | 5.2 | | | 5.1 | |
| IRFs and LTACs | 1.7 | | | 1.6 | |
| SNFs | 0.7 | | | 0.7 | |
| Secured loans receivable and investments, net | 2.1 | | | 2.4 | |
Investment mix by tenant, operator and manager(1): | | | |
| Atria | 20.8 | % | | 20.4 | % |
| Sunrise | 10.4 | | | 10.3 | |
| Brookdale Senior Living | 8.2 | | | 7.7 | |
| Ardent | 4.9 | | | 4.7 | |
| Kindred | 1.1 | | | 1.0 | |
| All other | 54.6 | | | 55.9 | |
(1)Ratios are based on the gross book value of consolidated real estate investments (excluding properties classified as held for sale) as of each reporting date.
|
| | | | | |
| | As of December 31, |
| | 2019 | | 2018 |
Investment mix by asset type(1): | | | |
| Seniors housing communities | 62.2 | % | | 61.6 | % |
| MOBs | 19.3 |
| | 20.4 |
|
| Research and innovation centers | 8.7 |
| | 8.1 |
|
| Health systems | 5.1 |
| | 5.6 |
|
| IRFs and LTACs | 1.6 |
| | 1.7 |
|
| SNFs | 0.7 |
| | 0.8 |
|
| Secured loans receivable and investments, net | 2.4 |
| | 1.8 |
|
Investment mix by tenant, operator and manager(1): | | | |
| Atria | 20.4 | % | | 22.1 | % |
| Sunrise | 10.3 |
| | 11.0 |
|
| Brookdale Senior Living | 7.7 |
| | 8.4 |
|
| Ardent | 4.7 |
| | 5.2 |
|
| Kindred | 1.0 |
| | 1.1 |
|
| All other | 55.9 |
| | 52.2 |
|
| | | | | | | | | | | | | | | | | |
| | For the Years Ended December 31, |
| | 2020 | | 2019 | | 2018 |
| Operations mix by tenant and operator and business model: | | | | | |
Revenues(1): | | | | | |
| Senior living operations | 58.0 | % | | 55.8 | % | | 55.3 | % |
Brookdale Senior Living(2) | 4.4 | | | 4.7 | | | 4.3 | |
| Ardent | 3.2 | | | 3.1 | | | 3.1 | |
| Kindred | 3.5 | | | 3.3 | | | 3.5 | |
| All others | 30.9 | | | 33.1 | | | 33.8 | |
| Adjusted EBITDA: | | | | | |
| Senior living operations | 30.8 | % | | 32.5 | % | | 31.3 | % |
Brookdale Senior Living(2) | 9.5 | | | 8.1 | | | 6.7 | |
| Ardent | 7.0 | | | 5.4 | | | 5.1 | |
| Kindred | 7.5 | | | 5.8 | | | 5.6 | |
| All others | 45.2 | | | 48.2 | | | 51.3 | |
| NOI: | | | | | |
| Senior living operations | 29.4 | % | | 31.1 | % | | 30.7 | % |
Brookdale Senior Living(2) | 9.0 | | | 8.7 | | | 7.6 | |
| Ardent | 6.6 | | | 5.8 | | | 5.7 | |
| Kindred | 7.1 | | | 6.3 | | | 6.4 | |
| All others | 47.9 | | | 48.1 | | | 49.6 | |
Operations mix by geographic location(3): | | | | | |
| California | 15.7 | % | | 15.9 | % | | 15.7 | % |
| New York | 8.1 | | | 8.8 | | | 8.4 | |
| Texas | 6.1 | | | 6.0 | | | 6.2 | |
| Pennsylvania | 4.6 | | | 4.7 | | | 4.6 | |
| Illinois | 4.1 | | | 4.0 | | | 4.4 | |
| All others | 61.4 | | | 60.6 | | | 60.7 | |
| |
(1)
| Ratios are based on the gross book value of consolidated real estate investments (excluding properties classified as held for sale) as of each reporting date. |
(1)Total revenues include medical office building and other services revenue, revenue from loans and investments and interest and other income (including amounts related to assets classified as held for sale). |
| | | | | | | | |
| | For the Years Ended December 31, |
| | 2019 | | 2018 | | 2017 |
| Operations mix by tenant and operator and business model: | | | | | |
Revenues(1): | | | | | |
| Senior living operations | 55.8 | % | | 55.3 | % | | 51.6 | % |
Brookdale Senior Living(2) | 4.7 |
| | 4.3 |
| | 4.7 |
|
| Ardent | 3.1 |
| | 3.1 |
| | 3.1 |
|
| Kindred | 3.3 |
| | 3.5 |
| | 4.7 |
|
| All others | 33.1 |
| | 33.8 |
| | 35.9 |
|
| Adjusted EBITDA: | | | | | |
| Senior living operations | 32.5 | % | | 31.3 | % | | 28.7 | % |
Brookdale Senior Living(2) | 8.1 |
| | 6.7 |
| | 7.6 |
|
| Ardent | 5.4 |
| | 5.1 |
| | 5.1 |
|
| Kindred | 5.8 |
| | 5.6 |
| | 7.7 |
|
| All others | 48.2 |
| | 51.3 |
| | 50.9 |
|
| NOI: | | | | | |
| Senior living operations | 31.1 | % | | 30.7 | % | | 28.5 | % |
Brookdale Senior Living(2) | 8.7 |
| | 7.6 |
| | 8.0 |
|
| Ardent | 5.8 |
| | 5.7 |
| | 5.3 |
|
| Kindred | 6.3 |
| | 6.4 |
| | 8.1 |
|
| All others | 48.1 |
| | 49.6 |
| | 50.1 |
|
Operations mix by geographic location(3): | | | | | |
| California | 15.9 | % | | 15.7 | % | | 15.3 | % |
| New York | 8.8 |
| | 8.4 |
| | 8.6 |
|
| Texas | 6.0 |
| | 6.2 |
| | 5.8 |
|
| Pennsylvania | 4.7 |
| | 4.6 |
| | 4.2 |
|
| Florida | 4.0 |
| | 4.4 |
| | 4.4 |
|
| All others | 60.6 |
| | 60.7 |
| | 61.7 |
|
(3)Ratios are based on total revenues (including amounts related to assets classified as held for sale) for each period presented.
| |
(1)
| Total revenues include medical office building and other services revenue, revenue from loans and investments and interest and other income (excluding amounts in discontinued operations and including amounts related to assets classified as held for sale). |
| |
(2)
| Results exclude two seniors housing communities in 2019 and 2018 and one seniors housing community in 2017 included in the senior living operations reportable business segment. 2018 results include the impact of a net non-cash charge of $21.3 million related to April 2018 lease extensions. |
| |
(3)
| Ratios are based on total revenues (excluding amounts in discontinued operations and including amounts related to assets classified as held for sale) for each period presented. |
See “Non-GAAP Financial Measures” included elsewhere in this Annual Report on Form 10-K for additional disclosure and reconciliations of net income attributable to common stockholders, as computed in accordance with GAAP, to Adjusted EBITDA and NOI, respectively.
We derive a significant portion of our revenues by leasing assets under long-term triple-net leases in which the rental rate is generally fixed with annual escalators, subject to certain limitations. Some of our triple-net lease escalators are contingent upon the satisfaction of specified facility revenue parameters or based on increases in the Consumer Price Index (“CPI”), with caps, floors or collars. We also earn revenues directly from individual residents in our seniorssenior housing communities that are managed by independent operators, such as Atria and Sunrise, and tenants in our office buildings. For the year ended December 31, 2019, 60.3%2020, 61.0% of our Adjusted EBITDA (including amounts in discontinued operations) was derived from our senior living operations and office operations, for which rental rates may fluctuate more frequently upon lease rollovers and renewals due to shorter termshorter-term leases and changing economic or market conditions.
The concentration of our triple-net leased properties segment revenues and operating income that are attributed to Brookdale Senior Living, Ardent and Kindred creates credit risk. If any of Brookdale Senior Living, Ardent or Kindred becomes unable or unwilling to satisfy its obligations to us or to renew its leases with us upon expiration of the terms thereof, our financial condition and results of operations could decline, and our ability to service our indebtedness and to make
distributions to our stockholders could be impaired. See “Risk Factors—Risks Arising from Our Business—Our leasesBusiness Operations and other agreements with Brookdale Senior Living, Ardent and Kindred account for aStrategy Risks—A significant portion of our revenues and operating income; any failure, inability or unwillingness byincome is dependent on a limited number of tenants and managers, including Brookdale Senior Living, Ardent, or Kindred, to satisfy its obligations under our agreements could have a Material Adverse Effect on usAtria and Sunrise.” included in Part I, Item 1A of this Annual Report on Form 10-K and “NOTE 3—CONCENTRATION OF CREDIT RISK”“Note 3 – Concentration of Credit Risk” of the Notes to Consolidated Financial Statements included in Part II, Item 8 of this Annual Report on Form 10-K.Report.
We regularly monitor and assess any changes in the relative credit risk of our significant tenants, and in particular those tenants that have recourse obligations under our triple-net leases. The ratios and metrics we use to evaluate a significant tenant’s liquidity and creditworthiness depend on facts and circumstances specific to that tenant and the industry or industries in which it operates, including without limitation the tenant’s credit history and economic conditions related to the tenant, its operations and the markets in which the tenant operates, that may vary over time. Among other things, we may (i) review and analyze information regarding the real estate, seniorssenior housing and healthcare industries generally, publicly available information regarding the significant tenant, and information required to be provided by the tenant under the terms of its lease agreements with us, (ii) examine monthly and/or quarterly financial statements of the significant tenant to the extent publicly available or otherwise provided under the terms of our lease agreements, and (iii) participate in periodic discussions and in-person meetings with representatives of the significant tenant. Using this information, we calculate multiple financial ratios (which may, but do not necessarily, include leverage, fixed charge coverage and tangible net worth), after making certain adjustments based on our judgment, and assess other metrics we deem relevant to an understanding of the significant tenant’s credit risk.
Because Atria and Sunrise manage our properties in exchange for the receipt of a management fee from us, we are not directly exposed to the credit risk of our managers in the same manner or to the same extent as our triple-net tenants. However, we rely on our managers’ personnel, expertise, technical resources and information systems, proprietary information, good faith and judgment to manage our senior living operations efficiently and effectively. We also rely on Atria and Sunrise to set appropriate resident fees, to provide accurate property-level financials results in a timely manner and otherwise operate our seniorssenior housing communities in compliance with the terms of our management agreements and all applicable laws and regulations. Although we have various rights as the property owner under our management agreements, including various rights to terminate and exercise remedies under the agreements as provided therein, Atria’s or Sunrise’s failure, inability or unwillingness to satisfy its respective obligations under those agreements, to efficiently and effectively manage our properties or to provide timely and accurate accounting information with respect thereto could have a Material Adverse Effect on us. See “Risk Factors—Risks Arising from Our Business—The properties managed by AtriaBusiness Operations and Sunrise account for a significant portion of our revenues and operating income; adverse developments in Atria’s and Sunrise’s business and affairs or financial condition could have a Material Adverse Effect on us” and “—We have rights to terminate our management agreements with Atria and Sunrise in whole or with respect to specific properties under certain circumstances, and we may be unable to replace Atria or Sunrise if our management agreements are terminated or not renewedStrategy Risks.” included in Part I, Item 1A of this Annual Report on Form 10-K.Report.
OurWe hold a 34% ownership interestsinterest in Atria, which entitles us to customary minority rights and minority protections, includingas well as the right to appoint two of the six members toon the Atria Board of Directors.
Triple-Net Lease Performance and Expirations
Any failure, inability or unwillingness by our tenants to satisfy their obligations under our triple-net leases could have a Material Adverse Effectmaterial adverse effect on us. Also, if our tenants are not able or willing to renew our triple-net leases upon expiration, we may be unable to reposition the applicable properties on a timely basis or on the same or better economic terms, if at all. Although our lease expirations are staggered, the non-renewal of some or all of our triple-net leases that expire in any given year could have a Material Adverse Effectmaterial adverse effect on us. During the year ended December 31, 2019,2020, we had no triple-net lease renewals or expirations without renewal that, in the aggregate, had a material impact on our financial condition or results of operations for that period. See “Risk Factors—Risks Arising from Our Business—Business Operations and Strategy Risks—If we must replace any of our tenants or operators,managers, we mightmay be unable to reposition the propertiesdo so on as favorable terms, or at all, and we could be subject to delays, limitations and expenses, which could have a Material Adverse Effect on usadversely affect our business, financial condition and results of operations.” included in Part I, Item IA of this Annual Report on Form 10-K.Report.
The following table summarizes our triple-net lease expirations in our triple-net leased properties segment currently scheduled to occur over the next 10 years (excluding leases related toas of December 31, 2020:
| | | | | | | | | | | | | | | | | |
| Number of Properties(1) | | 2020 Annualized Base Rent (“ABR”)(2) | | % of 2020 Total Triple-Net Leased Properties Segment Rental Income |
| | (Dollars in thousands) |
| 2021 | 9 | | | $ | 12,062 | | | 1.7 | % |
| 2022 | 8 | | | 5,799 | | | 0.8 | |
2023(3) | 6 | | | 31,240 | | | 4.5 | |
| 2024 | 26 | | | 13,970 | | | 2.0 | |
| 2025 | 179 | | | 234,549 | | | 33.7 | |
| 2026 | 39 | | | 53,660 | | | 7.7 | |
| 2027 | 4 | | | 8,784 | | | 1.3 | |
| 2028 | 27 | | | 25,196 | | | 3.6 | |
| 2029 | 21 | | | 22,788 | | | 3.3 | |
| 2030 | 6 | | | 4,748 | | | 0.7 | |
(1)Excludes assets sold or classified as held for sale, asunconsolidated entities development properties not yet operational, unconsolidated joint ventures and land parcels.
(2)ABR represents the annualized impact of December 31, 2019):the current period’s cash base rent at 100% share for consolidated entities. ABR does not include common area maintenance charges, the amortization of above/below market lease intangibles or other noncash items. ABR is used only for the purpose of determining lease expirations. |
| | | | | | | | | |
| | Number of Properties | | 2019 Annual Rental Income | | % of 2019 Total Triple-Net Leased Properties Segment Rental Income |
| | (Dollars in thousands) |
| 2020 | 1 |
| | $ | 4,425 |
| | 0.6 | % |
| 2021 | 8 |
| | 6,543 |
| | 0.8 |
|
| 2022 | 9 |
| | 10,777 |
| | 1.4 |
|
| 2023 | 6 |
| | 30,506 |
| | 3.9 |
|
| 2024 | 29 |
| | 16,747 |
| | 2.1 |
|
| 2025 | 180 |
| | 315,596 |
| | 40.4 |
|
| 2026 | 36 |
| | 56,515 |
| | 7.2 |
|
| 2027 | 3 |
| | 6,857 |
| | 0.9 |
|
| 2028 | 66 |
| | 114,344 |
| | 14.6 |
|
| 2029 | 21 |
| | 25,284 |
| | 3.2 |
|
Liquidity and Capital Resources
During 2019,2020, our principal sources of liquidity were cash flows from operations, proceeds from the issuance of debt and equity securities, borrowings under our commercial paper program,unsecured revolving credit facility, and proceeds from asset sales and cash on hand.sales.
For the next 12 months, our principal liquidity needs are to: (i) fund operating expenses; (ii) meet our debt service requirements; (iii) repay maturing mortgage and other debt; (iv) fund acquisitions, investments and commitments and any development and redevelopment activities; (v) fund capital expenditures; and (vi) make distributions to our stockholders and unitholders, as required for us to continue to qualify as a REIT. Depending upon the availability of external capital, we believe our liquidity is sufficient to fund these uses of cash. We expect that these liquidity needs generally will be satisfied by a combination of the following: cash flows from operations, cash on hand, debt assumptions and financings (including secured financings), issuances of debt and equity securities, dispositions of assets (in whole or in part through joint venture arrangements with third parties) and borrowings under our revolving credit facilities and commercial paper program. However, an inability to access liquidity through multiple capital sources concurrently could have a Material Adverse Effectmaterial adverse effect on us.
While continuing decreased revenue and net operating income as a result of the COVID-19 pandemic could lead to downgrades of our long-term credit rating and therefore adversely impact our cost of borrowing, we currently believe we will continue to have access to one or more debt markets during the duration of the pandemic and could seek to enter into secured debt financings or issue debt and equity securities to satisfy our liquidity needs, although no assurances can be made in this regard. See “COVID-19 Update.” See “Risk Factors—Risks Arising from Our Capital Structure—Structure Risks—We are highly dependent on access to the capital markets. Limitations on our ability to access capital could have an adverse effect on us, including our ability to make required payments on our debt obligations, make distributions to our stockholders or make future investments necessary to implement our business strategystrategy.” included in Part I, Item 1A of this Annual ReportReport.
2020 Capital Conservation Actions
In 2020, we executed on Form 10-K.a multi-pronged capital conservation strategy to mitigate the impact of COVID-19, which included reducing our planned capital expenditures and capital commitments. We also established a quarterly dividend of $0.45 per share beginning in the second quarter, which was a reduction from the first quarter dividend of $0.7925 per share. This action enabled us to conserve approximately $130 million of cash per quarter compared to the prior dividend level. Also, in June 2020, we eliminated roles representing over 25% of our corporate positions, excluding onsite field personnel. For the
second half of 2020, the base salaries of our CEO and other executive officers were voluntarily reduced by 20% and 10%, respectively. Primarily as a result of these capital conservation actions, our 2020 general and administrative expenses are $29 million lower than 2019.
See “NOTE 10—SENIOR NOTES PAYABLE AND OTHER DEBT”“Note 10 – Senior Notes Payable and Other Debt” of the Notes to Consolidated Financial Statements included in Part II, Item 8 of this Annual Report on Form 10-K for further information regarding our significant financing activities.
Credit Facilities, Commercial Paper and Unsecured Term Loans
OurAs of December 31, 2020, our unsecured credit facility iswas comprised of a $3.0 billion unsecured revolving credit facility priced at LIBOR plus 0.875%, as based on the Company’s debt rating, which was scheduled to mature in 2021. In January 2021, we entered into an amended and restated unsecured credit facility (the “New Credit Facility”) comprised of December 31, 2019. Thea $2.75 billion unsecured revolving credit facility initially priced at LIBOR plus 0.825% based on the Company’s debt rating. The New Credit Facility matures in 2021,2025, but may be extended at our option subject to the satisfaction of certain conditions, for two additional periods of six months each. The unsecured revolving credit facilityNew Credit Facility also includes an accordion feature that permits us to increase our aggregate borrowing capacity thereunder to up to $3.75 billion.
As of December 31, 2020, $39.4 million was outstanding under the unsecured revolving credit facility with an additional $24.9 million restricted to support outstanding letters of credit. In addition, we limit our utilization of the unsecured revolving credit facility, to the extent necessary, to support our commercial paper program when commercial paper notes are outstanding. We had $2.9 billion in available liquidity under the unsecured revolving credit facility as of December 31, 2020. In connection with the New Credit Facility, we paid off all amounts outstanding under the existing unsecured revolving credit facility as of January 2019, our wholly-owned29, 2021 by drawing down the same amount on the New Credit Facility.
Our wholly owned subsidiary, Ventas Realty, Limited Partnership (“Ventas Realty”), established an unsecured commercial paper program. Under the terms of the program, we may issue from time to time unsecured commercial paper notes up to a maximum aggregate amount outstanding at any time of $1$1.0 billion. The notes are sold under customary terms in the United States commercial paper note market and are ranked pari passu with all of Ventas Realty’s other unsecured senior indebtedness. The notes are fully and unconditionally guaranteed by Ventas, Inc. As of December 31, 2019, $567.5 million was2020, we had no borrowings outstanding under our commercial paper program.
As of December 31, 2019, $120.8 million was outstanding under the unsecured revolving credit facility with an additional $24.0 million restricted to support outstanding letters of credit. In addition, we limit our utilization of the unsecured
revolving credit facility in order to maintain liquidity and to support our commercial paper program. Including these internal limits, we had $2.3 billion in available liquidity under the unsecured revolving credit facility as of December 31, 2019.
As of December 31, 2019,2020, we had a $200.0 million unsecured term loan priced at LIBOR plus 0.90% that matures in 2023. The term loan also includes an accordion feature that effectively permits us to increase our aggregate borrowings thereunder to up to $800.0 million.
As of December 31, 2019,2020, we had a $400.0 million secured revolving construction credit facility with $160.5$154.1 million of borrowings outstanding. The secured revolving construction credit facility matures in 2022 and is primarily used to finance the development of research and innovation centers and other construction projects.
As of December 31, 2019,2020, we had a C$500 million unsecured term loan facility priced at Canadian Dollar Offered Rate (“CDOR”) plus 0.90% that matures in 2025.
Senior Notes
In April 2020, Ventas Realty issued and sold $500.0 million aggregate principal amount of 4.75% senior notes due 2030 at an amount equal to 97.86% of par.
In October 2020, we redeemed, pursuant to a cash tender offer, $236.3 million aggregate principal amount then outstanding of our 3.25% senior notes due 2022 at 104.14% of par value, plus accrued and unpaid interest to the payment date. As a result, we recognized a loss on extinguishment of debt of $11.1 million during the year ended December 31, 2020.
As of December 31, 2019,2020, we had outstanding $7.5$7.7 billion aggregate principal amount of senior notes issued by Ventas Realty ($500.0263.7 million of which was co-issued by Ventas Realty’s wholly owned subsidiary, Ventas Capital Corporation), approximately $75.2 million aggregate principal amount of senior notes issued by Nationwide Health Properties, Inc. (“NHP”) and assumed by our subsidiary, Nationwide Health Properties, LLC (“NHP LLC”), as successor to NHP, in connection with our acquisition of NHP, and C$1.7 billion aggregate principal amount of senior notes issued by our subsidiary, Ventas Canada Finance Limited (“Ventas Canada”). All of the senior notes issued by Ventas Realty and Ventas Canada are unconditionally guaranteed by Ventas, Inc.
In February 2021, in order to reduce near-term maturities, we issued a make-whole redemption for the entirety of the $400 million outstanding aggregate principal amount of 3.10% senior notes due January 2023. The redemption is expected to settle in March 2021 and will be funded primarily with cash on hand.
We may, from time to time, seek to retire or purchase our outstanding senior notes for cash or in exchange for equity securities in open market purchases, privately negotiated transactions or otherwise. Such repurchases or exchanges, if any, will depend on prevailing market conditions, our liquidity requirements, contractual restrictions, prospects for future access to capital and other factors. The amounts involved may be material.
The indentures governing our outstanding senior notes require us to comply with various financial and other restrictive covenants. We were in compliance with all of these covenants at December 31, 2019.2020.
Mortgages
At December 31, 20192020 and 2018,2019, our consolidated aggregate principal amount of mortgage debt outstanding was $2.1 billion and $2.0 billion, and $1.1 billion,respectively, of which our share was $1.8 billion and $1.0 billion, respectively.for both years.
Under certain circumstances, contractual and legal restrictions, including those contained in the instruments governing our subsidiaries’ outstanding mortgage indebtedness, may restrict our ability to obtain cash from our subsidiaries for the purpose of meeting our debt service obligations, including our payment guarantees with respect to Ventas Realty’s and Ventas Canada Finance Limited’s senior notes.
Derivatives and Hedging
In the normal course of our business, interest rate fluctuations affect future cash flows under our variable rate debt obligations, loans receivable and marketable debt securities, and foreign currency exchange rate fluctuations affect our operating results. We follow established risk management policies and procedures, including the use of derivative instruments, to mitigate the impact of these risks.
Dividends
During 2020, we declared four dividends totaling $2.1425 per share of our common stock, including a fourth quarter dividend of $0.45 per share. In order to continue to qualify as a REIT, we must make annual distributions to our stockholders of at least 90% of our REIT taxable income (excluding net capital gain). In addition, we will be subject to income tax at the regular corporate rate to the extent we distribute less than 100% of our REIT taxable income, including any net capital gains. We intend to pay dividends greater than 100% of our taxable income, after the use of any net operating loss carryforwards, for 2020.2021.
We expect that our cash flows will exceed our REIT taxable income due to depreciation and other non-cash deductions in computing REIT taxable income and that we will be able to satisfy the 90% distribution requirement. However, from time to time, we may not have sufficient cash on hand or other liquid assets to meet this requirement or we may decide to retain cash or
distribute such greater amount as may be necessary to avoid income and excise taxation. If we do not have sufficient cash on hand or other liquid assets to enable us to satisfy the 90% distribution requirement, or if we desire to retain cash, we may borrow funds, issue additional equity securities, pay taxable stock dividends, if possible, distribute other property or securities or engage in a transaction intended to enable us to meet the REIT distribution requirements or any combination of the foregoing.
Capital Expenditures
The terms of our triple-net leases generally obligate our tenants to pay all capital expenditures necessary to maintain and improve our triple-net leased properties. However, from time to time, we may fund the capital expenditures for our triple-net leased properties through loans or advances to the tenants, which may increase the amount of rent payable with respect to the properties in certain cases. We may also fund capital expenditures for which we may become responsible upon expiration of our triple-net leases or in the event that our tenants are unable or unwilling to meet their obligations under those leases. We also expect to fund capital expenditures related to our senior living operations and office operations reportable business segments with the cash flows from the properties or through additional borrowings. We expect that these liquidity needs generally will be satisfied by a combination of the following: cash flows from operations, cash on hand, debt assumptions and financings (including secured financings), issuances of debt and equity securities, dispositions of assets (in whole or in part through joint venture arrangements with third parties) and borrowings under our revolving credit facilities.
To the extent that unanticipated capital expenditure needs arise or significant borrowings are required, our liquidity may be affected adversely. Our ability to borrow additional funds may be restricted in certain circumstances by the terms of the instruments governing our outstanding indebtedness.
We are party to certain agreements that obligate us to develop seniorssenior housing or healthcare properties funded through capital that we and, in certain circumstances, our joint venture partners provide. As of December 31, 2019,2020, we had 2213 properties under development pursuant to these agreements, including fourthree properties that are owned by unconsolidated real estate entities. In addition, from time to time, we engage in redevelopment projects with respect to our existing seniorssenior housing communities to maximize the value, increase NOI, maintain a market-competitive position, achieve property stabilization or change the primary use of the property.
Equity Offerings
From time to time, we may sell up to an aggregate of $1.0 billion of our common stock under an “at-the-market” equity offering program (“ATM program”). In August 2018,As of December 31, 2020, we replacedhave $755.5 million remaining under our expiredexisting ATM program with an identical program, under whichprogram. During the years ended December 31, 2020 and 2019, we may sell up to an aggregate of $1.0 billionsold 1.5 million and 2.7 million shares of our common stock.stock under our ATM program for gross proceeds of $44.88 and $66.75 per share, respectively. During the year ended December 31, 2018, we sold no shares of common stock under our ATM program.
In June 2019, we sold 12.7 million shares of our common stock under a registered public offering for gross proceeds of $62.75 per share. We used the majority of the net proceeds to fund our LGM Acquisition. See “NOTE 4—ACQUISITIONS OF REAL ESTATE PROPERTY”“Note 4 – Acquisitions of Real Estate Property” of the Notes to Consolidated Financial Statements included in Part II, Item 8 of this Annual Report on Form 10-K for additional information regarding the LGM Acquisition.
During the year ended December 31, 2019, we sold 2.7 million shares of our common stock under our ATM program for gross proceeds of $66.75 per share. As of December 31, 2019, $822.1 million of our common stock remained available for sale under our ATM program.
For the year ended December 31, 2018, we sold no shares of our common stock under our ATM program.
Cash Flows
The following table sets forth our sources and uses of cash flows for the years ended December 31, 20192020 and 2018:2019: | | | | For the Years Ended December 31, | | (Decrease) Increase to Cash | | For the Years Ended
December 31, | | (Decrease) Increase
to Cash |
| | 2019 | | 2018 | | $ | | % | | 2020 | | 2019 | | $ | | % |
| | (Dollars in thousands) | | (Dollars in thousands) |
| Cash, cash equivalents and restricted cash at beginning of year | $ | 131,464 |
| | $ | 188,253 |
| | $ | (56,789 | ) | | (30.2 | )% | Cash, cash equivalents and restricted cash at beginning of year | $ | 146,102 | | | $ | 131,464 | | | $ | 14,638 | | | 11.1 | % |
| Net cash provided by operating activities | 1,437,783 |
| | 1,381,467 |
| | 56,316 |
| | 4.1 |
| Net cash provided by operating activities | 1,450,176 | | | 1,437,783 | | | 12,393 | | | 0.9 | |
| Net cash (used in) provided by investing activities | (1,585,299 | ) | | 324,496 |
| | (1,909,795 | ) | | nm |
| |
| Net cash provided by (used in) financing activities | 160,674 |
| | (1,761,937 | ) | | 1,922,611 |
| | nm |
| |
| Net cash provided by (used in) investing activities | | Net cash provided by (used in) investing activities | 154,295 | | | (1,585,299) | | | 1,739,594 | | | nm |
| Net cash (used in) provided by financing activities | | Net cash (used in) provided by financing activities | (1,300,021) | | | 160,674 | | | (1,460,695) | | | nm |
| Effect of foreign currency translation | 1,480 |
| | (815 | ) | | 2,295 |
| | nm |
| Effect of foreign currency translation | 1,088 | | | 1,480 | | | (392) | | | (26.5) | |
| Cash, cash equivalents and restricted cash at end of year | $ | 146,102 |
| | $ | 131,464 |
| | 14,638 |
| | 11.1 | Cash, cash equivalents and restricted cash at end of year | $ | 451,640 | | | $ | 146,102 | | | 305,538 | | | nm |
nm—not meaningful
Cash Flows from Operating Activities
Cash flows from operating activities increased $56.3$12.4 million during the year ended December 31, 20192020 over the same period in 20182019 primarily due primarily to higher NOIthe up-front consideration received in 2019 includingconnection with the impact of property acquisitions and lease-up of new developments,Brookdale transaction, partially offset by asset dispositions, and lower merger-related expenses and deal costs in 2019.NOI.
Cash Flows from Investing Activities
Cash flows from investing activities decreased $1.9increased $1.7 billion during 20192020 over 20182019 primarily due to increaseddecreased acquisition and investment activity together with decreasedincreased proceeds from real estate dispositions.
Cash Flows from Financing Activities
Cash flows from financing activities increased $1.9decreased $1.5 billion during 20192020 over 20182019 primarily due to the 2019 issuancelower issuances of common stock, and increaseddecreased debt borrowings during 2020, net borrowings in 2019.of repayments, partially offset by lower dividends paid to common stockholders during 2020.
Contractual Obligations
The following table summarizes the effect that minimum debt (which includes principal and interest payments) and other material noncancelable commitments are expected to have on our cash flow in future periods as of December 31, 2019:2020: | | | | Total | | Less than 1 year(3) | | 1 - 3 years(4) | | 3 - 5 years(5) | | More than 5 years(6) | | Total | | Less than 1 year(3) | | 1 - 3 years(4) | | 3 - 5 years(5) | | More than 5 years(6) |
| | (In thousands) | | (In thousands) |
Long-term debt obligations (1) (2) | $ | 15,591,539 |
| | $ | 1,296,990 |
| | $ | 2,607,408 |
| | $ | 3,799,947 |
| | $ | 7,887,194 |
| Long-term debt obligations (1) (2) | $ | 15,107,176 | | | $ | 1,002,409 | | | $ | 3,475,813 | | | $ | 3,794,808 | | | $ | 6,834,146 | |
| Operating obligations, including ground lease obligations | 803,659 |
| | 28,826 |
| | 90,930 |
| | 38,902 |
| | 645,001 |
| Operating obligations, including ground lease obligations | 726,410 | | | 26,968 | | | 43,352 | | | 36,413 | | | 619,677 | |
| Total | $ | 16,395,198 |
| | $ | 1,325,816 |
| | $ | 2,698,338 |
| | $ | 3,838,849 |
| | $ | 8,532,195 |
| Total | $ | 15,833,586 | | | $ | 1,029,377 | | | $ | 3,519,165 | | | $ | 3,831,221 | | | $ | 7,453,823 | |
| |
(1)(1)Amounts represent contractual amounts due, including interest. (2)Interest on variable rate debt based on rates as of December 31, 2020. (3) | Amounts represent contractual amounts due, including interest. |
| |
(2)
| Interest on variable rate debt based on rates as of December 31, 2019. |
| |
(3)
| Includes $567.5 million of borrowings outstanding on our commercial paper program. |
| |
(4)
| Includes $120.8 million of borrowings outstanding on our unsecured revolving credit facility, $160.5 million of borrowings outstanding on our secured revolving construction credit facility, $500.0 million outstanding principal amount of our 3.25% senior notes due 2022, $231.0 million outstanding principal amount of our floating rate senior notes, Series F due 2021 and $192.5 million outstanding principal amount of our 3.30% senior notes, Series C due 2022. |
| |
(5)
| Includes $39.4 million of borrowings outstanding on our unsecured revolving credit facility and $235.7 million outstanding principal amount of our floating rate senior notes, Series F due 2021. (4)Includes $154.1 million of borrowings outstanding on our secured revolving construction credit facility, $263.7 million outstanding principal amount of our 3.25% senior notes due 2022, $196.4 million outstanding principal amount of our 3.30% senior notes, Series C due 2022, $216.0 million outstanding principal amount of our 2.55% senior notes, Series D due 2023, $200.0 million of borrowings outstanding on our unsecured term loan due 2023, $400.0 million outstanding principal amount of our 3.125% senior notes due 2023, and $400.0 million outstanding principal amount of our 3.10% senior notes due 2023. (5)Includes $400.0 million outstanding principal amount of our 3.125% senior notes due 2023, $400.0 million outstanding principal amount of our 3.10% senior notes due 2023, $211.8 million outstanding principal amount of our 2.55% senior notes, Series D due 2023, $400.0 million |
outstanding principal amount of our 3.50% senior notes due 2024, $400.0 million outstanding principal amount of our 3.75% senior notes due 2024, $462.0$471.3 million outstanding principal amount of our 2.80% senior notes, Series E due 2024, and $192.5$196.4 million outstanding principal amount of our 4.125% senior notes, Series B due 2024.2024, $392.8 million of borrowings outstanding on our unsecured term loan due 2025, $450.0 million outstanding principal amount of our 2.65% senior notes due 2025, and $600.0 million outstanding principal amount of our 3.50% senior notes due 2025.
| |
(6)(6)Includes $4.8 billion aggregate principal amount outstanding of our senior notes maturing between 2025 and 2049. $52.4 million aggregate principal amount outstanding of our 6.90% senior notes due 2037 are subject to repurchase, at the option of the holders, at par, on October 1, 2027, and $22.8 million aggregate principal amount outstanding of our 6.59% senior notes due 2038 are subject to repurchase, at the option of the holders, at par, on July 7 in each of 2023 and 2028.
| Includes $385.0 million of borrowings outstanding on our unsecured term loan due 2025 and $5.4 billion aggregate principal amount outstanding of our senior notes maturing between 2025 and 2049. $52.4 million aggregate principal amount outstanding of our 6.90% senior notes due 2037 are subject to repurchase, at the option of the holders, at par, on October 1, 2027, and $22.8 million aggregate principal amount outstanding of our 6.59% senior notes due 2038 are subject to repurchase, at the option of the holders, at par, on July 7 in each of 2023 and 2028. |
As of December 31, 2019,2020, we had $12.1$6.1 million of unrecognized tax benefits that are excluded from the table above, as we are unable to make a reasonablereasonably reliable estimate of the period of cash settlement, if any, with the respective tax authority.
Off-Balance Sheet Arrangements
We own interests in certain unconsolidated entities as described in Note 7 – Investments in Unconsolidated Entities. Except in limited circumstances, our risk of loss is limited to our investment in the joint venture and any outstanding loans receivable. In addition, we have certain properties which serve as collateral for debt that is owed by a previous owner of certain of our facilities, as described under Note 10 – Senior Notes Payable and Other Debt to the Consolidated Financial Statements. Our risk of loss for these certain properties is limited to the outstanding debt balance plus penalties, if any. Further, we use financial derivative instruments to hedge interest rate and foreign currency exchange rate exposure. Finally, at December 31, 2020, we had $24.9 million outstanding letter of credit obligations. We have no other material off-balance sheet arrangements that we expect would materially affect our liquidity and capital resources except those described above under “Contractual Obligations.”
Guarantor and Issuer Financial Information
Ventas, Inc. has fully and unconditionally guaranteed the obligation to pay principal and interest with respect to the outstanding senior notes issued by our 100%-owned subsidiary, Ventas Realty, including the senior notes that were jointly issued with Ventas Capital Corporation. Ventas Capital Corporation is a direct, 100%-owned subsidiary of Ventas Realty that has no assets or operations, but was formed in 2002 solely to facilitate offerings of senior notes by a limited partnership. None of our other subsidiaries (excluding Ventas Realty and Ventas Capital Corporation) is obligated with respect to Ventas Realty’s outstanding senior notes.
Ventas, Inc. has also fully and unconditionally guaranteed the obligation to pay principal and interest with respect to the outstanding senior notes issued by our 100%-owned subsidiary Ventas Canada Finance Limited (“Ventas Canada”). None of our other subsidiaries is obligated with respect to Ventas Canada’s outstanding senior notes, all of which were issued on a private placement basis in Canada.
In connection with the acquisition of Nationwide Health Properties, Inc. (“NHP”), our 100%-owned subsidiary Nationwide Health Properties, LLC (“NHP LLC”), as successor to NHP, assumed the obligation to pay principal and interest with respect to the outstanding senior notes issued by NHP. Neither we nor any of our subsidiaries (other than NHP LLC) is obligated with respect to any of NHP LLC’s outstanding senior notes.
Under certain circumstances, contractual and legal restrictions, including those contained in the instruments governing our subsidiaries’ outstanding mortgage indebtedness, may restrict our ability to obtain cash from our subsidiaries for the purpose of meeting our debt service obligations, including our payment guarantees with respect to Ventas Realty’s and Ventas Canada’s senior notes.
The following summarizes our guarantor and issuer balance sheet and statement of income information as of December 31, 2020 and December 31, 2019 and for the years ended December 31, 2020, 2019 and 2018.
Balance Sheet Information
| | | | | | | | | | | |
| As of December 31, 2020 |
| Guarantor | | Issuer |
| | (In thousands) |
| Assets | | | |
| | | |
| | | |
| | | |
| Investment in and advances to affiliates | $ | 16,576,278 | | | $ | 2,727,931 | |
| | | |
| | | |
| | | |
| | | |
| Total assets | 16,937,149 | | | 2,844,339 | |
| Liabilities and equity | | | |
| | | |
| | | |
| Intercompany loans | 10,691,626 | | | (4,532,350) | |
| | | |
| | | |
| | | |
| | | |
| | | |
| Total liabilities | 10,918,320 | | | 3,577,009 | |
| Redeemable OP unitholder and noncontrolling interests | 89,669 | | | — | |
| Total equity (deficit) | 5,929,161 | | | (732,670) | |
| Total liabilities and equity | 16,937,149 | | | 2,844,339 | |
Balance Sheet Information
| | | | | | | | | | | |
| As of December 31, 2019 |
| Guarantor | | Issuer |
| | (In thousands) |
| Assets | | | |
| | | |
| | | |
| | | |
| Investment in and advances to affiliates | $ | 15,774,897 | | | $ | 2,728,110 | |
| | | |
| | | |
| | | |
| | | |
| Total assets | 15,875,910 | | | 2,838,270 | |
| Liabilities and equity | | | |
| | | |
| | | |
| Intercompany loans | 8,789,600 | | | (5,105,070) | |
| | | |
| | | |
| | | |
| | | |
| | | |
| Total liabilities | 9,133,733 | | | 3,363,067 | |
| Redeemable OP unitholder and noncontrolling interests | 102,657 | | | — | |
| Total equity (deficit) | 6,639,520 | | | (524,797) | |
| Total liabilities and equity | 15,875,910 | | | 2,838,270 | |
Statement of Income Information
| | | | | | | | | | | | | | | |
| For the Year Ended December 31, 2020 | | | | |
| Guarantor | | Issuer | | | | |
| | (In thousands) | | | | |
| | | | | | | |
| | | | | | | |
| | | | | | | |
| | | | | | | |
| | | | | | | |
| Equity earnings in affiliates | $ | 469,311 | | | $ | — | | | | | |
| | | | | | | |
| Total revenues | 474,392 | | | 143,259 | | | | | |
| | | | | | | |
| | | | | | | |
| | | | | | | |
| | | | | | | |
| | | | | | | |
| | | | | | | |
| | | | | | | |
| | | | | | | |
| | | | | | | |
| | | | | | | |
| Income (loss) before unconsolidated entities, real estate dispositions, income taxes and noncontrolling interests | 440,210 | | | (215,406) | | | | | |
| | | | | | | |
| | | | | | | |
| | | | | | | |
| | | | | | | |
| | | | | | | |
| Net income (loss) | 439,149 | | | (202,845) | | | | | |
| | | | | | | |
| Net income (loss) attributable to common stockholders | 439,149 | | | (202,845) | | | | | |
Statement of Income Information
| | | | | | | | | | | | | | | | | |
| For the Year Ended December 31, 2019 | | | | | | |
| Guarantor | | Issuer | | | | | | |
| | (In thousands) | | | | | | |
| | | | | | | | | |
| | | | | | | | | |
| | | | | | | | | |
| | | | | | | | | |
| | | | | | | | | |
| Equity earnings in affiliates | $ | 362,143 | | | $ | — | | | | | | | |
| | | | | | | | | |
| Total revenues | 366,243 | | | 142,754 | | | | | | | |
| | | | | | | | | |
| | | | | | | | | |
| | | | | | | | | |
| | | | | | | | | |
| | | | | | | | | |
| | | | | | | | | |
| | | | | | | | | |
| | | | | | | | | |
| | | | | | | | | |
| | | | | | | | | |
| Income (loss) before unconsolidated entities, real estate dispositions, income taxes and noncontrolling interests | 432,020 | | | (246,929) | | | | | | | |
| | | | | | | | | |
| | | | | | | | | |
| | | | | | | | | |
| | | | | | | | | |
| | | | | | | | | |
| Net income (loss) | 433,016 | | | (246,841) | | | | | | | |
| | | | | | | | | |
| Net income (loss) attributable to common stockholders | 433,016 | | | (246,841) | | | | | | | |
| | | | | | | | | | | | | | | | | |
| For the Year Ended December 31, 2018 | | | | | | |
| Guarantor | | Issuer | | | | | | |
| | (In thousands) | | | | | | |
| | | | | | | | | |
| | | | | | | | | |
| | | | | | | | | |
| | | | | | | | | |
| | | | | | | | | |
| Equity earnings in affiliates | $ | 308,764 | | | $ | — | | | | | | | |
| | | | | | | | | |
| Total revenues | 335,613 | | | 139,062 | | | | | | | |
| | | | | | | | | |
| | | | | | | | | |
| | | | | | | | | |
| | | | | | | | | |
| | | | | | | | | |
| | | | | | | | | |
| | | | | | | | | |
| | | | | | | | | |
| | | | | | | | | |
| | | | | | | | | |
| Income (loss) before unconsolidated entities, real estate dispositions, income taxes and noncontrolling interests | 400,349 | | | (269,557) | | | | | | | |
| | | | | | | | | |
| | | | | | | | | |
| | | | | | | | | |
| | | | | | | | | |
| | | | | | | | | |
| Net income (loss) | 409,467 | | | (269,557) | | | | | | | |
| | | | | | | | | |
| Net income (loss) attributable to common stockholders | 409,467 | | | (269,557) | | | | | | | |
ITEM 7A. Quantitative and Qualitative Disclosures About Market Risk
The information set forth in Part II, Item 7 of this Annual Report on Form 10-K under “Management’s Discussion and Analysis of Financial Condition and Results of Operations—Asset/Liability Management” is incorporated by reference into this Item 7A.
ITEM 8. Financial Statements and Supplementary Data
Ventas, Inc.
Index to Consolidated Financial Statements and Financial Statement Schedules
|
| | | | |
| |
| |
| |
Consolidated Balance Sheets as of December 31, 20192020 and 20182019 | |
Consolidated Statements of Income for the Years Ended December 31, 2020, 2019 2018 and 20172018 | |
Consolidated Statements of Comprehensive Income for the Years Ended December 31, 2020, 2019 2018 and 20172018 | |
Consolidated Statements of Equity for the Years Ended December 31, 2020, 2019 2018 and 20172018 | |
Consolidated Statements of Cash Flows for the Years Ended December 31, 2020, 2019 2018 and 20172018 | |
| |
| |
Schedule II — Valuation and Qualifying Accounts | |
| Schedule III — Real Estate and Accumulated Depreciation | |
| |
MANAGEMENT REPORT ON INTERNAL CONTROL OVER FINANCIAL REPORTING
Our management is responsible for establishing and maintaining adequate internal control over financial reporting, as defined in Rules 13a-15(f) and 15d-15(f) under the Exchange Act of 1934, as amended. This system is designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of consolidated financial statements for external purposes in accordance with U.S. GAAP. Because of its inherent limitations, internal control over financial reporting is not intended to provide absolute assurance that a misstatement of our financial statements would be prevented or detected.
Management, with the participation of the Company’s Chief Executive Officer and Chief Financial Officer, conducted an assessment of the effectiveness of the Company’s internal control over financial reporting based on the criteria set forth in Internal Control - Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway Commission (COSO). Based on this assessment, management has concluded that our internal control over financial reporting was effective at the reasonable assurance level as of December 31, 2019.2020.
In September 2019, the Company acquired an 87% interest in 34 Canadian seniors housing communities (including five in-process developments) valued at $1.8 billion through an equity partnership with Le Groupe Maurice (“LGM”). As permitted under Securities and Exchange Commission guidelines, the Company excluded from the assessment of the effectiveness of its internal control over financial reporting as of December 31, 2019, internal control over financial reporting of the operations of these acquired assets. Total assets and total revenues related to these operations represented 0.1% and 1.7%, respectively, of the Company’s related consolidated financial statement amounts as of and for the year ended December 31, 2019.
The effectiveness of our internal control over financial reporting as of December 31, 20192020 has been audited by KPMG LLP, an independent registered public accounting firm, as stated in their report included herein.
Report of Independent Registered Public Accounting Firm
To the Stockholders and Board of Directors
Ventas, Inc.:
Opinion on the Consolidated Financial Statements
We have audited the accompanying consolidated balance sheets of Ventas, Inc. and subsidiaries (the Company) as of December 31, 20192020 and 2018,2019, the related consolidated statements of income, comprehensive income, equity, and cash flows for each of the years in the three-year period ended
December 31, 2019,2020, and the related notes and financial statement schedules II, III and IV (collectively, the consolidated financial statements). In our opinion, the consolidated financial statements present fairly, in all material respects, the financial position of the Company as of December 31, 20192020 and 2018,2019, and the results of its operations and its cash flows for each of the years in the three-year period ended December 31, 2019,2020, in conformity with U.S. generally accepted accounting principles.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States) (PCAOB), the Company’s internal control over financial reporting as of December 31, 20192020, based on criteria established in Internal Control -– Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway Commission, and our report dated February 21, 202023, 2021 expressed an unqualified opinion on the effectiveness of the Company’s internal control over financial reporting.
Change in Accounting Principle
As discussed in Note 2 to the consolidated financial statements, the Company has changed its method of accounting for leases as of January 1, 2019 due to the adoption of Financial Accounting Standards Board’s Accounting Standards Codification (ASC) Topic 842, Leases.Leases.
Basis for Opinion
These consolidated financial statements are the responsibility of the Company’s management. Our responsibility is to express an opinion on these consolidated financial statements based on our audits. We are a public accounting firm registered with the PCAOB and are required to be independent with respect to the Company in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.
We conducted our audits in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the consolidated financial statements are free of material misstatement, whether due to error or fraud. Our audits included performing procedures to assess the risks of material misstatement of the consolidated financial statements, whether due to error or fraud, and performing procedures that respond to those risks. Such procedures included examining, on a test basis, evidence regarding the amounts and disclosures in the consolidated financial statements. Our audits also included evaluating the accounting principles used and significant estimates made by management, as well as evaluating the overall presentation of the consolidated financial statements. We believe that our audits provide a reasonable basis for our opinion.
Critical Audit Matters
The critical audit matters communicated below are matters arising from the current period audit of the consolidated financial statements that were communicated or required to be communicated to the audit committee and that: (1) relate to accounts or disclosures that are material to the consolidated financial statements and (2) involved our especially challenging, subjective, or complex judgments. The communication of critical audit matters does not alter in any way our opinion on the consolidated financial statements, taken as a whole, and we are not, by communicating the critical audit matters below, providing separate opinions on the critical audit matters or on the accounts or disclosures to which they relate.
Evaluation of the probabilityProbability of collection forof substantially all triple-net rents
As discussed in Note 2 to the consolidated financial statements, the Company assesses the probability of collecting substantially all triple-net rents on an operator-by-operatora lease-by-lease basis. Whenever the results of that assessment, events, or
changes in circumstances indicate that it is not probable the Company will be unable to collect substantially all triple-net rents under the lease, the Company records a charge to rental income.
We identified the evaluation of the probability of collection forof substantially all triple-net rents as a critical audit matter. The assessment is subjective and required complexComplex auditor judgment was required to evaluate the various inputs and assumptions to the collectability assessment, including the financial strength of the tenant and any guarantors, and the expected operating performance of the leased property.
The following are the primary procedures we performed to address this critical audit matter includedmatter. We evaluated the following. Wedesign and tested the operating effectiveness of certain internal controls over the Company’s evaluation of the relevant data inputs and assumptions used in the collectibilitycollectability assessment. To assess the Company’s assumptions about the financial strength of certain tenants and guarantors and the tenant and any guarantors,operating performance of the related leased properties, we identified and evaluated the relevance, reliability, and sufficiency of the tenant, guarantor and property financial information,information; tenant guarantees,guarantees; the existence of outstanding accounts receivable,receivable; and the remaining term of the lease inlease. We compared the triple net collectibility assessment. We assessedCompany’s historical determinations to actual collections to assess the Company’s ability to accurately estimate probability of collections by testingcollections.
Impairment of real estate investments in the reliability of the Company’s historical determinations.triple-net leased and senior living operations segments
Evaluation of the purchase price allocation related to buildings and improvements, land, and seniors housing in-place lease related intangibles
As discussed in Notes 1, 2, and 45 to the consolidated financial statements, the Company acquired approximately $2 billionperiodically evaluates its long-lived assets, primarily consisting of investments in real estate, for impairment indicators. If indicators of impairment are present, the Company evaluates the carrying value of the related real estate investments in relation to the future undiscounted cash flows of the underlying operations. In performing this evaluation, the Company considers market conditions and current intentions with respect to holding or disposing of the asset and adjusts the net book value of real estate duringproperties to fair value if the sum of the expected future undiscounted cash flows, including sales proceeds, is less than book value. During the year, ended December 31, 2019. The purchase price was allocated to theimpairment indicators arose for certain real estate assets acquired, primarily buildingsproperties. As a result, recoverability assessments were performed, estimated fair values were determined, and improvements, land, and seniors housing in-place lease related intangibles on a relative fair value basis.impairment losses were recognized for certain properties.
We identified the evaluation of real estate investments within the purchase price allocation related to buildingstriple-net leased and improvements, land, and seniors housing in-place lease related intangiblessenior living operations segments for impairment as a critical audit matter. The recordedSubjective auditor judgment was required in evaluating the Company’s determination of the future undiscounted cash flows and estimated fair values of properties where undiscounted cash flows were less than net book value. In particular, the undiscounted cash flows and fair value of investment in real estate, specifically buildings and improvements, land, and seniors housing in-place lease related intangibles, wasestimates were sensitive to changessignificant assumptions, including capitalization rates, projected operating cash flows, and stabilization period. Additionally, subjective auditor judgment and specialized skills and knowledge were needed to evaluate comparable market transactions used by the inputs and assumptions in the purchase price allocation. This resulted in a higher degree of subjectivity and required complex auditor judgment.Company to develop certain fair value estimates due to limited transactional volume.
The following are the primary procedures we performed to address this critical audit matter includedmatter. We evaluated the following. Wedesign and tested the operating effectiveness of certain internal controls overrelated to the impairment process. This included controls related to the Company’s purchase price allocation over buildingsimpairment process and improvements, land,the significant assumptions and seniors housing in-place lease related intangibles. Wefair value estimates described above. To test certain of the Company’s undiscounted cash flow estimates, we evaluated the Company’s inputs and assumptions that were usedforecasts of projected operating cash flows by comparing actual results to determine relative fair value by 1) identifying and considering the relevancy, reliability, and sufficiency of the sources of data used by the Company in developing the assumptions, 2) comparing to relevant industryCompany’s forecasts adjusted for current market data, and 3) where relevant, performing a retrospective analysis of the assumptions used in prior acquisitions. Wetrends. In addition, we involved valuation professionals with specialized skills and knowledge, who assisted in performing an assessmentin:
● evaluating the Company’s significant assumptions by comparing the significant assumptions to publicly available market data, and
● developing independent estimates of fair value for certain properties using comparable market transactions and discounted cash flows developed using the purchase price allocation to buildingsCompany’s historical results and improvements, land, and seniors housing in-place lease related intangibles, including the comparison to relevantpublicly available market data.
/s/ KPMG LLP
We have served as the Company’s auditor since 2014.
Chicago, Illinois
February 21, 202023, 2021
Report of Independent Registered Public Accounting Firm
To the Stockholders and Board of Directors Ventas, Inc.:
Opinion on Internal Control Over Financial Reporting
We have audited Ventas, Inc. and subsidiaries’subsidiaries' (the Company) internal control over financial reporting as of December 31, 2019,2020, based on criteria established in Internal Control -– Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway Commission. In our opinion, the Company maintained, in all material respects, effective internal control over financial reporting as of December 31, 2019,2020, based on criteria established in Internal Control -– Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway Commission.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States) (PCAOB), the consolidated balance sheets of the Company as of December 31, 20192020 and 2018, and2019, the related consolidated statements of income, comprehensive income, equity, and cash flows for each of the years in the three-year period ended December 31, 2019,2020, and the related notes and financial statement schedules II, III and IV (collectively, the consolidated financial statements), and our report dated February 21, 202023, 2021 expressed an unqualified opinion on those consolidated financial statements.
The Company acquired an interest in certain real estate assets through an equity partnership with Le Groupe Maurice during 2019, and management excluded from its assessment of the effectiveness of the Company’s internal control over financial reporting as of December 31, 2019, the internal control over financial reporting of the operations of the acquired assets (LGM Operations). Total assets and total revenues related to LGM Operations represented 0.1% and 1.7%, respectively, of the Company’s related consolidated financial statement amounts as of and for the year ended December 31, 2019. Our audit of internal control over financial reporting of the Company also excluded an evaluation of the internal control over financial reporting of LGM Operations.
Basis for Opinion
The Company’s management is responsible for maintaining effective internal control over financial reporting and for its assessment of the effectiveness of internal control over financial reporting, included in the accompanying Management Report on Internal Control over Financial Reporting. Our responsibility is to express an opinion on the Company’s internal control over financial reporting based on our audit. We are a public accounting firm registered with the PCAOB and are required to be independent with respect to the Company in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.
We conducted our audit in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether effective internal control over financial reporting was maintained in all material respects. Our audit of internal control over financial reporting included obtaining an understanding of internal control over financial reporting, assessing the risk that a material weakness exists, and testing and evaluating the design and operating effectiveness of internal control based on the assessed risk. Our audit also included performing such other procedures as we considered necessary in the circumstances. We believe that our audit provides a reasonable basis for our opinion.
Definition and Limitations of Internal Control Over Financial Reporting
A company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles. A company’s internal control over financial reporting includes those policies and procedures that (1) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the company; (2) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles, and that receipts and expenditures of the company are being made only in accordance with authorizations of management and directors of the company; and (3) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use, or disposition of the company’s assets that could have a material effect on the financial statements.
Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.
/s/ KPMG LLP
Chicago, Illinois February 21, 202023, 2021
VENTAS, INC.
CONSOLIDATED BALANCE SHEETS
| | | | | | | | | | | |
| As of December 31, |
| 2020 | | 2019 |
| | (In thousands, except per
share amounts) |
| Assets | | | |
| Real estate investments: | | | |
| Land and improvements | $ | 2,261,415 | | | $ | 2,285,648 | |
| Buildings and improvements | 24,323,279 | | | 24,386,051 | |
| Construction in progress | 265,748 | | | 461,815 | |
| Acquired lease intangibles | 1,230,886 | | | 1,308,077 | |
| Operating lease assets | 346,372 | | | 385,225 | |
| 28,427,700 | | | 28,826,816 | |
| Accumulated depreciation and amortization | (7,877,665) | | | (7,092,243) | |
| Net real estate property | 20,550,035 | | | 21,734,573 | |
| Secured loans receivable and investments, net | 605,567 | | | 704,612 | |
| Investments in unconsolidated real estate entities | 443,688 | | | 45,022 | |
| Net real estate investments | 21,599,290 | | | 22,484,207 | |
| Cash and cash equivalents | 413,327 | | | 106,363 | |
| Escrow deposits and restricted cash | 38,313 | | | 39,739 | |
| Goodwill | 1,051,650 | | | 1,051,161 | |
| Assets held for sale | 9,608 | | | 85,527 | |
| Deferred income tax assets, net | 9,987 | | | 47,495 | |
| Other assets | 807,229 | | | 877,716 | |
| Total assets | $ | 23,929,404 | | | $ | 24,692,208 | |
| Liabilities and equity | | | |
| Liabilities: | | | |
| Senior notes payable and other debt | $ | 11,895,412 | | | $ | 12,158,773 | |
| Accrued interest | 111,444 | | | 111,115 | |
| Operating lease liabilities | 209,917 | | | 251,196 | |
| Accounts payable and other liabilities | 1,133,066 | | | 1,145,939 | |
| Liabilities related to assets held for sale | 3,246 | | | 5,224 | |
| Deferred income tax liabilities | 62,638 | | | 200,831 | |
| Total liabilities | 13,415,723 | | | 13,873,078 | |
| Redeemable OP unitholder and noncontrolling interests | 235,490 | | | 273,678 | |
| Commitments and contingencies | 0 | | 0 |
| Equity: | | | |
| Ventas stockholders’ equity: | | | |
| Preferred stock, $1.00 par value; 10,000 shares authorized, unissued | 0 | | | 0 | |
| Common stock, $0.25 par value; 600,000 shares authorized, 374,609 and 372,811 shares issued at December 31, 2020 and 2019, respectively | 93,635 | | | 93,185 | |
| Capital in excess of par value | 14,171,262 | | | 14,056,453 | |
| Accumulated other comprehensive loss | (54,354) | | | (34,564) | |
| Retained earnings (deficit) | (4,030,376) | | | (3,669,050) | |
| Treasury stock, 0 and 2 shares at December 31, 2020 and 2019, respectively | 0 | | | (132) | |
| Total Ventas stockholders’ equity | 10,180,167 | | | 10,445,892 | |
| Noncontrolling interests | 98,024 | | | 99,560 | |
| Total equity | 10,278,191 | | | 10,545,452 | |
| Total liabilities and equity | $ | 23,929,404 | | | $ | 24,692,208 | |
|
| | | | | | | |
| | As of December 31, |
| | 2019 | | 2018 |
| | (In thousands, except per share amounts) |
| Assets | | | |
| Real estate investments: | | | |
| Land and improvements | $ | 2,283,929 |
| | $ | 2,114,406 |
|
| Buildings and improvements | 24,380,440 |
| | 22,437,243 |
|
| Construction in progress | 461,354 |
| | 422,334 |
|
| Acquired lease intangibles | 1,306,152 |
| | 1,502,955 |
|
| Operating lease assets | 385,225 |
| | — |
|
| | 28,817,100 |
| | 26,476,938 |
|
| Accumulated depreciation and amortization | (7,088,013 | ) | | (6,383,281 | ) |
| Net real estate property | 21,729,087 |
| | 20,093,657 |
|
| Secured loans receivable and investments, net | 704,612 |
| | 495,869 |
|
| Investments in unconsolidated real estate entities | 45,022 |
| | 48,378 |
|
| Net real estate investments | 22,478,721 |
| | 20,637,904 |
|
| Cash and cash equivalents | 106,363 |
| | 72,277 |
|
| Escrow deposits and restricted cash | 39,739 |
| | 59,187 |
|
| Goodwill | 1,051,161 |
| | 1,050,548 |
|
| Assets held for sale | 91,433 |
| | 5,454 |
|
| Deferred income tax assets, net | 47,495 |
| | — |
|
| Other assets | 877,296 |
| | 759,185 |
|
| Total assets | $ | 24,692,208 |
| | $ | 22,584,555 |
|
| Liabilities and equity | | | |
| Liabilities: | | | |
| Senior notes payable and other debt | $ | 12,158,773 |
| | $ | 10,733,699 |
|
| Accrued interest | 111,115 |
| | 99,667 |
|
| Operating lease liabilities | 251,196 |
| | — |
|
| Accounts payable and other liabilities | 1,145,700 |
| | 1,086,030 |
|
| Liabilities related to assets held for sale | 5,463 |
| | 205 |
|
| Deferred income tax liabilities | 200,831 |
| | 205,219 |
|
| Total liabilities | 13,873,078 |
| | 12,124,820 |
|
| Redeemable OP unitholder and noncontrolling interests | 273,678 |
| | 188,141 |
|
| Commitments and contingencies |
| |
|
| Equity: | | | |
| Ventas stockholders’ equity: | | | |
| Preferred stock, $1.00 par value; 10,000 shares authorized, unissued | — |
| | — |
|
| Common stock, $0.25 par value; 600,000 shares authorized, 372,811 and 356,572 shares issued at December 31, 2019 and 2018, respectively | 93,185 |
| | 89,125 |
|
| Capital in excess of par value | 14,056,453 |
| | 13,076,528 |
|
| Accumulated other comprehensive loss | (34,564 | ) | | (19,582 | ) |
| Retained earnings (deficit) | (3,669,050 | ) | | (2,930,214 | ) |
| Treasury stock, 2 and 0 shares at December 31, 2019 and 2018, respectively | (132 | ) | | — |
|
| Total Ventas stockholders’ equity | 10,445,892 |
| | 10,215,857 |
|
| Noncontrolling interests | 99,560 |
| | 55,737 |
|
| Total equity | 10,545,452 |
| | 10,271,594 |
|
| Total liabilities and equity | $ | 24,692,208 |
| | $ | 22,584,555 |
|
See accompanying notes.
VENTAS, INC.
CONSOLIDATED STATEMENTS OF INCOME | | | | For the Years Ended December 31, | | For the Years Ended December 31, |
| | 2019 | | 2018 | | 2017 | | 2020 | | 2019 | | 2018 |
| | (In thousands, except per share amounts) | | (In thousands, except per share
amounts) |
| Revenues | | | | | | Revenues | | | | | |
| Rental income: | | | | | | Rental income: | | | | | |
| Triple-net leased | $ | 780,898 |
| | $ | 737,796 |
| | $ | 840,131 |
| Triple-net leased | $ | 695,265 | | | $ | 780,898 | | | $ | 737,796 | |
| Office | 828,978 |
| | 776,011 |
| | 753,467 |
| Office | 799,627 | | | 828,978 | | | 776,011 | |
| | 1,609,876 |
| | 1,513,807 |
| | 1,593,598 |
| | 1,494,892 | | | 1,609,876 | | | 1,513,807 | |
| Resident fees and services | 2,151,533 |
| | 2,069,477 |
| | 1,843,232 |
| Resident fees and services | 2,197,160 | | | 2,151,533 | | | 2,069,477 | |
| Office building and other services revenue | 11,156 |
| | 13,416 |
| | 13,677 |
| Office building and other services revenue | 15,191 | | | 11,156 | | | 13,416 | |
| Income from loans and investments | 89,201 |
| | 124,218 |
| | 117,608 |
| Income from loans and investments | 80,505 | | | 89,201 | | | 124,218 | |
| Interest and other income | 10,984 |
| | 24,892 |
| | 6,034 |
| Interest and other income | 7,609 | | | 10,984 | | | 24,892 | |
| Total revenues | 3,872,750 |
| | 3,745,810 |
| | 3,574,149 |
| Total revenues | 3,795,357 | | | 3,872,750 | | | 3,745,810 | |
| Expenses | | | | | | Expenses | | | | | |
| Interest | 451,662 |
| | 442,497 |
| | 448,196 |
| Interest | 469,541 | | | 451,662 | | | 442,497 | |
| Depreciation and amortization | 1,045,620 |
| | 919,639 |
| | 887,948 |
| Depreciation and amortization | 1,109,763 | | | 1,045,620 | | | 919,639 | |
| Property-level operating expenses: | | | | | | Property-level operating expenses: | |
| Senior living | 1,521,398 |
| | 1,446,201 |
| | 1,250,065 |
| Senior living | 1,658,671 | | | 1,521,398 | | | 1,446,201 | |
| Office | 260,249 |
| | 243,679 |
| | 233,007 |
| Office | 256,612 | | | 260,249 | | | 243,679 | |
| Triple-net leased | 26,561 |
| | — |
| | — |
| Triple-net leased | 22,160 | | | 26,561 | | | 0 | |
| | 1,808,208 |
| | 1,689,880 |
| | 1,483,072 |
| | 1,937,443 | | | 1,808,208 | | | 1,689,880 | |
| Office building services costs | 2,319 |
| | 1,418 |
| | 3,391 |
| Office building services costs | 2,315 | | | 2,319 | | | 1,418 | |
| General, administrative and professional fees | 165,996 |
| | 151,982 |
| | 135,490 |
| General, administrative and professional fees | 130,158 | | | 158,726 | | | 145,978 | |
| Loss on extinguishment of debt, net | 41,900 |
| | 58,254 |
| | 754 |
| Loss on extinguishment of debt, net | 10,791 | | | 41,900 | | | 58,254 | |
| Merger-related expenses and deal costs | 15,235 |
| | 30,547 |
| | 10,535 |
| Merger-related expenses and deal costs | 29,812 | | | 15,235 | | | 30,547 | |
| Allowance on loans receivable and investments | | Allowance on loans receivable and investments | 24,238 | | | 0 | | | 0 | |
| Other | (17,609 | ) | | 66,768 |
| | 20,052 |
| Other | 707 | | | (10,339) | | | 72,772 | |
| Total expenses | 3,513,331 |
| | 3,360,985 |
| | 2,989,438 |
| Total expenses | 3,714,768 | | | 3,513,331 | | | 3,360,985 | |
| Income before unconsolidated entities, real estate dispositions, income taxes, discontinued operations and noncontrolling interests | 359,419 |
| | 384,825 |
| | 584,711 |
| Income before unconsolidated entities, real estate dispositions, income taxes, discontinued operations and noncontrolling interests | 80,589 | | | 359,419 | | | 384,825 | |
| Loss from unconsolidated entities | (2,454 | ) | | (55,034 | ) | | (561 | ) | |
| Income (loss) from unconsolidated entities | | Income (loss) from unconsolidated entities | 1,844 | | | (2,454) | | | (55,034) | |
| Gain on real estate dispositions | 26,022 |
| | 46,247 |
| | 717,273 |
| Gain on real estate dispositions | 262,218 | | | 26,022 | | | 46,247 | |
| Income tax benefit | 56,310 |
| | 39,953 |
| | 59,799 |
| Income tax benefit | 96,534 | | | 56,310 | | | 39,953 | |
| Income from continuing operations | 439,297 |
| | 415,991 |
| | 1,361,222 |
| Income from continuing operations | 441,185 | | | 439,297 | | | 415,991 | |
| Discontinued operations | — |
| | (10 | ) | | (110 | ) | Discontinued operations | 0 | | | 0 | | | (10) | |
| Net income | 439,297 |
| | 415,981 |
| | 1,361,112 |
| Net income | 441,185 | | | 439,297 | | | 415,981 | |
| Net income attributable to noncontrolling interests | 6,281 |
| | 6,514 |
| | 4,642 |
| Net income attributable to noncontrolling interests | 2,036 | | | 6,281 | | | 6,514 | |
| Net income attributable to common stockholders | $ | 433,016 |
| | $ | 409,467 |
| | $ | 1,356,470 |
| Net income attributable to common stockholders | $ | 439,149 | | | $ | 433,016 | | | $ | 409,467 | |
| Earnings per common share | | | | | | Earnings per common share | | | | | |
| Basic: | | | | | | Basic: | | | | | |
| Income from continuing operations | $ | 1.20 |
| | $ | 1.17 |
| | $ | 3.83 |
| Income from continuing operations | $ | 1.18 | | | $ | 1.20 | | | $ | 1.17 | |
| Net income attributable to common stockholders | 1.18 |
| | 1.15 |
| | 3.82 |
| Net income attributable to common stockholders | 1.18 | | | 1.18 | | | 1.15 | |
| Diluted: | | | | | | Diluted: | |
| Income from continuing operations | $ | 1.19 |
| | $ | 1.16 |
| | $ | 3.80 |
| Income from continuing operations | $ | 1.17 | | | $ | 1.19 | | | $ | 1.16 | |
| Net income attributable to common stockholders | 1.17 |
| | 1.14 |
| | 3.78 |
| Net income attributable to common stockholders | 1.17 | | | 1.17 | | | 1.14 | |
See accompanying notes.
VENTAS, INC.
CONSOLIDATED STATEMENTS OF COMPREHENSIVE INCOME
| | | | | | | | | | | | | | | | | |
| For the Years Ended December 31, |
| 2020 | | 2019 | | 2018 |
| | (In thousands) |
| Net income | $ | 441,185 | | | $ | 439,297 | | | $ | 415,981 | |
| Other comprehensive (loss) income: | | | | | |
| Foreign currency translation | 3,254 | | | 5,729 | | | (9,436) | |
| Unrealized (loss) gain on available for sale securities | (3,549) | | | 11,634 | | | 14,944 | |
| Derivative instruments | (17,918) | | | (30,814) | | | 10,030 | |
| Total other comprehensive (loss) income | (18,213) | | | (13,451) | | | 15,538 | |
| Comprehensive income | 422,972 | | | 425,846 | | | 431,519 | |
| Comprehensive income attributable to noncontrolling interests | 3,613 | | | 7,649 | | | 6,514 | |
| Comprehensive income attributable to common stockholders | $ | 419,359 | | | $ | 418,197 | | | $ | 425,005 | |
|
| | | | | | | | | | | | | |
| | For the Years Ended December 31, |
| | 2019 | | 2018 | | 2017 |
| | (In thousands) |
| Net income | $ | 439,297 |
| | $ | 415,981 |
| | $ | 1,361,112 |
|
| Other comprehensive (loss) income: | | | | | |
| Foreign currency translation | 5,729 |
| | (9,436 | ) | | 20,612 |
|
| Unrealized gain (loss) on available for sale securities | 11,634 |
| | 14,944 |
| | (437 | ) |
| Derivative instruments | (30,814 | ) | | 10,030 |
| | 2,239 |
|
| Total other comprehensive (loss) income | (13,451 | ) | | 15,538 |
| | 22,414 |
|
| Comprehensive income | 425,846 |
| | 431,519 |
| | 1,383,526 |
|
| Comprehensive income attributable to noncontrolling interests | 7,649 |
| — |
| 6,514 |
| — |
| 4,642 |
|
| Comprehensive income attributable to common stockholders | $ | 418,197 |
| | $ | 425,005 |
| | $ | 1,378,884 |
|
See accompanying notes.
VENTAS, INC.
CONSOLIDATED STATEMENTS OF EQUITY
For the Years Ended December 31, 2020, 2019 2018 and 20172018 | | | | | | | | | | | | | | | | | | | | Common
Stock Par
Value | | Capital in
Excess of
Par Value | | Accumulated Other Comprehensive Loss | | Retained
Earnings
(Deficit) | | Treasury
Stock | | Total Ventas
Stockholders’
Equity | | Non- controlling
Interests | | Total Equity |
| | Common Stock Par Value | | Capital in Excess of Par Value | | Accumulated Other Comprehensive Loss | | Retained Earnings (Deficit) | | Treasury Stock | | Total Ventas Stockholders’ Equity | | Non- controlling Interests | | Total Equity | | (In thousands, except per share amounts) |
| | (In thousands, except per share amounts) | |
| Balance at January 1, 2017 | $ | 88,514 |
| | $ | 12,917,002 |
| | $ | (57,534 | ) | | $ | (2,487,695 | ) | | $ | (47 | ) | | $ | 10,460,240 |
| | $ | 68,513 |
| | $ | 10,528,753 |
| |
| Net income | — |
| | — |
| | — |
| | 1,356,470 |
| | — |
| | 1,356,470 |
| | 4,642 |
| | 1,361,112 |
| |
| Other comprehensive income | — |
| | — |
| | 22,414 |
| | — |
| | — |
| | 22,414 |
| | — |
| | 22,414 |
| |
| Impact of CCP Spin-Off | — |
| | 107 |
| | — |
| | — |
| | — |
| | 107 |
| | — |
| | 107 |
| |
| Net change in noncontrolling interests | — |
| | (1,427 | ) | | — |
| | — |
| | — |
| | (1,427 | ) | | (13,292 | ) | | (14,719 | ) | |
| Dividends to common stockholders—$3.115 per share | — |
| | — |
| | — |
| | (1,109,473 | ) | | — |
| | (1,109,473 | ) | | — |
| | (1,109,473 | ) | |
| Issuance of common stock | 276 |
| | 72,618 |
| | — |
| | — |
| | 553 |
| | 73,447 |
| | — |
| | 73,447 |
| |
| Issuance of common stock for stock plans | 87 |
| | 21,723 |
| | — |
| | — |
| | 796 |
| | 22,606 |
| | — |
| | 22,606 |
| |
| Change in redeemable noncontrolling interests | — |
| | (850 | ) | | — |
| | — |
| | — |
| | (850 | ) | | 6,096 |
| | 5,246 |
| |
| Adjust redeemable OP unitholder interests to current fair value | — |
| | 253 |
| | — |
| | — |
| | — |
| | 253 |
| | — |
| | 253 |
| |
| Redemption of OP and Class C Units | 84 |
| | 19,845 |
| | — |
| | — |
| | 3,207 |
| | 23,136 |
| | — |
| | 23,136 |
| |
| Grant of restricted stock, net of forfeitures | 68 |
| | 23,786 |
| | — |
| | — |
| | (4,551 | ) | | 19,303 |
| | — |
| | 19,303 |
| |
| Balance at December 31, 2017 | 89,029 |
| | 13,053,057 |
| | (35,120 | ) | | (2,240,698 | ) | | (42 | ) | | 10,866,226 |
| | 65,959 |
| | 10,932,185 |
| |
| Balance at January 1, 2018 | | Balance at January 1, 2018 | $ | 89,029 | | | $ | 13,053,057 | | | $ | (35,120) | | | $ | (2,240,698) | | | $ | (42) | | | $ | 10,866,226 | | | $ | 65,959 | | | $ | 10,932,185 | |
| Net income | — |
| | — |
| | — |
| | 409,467 |
| | — |
| | 409,467 |
| | 6,514 |
| | 415,981 |
| Net income | — | | | — | | | — | | | 409,467 | | | — | | | 409,467 | | | 6,514 | | | 415,981 | |
| Other comprehensive income | — |
| | — |
| | 15,538 |
| | — |
| | — |
| | 15,538 |
| | — |
| | 15,538 |
| Other comprehensive income | — | | | — | | | 15,538 | | | — | | | — | | | 15,538 | | | — | | | 15,538 | |
| Net change in noncontrolling interests | — |
| | (7,470 | ) | | — |
| | — |
| | — |
| | (7,470 | ) | | (16,736 | ) | | (24,206 | ) | Net change in noncontrolling interests | — | | | (7,470) | | | — | | | — | | | — | | | (7,470) | | | (16,736) | | | (24,206) | |
| Dividends to common stockholders—$3.1625 per share | — |
| | — |
| | — |
| | (1,129,626 | ) | | — |
| | (1,129,626 | ) | | — |
| | (1,129,626 | ) | Dividends to common stockholders—$3.1625 per share | — | | | — | | | — | | | (1,129,626) | | | — | | | (1,129,626) | | | — | | | (1,129,626) | |
| Issuance of common stock for stock plans and other | 49 |
| | 11,542 |
| | — |
| | — |
| | 1,318 |
| | 12,909 |
| | — |
| | 12,909 |
| |
| | Issuance of common stock for stock plans, restricted stock grants and other | | Issuance of common stock for stock plans, restricted stock grants and other | 93 | | | 34,647 | | | — | | | — | | | (210) | | | 34,530 | | | — | | | 34,530 | |
| | Adjust redeemable OP unitholder interests to current fair value | — |
| | (3,323 | ) | | — |
| | — |
| | — |
| | (3,323 | ) | | — |
| | (3,323 | ) | Adjust redeemable OP unitholder interests to current fair value | — | | | (3,323) | | | — | | | — | | | — | | | (3,323) | | | — | | | (3,323) | |
| Redemption of OP Units | 3 |
| | (383 | ) | | — |
| | — |
| | 252 |
| | (128 | ) | | — |
| | (128 | ) | Redemption of OP Units | 3 | | | (383) | | | — | | | — | | | 252 | | | (128) | | | — | | | (128) | |
| Grant of restricted stock, net of forfeitures | 44 |
| | 23,105 |
| | — |
| | — |
| | (1,528 | ) | | 21,621 |
| | — |
| | 21,621 |
| |
| | Cumulative effect of change in accounting principles | — |
| | — |
| | — |
| | 30,643 |
| | — |
| | 30,643 |
| | — |
| | 30,643 |
| Cumulative effect of change in accounting principles | — | | | — | | | — | | | 30,643 | | | — | | | 30,643 | | | — | | | 30,643 | |
| Balance at December 31, 2018 | 89,125 |
| | 13,076,528 |
| | (19,582 | ) | | (2,930,214 | ) | | — |
| | 10,215,857 |
| | 55,737 |
| | 10,271,594 |
| Balance at December 31, 2018 | 89,125 | | | 13,076,528 | | | (19,582) | | | (2,930,214) | | | — | | | 10,215,857 | | | 55,737 | | | 10,271,594 | |
| Net income | — |
| | — |
| | — |
| | 433,016 |
| | — |
| | 433,016 |
| | 6,281 |
| | 439,297 |
| Net income | — | | | — | | | — | | | 433,016 | | | — | | | 433,016 | | | 6,281 | | | 439,297 | |
| Other comprehensive (loss) income | — |
| | — |
| | (14,819 | ) | | — |
| | — |
| | (14,819 | ) | | 1,368 |
| | (13,451 | ) | Other comprehensive (loss) income | — | | | — | | | (14,819) | | | — | | | — | | | (14,819) | | | 1,368 | | | (13,451) | |
| Net change in noncontrolling interests | — |
| | (12,332 | ) | | — |
| | — |
| | — |
| | (12,332 | ) | | 36,174 |
| | 23,842 |
| Net change in noncontrolling interests | — | | | (12,332) | | | — | | | — | | | — | | | (12,332) | | | 36,174 | | | 23,842 | |
| Dividends to common stockholders—$3.17 per share | — |
| | — |
| | — |
| | (1,172,653 | ) | | — |
| | (1,172,653 | ) | | — |
| | (1,172,653 | ) | Dividends to common stockholders—$3.17 per share | — | | | — | | | — | | | (1,172,653) | | | — | | | (1,172,653) | | | — | | | (1,172,653) | |
| Issuance of common stock | 3,829 |
| | 938,509 |
| | — |
| | — |
| | — |
| | 942,338 |
| | — |
| | 942,338 |
| Issuance of common stock | 3,829 | | | 938,509 | | | — | | | — | | | — | | | 942,338 | | | — | | | 942,338 | |
| Issuance of common stock for stock plans | 152 |
|
| 64,581 |
|
| — |
|
| — |
|
| 6,587 |
| | 71,320 |
| | — |
| | 71,320 |
| |
| Issuance of common stock for stock plans, restricted stock grants and other | | Issuance of common stock for stock plans, restricted stock grants and other | 230 | | | 61,875 | | | — | | | — | | | (132) | | | 61,973 | | | — | | | 61,973 | |
| Adjust redeemable OP unitholder interests to current fair value | — |
| | (7,388 | ) | | — |
| | — |
| | — |
| | (7,388 | ) | | — |
| | (7,388 | ) | Adjust redeemable OP unitholder interests to current fair value | — | | | (7,388) | | | — | | | — | | | — | | | (7,388) | | | — | | | (7,388) | |
| Redemption of OP Units | 1 |
| | (739 | ) | | — |
| | — |
| | — |
| | (738 | ) | | — |
| | (738 | ) | Redemption of OP Units | 1 | | | (739) | | | — | | | — | | | — | | | (738) | | | — | | | (738) | |
| Grant of restricted stock, net of forfeitures | 78 |
| | (2,706 | ) | | — |
| | — |
| | (6,719 | ) | | (9,347 | ) | | — |
| | (9,347 | ) | |
| | Cumulative effect of change in accounting principle | — |
| | — |
| | (163 | ) | | 801 |
| | — |
| | 638 |
| | — |
| | 638 |
| Cumulative effect of change in accounting principle | — | | | — | | | (163) | | | 801 | | | — | | | 638 | | | — | | | 638 | |
| Balance at December 31, 2019 | $ | 93,185 |
| | $ | 14,056,453 |
| | $ | (34,564 | ) | | $ | (3,669,050 | ) | | $ | (132 | ) | | $ | 10,445,892 |
| | $ | 99,560 |
| | $ | 10,545,452 |
| Balance at December 31, 2019 | 93,185 | | | 14,056,453 | | | (34,564) | | | (3,669,050) | | | (132) | | | 10,445,892 | | | 99,560 | | | 10,545,452 | |
| Net income | | Net income | — | | | — | | | — | | | 439,149 | | | — | | | 439,149 | | | 2,036 | | | 441,185 | |
| Other comprehensive (loss) income | | Other comprehensive (loss) income | — | | | — | | | (19,790) | | | — | | | — | | | (19,790) | | | 1,577 | | | (18,213) | |
| Net change in noncontrolling interests | | Net change in noncontrolling interests | — | | | 8,227 | | | — | | | — | | | — | | | 8,227 | | | (5,149) | | | 3,078 | |
| Dividends to common stockholders—$2.1425 per share | | Dividends to common stockholders—$2.1425 per share | — | | | — | | | — | | | (800,475) | | | — | | | (800,475) | | | — | | | (800,475) | |
| Issuance of common stock | | Issuance of common stock | 371 | | | 65,640 | | | — | | | — | | | — | | | 66,011 | | | — | | | 66,011 | |
| Issuance of common stock for stock plans, restricted stock grants and other | | Issuance of common stock for stock plans, restricted stock grants and other | 79 | | | 22,568 | | | — | | | — | | | 132 | | | 22,779 | | | — | | | 22,779 | |
| | Adjust redeemable OP unitholder interests to current fair value | | Adjust redeemable OP unitholder interests to current fair value | — | | | 18,638 | | | — | | | — | | | — | | | 18,638 | | | — | | | 18,638 | |
| Redemption of OP Units | | Redemption of OP Units | — | | | (264) | | | — | | | — | | | — | | | (264) | | | — | | | (264) | |
| | Balance at December 31, 2020 | | Balance at December 31, 2020 | $ | 93,635 | | | $ | 14,171,262 | | | $ | (54,354) | | | $ | (4,030,376) | | | $ | 0 | | | $ | 10,180,167 | | | $ | 98,024 | | | $ | 10,278,191 | |
See accompanying notes.
VENTAS, INC.
CONSOLIDATED STATEMENTS OF CASH FLOWS
| | | | | | | | | | | | | | | | | |
| For the Years Ended December 31, |
| 2020 | | 2019 | | 2018 |
| | (In thousands) |
| Cash flows from operating activities: | | | | | |
| Net income | $ | 441,185 | | | $ | 439,297 | | | $ | 415,981 | |
| Adjustments to reconcile net income to net cash provided by operating activities: | | | | | |
| Depreciation and amortization | 1,109,763 | | | 1,045,620 | | | 919,639 | |
| Amortization of deferred revenue and lease intangibles, net | (40,856) | | | (7,967) | | | (30,660) | |
| Other non-cash amortization | 20,719 | | | 22,985 | | | 18,886 | |
| Allowance on loans receivable and investments | 24,238 | | | 0 | | | 0 | |
| Stock-based compensation | 21,487 | | | 33,923 | | | 29,963 | |
| Straight-lining of rental income | 103,082 | | | (30,073) | | | 13,396 | |
| Loss on extinguishment of debt, net | 10,791 | | | 41,900 | | | 58,254 | |
| Gain on real estate dispositions | (262,218) | | | (26,022) | | | (46,247) | |
| Gain on real estate loan investments | (167) | | | 0 | | | (13,202) | |
| | | | | |
| Income tax benefit | (101,985) | | | (58,918) | | | (43,026) | |
| (Income) loss from unconsolidated entities | (1,832) | | | 2,464 | | | 55,034 | |
| | | | | |
| Distributions from unconsolidated entities | 4,920 | | | 1,600 | | | 2,934 | |
| Real estate impairments related to natural disasters | 0 | | | 0 | | | 52,510 | |
| Other | (779) | | | 13,264 | | | 3,720 | |
| Changes in operating assets and liabilities: | | | | | |
| Increase in other assets | (68,233) | | | (76,693) | | | (23,198) | |
| Increase in accrued interest | 276 | | | 9,737 | | | 4,992 | |
| Increase (decrease) in accounts payable and other liabilities | 189,785 | | | 26,666 | | | (37,509) | |
| Net cash provided by operating activities | 1,450,176 | | | 1,437,783 | | | 1,381,467 | |
| Cash flows from investing activities: | | | | | |
| Net investment in real estate property | (78,648) | | | (958,125) | | | (265,907) | |
| Investment in loans receivable | (115,163) | | | (1,258,187) | | | (229,534) | |
| Proceeds from real estate disposals | 1,044,357 | | | 147,855 | | | 353,792 | |
| Proceeds from loans receivable | 119,011 | | | 1,017,309 | | | 911,540 | |
| | | | | |
| | | | | |
| | | | | |
| Development project expenditures | (380,413) | | | (403,923) | | | (330,876) | |
| Capital expenditures | (148,234) | | | (156,724) | | | (131,858) | |
| Distributions from unconsolidated entities | 0 | | | 172 | | | 57,455 | |
| Investment in unconsolidated entities | (286,822) | | | (3,855) | | | (47,007) | |
| Insurance proceeds for property damage claims | 207 | | | 30,179 | | | 6,891 | |
| Net cash provided by (used in) investing activities | 154,295 | | | (1,585,299) | | | 324,496 | |
| Cash flows from financing activities: | | | | | |
| Net change in borrowings under revolving credit facilities | (88,868) | | | (569,891) | | | 321,463 | |
| Net change in borrowings under commercial paper program | (565,524) | | | 565,524 | | | 0 | |
| Proceeds from debt | 733,298 | | | 3,013,191 | | | 2,549,473 | |
| Repayment of debt | (479,539) | | | (2,623,916) | | | (3,465,579) | |
| Purchase of noncontrolling interests | (8,239) | | | 0 | | | (4,724) | |
| Payment of deferred financing costs | (8,379) | | | (21,403) | | | (20,612) | |
| Issuance of common stock, net | 55,362 | | | 942,085 | | | 0 | |
| Cash distribution to common stockholders | (928,809) | | | (1,157,720) | | | (1,127,143) | |
| Cash distribution to redeemable OP unitholders | (7,283) | | | (9,218) | | | (7,459) | |
| Cash issued for redemption of OP Units | (575) | | | (2,203) | | | (1,370) | |
| Contributions from noncontrolling interests | 1,314 | | | 6,282 | | | 1,883 | |
| Distributions to noncontrolling interests | (12,946) | | | (9,717) | | | (11,574) | |
| Proceeds from stock option exercises | 15,103 | | | 36,179 | | | 8,762 | |
| Other | (4,936) | | | (8,519) | | | (5,057) | |
| Net cash (used in) provided by financing activities | (1,300,021) | | | 160,674 | | | (1,761,937) | |
| Net increase (decrease) in cash, cash equivalents and restricted cash | 304,450 | | | 13,158 | | | (55,974) | |
| Effect of foreign currency translation | 1,088 | | | 1,480 | | | (815) | |
| Cash, cash equivalents and restricted cash at beginning of year | 146,102 | | | 131,464 | | | 188,253 | |
| Cash, cash equivalents and restricted cash at end of year | $ | 451,640 | | | $ | 146,102 | | | $ | 131,464 | |
|
| | | | | | | | | | | |
| | For the Years Ended December 31, |
| | 2019 | | 2018 | | 2017 |
| | (In thousands) |
| Cash flows from operating activities: | | | | | |
| Net income | $ | 439,297 |
| | $ | 415,981 |
| | $ | 1,361,112 |
|
| Adjustments to reconcile net income to net cash provided by operating activities: | | | | | |
| Depreciation and amortization | 1,045,620 |
| | 919,639 |
| | 887,948 |
|
| Amortization of deferred revenue and lease intangibles, net | (7,967 | ) | | (30,660 | ) | | (20,537 | ) |
| Other non-cash amortization | 22,985 |
| | 18,886 |
| | 16,058 |
|
| Stock-based compensation | 33,923 |
| | 29,963 |
| | 26,543 |
|
| Straight-lining of rental income | (30,073 | ) | | 13,396 |
| | (23,134 | ) |
| Loss on extinguishment of debt, net | 41,900 |
| | 58,254 |
| | 754 |
|
| Gain on real estate dispositions | (26,022 | ) | | (46,247 | ) | | (717,273 | ) |
| Gain on real estate loan investments | — |
| | (13,202 | ) | | (124 | ) |
| Income tax benefit | (58,918 | ) | | (43,026 | ) | | (63,599 | ) |
| Loss from unconsolidated entities | 2,464 |
| | 55,034 |
| | 3,588 |
|
| Gain on re-measurement of equity interest upon acquisition, net | — |
| | — |
| | (3,027 | ) |
| Distributions from unconsolidated entities | 1,600 |
| | 2,934 |
| | 4,676 |
|
| Real estate impairments related to natural disasters | — |
| | 52,510 |
| | 4,616 |
|
| Other | 13,264 |
| | 3,720 |
| | 4,624 |
|
| Changes in operating assets and liabilities: | | | | | |
| Increase in other assets | (76,693 | ) | | (23,198 | ) | | (29,282 | ) |
| Increase in accrued interest | 9,737 |
| | 4,992 |
| | 11,068 |
|
| Increase (decrease) in accounts payable and other liabilities | 26,666 |
| | (37,509 | ) | | (35,259 | ) |
| Net cash provided by operating activities | 1,437,783 |
| | 1,381,467 |
| | 1,428,752 |
|
| Cash flows from investing activities: | | | | | |
| Net investment in real estate property | (958,125 | ) | | (265,907 | ) | | (664,684 | ) |
| Investment in loans receivable | (1,258,187 | ) | | (229,534 | ) | | (748,119 | ) |
| Proceeds from real estate disposals | 147,855 |
| | 353,792 |
| | 859,874 |
|
| Proceeds from loans receivable | 1,017,309 |
| | 911,540 |
| | 101,097 |
|
| Development project expenditures | (403,923 | ) | | (330,876 | ) | | (299,085 | ) |
| Capital expenditures | (156,724 | ) | | (131,858 | ) | | (132,558 | ) |
| Distributions from unconsolidated entities | 172 |
| | 57,455 |
| | 6,169 |
|
| Investment in unconsolidated entities | (3,855 | ) | | (47,007 | ) | | (61,220 | ) |
| Insurance proceeds for property damage claims | 30,179 |
| | 6,891 |
| | 1,419 |
|
| Net cash (used in) provided by investing activities | (1,585,299 | ) | | 324,496 |
| | (937,107 | ) |
| Cash flows from financing activities: | | | | | |
| Net change in borrowings under revolving credit facilities | (569,891 | ) | | 321,463 |
| | 384,783 |
|
| Net change in borrowings under commercial paper program | 565,524 |
| | — |
| | — |
|
| Proceeds from debt | 3,013,191 |
| | 2,549,473 |
| | 1,111,649 |
|
| Repayment of debt | (2,623,916 | ) | | (3,465,579 | ) | | (1,369,084 | ) |
| Purchase of noncontrolling interests | — |
| | (4,724 | ) | | (15,809 | ) |
| Payment of deferred financing costs | (21,403 | ) | | (20,612 | ) | | (27,297 | ) |
| Issuance of common stock, net | 942,085 |
| | — |
| | 73,596 |
|
| Cash distribution to common stockholders | (1,157,720 | ) | | (1,127,143 | ) | | (827,285 | ) |
| Cash distribution to redeemable OP unitholders | (9,218 | ) | | (7,459 | ) | | (5,677 | ) |
| Cash issued for redemption of OP Units | (2,203 | ) | | (1,370 | ) | | — |
|
| Contributions from noncontrolling interests | 6,282 |
| | 1,883 |
| | 4,402 |
|
| Distributions to noncontrolling interests | (9,717 | ) | | (11,574 | ) | | (11,187 | ) |
| Proceeds from stock option exercises | 36,179 |
| | 8,762 |
| | 16,287 |
|
| Other | (8,519 | ) | | (5,057 | ) | | (5,705 | ) |
| Net cash provided by (used in) financing activities | 160,674 |
| | (1,761,937 | ) | | (671,327 | ) |
| Net increase (decrease) in cash, cash equivalents and restricted cash | 13,158 |
| | (55,974 | ) | | (179,682 | ) |
| Effect of foreign currency translation | 1,480 |
| | (815 | ) | | 581 |
|
| Cash, cash equivalents and restricted cash at beginning of year | 131,464 |
| | 188,253 |
| | 367,354 |
|
| Cash, cash equivalents and restricted cash at end of year | $ | 146,102 |
| | $ | 131,464 |
| | $ | 188,253 |
|
VENTAS, INC.
CONSOLIDATED STATEMENTS OF CASH FLOWS (Continued)
| | | | | | | | | | | | | | | | | |
| For the Years Ended December 31, |
| 2020 | | 2019 | | 2018 |
| (In thousands) |
| Supplemental disclosure of cash flow information: | | | | | |
| Interest paid including payments and receipts for derivative instruments | $ | 429,636 | | | $ | 410,854 | | | $ | 406,907 | |
| Supplemental schedule of non-cash activities: | | | | | |
| Assets acquired and liabilities assumed from acquisitions and other: | | | | | |
| Real estate investments | $ | 170,484 | | | $ | 1,057,138 | | | $ | 94,280 | |
| Other assets | 1,224 | | | 11,140 | | | 5,398 | |
| Debt | 55,368 | | | 907,746 | | | 30,508 | |
| Other liabilities | 2,707 | | | 47,121 | | | 18,086 | |
| Deferred income tax liability | 337 | | | 95 | | | 922 | |
| Noncontrolling interests | 20,259 | | | 113,316 | | | 2,591 | |
| Equity issued | 0 | | | 0 | | | 30,487 | |
| Equity issued for redemption of OP Units | 0 | | | 127 | | | 907 | |
|
| | | | | | | | | | | |
| | For the Years Ended December 31, |
| | 2019 | | 2018 | | 2017 |
| | (In thousands) |
| Supplemental disclosure of cash flow information: | | | | | |
| Interest paid including swap payments and receipts | $ | 410,584 |
| | $ | 406,907 |
| | $ | 409,890 |
|
| Supplemental schedule of non-cash activities: | | | | | |
| Assets acquired and liabilities assumed from acquisitions and other: | | | | | |
| Real estate investments | $ | 1,057,138 |
| | $ | 94,280 |
| | $ | 425,906 |
|
| Other assets | 11,140 |
| | 5,398 |
| | (3,716 | ) |
| Debt | 907,746 |
| | 30,508 |
| | 75,231 |
|
| Other liabilities | 47,121 |
| | 18,086 |
| | 70,878 |
|
| Deferred income tax liability | 95 |
| | 922 |
| | (14,869 | ) |
| Noncontrolling interests | 113,316 |
| | 2,591 |
| | 4,202 |
|
| Equity issued | — |
| | 30,487 |
| | — |
|
| Equity issued for redemption of OP Units | 127 |
| | 907 |
| | 24,002 |
|
See accompanying notes.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
NOTE 1—1–DESCRIPTION OF BUSINESS
Ventas, Inc. (together with its subsidiaries, unless otherwise indicated or except where the context otherwise requires, “we,” “us” or “our”), an S&P 500 company, is a real estate investment trust (“REIT”) operating at the intersection of healthcare and real estate, with a highly diversified portfolio of seniors housing,senior housing; life science, research and innovation,innovation; and healthcare propertiesproperties; which we generally refer to as “healthcare real estate,” located throughout the United States, Canada and the United Kingdom. As of December 31, 2019,2020, we owned or managed through unconsolidated real estate entities approximately 1,200 properties (including properties owned through investments in unconsolidated entities and properties classified as held for sale),sale, consisting of seniorssenior housing communities, medical office buildings (“MOBs”), life science, research and innovation centers, inpatient rehabilitation facilities (“IRFs”) and long-term acute care facilities (“LTACs”), and health systems. We had 22 properties under development, including 4 properties that are owned by unconsolidated real estate entities. Our company was originally founded in 1983 and is headquartered in Chicago, Illinois. Illinois with an additional office in Louisville, Kentucky.
We primarily invest in seniorsa diversified portfolio of healthcare real estate asset through wholly owned subsidiaries and other co-investment entities. We operate through three reportable business segments: triple-net leased properties, senior living operations, which we also refer to as SHOP, and office operations.See “Note 2 – Accounting Policies” and “Note 19 – Segment Information.”Our senior housing research and innovation, and healthcare properties through acquisitions and leaseare either operated under triple-net leases in our triple-net leased properties to unaffiliated tenantssegment or operate them through independent third-party managers.managers in our senior living operations segment.
As of December 31, 2019,2020, we leased a total of 412366 properties (excluding properties within our office operations reportable business segment) to various healthcare operating companies under “triple-net” or “absolute-net” leases that obligate the tenants to pay all property-related expenses, including maintenance, utilities, repairs, taxes, insurance and capital expenditures. Our 3 largest tenants, Brookdale Senior Living Inc. (together with its subsidiaries, “Brookdale Senior Living”), Ardent Health Partners, LLC (together with its subsidiaries, “Ardent”) and Kindred Healthcare, LLC (formerly Kindred Healthcare, Inc., together(together with its subsidiaries, “Kindred”) leased from us 122121 properties (excluding 28 properties managed by Brookdale Senior Living pursuant to long-term management agreements), 1112 properties and 32 properties, respectively, as of December 31, 2019.
As of December 31, 2019,2020, pursuant to long-term management agreements, we engaged independent operators,managers, such as Atria Senior Living, Inc. (“Atria”) and Sunrise Senior Living, LLC (together with its subsidiaries, “Sunrise”), to manage 406 seniorsthe 441 senior housing communities in our senior living operations segment for us.
Through our Lillibridge Healthcare Services, Inc. subsidiary and our ownership interest in PMB Real Estate Services LLC, we also provide MOB management, leasing, marketing, facility development and advisory services to highly rated hospitals and health systems throughout the United States. In addition, from time to time, we make secured and non-mortgage loans and other investments relating to seniorssenior housing and healthcare operators or properties.
During fiscal 2020 and continuing into fiscal 2021, the COVID-19 pandemic has negatively affected our businesses in a number of ways and is expected to continue to do so.
Operating Results.Our senior living operations segment was significantly impacted by the COVID-19 pandemic. Occupancy decreased over the course of 2020, while operating expenses increased as our senior living communities responded to the pandemic, resulting in a significant decline in NOI compared to 2019. Our NNN senior housing tenants’ performance was similarly affected by COVID-19. During the course of 2020, we modified certain NNN senior housing leases to reset rent and provided other modest financial accommodations to certain NNN senior housing tenants who needed it as a result of COVID-19. We also wrote-off previously accrued straight-line rental income related to NNN senior housing tenants due to COVID-19.
However, we benefited from our ongoing strategy of diversification, with our office and NNN healthcare businesses demonstrating resilience in the face of the pandemic. The Company’s NNN healthcare tenants benefited from significant government financial support that was deployed early and has partially offset the direct financial impact of the pandemic. Our office operations segment, which primarily serves MOB and research and innovation tenants that were less impacted by the pandemic, delivered steady performance throughout the year.
Provider Relief Grants.In the third and fourth quarter of 2020, we applied for grants under Phase 2 and Phase 3 of the Provider Relief Fund administered by the U.S. Department of Health & Human Services (“HHS”) on behalf of the assisted living communities in our senior living operations segment to partially mitigate losses attributable to COVID-19. These grants
are intended to reimburse eligible providers for expenses incurred to prevent, prepare for and respond to COVID-19 and lost revenues attributable to COVID-19. Recipients are not required to repay distributions from the Provider Relief Fund, provided that they attest to and comply with certain terms and conditions. See “Government Regulation—Governmental Response to the COVID-19 Pandemic” in Part I, Item 1 of this Annual Report.
During the fourth quarter of 2020, we received $34.3 million and $0.8 million in grants in connection with our Phase 2 and Phase 3 applications, respectively, and recognized these grants within property-level operating expenses in our Consolidated Statements of Income. Subsequent to December 31, 2020, we received $13.6 million in grants in connection with our Phase 3 applications, which we expect to recognize in 2021. While we have received all amounts under our Phase 2 applications and have begun to receive amounts under our Phase 3 applications, there can be no assurance that our remaining applications will be approved or that additional funds will ultimately be received. Any grants that are ultimately received and retained by us are not expected to fully offset the losses incurred in our senior living operating portfolio that are attributable to COVID-19. Further, although we continue to monitor and evaluate the terms and conditions associated with the Provider Relief Fund distributions, we cannot assure you that we will be in compliance with all requirements related to the payments received under the Provider Relief Fund.
Capital Conservation Actions. In response to the COVID-19 pandemic, we took precautionary steps to increase liquidity and preserve financial flexibility in light of the resulting uncertainty.See “Management’s Discussion and Analysis of Financial Condition and Results of Operations—Liquidity and Capital Resources; Recent Capital Conservation Actions.” As of February 16, 2021, we had approximately $3.0 billion in liquidity, including availability under our revolving credit facility and cash and cash equivalents on hand, with 0 borrowings outstanding under our commercial paper program and negligible near-term debt maturing.
Continuing Impact. The trajectory and future impact of the COVID-19 pandemic remains highly uncertain. The extent of the pandemic’s continuing and ultimate effect on our operational and financial performance will depend on a variety of factors, including the speed at which available vaccines can be successfully deployed; the rate of acceptance of available vaccines, particularly among the residents and staff in our senior housing communities; the impact of new variants of the virus and the effectiveness of available vaccines against those variants; ongoing clinical experience, which may differ considerably across regions and fluctuate over time; and on other future developments, including the ultimate duration, spread and intensity of the outbreak, the availability of testing, the extent to which governments impose, roll back or re-impose preventative restrictions and the availability of ongoing government financial support to our business, tenants and operators. Due to these uncertainties, we are not able at this time to estimate the ultimate impact of the COVID-19 pandemic on our business, results of operations, financial condition and cash flows.
We have not identified the COVID-19 pandemic, on its own, as a “triggering event” for purposes of evaluating impairment of real estate assets, goodwill and other intangibles, investments in unconsolidated entities and financial instruments. However, as of December 31, 2020, we considered the effect of the pandemic on certain of our assets (described below) and our ability to recover the respective carrying values of these assets. We applied our considerations to existing critical accounting policies that require us to make estimates and assumptions regarding future events that affect the reported amounts of assets and liabilities. We based our estimates on our experience and on assumptions we believe to be reasonable under the circumstances. As a result, we have recognized the following charges for the year ended December 31, 2020:
•Adjustment to rental income: As of December 31, 2020, we concluded that it is probable we will not collect substantially all rents from certain tenants, primarily within our triple-net leased properties segment. As a result, we recognized adjustments to rental income of $74.6 million for the year ended December 31, 2020. Rental payments from these tenants will be recognized in rental income when received.
•Impairment of real estate assets: During 2020, we compared our estimate of undiscounted cash flows, including a hypothetical terminal value, for certain real estate assets to the assets’ respective carrying values. During 2020 we recognized $126.5 million of impairments representing the difference between the assets’ carrying value and the then-estimated fair value of $239.9 million. The impaired assets, primarily senior housing communities, represent approximately 1% of our consolidated net real estate property as of December 31, 2020. Impairments are recorded within depreciation and amortization in our Consolidated Statements of Income and are primarily related to our senior living operations reportable business segment.
•Loss on financial instruments and impairment of unconsolidated entities: As of December 31, 2020, we concluded that credit losses exist within certain of our non-mortgage loans receivable and government-sponsored pooled loan investments. As a result, we recognized credit loss charges of $34.7 million for the year ended December 31, 2020 within allowance on loans receivable and investments in our Consolidated Statements of Income. During the fourth
quarter of 2020, we received $10.5 million as a principal payment on previously reserved loans. No allowances are recorded within our portfolios of secured mortgage loans or marketable debt securities. In addition, during 2020 we recognized an impairment of $10.7 million in an equity investment in an unconsolidated entity also recorded within allowance on loans receivable and investments in our Consolidated Statements of Income.
•Deferred tax asset valuation allowance: During 2020, we concluded that it was not more likely than not that deferred tax assets (primarily US federal NOL carryforwards which begin to expire in 2032) would be realized based on our cumulative loss in recent years for certain of our taxable REIT subsidiaries. As a result, we recorded a valuation allowance of $56.4 million against these deferred tax assets on our Consolidated Balance Sheets with a corresponding charge to income tax benefit (expense) in our Consolidated Statements of Income. We maintained our conclusions regarding the realizability of deferred tax assets as of December 31, 2020.
NOTE 2—2–ACCOUNTING POLICIES
Principles of Consolidation
The accompanying Consolidated Financial Statements include our accounts and the accounts of our wholly owned subsidiaries and the joint venture entities over which we exercise control. All intercompany transactions and balances have been eliminated in consolidation, and our net earnings are reduced by the portion of net earnings attributable to noncontrolling interests.
U.S. generally accepted accounting principles (“GAAP”) requiresrequire us to identify entities for which control is achieved through means other than voting rights and to determine which business enterprise is the primary beneficiary of variable interest entities (“VIEs”). A VIE is broadly defined as an entity with one or more of the following characteristics: (a) the total equity investment at risk is insufficient to finance the entity’s activities without additional subordinated financial support; (b) as a group, the holders of the equity investment at risk lack (i) the ability to make decisions about the entity’s activities through voting or similar rights, (ii) the obligation to absorb the expected losses of the entity, or (iii) the right to receive the expected residual returns of the entity; and (c) the equity investors have voting rights that are not proportional to their economic interests, and substantially all of the entity’s activities either involve, or are conducted on behalf of, an investor that has disproportionately few voting rights. We consolidate our investment in a VIE when we determine that we are its primary beneficiary. We may change our original assessment of a VIE upon subsequent events such as the modification of contractual arrangements that affects the characteristics or adequacy of the entity’s equity investments at risk and the disposition of all or a portion of an interest held by the primary beneficiary.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
We identify the primary beneficiary of a VIE as the enterprise that has both: (i) the power to direct the activities of the VIE that most significantly impact the entity’s economic performance;performance and (ii) the obligation to absorb losses or the right to receive benefits of the VIE that could be significant to the entity. We perform this analysis on an ongoing basis.
As it relates to investments in joint ventures, GAAP may preclude consolidation by the sole general partner in certain circumstances based on the type of rights held by the limited partner or partners. We assess limited partners’ rights and their impact on our consolidation conclusions, and we reassess if there is a change to the terms or in the exercisability of the rights of the limited partners, the sole general partner increases or decreases its ownership of limited partnership (“LP”) interests or there is an increase or decrease in the number of outstanding LP interests. We also apply this guidance to managing member interests in limited liability companies (“LLCs”).
We consolidate several VIEs that share the following common characteristics:
•the VIE is in the legal form of an LP or LLC;
•the VIE was designed to own and manage its underlying real estate investments;
•we are the general partner or managing member of the VIE;
•we own a majority of the voting interests in the VIE;
•a minority of voting interests in the VIE are owned by external third parties, unrelated to us;
•the minority owners do not have substantive kick-out or participating rights in the VIE; and
•we are the primary beneficiary of the VIE.
We have separately identified certain special purpose entities that were established to allow investments in research and innovation projects by tax credit investors (“TCIs”). We have determined that these special purpose entities are VIEs, we are a holder of variable interests and that we are the primary beneficiary of the VIEs, and therefore we consolidate these special
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
purpose entities. Our primary beneficiary determination is based upon several factors, including but not limited to the rights we have in directing the activities which most significantly impact the VIEs’ economic performance as well as certain guarantees which protect the TCIs from losses should a tax credit recapture event occur.
In general, the assets of the consolidated VIEs are available only for the settlement of the obligations of the respective entities. Unless otherwise required by the LP or LLC agreement, any mortgage loans of the consolidated VIEs are non-recourse to us. The table below summarizes the total assets and liabilities of our consolidated VIEs as reported on our Consolidated Balance Sheets:
| | | | | | | | | | | | | | | | | | | | | | | | | | |
| | December 31, 2020 | | December 31, 2019 |
| | Total Assets | | Total Liabilities | | Total Assets | | Total Liabilities |
| | (In thousands) |
| NHP/PMB L.P. | | $ | 649,128 | | | $ | 238,168 | | | $ | 666,404 | | | $ | 244,934 | |
| Other identified VIEs | | 4,095,102 | | | 1,653,036 | | | 4,075,821 | | | 1,459,830 | |
| Tax credit VIEs | | 614,490 | | | 204,746 | | | 845,229 | | | 333,809 | |
|
| | | | | | | | | | | | | | | | |
| | | December 31, 2019 | | December 31, 2018 |
| | | Total Assets | | Total Liabilities | | Total Assets | | Total Liabilities |
| | | (In thousands) |
| NHP/PMB L.P. | | $ | 666,404 |
| | $ | 244,934 |
| | $ | 673,467 |
| | $ | 238,147 |
|
| Other identified VIEs | | 4,075,821 |
| | 1,459,830 |
| | 2,076,715 |
| | 405,350 |
|
| Tax credit VIEs | | 845,229 |
| | 333,809 |
| | 797,077 |
| | 297,004 |
|
Investments in Unconsolidated Entities
We report investments in unconsolidated entities over whose operating and financial policies we have the ability to exercise significant influence under the equity method of accounting. Under this method of accounting, our share of the investee’s earnings or losses is included in our Consolidated Statements of Income.
We base the initial carrying value of investments in unconsolidated entities on the fair value of the assets at the time we acquired the joint venture interest. We estimate fair values for our equity method investments based on discounted cash flow models that include all estimated cash inflows and outflows over a specified holding period and, where applicable, any estimated debt premiums or discounts. The capitalization rates, discount rates and credit spreads we use in these models are based upon assumptions that we believe to be within a reasonable range of current market rates for the respective investments.
We generally amortize any difference between our cost basis and the basis reflected at the joint venture level, if any, over the lives of the related assets and liabilities and include that amortization in our share of income or loss from unconsolidated entities. For earnings of equity method investments with pro rata distribution allocations, net income or loss is allocated between the partners in the joint venture based on their respective stated ownership percentages. In other instances,
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
net income or loss ismay be allocated between the partners in the joint venture based on the hypothetical liquidation at book value method (the “HLBV method”). Under the HLBV method, net income or loss is allocated between the partners based on the difference between each partner’s claim on the net assets of the joint venture at the end and beginning of the period, after taking into account contributions and distributions. Each partner’s share of the net assets of the joint venture is calculated as the amount that the partner would receive if the joint venture were to liquidate all of its assets at net book value and distribute the resulting cash to creditors and partners in accordance with their respective priorities. Under the HLBV method, in any given period, we could record more or less income than the joint venture has generated, than actual cash distributions we receive or than the amount we may receive in the event of an actual liquidation.
Redeemable OP Unitholder and Noncontrolling Interests
We own a majority interest in NHP/PMB L.P. (“NHP/PMB”), a limited partnership formed in 2008 to acquire properties from entities affiliated with Pacific Medical Buildings LLC (“PMB”). Given our wholly owned subsidiary is the general partner and the primary beneficiary of NHP/PMB, we consolidate it as a VIE. As of December 31, 2019, third party2020, third-party investors owned 3.3 million Class A limited partnership units in NHP/PMB (“OP Units”), which represented 31% of the total units then outstanding, and we owned 7.3 million Class B limited partnership units in NHP/PMB, representing the remaining 69%. At any time following the first anniversary of the date of their issuance, the OP Units may be redeemed at the election of the holder for cash or, at our option, 0.9051 shares of our common stock per OP Unit, subject to further adjustment in certain circumstances. We are party by assumption to a registration rights agreement with the holders of the OP Units that requires us, subject to the terms and conditions and certain exceptions set forth therein, to file and maintain a registration statement relating to the issuance of shares of our common stock upon redemption of OP Units.
Prior to January 2017, we owned a majority interest in Ventas Realty Capital Healthcare Trust Operating Partnership, L.P. (“Ventas Realty OP”) and we consolidated this entity because our wholly owned subsidiary is the general partner and was the primary beneficiary of this VIE. In January 2017, third party investors redeemed the remaining limited partnership units (“Class C Units”) outstanding. After giving effect to such redemptions, Ventas Realty OP is our wholly owned subsidiary.
As redemption rights are outside of our control, the redeemable OP Units are classified outside of permanent equity on our Consolidated Balance Sheets. We reflect the redeemable OP Units at the greater of cost or redemption value. As of December 31, 20192020 and 2018,2019, the fair value of the redeemable OP Units was $146.0 million and $171.2 million, and $174.6 million, respectively.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
We recognize changes in fair value through capital in excess of par value, net of cash distributions paid and purchases by us of any OP Units. Our diluted earnings per share includes the effect of any potential shares outstanding from redemption of the OP Units.
Certain noncontrolling interests of other consolidated joint ventures were also classified as redeemable at December 31, 20192020 and 2018.2019. Accordingly, we record the carrying amount of these noncontrolling interests at the greater of their initial carrying amount (increased or decreased for the noncontrolling interests’ share of net income or loss and distributions) or the redemption value. Our joint venture partners have certain redemption rights with respect to their noncontrolling interests in these joint ventures that are outside of our control, and the redeemable noncontrolling interests are classified outside of permanent equity on our Consolidated Balance Sheets. We recognize changes in the carrying value of redeemable noncontrolling interests through capital in excess of par value.
Noncontrolling Interests
Excluding the redeemable noncontrolling interests described above, we present the portion of any equity that we do not own in entities that we control (and thus consolidate) as noncontrolling interests and classify those interests as a component of consolidated equity, separate from total Ventas stockholders’ equity, on our Consolidated Balance Sheets. For consolidated joint ventures with pro rata distribution allocations, net income or loss, and comprehensive income, is allocated between the joint venture partners based on their respective stated ownership percentages. In other cases, net income or loss is allocated between the joint venture partners based on the HLBV method. We account for purchases or sales of equity interests that do not result in a change of control as equity transactions, through capital in excess of par value. We include net income attributable to the noncontrolling interests in net income in our Consolidated Statements of Income and we include the noncontrolling interests share of comprehensive income in our Consolidated Statements of Comprehensive Income.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
Accounting for Historic and New Markets Tax Credits
For certain of our research and innovation centers, we are party to certain contractual arrangements with TCIs that were established to enable the TCIs to receive benefits of historic tax credits (“HTCs”) and/or, new markets tax credits (“NMTCs”)., or both. As of December 31, 2019,2020, we owned 108 properties including 1 property in development, that had syndicated HTCs or NMTCs, or both, to TCIs.
In general, TCIs invest cash into special purpose entities that invest in entities that own the subject property and generate the tax credits. The TCIs receive substantially all of the tax credits and hold only a nominal interest in the economic risk and benefits of the special purpose entities.
HTCs are delivered to the TCIs upon substantial completion of the project. NMTCs are allowed for up to 39% of a qualified investment and are delivered to the TCIs after the investment has been funded and spent on a qualified business. HTCs are subject to 20% recapture per year beginning one year after the completion of the historic rehabilitation of the subject property. NMTCs are subject to 100% recapture until the end of the seventh year following the qualifying investment. We have provided the TCIs with certain guarantees which protect the TCIs from losses should a tax credit recapture event occur. The contractual arrangements with the TCIs include a put/call provision whereby we may be obligated or entitled to repurchase the interest of the TCIs in the special purpose entities at the end of the tax credit recapture period. We anticipate that either the TCIs will exercise their put rights or we will exercise our call rights prior to the applicable tax credit recapture periods.
The portion of the TCI’s investment that is attributed to the put is recorded at fair value at inception in accounts payable and other liabilities on our Consolidated Balance Sheets, and is accreted to the expected put price as interest expense in our Consolidated Statements of Income over the recapture period. The remaining balance of the TCI’s investment is initially recorded in accounts payable and other liabilities on our Consolidated Balance Sheets and will be relieved upon delivery of the tax credit to the TCI, as a reduction in the carrying value of the subject property, net of allocated expenses. Direct and incremental costs incurred in structuring the transaction are deferred and will be recognized as an increase in the cost basis of the subject property upon the recognition of the related tax credit as discussed above.
Accounting Estimates
The preparation of financial statements in accordance with GAAP requires us to make estimates and assumptions regarding future events that affect the reported amounts of assets and liabilities, the disclosure of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenues and expenses during the reporting period. Actual results could differ from those estimates.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
Accounting for Real Estate Acquisitions
When we acquire real estate, we first make reasonable judgments about whether the transaction involves an asset or a business. Our real estate acquisitions are generally accounted for as asset acquisitions as substantially all of the fair value of the gross assets acquired is concentrated in a single identifiable asset or group of similar identifiable assets. Regardless of whether an acquisition is considered a business combination or an asset acquisition, we record the cost of the businesses or assets acquired as tangible and intangible assets and liabilities based upon their estimated fair values as of the acquisition date.
We estimate the fair value of buildings acquired on an as-if-vacant basis or replacement cost basis and depreciate the building value over the estimated remaining life of the building, generally not to exceed 35 years. We determine the fair value of other fixed assets, such as site improvements and furniture, fixtures and equipment, based upon the replacement cost and depreciate such value over the assets’ estimated remaining useful lives as determined at the applicable acquisition date. We determine the value of land either by considering the sales prices of similar properties in recent transactions or based on internal analyses of recently acquired and existing comparable properties within our portfolio. We generally determine the value of construction in progress based upon the replacement cost. However, for certain acquired properties that are part of a ground-up development, we determine fair value by using the same valuation approach as for all other properties and deducting the estimated cost to complete the development. During the remaining construction period, we capitalize project costs until the development has reached substantial completion. Construction in progress, including capitalized interest, is not depreciated until the development has reached substantial completion.
Intangibles primarily include the value of in-place leases and acquired lease contracts. We include all lease-related intangible assets and liabilities within acquired lease intangibles and accounts payable and other liabilities, respectively, on our Consolidated Balance Sheets.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
The fair value of acquired lease-related intangibles, if any, reflects: (i) the estimated value of any above and/or below market leases, determined by discounting the difference between the estimated market rent and in-place lease rent; and (ii) the estimated value of in-place leases related to the cost to obtain tenants, including leasing commissions, and an estimated value of the absorption period to reflect the value of the rent and recovery costs foregone during a reasonable lease-up period as if the acquired space was vacant. We amortize any acquired lease-related intangibles to revenue or amortization expense over the remaining life of the associated lease plus any assumed bargain renewal periods. If a lease is terminated prior to its stated expiration or not renewed upon expiration, we recognize all unamortized amounts of lease-related intangibles associated with that lease in operations at that time.over the shortened lease term.
We estimate the fair value of purchase option intangible assets and liabilities, if any, by discounting the difference between the applicable property’s acquisition date fair value and an estimate of its future option price. We do not amortize the resulting intangible asset or liability over the term of the lease, but rather adjust the recognized value of the asset or liability upon sale.
In connection with an acquisition, we may assume rights and obligations under certain lease agreements pursuant to which we become the lessee of a given property. We generally assume the lease classification previously determined by the prior lessee absent a modification in the assumed lease agreement. We assess assumed operating leases, including ground leases, to determine whether the lease terms are favorable or unfavorable to us given current market conditions on the acquisition date. To the extent the lease terms are favorable or unfavorable to us relative to market conditions on the acquisition date, we recognize an intangible asset or liability at fair value and amortize that asset or liability to interest or rental expense in our Consolidated Statements of Income over the applicable lease term. Where we are the lessee, we record the acquisition date values of leases, including any above or below market value, within operating lease assets and operating lease liabilities on our Consolidated Balance Sheets.
We estimate the fair value of noncontrolling interests assumed consistent with the manner in which we value all of the underlying assets and liabilities.
We calculate the fair value of long-term assumed debt by discounting the remaining contractual cash flows on each instrument at the current market rate for those borrowings, which we approximate based on the rate at which we would expect to incur a replacement instrument on the date of acquisition, and recognize any fair value adjustments related to long-term debt as effective yield adjustments over the remaining term of the instrument.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
Impairment of Long-Lived and Intangible Assets
We periodically evaluate our long-lived assets, primarily consisting of investments in real estate, for impairment indicators. If indicators of impairment are present, we evaluate the carrying value of the related real estate investments in relation to the future undiscounted cash flows of the underlying operations. In performing this evaluation, we consider market conditions and our current intentions with respect to holding or disposing of the asset. We adjust the net book value of real estate properties and other long-lived assets to fair value if the sum of the expected future undiscounted cash flows, including sales proceeds, is less than book value. We recognize an impairment loss at the time we make any such determination.
If impairment indicators arise with respect to intangible assets with finite useful lives, we evaluate impairment by comparing the carrying amount of the asset to the estimated future undiscounted net cash flows expected to be generated by the asset. If estimated future undiscounted net cash flows are less than the carrying amount of the asset, then we estimate the fair value of the asset and compare the estimated fair value to the intangible asset’s carrying value. We recognize any shortfall from carrying value as an impairment loss in the current period.
We evaluate our investments in unconsolidated entities for impairment at least annually, and whenever events or changes in circumstances indicate that the carrying value of our investment may exceed its fair value. If we determine that a decline in the fair value of our investment in an unconsolidated entity is other-than-temporary, and if such reduced fair value is below the carrying value, we record an impairment.
We test goodwill for impairment at least annually, and more frequently if indicators arise. We first assess qualitative factors, such as current macroeconomic conditions, state of the equity and capital markets and our overall financial and operating performance, to determine the likelihood that the fair value of a reporting unit is less than its carrying amount. If we determine it is more likely than not that the fair value of a reporting unit is less than its carrying amount, we proceed with the two-step approach to evaluating impairment. First, we estimateestimating the fair value of the reporting unitunit. On January 1, 2020, we adopted ASU 2017-04, Simplifying the Test for Goodwill Impairment, which removes the traditional “Step 2” of the goodwill impairment test that required a hypothetical purchase price allocation. A goodwill impairment, if any, will be recognized in the period it is determined and compare it tois now measured as the amount by which a reporting unit’s carrying value. If the carrying value exceeds its fair value, we proceed with the second step, which requires us tovalue.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
assign the fair value of the reporting unit to all of the assets and liabilities of the reporting unit as if it had been acquired in a business combination at the date of the impairment test. The excess fair value of the reporting unit over the amounts assigned to the assets and liabilities is the implied value of goodwill and is used to determine the amount of impairment. We recognize an impairment loss to the extent the carrying value of goodwill exceeds the implied value in the current period.
Estimates of fair value used in our evaluation of goodwill (if necessary based on our qualitative assessment), investments in real estate, investments in unconsolidated entities and intangible assets are based upon discounted future cash flow projections or other acceptable valuation techniques that are based, in turn, upon all available evidence including level three inputs, such as revenue and expense growth rates, estimates of future cash flows, capitalization rates, discount rates, general economic conditions and trends, or other available market data.data such as replacement cost or comparable transactions. Our ability to accurately predict future operating results and cash flows and to estimate and determine fair values impacts the timing and recognition of impairments. While we believe our assumptions are reasonable, changes in these assumptions may have a material impact on our financial results.
Assets Held for Sale and Discontinued Operations
We sell properties from time to time for various reasons, including favorable market conditions or the exercise of purchase options by tenants. We classify certain long-lived assets as held for sale once the criteria, as defined by GAAP, have been met. Long-lived assets to be disposed of are reported at the lower of their carrying amount or fair value minus cost to sell and are no longer depreciated.
If at any time we determine that the criteria for classifying assets as held for sale are no longer met, we reclassify assets within net real estate investments on our Consolidated Balance Sheets for all periods presented. The carrying amount of these assets is adjusted (in the period in which a change in classification is determined) to reflect any depreciation expense that would have been recognized had the asset been continuously classified as net real estate investments.
We report discontinued operations when the following criteria are met: (1) a component of an entity or group of components that has been disposed of or classified as held for sale and represents a strategic shift that has or will have a major effect on an entity’s operations and financial results; or (2) an acquired business is classified as held for sale on the acquisition date. The results of operations for assets meeting the definition of discontinued operations are reflected in our Consolidated Statements of Income as discontinued operations for all periods presented. We allocate estimated interest expense to discontinued operations based on property values and our weighted average interest rate or the property’s actual mortgage interest.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
Loans Receivable
We record loans receivable, other than those acquired in connection with a business combination, on our Consolidated Balance Sheets (either in secured loans receivable and investments, net or other assets, in the case of non-mortgage loans receivable) at the unpaid principal balance, net of any deferred origination fees, purchase discounts or premiums and valuation allowances. We amortize net deferred origination fees, which are comprised of loan fees collected from the borrower net of certain direct costs, and purchase discounts or premiums over the contractual life of the loan using the effective interest method and immediately recognize in income any unamortized balances if the loan is repaid before its contractual maturity.
On January 1, we adopted ASU 2016-13, Measurement of Credit Losses on Financial Instruments (“ASU 2016-13”). The amendments in ASU 2016-13 require us to evaluate a current estimate of all expected credit losses over the life of a financial instrument, which may result in earlier recognition of credit losses on loans and other financial instruments. Under prior guidance, we generally only considered past events and current conditions in measuring an incurred loss. We regularly evaluatewill establish a reserve for any estimated credit losses using this model with a corresponding charge to net income. We adopted ASU 2016-13 using the collectabilitymodified retrospective method and we established no reserve upon adoption. Our evaluation of credit losses of loans receivable is based on factors such as corporate and facility-level financial and operational reports, compliance with financial covenants set forth in the applicable loan agreement, the financial strength of the borrower and any guarantor, the payment history of the borrower, and current economic conditions. If our evaluation of these factors indicates it is probable that we will be unable to collect all amounts due under the terms of the applicable loan agreement, we provide a reserve against the portion of the receivable that we estimate may not be collected.conditions and reasonable and supportable forecasts.
Cash Equivalents
Cash equivalents consist of highly liquid investments with a maturity date of three months or less when purchased. These investments are stated at cost, which approximates fair value.
Escrow Deposits and Restricted Cash
Escrow deposits consist of amounts held by us or our lenders to provide for future real estate tax, insurance expenditures and tenant improvements related to our properties and operations. Restricted cash generally represents amounts paid to us for security deposits and other similar purposes.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
Deferred Financing Costs
We amortize deferred financing costs, which are reported within senior notes payable and other debt on our Consolidated Balance Sheets, as a component of interest expense over the terms of the related borrowings using a method that approximates a level yield. Amortized costs of approximately $23.0 million, $20.2 million $18.1 million and $18.9$18.1 million were included in interest expense for the years ended December 31, 2020, 2019 2018 and 2017,2018, respectively.
Available for Sale Securities
We classify available for sale securities as a component of other assets on our Consolidated Balance Sheets (other than our interests in government-sponsored pooled loan investments, which are classified as secured loans receivable and investments, net on our Consolidated Balance Sheets). We record these securities at fair value and include unrealized gains and losses recorded in stockholders’ equity as a component of accumulated other comprehensive income on our Consolidated Balance Sheets. If we determine that a credit loss exists with respect to individual investments, we will recognize an allowance against the amortized cost basis of the investment with a corresponding charge to net income. We report interest income, including discount or premium amortization, on available for sale securities and gains or losses on securities sold, which are based on the specific identification method, in income from loans and investments in our Consolidated Statements of Income.
Derivative Instruments
We recognize all derivative instruments in other assets or accounts payable and other liabilities on our Consolidated Balance Sheets at fair value as of the reporting date. We recognize changes in the fair value of derivative instruments in other expenses in our Consolidated Statements of Income or accumulated other comprehensive income on our Consolidated Balance Sheets, depending on the intended use of the derivative and our designation of the instrument.
We do not use our derivative financial instruments, including interest rate caps, interest rate swaps and foreign currency forward contracts, for trading or speculative purposes. Our foreign currency forward contracts and certain of our interest rate swaps (including the interest rate swap contracts of consolidated and unconsolidated joint ventures) are designated as effectively hedging the variability of expected cash flows related to their underlying securities and, therefore, also are
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
recorded on our Consolidated Balance Sheets at fair value, with changes in the fair value of these instruments recognized in accumulated other comprehensive income on our Consolidated Balance Sheets. We recognize any noncontrolling interests’ proportionate share of the changes in fair value of swap contracts of our consolidated joint ventures in noncontrolling interests on our Consolidated Balance Sheets. We recognize our proportionate share of the change in fair value of swap contracts of our unconsolidated joint ventures in accumulated other comprehensive income on our Consolidated Balance Sheets. Certain of our other interest rate swaps and rate caps were not designated as having a hedging relationship with the underlying securities and therefore do not meet the criteria for hedge accounting under GAAP. Accordingly, these interest rate swaps are recorded on our Consolidated Balance Sheets at fair value, and we recognize changes in the fair value of these instruments in current earnings (in other expenses) in our Consolidated Statements of Income.
Fair Values of Financial Instruments
Fair value is a market-based measurement, not an entity-specific measurement, and we determine fair value based on the assumptions that we expect market participants would use in pricing the asset or liability. As a basis for considering market participant assumptions in fair value measurements, GAAP establishes a fair value hierarchy that distinguishes between market participant assumptions based on market data obtained from sources independent of the reporting entity (observable inputs that are classified within levels one and two of the hierarchy) and the reporting entity’s own assumptions about market participant assumptions (unobservable inputs classified within level three of the hierarchy).
Level one inputs utilize unadjusted quoted prices for identical assets or liabilities in active markets that we have the ability to access. Level two inputs are inputs other than quoted prices included in level one that are directly or indirectly observable for the asset or liability. Level two inputs may include quoted prices for similar assets and liabilities in active markets and other inputs for the asset or liability that are observable at commonly quoted intervals, such as interest rates, foreign exchange rates and yield curves. Level three inputs are unobservable inputs for the asset or liability, which typically are based on our own assumptions, because there is little, if any, related market activity. If the determination of the fair value measurement is based on inputs from different levels of the hierarchy, the level within which the entire fair value measurement falls is the lowest levellowest-level input that is significant to the fair value measurement in its entirety. If the volume and level of market activity for an asset or liability has decreased significantly relative to the normal market activity for such asset or liability (or similar assets or liabilities), then transactions or quoted prices may not accurately reflect fair value. In addition, if there is evidence that a transaction for an asset or liability is not orderly, little, if any, weight is placed on that transaction price as an
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
indicator of fair value. Our assessment of the significance of a particular input to the fair value measurement in its entirety requires judgment and considers factors specific to the asset or liability.
We use the following methods and assumptions in estimating the fair value of our financial instruments.instruments whose fair value is determined on a recurring basis.
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• | •Cash and cash equivalents - The carrying amount of unrestricted cash and cash equivalents reported on our Consolidated Balance Sheets approximates fair value due to the short maturity of these instruments.
•Escrow deposits and restricted cash - The carrying amount of escrow deposits and restricted cash reported on our Consolidated Balance Sheets approximates fair value due to the short maturity of these instruments.
•Loans receivable - We estimate the fair value of loans receivable using level two and level three inputs. We discount future cash flows using current interest rates at which similar loans with the same terms and length to maturity would be made to borrowers with similar credit ratings.
•Available for sale securities - We estimate the fair value of marketable debt securities using level two inputs. We observe quoted prices for similar assets or liabilities in active markets that we have the ability to access. We estimate the fair value of certain government-sponsored pooled loan investments using level three inputs. We consider credit spreads, underlying asset performance and credit quality, and default rates.
•Derivative instruments - With the assistance of a third party, we estimate the fair value of derivative instruments, including interest rate caps, interest rate swaps, and foreign currency forward contracts, using level two inputs.
◦Interest rate caps - We observe forward yield curves and other relevant information.
◦Interest rate swaps - We observe alternative financing rates derived from market-based financing rates, forward yield curves and discount rates.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
◦Foreign currency forward contracts - We estimate the future values of the two currency tranches using forward exchange rates that are based on traded forward points and calculate a present value of the net amount using a discount factor based on observable traded interest rates.
•Stock warrants - We estimate the fair value of stock warrants using level two inputs that are obtained from public sources. Inputs include equity spot price, dividend yield, volatility and risk-free rate.
•Senior notes payable and other debt - We estimate the fair value of senior notes payable and other debt using level two inputs. We discount the future cash flows using current interest rates at which we could obtain similar borrowings. For mortgage debt, we may estimate fair value using level three inputs, similar to those used in determining fair value of loans receivable (above).
•Redeemable OP unitholder interests - We estimate the fair value of our redeemable OP unitholder interests using level one inputs. We base fair value on the closing price of our common stock, as OP Units may be redeemed at the election of the holder for cash or, at our option, shares of our common stock, subject to adjustment in certain circumstances.
The carrying amount of unrestricted cash and cash equivalents reported on our Consolidated Balance Sheets approximates fair value due to the short maturity of these instruments.
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• | Escrow deposits and restricted cash - The carrying amount of escrow deposits and restricted cash reported on our Consolidated Balance Sheets approximates fair value due to the short maturity of these instruments.
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• | Loans receivable - We estimate the fair value of loans receivable using level two and level three inputs. We discount future cash flows using current interest rates at which similar loans with the same terms and length to maturity would be made to borrowers with similar credit ratings.
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• | Available for sale securities - We estimate the fair value of marketable debt securities using level two inputs. We observe quoted prices for similar assets or liabilities in active markets that we have the ability to access. We estimate the fair value of certain government-sponsored pooled loan investments using level three inputs. We consider credit spreads, underlying asset performance and credit quality, and default rates.
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• | Derivative instruments - With the assistance of a third party, we estimate the fair value of derivative instruments, including interest rate caps, interest rate swaps, and foreign currency forward contracts, using level two inputs.
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◦ | Interest rate caps - We observe forward yield curves and other relevant information. |
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◦ | Interest rate swaps - We observe alternative financing rates derived from market-based financing rates, forward yield curves and discount rates. |
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◦ | Foreign currency forward contracts - We estimate the future values of the two currency tranches using forward exchange rates that are based on traded forward points and calculate a present value of the net amount using a discount factor based on observable traded interest rates. |
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• | Senior notes payable and other debt - We estimate the fair value of senior notes payable and other debt using level two inputs. We discount the future cash flows using current interest rates at which we could obtain similar borrowings. For mortgage debt, we may estimate fair value using level three inputs, similar to those used in determining fair value of loans receivable (above).
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• | Redeemable OP unitholder interests - We estimate the fair value of our redeemable OP unitholder interests using level one inputs. We base fair value on the closing price of our common stock, as OP Units may be redeemed at the election of the holder for cash or, at our option, shares of our common stock, subject to adjustment in certain circumstances.
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Revenue Recognition
Triple-Net Leased Properties and Office Operations
Certain of our triple-net leases and most of our MOB and research and innovation centercenters (collectively, “office operations”) leases provide for periodic and determinable increases in base rent. We recognize base rental revenues under these leases on a straight-line basis over the applicable lease term when collectability of substantially all rents is probable. Recognizing rental income on a straight-line basis generally results in recognized revenues during the first half of a lease term exceeding the cash amounts contractually due from our tenants, creating a straight-line rent receivable that is included in other assets on our Consolidated Balance Sheets. At December 31, 20192020 and 2018,2019, this cumulative excess totaled $278.8$169.7 million and $250.0$278.8 million, (net of allowances of $44.6 million, recorded under prior accounting guidance), respectively (excluding properties classified as held for sale).
Certain of our leases provide for periodic increases in base rent only if certain revenue parameters or other substantive contingencies are met. We recognize the increased rental revenue under these leases as the related parameters or contingencies are met, rather than on a straight-line basis over the applicable lease term.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
We assess the probability of collecting substantially all rents under our leases based on several factors, including, among other things, payment history, the financial strength of the tenant and any guarantors, the historical operations and operating trends of the property, the historical payment pattern of the tenant, the type of property, the value of the underlying collateral, if any, expected future performance of the property and current economic conditions. If our evaluation of these factors indicates it is not probable that we will be able to collect substantially all rents under the lease, we recognizerecord a charge to rental income. If we change our conclusions regarding the probability of collecting rent payments required by a lease, we may recognize adjustments to rental income in the period we make such change in our conclusions.
Senior Living Operations
Our resident agreements are accounted for as leases and we recognize resident fees and services, other than move-in fees, monthly as services are provided. We recognize move-in fees on a straight-line basis over the average resident stay.
Other
We recognize interest income from loans and investments, including discounts and premiums, using the effective interest method when collectability is reasonably assured. We apply the effective interest method on a loan-by-loan basis and recognize discounts and premiums as yield adjustments over the related loan term. We evaluate collectability of accrued interest receivables separate from the amortized cost basis of our loans. As such, we recognize interest income on an impaired loan to the extent our estimate of the fair value of the collateralwe believe accrued contractual interest payments are collectable. Otherwise, interest income is sufficient to support the balance of the loan, other receivables and all related accrued interest. When the balance of the loan, other receivables and all related accrued interest is equal to or less than our estimate of the fair value of the collateral, we recognize interest incomerecognized on a cash basis.
Accounting for Leased Property
We lease real property, primarily land and corporate office space, and equipment, primarily vehicles at our senior housing communities. At lease inception, we establish an operating lease asset and operating lease liability calculated as the
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
present value of future minimum lease payments. As our leases do not provide an implicit rate, we use a reserve against an impaired loandiscount rate that approximates our incremental borrowing rate available at lease commencement to determine the extent our total investmentpresent value. Our lease expense primarily consists of ground and corporate office leases. Ground lease expense is included in interest expense and corporate office lease expense is included in general, administrative and professional fees in the loan exceeds our estimateCompany’s Consolidated Statements of the fair value of the loan collateral. Income.
Stock-Based Compensation
We recognize share-based payments to employees and directors, including grants of stock options and restricted stock, included in general, administrative and professional fees in our Consolidated Statements of Income generally on a straight-line basis over the requisite service period based on the grant date fair value of the award.
Gain on Sale of Assets
On January 1, 2018, we adopted the provisions of Accounting Standards Codification (“ASC”) 610-20, Gains and Losses from the Derecognition of Nonfinancial Assets (“ASC 610-20”). In accordance with ASC 610-20, we recognize any gains when we transfer control of a property and when it is probable that we will collect substantially all of the related consideration. We adopted ASC 610-20 using the modified retrospective method and recognized a cumulative effect adjustment to retained earnings of $31.2 million relating to deferred gains on sales of real estate assets in 2015.
Federal Income Tax
We have elected to be treated as a REIT under the applicable provisions of the Internal Revenue Code of 1986, as amended (the “Code”), for every year beginning with the year ended December 31, 1999. Accordingly, we generally are not subject to federal income tax on net income that we distribute to our stockholders, provided that we continue to qualify as a REIT. However, with respect to certain of our subsidiaries that have elected to be treated as taxable REIT subsidiaries (“TRS” or “TRS entities”), we record income tax expense or benefit, as those entities are subject to federal income tax similar to regular corporations. Certain foreign subsidiaries are subject to foreign income tax, although they did not elect to be treated as TRSs.
We account for deferred income taxes using the asset and liability method and recognize deferred tax assets and liabilities for the expected future tax consequences of events that have been included in our financial statements or tax returns. Under this method, we determine deferred tax assets and liabilities based on the differences between the financial reporting and tax bases of assets and liabilities using enacted tax rates in effect for the year in which the differences are expected to reverse. Any increase or decrease in the deferred tax liability that results from a change in circumstances, and that causes us to change our judgment about expected future tax consequences of events, is included in the tax provision when such changes occur. Deferred income taxes also reflect the impact of operating loss and tax credit carryforwards. A valuation allowance is provided if we believe it is more likely than not that all or some portion of the deferred tax asset will not be realized. Any increase or decrease in the valuation allowance that results from a change in circumstances, and that causes us to change our judgment about the realizability of the related deferred tax asset, is included in the tax provision when such changes occur.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
We recognize the tax benefit from an uncertain tax position claimed or expected to be claimed on a tax return only if it is more likely than not that the tax position will be sustained on examination by taxing authorities, based on the technical merits of the position. The tax benefits recognized in the financial statements from such a position are measured based on the largest benefit that has a greater than fifty percent likelihood of being realized upon ultimate settlement. We recognize interest and penalties, if applicable, related to uncertain tax positions as part of income tax benefit or expense.
Foreign Currency
Certain of our subsidiaries’ functional currencies are the local currencies of their respective foreign jurisdictions. We translate the results of operations of our foreign subsidiaries into U.S. dollars using average rates of exchange in effect during the period, and we translate balance sheet accounts using exchange rates in effect at the end of the period. We record resulting currency translation adjustments in accumulated other comprehensive income, a component of stockholders’ equity, on our Consolidated Balance Sheets, and we record foreign currency transaction gains and losses in other expense in our Consolidated Statements of Income. We recognize any noncontrolling interests’ proportionate share of currency translation adjustments of our foreign consolidated joint ventures in noncontrolling interests on our Consolidated Balance Sheets.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
Segment Reporting
As of December 31, 2020, 2019 2018 and 2017,2018, we operated through 3 reportable business segments: triple-net leased properties, senior living operations and office operations. Under our triple-net leased properties segment, we invest in and own seniorssenior housing and healthcare properties throughout the United States and the United Kingdom and lease those properties to healthcare operating companies under “triple-net” or “absolute-net” leases that obligate the tenants to pay all property-related expenses. In our senior living operations segment, we invest in seniorssenior housing communities throughout the United States and Canada and engage independent operators, such as Atria and Sunrise, to manage those communities. In our office operations segment, we primarily acquire, own, develop, lease and manage MOBs and research and innovation centers throughout the United States. See “NOTE 19—SEGMENT INFORMATION.“Note 19 – Segment Information.”
Recently Issued or Adopted Accounting Standards
We adopted ASC Topic 842, Leases (“ASC 842”) on January 1, 2019, which introduced a lessee model that brings most leases on the balance sheet and, among other changes, eliminates the requirement in current GAAP for an entity to use bright-line tests in determining lease classification.
ASC 842 allows for several practical expedients which permit the following: no reassessment of lease classification or initial direct costs; use of the standard’s effective date as the date of initial application; and no separation of non-lease components from the related lease components and, instead, to account for those components as a single lease component if certain criteria are met. We elected these practical expedients using the effective date as our date of initial application. Therefore, financial information and disclosures under ASC 842 are not provided for periods prior to January 1, 2019.
Upon adoption, we recognized both right of use assets and lease liabilities for leases in which we lease land, real property or other equipment. We now also report revenues and expenses within our triple-net leased properties reportable business segment for real estate taxes and insurance that are escrowed and obligations of the tenants in accordance with their respective leases with us. This reporting had no impact on our net income. Resident leases within our senior living operations reportable business segment and office leases also contain service elements. We elected the practical expedient to account for our resident and office leases as a single lease component. Also, we now expense certain leasing costs, other than leasing commissions, as they are incurred. Prior to the adoption of ASC 842, GAAP provided for the deferral and amortization of such costs over the applicable lease term. We are continuing to amortize any unamortized deferred lease costs as of December 31, 2018 over their respective lease terms.
As ofWe used January 1, 2019 we recognized operating lease assetsas the date of $361.7 million on our Consolidated Balance Sheets which includes the present value of minimum lease payments as well as certain existing above and/or below market lease intangible values associated with such leases. Also upon adoption, we recognized operating lease liabilities of $216.9 million on our Consolidated Balance Sheets. The present value of minimum lease payments was calculated on each lease using a discount rate that approximates our incremental borrowing rate primarily adjustedinitial application. Therefore, financial information and disclosures under ASC 842 are not provided for the length of the individual lease terms. As of theperiods prior to January 1, 2019 adoption date, we utilized discount rates ranging from 6.15% to 7.60% for our ground leases.
2019. Upon adoption, we recognized a cumulative effect adjustment to retained earnings of $0.6 million primarily relating to certain costs associated with unexecuted leases that were deferred as of December 31, 2018.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
In June 2016, the FASB issued ASU No. 2016-13, Measurement of Credit Losses on Financial Instruments (“ASU 2016-13”). The amendments in ASU 2016-13 require an entity to evaluate a current estimate of all expected credit losses over the life of a financial instrument, which may result in earlier recognition of credit losses on loans and other financial instruments. Under existing guidance, an entity generally only considered past events and current conditions in measuring an incurred loss. ASU 2016-13 is effective for us beginning January 1, 2020 and we are still evaluating the impact of adoption. Adoption of this standard is not expected to have a significant impact on our Consolidated Financial Statements.
Reclassifications
Certain prior year amounts have been reclassified to conform to the current year presentation.
In 2020 and for all periods presented, certain tax and insurance related expenses have been reclassified from general, administrative and professional fees to other expense in our Consolidated Statements of Income.
NOTE 3—3–CONCENTRATION OF CREDIT RISK
As of December 31, 2019,2020, Atria, Sunrise, Brookdale Senior Living, Ardent and Kindred managed or operated approximately 20.4%20.8%, 10.3%10.4%, 7.7%8.2%, 4.7%4.9% and 1.0%1.1%, respectively, of our consolidated real estate investments based on gross book value (excluding properties classified as held for sale as of December 31, 2019)2020). Because Atria and Sunrise manage our properties in exchange for the receipt of a management fee from us, we are not directly exposed to the credit risk of our managers in the same manner or to the same extent as our triple-net tenants.
Based on gross book value, approximately 18.8%15.6% and 43.4%47.9% of our consolidated real estate investments were seniorssenior housing communities included in the triple-net leased properties and senior living operations reportable business segments, respectively (excluding properties classified as held for sale as of December 31, 2019)2020). MOBs, research and innovation centers, IRFs and LTACs, health systems, skilled nursing facilities (“SNFs”) and secured loans receivable and investments collectively comprised the remaining 37.8%36.5%. Our consolidated properties were located in 45 states, the District of Columbia, 7seven Canadian provinces and the United Kingdom as of December 31, 2019,2020, with properties in 1 state (California) accounting for more than 10% of our total continuing revenues and net operating income (“NOI,” which is defined as total revenues, excluding interest and other income, less property-level operating expenses and office building services costs) for each of the years ended December 31, 2020, 2019 2018 and 2017.2018.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
Triple-Net Leased Properties
The following table reflects the concentration risk related to our triple-net leased properties for the periods presented:
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| | For the Years Ended December 31, |
| | 2020 | | 2019 | | 2018 |
Revenues(1): | | | | | |
Brookdale Senior Living(2) | 4.4 | % | | 4.7 | % | | 4.3 | % |
| Ardent | 3.2 | | | 3.1 | | | 3.1 | |
| Kindred | 3.5 | | | 3.3 | | | 3.5 | |
| NOI: | | | | | |
Brookdale Senior Living(2) | 9.0 | % | | 8.7 | % | | 7.6 | % |
| Ardent | 6.6 | | | 5.8 | | | 5.7 | |
| Kindred | 7.1 | | | 6.3 | | | 6.4 | |
|
| | | | | | | | |
| | For the Years Ended December 31, |
| | 2019 | | 2018 | | 2017 |
Revenues(1): | | | | | |
Brookdale Senior Living(2) | 4.7 | % | | 4.3 | % | | 4.7 | % |
| Ardent | 3.1 |
| | 3.1 |
| | 3.1 |
|
Kindred(3) | 3.3 |
| | 3.5 |
| | 4.6 |
|
| NOI: | | | | | |
Brookdale Senior Living(2) | 8.7 | % | | 7.6 | % | | 8.0 | % |
| Ardent | 5.8 |
| | 5.7 |
| | 5.3 |
|
Kindred(3) | 6.3 |
| | 6.4 |
| | 7.9 |
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(1)(2)2020 results include $21.3 million of amortization of up-front consideration received in 2020 from the Brookdale Lease. 2018 results include the impact of a net non-cash charge of $21.3 million related to April 2018 lease extensions. | Total revenues include office building and other services revenue, income from loans and investments and interest and other income. |
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(2)
| 2018 results include the impact of a net non-cash charge of $21.3 million related to April 2018 lease extensions. |
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(3)
| 2017 results include amounts related to 36 SNFs that were sold during 2017. |
Each of our leases with Brookdale Senior Living, Ardent and Kindred is a triple-net lease that obligates the tenant to pay all property-related expenses, including maintenance, utilities, repairs, taxes, insurance and capital expenditures, and to comply with the terms of the mortgage financing documents, if any, affecting the properties. In addition, each of our Brookdale Senior Living, Ardent and Kindred leases has a corporate guaranty.
The properties we lease to Brookdale Senior Living, Ardent and Kindred accounted for a significant portion of our triple-net leased properties segment revenues and NOI for the years ended December 31, 2020, 2019 2018 and 2017. If Brookdale2018. Refer to Item 1A. Risk Factors.
Brookdale Transactions
In July 2020, we entered into a revised master lease agreement (the “Brookdale Lease”) and certain other agreements (together with the Brookdale Lease, the “Agreements”) with Brookdale Senior Living, Ardent or Kindred becomes unable or unwilling to satisfy its obligations to us or to renew its leasesLiving. The Agreements modify our current arrangements with us upon expiration of the terms thereof, our financial condition and results of operations could decline, and our ability to service our indebtedness and to make distributions to our stockholders could be impaired. We cannot assure you that Brookdale Senior Living Ardentas follows:
We received up-front consideration approximating $235 million, which will be amortized over the remaining lease term and Kindred will have sufficient assets, incomeconsisted of: (a) $162 million in cash including $47 million from the transfer to Ventas of deposits under the Brookdale Lease; (b) a $45 million cash pay note (the “Note”), which has an initial interest rate of 9.0%, increasing 50 basis points per annum, and access to financing to enable them to satisfy their respective obligations to us, and any failure, inability or unwillingness bymatures on December 31, 2025; (c) $28 million in warrants exercisable for 16.3 million shares of Brookdale Senior Living Ardent or Kindredcommon stock, which are exercisable at any time prior to do so couldDecember 31, 2025 and have an exercise price of $3.00 per share.
Base cash rent under the Brookdale Lease is set at $100 million per annum starting in July 2020, with 3 percent annual escalators commencing on January 1, 2022. The Brookdale Lease is guaranteed by, and the Note is a material adverse effectdirect obligation of, Brookdale Senior Living.
The warrants are classified within other assets on our business, financial condition, resultsConsolidated Balance Sheets. These warrants are measured at fair value with changes in fair value being recognized within other expense in our Consolidated Statements of operations and liquidity, our ability to service our indebtedness and other obligations and our ability to make distributions to our stockholders, as required for us to continue to qualify as a REIT (a “Material Adverse Effect”). We also cannot assure you that Income.
Brookdale Senior Living Ardenttransferred fee ownership of 5 senior living communities to us, in full satisfaction and Kindredrepayment of a $78 million loan to Brookdale Senior Living from us that was secured by the five communities. Brookdale Senior Living will elect to renew their respective leases withnow manage those communities for us upon expiration of the leases or that we will be able to reposition any non-renewed properties onunder a timely basis or on the same or better economic terms, if at all.terminable management agreement.
In April 2018, we entered into various agreements with Brookdale Senior Living that provide for, among other things: (a) a consolidation of substantially all of our multiple lease agreements with Brookdale Senior Living into 1 master lease; (b) extension of the term for substantially all of our Brookdale Senior Living leased properties until December 31, 2025, with
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
Brookdale Senior Living retaining 2 successive 10 year10-year renewal options; and (c) the guarantee of all the Brookdale Senior Living obligations to us by Brookdale Senior Living Inc., including covenant protections for us. In connection with these agreements, we recognized a net non-cash expense of $21.3 million for the acceleration of straight-line rent receivables, net unamortized market lease intangibles and deferred revenues, which is included in triple-net leased rental income in our Consolidated Statements of Income. We also received a fee of $2.5 million that is being amortized over the new lease term.
Holiday Transaction
In April 2020, we completed a transaction with affiliates of Holiday Retirement (collectively, “Holiday”), including (a) entry into a new, terminable management agreement with Holiday Management Company for our 26 independent living assets previously subject to a triple-net lease (the “Holiday Lease”) with Holiday; (b) termination of the Holiday Lease; and (c) our receipt from Holiday of $33.8 million in cash from the transfer to us of deposits under the Holiday Lease and $66 million in principal amount of secured notes. As a result of the Holiday Lease termination, we recognized $50.2 million within triple-net leased rental income, composed of $99.8 million of cash and notes received less $49.6 million from the write-off of accumulated straight-line receivable.
2018 Kindred Transaction
In July 2018, Kindred closed transactions (the “Go Private Transactions”) pursuant to which (a) Kindred would be acquired by a consortium of TPG Capital (“TPG”), Welsh, Carson, Anderson & Stowe (“WCAS”) and Humana, Inc., and (b) immediately following the acquisition, (i) Kindred’s home health, hospice and community care businesses would be separated from Kindred and operated as a standalone company owned by Humana, Inc., TPG and WCAS, and (ii) Kindred would be operated as a separate healthcare company owned by TPG and WCAS. In connection with the closing of the transactions, we received a payment from Kindred of $12.3 million, which was recognized in interest and other income in our Consolidated Statements of Income during the third quarter of 2018.
Future Contractual Rents
The following table sets forth the future contracted minimum rentals, excluding contingent rent escalations, but including straight-line rent adjustments and reserves where applicable, for all of our consolidated triple-net and office building leases as of December 31, 20192020 (excluding properties classified as held for sale as of December 31, 2019)2020):
| | | | | | | | | | | | | | Brookdale Senior Living | | Ardent | | Kindred | | Other | | Total |
| | Brookdale Senior Living | | Ardent | | Kindred | | Other | | Total | | (In thousands) |
| | (In thousands) | |
| 2020 | $ | 184,141 |
| | $ | 122,348 |
| | $ | 130,790 |
| | $ | 891,141 |
| | $ | 1,328,420 |
| |
| 2021 | 183,774 |
| | 122,348 |
| | 130,786 |
| | 829,610 |
| | 1,266,518 |
| 2021 | $ | 148,454 | | | $ | 127,505 | | | $ | 133,824 | | | $ | 759,135 | | | $ | 1,168,918 | |
| 2022 | 183,398 |
| | 122,348 |
| | 130,790 |
| | 743,575 |
| | 1,180,111 |
| 2022 | 148,016 | | | 127,505 | | | 133,828 | | | 680,952 | | | 1,090,301 | |
| 2023 | 183,000 |
| | 122,348 |
| | 110,365 |
| | 680,422 |
| | 1,096,135 |
| 2023 | 147,555 | | | 127,505 | | | 112,929 | | | 617,589 | | | 1,005,578 | |
| 2024 | 182,600 |
| | 122,348 |
| | 100,153 |
| | 627,798 |
| | 1,032,899 |
| 2024 | 147,090 | | | 127,505 | | | 102,479 | | | 567,525 | | | 944,599 | |
| 2025 | | 2025 | 146,612 | | | 127,505 | | | 35,412 | | | 483,069 | | | 792,598 | |
| Thereafter | 182,189 |
| | 1,292,096 |
| | 40,358 |
| | 2,633,754 |
| | 4,148,397 |
| Thereafter | 0 | | | 1,219,450 | | | 4,228 | | | 1,787,143 | | | 3,010,821 | |
| Total | $ | 1,099,102 |
| | $ | 1,903,836 |
| | $ | 643,242 |
| | $ | 6,406,300 |
| | $ | 10,052,480 |
| Total | $ | 737,727 | | | $ | 1,856,975 | | | $ | 522,700 | | | $ | 4,895,413 | | | $ | 8,012,815 | |
Senior Living Operations
As of December 31, 2019,2020, Atria and Sunrise, collectively, provided comprehensive property management and accounting services with respect to 260258 of our 401432 consolidated seniorssenior housing communities, for which we pay annual management fees pursuant to long-term management agreements.
We rely on our managers’ personnel, expertise, technical resources and information systems, proprietary information, good faith and judgment to manage our senior living operations efficiently and effectively. We also rely on our managers to set appropriate resident fees, provide accurate property-level financial results in a timely manner and otherwise operate our seniorssenior housing communities in compliance with the terms of our management agreements and all applicable laws and regulations. Although we have various rights as the property owner under our management agreements, including various rights to terminate and exercise remedies under the agreements as provided therein, Atria’s or Sunrise’s failure, inability or unwillingness to satisfy its respective obligations under those agreements, to efficiently and effectively manage our properties or to provide timely and accurate accounting information with respect thereto could have a Material Adverse Effect on us. In addition, significant changes in Atria’s or Sunrise’s senior management or
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
equity ownership or any adverse developments in their businesses or financial condition could have a Material Adverse Effect on us.
Brookdale Senior Living, Kindred, Atria, Sunrise and Ardent Information
Brookdale Senior Living is subject to the reporting requirements of the Securities and Exchange Commission (“SEC”) and is required to file with the SEC annual reports containing audited financial information and quarterly reports containing unaudited financial information. Kindred is not currently subject to the reporting requirements of the SEC, but was subject to such reporting requirements prior to the closing of the Go Private Transactions in July 2018. The information related to Brookdale Senior Living and Kindred contained or referred to in this Annual Report on Form 10-K has been derived from SEC filings made by Brookdale Senior Living or Kindred, as the case may be, or other publicly available information, or was provided to us by Brookdale Senior Living or Kindred, and we have not verified this information through an independent investigation or otherwise. We have no reason to believe that this information is inaccurate in any material respect, but we cannot assure you of its accuracy. We are providing this data for informational purposes only, and you are encouraged to obtain Brookdale Senior Living’s and Kindred’s publicly available filings, which can be found at the SEC’s website at www.sec.gov.
Kindred, Atria, Sunrise and Ardent are not currently subject to the reporting requirements of the SEC. The information related to Kindred, Atria, Sunrise and Ardent contained or referred to in this Annual Report on Form 10-K has been derived from publicly available information or was provided to us by Kindred, Atria, Sunrise or Ardent, as the case may be, and we have not verified this information through an independent investigation or otherwise. We have no reason to believe that this information is inaccurate in any material respect, but we cannot assure you of its accuracy.
NOTE 4—4–ACQUISITIONS OF REAL ESTATE PROPERTY
The following summarizes our acquisition and development activities during 2020, 2019 2018 and 2017.2018. We acquire and invest in seniorssenior housing, medical office buildings, research and innovation centers and other healthcare properties primarily to achieve an expected yield on our investment, to grow and diversify our portfolio and revenue base, and to reduce our dependence on any single tenant, operator or manager, geographic location, asset type, business model or revenue source.
2020 Acquisitions
During the year ended December 31, 2020, we acquired 2 research and innovation centers reported within our office operations reportable business segment, 7 senior housing communities reported within our senior living operations reportable business segment and 1 LTAC reported within our triple-net leased properties reportable business segment for an aggregate consideration of $249.5 million. Each of these acquisitions was accounted for as an asset acquisition.
2019 Acquisitions
In September 2019, we acquired an 87% interest in 34 Canadian seniorssenior housing communities (including 5 in-process developments) valued at $1.8 billion through an equity partnership (the “LGM Acquisition”) with Le Groupe Maurice (“LGM”). The portfolio continues to be managed by LGM. We also have rights to fund and own all additional developments under an exclusive pipeline agreement with LGM.
During the year ended December 31, 2019, we also acquired 2 properties reported within our office operations reportable business segment (1 research and innovation center and 1 MOB), 2 seniorssenior housing communities reported within our senior living operations reportable business segment and 1 vacant land parcel for an aggregate purchase price of $237.0 million.
Each of our 2019 acquisitions was accounted for as an asset acquisition.
2018 Acquisitions
During the year ended December 31, 2018, we acquired 5 properties reported within our office operations reportable business segment (4 MOBs and 1 research and innovation center) and 1 seniorssenior housing community reported within our senior living operations reportable business segment for an aggregate purchase price of $311.3 million. Each of these acquisitions was accounted for as an asset acquisition.
2017 Acquisitions
NOTE 5–DISPOSITIONS AND IMPAIRMENTS
2020 Activity
During
We recognized $262.2 million of gains on sale of real estate in 2020 as described below.
In March 2020, we formed the year ended December 31, 2017, we acquired 15 triple-net leased properties (including 6 assets previously owned by an equity method investee)Ventas Life Science and Healthcare Real Estate Fund, L.P. (the “Ventas Fund”), 4 properties reported within our office operations reportable business segment (3a perpetual life vehicle that focuses on investments in research and innovation centers, medical office buildings and senior housing communities in North America. To seed the Ventas Fund, we contributed 6 (2 of which are on the same campus) stabilized research and innovation and medical office properties. We received cash consideration of $620 million and a 21% interest in the Ventas Fund. We recognized a gain on the transactions of $225.1 million.
In October 2020, we formed a joint venture (the “R&I Development JV”) with GIC. To seed the R&I Development JV, we contributed our controlling ownership interest in four in-progress university-based research and innovation development projects (the “Initial R&I JV Projects”). At closing, GIC reimbursed Ventas for its share of costs incurred to date and we recognized a gain of $13.7 million. We own an over 50% interest and GIC owns a 45% interest in the Initial R&I JV Projects. The R&I Development JV may be expanded in the future to include other pre-identified R&I development projects.
See “Note 7 - Investments in Unconsolidated Entities” for additional details on the Ventas Fund and the JV.
Also during 2020, we sold 4 MOBs, 4 senior housing communities, 22 triple-net leased properties and 1 MOB)land parcel for aggregate consideration of $249.6 million, and 3 seniors housing communities (reported within our senior living operations reportable business segment) for an aggregate purchase price of $691.3 million. Eachwe recognized a gain on the sale of these acquisitions was accounted for as an asset acquisition.assets of $23.4 million.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
NOTE 5—DISPOSITIONS
2019 Activity
During the year ended December 31, 2019, we sold 10 triple-net leased properties, 8 MOBs, 6 seniorssenior housing assets and our leasehold interest in 1 vacant land parcel for aggregate consideration of $147.5 million, and we recognized a gain on the salessale of these assets of $26.0 million.
2018 Activity
During the year ended December 31, 2018, we sold 7 seniorssenior housing communities included in our senior living operations reportable business segment, 5 triple-net leased properties, 11 MOBs and 2 vacant land parcels for aggregate consideration of $348.6 million.We recognized a gain on the salessale of these assets of $46.2 million for the year ended December 31, 2018.
2017 Activity
During the year ended December 31, 2017, we sold 53 triple-net leased properties, 5 MOBs and certain vacant land parcels for aggregate consideration of $870.8 million, and we recognized a gain on the sale of these assets of $717.3 million.
Assets Held for Sale
The table below summarizes our real estate assets classified as held for sale as of December 31, 20192020 and 2018,2019, including the amounts reported within other assets and accounts payable and other liabilities on our Consolidated Balance Sheets:
| | | | | December 31, 2019 | | December 31, 2018 | | December 31, 2020 | | December 31, 2019 |
| | | Number of Properties Held for Sale | | Assets Held for Sale | | Liabilities Held for Sale | | Number of Properties Held for Sale | | Assets Held for Sale | | Liabilities Held for Sale | | Number of Properties Held for Sale | | Assets Held for Sale | | Liabilities Held for Sale | | Number of Properties Held for Sale | | Assets Held for Sale | | Liabilities Held for Sale |
| | | (Dollars in thousands) | | (Dollars in thousands) |
| Triple-net leased properties | | 8 |
| | $ | 62,098 |
| | $ | 1,623 |
| | 1 |
| | $ | 5,482 |
| | $ | 40 |
| Triple-net leased properties | | 1 | | | $ | 4,960 | | | $ | 2,690 | | | 8 | | | $ | 62,098 | | | $ | 1,623 | |
Office operations (1) | | 1 |
| | 5,177 |
| | 499 |
| | — |
| | 160 |
| | 152 |
| Office operations (1) | | 0 | | | 15 | | | 101 | | | 1 | | | 5,177 | | | 499 | |
Senior living operations (1) | | 6 |
| | 24,158 |
| | 3,341 |
| | — |
| | (188 | ) | | 13 |
| |
| Senior living operations | | Senior living operations | | 1 | | | 4,633 | | | 455 | | | 5 | | | 18,252 | | | 3,102 | |
| Total | | 15 |
| | $ | 91,433 |
| | $ | 5,463 |
| | 1 |
| | $ | 5,454 |
| | $ | 205 |
| Total | | 2 | | | $ | 9,608 | | | $ | 3,246 | | | 14 | | | $ | 85,527 | | | $ | 5,224 | |
(1)Balances relate to anticipated post-closing settlements of working capital.
| |
(1)
| Balances relate to anticipated post-closing settlements of working capital. |
In March 2018, 5 MOBsSeptember 2020, 1 senior housing community no longer met the criteria as being classified as held for sale. As a result, we adjusted the carrying amount of these assetsthe asset by recognizing depreciation expense of $5.7$0.1 million and classified these assetsthe asset within net real estate investments on our Consolidated Balance Sheets for all periods presented.
Real Estate Impairment
We recognized impairments of $153.8 million, $133.6 million $29.5 million and $32.9$29.5 million for the years ended December 31, 2020, 2019 2018 and 20172018, respectively, which are recorded primarily as a component of depreciation and amortization in our Consolidated Statements of Income. Our recorded impairmentsA significant portion of our 2020 charges resulted from the impact of COVID-19 and others were primarily the result of a change in our intent to hold the impaired assets.assets (See “Note 1 – Description of Business - COVID-19 Update”). In most cases, we recognized an impairment in the periods in which our change in intent was made.
Additionally,There were 0 impairments recorded as a result of natural disasters for the years ended December 31, 2020 and 2019; however, we recognized impairments of $52.5 million and $4.6 million for the yearsyear ended December 31, 2018 and 2017, respectively, as a result of natural disasters which are recorded as a component of other in our Consolidated Statements of Income. There were 0 impairments recorded as a result of natural disasters for the year ended December 31, 2019. We believe there is insurance coverage to mitigate these events. However, there can be no assurance regarding the amount or timing of any future recoveries. Such recoveries will be recognized when collection is deemed probable.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
NOTE 6—6–LOANS RECEIVABLE AND INVESTMENTS
As of December 31, 20192020 and 2018,2019, we had $1.0$0.9 billion and $756.5 million,$1.0 billion, respectively, of net loans receivable and investments relating to seniorssenior housing and healthcare operators or properties. The following is a summary of our loans receivable and investments, net, including amortized cost, fair value and unrealized gains or losses on available for sale investments:
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| Amortized Cost | | Allowance | | Unrealized Gain | | Carrying Amount | | Fair Value |
| (In thousands) |
| As of December 31, 2020: | | | | | | | | | |
| Secured/mortgage loans and other, net | $ | 555,840 | | | $ | 0 | | | $ | 0 | | | $ | 555,840 | | | $ | 508,707 | |
Government-sponsored pooled loan investments, net(1) | 55,154 | | | (8,846) | | | 3,419 | | | 49,727 | | | 49,727 | |
| Total investments reported as secured loans receivable and investments, net | 610,994 | | | (8,846) | | | 3,419 | | | 605,567 | | | 558,434 | |
| Non-mortgage loans receivable, net | 74,700 | | | (17,623) | | | 0 | | | 57,077 | | | 57,009 | |
Marketable debt securities (2) | 213,334 | | | 0 | | | 24,219 | | | 237,553 | | | 237,553 | |
| Total loans receivable and investments, net | $ | 899,028 | | | $ | (26,469) | | | $ | 27,638 | | | $ | 900,197 | | | $ | 852,996 | |
| | | | | | | | | |
| As of December 31, 2019: | | | | | | | | | |
| Secured/mortgage loans and other, net | $ | 645,546 | | | $ | 0 | | | $ | 0 | | | $ | 645,546 | | | $ | 646,925 | |
Government-sponsored pooled loan investments, net(1) | 52,178 | | | 0 | | | 6,888 | | | 59,066 | | | 59,066 | |
| Total investments reported as secured loans receivable and investments, net | 697,724 | | | 0 | | | 6,888 | | | 704,612 | | | 705,991 | |
| Non-mortgage loans receivable, net | 63,724 | | | 0 | | | 0 | | | 63,724 | | | 63,538 | |
Marketable debt securities (2) | 213,062 | | | 0 | | | 24,298 | | | 237,360 | | | 237,360 | |
| Total loans receivable and investments, net | $ | 974,510 | | | $ | 0 | | | $ | 31,186 | | | $ | 1,005,696 | | | $ | 1,006,889 | |
|
| | | | | | | | | | | | | | | | |
| | | Carrying Amount | | Amortized Cost | | Fair Value | | Unrealized Gain |
| | | (In thousands) |
| As of December 31, 2019: | | | | | | | | |
| Secured/mortgage loans and other, net | | $ | 645,546 |
| | $ | 645,546 |
| | $ | 646,925 |
| | $ | — |
|
Government-sponsored pooled loan investments, net(1) | | 59,066 |
| | 52,178 |
| | 59,066 |
| | 6,888 |
|
| Total investments reported as secured loans receivable and investments, net | | 704,612 |
| | 697,724 |
| | 705,991 |
| | 6,888 |
|
| Non-mortgage loans receivable, net | | 63,724 |
| | 63,724 |
| | 63,538 |
| | — |
|
Marketable debt securities (2) | | 237,360 |
| | 213,062 |
| | 237,360 |
| | 24,298 |
|
| Total loans receivable and investments, net | | $ | 1,005,696 |
| | $ | 974,510 |
| | $ | 1,006,889 |
| | $ | 31,186 |
|
(1)Investments in government-sponsored pool loans have contractual maturity dates in 2021 and 2023.
(2)Investments in marketable debt securities have contractual maturity dates in 2024 and 2026.
2020 Activity
During the year ended December 31, 2020, we recognized $34.7 million in expense in establishing allowances on our loan and investment portfolio. See “Note 1 - Description Of Business - COVID-19 Update.” In December 2020, we received $10.5 million for partial repayment of previously reserved loans which was recorded within allowance on loans receivables and investments in our Consolidated Statements of Income.
During the year ended December 31, 2020, we received aggregate proceeds of $106.1 million for the full repayment of the principal balances of various loans receivable with a weighted average interest rate of 8.3% that were due to mature between 2020 and 2025, which resulted in total gains of $1.4 million.
In April 2020, we received as consideration $66 million of notes secured by equity pledges on real estate assets with an effective interest rate of 9.2% in connection with the termination of the Holiday Lease. See “Note 3 – Concentration of Credit Risk.”
In July 2020, we entered into a $45 million Note from Brookdale Senior Living in connection with certain revised Agreements, which is included above in Non-mortgage loans receivable, net. The Note has an initial interest rate of 9.0%, increasing 50 basis points per annum, and matures on December 31, 2025. In addition, Brookdale transferred fee ownership of 5 senior living communities to us, in full satisfaction and repayment of a $78 million loan to Brookdale Senior Living from us that was secured by the five communities. See “Note 3 – Concentration of Credit Risk.”
|
| | | | | | | | | | | | | | | | |
| As of December 31, 2018: | | | | | | | | |
| Secured/mortgage loans and other, net | | $ | 439,491 |
| | $ | 439,491 |
| | $ | 425,290 |
| | $ | — |
|
Government-sponsored pooled loan investments, net(3) | | 56,378 |
| | 49,601 |
| | 56,378 |
| | 6,777 |
|
| Total investments reported as secured loans receivable and investments, net | | 495,869 |
| | 489,092 |
| | 481,668 |
| | 6,777 |
|
| Non-mortgage loans receivable, net | | 54,164 |
| | 54,164 |
| | 54,081 |
| | — |
|
Marketable debt securities (4) | | 206,442 |
| | 197,473 |
| | 206,442 |
| | 8,969 |
|
| Total loans receivable and investments, net | | $ | 756,475 |
| | $ | 740,729 |
| | $ | 742,191 |
| | $ | 15,746 |
|
98
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
| |
(1)
| As of December 31, 2019, investments in government-sponsored pool loans have contractual maturity dates in 2021 and 2023. |
| |
(2)
| As of December 31, 2019, investments in marketable debt securities have contractual maturity dates in 2024 and 2026. |
| |
(3)
| As of December 31, 2018, investments in government-sponsored pooled loans have contractual maturity dates in 2023. |
| |
(4)
| As of December 31, 2018, investments in marketable debt securities have contractual maturity dates in 2026. |
2019 Activity
In April 2019, we purchased $5.0 million and $10.5 million of senior secured notes issued by a healthcare company which mature in 2024 and 2026, respectively. The 2024 and 2026 notes were purchased at a price of 102% and 98% of par, respectively, and have an effective interest rate of 8.1% and 8.3%, respectively. These marketable debt securities are classified as available for sale and are reflected on our Consolidated Balance Sheets at fair value.
In June 2019, we provided new secured debt financing of $490 million to certain subsidiaries of Colony Capital, Inc. The London Inter-bank Offered Rate (“LIBOR”) based debt financing has a five-year term (inclusive of 3 one-year extension options). In connection with this transaction, our previous secured loan to certain subsidiaries of Colony Capital, Inc. of $282 million was paid in full and we recognized a gain of $0.5 million in income from loans and investments in our Consolidated Statements of Income.
In July 2019, we closed the first phase of the LGM Acquisition by funding C$947 million (US $723 million) to LGM as a bridge loan to enable LGM to buy out its former partner. The bridge loan and all outstanding interest was fully repaid in September 2019 upon the closing of the LGM Acquisition. See “NOTE 4—ACQUISITIONS OF REAL ESTATE PROPERTY.“Note 4 – Acquisitions of Real Estate Property.”
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
2018 Activity
During the year ended December 31, 2018, we received aggregate proceeds of $862.9 million for the full repayment of the principal balances of 14 loans receivable with a weighted average interest rate of 9.1% that were due to mature between 2018 and 2033, which resulted in total gains of $27.8 million.
Included in the repayments above is $713 million that we received in June 2018 for the full repayment of the principal balance of a $700.0 million term loan and $13.0 million then outstanding on a revolving line of credit we made to a subsidiary of Ardent. We also received a $14.0 million cash pre-payment fee and accelerated recognition of the unamortized portion ($13.2 million) of a previously received cash “upfront” fee for the loans, resulting in income of $27.2 million, which is recorded in income from loans and investments in our Consolidated Statements of Income.
In June 2018, we also made a $200.0 million investment in senior unsecured notes issued by a subsidiary of Ardent at a price of 98.6% of par value. The notes have an effective interest rate of 10.0% and mature in 2026. These marketable debt securities are classified as available for sale and are reflected on our Consolidated Balance Sheets at fair value.
There was no impact on our 9.8% equity investment in Ardent as a result of these transactions.
NOTE 7—7–INVESTMENTS IN UNCONSOLIDATED ENTITIES
We report investments in unconsolidated entities over whose operating and financial policies we have the ability to exercise significant influence under the equity method of accounting. We are not required to consolidate these entities because our joint venture partners have significant participating rights, nor are these entities considered VIEs, as they are controlled by equity holders with sufficient capital. We account for our interestsinvest in both real estate entities and operating entities which are described further below.
Investments in Unconsolidated Real Estate Entities
Through our newly formed Ventas Investment Management Platform, we partner with third-party institutional investors to invest in healthcare real estate through various joint ventures as well asand other co-investment vehicles. Below is a summary of our 34% interestinvestment in Atria, 34% interest in Eclipse Senior Living (“ESL”) and 9.8% interest in Ardent, which are included within other assets on our Consolidated Balance Sheets, under the equity method of accounting.
We provide various services to our unconsolidated real estate joint venture entities as of December 31, 2020 and 2019, respectively:
| | | | | | | | | | | | | | | | | | | | |
| | | | Carrying Amount |
| | | | As of December 31, |
| | Ownership(1) | | 2020 | | 2019 |
| | | | (In thousands) |
| Investment in unconsolidated real estate entities: | | | | | | |
| Ventas Life Science & Healthcare Real Estate Fund | | 22.9% | | $ | 279,983 | | | $ | 0 | |
| Pension Fund Joint Venture | | 22.8% | | 34,690 | | | 41,739 | |
| Research & Innovation Development Joint Venture | | 50.3% | | 123,445 | | | 0 | |
| Ventas Investment Management Platform | | | | 438,118 | | | 41,739 | |
All other(2) | | 34.0%-50.0% | | 5,570 | | | 3,283 | |
| Total investment unconsolidated real estate entities | | | | $ | 443,688 | | | $ | 45,022 | |
| | | | | | |
(1) The entities in which we have an ownership interest may have less than a 100% interest in the underlying real estate. The ownership percentages in the table reflect Ventas’ interest in the underlying real estate. |
(2) Includes investments in land parcels, parking structures and other de minimis investments in unconsolidated real estate entities. |
In March 2020, we formed the Ventas Fund, in exchangewhich we are the sponsor and general partner. See “Note 5 – Dispositions and Impairments.” In October 2020, the Ventas Fund acquired a portfolio of 3 life science properties in the South San Francisco life science cluster for $1.0 billion, which increased assets under management to $1.8 billion as of December 31, 2020. The acquisition was financed with a $415 million mortgage loan bearing interest at a fixed rate of 2.6% per annum.
In October 2020, we formed the R&I Development JV. See “Note 5 – Dispositions and Impairments.” We own an over 50% interest and GIC owns a 45% interest in the Initial R&I JV Projects. We act as manager of the R&I Develoment JV, with customary rights and obligations, and will receive customary fees and reimbursements. Total management fees earnedincentives. Our exclusive development partner, Wexford Science & Technology, remains the developer of, and a minority partner in, connection with these entities were $3.4 million, $5.8 million and $6.3 million forall of the years ended December 31, 2019, 2018 and 2017, respectively, which is includedprojects. The R&I Development JV may be expanded in office building andthe future to include other services revenue in our Consolidated Statements of Income.pre-identified R&I development projects.
In March 2018, we recognized an impairment charge of $35.7 million relating to 1 of our equity investments in an unconsolidated real estate joint venture consisting principally of SNFs, which is recorded in loss from unconsolidated entities in our Consolidated Statements of Income. We completed the sale of our 25% interest to our joint venture partner in July 2018 and received $57.5 million at closing.
We provide various services to our unconsolidated real estate entities in exchange for fees and reimbursements. Total management fees earned in connection with these services were $6.7 million, $3.4 million and $5.8 million for the years ended December 31, 2020, 2019 and 2018, respectively, which is included in office building and other services revenue in our Consolidated Statements of Income.
Investments in Unconsolidated Operating Entities
We own investments in unconsolidated operating entities such as Ardent, Atria and Eclipse Senior Living, Inc. (“ESL”), which are included within other assets on our Consolidated Balance Sheets. Our 34% ownership interest in Atria entitles us to customary minority rights and protections, including the right to appoint 2 of 6 members to the Atria Board of Directors. Our 34% ownership interest in ESL entitles us to customary minority rights and protections, including the right to appoint 2 of 6 members to the ESL Board of Directors. ESL management owns the 66% controlling interest. Our 9.8% ownership interest in Ardent entitles us to customary minority rights and protections, as well as the right to appoint 1 of 11 members on the Ardent Board of Directors.
In June 2020, as a result of COVID-19, we recognized an impairment charge of $10.7 million related to our investment in an unconsolidated operating entity. See “Note 1 – Description of Business - COVID-19 Update.”
NOTE 8–INTANGIBLES
The following is a summary of our intangibles:
| | | | | | | | | | | | | | | | | | | | | | | |
| | As of December 31, 2020 | | As of December 31, 2019 |
| | Balance | | Remaining
Weighted Average
Amortization
Period in Years | | Balance | | Remaining
Weighted Average
Amortization
Period in Years |
| | (Dollars in thousands) |
| Intangible assets: | | | | | | | |
| Above market lease intangibles | $ | 140,096 | | | 6.4 | | $ | 145,891 | | | 6.9 |
| In-place and other lease intangibles | 1,090,790 | | | 10.7 | | 1,162,187 | | | 10.6 |
| Goodwill | 1,051,650 | | | N/A | | 1,051,161 | | | N/A |
| Other intangibles | 35,870 | | | 10.0 | | 35,837 | | | 10.9 |
| Accumulated amortization | (941,462) | | | N/A | | (922,668) | | | N/A |
| Net intangible assets | $ | 1,376,944 | | | 10.3 | | $ | 1,472,408 | | | 10.2 |
| Intangible liabilities: | | | | | | | |
| Below market lease intangibles | $ | 339,265 | | | 14.3 | | $ | 349,357 | | | 14.5 |
| Other lease intangibles | 13,498 | | | N/A | | 13,498 | | | N/A |
| Accumulated amortization | (212,655) | | | N/A | | (203,834) | | | N/A |
| Purchase option intangibles | 3,568 | | | N/A | | 3,568 | | | N/A |
| Net intangible liabilities | $ | 143,676 | | | 14.3 | | $ | 162,589 | | | 14.5 |
N/A—Not Applicable
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
NOTE 8—INTANGIBLES
The following is a summary of our intangibles: |
| | | | | | | | | | | |
| | As of December 31, 2019 | | As of December 31, 2018 |
| | Balance | | Remaining Weighted Average Amortization Period in Years | | Balance | | Remaining Weighted Average Amortization Period in Years |
| | (Dollars in thousands) |
| Intangible assets: | | | | | | | |
| Above market lease intangibles | $ | 145,891 |
| | 6.9 | | $ | 181,393 |
| | 6.7 |
| In-place and other lease intangibles | 1,160,261 |
| | 10.6 | | 1,321,562 |
| | 24.7 |
| Goodwill | 1,051,161 |
| | N/A | | 1,050,548 |
| | N/A |
| Other intangibles | 35,837 |
| | 10.9 | | 35,759 |
| | 11.8 |
| Accumulated amortization | (920,742 | ) | | N/A | | (921,107 | ) | | N/A |
| Net intangible assets | $ | 1,472,408 |
| | 10.2 | | $ | 1,668,155 |
| | 22.9 |
| Intangible liabilities: | | | | | | | |
| Below market lease intangibles | $ | 349,357 |
| | 14.5 | | $ | 356,771 |
| | 14.4 |
| Other lease intangibles | 13,498 |
| | N/A | | 31,418 |
| | 46.5 |
| Accumulated amortization | (203,834 | ) | | N/A | | (191,909 | ) | | N/A |
| Purchase option intangibles | 3,568 |
| | N/A | | 3,568 |
| | N/A |
| Net intangible liabilities | $ | 162,589 |
| | 14.5 | | $ | 199,848 |
| | 17.2 |
N/A—Not Applicable
Above marketAbove-market lease intangibles and in-place and other lease intangibles are included in acquired lease intangibles within real estate investments on our Consolidated Balance Sheets. Other intangibles (including non-compete agreements, trade names and trademarks) are included in other assets on our Consolidated Balance Sheets. Below market lease intangibles, other lease intangibles and purchase option intangibles are included in accounts payable and other liabilities on our Consolidated Balance Sheets. The change in other lease intangible assets and liabilities is due to the presentation of ground lease intangibles within operating lease assets on our Consolidated Balance Sheets beginning January 1, 2019. See “NOTE 2—ACCOUNTING POLICIES.” For the years ended December 31, 2020, 2019 2018 and 2017,2018, our net amortization related to these intangibles was $45.7 million, $59.2 million $49.2 million and $67.2$49.2 million, respectively. The following is a summary of the estimated net amortization related to these intangibles for each of the next five years:
| | | | | | Estimated Net Amortization |
| | Estimated Net Amortization | | (In thousands) |
| | (In thousands) | |
| 2020 | $ | 53,988 |
| |
| 2021 | 46,651 |
| 2021 | $ | 50,421 | |
| 2022 | 39,315 |
| 2022 | 42,787 | |
| 2023 | 36,107 |
| 2023 | 31,343 | |
| 2024 | 28,622 |
| 2024 | 16,932 | |
| 2025 | | 2025 | 8,977 | |
The table below reflects the carrying amount of goodwill, by segment, as of December 31, 2019:2020:
| | | | | | | | |
| | Goodwill |
| | (In thousands) |
| Triple-net leased properties | | $ | 322,270 | |
| Senior living operations | | 259,482 | |
| Office operations | | 469,898 | |
| Total goodwill | | $ | 1,051,650 | |
|
| | | | |
| | | Goodwill |
| | | (In thousands) |
| Triple-net leased properties | | $ | 321,781 |
|
| Senior living operations | | 259,482 |
|
| Office operations | | 469,898 |
|
| Total goodwill | | $ | 1,051,161 |
|
NOTE 9–OTHER ASSETS
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
NOTE 9—OTHER ASSETS
The following is a summary of our other assets:
| | | | As of December 31, | | As of December 31, |
| | 2019 | | 2018 | | 2020 | | 2019 |
| | (In thousands) | | (In thousands) |
| Straight-line rent receivables | $ | 278,833 |
| | $ | 250,023 |
| Straight-line rent receivables | $ | 169,711 | | | $ | 278,833 | |
| Non-mortgage loans receivable, net | 63,724 |
| | 54,164 |
| Non-mortgage loans receivable, net | 57,077 | | | 63,724 | |
| Stock warrants | | Stock warrants | 50,098 | | | 0 | |
| Marketable debt securities | 237,360 |
| | 206,442 |
| Marketable debt securities | 237,553 | | | 237,360 | |
| Other intangibles, net | 5,149 |
| | 5,623 |
| Other intangibles, net | 4,659 | | | 5,149 | |
| Investment in unconsolidated operating entities | 59,301 |
| | 56,820 |
| Investment in unconsolidated operating entities | 63,768 | | | 59,301 | |
| Other | 232,929 |
| | 186,113 |
| Other | 224,363 | | | 233,349 | |
| Total other assets | $ | 877,296 |
| | $ | 759,185 |
| Total other assets | $ | 807,229 | | | $ | 877,716 | |
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
NOTE 10—10–SENIOR NOTES PAYABLE AND OTHER DEBT
The following is a summary of our senior notes payable and other debt:
| | | | As of December 31, | | As of December 31, |
| | 2019 | | 2018 | | 2020 | | 2019 |
| | (In thousands) | | (In thousands) |
Unsecured revolving credit facility (1) | $ | 120,787 |
| | $ | 765,919 |
| Unsecured revolving credit facility (1) | $ | 39,395 | | | $ | 120,787 | |
| Commercial paper notes | 567,450 |
| | — |
| Commercial paper notes | 0 | | | 567,450 | |
| Secured revolving construction credit facility due 2022 | 160,492 |
| | 90,488 |
| Secured revolving construction credit facility due 2022 | 154,098 | | | 160,492 | |
3.00% Senior Notes, Series A due 2019 (2) | — |
| | 293,319 |
| |
| 2.70% Senior Notes due 2020 | — |
| | 500,000 |
| |
Floating Rate Senior Notes, Series F due 2021 (2) | 231,018 |
| | — |
| Floating Rate Senior Notes, Series F due 2021 (2) | 235,664 | | | 231,018 | |
| 4.25% Senior Notes due 2022 | — |
| | 600,000 |
| |
| 3.25% Senior Notes due 2022 | 500,000 |
| | 500,000 |
| 3.25% Senior Notes due 2022 | 263,687 | | | 500,000 | |
3.30% Senior Notes, Series C due 2022 (2) | 192,515 |
| | 183,325 |
| 3.30% Senior Notes, Series C due 2022 (2) | 196,386 | | | 192,515 | |
| Unsecured term loan due 2023 | 200,000 |
| | 300,000 |
| Unsecured term loan due 2023 | 200,000 | | | 200,000 | |
| 3.125% Senior Notes due 2023 | 400,000 |
| | 400,000 |
| 3.125% Senior Notes due 2023 | 400,000 | | | 400,000 | |
| 3.10% Senior Notes due 2023 | 400,000 |
| | 400,000 |
| 3.10% Senior Notes due 2023 | 400,000 | | | 400,000 | |
2.55% Senior Notes, Series D due 2023 (2) | 211,767 |
| | 201,657 |
| 2.55% Senior Notes, Series D due 2023 (2) | 216,025 | | | 211,767 | |
| Unsecured term loan due 2024 | — |
| | 600,000 |
| |
| 3.50% Senior Notes due 2024 | 400,000 |
| | — |
| 3.50% Senior Notes due 2024 | 400,000 | | | 400,000 | |
| 3.75% Senior Notes due 2024 | 400,000 |
| | 400,000 |
| 3.75% Senior Notes due 2024 | 400,000 | | | 400,000 | |
4.125% Senior Notes, Series B due 2024 (2) | 192,515 |
| | 183,324 |
| 4.125% Senior Notes, Series B due 2024 (2) | 196,386 | | | 192,515 | |
2.80% Senior Notes, Series E due 2024 (2) | 462,036 |
| | — |
| 2.80% Senior Notes, Series E due 2024 (2) | 471,328 | | | 462,036 | |
Unsecured term loan due 2025 (2) | 385,030 |
| | — |
| Unsecured term loan due 2025 (2) | 392,773 | | | 385,030 | |
| 3.50% Senior Notes due 2025 | 600,000 |
| | 600,000 |
| 3.50% Senior Notes due 2025 | 600,000 | | | 600,000 | |
| 2.65% Senior Notes due 2025 | 450,000 |
| | — |
| 2.65% Senior Notes due 2025 | 450,000 | | | 450,000 | |
| 4.125% Senior Notes due 2026 | 500,000 |
| | 500,000 |
| 4.125% Senior Notes due 2026 | 500,000 | | | 500,000 | |
| 3.25% Senior Notes due 2026 | 450,000 |
| | 450,000 |
| 3.25% Senior Notes due 2026 | 450,000 | | | 450,000 | |
| 3.85% Senior Notes due 2027 | 400,000 |
| | 400,000 |
| 3.85% Senior Notes due 2027 | 400,000 | | | 400,000 | |
| 4.00% Senior Notes due 2028 | 650,000 |
| | 650,000 |
| 4.00% Senior Notes due 2028 | 650,000 | | | 650,000 | |
| 4.40% Senior Notes due 2029 | 750,000 |
| | 750,000 |
| 4.40% Senior Notes due 2029 | 750,000 | | | 750,000 | |
| 3.00% Senior Notes due 2030 | 650,000 |
| | — |
| 3.00% Senior Notes due 2030 | 650,000 | | | 650,000 | |
| 4.75% Senior Notes due 2030 | | 4.75% Senior Notes due 2030 | 500,000 | | | 0 | |
| 6.90% Senior Notes due 2037 | 52,400 |
| | 52,400 |
| 6.90% Senior Notes due 2037 | 52,400 | | | 52,400 | |
| 6.59% Senior Notes due 2038 | 22,823 |
| | 22,823 |
| 6.59% Senior Notes due 2038 | 22,823 | | | 22,823 | |
| 5.45% Senior Notes due 2043 | — |
| | 258,750 |
| |
| 5.70% Senior Notes due 2043 | 300,000 |
| | 300,000 |
| 5.70% Senior Notes due 2043 | 300,000 | | | 300,000 | |
| 4.375% Senior Notes due 2045 | 300,000 |
| | 300,000 |
| 4.375% Senior Notes due 2045 | 300,000 | | | 300,000 | |
| 4.875% Senior Notes due 2049 | 300,000 |
| | — |
| 4.875% Senior Notes due 2049 | 300,000 | | | 300,000 | |
| Mortgage loans and other | 1,996,969 |
| | 1,127,697 |
| Mortgage loans and other | 2,092,106 | | | 1,996,969 | |
| Total | 12,245,802 |
| | 10,829,702 |
| Total | 11,983,071 | | | 12,245,802 | |
| Deferred financing costs, net | (79,939 | ) | | (69,615 | ) | Deferred financing costs, net | (68,343) | | | (79,939) | |
| Unamortized fair value adjustment | 20,056 |
| | (1,163 | ) | Unamortized fair value adjustment | 12,618 | | | 20,056 | |
| Unamortized discounts | (27,146 | ) | | (25,225 | ) | Unamortized discounts | (31,934) | | | (27,146) | |
| Senior notes payable and other debt | $ | 12,158,773 |
| | $ | 10,733,699 |
| Senior notes payable and other debt | $ | 11,895,412 | | | $ | 12,158,773 | |
(2)Canadian Dollar debt obligations shown in US Dollars.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
| |
(1)
| As of December 31, 2019 and 2018, respectively, $26.2 million and $23.1 million of aggregate borrowings were denominated in Canadian dollars. Aggregate borrowings of $27.6 million and $27.8 million were denominated in British pounds as of December 31, 2019 and 2018, respectively. |
| |
(2)
| Canadian Dollar debt obligations shown in US Dollars. |
Credit Facilities, Commercial Paper and Unsecured Term Loans
OurAs of December 31, 2020, our unsecured credit facility iswas comprised of a $3.0 billion unsecured revolving credit facility priced at LIBOR plus 0.875%, as of based on the Company’s debt ratings, which was scheduled to mature in 2021. Following December 31, 2019. The2020, we entered into an amended and restated unsecured credit facility (the “New Credit Facility”) comprised of a $2.75 billion unsecured revolving credit facility initially priced at LIBOR plus 0.825% based on the Company’s debt ratings. The New Credit Facility matures in 2021,2025, but may be extended at our option subject to the satisfaction of certain conditions, for 2 additional periods of six months each. The unsecured revolving credit facilityNew Credit Facility also includes an accordion feature that permits us to increase our aggregate borrowing capacity thereunder to up to $3.75 billion.
Our unsecured credit facility imposesimposed certain customary restrictions on us, including restrictions pertaining to: (i) liens; (ii) investments; (iii) the incurrence of additional indebtedness; (iv) mergers and dissolutions; (v) certain dividend, distribution and other payments; (vi) permitted businesses; (vii) transactions with affiliates; (viii) agreements limiting certain liens; and (ix) the maintenance of certain consolidated total leverage, secured debt leverage, unsecured debt leverage and fixed charge coverage ratios and minimum consolidated adjusted net worth, and contains customary events of default. The New Credit Facility imposes similar restrictions.
As of December 31, 2020, $39.4 million was outstanding under the unsecured revolving credit facility with an additional $24.9 million restricted to support outstanding letters of credit. In addition, we limit our utilization of the unsecured revolving credit facility, to the extent necessary, to support our commercial paper program when commercial paper notes are outstanding. We had $2.9 billion in available liquidity under the unsecured revolving credit facility as of December 31, 2020. In connection with the New Credit Facility, we paid off all amounts outstanding under the existing unsecured revolving credit facility as of January 2019, our wholly-owned29, 2021 by drawing down the same amount under the New Credit Facility.
Our wholly owned subsidiary, Ventas Realty, Limited Partnership (“Ventas Realty”), established an unsecured commercial paper program. Under the terms of the program, we may issue from time to time unsecured commercial paper notes up to a maximum aggregate amount outstanding at any time of $1.0 billion. The notes are sold under customary terms in the United States commercial paper note market and are ranked pari passu with all of Ventas Realty’s other unsecured senior indebtedness. The notes are fully and unconditionally guaranteed by Ventas, Inc. As of December 31, 2019, $567.5 million was2020, we had 0 borrowings outstanding under our commercial paper program.
As of December 31, 2019, $120.82020, we had a $200.0 million was outstanding under the unsecured term loan priced at LIBOR plus 0.90% that matures in 2023. The term loan also includes an accordion feature that effectively permits us to increase our aggregate borrowings thereunder to up to $800.0 million.
As of December 31, 2020, we had a $400.0 million secured revolving construction credit facility with an additional $24.0$154.1 million restricted to support outstanding letters of credit. In addition, we limit our utilization of the unsecuredborrowings outstanding. The secured revolving construction credit facility matures in order2022 and is primarily used to maintain liquidityfinance the development of research and to support our commercial paper program. Including these internal limits,innovation centers and other construction projects.
In September 2019, we had $2.3 billionentered into a new C$500 million unsecured term loan facility priced at Canadian Dollar Offered Rate (“CDOR”) plus 0.90% that matures in available liquidity under the unsecured revolving credit facility as of December 31, 2019.2025.
In June 2019, we repaid $100.0 million of the balance outstanding on the $300.0 million unsecured term loan that matures in 2023 and repaid in full the $600.0 million unsecured term loan that was set to mature in 2024 and, as a result, we recognized a non-cash charge to loss on extinguishment of debt of $3.2 million during the second quarter of 2019. We originally entered into this $900.0 million unsecured term loan facility in June 2018, which replaced and repaid in full our previous $900.0 million unsecured term loan due 2020.
Senior Notes
As of December 31, 2019, we had a $200.0 million unsecured term loan priced at LIBOR plus 0.90% that matures in 2023. The term loan also includes an accordion feature that effectively permits us to increase our aggregate borrowings thereunder to up to $800.0 million.
As of December 31, 2019, we had a $400.0 million secured revolving construction credit facility with $160.5 million of borrowings outstanding. The secured revolving construction credit facility matures in 2022 and is primarily used to finance the development of research and innovation centers and other construction projects.
In September 2019, we entered into a new C$500 million unsecured term loan facility priced at Canadian Dollar Offered Rate (“CDOR”) plus 0.90% that matures in 2025.
Senior Notes
As of December 31, 2019,2020, we had outstanding $7.5$7.7 billion aggregate principal amount of senior notes issued by Ventas Realty ($500.0263.7 million of which was co-issued by Ventas Realty’s wholly owned subsidiary, Ventas Capital Corporation), approximately $75.2 million aggregate principal amount of senior notes issued by Nationwide Health Properties, Inc. (“NHP”) and assumed by our subsidiary, Nationwide Health Properties, LLC (“NHP LLC”), as successor to NHP, in connection with our acquisition of NHP, and C$1.7 billion aggregate principal amount of senior notes issued by our subsidiary, Ventas Canada Finance Limited (“Ventas Canada”). All of the senior notes issued by Ventas Realty and Ventas Canada are unconditionally guaranteed by Ventas, Inc.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
Ventas Realty’s senior notes are part of our and Ventas Realty’s general unsecured obligations, ranking equal in right of payment with all of our and Ventas Realty’s existing and future senior obligations and ranking senior in right of payment to all of our and Ventas Realty’s existing and future subordinated indebtedness. However, Ventas Realty’s senior notes are effectively subordinated to our and Ventas Realty’s secured indebtedness, if any, to the extent of the value of the assets securing
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
that indebtedness. Ventas Realty’s senior notes are also structurally subordinated to the preferred equity and indebtedness, whether secured or unsecured, of our subsidiaries (other than Ventas Realty and, with respect to those senior notes co-issued by Ventas Capital Corporation, Ventas Capital Corporation).
Ventas Canada’s senior notes are part of our and Ventas Canada’s general unsecured obligations, ranking equal in right of payment with all of Ventas Canada’s existing and future subordinated indebtedness. However, Ventas Canada’s senior notes are effectively subordinated to our and Ventas Canada’s secured indebtedness, if any, to the extent of the value of the assets securing that indebtedness. Ventas Canada’s senior notes are also structurally subordinated to the preferred equity and indebtedness, whether secured or unsecured, of our subsidiaries (other than Ventas Canada).
NHP LLC’s senior notes are part of NHP LLC’s general unsecured obligations, ranking equal in right of payment with all of NHP LLC’s existing and future senior obligations and ranking senior to all of NHP LLC’s existing and future subordinated indebtedness. However, NHP LLC’s senior notes are effectively subordinated to NHP LLC’s secured indebtedness, if any, to the extent of the value of the assets securing that indebtedness. NHP LLC’s senior notes are also structurally subordinated to the preferred equity and indebtedness, whether secured or unsecured, of its subsidiaries.
Ventas Realty and Ventas Canada may redeem each series of their respective senior notes in whole at any time or in part from time to time, prior to maturity at the redemption prices set forth in the applicable indenture (which include, in many instances, a make-whole premium), plus, in each case, accrued and unpaid interest thereon to the redemption date.
NHP LLC’s 6.90% senior notes due 2037 are subject to repurchase at the option of the holders, at par, on October 1, 2027, and its 6.59% senior notes due 2038 are subject to repurchase at the option of the holders, at par, on July 7 in each of 2023 and 2028.
2021 Senior Notes Activity
In February 2021, in order to reduce near-term maturities, we issued a make whole redemption for the entirety of the $400 million outstanding aggregate principal amount of 3.10% senior notes due January 2023. The redemption is expected to settle in March 2021 and will be funded primarily with cash on hand.
2020 Senior Notes Activity
In April 2020, Ventas Realty issued and sold $500.0 million aggregate principal amount of 4.75% senior notes due 2030 at an amount equal to 97.86% of par.
In October 2020, we redeemed, pursuant to a cash tender offer, $236.3 million aggregate principal amount then outstanding of our 3.25% senior notes due 2022 at 104.14% of par value, plus accrued and unpaid interest to the payment date. As a result, we recognized a loss on extinguishment of debt of $11.1 million during the year ended December 31, 2020.
2019 Senior Notes Activity
In January 2019, we redeemed $258.8 million aggregate principal amount then outstanding of our 5.45% senior notes due 2043 at a public offering price at par, plus accrued and unpaid interest to the redemption date. Notice of the redemption was given in November 2018 and, as a result, we recognized a non-cash charge to loss on extinguishment of debt of $7.1 million during the year ended December 31, 2018 and $0.4 million during the first quarter of 2019.
In February 2019, Ventas Realty issued and sold $400.0 million aggregate principal amount of 3.50% senior notes due 2024 at a public offering price equal to 99.88% of par and $300.0 million aggregate principal amount of 4.875% senior notes due 2049 at a public offering price equal to 99.77% of par.
In June 2019, Ventas Realty issued $450.0 million aggregate principal amount of 2.65% senior notes due 2025 at a public offering price equal to 99.45% of par. The notes were settled and proceeds were received in July 2019.
In July 2019, in connection with an announced cash tender offer for such notes, we tendered $397.1 million principal amount then outstanding of our 2.70% senior notes due 2020 for a tender offer consideration of 100.37% of par value, plus accrued and unpaid interest to the payment date. In August 2019, we repaid the remaining balance then outstanding of our 2.70% senior notes due 2020 of $102.9 million. As a result of the redemption and repayment, we recognized a total loss on extinguishment of debt of $2.4 million.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
In August 2019, Ventas Realty issued and sold $650.0 million aggregate principal amount of 3.00% senior notes due 2030 at a public offering price equal to 99.51% of par.
In August 2019, in connection with an announced cash tender offer for such notes, we tendered $395.7 million principal amount then outstanding of our 4.25% senior notes due 2022 for a tender offer consideration of 105.46% of par value, plus accrued and unpaid interest to the payment date. In September 2019, we repaid the remaining balance then outstanding of our 4.25% senior notes due 2022 of $204.3 million. As a result of the redemption and repayment, we recognized a loss on extinguishment of debt of $35.9 million.
In September 2019, we repaid in full, at par, C$400.0 million principal amount then outstanding of our 3.00% senior notes, Series A due 2019 upon maturity.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
In November 2019, Ventas Canada issued and sold C$600 million aggregate principal amount of 2.80% senior notes, Series E due 2024 and C$300 million aggregate principal amount of floating rate senior notes, Series F due 2021, at a public offering price equal to 99.99% and 100.00%, respectively, of par.
2018 Activity
In February 2018, we repaid in full, at par, $700.0 million aggregate principal amount then outstanding of our 2.00% senior notes due February 2018 upon maturity.
In February 2018, Ventas Realty issued and sold $650.0 million aggregate principal amount of 4.00% senior notes due 2028 at a public offering price equal to 99.23% of par.
In February 2018, we redeemed $502.1 million aggregate principal amount then outstanding of our 4.00% senior notes due April 2019 at a public offering price of 101.83% of par, plus accrued and unpaid interest to the redemption date, and recognized a loss on extinguishment of debt of $11.0 million. The redemption was funded using cash on hand and borrowings under our unsecured revolving credit facility. In April 2018, we repaid the remaining balance then outstanding of our 4.00% senior notes due April 2019 of $97.9 million and recognized a loss on extinguishment of debt of $1.8 million.
In August 2018, Ventas Realty issued and sold $750.0 million aggregate principal amount of 4.40% senior notes due 2029 at a public offering price equal to 99.95% of par.
In August 2018, we redeemed $549.5 million aggregate principal amount then outstanding of our 4.75% senior notes due 2021 at a public offering price of 104.56% of par, plus accrued and unpaid interest to the redemption date, and recognized a loss on extinguishment of debt of $28.3 million. The redemption was funded using proceeds from our August 2018 senior note issuance, cash on hand and borrowings under our unsecured revolving credit facility. In September 2018, we repaid the remaining balance then outstanding of our 4.75% senior notes due 2021 of $150.5 million and recognized a loss on extinguishment of debt of $7.6 million.
Mortgages
At December 31, 2019,2020, we had 89 mortgage loans outstanding in the aggregate principal amount of $2.0$2.1 billion andwhich is secured by 8478 of our properties. Of these loans, 6766 loans in the aggregate principal amount of $1.3$1.4 billion bear interest at fixed rates ranging from 2.0%1.5% to 13.0% per annum, and 2223 loans in the aggregate principal amount of $671.1$702.9 million bear interest at variable rates ranging from 1.2%0.1% to 4.4%2.9% per annum as of December 31, 2019.2020. At December 31, 2019,2020, the weighted average annual rate on our fixed rate mortgage loans was 3.7%3.5%, and the weighted average annual rate on our variable rate mortgage loans was 3.4%1.9%. Our mortgage loans had a weighted average maturity of 4.23.9 years as of December 31, 2019.2020.
During the years ended December 31, 20192020 and 2018,2019, we repaid in full mortgage loans in the aggregate principal amount of $97.7$60.9 million and $485.7$97.7 million, respectively.
In September 2019, we assumed C$1.2 billion mortgage debt (included in the $2.0$2.1 billion above), including a fair value premium of C$16.6 million, in connection with the LGM Acquisition. See “NOTE 4—ACQUISITIONS OF REAL ESTATE PROPERTY.“Note 4 – Acquisitions of Real Estate Property.”
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
Scheduled Maturities of Borrowing Arrangements and Other Provisions
The following summarizes the maturities of our senior notes payable and other debt as of December 31, 2019:2020:
| | | | | | | | | | | | | | | | | | Principal Amount
Due at Maturity | | Unsecured Revolving Credit Facility and Commercial Paper Notes (1) | | Scheduled Periodic
Amortization | | Total Maturities |
| | Principal Amount Due at Maturity | | Unsecured Revolving Credit Facility and Commercial Paper Notes (1) | | Scheduled Periodic Amortization | | Total Maturities | | (In thousands) |
| | (In thousands) | |
| 2020 | $ | 276,653 |
| | $ | 567,450 |
| | $ | 40,291 |
| | $ | 884,394 |
| |
| 2021 | 361,046 |
| | 120,787 |
| | 38,954 |
| | 520,787 |
| 2021 | $ | 511,971 | | | $ | 39,395 | | | $ | 44,651 | | | $ | 596,017 | |
| 2022 | 1,269,661 |
| | — |
| | 33,163 |
| | 1,302,824 |
| 2022 | 1,070,861 | | | 0 | | | 38,602 | | | 1,109,463 | |
| 2023 | 1,602,104 |
| | — |
| | 19,409 |
| | 1,621,513 |
| 2023 | 1,609,373 | | | 0 | | | 24,821 | | | 1,634,194 | |
| 2024 | 1,571,967 |
| | — |
| | 13,058 |
| | 1,585,025 |
| 2024 | 1,610,581 | | | 0 | | | 18,587 | | | 1,629,168 | |
| 2025 | | 2025 | 1,619,872 | | | 0 | | | 14,894 | | | 1,634,766 | |
| Thereafter | 6,243,430 |
| | — |
| | 87,829 |
| | 6,331,259 |
| Thereafter | 5,285,913 | | | 0 | | | 93,550 | | | 5,379,463 | |
| Total maturities | $ | 11,324,861 |
| | $ | 688,237 |
| | $ | 232,704 |
| | $ | 12,245,802 |
| Total maturities | $ | 11,708,571 | | | $ | 39,395 | | | $ | 235,105 | | | $ | 11,983,071 | |
| |
(1)(1)At December 31, 2020, we had unrestricted cash and cash equivalents of $413.3 million, which exceeds the borrowings outstanding under our unsecured revolving credit facility and commercial paper program.
| As of December 31, 2019, we had $581.9 million of borrowings outstanding under our unsecured revolving credit facility and commercial paper program, net of $106.4 million of unrestricted cash and cash equivalents. |
The instruments governing our outstanding indebtedness contain covenants that limit our ability and the ability of certain of our subsidiaries to, among other things: (i) incur debt; (ii) make certain dividends, distributions and investments; (iii) enter into certain transactions; and/or (iv) merge, consolidate or sell certain assets. Ventas Realty’s and Ventas Canada’s senior notes also require us and our subsidiaries to maintain total unencumbered assets of at least 150% of our unsecured debt.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
Our credit facilities also require us to maintain certain financial covenants pertaining to, among other things, our consolidated total leverage, secured debt, unsecured debt, fixed charge coverage and net worth.
As of December 31, 2019,2020, we were in compliance with all of these covenants.
Derivatives and Hedging
In the normal course of our business, interest rate fluctuations affect future cash flows under our variable rate debt obligations, loans receivable and marketable debt securities, and foreign currency exchange rate fluctuations affect our operating results. We follow established risk management policies and procedures, including the use of derivative instruments, to mitigate the impact of these risks.
We do not use derivative instruments for trading or speculative purposes, and we have a policy of entering into contracts only with major financial institutions based upon their credit ratings and other factors. When considered together with the underlying exposure that the derivative is designed to hedge, we do not expect that the use of derivatives in this manner would have any material adverse effect on our future financial condition or results of operations.
As of December 31, 2019,2020, our variable rate debt obligations of $2.0$1.5 billion reflect, in part, the effect of $147.8$146.7 million notional amount of interest rate swaps with maturities ranging from March 2022 to May 2022 that effectively convert fixed rate debt to variable rate debt. As of December 31, 2019,2020, our fixed rate debt obligations of $10.3$10.5 billion reflect, in part, the effect of $505.1$305.9 million and C$119.8145.7 million notional amount of interest rate swaps with maturities ranging from August 2020January 2023 to December 2029, in each case that effectively convert variable rate debt to fixed rate debt.
NOTE 11—11–FAIR VALUES OF FINANCIAL INSTRUMENTS
The carrying amounts and fair values of our financial instruments were as follows:
|
| | | | | | | | | | | | | | | |
| | As of December 31, 2019 | | As of December 31, 2018 |
| | Carrying Amount | | Fair Value | | Carrying Amount | | Fair Value |
| | (In thousands) |
| Assets: | | | | | | | |
| Cash and cash equivalents | $ | 106,363 |
| | $ | 106,363 |
| | $ | 72,277 |
| | $ | 72,277 |
|
| Escrow deposits and restricted cash | 39,739 |
| | 39,739 |
| | 59,187 |
| | 59,187 |
|
| Secured mortgage loans and other, net | 645,546 |
| | 646,925 |
| | 439,491 |
| | 425,290 |
|
| Non-mortgage loans receivable, net | 63,724 |
| | 63,538 |
| | 54,164 |
| | 54,081 |
|
| Marketable debt securities | 237,360 |
| | 237,360 |
| | 206,442 |
| | 206,442 |
|
| Government-sponsored pooled loan investments, net | 59,066 |
| | 59,066 |
| | 56,378 |
| | 56,378 |
|
| Derivative instruments | 738 |
| | 738 |
| | 6,012 |
| | 6,012 |
|
| Liabilities: | | | | | | | |
| Senior notes payable and other debt, gross | 12,245,802 |
| | 12,778,758 |
| | 10,829,702 |
| | 10,617,074 |
|
| Derivative instruments | 12,987 |
| | 12,987 |
| | 4,561 |
| | 4,561 |
|
| Redeemable OP Units | 171,178 |
| | 171,178 |
| | 174,552 |
| | 174,552 |
|
| | | | | | | | | | | | | | | | | | | | | | | |
| | As of December 31, 2020 | | As of December 31, 2019 |
| | Carrying
Amount | | Fair Value | | Carrying
Amount | | Fair Value |
| | (In thousands) |
| Assets: | | | | | | | |
| Cash and cash equivalents | $ | 413,327 | | | $ | 413,327 | | | $ | 106,363 | | | $ | 106,363 | |
| Escrow deposits and restricted cash | 38,313 | | | 38,313 | | | 39,739 | | | 39,739 | |
| Stock warrants | 50,098 | | | 50,098 | | | 0 | | | 0 | |
| Secured mortgage loans and other, net | 555,840 | | | 508,707 | | | 645,546 | | | 646,925 | |
| Non-mortgage loans receivable, net | 57,077 | | | 57,009 | | | 63,724 | | | 63,538 | |
| Marketable debt securities | 237,553 | | | 237,553 | | | 237,360 | | | 237,360 | |
| Government-sponsored pooled loan investments, net | 49,727 | | | 49,727 | | | 59,066 | | | 59,066 | |
| Derivative instruments | 2 | | | 2 | | | 738 | | | 738 | |
| Liabilities: | | | | | | | |
| Senior notes payable and other debt, gross | 11,983,071 | | | 13,075,337 | | | 12,245,802 | | | 12,778,758 | |
| Derivative instruments | 28,338 | | | 28,338 | | | 12,987 | | | 12,987 | |
| Redeemable OP Units | 145,983 | | | 145,983 | | | 171,178 | | | 171,178 | |
For a discussion of the assumptions considered, refer to “NOTE 2—ACCOUNTING POLICIES.“Note 2 – Accounting Policies.” The use of different market assumptions and estimation methodologies may have a material effect on the reported estimated fair value amounts. Accordingly, the estimates presented above are not necessarily indicative of the amounts we would realize in a current market exchange.
NOTE 12—12–STOCK- BASED COMPENSATION
Compensation Plans
We currently have: 43 plans under which outstanding options to purchase common stock, shares of restricted stock or restricted stock units have been, or may in the future be, granted to our officers, employees and non-employee directors (the 2000 Incentive Compensation Plan (Employee Plan), the
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
2006 Incentive Plan, the 2006 Stock Plan for Directors, and the 2012 Incentive Plan); 1 plan under which executive officers may receive deferred common stock in lieu of compensation (the Executive Deferred Stock Compensation Plan); and 1 plan under which certain non-employee directors have received or may receive deferred common stock in lieu of director fees (the Nonemployee Directors’ Deferred Stock Compensation Plan). These plans are referred to collectively as the “Plans.”
During the year ended December 31, 2019,2020, we were permitted to issue shares and grant options, restricted stock and restricted stock units only under the Executive Deferred Stock Compensation Plan, the Nonemployee Directors’ Deferred Stock Compensation Plan and the 2012 Incentive Plan. The 2006 Incentive Plan and the 2006 Stock Plan for Directors (collectively, the “2006 Plans”) expired on December 31, 2012, and 0 additional grants were permitted under those Plans after that date.
The number of shares initially reserved for issuance and the number of shares available for future grants or issuance under these Plans as of December 31, 20192020 were as follows:
•Executive Deferred Stock Compensation Plan—0.6 million shares were reserved initially for issuance to our executive officers in lieu of the payment of all or a portion of their salary, at their option, and 0.6 million shares were available for future issuance as of December 31, 2019.2020.
•Nonemployee Directors’ Deferred Stock Compensation Plan—0.6 million shares were reserved initially for issuance to nonemployee directors in lieu of the payment of all or a portion of their retainer and meeting fees, at their option, and 0.4 million shares were available for future issuance as of December 31, 2019.2020.
•2012 Incentive Plan—10.510.7 million shares (plus the number of shares or options outstanding under the 2006 Plans as of December 31, 2012 that were or are subsequently forfeited or expire unexercised) were reserved initially for
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
grants or issuance to employees and non-employee directors, and 3.02.7 million shares (plus the number of shares or options outstanding under the 2006 Plans as of December 31, 20192020 that were or are subsequently forfeited or expire unexercised) were available for future issuance as of December 31, 2019.2020.
Outstanding options issued under the Plans are exercisable at the market price on the date of grant, expire ten years from the date of grant, and vest or have vested over periods of two or three years. If provided in the applicable Plan or award agreement, the vesting of stock options may accelerate upon a change of control (as defined in the applicable Plan) of Ventas, Inc. and other specified events.
Stock Options
The following is a summary of stock option activity in 2019:2020:
| | | | | | | | | | | Shares (000’s) | | Weighted Average
Exercise Price | | Weighted
Average
Remaining
Contractual
Life (years) | | Intrinsic
Value
($000’s) |
| | Shares (000’s) | | Weighted Average Exercise Price | | Weighted Average Remaining Contractual Life (years) | | Intrinsic Value ($000’s) | |
| Outstanding as of December 31, 2018 | 4,783 |
| | $ | 59.20 |
| | | | |
| |
| Outstanding as of December 31, 2019 | | Outstanding as of December 31, 2019 | 4,077 | | | $ | 60.49 | | | | | |
| Options granted | — |
| | — |
| | | | |
| Options granted | 0 | | | 0 | | | | | |
| Options exercised | (700 | ) | | 51.68 |
| | | | |
| Options exercised | (111) | | | 45.75 | | | | | |
| Options forfeited | (6 | ) | | 60.50 |
| | | Options forfeited | (9) | | | 60.50 | | |
| Options expired | — |
| | — |
| | | Options expired | (3) | | | 60.50 | | |
| Outstanding as of December 31, 2019 | 4,077 |
| | 60.49 |
| | 5.7 | | $ | 7,379 |
| |
| Exercisable as of December 31, 2019 | 4,014 |
| | 60.49 |
| | 5.7 | | $ | 7,415 |
| |
| Outstanding as of December 31, 2020 | | Outstanding as of December 31, 2020 | 3,954 | | | 60.90 | | | 4.8 | | $ | 462 | |
| Exercisable as of December 31, 2020 | | Exercisable as of December 31, 2020 | 3,954 | | | 60.90 | | | 4.8 | | $ | 462 | |
Compensation costs for all share-based awards are based on the grant date fair value and are recognized on a straight-line basis during the requisite service periods, with charges recorded in general, administrative and professional fees. As of December 31, 2020 there was 0 unrecognized compensation expense relating to stock options. Compensation costs related to stock options for the years ended December 31, 2019 2018 and 20172018 were $0.3 million $2.6 million and $4.8$2.6 million, respectively.
Aggregate proceeds received from options exercised under the Plans for the years ended December 31, 2020, 2019 and 2018 and 2017 were $5.1 million, $36.1 million $8.8 million and $16.3$8.8 million, respectively. The total intrinsic value at exercise of options exercised during the years ended December 31, 2020, 2019 and 2018 and 2017 was $1.3 million, $12.3 million $3.1 million and $7.0$3.1 million, respectively. There was 0 deferred income tax benefit for stock options exercised.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
Restricted Stock and Restricted Stock Units
We recognize the fair value of shares of restricted stock and restricted stock units (including time-based and performance-based awards) on the grant date of the award as stock-based compensation expense over the requisite service period, with charges to general, administrative and professional fees of $21.4 million, $33.6 million and $27.3 million in 2020, 2019 and $21.7 million in 2019, 2018, and 2017, respectively. Restricted stock and restricted stock units generally vest over periods ranging from two to five years. If provided in the applicable Plan or award agreement, the vesting of restricted stock and restricted stock units may accelerate upon a change of control (as defined in the applicable Plan) of Ventas and other specified events. In addition to customary change in control vesting provisions, awards for executive officers will also generally vest to the executives if at a future termination date, they have attained a combined number of age and years of service of at least 75, with a minimum age of 62.
A summary of the status of our non-vested restricted stock and restricted stock units including(including time-based and performance-based awards,awards) as of December 31, 2019,2020, and changes during the year ended December 31, 20192020, follows:
|
| | | | | | | | | | | | | |
| | Restricted Stock (000’s) | | Weighted Average Grant Date Fair Value | | Restricted Stock Units (000’s) | | Weighted Average Grant Date Fair Value |
| Nonvested at December 31, 2018 | 276 |
| | $ | 53.64 |
| | 628 |
| | $ | 57.70 |
|
| Granted | 143 |
| | 62.69 |
| | 304 |
| | 59.85 |
|
| Vested | (149 | ) | | 54.20 |
| | (371 | ) | | 60.73 |
|
| Forfeited | (22 | ) | | 57.24 |
| | (22 | ) | | 53.69 |
|
| Nonvested at December 31, 2019 | 248 |
| | 58.21 |
| | 539 |
| | 56.99 |
|
| | | | | | | | | | | | | | | | | | | | | | | |
| Restricted
Stock
(000’s) | | Weighted
Average
Grant Date
Fair Value | | Restricted
Stock Units (000’s) | | Weighted
Average
Grant Date
Fair Value |
| Nonvested at December 31, 2019 | 248 | | | $ | 58.21 | | | 539 | | | $ | 56.99 | |
| Granted | 170 | | | 44.36 | | | 446 | | | 59.81 | |
| Vested | (136) | | | 56.54 | | | (271) | | | 55.14 | |
| Forfeited | (49) | | | 54.08 | | | 0 | | | 0 | |
| Nonvested at December 31, 2020 | 233 | | | 49.94 | | | 714 | | | 59.46 | |
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
As of December 31, 2019,2020, we had $15.1$19.8 million of unrecognized compensation cost related to non-vested restricted stock and restricted stock units under the Plans. We expect to recognize that cost over a weighted average period of 1.661.80 years. The total fair value at the vesting date for restricted stock and restricted stock units that vested during the years ended December 31, 2020, 2019 and 2018 and 2017 was $19.8 million, $31.6 million $15.5 million and $16.6$15.5 million, respectively.
Employee and Director Stock Purchase Plan
We have in effect an Employee and Director Stock Purchase Plan (“ESPP”) under which our employees and directors may purchase shares of our common stock at a discount. Pursuant to the terms of the ESPP, on each purchase date, participants may purchase shares of common stock at a price not less than 90% of the market price on that date (with respect to the employee tax-favored portion of the plan) and not less than 95% of the market price on that date (with respect to the additional employee and director portion of the plan). We initially reserved 3.0 million shares for issuance under the ESPP. As of December 31, 2019, 0.12020, 0.2 million shares had been purchased under the ESPP and 2.92.8 million shares were available for future issuance.
Employee Benefit Plan
We maintain a 401(k) plan that allows eligible employees to defer compensation subject to certain limitations imposed by the Code. In 2019,2020, we made contributions for each qualifying employee of up to 3.5% of his or her salary, subject to certain limitations. During 2020, 2019 2018 and 2017,2018, our aggregate contributions were approximately $1.5$1.6 million, $1.5 million and $1.4$1.5 million, respectively.
NOTE 13–INCOME TAXES
NOTE 13—INCOME TAXES
We have elected to be taxed as a REIT under the applicable provisions of the Code, as amended, for every year beginning with the year ended December 31, 1999. We have also elected for certain of our subsidiaries to be treated as TRS entities, which are subject to federal, state and foreign income taxes. All entities other than the TRS entities are collectively referred to as the “REIT” within this note. Certain REIT entities are subject to foreign income tax.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
Although we intend to continue to operate in a manner that will enable us to qualify as a REIT, such qualification depends upon our ability to meet, on a continuing basis, various distribution, stock ownership and other tests. Our tax treatment of distributions per common share was as follows:
| | | | For the Years Ended December 31, | | For the Years Ended December 31, |
| | 2019 | | 2018 | | 2017 | | 2020 | | 2019 | | 2018 |
| Tax treatment of distributions: | | | | | | Tax treatment of distributions: | | | | | |
| Ordinary income | $ | — |
| | $ | — |
| | $ | 1.02814 |
| Ordinary income | $ | 0 | | | $ | 0 | | | $ | 0 | |
| Qualified ordinary income | 0.12230 |
| | 0.00375 |
| | 0.00337 |
| Qualified ordinary income | 0.00696 | | | 0.12230 | | | 0.00375 | |
| 199A qualified business income | 2.22898 |
| | 2.97465 |
| | — |
| 199A qualified business income | 2.14381 | | | 2.22898 | | | 2.97465 | |
| Long-term capital gain | — |
| | 0.05916 |
| | 1.07836 |
| Long-term capital gain | 0.28450 | | | 0 | | | 0.05916 | |
| Unrecaptured Section 1250 gain | 0.03434 |
| | 0.12244 |
| | 0.21513 |
| Unrecaptured Section 1250 gain | 0.04973 | | | 0.03434 | | | 0.12244 | |
| Non-dividend distribution | 0.78438 |
| | — |
| | — |
| Non-dividend distribution | 0 | | | 0.78438 | | | 0 | |
| Distribution reported for 1099-DIV purposes | 3.17000 |
| | 3.16000 |
| | 2.32500 |
| Distribution reported for 1099-DIV purposes | 2.48500 | | | 3.17000 | | | 3.16000 | |
| Add: Dividend declared in current year and taxable in following year | 0.79250 |
| | 0.79250 |
| | 0.79000 |
| Add: Dividend declared in current year and taxable in following year | 0.45000 | | | 0.79250 | | | 0.79250 | |
| Less: Dividend declared in prior year and taxable in current year | (0.79250 | ) | | (0.79000 | ) | | — |
| Less: Dividend declared in prior year and taxable in current year | (0.79250) | | | (0.79250) | | | (0.79000) | |
| Distribution declared per common share outstanding | $ | 3.17000 |
| | $ | 3.16250 |
| | $ | 3.11500 |
| Distribution declared per common share outstanding | $ | 2.14250 | | | $ | 3.17000 | | | $ | 3.16250 | |
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
We believe we have met the annual REIT distribution requirement by payment of at least 90% of our estimated taxable income for 2020, 2019 2018 and 2017.2018. Our consolidated benefit for income taxes was as follows:
| | | | For the Years Ended December 31, | | For the Years Ended December 31, |
| | 2019 | | 2018 | | 2017 | | 2020 | | 2019 | | 2018 |
| | (In thousands) | | (In thousands) |
| Current - Federal | $ | (1,840 | ) | | $ | (2,953 | ) | | $ | (5,672 | ) | Current - Federal | $ | 402 | | | $ | (1,840) | | | $ | (2,953) | |
| Current - State | 2,118 |
| | 1,332 |
| | 1,119 |
| Current - State | 2,107 | | | 2,118 | | | 1,332 | |
| Deferred - Federal | (49,532 | ) | | (32,492 | ) | | (54,396 | ) | Deferred - Federal | (56,835) | | | (49,532) | | | (32,492) | |
| Deferred - State | (3,353 | ) | | (825 | ) | | 3,237 |
| Deferred - State | (35,447) | | | (3,353) | | | (825) | |
| Current - Foreign | 2,335 |
| | 1,892 |
| | 2,307 |
| Current - Foreign | 2,929 | | | 2,335 | | | 1,892 | |
| Deferred - Foreign | (6,038 | ) | | (6,907 | ) | | (6,394 | ) | Deferred - Foreign | (9,690) | | | (6,038) | | | (6,907) | |
| Total | $ | (56,310 | ) | | $ | (39,953 | ) | | $ | (59,799 | ) | Total | $ | (96,534) | | | $ | (56,310) | | | $ | (39,953) | |
The 2020 income tax benefit is primarily due to a $95.9 million net deferred tax benefit from an internal restructuring of certain US taxable REIT subsidiaries completed in the first quarter, partially offset by a valuation allowance recorded against certain deferred tax assets in the second quarter.During the second quarter of 2020, we determined that the future tax benefits of certain deferred tax assets (primarily US federal NOL carryforwards which begin to expire in 2031) were not more likely than not to be realized.The 2019 income tax benefit iswas primarily due to the $57.7 million reversal of valuation allowances recorded against the net deferred tax assets of certain of our TRS entities. During the second quarter of 2019, we concluded it was “more-likely than-not” that these deferred tax assets (primarily US federal NOL carryforwards which begin to expire in 2031) would be realized. This conclusion was based on recently sustained profitability and recent upward revisions to estimates of future taxable income for these TRS entities. The 2018 income tax benefit is primarily due to the reversal of a $23.2 million valuation allowance on deferred interest carryforwards and tax losses of certain TRS entities. The $23.2 million valuation allowance reversal was an adjustment to the provisional amount recorded in the prior year related to enactment of the Tax Cuts and Jobs Act of 2017 (the “2017 Tax Act”) and was made based upon additional guidance issued by the IRS subsequent to enactment of the 2017 Tax Act. The 2017 income tax benefit is primarily due to accounting for the 2017 Tax Act, specifically a $64.5 million benefit from the reduced U.S. federal corporate tax rate on net deferred tax liabilities and an offsetting expense of $23.3 million to establish the valuation allowance on deferred interest carryforwards (subsequently reversed in 2018), losses of certain TRS entities and the release of a tax reserve.
Although the TRS entities and certain other foreign entities have paid minimal cash federal, state and foreign income taxes for the year ended December 31, 2019,2020, their income tax liabilities may increase in future years as we exhaust net operating loss (“NOL”) carryforwards and as our senior living and other operations grow. Such increases could be significant.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
A reconciliation of income tax expense and benefit, which is computed by applying the federal corporate tax rate for the years ended December 31, 2020, 2019 2018 and 2017,2018, to the income tax benefit is as follows:
| | | | For the Years Ended December 31, | | For the Years Ended December 31, |
| | 2019 | | 2018 | | 2017 | | 2020 | | 2019 | | 2018 |
| | (In thousands) | | (In thousands) |
| Tax at statutory rate on earnings from continuing operations before unconsolidated entities, noncontrolling interest and income taxes | $ | 77,803 |
| | $ | 80,811 |
| | $ | 204,742 |
| Tax at statutory rate on earnings from continuing operations before unconsolidated entities, noncontrolling interest and income taxes | $ | 27,132 | | | $ | 77,803 | | | $ | 80,811 | |
| State income taxes, net of federal benefit | 2,341 |
| | (253 | ) | | (1,115 | ) | State income taxes, net of federal benefit | (1,967) | | | 2,341 | | | (253) | |
| Change in valuation allowance from ordinary operations | (47,227 | ) | | (5,451 | ) | | 8,237 |
| Change in valuation allowance from ordinary operations | 86,359 | | | (47,227) | | | (5,451) | |
| Decrease in ASC 740 income tax liability | — |
| | (4,347 | ) | | (4,750 | ) | Decrease in ASC 740 income tax liability | 0 | | | 0 | | | (4,347) | |
| Tax at statutory rate on earnings not subject to federal income taxes | (90,862 | ) | | (89,947 | ) | | (231,379 | ) | Tax at statutory rate on earnings not subject to federal income taxes | (53,808) | | | (90,862) | | | (89,947) | |
| Foreign rate differential and foreign taxes | 1,407 |
| | 1,924 |
| | 6,407 |
| Foreign rate differential and foreign taxes | 3,342 | | | 1,407 | | | 1,924 | |
| Change in tax status of TRS | (52 | ) | | 359 |
| | (690 | ) | Change in tax status of TRS | (150,287) | | | (52) | | | 359 | |
| Effect of the 2017 Tax Act | — |
| | (23,160 | ) | | (41,212 | ) | Effect of the 2017 Tax Act | 0 | | | 0 | | | (23,160) | |
| | Other differences | 280 |
| | 111 |
| | (39 | ) | Other differences | (7,305) | | | 280 | | | 111 | |
| Income tax benefit | $ | (56,310 | ) | | $ | (39,953 | ) | | $ | (59,799 | ) | Income tax benefit | $ | (96,534) | | | $ | (56,310) | | | $ | (39,953) | |
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
Each TRS is a tax payingtax-paying component for purposes of classifying deferred tax assets and liabilities. The tax effects of temporary differences and carryforwards included in the net deferred tax liabilities are summarized as follows:
| | | | As of December 31, | | As of December 31, |
| | 2019 | | 2018 | | 2017 | | 2020 | | 2019 | | 2018 |
| | (In thousands) | | (In thousands) |
| Property, primarily differences in depreciation and amortization, the tax basis of land assets and the treatment of interests and certain costs | $ | (257,373 | ) | | $ | (269,758 | ) | | $ | (300,395 | ) | Property, primarily differences in depreciation and amortization, the tax basis of land assets and the treatment of interests and certain costs | $ | (60,494) | | | $ | (257,373) | | | $ | (269,758) | |
| Operating loss and interest deduction carryforwards | 136,771 |
| | 133,243 |
| | 146,732 |
| Operating loss and interest deduction carryforwards | 124,606 | | | 136,771 | | | 133,243 | |
| Expense accruals and other | 7,380 |
| | 11,910 |
| | 12,890 |
| Expense accruals and other | 10,516 | | | 7,380 | | | 11,910 | |
| Valuation allowance | (40,114 | ) | | (80,614 | ) | | (109,319 | ) | Valuation allowance | (127,279) | | | (40,114) | | | (80,614) | |
| Net deferred tax liabilities | $ | (153,336 | ) | | $ | (205,219 | ) | | $ | (250,092 | ) | Net deferred tax liabilities | $ | (52,651) | | | $ | (153,336) | | | $ | (205,219) | |
We established beginningOur net deferred tax assets and liabilities relatedliability decreased $100.7 million during 2020 primarily due to temporary differences between the financial reporting anda change in the tax basesstatus of assets acquired and liabilities assumed (primarily property, intangible and related assets, netcertain of NOL carryforwards) in connection withour TRS entities. This was offset by the following acquisitions:
|
| | | | | | | | | | | |
| | For the Years Ended December 31, |
| | 2019 | | 2018 | | 2017 |
| | (In thousands) |
| Research and innovation acquisition | $ | — |
| | $ | — |
| | $ | 19,262 |
|
| Miscellaneous acquisitions | — |
| | (922 | ) | | (4,510 | ) |
| Established beginning deferred tax assets or liabilities | $ | — |
| | $ | (922 | ) | | $ | 14,752 |
|
recording of valuation allowances against $54.4 million of other deferred tax assets. Our net deferred tax liability decreased $51.9 million during 2019 primarily due to the $57.7 million reversal of valuation allowances recorded against the net deferred tax assets of certain of our TRS entities. Our net deferred tax liability decreased $44.8 million during 2018 primarily due to accounting for IRS guidance issued subsequent to the enactment of the 2017 Tax Act, specifically a $23.2 million benefit for the reversal of a valuation allowance on deferred interest carryforwards, and tax losses of certain TRS entities. Our net deferred tax liability decreased $66.5 million during 2017 primarily due to accounting for the 2017 Tax Act, specifically a $64.5 million benefit from the reduced U.S. federal corporate tax rate on net deferred tax liabilities and an offsetting expense of $23.3 million to establish a provisional adjustment on deferred interest carryforwards, the impact of TRS operating losses, currency translation adjustments, and purchase accounting adjustments.
Due to uncertainty regarding the realization of certain deferred tax assets, we have established valuation allowances, primarily in connection with the NOL carryforwards related to certain TRSs. The amounts related to NOLs at the TRS entities for 2020, 2019 and 2018 and 2017 are $83.2 million, $21.2 million $55.1 million and $67.1$55.1 million, respectively.
We are subject to corporate levelcorporate-level taxes (“built-in gains tax”) for any asset dispositions during the five-yearfive year period immediately after the assets were owned by a C corporation (either prior to our REIT election, through stock acquisition or merger). The amount of income potentially subject to built-in gains tax is generally equal to the lesser of the excess of the fair value of the asset over its adjusted tax basis as of the date it became a REIT asset or the actual amount of gain. Some, but not all, future gains could be offset by available NOL carryforwards.
At December 31, 2020, 2019 2018 and 2017,2018, the REIT had NOL carryforwards of $896.4 million, $858.6 million $910.7 million and $973.4$910.7 million, respectively. Additionally, the REIT has $12.6$10.8 million of federal income tax credits that were carried over from acquisitions. These amounts can be used to offset future taxable income (and/or(or taxable income for prior years if an audit determines that tax is owed), if any. The REIT will be entitled to utilize NOLs and tax credit carryforwards only to the extent that REIT taxable income exceeds our deduction for dividends paid. Certain NOL and credit carryforwards are limited as to their utilization by Section 382 of the Code. The remaining REIT carryforwards begin to expire in 2020.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
For the years ended December 31, 20192020 and 2018,2019, the net difference between tax bases and the reported amount of REIT assets and liabilities for federal income tax purposes was approximately $3.5$3.6 billion and $3.8$3.5 billion, respectively, less than the book bases of those assets and liabilities for financial reporting purposes.
Generally, we are subject to audit under the statute of limitations by the Internal Revenue Service (“IRS”) for the year ended December 31, 20162017 and subsequent years and are subject to audit by state taxing authorities for the year ended December 31, 20152016 and subsequent years. We are subject to audit generally under the statutes of limitation by the Canada
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
Revenue Agency and provincial authorities with respect to the Canadian entities for the year ended December 31, 20152016 and subsequent years. We are also subject to audit in Canada for periods subsequent to the acquisition, and certain prior periods, with respect to entities acquired in 2014 from Holiday Retirement. We are subject to audit in the United Kingdom generally for the periods ended in and subsequent to 2018.
The following table summarizes the activity related to our unrecognized tax benefits:
| | | | 2019 | | 2018 | | 2020 | | 2019 |
| | (In thousands) | | (In thousands) |
| Balance as of January 1 | $ | 12,344 |
| | $ | 16,765 |
| Balance as of January 1 | $ | 12,127 | | | $ | 12,344 | |
| | Additions to tax positions related to prior years | 178 |
| | 207 |
| Additions to tax positions related to prior years | 74 | | | 178 | |
| Subtractions to tax positions related to prior years | (395 | ) | | (1,720 | ) | Subtractions to tax positions related to prior years | (6,144) | | | (395) | |
| Subtractions to tax positions as a result of the lapse of the statute of limitations | — |
| | (2,908 | ) | |
| | Balance as of December 31 | $ | 12,127 |
| | $ | 12,344 |
| Balance as of December 31 | $ | 6,057 | | | $ | 12,127 | |
Included in these unrecognized tax benefits of $12.1$6.1 million and $12.3$12.1 million at December 31, 20192020 and 2018,2019, respectively, were $10.7$5.3 million and $10.6$10.7 million of tax benefits at December 31, 20192020 and 2018,2019, respectively, that, if recognized, would reduce our annual effective tax rate. We accrued 0 interest or penalties related to the unrecognized tax benefits during 2019.2020. We do not expect our unrecognized tax benefits to increase or decrease materially in 2020.2021.
As a part of the transfer pricing structure in the normal course of business, the REIT enters into transactions with certain TRSs, such as leasing transactions, other capital financing and allocation of general and administrative costs, which transactions are intended to comply with Internal Revenue Service and foreign tax authority transfer pricing rules.
Subsequent Event
In the first quarter of 2020, we completed an internal restructuring of certain US taxable REIT subsidiaries. As a result, we expect to record a $152 million tax benefit from the transfer of assets subject to certain deferred tax liabilities from taxable REIT subsidiaries to the REIT in this tax-free transaction.
NOTE 14—14–COMMITMENTS AND CONTINGENCIES
Proceedings against Tenants, Operators and Managers
From time to time, Atria, Sunrise, Brookdale Senior Living, Ardent, Kindred and our other tenants, operators and managers are parties to certain legal actions, regulatory investigations and claims arising in the conduct of their business and operations. Even though we generally are not party to these proceedings, the unfavorable resolution of any such actions, investigations or claims could, individually or in the aggregate, materially adversely affect such tenants’, operators’ or managers’ liquidity, financial condition or results of operations and their ability to satisfy their respective obligations to us, which, in turn, could have a Material Adverse Effect on us.
Proceedings Indemnified and Defended by Third Parties
From time to time, we are party to certain legal actions, regulatory investigations and claims for which third parties are contractually obligated to indemnify, defend and hold us harmless. The tenants of our triple-net leased properties and, in some cases, their affiliates are required by the terms of their leases and other agreements with us to indemnify, defend and hold us harmless against certain actions, investigations and claims arising in the course of their business and related to the operations of our triple-net leased properties. In addition, third parties from whom we acquired certain of our assets and, in some cases, their affiliates are required by the terms of the related conveyance documents to indemnify, defend and hold us harmless against certain actions, investigations and claims related to the acquired assets and arising prior to our ownership or related to excluded assets and liabilities. In some cases, a portion of the purchase price consideration is held in escrow for a specified period of time as collateral for these indemnification obligations. We are presently being defended by certain tenants and other obligated third parties in these types of matters. We cannot assure you that our tenants, their affiliates or other obligated third parties will continue to defend us in these matters, that our tenants, their affiliates or other obligated third parties will have sufficient assets, income and access to financing to enable them to satisfy their defense and indemnification obligations to us or that any purchase price consideration held in escrow will be sufficient to satisfy claims for which we are entitled to indemnification. The unfavorable resolution of any such actions, investigations or claims could, individually or in the aggregate, materially
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
adversely affect our tenants’ or other obligated third parties’ liquidity, financial condition or results of operations and their ability to satisfy their respective obligations to us, which, in turn, could have a Material Adverse Effect on us.
Proceedings Arising in Connection with Senior Living and Office Operations; Other Litigation
From time to time, we are party to various lawsuits, investigations, claims and other legal actions,and regulatory investigations and claims (some of which may not be insured and some of which may allege large damage amounts)proceedings arising in connection with our senior living and office operations or otherwise in the course of our business. In limitedcertain circumstances, the managerregardless of the applicable seniors housing community, MOBwhether we are a named party in a lawsuit, investigation, claim or research and innovation centerother legal or regulatory proceeding, we may be contractually obligated to indemnify, defend and hold us harmless our tenants, operators, managers or other third parties against, or may otherwise be responsible for, such actions, investigationsproceedings or claims. These claims may include, among other things, professional liability and claims. general liability claims, commercial liability claims, unfair business practices claims and employment claims, as well as regulatory proceedings, including proceedings related to our senior living operations, where we are typically the holder of the applicable healthcare license. These claims may not be fully insured and some may allege large damage amounts.
It is the opinion of management, that except as otherwise set forth in this note, that the disposition of any such actions,lawsuits, investigations, claims and claimsother legal and regulatory proceedings that are currently pending will not, individually or in the aggregate, have a Material Adverse Effectmaterial adverse effect on us. However, regardless of theirthe merits of a particular action, investigation or claim, we may be forced to expend significant financial resources to defend and resolve these matters. We are unable to predict the ultimate outcome of these actions,lawsuits, investigations, claims and claims,other legal and regulatory proceedings, and if management’s assessment of our liability with respect thereto is incorrect, such actions, investigations and claims could have a Material Adverse Effectmaterial adverse effect on us.
Certain Obligations, Liabilities and Litigation
We may be subject to various obligations, liabilities and litigation assumed in connection with or arising out of our acquisitions or otherwise arising in connection with our business, some of which may be indemnifiable by third parties. If these liabilities are greater than expected or were not known to us at the time of acquisition, if we are not entitled to indemnification, or if the responsible third party fails to indemnify us, such obligations, liabilities and litigation could have a Material Adverse Effect on us. In addition, in connection with the sale or leasing of our properties, we may incur various obligations and liabilities, including indemnification obligations to the buyer or tenant, relating to the operations of those properties, which could have a Material Adverse Effect on us.
Operating Leases
We lease real property, primarily land, equipment and corporate office space, and equipment, primarily vehicles at our seniors housing communities.space. At inception, we establish an operating lease asset and operating lease liability calculatedrepresented as the present value of future minimum lease payments. As our leases do not provide an implicit rate, we use a discount rate that approximates our incremental borrowing rate available at lease commencement to determine the present value. Incrementalvalue of lease payments. The incremental borrowing rates arewere adjusted for the length of the individual lease term. The weighted average discount rate and remaining lease term of our leases as of December 31, 2019 are 7.25% and 41.836.7 years, respectively. Operating lease assets and liabilities are not recognized for leases with an initial term of 12 months or less.less, as these short-term leases are accounted for similar to previous guidance.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
Our lease expense primarily consists of ground and corporate office leases. Ground lease expense is included in interest expense and corporate office lease expense is included in general and administrative and professional feesexpenses in the Company'sCompany’s Consolidated Statements of Income.Operation. For the years ended December 31, 20192020 and 20182019, we recognized $32.6$32.1 million and $32.3$32.6 million of expense relating to our leases. For the years ended December 31, 20192020 and 2018,2019, cash paid for leases was $25.8$25.4 million and $26.7$25.8 million, respectively as reported within operating cash outflows in our Consolidated Statements of Cash Flows. Flow.
The following table summarizes future minimum lease obligations under non-cancelable ground and other operating leases as of December 31, 20192020 (in thousands):
| | | | | |
| 2021 | $ | 24,363 | |
| 2022 | 20,041 | |
| 2023 | 19,725 | |
| 2024 | 18,866 | |
| 2025 | 16,708 | |
| Thereafter | 654,060 | |
| Total undiscounted minimum lease payments | 753,763 | |
| Less: imputed interest | (543,846) | |
| Operating lease liabilities | $ | 209,917 | |
|
| | | |
| 2020 | $ | 24,395 |
|
2021(1) | 56,948 |
|
2022(1) | 28,023 |
|
| 2023 | 19,322 |
|
| 2024 | 18,398 |
|
| Thereafter | 644,996 |
|
| Total undiscounted minimum lease payments | 792,082 |
|
| Less: imputed interest | (540,886 | ) |
| Operating lease liabilities | $ | 251,196 |
|
| |
(1)
| Obligations include payment of ground rent upon substantial completion of in progress research and innovation developments. |
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
NOTE 15—15–EARNINGS PER SHARE
The following table shows the amounts used in computing our basic and diluted earnings per common share:
| | | | For the Years Ended December 31, | | For the Years Ended December 31, |
| | 2019 | | 2018 | | 2017 | | 2020 | | 2019 | | 2018 |
| | (In thousands, except per share amounts) | | (In thousands, except per share amounts) |
| Numerator for basic and diluted earnings per share: | | | | | | Numerator for basic and diluted earnings per share: | | | | | |
| Income from continuing operations | $ | 439,297 |
| | $ | 415,991 |
| | $ | 1,361,222 |
| Income from continuing operations | $ | 441,185 | | | $ | 439,297 | | | $ | 415,991 | |
| Discontinued operations | — |
| | (10 | ) | | (110 | ) | Discontinued operations | 0 | | | 0 | | | (10) | |
| Net income | 439,297 |
| | 415,981 |
| | 1,361,112 |
| Net income | 441,185 | | | 439,297 | | | 415,981 | |
| Net income attributable to noncontrolling interests | 6,281 |
| | 6,514 |
| | 4,642 |
| Net income attributable to noncontrolling interests | 2,036 | | | 6,281 | | | 6,514 | |
| Net income attributable to common stockholders | $ | 433,016 |
| | $ | 409,467 |
| | $ | 1,356,470 |
| Net income attributable to common stockholders | $ | 439,149 | | | $ | 433,016 | | | $ | 409,467 | |
| Denominator: | | | | | | Denominator: | | | | | |
| Denominator for basic earnings per share—weighted average shares | 365,977 |
| | 356,265 |
| | 355,326 |
| Denominator for basic earnings per share—weighted average shares | 373,368 | | | 365,977 | | | 356,265 | |
| Effect of dilutive securities: | | | | | | Effect of dilutive securities: | |
| Stock options | 391 |
| | 174 |
| | 494 |
| Stock options | 0 | | | 391 | | | 174 | |
| Restricted stock awards | 527 |
| | 331 |
| | 265 |
| Restricted stock awards | 171 | | | 527 | | | 331 | |
| OP unitholder interests | 2,991 |
| | 2,531 |
| | 2,481 |
| OP unitholder interests | 2,964 | | | 2,991 | | | 2,531 | |
| Denominator for diluted earnings per share—adjusted weighted average shares | 369,886 |
| | 359,301 |
| | 358,566 |
| Denominator for diluted earnings per share—adjusted weighted average shares | 376,503 | | | 369,886 | | | 359,301 | |
| Basic earnings per share: | | | | | | Basic earnings per share: | | | | | |
| Income from continuing operations | $ | 1.20 |
| | $ | 1.17 |
| | $ | 3.83 |
| Income from continuing operations | $ | 1.18 | | | $ | 1.20 | | | $ | 1.17 | |
| Net income attributable to common stockholders | 1.18 |
| | 1.15 |
| | 3.82 |
| Net income attributable to common stockholders | 1.18 | | | 1.18 | | | 1.15 | |
| Diluted earnings per share: | | | | | | Diluted earnings per share: | | | | |
| Income from continuing operations | $ | 1.19 |
| | $ | 1.16 |
| | $ | 3.80 |
| Income from continuing operations | $ | 1.17 | | | $ | 1.19 | | | $ | 1.16 | |
| Net income attributable to common stockholders | 1.17 |
| | 1.14 | | 3.78 |
| Net income attributable to common stockholders | 1.17 | | | 1.17 | | | 1.14 | |
There were 4.0 million, 1.1 million 3.5 million and 3.03.5 million anti-dilutive options outstanding for the years ended December 31, 2020, 2019 2018 and 2017,2018, respectively.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
NOTE 16—16–PERMANENT AND TEMPORARY EQUITY
Capital Stock
From time to time, we may sell up to an aggregate of $1.0 billion of our common stock under an “at-the-market” equity offering program (“ATM program”). As of December 31, 2020, we have $755.5 million remaining under our existing ATM program. During the yearyears ended December 31, 2020 and 2019, we sold 1.5 million and 2.7 million shares of our common stock under our ATM program for gross proceeds of $44.88 and $66.75 per share. As ofshare, respectively. During the year ended December 31, 2019, $822.1 million2018, we sold 0 shares of our common stock remained available for sale under our ATM program.
In June 2019, we sold 12.7 million shares of our common stock under a registered public offering for gross proceeds of $62.75 per share. We used the majority of the net proceeds to fund our LGM Acquisition. See “NOTE 4—ACQUISITIONS OF REAL ESTATE PROPERTY”“Note 4 – Acquisitions of Real Estate Property” and “NOTE 6—LOANS RECEIVABLE AND INVESTMENTS”“Note 6 – Loans Receivable and Investments” for additional information regarding the LGM Acquisition.
During the year ended December 31, 2018, we sold 0 shares of common stock under our ATM program.
During the year ended December 31, 2017, we issued and sold 1.1 million shares of common stock under our previous ATM program.
Excess Share Provision
In order to preserve our ability to maintain REIT status, our CharterAmended and Restated Certificate of Incorporation (our “Charter”) provides that if a person acquires beneficial ownership of more than 9% of our outstanding common stock or 9.9% of our outstanding preferred stock, the shares that are
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
beneficially owned in excess of such limit are deemed to be excess shares. These shares are automatically deemed transferred to a trust for the benefit of a charitable institution or other qualifying organization selected by our Board of Directors. The trust is entitled to all dividends with respect to the shares, and the trustee may exercise all voting power over the shares.
We have the right to buy the excess shares for a purchase price equal to the lesser of the price per share in the transaction that created the excess shares or the market price on the date we buy the shares, and we may defer payment of the purchase price for the excess shares for up to five years. If we do not purchase the excess shares, the trustee of the trust is required to transfer the excess shares at the direction of the Board of Directors. The owner of the excess shares is entitled to receive the lesser of the proceeds from the sale or the original purchase price for such excess shares, and any additional amounts are payable to the beneficiary of the trust. As of December 31, 2019,2020, there were 0 shares in the trust.
Our Board of Directors is empowered to grant waivers from the excess share provisions of our Charter.
Accumulated Other Comprehensive Loss
The following is a summary of our accumulated other comprehensive loss:
| | | | As of December 31, | | As of December 31, |
| | 2019 | | 2018 | | 2020 | | 2019 |
| | (In thousands) | | (In thousands) |
| Foreign currency translation | $ | (51,743 | ) | | $ | (55,016 | ) | Foreign currency translation | $ | (51,947) | | | $ | (51,743) | |
| Available for sale securities | 27,380 |
| | 15,746 |
| Available for sale securities | 25,712 | | | 27,380 | |
| Derivative instruments | (10,201 | ) | | 19,688 |
| Derivative instruments | (28,119) | | | (10,201) | |
| Total accumulated other comprehensive loss | $ | (34,564 | ) | | $ | (19,582 | ) | Total accumulated other comprehensive loss | $ | (54,354) | | | $ | (34,564) | |
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
Redeemable OP Unitholder and Noncontrolling Interests
The following is a rollforwardroll-forward of our redeemable OP unitholder and noncontrolling interests for 2019:2020:
| | | | | | | | | | Redeemable OP Unitholder Interests | | Redeemable Noncontrolling Interests | | Total Redeemable OP Unitholder and Noncontrolling Interests |
| | | Redeemable OP Unitholder Interests | | Redeemable Noncontrolling Interests | | Total Redeemable OP Unitholder and Noncontrolling Interests | | (In thousands) |
| | | (In thousands) | |
| Balance as of December 31, 2018 | | $ | 174,552 |
| | $ | 13,589 |
| | $ | 188,141 |
| |
New issuances (1) | | — |
| | 81,181 |
| | 81,181 |
| |
| Balance as of December 31, 2019 | | Balance as of December 31, 2019 | | $ | 171,178 | | | $ | 102,500 | | | $ | 273,678 | |
| New issuances | | New issuances | | 0 | | | 16,593 | | | 16,593 | |
| Change in valuation | | 7,389 |
| | 7,730 |
| | 15,119 |
| Change in valuation | | (18,638) | | | (8,068) | | | (26,706) | |
| Dispositions | | Dispositions | | 0 | | | (14,350) | | | (14,350) | |
| Distributions and other | | (9,298 | ) | | — |
| | (9,298 | ) | Distributions and other | | (6,247) | | | 1,071 | | | (5,176) | |
| Redemptions | | (1,465 | ) | | — |
| | (1,465 | ) | Redemptions | | (310) | | | (8,239) | | | (8,549) | |
| Balance as of December 31, 2019 | | $ | 171,178 |
| | $ | 102,500 |
| | $ | 273,678 |
| |
| Balance as of December 31, 2020 | | Balance as of December 31, 2020 | | $ | 145,983 | | | $ | 89,507 | | | $ | 235,490 | |
| |
(1)
| Includes the redeemable portion of LGM's interest in certain seniors housing communities acquired in September 2019. |
NOTE 17—17–RELATED PARTY TRANSACTIONS
Atria provides comprehensive property management and accounting services with respect to our seniorssenior housing communities that Atria operates, for which we pay annual management fees pursuant to long-term management agreements.
For the years ended December 31, 2020, 2019 2018 and 2017,2018, we incurred fees to Atria of $55.2 million, $62.1 million $60.1 million and $59.7$60.1 million, respectively, the majority of which are recorded within property-level operating expenses in our Consolidated Statements of Income.
OurWe hold a 34% ownership interest in Atria, which entitles us to customary minority rights and minority protections, as well as the right to appoint 2 of the 6 members on the Atria Board of Directors.
As of December 31, 2019,2020, we leased 1011 hospital campuses to Ardent pursuant to a single, triple-net master lease agreement. For the years ended December 31, 2020, 2019 2018 and 2017,2018, we recognized rental income from Ardent of $122.6 million, $118.8 million $114.8 million and $110.8$114.8 million, respectively, relating to the Ardent master lease.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
In June 2018, we made a $200.0 million investment in senior unsecured notes issued by a subsidiary of Ardent at a price of 98.6% of par value. The notes have an effective interest rate of 10.0% and mature in 2026. These marketable debt securities are classified as available for sale and are reflected on our Consolidated Balance Sheets at fair value.
OurWe hold a 9.8% ownership interest in Ardent, which entitles us to customary minority rights and minority protections, as well as the right to appoint 1 of the 11 members on the Ardent Board of Directors.
In January 2018, we transitioned the management of 76 private pay seniorsprivate-pay senior housing communities to ESL. These assets, substantially all of which were previously leased by Elmcroft Senior Living (“Elmcroft”) under triple-net leases, are now operated by ESL under a management contract with us and are included in the senior living operations reportable business segment. Upon termination of our lease with Elmcroft, we derecognized our accumulated straight-line receivable balance and offsetting reserve of $75.2 million. For the years ended December 31, 2020, 2019 and 2018, we incurred $5.2 million, $8.2 million and $23.6 million respectively of transaction and integration costs relating to this transaction, net of property-level net assets assumed for 0 consideration, primarily included in merger-related expenses and deal costs in our Consolidated Statements of Income.
In January 2018, we acquired a 34% ownership interest in ESL, which entitles us to customary minority rights and minority protections, as well as the right to appoint 2 of the 6 members toof the ESL Board of Directors. ESL management owns the 66% controlling interest.
ESL provides comprehensive property management and accounting services with respect to our seniorssenior housing communities that ESL operates, for which we pay annual management fees pursuant to a management agreement. For the years ended December 31, 2020, 2019 and 2018, we incurred fees to ESL of $15.1 million, $14.6 million and $12.9 million,
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
respectively, the majority of which are recorded within property-level operating expenses in our Consolidated Statements of Income.
NOTE 18—18–QUARTERLY FINANCIAL INFORMATION (UNAUDITED)
Summarized unaudited consolidated quarterly information is provided below:
|
| | | | | | | | | | | | | | | |
| | For the Year Ended December 31, 2019 |
| | First Quarter | | Second Quarter | | Third Quarter | | Fourth Quarter |
| | (In thousands, except per share amounts) |
| Revenues | $ | 942,874 |
| | $ | 950,717 |
| | $ | 983,155 |
| | $ | 996,004 |
|
| | | | | | | | |
| Income from continuing operations | $ | 127,588 |
| | $ | 211,898 |
| | $ | 86,918 |
| | $ | 12,893 |
|
| Net income | 127,588 |
| | 211,898 |
| | 86,918 |
| | 12,893 |
|
| Net income attributable to noncontrolling interests | 1,803 |
| | 1,369 |
| | 1,659 |
| | 1,450 |
|
| Net income attributable to common stockholders | $ | 125,785 |
| | $ | 210,529 |
| | $ | 85,259 |
| | $ | 11,443 |
|
| Basic earnings per share: | |
| | |
| | |
| | |
|
| Income from continuing operations | $ | 0.36 |
| | $ | 0.59 |
| | $ | 0.23 |
| | $ | 0.03 |
|
| Net income attributable to common stockholders | 0.35 |
| | 0.58 |
| | 0.23 |
| | 0.03 |
|
| Diluted earnings per share: | |
| | |
| | |
| | |
|
| Income from continuing operations | $ | 0.35 |
| | $ | 0.58 |
| | $ | 0.23 |
| | $ | 0.03 |
|
| Net income attributable to common stockholders | 0.35 |
| | 0.58 |
| | 0.23 |
| | 0.03 |
|
| | | | | | | | |
| Dividends declared per common share | $ | 0.7925 |
| | $ | 0.7925 |
| | $ | 0.7925 |
| | $ | 0.7925 |
|
| | | | | | | | | | | | | | | | | | | | | | | |
| | For the Year Ended December 31, 2020 |
| | First
Quarter | | Second
Quarter | | Third
Quarter | | Fourth
Quarter |
| | (In thousands, except per share amounts) |
| Revenues | $ | 1,012,054 | | | $ | 943,198 | | | $ | 918,940 | | | $ | 921,165 | |
| | | | | | | |
| Income (loss) from continuing operations | $ | 474,730 | | | $ | (159,235) | | | $ | 13,737 | | | $ | 111,953 | |
| | | | | | | |
| Net income (loss) | 474,730 | | | (159,235) | | | 13,737 | | | 111,953 | |
| Net income (loss) attributable to noncontrolling interests | 1,613 | | | (2,065) | | | 986 | | | 1,502 | |
| Net income (loss) attributable to common stockholders | $ | 473,117 | | | $ | (157,170) | | | $ | 12,751 | | | $ | 110,451 | |
| Basic earnings per share: | | | | | | | |
| Income (loss) from continuing operations | $ | 1.27 | | | $ | (0.43) | | | $ | 0.04 | | | $ | 0.30 | |
| Net income (loss) attributable to common stockholders | 1.27 | | | (0.42) | | | 0.03 | | | 0.29 | |
Diluted earnings per share(1): | | | | | | | |
| Income (loss) from continuing operations | $ | 1.26 | | | $ | (0.43) | | | $ | 0.04 | | | $ | 0.30 | |
| Net income (loss) attributable to common stockholders | 1.26 | | | (0.42) | | | 0.03 | | | 0.29 | |
| | | | | | | |
| Dividends declared per common share | $ | 0.7925 | | | $ | 0.4500 | | | $ | 0.4500 | | | $ | 0.4500 | |
(1) Potential common shares are not included in the computation of diluted earnings per share when a loss from continuing operations exists, as the effect would be an antidilutive per share amount.
| | | | | | | | | | | | | | | | | | | | | | | |
| | For the Year Ended December 31, 2019 |
| | First
Quarter | | Second
Quarter | | Third
Quarter | | Fourth
Quarter |
| | (In thousands, except per share amounts) |
| Revenues | $ | 942,874 | | | $ | 950,717 | | | $ | 983,155 | | | $ | 996,004 | |
| | | | | | | |
| Income from continuing operations | $ | 127,588 | | | $ | 211,898 | | | $ | 86,918 | | | $ | 12,893 | |
| | | | | | | |
| Net income | 127,588 | | | 211,898 | | | 86,918 | | | 12,893 | |
| Net income attributable to noncontrolling interests | 1,803 | | | 1,369 | | | 1,659 | | | 1,450 | |
| Net income attributable to common stockholders | $ | 125,785 | | | $ | 210,529 | | | $ | 85,259 | | | $ | 11,443 | |
| Basic earnings per share: | | | | | | | |
| Income from continuing operations | $ | 0.36 | | | $ | 0.59 | | | $ | 0.23 | | | $ | 0.03 | |
| Net income attributable to common stockholders | 0.35 | | | 0.58 | | | 0.23 | | | 0.03 | |
| Diluted earnings per share: | | | | | | | |
| Income from continuing operations | $ | 0.35 | | | $ | 0.58 | | | $ | 0.23 | | | $ | 0.03 | |
| Net income attributable to common stockholders | 0.35 | | | 0.58 | | | 0.23 | | | 0.03 | |
| | | | | | | |
| Dividends declared per common share | $ | 0.7925 | | | $ | 0.7925 | | | $ | 0.7925 | | | $ | 0.7925 | |
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
|
| | | | | | | | | | | | | | | |
| | For the Year Ended December 31, 2018 |
| | First Quarter | | Second Quarter | | Third Quarter | | Fourth Quarter |
| | (In thousands, except per share amounts) |
| Revenues | $ | 943,705 |
| | $ | 942,304 |
| | $ | 936,538 |
| | $ | 923,263 |
|
| | | | | | | | |
| Income from continuing operations | $ | 80,108 |
| | $ | 169,300 |
| | $ | 103,281 |
| | $ | 63,302 |
|
| Discontinued operations | (10 | ) | | — |
| | — |
| | — |
|
| Net income | 80,098 |
| | 169,300 |
| | 103,281 |
| | 63,302 |
|
| Net income attributable to noncontrolling interests | 1,395 |
| | 2,781 |
| | 1,309 |
| | 1,029 |
|
| Net income attributable to common stockholders | $ | 78,703 |
| | $ | 166,519 |
| | $ | 101,972 |
| | $ | 62,273 |
|
| Basic earnings per share: | | | | | | | |
| Income from continuing operations | $ | 0.22 |
| | $ | 0.48 |
| | $ | 0.29 |
| | $ | 0.18 |
|
| Net income attributable to common stockholders | 0.22 |
| | 0.47 |
| | 0.29 |
| | 0.17 |
|
| Diluted earnings per share: | | | | | | | |
| Income from continuing operations | $ | 0.22 |
| | $ | 0.47 |
| | $ | 0.29 |
| | $ | 0.18 |
|
| Net income attributable to common stockholders | 0.22 |
| | 0.46 |
| | 0.28 |
| | 0.17 |
|
| | | | | | | | |
| Dividends declared per common share | $ | 0.79 |
| | $ | 0.79 |
| | $ | 0.79 |
| | $ | 0.7925 |
|
NOTE 19—SEGMENT INFORMATION
As of December 31, 2019,2020, we operated through 3 reportable business segments: triple-net leased properties, senior living operations and office operations. In our triple-net leased properties segment, we invest in and own seniorssenior housing and healthcare properties throughout the United States and the United Kingdom and lease those properties to healthcare operating companies under “triple-net” or “absolute-net” leases that obligate the tenants to pay all property-related expenses. In our senior living operations segment, we invest in seniorssenior housing communities throughout the United States and Canada and engage independent operators, such as Atria and Sunrise, to manage those communities. In our office operations segment, we primarily acquire, own, develop, lease and manage MOBs and research and innovation centers throughout the United States. Information provided for “all other” includes income from loans and investments and other miscellaneous income and various corporate-level expenses not directly attributable to any of our 3 reportable business segments. Assets included in “all other” consist primarily of corporate assets, including cash, restricted cash, loans receivable and investments, and miscellaneous accounts receivable.
Our chief operating decision makers evaluate performance of the combined properties in each reportable business segment and determine how to allocate resources to those segments, in significant part, based on segment NOI and related measures. We define segment NOI as total revenues, less interest and other income, property-level operating expenses and office building services costs. We consider segment NOI useful because it allows investors, analysts and our management to measure unlevered property-level operating results and to compare our operating results to the operating results of other real estate companies between periods on a consistent basis. In order to facilitate a clear understanding of our historical consolidated operating results, segment NOI should be examined in conjunction with net income attributable to common stockholders as presented in our Consolidated Financial Statements and other financial data included elsewhere in this Annual Report on Form 10-K.
Interest expense, depreciation and amortization, general, administrative and professional fees, income tax expense and other non-property specificnon-property-specific revenues and expenses are not allocated to individual reportable business segments for purposes of assessing segment performance. There are 0 intersegment sales or transfers.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
Summary information by reportable business segment is as follows:
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| For the Year Ended December 31, 2020 |
| Triple-Net
Leased
Properties | | Senior
Living
Operations | | Office
Operations | | All
Other | | Total |
| | (In thousands) |
| Revenues: | | | | | | | | | |
| Rental income | $ | 695,265 | | | $ | 0 | | | $ | 799,627 | | | $ | 0 | | | $ | 1,494,892 | |
| Resident fees and services | 0 | | | 2,197,160 | | | 0 | | | 0 | | | 2,197,160 | |
| Office building and other services revenue | 0 | | | 0 | | | 8,675 | | | 6,516 | | | 15,191 | |
| Income from loans and investments | 0 | | | 0 | | | 0 | | | 80,505 | | | 80,505 | |
| Interest and other income | 0 | | | 0 | | | 0 | | | 7,609 | | | 7,609 | |
| Total revenues | $ | 695,265 | | | $ | 2,197,160 | | | $ | 808,302 | | | $ | 94,630 | | | $ | 3,795,357 | |
| | | | | | | | | |
| Total revenues | $ | 695,265 | | | $ | 2,197,160 | | | $ | 808,302 | | | $ | 94,630 | | | $ | 3,795,357 | |
| Less: | | | | | | | | | |
| Interest and other income | 0 | | | 0 | | | 0 | | | 7,609 | | | 7,609 | |
| Property-level operating expenses | 22,160 | | | 1,658,671 | | | 256,612 | | | 0 | | | 1,937,443 | |
| Office building services costs | 0 | | | 0 | | | 2,315 | | | 0 | | | 2,315 | |
| Segment NOI | $ | 673,105 | | | $ | 538,489 | | | $ | 549,375 | | | $ | 87,021 | | | 1,847,990 | |
| Interest and other income | | | | | | | | | 7,609 | |
| Interest expense | | | | | | | | | (469,541) | |
| Depreciation and amortization | | | | | | | | | (1,109,763) | |
| General, administrative and professional fees | | | | | | | | | (130,158) | |
| Loss on extinguishment of debt, net | | | | | | | | | (10,791) | |
| Merger-related expenses and deal costs | | | | | | | | | (29,812) | |
| Allowance on loans receivable and investments | | | | | | | | | (24,238) | |
| Other | | | | | | | | | (707) | |
| Income from unconsolidated entities | | | | | | | | | 1,844 | |
| Gain on real estate dispositions | | | | | | | | | 262,218 | |
| Income tax benefit | | | | | | | | | 96,534 | |
| Income from continuing operations | | | | | | | | | 441,185 | |
| | | | | | | | | |
| Net income | | | | | | | | | 441,185 | |
| Net income attributable to noncontrolling interests | | | | | | | | | 2,036 | |
| Net income attributable to common stockholders | | | | | | | | | $ | 439,149 | |
|
| | | | | | | | | | | | | | | | | | | |
| | For the Year Ended December 31, 2019 |
| | Triple-Net Leased Properties | | Senior Living Operations | | Office Operations | | All Other | | Total |
| | (In thousands) |
| Revenues: | | | | | | | | | |
| Rental income | $ | 780,898 |
| | $ | — |
| | $ | 828,978 |
| | $ | — |
| | $ | 1,609,876 |
|
| Resident fees and services | — |
| | 2,151,533 |
| | — |
| | — |
| | 2,151,533 |
|
| Office building and other services revenue | — |
| | — |
| | 7,747 |
| | 3,409 |
| | 11,156 |
|
| Income from loans and investments | — |
| | — |
| | — |
| | 89,201 |
| | 89,201 |
|
| Interest and other income | — |
| | — |
| | — |
| | 10,984 |
| | 10,984 |
|
| Total revenues | $ | 780,898 |
| | $ | 2,151,533 |
| | $ | 836,725 |
| | $ | 103,594 |
| | $ | 3,872,750 |
|
| | | | | | | | | | |
| Total revenues | $ | 780,898 |
| | $ | 2,151,533 |
| | $ | 836,725 |
| | $ | 103,594 |
| | $ | 3,872,750 |
|
| Less: | | | | | | | | | |
| Interest and other income | — |
| | — |
| | — |
| | 10,984 |
| | 10,984 |
|
| Property-level operating expenses | 26,561 |
| | 1,521,398 |
| | 260,249 |
| | — |
| | 1,808,208 |
|
| Office building services costs | — |
| | — |
| | 2,319 |
| | — |
| | 2,319 |
|
| Segment NOI | $ | 754,337 |
| | $ | 630,135 |
| | $ | 574,157 |
| | $ | 92,610 |
| | 2,051,239 |
|
| Interest and other income | |
| | |
| | |
| | | | 10,984 |
|
| Interest expense | |
| | |
| | |
| | |
| | (451,662 | ) |
| Depreciation and amortization | |
| | |
| | |
| | |
| | (1,045,620 | ) |
| General, administrative and professional fees | |
| | |
| | |
| | |
| | (165,996 | ) |
| Loss on extinguishment of debt, net | |
| | |
| | |
| | |
| | (41,900 | ) |
| Merger-related expenses and deal costs | |
| | |
| | |
| | |
| | (15,235 | ) |
| Other | |
| | |
| | |
| | |
| | 17,609 |
|
| Loss from unconsolidated entities | | | | | | | | | (2,454 | ) |
| Gain on real estate dispositions | | | | | | | | | 26,022 |
|
| Income tax benefit | |
| | |
| | |
| | |
| | 56,310 |
|
| Income from continuing operations | |
| | |
| | |
| | |
| | 439,297 |
|
| Discontinued operations | | | | | | | | | — |
|
| Net income | | | | | | | | | 439,297 |
|
| Net income attributable to noncontrolling interests | | | | | | | | | 6,281 |
|
| Net income attributable to common stockholders | | | | | | | | | $ | 433,016 |
|
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| For the Year Ended December 31, 2019 |
| Triple-Net
Leased
Properties | | Senior
Living
Operations | | Office
Operations | | All
Other | | Total |
| | (In thousands) |
| Revenues: | | | | | | | | | |
| Rental income | $ | 780,898 | | | $ | 0 | | | $ | 828,978 | | | $ | 0 | | | $ | 1,609,876 | |
| Resident fees and services | 0 | | | 2,151,533 | | | 0 | | | 0 | | | 2,151,533 | |
| Office building and other services revenue | 0 | | | 0 | | | 7,747 | | | 3,409 | | | 11,156 | |
| Income from loans and investments | 0 | | | 0 | | | 0 | | | 89,201 | | | 89,201 | |
| Interest and other income | 0 | | | 0 | | | 0 | | | 10,984 | | | 10,984 | |
| Total revenues | $ | 780,898 | | | $ | 2,151,533 | | | $ | 836,725 | | | $ | 103,594 | | | $ | 3,872,750 | |
| | | | | | | | | |
| Total revenues | $ | 780,898 | | | $ | 2,151,533 | | | $ | 836,725 | | | $ | 103,594 | | | $ | 3,872,750 | |
| Less: | | | | | | | | | |
| Interest and other income | 0 | | | 0 | | | 0 | | | 10,984 | | | 10,984 | |
| Property-level operating expenses | 26,561 | | | 1,521,398 | | | 260,249 | | | 0 | | | 1,808,208 | |
| Office building services costs | 0 | | | 0 | | | 2,319 | | | 0 | | | 2,319 | |
| Segment NOI | $ | 754,337 | | | $ | 630,135 | | | $ | 574,157 | | | $ | 92,610 | | | 2,051,239 | |
| Interest and other income | | | | | | | | | 10,984 | |
| Interest expense | | | | | | | | | (451,662) | |
| Depreciation and amortization | | | | | | | | | (1,045,620) | |
| General, administrative and professional fees | | | | | | | | | (158,726) | |
| Loss on extinguishment of debt, net | | | | | | | | | (41,900) | |
| Merger-related expenses and deal costs | | | | | | | | | (15,235) | |
| Other | | | | | | | | | 10,339 | |
| Loss from unconsolidated entities | | | | | | | | | (2,454) | |
| Gain on real estate dispositions | | | | | | | | | 26,022 | |
| Income tax benefit | | | | | | | | | 56,310 | |
| Income from continuing operations | | | | | | | | | 439,297 | |
| | | | | | | | | |
| Net income | | | | | | | | | 439,297 | |
| Net income attributable to noncontrolling interests | | | | | | | | | 6,281 | |
| Net income attributable to common stockholders | | | | | | | | | $ | 433,016 | |
|
| | | | | | | | | | | | | | | | | | | |
| | For the Year Ended December 31, 2018 |
| | Triple-Net Leased Properties | | Senior Living Operations | | Office Operations | | All Other | | Total |
| | (In thousands) |
| Revenues: | | | | | | | | | |
| Rental income | $ | 737,796 |
| | $ | — |
| | $ | 776,011 |
| | $ | — |
| | $ | 1,513,807 |
|
| Resident fees and services | — |
| | 2,069,477 |
| | — |
| | — |
| | 2,069,477 |
|
| Office building and other services revenue | 2,522 |
| | — |
| | 7,592 |
| | 3,302 |
| | 13,416 |
|
| Income from loans and investments | — |
| | — |
| | — |
| | 124,218 |
| | 124,218 |
|
| Interest and other income | — |
| | — |
| | — |
| | 24,892 |
| | 24,892 |
|
| Total revenues | $ | 740,318 |
| | $ | 2,069,477 |
| | $ | 783,603 |
| | $ | 152,412 |
| | $ | 3,745,810 |
|
| | | | | | | | | | |
| Total revenues | $ | 740,318 |
| | $ | 2,069,477 |
| | $ | 783,603 |
| | $ | 152,412 |
| | $ | 3,745,810 |
|
| Less: | | | | | | | | | |
| Interest and other income | — |
| | — |
| | — |
| | 24,892 |
| | 24,892 |
|
| Property-level operating expenses | — |
| | 1,446,201 |
| | 243,679 |
| | — |
| | 1,689,880 |
|
| Office building services costs | — |
| | — |
| | 1,418 |
| | — |
| | 1,418 |
|
| Segment NOI | $ | 740,318 |
| | $ | 623,276 |
| | $ | 538,506 |
| | $ | 127,520 |
| | 2,029,620 |
|
| Interest and other income | |
| | |
| | |
| | | | 24,892 |
|
| Interest expense | |
| | |
| | |
| | |
| | (442,497 | ) |
| Depreciation and amortization | |
| | |
| | |
| | |
| | (919,639 | ) |
| General, administrative and professional fees | |
| | |
| | |
| | |
| | (151,982 | ) |
| Loss on extinguishment of debt, net | |
| | |
| | |
| | |
| | (58,254 | ) |
| Merger-related expenses and deal costs | |
| | |
| | |
| | |
| | (30,547 | ) |
| Other | |
| | |
| | |
| | |
| | (66,768 | ) |
| Loss from unconsolidated entities | | | | | | | | | (55,034 | ) |
| Gain on real estate dispositions | | | | | | | | | 46,247 |
|
| Income tax benefit | |
| | |
| | |
| | |
| | 39,953 |
|
| Income from continuing operations | |
| | |
| | |
| | |
| | 415,991 |
|
| Discontinued operations | | | | | | | | | (10 | ) |
| Net income | | | | | | | | | 415,981 |
|
| Net income attributable to noncontrolling interests | | | | | | | | | 6,514 |
|
| Net income attributable to common stockholders | | | | | | | | | $ | 409,467 |
|
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
|
| | | | | | | | | | | | | | | | | | | |
| | For the Year Ended December 31, 2017 |
| | Triple-Net Leased Properties | | Senior Living Operations | | Office Operations | | All Other | | Total |
| | (In thousands) |
| Revenues: | | | | | | | | | |
| Rental income | $ | 840,131 |
| | $ | — |
| | $ | 753,467 |
| | $ | — |
| | $ | 1,593,598 |
|
| Resident fees and services | — |
| | 1,843,232 |
| | — |
| | — |
| | 1,843,232 |
|
| Office building and other services revenue | 4,580 |
| | — |
| | 7,497 |
| | 1,600 |
| | 13,677 |
|
| Income from loans and investments | — |
| | — |
| | — |
| | 117,608 |
| | 117,608 |
|
| Interest and other income | — |
| | — |
| | — |
| | 6,034 |
| | 6,034 |
|
| Total revenues | $ | 844,711 |
| | $ | 1,843,232 |
| | $ | 760,964 |
| | $ | 125,242 |
| | $ | 3,574,149 |
|
| | | | | | | | | | |
| Total revenues | $ | 844,711 |
| | $ | 1,843,232 |
| | $ | 760,964 |
| | $ | 125,242 |
| | $ | 3,574,149 |
|
| Less: | | | | | | | | | |
| Interest and other income | — |
| | — |
| | — |
| | 6,034 |
| | 6,034 |
|
| Property-level operating expenses | — |
| | 1,250,065 |
| | 233,007 |
| | — |
| | 1,483,072 |
|
| Office building services costs | — |
| | — |
| | 3,391 |
| | — |
| | 3,391 |
|
| Segment NOI | $ | 844,711 |
| | $ | 593,167 |
| | $ | 524,566 |
| | $ | 119,208 |
| | 2,081,652 |
|
| Interest and other income | |
| | |
| | |
| | | | 6,034 |
|
| Interest expense | |
| | |
| | |
| | |
| | (448,196 | ) |
| Depreciation and amortization | |
| | |
| | |
| | |
| | (887,948 | ) |
| General, administrative and professional fees | |
| | |
| | |
| | |
| | (135,490 | ) |
| Loss on extinguishment of debt, net | | | | | | | | | (754 | ) |
| Merger-related expenses and deal costs | |
| | |
| | |
| | |
| | (10,535 | ) |
| Other | |
| | |
| | |
| | |
| | (20,052 | ) |
| Loss from unconsolidated entities | | | | | | | | | (561 | ) |
| Gain on real estate dispositions | | | | | | | | | 717,273 |
|
| Income tax benefit | |
| | |
| | |
| | |
| | 59,799 |
|
| Income from continuing operations | |
| | |
| | |
| | |
| | 1,361,222 |
|
| Discontinued operations | | | | | | | | | (110 | ) |
| Net income | | | | | | | | | 1,361,112 |
|
| Net income attributable to noncontrolling interests | | | | | | | | | 4,642 |
|
| Net income attributable to common stockholders | | | | | | | | | $ | 1,356,470 |
|
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| For the Year Ended December 31, 2018 |
| Triple-Net
Leased
Properties | | Senior
Living
Operations | | Office
Operations | | All
Other | | Total |
| | (In thousands) |
| Revenues: | | | | | | | | | |
| Rental income | $ | 737,796 | | | $ | 0 | | | $ | 776,011 | | | $ | 0 | | | $ | 1,513,807 | |
| Resident fees and services | 0 | | | 2,069,477 | | | 0 | | | 0 | | | 2,069,477 | |
| Office building and other services revenue | 2,522 | | | 0 | | | 7,592 | | | 3,302 | | | 13,416 | |
| Income from loans and investments | 0 | | | 0 | | | 0 | | | 124,218 | | | 124,218 | |
| Interest and other income | 0 | | | 0 | | | 0 | | | 24,892 | | | 24,892 | |
| Total revenues | $ | 740,318 | | | $ | 2,069,477 | | | $ | 783,603 | | | $ | 152,412 | | | $ | 3,745,810 | |
| | | | | | | | | |
| Total revenues | $ | 740,318 | | | $ | 2,069,477 | | | $ | 783,603 | | | $ | 152,412 | | | $ | 3,745,810 | |
| Less: | | | | | | | | | |
| Interest and other income | 0 | | | 0 | | | 0 | | | 24,892 | | | 24,892 | |
| Property-level operating expenses | 0 | | | 1,446,201 | | | 243,679 | | | 0 | | | 1,689,880 | |
| Office building services costs | 0 | | | 0 | | | 1,418 | | | 0 | | | 1,418 | |
| Segment NOI | $ | 740,318 | | | $ | 623,276 | | | $ | 538,506 | | | $ | 127,520 | | | 2,029,620 | |
| Interest and other income | | | | | | | | | 24,892 | |
| Interest expense | | | | | | | | | (442,497) | |
| Depreciation and amortization | | | | | | | | | (919,639) | |
| General, administrative and professional fees | | | | | | | | | (145,978) | |
| Loss on extinguishment of debt, net | | | | | | | | | (58,254) | |
| Merger-related expenses and deal costs | | | | | | | | | (30,547) | |
| Other | | | | | | | | | (72,772) | |
| Loss from unconsolidated entities | | | | | | | | | (55,034) | |
| Gain on real estate dispositions | | | | | | | | | 46,247 | |
| Income tax benefit | | | | | | | | | 39,953 | |
| Income from continuing operations | | | | | | | | | 415,991 | |
| Discontinued operations | | | | | | | | | (10) | |
| Net income | | | | | | | | | 415,981 | |
| Net income attributable to noncontrolling interests | | | | | | | | | 6,514 | |
| Net income attributable to common stockholders | | | | | | | | | $ | 409,467 | |
Assets by reportable business segment are as follows:
| | | | As of December 31, | | As of December 31, |
| | 2019 | | 2018 | | 2020 | | 2019 |
| | (Dollars in thousands) | | (Dollars in thousands) |
| Assets: | | | | | | | | Assets: | | | | | | | |
| Triple-net leased properties | $ | 6,381,657 |
| | 25.8 | % | | $ | 6,795,142 |
| | 30.1 | % | Triple-net leased properties | $ | 5,147,503 | | | 21.6 | % | | $ | 6,381,657 | | | 25.8 | % |
| Senior living operations | 10,142,023 |
| | 41.1 |
| | 8,156,187 |
| | 36.1 |
| Senior living operations | 10,653,428 | | | 44.5 | | | 10,142,023 | | | 41.1 | |
| Office operations | 7,173,401 |
| | 29.1 |
| | 6,772,957 |
| | 30.0 |
| Office operations | 6,709,602 | | | 28.0 | | | 7,173,401 | | | 29.1 | |
| All other assets | 995,127 |
| | 4.0 |
| | 860,269 |
| | 3.8 |
| All other assets | 1,418,871 | | | 5.9 | | | 995,127 | | | 4.0 | |
| Total assets | $ | 24,692,208 |
| | 100.0 | % | | $ | 22,584,555 |
| | 100.0 | % | Total assets | $ | 23,929,404 | | | 100.0 | % | | $ | 24,692,208 | | | 100.0 | % |
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
Capital expenditures, including investments in real estate property and development project expenditures, by reportable business segment are as follows:
| | | | For the Years Ended December 31, | | For the Years Ended December 31, |
| | 2019 | | 2018 | | 2017 | | 2020 | | 2019 | | 2018 |
| | (In thousands) | | (In thousands) |
| Capital expenditures: | | | | | | Capital expenditures: | | | | | |
| Triple-net leased properties | $ | 55,429 |
| | $ | 58,744 |
| | $ | 254,542 |
| Triple-net leased properties | $ | 42,930 | | | $ | 55,429 | | | $ | 58,744 | |
| Senior living operations | 944,214 |
| | 337,750 |
| | 261,900 |
| Senior living operations | 191,891 | | | 944,214 | | | 337,750 | |
| Office operations | 519,129 |
| | 332,147 |
| | 579,885 |
| Office operations | 372,475 | | | 519,129 | | | 332,147 | |
| Total capital expenditures | $ | 1,518,772 |
| | $ | 728,641 |
| | $ | 1,096,327 |
| Total capital expenditures | $ | 607,296 | | | $ | 1,518,772 | | | $ | 728,641 | |
Our portfolio of properties and mortgage loan and other investments are located in the United States, Canada and the United Kingdom. Revenues are attributed to an individual country based on the location of each property. Geographic information regarding our operations is as follows: |
| | | | | | | | | | | |
| | For the Years Ended December 31, |
| | 2019 | | 2018 | | 2017 |
| | (In thousands) |
| Revenues: | | | | | |
| United States | $ | 3,578,341 |
| | $ | 3,524,875 |
| | $ | 3,361,682 |
|
| Canada | 266,946 |
| | 192,350 |
| | 186,049 |
|
| United Kingdom | 27,463 |
| | 28,585 |
| | 26,418 |
|
| Total revenues | $ | 3,872,750 |
| | $ | 3,745,810 |
| | $ | 3,574,149 |
|
| | | | | | | | For the Years Ended December 31, |
| | As of December 31, | | 2020 | | 2019 | | 2018 |
| | 2019 | | 2018 | | (In thousands) |
| | (In thousands) | |
| Net real estate property: | | | | |
| Revenues: | | Revenues: | | | | | |
| United States | $ | 18,631,352 |
| | $ | 18,861,163 |
| United States | $ | 3,381,357 | | | $ | 3,578,341 | | | $ | 3,524,875 | |
| Canada | 2,830,850 |
| | 963,588 |
| Canada | 389,205 | | | 266,946 | | | 192,350 | |
| United Kingdom | 266,885 |
| | 268,906 |
| United Kingdom | 24,795 | | | 27,463 | | | 28,585 | |
| Total net real estate property | $ | 21,729,087 |
| | $ | 20,093,657 |
| |
| Total revenues | | Total revenues | $ | 3,795,357 | | | $ | 3,872,750 | | | $ | 3,745,810 | |
| | | | | | | | | | | |
| | As of December 31, |
| | 2020 | | 2019 |
| | (In thousands) |
| Net real estate property: | | | |
| United States | $ | 17,303,816 | | | $ | 18,636,838 | |
| Canada | 2,983,924 | | | 2,830,850 | |
| United Kingdom | 262,295 | | | 266,885 | |
| Total net real estate property | $ | 20,550,035 | | | $ | 21,734,573 | |
NOTE 20—CONDENSED CONSOLIDATING INFORMATION
Ventas, Inc. has fully and unconditionally guaranteed the obligation to pay principal and interest with respect to the outstanding senior notes issued by our 100% owned subsidiary, Ventas Realty, including the senior notes that were jointly issued with Ventas Capital Corporation. Ventas Capital Corporation is a direct 100% owned subsidiary of Ventas Realty that has no assets or operations, but was formed in 2002 solely to facilitate offerings of senior notes by a limited partnership. None of our other subsidiaries (such subsidiaries, excluding Ventas Realty and Ventas Capital Corporation, the “Ventas Subsidiaries”) is obligated with respect to Ventas Realty’s outstanding senior notes. Certain of Ventas Realty’s outstanding senior notes reflected in our condensed consolidating information were issued jointly with Ventas Capital Corporation.
Ventas, Inc. has also fully and unconditionally guaranteed the obligation to pay principal and interest with respect to the outstanding senior notes issued by our 100% owned subsidiary, Ventas Canada. None of our other subsidiaries is obligated with respect to Ventas Canada’s outstanding senior notes, all of which were issued on a private placement basis in Canada.
In connection with the NHP acquisition, our 100% owned subsidiary, NHP LLC, as successor to NHP, assumed the obligation to pay principal and interest with respect to the outstanding senior notes issued by NHP. Neither we nor any of our subsidiaries (other than NHP LLC) is obligated with respect to any of NHP LLC’s outstanding senior notes.
Under certain circumstances, contractual and legal restrictions, including those contained in the instruments governing our subsidiaries’ outstanding mortgage indebtedness, may restrict our ability to obtain cash from our subsidiaries for the purpose of meeting our debt service obligations, including our payment guarantees with respect to Ventas Realty’s and Ventas Canada’s senior notes.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
The following summarizes our condensed consolidating information as of December 31, 2019 and 2018 and for the years ended December 31, 2019, 2018, and 2017:
CONDENSED CONSOLIDATING BALANCE SHEET
|
| | | | | | | | | | | | | | | | | | | |
| | As of December 31, 2019 |
| | Ventas, Inc. | | Ventas Realty | | Ventas Subsidiaries | | Consolidated Elimination | | Consolidated |
| | (In thousands) |
| Assets | | | | | | | | | |
| Net real estate investments | $ | 14,714 |
| | $ | 108,533 |
| | $ | 22,355,474 |
| | $ | — |
| | $ | 22,478,721 |
|
| Cash and cash equivalents | 1,904 |
| | — |
| | 104,459 |
| | — |
| | 106,363 |
|
| Escrow deposits and restricted cash | 1,205 |
| | 128 |
| | 38,406 |
| | — |
| | 39,739 |
|
| Investment in and advances to affiliates | 15,774,897 |
| | 2,728,110 |
| | — |
| | (18,503,007 | ) | | — |
|
| Goodwill | — |
| | — |
| | 1,051,161 |
| | — |
| | 1,051,161 |
|
| Assets held for sale | — |
| | — |
| | 91,433 |
| | — |
| | 91,433 |
|
| Deferred income tax assets, net | — |
| | — |
| | 47,495 |
| | — |
| | 47,495 |
|
| Other assets | 83,190 |
| | 1,499 |
| | 792,607 |
| | — |
| | 877,296 |
|
| Total assets | $ | 15,875,910 |
| | $ | 2,838,270 |
| | $ | 24,481,035 |
| | $ | (18,503,007 | ) | | $ | 24,692,208 |
|
| Liabilities and equity | | | | | | | | | |
| Liabilities: | | | | | | | | | |
| Senior notes payable and other debt | $ | — |
| | $ | 8,352,384 |
| | $ | 3,806,389 |
| | $ | — |
| | $ | 12,158,773 |
|
| Intercompany loans | 8,789,600 |
| | (5,105,070 | ) | | (3,684,530 | ) | | — |
| | — |
|
| Accrued interest | (14,522 | ) | | 94,874 |
| | 30,763 |
| | — |
| | 111,115 |
|
| Operating lease liabilities | 14,498 |
| | 519 |
| | 236,179 |
| | — |
| | 251,196 |
|
| Accounts payable and other liabilities | 342,828 |
| | 20,360 |
| | 782,512 |
| | — |
| | 1,145,700 |
|
| Liabilities related to assets held for sale | — |
| | — |
| | 5,463 |
| | — |
| | 5,463 |
|
| Deferred income tax liabilities | 1,329 |
| | — |
| | 199,502 |
| | — |
| | 200,831 |
|
| Total liabilities | 9,133,733 |
| | 3,363,067 |
| | 1,376,278 |
| | — |
| | 13,873,078 |
|
| Redeemable OP unitholder and noncontrolling interests | 102,657 |
| | — |
| | 171,021 |
| | — |
| | 273,678 |
|
| Total equity | 6,639,520 |
| | (524,797 | ) | | 22,933,736 |
| | (18,503,007 | ) | | 10,545,452 |
|
| Total liabilities and equity | $ | 15,875,910 |
| | $ | 2,838,270 |
| | $ | 24,481,035 |
| | $ | (18,503,007 | ) | | $ | 24,692,208 |
|
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
CONDENSED CONSOLIDATING BALANCE SHEET
|
| | | | | | | | | | | | | | | | | | | |
| | As of December 31, 2018 |
| | Ventas, Inc. | | Ventas Realty | | Ventas Subsidiaries | | Consolidated Elimination | | Consolidated |
| | (In thousands) |
| Assets | | | | | | | | | |
| Net real estate investments | $ | 3,598 |
| | $ | 112,691 |
| | $ | 20,521,615 |
| | $ | — |
| | $ | 20,637,904 |
|
| Cash and cash equivalents | 6,470 |
| | — |
| | 65,807 |
| | — |
| | 72,277 |
|
| Escrow deposits and restricted cash | 4,211 |
| | 128 |
| | 54,848 |
| | — |
| | 59,187 |
|
| Investment in and advances to affiliates | 15,656,592 |
| | 2,726,198 |
| | — |
| | (18,382,790 | ) | | — |
|
| Goodwill | — |
| | — |
| | 1,050,548 |
| | — |
| | 1,050,548 |
|
| Assets held for sale | — |
| | — |
| | 5,454 |
| | — |
| | 5,454 |
|
| Other assets | 45,989 |
| | 4,443 |
| | 708,753 |
| | — |
| | 759,185 |
|
| Total assets | $ | 15,716,860 |
| | $ | 2,843,460 |
| | $ | 22,407,025 |
| | $ | (18,382,790 | ) | | $ | 22,584,555 |
|
| Liabilities and equity | | | | | | | | | |
| Liabilities: | | | | | | | | | |
| Senior notes payable and other debt | $ | — |
| | $ | 8,620,867 |
| | $ | 2,112,832 |
| | $ | — |
| | $ | 10,733,699 |
|
| Intercompany loans | 8,580,896 |
| | (5,629,764 | ) | | (2,951,132 | ) | | — |
| | — |
|
| Accrued interest | (9,953 | ) | | 85,717 |
| | 23,903 |
| | — |
| | 99,667 |
|
| Accounts payable and other liabilities | 319,753 |
| | 19,178 |
| | 747,099 |
| | — |
| | 1,086,030 |
|
| Liabilities related to assets held for sale | — |
| | — |
| | 205 |
| | — |
| | 205 |
|
| Deferred income taxes | 608 |
| | — |
| | 204,611 |
| | — |
| | 205,219 |
|
| Total liabilities | 8,891,304 |
| | 3,095,998 |
| | 137,518 |
| | — |
| | 12,124,820 |
|
| Redeemable OP unitholder and noncontrolling interests | 13,746 |
| | — |
| | 174,395 |
| | — |
| | 188,141 |
|
| Total equity | 6,811,810 |
| | (252,538 | ) | | 22,095,112 |
| | (18,382,790 | ) | | 10,271,594 |
|
| Total liabilities and equity | $ | 15,716,860 |
| | $ | 2,843,460 |
| | $ | 22,407,025 |
| | $ | (18,382,790 | ) | | $ | 22,584,555 |
|
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)120
CONDENSED CONSOLIDATING STATEMENT OF INCOME
|
| | | | | | | | | | | | | | | | | | | |
| | For the Year Ended December 31, 2019 |
| | Ventas, Inc. | | Ventas Realty | | Ventas Subsidiaries | | Consolidated Elimination | | Consolidated |
| | (In thousands) |
| Revenues | | | | | | | | | |
| Rental income | $ | 1,074 |
| | $ | 142,562 |
| | $ | 1,466,240 |
| | $ | — |
| | $ | 1,609,876 |
|
| Resident fees and services | — |
| | — |
| | 2,151,533 |
| | — |
| | 2,151,533 |
|
| Office building and other services revenues | — |
| | — |
| | 11,156 |
| | — |
| | 11,156 |
|
| Income from loans and investments | 2,812 |
| | — |
| | 86,389 |
| | — |
| | 89,201 |
|
| Equity earnings in affiliates | 362,143 |
| | — |
| | (2,469 | ) | | (359,674 | ) | | — |
|
| Interest and other income | 214 |
| | 192 |
| | 10,578 |
| | — |
| | 10,984 |
|
| Total revenues | 366,243 |
| | 142,754 |
| | 3,723,427 |
| | (359,674 | ) | | 3,872,750 |
|
| Expenses | | | | | | | | | |
| Interest | (87,222 | ) | | 323,860 |
| | 215,024 |
| | — |
| | 451,662 |
|
| Depreciation and amortization | 5,686 |
| | 5,410 |
| | 1,034,524 |
| | — |
| | 1,045,620 |
|
| Property-level operating expenses | — |
| | 578 |
| | 1,807,630 |
| | — |
| | 1,808,208 |
|
| Office building services costs | — |
| | — |
| | 2,319 |
| | — |
| | 2,319 |
|
| General, administrative and professional fees | 6,512 |
| | 17,958 |
| | 141,526 |
| | — |
| | 165,996 |
|
| Loss on extinguishment of debt, net | — |
| | 41,875 |
| | 25 |
| | — |
| | 41,900 |
|
| Merger-related expenses and deal costs | 7,170 |
| | — |
| | 8,065 |
| | — |
| | 15,235 |
|
| Other | 2,077 |
| | 2 |
| | (19,688 | ) | | — |
| | (17,609 | ) |
| Total expenses | (65,777 | ) | | 389,683 |
| | 3,189,425 |
| | — |
| | 3,513,331 |
|
| Income (loss) before unconsolidated entities, real estate dispositions, income taxes and noncontrolling interests | 432,020 |
| | (246,929 | ) | | 534,002 |
| | (359,674 | ) | | 359,419 |
|
| Loss from unconsolidated entities | — |
| | — |
| | (2,454 | ) | | — |
| | (2,454 | ) |
| Gain on real estate dispositions | 930 |
| | 88 |
| | 25,004 |
| | — |
| | 26,022 |
|
| Income tax benefit | 66 |
| | — |
| | 56,244 |
| | — |
| | 56,310 |
|
| Income (loss) from continuing operations | 433,016 |
| | (246,841 | ) | | 612,796 |
| | (359,674 | ) | | 439,297 |
|
| Net income (loss) | 433,016 |
| | (246,841 | ) | | 612,796 |
| | (359,674 | ) | | 439,297 |
|
| Net income attributable to noncontrolling interests | — |
| | — |
| | 6,281 |
| | — |
| | 6,281 |
|
| Net income (loss) attributable to common stockholders | $ | 433,016 |
| | $ | (246,841 | ) | | $ | 606,515 |
| | $ | (359,674 | ) | | $ | 433,016 |
|
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
CONDENSED CONSOLIDATING STATEMENT OF INCOME
|
| | | | | | | | | | | | | | | | | | | |
| | For the Year Ended December 31, 2018 |
| | Ventas, Inc. | | Ventas Realty | | Ventas Subsidiaries | | Consolidated Elimination | | Consolidated |
| | (In thousands) |
| Revenues | | | | | | | | | |
| Rental income | $ | 1,407 |
| | $ | 139,043 |
| | $ | 1,373,357 |
| | $ | — |
| | $ | 1,513,807 |
|
| Resident fees and services | — |
| | — |
| | 2,069,477 |
| | — |
| | 2,069,477 |
|
| Office building and other services revenues | — |
| | — |
| | 13,416 |
| | — |
| | 13,416 |
|
| Income from loans and investments | 1,640 |
| | — |
| | 122,578 |
| | — |
| | 124,218 |
|
| Equity earnings in affiliates | 308,764 |
| | — |
| | (2,696 | ) | | (306,068 | ) | | — |
|
| Interest and other income | 23,802 |
| | 19 |
| | 1,071 |
| | — |
| | 24,892 |
|
| Total revenues | 335,613 |
| | 139,062 |
| | 3,577,203 |
| | (306,068 | ) | | 3,745,810 |
|
| Expenses | | | | | | | | | |
| Interest | (98,411 | ) | | 327,898 |
| | 213,010 |
| | — |
| | 442,497 |
|
| Depreciation and amortization | 5,425 |
| | 5,680 |
| | 908,534 |
| | — |
| | 919,639 |
|
| Property-level operating expenses | — |
| | 283 |
| | 1,689,597 |
| | — |
| | 1,689,880 |
|
| Office building services costs | — |
| | — |
| | 1,418 |
| | — |
| | 1,418 |
|
| General, administrative and professional fees | (2,866 | ) | | 18,845 |
| | 136,003 |
| | — |
| | 151,982 |
|
| Loss on extinguishment of debt, net | 355 |
| | 55,910 |
| | 1,989 |
| | — |
| | 58,254 |
|
| Merger-related expenses and deal costs | 25,880 |
| | — |
| | 4,667 |
| | — |
| | 30,547 |
|
| Other | 4,881 |
| | 3 |
| | 61,884 |
| | — |
| | 66,768 |
|
| Total expenses | (64,736 | ) | | 408,619 |
| | 3,017,102 |
| | — |
| | 3,360,985 |
|
| Income (loss) before unconsolidated entities, real estate dispositions, income taxes, discontinued operations and noncontrolling interests | 400,349 |
| | (269,557 | ) | | 560,101 |
| | (306,068 | ) | | 384,825 |
|
| Loss from unconsolidated entities | — |
| | — |
| | (55,034 | ) | | — |
| | (55,034 | ) |
| Gain on real estate dispositions | 6,653 |
| | — |
| | 39,594 |
| | — |
| | 46,247 |
|
| Income tax benefit | 2,475 |
| | — |
| | 37,478 |
| | — |
| | 39,953 |
|
| Income (loss) from continuing operations | 409,477 |
| | (269,557 | ) | | 582,139 |
| | (306,068 | ) | | 415,991 |
|
| Discontinued operations | (10 | ) | | — |
| | — |
| | — |
| | (10 | ) |
| Net income (loss) | 409,467 |
| | (269,557 | ) | | 582,139 |
| | (306,068 | ) | | 415,981 |
|
| Net income attributable to noncontrolling interests | — |
| | — |
| | 6,514 |
| | — |
| | 6,514 |
|
| Net income (loss) attributable to common stockholders | $ | 409,467 |
| | $ | (269,557 | ) | | $ | 575,625 |
| | $ | (306,068 | ) | | $ | 409,467 |
|
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
CONDENSED CONSOLIDATING STATEMENT OF INCOME
|
| | | | | | | | | | | | | | | | | | | |
| | For the Year Ended December 31, 2017 |
| | Ventas, Inc. | | Ventas Realty | | Ventas Subsidiaries | | Consolidated Elimination | | Consolidated |
| | (In thousands) |
| Revenues | | | | | | | | | |
| Rental income | $ | 2,383 |
| | $ | 178,165 |
| | $ | 1,413,050 |
| | $ | — |
| | $ | 1,593,598 |
|
| Resident fees and services | — |
| | — |
| | 1,843,232 |
| | — |
| | 1,843,232 |
|
| Office building and other services revenues | — |
| | — |
| | 13,677 |
| | — |
| | 13,677 |
|
| Income from loans and investments | 1,236 |
| | — |
| | 116,372 |
| | — |
| | 117,608 |
|
| Equity earnings in affiliates | 1,260,665 |
| | — |
| | 5,086 |
| | (1,265,751 | ) | | — |
|
| Interest and other income | 5,388 |
| | — |
| | 646 |
| | — |
| | 6,034 |
|
| Total revenues | 1,269,672 |
| | 178,165 |
| | 3,392,063 |
| | (1,265,751 | ) | | 3,574,149 |
|
| Expenses | | | | | | | | | |
| Interest | (101,385 | ) | | 319,632 |
| | 229,949 |
| | — |
| | 448,196 |
|
| Depreciation and amortization | 5,483 |
| | 7,510 |
| | 874,955 |
| | — |
| | 887,948 |
|
| Property-level operating expenses | — |
| | 330 |
| | 1,482,742 |
| | — |
| | 1,483,072 |
|
| Office building services costs | — |
| | — |
| | 3,391 |
| | — |
| | 3,391 |
|
| General, administrative and professional fees | 2,040 |
| | 16,976 |
| | 116,474 |
| | — |
| | 135,490 |
|
| Loss (gain) on extinguishment of debt, net | — |
| | 942 |
| | (188 | ) | | — |
| | 754 |
|
| Merger-related expenses and deal costs | 9,796 |
| | — |
| | 739 |
| | — |
| | 10,535 |
|
| Other | 2,247 |
| | 1 |
| | 17,804 |
| | — |
| | 20,052 |
|
| Total expenses | (81,819 | ) | | 345,391 |
| | 2,725,866 |
| | — |
| | 2,989,438 |
|
| Income (loss) before unconsolidated entities, real estate dispositions, income taxes, discontinued operations and noncontrolling interests | 1,351,491 |
| | (167,226 | ) | | 666,197 |
| | (1,265,751 | ) | | 584,711 |
|
| Loss from unconsolidated entities | — |
| | — |
| | (561 | ) | | — |
| | (561 | ) |
| Gain on real estate dispositions | — |
| | 675,808 |
| | 41,465 |
| | — |
| | 717,273 |
|
| Income tax benefit | 5,089 |
| | — |
| | 54,710 |
| | — |
| | 59,799 |
|
| Income from continuing operations | 1,356,580 |
| | 508,582 |
| | 761,811 |
| | (1,265,751 | ) | | 1,361,222 |
|
| Discontinued operations | (110 | ) | | — |
| | — |
| | — |
| | (110 | ) |
| Net income | 1,356,470 |
| | 508,582 |
| | 761,811 |
| | (1,265,751 | ) | | 1,361,112 |
|
| Net income attributable to noncontrolling interests | — |
| | — |
| | 4,642 |
| | — |
| | 4,642 |
|
| Net income attributable to common stockholders | $ | 1,356,470 |
| | $ | 508,582 |
| | $ | 757,169 |
| | $ | (1,265,751 | ) | | $ | 1,356,470 |
|
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
CONDENSED CONSOLIDATING STATEMENTS OF COMPREHENSIVE INCOME
|
| | | | | | | | | | | | | | | | | | | |
| | For the Year Ended December 31, 2019 |
| | Ventas, Inc. | | Ventas Realty | | Ventas Subsidiaries | | Consolidated Elimination | | Consolidated |
| | (In thousands) |
| Net income (loss) | $ | 433,016 |
| | $ | (246,841 | ) | | $ | 612,796 |
| | $ | (359,674 | ) | | $ | 439,297 |
|
| Other comprehensive loss: | | | | | | | | | |
| Foreign currency translation | — |
| | — |
| | 5,729 |
| | — |
| | 5,729 |
|
| Unrealized gain on available for sale securities | — |
| | — |
| | 11,634 |
| | — |
| | 11,634 |
|
| Derivative instruments | — |
| | — |
| | (30,814 | ) | | — |
| | (30,814 | ) |
| Total other comprehensive loss | — |
| | — |
| | (13,451 | ) | | — |
| | (13,451 | ) |
| Comprehensive income (loss) | 433,016 |
| | (246,841 | ) | | 599,345 |
| | (359,674 | ) | | 425,846 |
|
| Comprehensive income attributable to noncontrolling interests | — |
| | — |
| | 7,649 |
| | — |
| | 7,649 |
|
| Comprehensive income (loss) attributable to common stockholders | $ | 433,016 |
| | $ | (246,841 | ) | | $ | 591,696 |
| | $ | (359,674 | ) | | $ | 418,197 |
|
|
| | | | | | | | | | | | | | | | | | | |
| | For the Year Ended December 31, 2018 |
| | Ventas, Inc. | | Ventas Realty | | Ventas Subsidiaries | | Consolidated Elimination | | Consolidated |
| | (In thousands) |
| Net income (loss) | $ | 409,467 |
| | $ | (269,557 | ) | | $ | 582,139 |
| | $ | (306,068 | ) | | $ | 415,981 |
|
| Other comprehensive income: | | | | | | | | | |
| Foreign currency translation | — |
| | — |
| | (9,436 | ) | | — |
| | (9,436 | ) |
| Unrealized gain on available for sale securities | — |
| | — |
| | 14,944 |
| | — |
| | 14,944 |
|
| Derivative instruments | — |
| | — |
| | 10,030 |
| | — |
| | 10,030 |
|
| Total other comprehensive income | — |
| | — |
| | 15,538 |
| | — |
| | 15,538 |
|
| Comprehensive income (loss) | 409,467 |
| | (269,557 | ) | | 597,677 |
| | (306,068 | ) | | 431,519 |
|
| Comprehensive income attributable to noncontrolling interests | — |
| | — |
| | 6,514 |
| | — |
| | 6,514 |
|
| Comprehensive income (loss) attributable to common stockholders | $ | 409,467 |
| | $ | (269,557 | ) | | $ | 591,163 |
| | $ | (306,068 | ) | | $ | 425,005 |
|
|
| | | | | | | | | | | | | | | | | | | |
| | For the Year Ended December 31, 2017 |
| | Ventas, Inc. | | Ventas Realty | | Ventas Subsidiaries | | Consolidated Elimination | | Consolidated |
| | (In thousands) |
| Net income | $ | 1,356,470 |
| | $ | 508,582 |
| | $ | 761,811 |
| | $ | (1,265,751 | ) | | $ | 1,361,112 |
|
| Other comprehensive income: | | | | | | | | | |
| Foreign currency translation | — |
| | — |
| | 20,612 |
| | — |
| | 20,612 |
|
| Unrealized loss on available for sale securities | — |
| | — |
| | (437 | ) | | — |
| | (437 | ) |
| Derivative instruments | — |
| | — |
| | 2,239 |
| | — |
| | 2,239 |
|
| Total other comprehensive income | — |
| | — |
| | 22,414 |
| | — |
| | 22,414 |
|
| Comprehensive income | 1,356,470 |
| | 508,582 |
| | 784,225 |
| | (1,265,751 | ) | | 1,383,526 |
|
| Comprehensive income attributable to noncontrolling interests | — |
| | — |
| | 4,642 |
| | — |
| | 4,642 |
|
| Comprehensive income attributable to common stockholders | $ | 1,356,470 |
| | $ | 508,582 |
| | $ | 779,583 |
| | $ | (1,265,751 | ) | | $ | 1,378,884 |
|
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
CONDENSED CONSOLIDATING STATEMENT OF CASH FLOWS |
| | | | | | | | | | | | | | | | | | | |
| | For the Year Ended December 31, 2019 |
| | Ventas, Inc. | | Ventas Realty | | Ventas Subsidiaries | | Consolidated Elimination | | Consolidated |
| | (In thousands) |
| Net cash provided by (used in) operating activities | $ | 59,433 |
| | $ | (179,258 | ) | | $ | 1,557,608 |
| | $ | — |
| | $ | 1,437,783 |
|
| Cash flows from investing activities: | | | | | | | | | |
| Net investment in real estate property | (235,807 | ) | | — |
| | (722,318 | ) | | — |
| | (958,125 | ) |
| Investment in loans receivable | (21,799 | ) | | — |
| | (1,236,388 | ) | | — |
| | (1,258,187 | ) |
| Proceeds from real estate disposals | 147,546 |
| | — |
| | 309 |
| | — |
| | 147,855 |
|
| Proceeds from loans receivable | 60 |
| | — |
| | 1,017,249 |
| | — |
| | 1,017,309 |
|
| Development project expenditures | (7,240 | ) | | (790 | ) | | (395,893 | ) | | — |
| | (403,923 | ) |
| Capital expenditures | — |
| | — |
| | (156,724 | ) | | — |
| | (156,724 | ) |
| Distributions from unconsolidated entities | — |
| | — |
| | 172 |
| | — |
| | 172 |
|
| Investment in unconsolidated entities | — |
| | — |
| | (3,855 | ) | | — |
| | (3,855 | ) |
| Insurance proceeds for property damage claims | — |
| | — |
| | 30,179 |
| | — |
| | 30,179 |
|
| Net cash used in investing activities | (117,240 | ) | | (790 | ) | | (1,467,269 | ) | | — |
| | (1,585,299 | ) |
| Cash flows from financing activities: | | | | | | | | | |
| Net change in borrowings under revolving credit facilities | — |
| | (577,996 | ) | | 8,105 |
| | — |
| | (569,891 | ) |
| Net change in borrowings under commercial paper program | — |
| | 565,524 |
| | — |
| | — |
| | 565,524 |
|
| Proceeds from debt | — |
| | 1,793,154 |
| | 1,220,037 |
| | — |
| | 3,013,191 |
|
| Repayment of debt | — |
| | (2,109,894 | ) | | (514,022 | ) | | — |
| | (2,623,916 | ) |
| Net change in intercompany debt | 225,407 |
| | 525,608 |
| | (751,015 | ) | | — |
| | — |
|
| Payment of deferred financing costs | — |
| | (16,348 | ) | | (5,055 | ) | | — |
| | (21,403 | ) |
| Issuance of common stock, net | 942,085 |
| | — |
| | — |
| | — |
| | 942,085 |
|
| Cash distribution to common stockholders | (1,157,720 | ) | | — |
| | — |
| | — |
| | (1,157,720 | ) |
| Cash distribution to redeemable OP unitholders | — |
| | — |
| | (9,218 | ) | | — |
| | (9,218 | ) |
| Purchases of redeemable OP Units | — |
| | — |
| | (2,203 | ) | | — |
| | (2,203 | ) |
| Contributions from noncontrolling interests | — |
| | — |
| | 6,282 |
| | — |
| | 6,282 |
|
| Distributions to noncontrolling interests | — |
| | — |
| | (9,717 | ) | | — |
| | (9,717 | ) |
| Proceeds from stock option exercises | 36,179 |
| | — |
| | — |
| | — |
| | 36,179 |
|
| Other | (8,502 | ) | | — |
| | (17 | ) | | — |
| | (8,519 | ) |
| Net cash provided by (used in) financing activities | 37,449 |
| | 180,048 |
| | (56,823 | ) | | — |
| | 160,674 |
|
| Net (decrease) increase in cash, cash equivalents and restricted cash | (20,358 | ) | | — |
| | 33,516 |
| | — |
| | 13,158 |
|
| Effect of foreign currency translation | 12,786 |
| | — |
| | (11,306 | ) | | — |
| �� | 1,480 |
|
| Cash, cash equivalents and restricted cash at beginning of period | 10,681 |
| | 128 |
| | 120,655 |
| | — |
| | 131,464 |
|
| Cash, cash equivalents and restricted cash at end of period | $ | 3,109 |
| | $ | 128 |
| | $ | 142,865 |
| | $ | — |
| | $ | 146,102 |
|
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
CONDENSED CONSOLIDATING STATEMENT OF CASH FLOWS
|
| | | | | | | | | | | | | | | | | | | |
| | For the Year Ended December 31, 2018 |
| | Ventas, Inc. | | Ventas Realty | | Ventas Subsidiaries | | Consolidated Elimination | | Consolidated |
| | (In thousands) |
| Net cash provided by (used in) operating activities | $ | 45,334 |
| | $ | (194,283 | ) | | $ | 1,530,416 |
| | $ | — |
| | $ | 1,381,467 |
|
| Cash flows from investing activities: | | | | | | | | | |
| Net investment in real estate property | (265,907 | ) | | — |
| | — |
| | — |
| | (265,907 | ) |
| Investment in loans receivable and other | (4,307 | ) | | — |
| | (225,227 | ) | | — |
| | (229,534 | ) |
| Proceeds from real estate disposals | 353,792 |
| | — |
| | — |
| | — |
| | 353,792 |
|
| Proceeds from loans receivable | 1,490 |
| | — |
| | 910,050 |
| | — |
| | 911,540 |
|
| Development project expenditures | — |
| | — |
| | (330,876 | ) | | — |
| | (330,876 | ) |
| Capital expenditures | — |
| | (1,199 | ) | | (130,659 | ) | | — |
| | (131,858 | ) |
| Distributions from unconsolidated entities | — |
| | — |
| | 57,455 |
| | — |
| | 57,455 |
|
| Investment in unconsolidated entities | — |
| | — |
| | (47,007 | ) | | — |
| | (47,007 | ) |
| Insurance proceeds for property damage claims | — |
| | — |
| | 6,891 |
| | — |
| | 6,891 |
|
| Net cash provided by (used in) investing activities | 85,068 |
| | (1,199 | ) | | 240,627 |
| | — |
| | 324,496 |
|
| Cash flows from financing activities: | | | | | | | | | |
| Net change in borrowings under unsecured revolving credit facility | — |
| | 326,620 |
| | (5,157 | ) | | — |
| | 321,463 |
|
| Proceeds from debt | — |
| | 2,309,141 |
| | 240,332 |
| | — |
| | 2,549,473 |
|
| Repayment of debt | — |
| | (2,954,654 | ) | | (510,925 | ) | | — |
| | (3,465,579 | ) |
| Net change in intercompany debt | 1,468,811 |
| | 530,236 |
| | (1,999,047 | ) | | — |
| | — |
|
| Purchase of noncontrolling interests | (8,271 | ) | | — |
| | 3,547 |
| | — |
| | (4,724 | ) |
| Payment of deferred financing costs | — |
| | (15,861 | ) | | (4,751 | ) | | — |
| | (20,612 | ) |
| Cash distribution (to) from affiliates | (490,214 | ) | | — |
| | 490,214 |
| | — |
| | — |
|
| Cash distribution to common stockholders | (1,127,143 | ) | | — |
| | — |
| | — |
| | (1,127,143 | ) |
| Cash distribution to redeemable OP unitholders | — |
| | — |
| | (7,459 | ) | | — |
| | (7,459 | ) |
| Cash issued for redemption of OP Units | — |
| | — |
| | (1,370 | ) | | — |
| | (1,370 | ) |
| Contributions from noncontrolling interests | — |
| | — |
| | 1,883 |
| | — |
| | 1,883 |
|
| Distributions to noncontrolling interests | — |
| | — |
| | (11,574 | ) | | — |
| | (11,574 | ) |
| Proceeds from stock option exercises | 8,762 |
| | — |
| | — |
| | — |
| | 8,762 |
|
| Other | (5,057 | ) | | — |
| | — |
| | — |
| | (5,057 | ) |
| Net cash (used in) provided by financing activities | (153,112 | ) | | 195,482 |
| | (1,804,307 | ) | | — |
| | (1,761,937 | ) |
| Net decrease in cash, cash equivalents and restricted cash | (22,710 | ) | | — |
| | (33,264 | ) | | — |
| | (55,974 | ) |
| Effect of foreign currency translation | (13,554 | ) | | — |
| | 12,739 |
| | — |
| | (815 | ) |
| Cash, cash equivalents and restricted cash at beginning of period | 46,945 |
| | 128 |
| | 141,180 |
| | — |
| | 188,253 |
|
| Cash, cash equivalents and restricted cash at end of period | $ | 10,681 |
| | $ | 128 |
| | $ | 120,655 |
| | $ | — |
| | $ | 131,464 |
|
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
CONDENSED CONSOLIDATING STATEMENT OF CASH FLOWS
|
| | | | | | | | | | | | | | | | | | | | |
| | For the Year Ended December 31, 2017 |
| | Ventas, Inc. | | Ventas Realty | | Ventas Subsidiaries | | Consolidated Elimination | | Consolidated |
| | (In thousands) |
| Net cash provided by (used in) operating activities | $ | 149,923 |
| | $ | (143,960 | ) | | $ | 1,422,789 |
| | $ | — |
| | $ | 1,428,752 |
|
| Cash flows from investing activities: | | | | | | | | | |
| Net investment in real estate property | (635,352 | ) | | — |
| | (29,332 | ) | | — |
| | (664,684 | ) |
| Investment in loans receivable and other | (4,633 | ) | | — |
| | (743,486 | ) | | — |
| | (748,119 | ) |
| Proceeds from real estate disposals | 859,587 |
| | — |
| | 287 |
| | — |
| | 859,874 |
|
| Proceeds from loans receivable | 47 |
| | — |
| | 101,050 |
| | — |
| | 101,097 |
|
| Development project expenditures | — |
| | — |
| | (299,085 | ) | | — |
| | (299,085 | ) |
| Capital expenditures | — |
| | (726 | ) | | (131,832 | ) | | — |
| | (132,558 | ) |
| Distributions from unconsolidated entities | — |
| | — |
| | 6,169 |
| | — |
| | 6,169 |
|
| Investment in unconsolidated entities | — |
| | — |
| | (61,220 | ) | | — |
| | (61,220 | ) |
| Insurance proceeds for property damage claims | — |
| | — |
| | 1,419 |
| | — |
| | 1,419 |
|
| Net cash provided by (used in) investing activities | 219,649 |
| | (726 | ) | | (1,156,030 | ) | | — |
| | (937,107 | ) |
| Cash flows from financing activities: | | | | | | | | | |
| Net change in borrowings under unsecured revolving credit facility | — |
| | 478,868 |
| | (94,085 | ) | | — |
| | 384,783 |
|
| Proceeds from debt | — |
| | 793,904 |
| | 317,745 |
| | — |
| | 1,111,649 |
|
| Repayment of debt | — |
| | (778,606 | ) | | (590,478 | ) | | — |
| | (1,369,084 | ) |
| Net change in intercompany debt | 1,003,315 |
| | (917,917 | ) | | (85,398 | ) | | — |
| | — |
|
| Purchase of noncontrolling interests | (15,809 | ) | | — |
| | — |
| | — |
| | (15,809 | ) |
| Payment of deferred financing costs | — |
| | (20,450 | ) | | (6,847 | ) | | — |
| | (27,297 | ) |
| Issuance of common stock, net | 73,596 |
| | — |
| | — |
| | — |
| | 73,596 |
|
| Cash distribution (to) from affiliates | (803,257 | ) | | 587,511 |
| | 215,746 |
| | — |
| | — |
|
| Cash distribution to common stockholders | (827,285 | ) | | — |
| | — |
| | — |
| | (827,285 | ) |
| Cash distribution to redeemable OP unitholders | — |
| — |
| — |
| | (5,677 | ) | | — |
| | (5,677 | ) |
| Contributions from noncontrolling interests | — |
| | — |
| | 4,402 |
| | — |
| | 4,402 |
|
| Distributions to noncontrolling interests | — |
| | — |
| | (11,187 | ) | | — |
| | (11,187 | ) |
| Proceeds from stock option exercises | 16,287 |
| | — |
| | — |
| | — |
| | 16,287 |
|
| Other | (5,705 | ) | | — |
| | — |
| | — |
| | (5,705 | ) |
| Net cash (used in) provided by financing activities | (558,858 | ) | | 143,310 |
| | (255,779 | ) | | — |
| | (671,327 | ) |
| Net (decrease) increase in cash, cash equivalents and restricted cash | (189,286 | ) | | (1,376 | ) | | 10,980 |
| | — |
| | (179,682 | ) |
| Effect of foreign currency translation | 28,442 |
| | — |
| | (27,861 | ) | | — |
| | 581 |
|
| Cash, cash equivalents and restricted cash at beginning of period | 207,789 |
| | 1,504 |
| | 158,061 |
| | — |
| | 367,354 |
|
| Cash, cash equivalents and restricted cash at end of period | $ | 46,945 |
| | $ | 128 |
| | $ | 141,180 |
| | $ | — |
| | $ | 188,253 |
|
VENTAS, INC.
SCHEDULE II
VALUATION AND QUALIFYING ACCOUNTS
|
| | | | | | | | | | | | | | | | | | | | |
| Allowance Accounts | | | | Additions | | Deductions | | |
| | | (In thousands)
|
| Year Ended December 31, | | Balance at Beginning of Year | | Charged to Earnings | | Acquired Properties | | Uncollectible Accounts Written-off | | Disposed Properties | | Balance at End of Year |
| | | | | | | | | | | | | |
| 2018 | | | | | | | | | | | | |
| Allowance for doubtful accounts | | $ | 15,164 |
| | 10,708 |
| | 3,515 |
| | (7,533 | ) | | (9 | ) | | $ | 21,845 |
|
Straight-line rent receivable allowance (1) | | $ | 117,764 |
| | (71,543 | ) | | — |
| | — |
| | (1,576 | ) | | $ | 44,645 |
|
| | | $ | 132,928 |
| | (60,835 | ) | | 3,515 |
| | (7,533 | ) | | (1,585 | ) | | $ | 66,490 |
|
| | | | | | | | | | | | | |
| 2017 | | | | | | | | | | | | |
| Allowance for doubtful accounts | | $ | 11,637 |
| | 7,207 |
| | — |
| | (3,237 | ) | | (443 | ) | | $ | 15,164 |
|
| Straight-line rent receivable allowance | | $ | 109,836 |
| | 8,540 |
| | — |
| | — |
| | (612 | ) | | $ | 117,764 |
|
| | | $ | 121,473 |
| | 15,747 |
| | — |
| | (3,237 | ) | | (1,055 | ) | | $ | 132,928 |
|
| |
(1)
| Amounts charged to earnings primarily relate to termination of lease arrangements with Elmcroft in January 2018. |
VENTAS, INC.
SCHEDULE III
REAL ESTATE AND ACCUMULATED DEPRECIATION
| | | | | | | | | | | | | | | | | |
| | For the Years Ended December 31, |
| | 2020 | | 2019 | | 2018 |
| | (In thousands) |
| Reconciliation of real estate: | | | | | |
| Carrying cost: | | | | | |
| Balance at beginning of period | $ | 27,133,514 | | | $ | 24,973,983 | | | $ | 24,712,478 | |
| Additions during period: | | | | | |
| Acquisitions | 249,290 | | | 1,941,018 | | | 318,895 | |
| Capital expenditures | 485,479 | | | 575,624 | | | 446,490 | |
| Deductions during period: | | | | | |
| Foreign currency translation | 80,302 | | | 107,508 | | | (105,192) | |
Other(1) | (1,098,143) | | | (464,619) | | | (398,688) | |
| Balance at end of period | $ | 26,850,442 | | | $ | 27,133,514 | | | $ | 24,973,983 | |
| | | | | |
| Accumulated depreciation: | | | | | |
| Balance at beginning of period | $ | 6,200,230 | | | $ | 5,492,310 | | | $ | 4,802,917 | |
| Additions during period: | | | | | |
| Depreciation expense | 809,067 | | | 811,936 | | | 791,882 | |
| Dispositions: | | | | | |
| Sales and/or transfers to assets held for sale | (82,559) | | | (116,771) | | | (84,819) | |
| Foreign currency translation | 40,675 | | | 12,755 | | | (17,670) | |
| Balance at end of period | $ | 6,967,413 | | | $ | 6,200,230 | | | $ | 5,492,310 | |
(1)Other may include sales, transfers to assets held for sale and impairments.
|
| | | | | | | | | | | |
| | For the Years Ended December 31, |
| | 2019 | | 2018 | | 2017 |
| | (In thousands) |
| Reconciliation of real estate: | | | | | |
| Carrying cost: | | | | | |
| Balance at beginning of period | $ | 24,973,983 |
| | $ | 24,712,478 |
| | $ | 23,859,816 |
|
| Additions during period: | | | | | |
| Acquisitions | 1,941,016 |
| | 318,895 |
| | 702,501 |
|
| Capital expenditures | 563,706 |
| | 446,490 |
| | 453,829 |
|
| Deductions during period: | | | | | |
| Foreign currency translation | 107,508 |
| | (105,192 | ) | | 93,490 |
|
Other(1) | (460,490 | ) | | (398,688 | ) | | (397,158 | ) |
| Balance at end of period | $ | 27,125,723 |
| | $ | 24,973,983 |
| | $ | 24,712,478 |
|
| | | | | | |
| Accumulated depreciation: | | | | | |
| Balance at beginning of period | $ | 5,492,310 |
| | $ | 4,802,917 |
| | $ | 4,208,010 |
|
| Additions during period: | | | | | |
| Depreciation expense | 828,954 |
| | 791,882 |
| | 760,314 |
|
| Dispositions: | | | | | |
| Sales and/or transfers to assets held for sale | (136,093 | ) | | (84,819 | ) | | (176,918 | ) |
| Foreign currency translation | 12,755 |
| | (17,670 | ) | | 11,511 |
|
| Balance at end of period | $ | 6,197,926 |
| | $ | 5,492,310 |
| | $ | 4,802,917 |
|
| |
(1)
| Other may include sales, transfers to assets held for sale and impairments. |
VENTAS, INC.
SCHEDULE III
REAL ESTATE AND ACCUMULATED DEPRECIATION
December 31, 20192020
(Dollars in thousands)
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State /
Province | Encumbrances | Land and
Improvements | Buildings and
Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and
Improvements | Buildings and
Improvements | Total | Accumulated
Depreciation | NBV | Year of
Construction | Year
Acquired | Life on
Which
Depreciation
in Income
Statement
Is Computed |
| SPECIALTY HOSPITALS | | | | | | | | | | | | | | |
| Rehabilitation Hospital of Southern Arizona | Tucson | AZ | $ | 0 | | $ | 770 | | $ | 25,589 | | $ | 0 | | $ | 770 | | $ | 25,589 | | $ | 26,359 | | $ | 7,121 | | $ | 19,238 | | 1992 | 2011 | 35 years |
| Kindred Hospital - Brea | Brea | CA | 0 | | 3,144 | | 2,611 | | 0 | | 3,144 | | 2,611 | | 5,755 | | 1,675 | | 4,080 | | 1990 | 1995 | 40 years |
| Kindred Hospital - Ontario | Ontario | CA | 0 | | 523 | | 2,988 | | 0 | | 523 | | 2,988 | | 3,511 | | 3,228 | | 283 | | 1950 | 1994 | 25 years |
| Kindred Hospital - San Diego | San Diego | CA | 0 | | 670 | | 11,764 | | 0 | | 670 | | 11,764 | | 12,434 | | 11,957 | | 477 | | 1965 | 1994 | 25 years |
| Kindred Hospital - San Francisco Bay Area | San Leandro | CA | 0 | | 2,735 | | 5,870 | | 0 | | 2,735 | | 5,870 | | 8,605 | | 6,205 | | 2,400 | | 1962 | 1993 | 25 years |
| Tustin Rehabilitation Hospital | Tustin | CA | 0 | | 2,810 | | 25,248 | | 0 | | 2,810 | | 25,248 | | 28,058 | | 7,162 | | 20,896 | | 1991 | 2011 | 35 years |
| Kindred Hospital - Westminster | Westminster | CA | 0 | | 727 | | 7,384 | | 0 | | 727 | | 7,384 | | 8,111 | | 7,562 | | 549 | | 1973 | 1993 | 20 years |
| Kindred Hospital - Denver | Denver | CO | 0 | | 896 | | 6,367 | | 0 | | 896 | | 6,367 | | 7,263 | | 6,712 | | 551 | | 1963 | 1994 | 20 years |
| Kindred Hospital - South Florida - Coral Gables | Coral Gables | FL | 0 | | 1,071 | | 5,348 | | (1,000) | | 71 | | 5,348 | | 5,419 | | 5,290 | | 129 | | 1956 | 1992 | 30 years |
| Kindred Hospital - South Florida Ft. Lauderdale | Fort Lauderdale | FL | 0 | | 1,758 | | 14,080 | | 0 | | 1,758 | | 14,080 | | 15,838 | | 14,171 | | 1,667 | | 1969 | 1989 | 30 years |
| Kindred Hospital - North Florida | Green Cove Springs | FL | 0 | | 145 | | 4,613 | | 0 | | 145 | | 4,613 | | 4,758 | | 4,683 | | 75 | | 1956 | 1994 | 20 years |
| Kindred Hospital - South Florida - Hollywood | Hollywood | FL | 0 | | 605 | | 5,229 | | 0 | | 605 | | 5,229 | | 5,834 | | 5,234 | | 600 | | 1937 | 1995 | 20 years |
| Kindred Hospital - Bay Area St. Petersburg | St. Petersburg | FL | 0 | | 1,401 | | 16,706 | | 0 | | 1,401 | | 16,706 | | 18,107 | | 15,181 | | 2,926 | | 1968 | 1997 | 40 years |
| Kindred Hospital - Central Tampa | Tampa | FL | 0 | | 2,732 | | 7,676 | | 0 | | 2,732 | | 7,676 | | 10,408 | | 5,824 | | 4,584 | | 1970 | 1993 | 40 years |
| Kindred Hospital - Chicago (North Campus) | Chicago | IL | 0 | | 1,583 | | 19,980 | | 0 | | 1,583 | | 19,980 | | 21,563 | | 20,142 | | 1,421 | | 1949 | 1995 | 25 years |
| Kindred - Chicago - Lakeshore | Chicago | IL | 0 | | 1,513 | | 9,525 | | 0 | | 1,513 | | 9,525 | | 11,038 | | 9,483 | | 1,555 | | 1995 | 1976 | 20 years |
| Kindred Hospital - Chicago (Northlake Campus) | Northlake | IL | 0 | | 850 | | 6,498 | | 0 | | 850 | | 6,498 | | 7,348 | | 6,726 | | 622 | | 1960 | 1991 | 30 years |
| Kindred Hospital - Sycamore | Sycamore | IL | 0 | | 77 | | 8,549 | | 0 | | 77 | | 8,549 | | 8,626 | | 8,456 | | 170 | | 1949 | 1993 | 20 years |
| Kindred Hospital - Indianapolis | Indianapolis | IN | 0 | | 985 | | 3,801 | | 0 | | 985 | | 3,801 | | 4,786 | | 3,880 | | 906 | | 1955 | 1993 | 30 years |
| Kindred Hospital - Louisville | Louisville | KY | 0 | | 3,041 | | 12,279 | | 0 | | 3,041 | | 12,279 | | 15,320 | | 12,600 | | 2,720 | | 1964 | 1995 | 20 years |
| Kindred Hospital - St. Louis | St. Louis | MO | 0 | | 1,126 | | 2,087 | | 0 | | 1,126 | | 2,087 | | 3,213 | | 2,057 | | 1,156 | | 1984 | 1991 | 40 years |
| Kindred Hospital - Las Vegas (Sahara) | Las Vegas | NV | 0 | | 1,110 | | 2,177 | | 0 | | 1,110 | | 2,177 | | 3,287 | | 1,590 | | 1,697 | | 1980 | 1994 | 40 years |
| Lovelace Rehabilitation Hospital | Albuquerque | NM | 0 | | 401 | | 17,796 | | 1,068 | | 401 | | 18,864 | | 19,265 | | 3,306 | | 15,959 | | 1989 | 2015 | 36 years |
| Kindred Hospital - Albuquerque | Albuquerque | NM | 0 | | 11 | | 4,253 | | 0 | | 11 | | 4,253 | | 4,264 | | 3,206 | | 1,058 | | 1985 | 1993 | 40 years |
| Kindred Hospital - Greensboro | Greensboro | NC | 0 | | 1,010 | | 7,586 | | 0 | | 1,010 | | 7,586 | | 8,596 | | 7,788 | | 808 | | 1964 | 1994 | 20 years |
| University Hospitals Rehabilitation Hospital | Beachwood | OH | 0 | | 1,800 | | 16,444 | | 0 | | 1,800 | | 16,444 | | 18,244 | | 3,646 | | 14,598 | | 2013 | 2013 | 35 years |
| Kindred Hospital - Philadelphia | Philadelphia | PA | 0 | | 135 | | 5,223 | | 0 | | 135 | | 5,223 | | 5,358 | | 3,953 | | 1,405 | | 1960 | 1995 | 35 years |
| Kindred Hospital - Chattanooga | Chattanooga | TN | 0 | | 756 | | 4,415 | | 0 | | 756 | | 4,415 | | 5,171 | | 4,344 | | 827 | | 1975 | 1993 | 22 years |
| Ardent Harrington Cancer Center | Amarillo | TX | 0 | | 974 | | 25,304 | | 0 | | 974 | | 25,304 | | 26,278 | | 120 | | 26,158 | | 2020 | 2020 | 35 years |
|
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State / Province | Encumbrances | Land and Improvements | Buildings and Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and Improvements | Buildings and Improvements | Total | Accumulated Depreciation | NBV | Year of Construction | Year Acquired | Life on Which Depreciation in Income Statement is Computed |
| SPECIALTY HOSPITALS | | | | | | | | | | | |
| | | |
| Rehabilitation Hospital of Southern Arizona | Tucson | AZ | $ | — |
| $ | 770 |
| $ | 25,589 |
| $ | — |
| $ | 770 |
| $ | 25,589 |
| $ | 26,359 |
| $ | 6,388 |
| $ | 19,971 |
| 1992 | 2011 | 35 years |
| Kindred Hospital - Brea | Brea | CA | — |
| 3,144 |
| 2,611 |
| — |
| 3,144 |
| 2,611 |
| 5,755 |
| 1,605 |
| 4,150 |
| 1990 | 1995 | 40 years |
| Kindred Hospital - Ontario | Ontario | CA | — |
| 523 |
| 2,988 |
| — |
| 523 |
| 2,988 |
| 3,511 |
| 3,228 |
| 283 |
| 1950 | 1994 | 25 years |
| Kindred Hospital - San Diego | San Diego | CA | — |
| 670 |
| 11,764 |
| — |
| 670 |
| 11,764 |
| 12,434 |
| 11,942 |
| 492 |
| 1965 | 1994 | 25 years |
| Kindred Hospital - San Francisco Bay Area | San Leandro | CA | — |
| 2,735 |
| 5,870 |
| — |
| 2,735 |
| 5,870 |
| 8,605 |
| 6,187 |
| 2,418 |
| 1962 | 1993 | 25 years |
| Tustin Rehabilitation Hospital | Tustin | CA | — |
| 2,810 |
| 25,248 |
| — |
| 2,810 |
| 25,248 |
| 28,058 |
| 6,424 |
| 21,634 |
| 1991 | 2011 | 35 years |
| Kindred Hospital - Westminster | Westminster | CA | — |
| 727 |
| 7,384 |
| — |
| 727 |
| 7,384 |
| 8,111 |
| 7,562 |
| 549 |
| 1973 | 1993 | 20 years |
| Kindred Hospital - Denver | Denver | CO | — |
| 896 |
| 6,367 |
| — |
| 896 |
| 6,367 |
| 7,263 |
| 6,712 |
| 551 |
| 1963 | 1994 | 20 years |
| Kindred Hospital - South Florida - Coral Gables | Coral Gables | FL | — |
| 1,071 |
| 5,348 |
| (1,000 | ) | 71 |
| 5,348 |
| 5,419 |
| 5,196 |
| 223 |
| 1956 | 1992 | 30 years |
| Kindred Hospital - South Florida Ft. Lauderdale | Fort Lauderdale | FL | — |
| 1,758 |
| 14,080 |
| — |
| 1,758 |
| 14,080 |
| 15,838 |
| 14,154 |
| 1,684 |
| 1969 | 1989 | 30 years |
| Kindred Hospital - North Florida | Green Cove Springs | FL | — |
| 145 |
| 4,613 |
| — |
| 145 |
| 4,613 |
| 4,758 |
| 4,683 |
| 75 |
| 1956 | 1994 | 20 years |
| Kindred Hospital - South Florida - Hollywood | Hollywood | FL | — |
| 605 |
| 5,229 |
| — |
| 605 |
| 5,229 |
| 5,834 |
| 5,234 |
| 600 |
| 1937 | 1995 | 20 years |
| Kindred Hospital - Bay Area St. Petersburg | St. Petersburg | FL | — |
| 1,401 |
| 16,706 |
| — |
| 1,401 |
| 16,706 |
| 18,107 |
| 15,050 |
| 3,057 |
| 1968 | 1997 | 40 years |
| Kindred Hospital - Central Tampa | Tampa | FL | — |
| 2,732 |
| 7,676 |
| — |
| 2,732 |
| 7,676 |
| 10,408 |
| 5,647 |
| 4,761 |
| 1970 | 1993 | 40 years |
| Kindred Hospital - Chicago (North Campus) | Chicago | IL | — |
| 1,583 |
| 19,980 |
| — |
| 1,583 |
| 19,980 |
| 21,563 |
| 20,004 |
| 1,559 |
| 1949 | 1995 | 25 years |
| Kindred - Chicago - Lakeshore | Chicago | IL | — |
| 1,513 |
| 9,525 |
| — |
| 1,513 |
| 9,525 |
| 11,038 |
| 9,480 |
| 1,558 |
| 1995 | 1976 | 20 years |
| Kindred Hospital - Chicago (Northlake Campus) | Northlake | IL | — |
| 850 |
| 6,498 |
| — |
| 850 |
| 6,498 |
| 7,348 |
| 6,552 |
| 796 |
| 1960 | 1991 | 30 years |
| Kindred Hospital - Sycamore | Sycamore | IL | — |
| 77 |
| 8,549 |
| — |
| 77 |
| 8,549 |
| 8,626 |
| 8,403 |
| 223 |
| 1949 | 1993 | 20 years |
| Kindred Hospital - Indianapolis | Indianapolis | IN | — |
| 985 |
| 3,801 |
| — |
| 985 |
| 3,801 |
| 4,786 |
| 3,775 |
| 1,011 |
| 1955 | 1993 | 30 years |
| Kindred Hospital - Louisville | Louisville | KY | — |
| 3,041 |
| 12,279 |
| — |
| 3,041 |
| 12,279 |
| 15,320 |
| 12,580 |
| 2,740 |
| 1964 | 1995 | 20 years |
| Kindred Hospital - St. Louis | St. Louis | MO | — |
| 1,126 |
| 2,087 |
| — |
| 1,126 |
| 2,087 |
| 3,213 |
| 2,020 |
| 1,193 |
| 1984 | 1991 | 40 years |
| Kindred Hospital - Las Vegas (Sahara) | Las Vegas | NV | — |
| 1,110 |
| 2,177 |
| — |
| 1,110 |
| 2,177 |
| 3,287 |
| 1,543 |
| 1,744 |
| 1980 | 1994 | 40 years |
| Lovelace Rehabilitation Hospital | Albuquerque | NM | — |
| 401 |
| 17,796 |
| 1,068 |
| 401 |
| 18,864 |
| 19,265 |
| 2,646 |
| 16,619 |
| 1989 | 2015 | 36 years |
| Kindred Hospital - Albuquerque | Albuquerque | NM | — |
| 11 |
| 4,253 |
| — |
| 11 |
| 4,253 |
| 4,264 |
| 3,125 |
| 1,139 |
| 1985 | 1993 | 40 years |
| Kindred Hospital - Greensboro | Greensboro | NC | — |
| 1,010 |
| 7,586 |
| — |
| 1,010 |
| 7,586 |
| 8,596 |
| 7,758 |
| 838 |
| 1964 | 1994 | 20 years |
| University Hospitals Rehabilitation Hospital | Beachwood | OH | — |
| 1,800 |
| 16,444 |
| — |
| 1,800 |
| 16,444 |
| 18,244 |
| 3,176 |
| 15,068 |
| 2013 | 2013 | 35 years |
122
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State /
Province | Encumbrances | Land and
Improvements | Buildings and
Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and
Improvements | Buildings and
Improvements | Total | Accumulated
Depreciation | NBV | Year of
Construction | Year
Acquired | Life on
Which
Depreciation
in Income
Statement
Is Computed |
| Kindred Hospital - Arlington | Arlington | TX | 0 | | 458 | | 12,426 | | 0 | | 458 | | 12,426 | | 12,884 | | 172 | | 12,712 | | 1970 | 2020 | 35 years |
| Rehabilitation Hospital of Dallas | Dallas | TX | 0 | | 2,318 | | 38,702 | | 0 | | 2,318 | | 38,702 | | 41,020 | | 7,178 | | 33,842 | | 2009 | 2015 | 35 years |
| Baylor Institute for Rehabilitation - Ft. Worth TX | Fort Worth | TX | 0 | | 2,071 | | 16,018 | | 0 | | 2,071 | | 16,018 | | 18,089 | | 3,201 | | 14,888 | | 2008 | 2015 | 35 years |
| Kindred Hospital - Tarrant County (Fort Worth Southwest) | Fort Worth | TX | 0 | | 2,342 | | 7,458 | | 0 | | 2,342 | | 7,458 | | 9,800 | | 7,508 | | 2,292 | | 1987 | 1986 | 20 years |
| Rehabilitation Hospital The Vintage | Houston | TX | 0 | | 1,838 | | 34,832 | | 0 | | 1,838 | | 34,832 | | 36,670 | | 6,735 | | 29,935 | | 2012 | 2015 | 35 years |
| Kindred Hospital (Houston Northwest) | Houston | TX | 0 | | 1,699 | | 6,788 | | 0 | | 1,699 | | 6,788 | | 8,487 | | 6,231 | | 2,256 | | 1986 | 1985 | 40 years |
| Kindred Hospital - Houston | Houston | TX | 0 | | 33 | | 7,062 | | 0 | | 33 | | 7,062 | | 7,095 | | 6,756 | | 339 | | 1972 | 1994 | 20 years |
| Select Rehabilitation - San Antonio TX | San Antonio | TX | 0 | | 1,859 | | 18,301 | | 0 | | 1,859 | | 18,301 | | 20,160 | | 3,591 | | 16,569 | | 2010 | 2015 | 35 years |
| Kindred Hospital - San Antonio | San Antonio | TX | 0 | | 249 | | 11,413 | | 0 | | 249 | | 11,413 | | 11,662 | | 10,579 | | 1,083 | | 1981 | 1993 | 30 years |
| TOTAL FOR SPECIALTY HOSPITALS | | | 0 | | 48,226 | | 440,390 | | 68 | | 47,226 | | 441,458 | | 488,684 | | 245,253 | | 243,431 | | | | |
| SKILLED NURSING FACILITIES | | | | | | | | | | | | | | |
| Englewood Post Acute and Rehabilitation | Englewood | CO | 0 | | 241 | | 2,180 | | 194 | | 241 | | 2,374 | | 2,615 | | 2,206 | | 409 | | 1960 | 1995 | 30 years |
| Brookdale Lisle SNF | Lisle | IL | 0 | | 730 | | 9,270 | | 735 | | 910 | | 9,825 | | 10,735 | | 3,696 | | 7,039 | | 1990 | 2009 | 35 years |
| Lopatcong Center | Phillipsburg | NJ | 0 | | 1,490 | | 12,336 | | 0 | | 1,490 | | 12,336 | | 13,826 | | 7,207 | | 6,619 | | 1982 | 2004 | 30 years |
| The Belvedere | Chester | PA | 0 | | 822 | | 7,203 | | 0 | | 822 | | 7,203 | | 8,025 | | 4,200 | | 3,825 | | 1899 | 2004 | 30 years |
| Pennsburg Manor | Pennsburg | PA | 0 | | 1,091 | | 7,871 | | 0 | | 1,091 | | 7,871 | | 8,962 | | 4,631 | | 4,331 | | 1982 | 2004 | 30 years |
| Chapel Manor | Philadelphia | PA | 0 | | 1,595 | | 13,982 | | 1,358 | | 1,595 | | 15,340 | | 16,935 | | 9,511 | | 7,424 | | 1948 | 2004 | 30 years |
| Wayne Center | Strafford | PA | 0 | | 662 | | 6,872 | | 850 | | 662 | | 7,722 | | 8,384 | | 4,836 | | 3,548 | | 1897 | 2004 | 30 years |
| Everett Rehabilitation & Care | Everett | WA | 0 | | 2,750 | | 27,337 | | (7,916) | | 2,750 | | 19,421 | | 22,171 | | 7,707 | | 14,464 | | 1995 | 2011 | 35 years |
| Beacon Hill Rehabilitation | Longview | WA | 0 | | 145 | | 2,563 | | 171 | | 145 | | 2,734 | | 2,879 | | 2,670 | | 209 | | 1955 | 1992 | 29 years |
| Columbia Crest Care & Rehabilitation Center | Moses Lake | WA | 0 | | 660 | | 17,439 | | 0 | | 660 | | 17,439 | | 18,099 | | 5,080 | | 13,019 | | 1972 | 2011 | 35 years |
| Lake Ridge Solana Alzheimer's Care Center | Moses Lake | WA | 0 | | 660 | | 8,866 | | 0 | | 660 | | 8,866 | | 9,526 | | 2,669 | | 6,857 | | 1988 | 2011 | 35 years |
| Rainier Rehabilitation | Puyallup | WA | 0 | | 520 | | 4,780 | | 305 | | 520 | | 5,085 | | 5,605 | | 3,794 | | 1,811 | | 1986 | 1991 | 40 years |
| Logan Center | Logan | WV | 0 | | 300 | | 12,959 | | 0 | | 300 | | 12,959 | | 13,259 | | 3,717 | | 9,542 | | 1987 | 2011 | 35 years |
| Ravenswood Healthcare Center | Ravenswood | WV | 0 | | 320 | | 12,710 | | 0 | | 320 | | 12,710 | | 13,030 | | 3,661 | | 9,369 | | 1987 | 2011 | 35 years |
| Valley Center | South Charleston | WV | 0 | | 750 | | 24,115 | | 0 | | 750 | | 24,115 | | 24,865 | | 7,004 | | 17,861 | | 1987 | 2011 | 35 years |
| White Sulphur | White Sulphur Springs | WV | 0 | | 250 | | 13,055 | | 0 | | 250 | | 13,055 | | 13,305 | | 3,781 | | 9,524 | | 1987 | 2011 | 35 years |
| TOTAL FOR SKILLED NURSING FACILITIES | | | 0 | | 12,986 | | 183,538 | | (4,303) | | 13,166 | | 179,055 | | 192,221 | | 76,370 | | 115,851 | | | | |
| | | | | | | | | | | | | | | |
| GENERAL ACUTE CARE | | | | | | | | | | | | | | |
| Lovelace Medical Center Downtown | Albuquerque | NM | 0 | | 9,840 | | 154,017 | | 9,763 | | 9,928 | | 163,692 | | 173,620 | | 30,465 | | 143,155 | | 1968 | 2015 | 33.5 years |
| Lovelace Westside Hospital | Albuquerque | NM | 0 | | 10,107 | | 13,576 | | 2,133 | | 10,107 | | 15,709 | | 25,816 | | 6,742 | | 19,074 | | 1984 | 2015 | 20.5 years |
| Lovelace Women's Hospital | Albuquerque | NM | 0 | | 7,236 | | 175,142 | | 20,075 | | 7,236 | | 195,217 | | 202,453 | | 24,062 | | 178,391 | | 1983 | 2015 | 47 years |
| Roswell Regional Hospital | Roswell | NM | 0 | | 2,560 | | 41,125 | | 2,186 | | 2,560 | | 43,311 | | 45,871 | | 5,825 | | 40,046 | | 2007 | 2015 | 47 years |
| Hillcrest Hospital Claremore | Claremore | OK | 0 | | 3,623 | | 23,864 | | 638 | | 3,623 | | 24,502 | | 28,125 | | 4,108 | | 24,017 | | 1955 | 2015 | 40 years |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State /
Province | Encumbrances | Land and
Improvements | Buildings and
Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and
Improvements | Buildings and
Improvements | Total | Accumulated
Depreciation | NBV | Year of
Construction | Year
Acquired | Life on
Which
Depreciation
in Income
Statement
Is Computed |
| Bailey Medical Center | Owasso | OK | 0 | | 4,964 | | 7,059 | | 155 | | 4,964 | | 7,214 | | 12,178 | | 1,826 | | 10,352 | | 2006 | 2015 | 32.5 years |
| Hillcrest Medical Center | Tulsa | OK | 0 | | 28,319 | | 215,959 | | 12,718 | | 28,319 | | 228,677 | | 256,996 | | 40,988 | | 216,008 | | 1928 | 2015 | 34 years |
| Hillcrest Hospital South | Tulsa | OK | 0 | | 17,026 | | 112,231 | | 1,016 | | 17,026 | | 113,247 | | 130,273 | | 16,857 | | 113,416 | | 1999 | 2015 | 40 years |
| SouthCreek Medical Plaza | Tulsa | OK | 0 | | 2,943 | | 17,860 | | 600 | | 2,943 | | 18,460 | | 21,403 | | 1,451 | | 19,952 | | 2003 | 2018 | 35 years |
| Baptist St. Anthony's Hospital | Amarillo | TX | 0 | | 13,779 | | 357,733 | | 26,812 | | 13,015 | | 385,309 | | 398,324 | | 49,670 | | 348,654 | | 1967 | 2015 | 44.5 years |
| Spire Hull and East Riding Hospital | Anlaby | HUL | 0 | | 3,194 | | 81,613 | | (10,348) | | 2,804 | | 71,655 | | 74,459 | | 9,881 | | 64,578 | | 2010 | 2014 | 50 years |
| Spire Fylde Coast Hospital | Blackpool | LAN | 0 | | 2,446 | | 28,896 | | (3,825) | | 2,147 | | 25,370 | | 27,517 | | 3,550 | | 23,967 | | 1980 | 2014 | 50 years |
| Spire Clare Park Hospital | Farnham | SUR | 0 | | 6,263 | | 26,119 | | (3,951) | | 5,499 | | 22,932 | | 28,431 | | 3,336 | | 25,095 | | 2009 | 2014 | 50 years |
| TOTAL FOR GENERAL ACUTE CARE | | | 0 | | 112,300 | | 1,255,194 | | 57,972 | | 110,171 | | 1,315,295 | | 1,425,466 | | 198,761 | | 1,226,705 | | | | |
| BROOKDALE SENIOR HOUSING COMMUNITIES | | | | | | | | | | | | | | |
| Brookdale Chandler Ray Road | Chandler | AZ | 0 | | 2,000 | | 6,538 | | 178 | | 2,000 | | 6,716 | | 8,716 | | 2,070 | | 6,646 | | 1998 | 2011 | 35 years |
| Brookdale Springs Mesa | Mesa | AZ | 0 | | 2,747 | | 24,918 | | 2,720 | | 2,751 | | 27,634 | | 30,385 | | 13,025 | | 17,360 | | 1986 | 2005 | 35 years |
| Brookdale East Arbor | Mesa | AZ | 0 | | 655 | | 6,998 | | 489 | | 711 | | 7,431 | | 8,142 | | 3,582 | | 4,560 | | 1998 | 2005 | 35 years |
| Brookdale Oro Valley | Oro Valley | AZ | 0 | | 666 | | 6,169 | | 0 | | 666 | | 6,169 | | 6,835 | | 3,123 | | 3,712 | | 1998 | 2005 | 35 years |
| Brookdale Peoria | Peoria | AZ | 0 | | 598 | | 4,872 | | 723 | | 659 | | 5,534 | | 6,193 | | 2,603 | | 3,590 | | 1998 | 2005 | 35 years |
| Brookdale Tempe | Tempe | AZ | 0 | | 611 | | 4,066 | | 150 | | 611 | | 4,216 | | 4,827 | | 2,093 | | 2,734 | | 1997 | 2005 | 35 years |
| Brookdale East Tucson | Tucson | AZ | 0 | | 506 | | 4,745 | | 50 | | 556 | | 4,745 | | 5,301 | | 2,406 | | 2,895 | | 1998 | 2005 | 35 years |
| Brookdale Anaheim | Anaheim | CA | 0 | | 2,464 | | 7,908 | | 95 | | 2,464 | | 8,003 | | 10,467 | | 3,833 | | 6,634 | | 1977 | 2005 | 35 years |
| Brookdale Redwood City | Redwood City | CA | 0 | | 7,669 | | 66,691 | | 422 | | 7,719 | | 67,063 | | 74,782 | | 34,159 | | 40,623 | | 1988 | 2005 | 35 years |
| Brookdale San Jose | San Jose | CA | 0 | | 6,240 | | 66,329 | | 14,386 | | 6,250 | | 80,705 | | 86,955 | | 36,374 | | 50,581 | | 1987 | 2005 | 35 years |
| Brookdale San Marcos | San Marcos | CA | 0 | | 4,288 | | 36,204 | | 235 | | 4,314 | | 36,413 | | 40,727 | | 18,666 | | 22,061 | | 1987 | 2005 | 35 years |
| Brookdale Tracy | Tracy | CA | 0 | | 1,110 | | 13,296 | | 521 | | 1,110 | | 13,817 | | 14,927 | | 6,173 | | 8,754 | | 1986 | 2005 | 35 years |
| Brookdale Boulder Creek | Boulder | CO | 0 | | 1,290 | | 20,683 | | 782 | | 1,414 | | 21,341 | | 22,755 | | 6,152 | | 16,603 | | 1985 | 2011 | 35 years |
| Brookdale Vista Grande | Colorado Springs | CO | 0 | | 715 | | 9,279 | | 0 | | 715 | | 9,279 | | 9,994 | | 4,698 | | 5,296 | | 1997 | 2005 | 35 years |
| Brookdale El Camino | Pueblo | CO | 0 | | 840 | | 9,403 | | 76 | | 874 | | 9,445 | | 10,319 | | 4,773 | | 5,546 | | 1997 | 2005 | 35 years |
| Brookdale Farmington | Farmington | CT | 0 | | 3,995 | | 36,310 | | 958 | | 4,340 | | 36,923 | | 41,263 | | 18,531 | | 22,732 | | 1984 | 2005 | 35 years |
| Brookdale South Windsor | South Windsor | CT | 0 | | 2,187 | | 12,682 | | 88 | | 2,198 | | 12,759 | | 14,957 | | 6,097 | | 8,860 | | 1999 | 2004 | 35 years |
| Brookdale Chatfield | West Hartford | CT | 0 | | 2,493 | | 22,833 | | 23,729 | | 2,493 | | 46,562 | | 49,055 | | 15,041 | | 34,014 | | 1989 | 2005 | 35 years |
| Brookdale Bonita Springs | Bonita Springs | FL | 0 | | 1,540 | | 10,783 | | 1,275 | | 1,594 | | 12,004 | | 13,598 | | 5,518 | | 8,080 | | 1989 | 2005 | 35 years |
| Brookdale West Boynton Beach | Boynton Beach | FL | 0 | | 2,317 | | 16,218 | | 1,353 | | 2,347 | | 17,541 | | 19,888 | | 8,137 | | 11,751 | | 1999 | 2005 | 35 years |
| Brookdale Deer Creek AL/MC | Deerfield Beach | FL | 0 | | 1,399 | | 9,791 | | 18 | | 1,399 | | 9,809 | | 11,208 | | 5,091 | | 6,117 | | 1999 | 2005 | 35 years |
| Brookdale Fort Myers The Colony | Fort Myers | FL | 0 | | 1,510 | | 7,862 | | 398 | | 1,510 | | 8,260 | | 9,770 | | 2,333 | | 7,437 | | 1996 | 2011 | 35 years |
| Brookdale Avondale | Jacksonville | FL | 0 | | 860 | | 16,745 | | 140 | | 860 | | 16,885 | | 17,745 | | 4,762 | | 12,983 | | 1997 | 2011 | 35 years |
| Brookdale Crown Point | Jacksonville | FL | 0 | | 1,300 | | 9,659 | | 611 | | 1,300 | | 10,270 | | 11,570 | | 2,888 | | 8,682 | | 1997 | 2011 | 35 years |
| Brookdale Jensen Beach | Jensen Beach | FL | 0 | | 1,831 | | 12,820 | | 2,100 | | 1,831 | | 14,920 | | 16,751 | | 6,472 | | 10,279 | | 1999 | 2005 | 35 years |
| Brookdale Ormond Beach West | Ormond Beach | FL | 0 | | 1,660 | | 9,738 | | 27 | | 1,660 | | 9,765 | | 11,425 | | 2,820 | | 8,605 | | 1997 | 2011 | 35 years |
| Brookdale Palm Coast | Palm Coast | FL | 0 | | 470 | | 9,187 | | 235 | | 470 | | 9,422 | | 9,892 | | 2,669 | | 7,223 | | 1997 | 2011 | 35 years |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State /
Province | Encumbrances | Land and
Improvements | Buildings and
Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and
Improvements | Buildings and
Improvements | Total | Accumulated
Depreciation | NBV | Year of
Construction | Year
Acquired | Life on
Which
Depreciation
in Income
Statement
Is Computed |
| Brookdale Pensacola | Pensacola | FL | 0 | | 633 | | 6,087 | | 11 | | 633 | | 6,098 | | 6,731 | | 3,086 | | 3,645 | | 1998 | 2005 | 35 years |
| Brookdale Rotonda | Rotonda West | FL | 0 | | 1,740 | | 4,331 | | 282 | | 1,740 | | 4,613 | | 6,353 | | 1,536 | | 4,817 | | 1997 | 2011 | 35 years |
| Brookdale Centre Pointe Boulevard | Tallahassee | FL | 0 | | 667 | | 6,168 | | 0 | | 667 | | 6,168 | | 6,835 | | 3,123 | | 3,712 | | 1998 | 2005 | 35 years |
| Brookdale Tavares | Tavares | FL | 0 | | 280 | | 15,980 | | 69 | | 280 | | 16,049 | | 16,329 | | 4,522 | | 11,807 | | 1997 | 2011 | 35 years |
| Brookdale West Melbourne MC | West Melbourne | FL | 0 | | 586 | | 5,481 | | 0 | | 586 | | 5,481 | | 6,067 | | 2,775 | | 3,292 | | 2000 | 2005 | 35 years |
| Brookdale West Palm Beach | West Palm Beach | FL | 0 | | 3,758 | | 33,072 | | 3,762 | | 3,935 | | 36,657 | | 40,592 | | 17,139 | | 23,453 | | 1990 | 2005 | 35 years |
| Brookdale Winter Haven MC | Winter Haven | FL | 0 | | 232 | | 3,006 | | 0 | | 232 | | 3,006 | | 3,238 | | 1,522 | | 1,716 | | 1997 | 2005 | 35 years |
| Brookdale Winter Haven AL | Winter Haven | FL | 0 | | 438 | | 5,549 | | 183 | | 438 | | 5,732 | | 6,170 | | 2,831 | | 3,339 | | 1997 | 2005 | 35 years |
| Brookdale Twin Falls | Twin Falls | ID | 0 | | 703 | | 6,153 | | 1,099 | | 718 | | 7,237 | | 7,955 | | 3,321 | | 4,634 | | 1997 | 2005 | 35 years |
| Brookdale Lake Shore Drive | Chicago | IL | 0 | | 11,057 | | 107,517 | | 7,721 | | 11,089 | | 115,206 | | 126,295 | | 56,926 | | 69,369 | | 1990 | 2005 | 35 years |
| Brookdale Lake View | Chicago | IL | 0 | | 3,072 | | 26,668 | | 0 | | 3,072 | | 26,668 | | 29,740 | | 13,650 | | 16,090 | | 1950 | 2005 | 35 years |
| Brookdale Des Plaines | Des Plaines | IL | 0 | | 6,871 | | 60,165 | | (41) | | 6,805 | | 60,190 | | 66,995 | | 30,777 | | 36,218 | | 1993 | 2005 | 35 years |
| Brookdale Hoffman Estates | Hoffman Estates | IL | 0 | | 3,886 | | 44,130 | | 4,702 | | 4,273 | | 48,445 | | 52,718 | | 22,773 | | 29,945 | | 1987 | 2005 | 35 years |
| Brookdale Lisle IL/AL | Lisle | IL | 33,000 | | 7,953 | | 70,400 | | 0 | | 7,953 | | 70,400 | | 78,353 | | 35,944 | | 42,409 | | 1990 | 2005 | 35 years |
| Brookdale Northbrook | Northbrook | IL | 0 | | 1,988 | | 39,762 | | 854 | | 2,076 | | 40,528 | | 42,604 | | 19,573 | | 23,031 | | 1999 | 2004 | 35 years |
| Brookdale Hawthorn Lakes IL/AL | Vernon Hills | IL | 0 | | 4,439 | | 35,044 | | 814 | | 4,480 | | 35,817 | | 40,297 | | 18,338 | | 21,959 | | 1987 | 2005 | 35 years |
| Brookdale Hawthorn Lakes AL | Vernon Hills | IL | 0 | | 1,147 | | 10,041 | | 401 | | 1,175 | | 10,414 | | 11,589 | | 5,163 | | 6,426 | | 1999 | 2005 | 35 years |
| Brookdale Richmond | Richmond | IN | 0 | | 495 | | 4,124 | | 359 | | 555 | | 4,423 | | 4,978 | | 2,158 | | 2,820 | | 1998 | 2005 | 35 years |
| Brookdale Derby | Derby | KS | 0 | | 440 | | 4,422 | | 0 | | 440 | | 4,422 | | 4,862 | | 1,299 | | 3,563 | | 1994 | 2011 | 35 years |
| Brookdale Leawood State Line | Leawood | KS | 0 | | 117 | | 5,127 | | 261 | | 117 | | 5,388 | | 5,505 | | 2,631 | | 2,874 | | 2000 | 2005 | 35 years |
| Brookdale Salina Fairdale | Salina | KS | 0 | | 300 | | 5,657 | | 150 | | 353 | | 5,754 | | 6,107 | | 1,681 | | 4,426 | | 1996 | 2011 | 35 years |
| Brookdale Topeka | Topeka | KS | 0 | | 370 | | 6,825 | | 0 | | 370 | | 6,825 | | 7,195 | | 3,455 | | 3,740 | | 2000 | 2005 | 35 years |
| Brookdale Cushing Park | Framingham | MA | 0 | | 5,819 | | 33,361 | | 3,996 | | 5,872 | | 37,304 | | 43,176 | | 17,179 | | 25,997 | | 1999 | 2004 | 35 years |
| Brookdale Cape Cod | Hyannis | MA | 0 | | 1,277 | | 9,063 | | 237 | | 1,277 | | 9,300 | | 10,577 | | 4,193 | | 6,384 | | 1999 | 2005 | 35 years |
| Brookdale Quincy Bay | Quincy | MA | 0 | | 6,101 | | 57,862 | | 3,713 | | 6,216 | | 61,460 | | 67,676 | | 29,724 | | 37,952 | | 1986 | 2005 | 35 years |
| Brookdale Delta MC | Delta Township | MI | 0 | | 730 | | 11,471 | | 119 | | 730 | | 11,590 | | 12,320 | | 3,298 | | 9,022 | | 1998 | 2011 | 35 years |
| Brookdale Delta AL | Delta Township | MI | 0 | | 820 | | 3,313 | | 30 | | 820 | | 3,343 | | 4,163 | | 1,327 | | 2,836 | | 1998 | 2011 | 35 years |
| Brookdale Farmington Hills North | Farmington Hills | MI | 0 | | 580 | | 10,497 | | 91 | | 580 | | 10,588 | | 11,168 | | 3,369 | | 7,799 | | 1994 | 2011 | 35 years |
| Brookdale Farmington Hills North II | Farmington Hills | MI | 0 | | 700 | | 10,246 | | 0 | | 700 | | 10,246 | | 10,946 | | 3,394 | | 7,552 | | 1994 | 2011 | 35 years |
| Brookdale Meridian AL | Haslett | MI | 0 | | 1,340 | | 6,134 | | 288 | | 1,367 | | 6,395 | | 7,762 | | 1,910 | | 5,852 | | 1998 | 2011 | 35 years |
| Brookdale Grand Blanc MC | Holly | MI | 0 | | 450 | | 12,373 | | 105 | | 450 | | 12,478 | | 12,928 | | 3,572 | | 9,356 | | 1998 | 2011 | 35 years |
| Brookdale Grand Blanc AL | Holly | MI | 0 | | 620 | | 14,627 | | 0 | | 620 | | 14,627 | | 15,247 | | 4,211 | | 11,036 | | 1998 | 2011 | 35 years |
| Brookdale Northville | Northville | MI | 0 | | 407 | | 6,068 | | 149 | | 407 | | 6,217 | | 6,624 | | 3,082 | | 3,542 | | 1996 | 2005 | 35 years |
| Brookdale Troy MC | Troy | MI | 0 | | 630 | | 17,178 | | 0 | | 630 | | 17,178 | | 17,808 | | 4,900 | | 12,908 | | 1998 | 2011 | 35 years |
| Brookdale Troy AL | Troy | MI | 0 | | 950 | | 12,503 | | 270 | | 950 | | 12,773 | | 13,723 | | 3,786 | | 9,937 | | 1998 | 2011 | 35 years |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State /
Province | Encumbrances | Land and
Improvements | Buildings and
Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and
Improvements | Buildings and
Improvements | Total | Accumulated
Depreciation | NBV | Year of
Construction | Year
Acquired | Life on
Which
Depreciation
in Income
Statement
is Computed |
| Brookdale Utica AL | Utica | MI | 0 | | 1,142 | | 11,808 | | 691 | | 1,142 | | 12,499 | | 13,641 | | 6,096 | | 7,545 | | 1996 | 2005 | 35 years |
| Brookdale Utica MC | Utica | MI | 0 | | 700 | | 8,657 | | 351 | | 700 | | 9,008 | | 9,708 | | 2,712 | | 6,996 | | 1995 | 2011 | 35 years |
| Brookdale Eden Prairie | Eden Prairie | MN | 0 | | 301 | | 6,228 | | 874 | | 332 | | 7,071 | | 7,403 | | 3,299 | | 4,104 | | 1998 | 2005 | 35 years |
| Brookdale Faribault | Faribault | MN | 0 | | 530 | | 1,085 | | 0 | | 530 | | 1,085 | | 1,615 | | 378 | | 1,237 | | 1997 | 2011 | 35 years |
| Brookdale Inver Grove Heights | Inver Grove Heights | MN | 0 | | 253 | | 2,655 | | 0 | | 253 | | 2,655 | | 2,908 | | 1,344 | | 1,564 | | 1997 | 2005 | 35 years |
| Brookdale Mankato | Mankato | MN | 0 | | 490 | | 410 | | 0 | | 490 | | 410 | | 900 | | 262 | | 638 | | 1996 | 2011 | 35 years |
| Brookdale Edina | Minneapolis | MN | 15,040 | | 3,621 | | 33,141 | | 22,975 | | 3,621 | | 56,116 | | 59,737 | | 21,058 | | 38,679 | | 1998 | 2005 | 35 years |
| Brookdale North Oaks | North Oaks | MN | 0 | | 1,057 | | 8,296 | | 1,312 | | 1,122 | | 9,543 | | 10,665 | | 4,421 | | 6,244 | | 1998 | 2005 | 35 years |
| Brookdale Plymouth | Plymouth | MN | 0 | | 679 | | 8,675 | | 801 | | 823 | | 9,332 | | 10,155 | | 4,487 | | 5,668 | | 1998 | 2005 | 35 years |
| Brookdale Willmar | Wilmar | MN | 0 | | 470 | | 4,833 | | 0 | | 470 | | 4,833 | | 5,303 | | 1,396 | | 3,907 | | 1997 | 2011 | 35 years |
| Brookdale Winona | Winona | MN | 0 | | 800 | | 1,390 | | 0 | | 800 | | 1,390 | | 2,190 | | 803 | | 1,387 | | 1997 | 2011 | 35 years |
| Brookdale West County | Ballwin | MO | 0 | | 3,100 | | 35,074 | | 323 | | 3,113 | | 35,384 | | 38,497 | | 7,232 | | 31,265 | | 2012 | 2014 | 35 years |
| Brookdale Evesham | Voorhees Township | NJ | 0 | | 3,158 | | 29,909 | | 343 | | 3,158 | | 30,252 | | 33,410 | | 15,164 | | 18,246 | | 1987 | 2005 | 35 years |
| Brookdale Westampton | Westampton | NJ | 0 | | 881 | | 4,741 | | 829 | | 881 | | 5,570 | | 6,451 | | 2,563 | | 3,888 | | 1997 | 2005 | 35 years |
| Brookdale Santa Fe | Santa Fe | NM | 0 | | 0 | | 28,178 | | 0 | | 0 | | 28,178 | | 28,178 | | 14,060 | | 14,118 | | 1986 | 2005 | 35 years |
| Brookdale Kenmore | Buffalo | NY | 0 | | 1,487 | | 15,170 | | 1,117 | | 1,487 | | 16,287 | | 17,774 | | 7,774 | | 10,000 | | 1995 | 2005 | 35 years |
| Brookdale Clinton IL | Clinton | NY | 0 | | 947 | | 7,528 | | 643 | | 961 | | 8,157 | | 9,118 | | 3,911 | | 5,207 | | 1991 | 2005 | 35 years |
| Brookdale Manlius | Manlius | NY | 0 | | 890 | | 28,237 | | 658 | | 190 | | 29,595 | | 29,785 | | 8,172 | | 21,613 | | 1994 | 2011 | 35 years |
| Brookdale Pittsford | Pittsford | NY | 0 | | 611 | | 4,066 | | 16 | | 611 | | 4,082 | | 4,693 | | 2,064 | | 2,629 | | 1997 | 2005 | 35 years |
| Brookdale East Niskayuna | Schenectady | NY | 0 | | 1,021 | | 8,333 | | 715 | | 1,021 | | 9,048 | | 10,069 | | 4,374 | | 5,695 | | 1997 | 2005 | 35 years |
| Brookdale Niskayuna | Schenectady | NY | 0 | | 1,884 | | 16,103 | | 30 | | 1,884 | | 16,133 | | 18,017 | | 8,160 | | 9,857 | | 1996 | 2005 | 35 years |
| Brookdale Summerfield | Syracuse | NY | 0 | | 1,132 | | 11,434 | | 278 | | 1,246 | | 11,598 | | 12,844 | | 5,805 | | 7,039 | | 1991 | 2005 | 35 years |
| Brookdale Williamsville | Williamsville | NY | 0 | | 839 | | 3,841 | | 60 | | 839 | | 3,901 | | 4,740 | | 1,960 | | 2,780 | | 1997 | 2005 | 35 years |
| Brookdale Cary | Cary | NC | 0 | | 724 | | 6,466 | | 0 | | 724 | | 6,466 | | 7,190 | | 3,274 | | 3,916 | | 1997 | 2005 | 35 years |
| Brookdale Falling Creek | Hickory | NC | 0 | | 330 | | 10,981 | | 0 | | 330 | | 10,981 | | 11,311 | | 3,146 | | 8,165 | | 1997 | 2011 | 35 years |
| Brookdale Winston-Salem | Winston-Salem | NC | 0 | | 368 | | 3,497 | | 250 | | 368 | | 3,747 | | 4,115 | | 1,808 | | 2,307 | | 1997 | 2005 | 35 years |
| Brookdale Alliance | Alliance | OH | 0 | | 392 | | 6,283 | | 49 | | 435 | | 6,289 | | 6,724 | | 3,185 | | 3,539 | | 1998 | 2005 | 35 years |
| Brookdale Austintown | Austintown | OH | 0 | | 151 | | 3,087 | | 729 | | 181 | | 3,786 | | 3,967 | | 1,694 | | 2,273 | | 1999 | 2005 | 35 years |
| Brookdale Barberton | Barberton | OH | 0 | | 440 | | 10,884 | | 0 | | 440 | | 10,884 | | 11,324 | | 3,120 | | 8,204 | | 1997 | 2011 | 35 years |
| Brookdale Beavercreek | Beavercreek | OH | 0 | | 587 | | 5,381 | | 0 | | 587 | | 5,381 | | 5,968 | | 2,724 | | 3,244 | | 1998 | 2005 | 35 years |
| Brookdale Centennial Park | Clayton | OH | 0 | | 630 | | 6,477 | | 0 | | 630 | | 6,477 | | 7,107 | | 1,924 | | 5,183 | | 1997 | 2011 | 35 years |
| Brookdale Westerville | Columbus | OH | 0 | | 267 | | 3,600 | | 0 | | 267 | | 3,600 | | 3,867 | | 1,823 | | 2,044 | | 1999 | 2005 | 35 years |
| Brookdale Greenville AL/MC | Greenville | OH | 0 | | 490 | | 4,144 | | 55 | | 545 | | 4,144 | | 4,689 | | 1,376 | | 3,313 | | 1997 | 2011 | 35 years |
| Brookdale Lakeview Crossing | Groveport | OH | 0 | | 705 | | 11,103 | | 0 | | 705 | | 11,103 | | 11,808 | | 150 | | 11,658 | | 1998 | 2020 | 35 years |
| Brookdale Camelot Medina (North) | Medina | OH | 0 | | 263 | | 6,602 | | 0 | | 263 | | 6,602 | | 6,865 | | 108 | | 6,757 | | 1995 | 2020 | 35 years |
| Brookdale Medina South | Medina | OH | 0 | | 802 | | 22,124 | | 0 | | 802 | | 22,124 | | 22,926 | | 293 | | 0 | 2000 | 2020 | 35 years |
| Brookdale Mount Vernon | Mount Vernon | OH | 0 | | 854 | | 22,882 | | 0 | | 854 | | 22,882 | | 23,736 | | 298 | | 0 | 2002 | 2020 | 35 years |
| Brookdale Salem AL (OH) | Salem | OH | 0 | | 634 | | 4,659 | | 0 | | 634 | | 4,659 | | 5,293 | | 2,359 | | 2,934 | | 1998 | 2005 | 35 years |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State /
Province | Encumbrances | Land and
Improvements | Buildings and
Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and
Improvements | Buildings and
Improvements | Total | Accumulated
Depreciation | NBV | Year of
Construction | Year
Acquired | Life on
Which
Depreciation
in Income
Statement
is Computed |
| Brookdale Springdale | Springdale | OH | 0 | | 1,140 | | 9,134 | | 656 | | 1,228 | | 9,702 | | 10,930 | | 2,702 | | 8,228 | | 1997 | 2011 | 35 years |
| Brookdale Zanesville | Zanesville | OH | 0 | | 833 | | 12,034 | | 0 | | 833 | | 12,034 | | 12,867 | | 166 | | 0 | 1996 | 2020 | 35 years |
| Brookdale Bartlesville South | Bartlesville | OK | 0 | | 250 | | 10,529 | | 35 | | 285 | | 10,529 | | 10,814 | | 2,995 | | 7,819 | | 1997 | 2011 | 35 years |
| Brookdale Broken Arrow | Broken Arrow | OK | 0 | | 940 | | 6,312 | | 6,435 | | 1,898 | | 11,789 | | 13,687 | | 3,851 | | 9,836 | | 1996 | 2011 | 35 years |
| Brookdale Forest Grove | Forest Grove | OR | 0 | | 2,320 | | 9,633 | | (4,180) | | 2,320 | | 5,453 | | 7,773 | | 2,913 | | 4,860 | | 1994 | 2011 | 35 years |
| Brookdale Mt. Hood | Gresham | OR | 0 | | 2,410 | | 9,093 | | (1,356) | | 319 | | 9,828 | | 10,147 | | 2,845 | | 7,302 | | 1988 | 2011 | 35 years |
| Brookdale McMinnville Town Center | McMinnville | OR | 119 | | 1,230 | | 7,561 | | 0 | | 1,230 | | 7,561 | | 8,791 | | 2,583 | | 6,208 | | 1989 | 2011 | 35 years |
| Brookdale Denton North | Denton | TX | 0 | | 1,750 | | 6,712 | | 43 | | 1,750 | | 6,755 | | 8,505 | | 1,974 | | 6,531 | | 1996 | 2011 | 35 years |
| Brookdale Ennis | Ennis | TX | 0 | | 460 | | 3,284 | | 0 | | 460 | | 3,284 | | 3,744 | | 1,026 | | 2,718 | | 1996 | 2011 | 35 years |
| Brookdale Kerrville | Kerrville | TX | 0 | | 460 | | 8,548 | | 120 | | 460 | | 8,668 | | 9,128 | | 2,459 | | 6,669 | | 1997 | 2011 | 35 years |
| Brookdale Medical Center Whitby | San Antonio | TX | 0 | | 1,400 | | 10,051 | | (5,953) | | 1,400 | | 4,098 | | 5,498 | | 2,794 | | 2,704 | | 1997 | 2011 | 35 years |
| Brookdale Western Hills | Temple | TX | 0 | | 330 | | 5,081 | | 230 | | 330 | | 5,311 | | 5,641 | | 1,568 | | 4,073 | | 1997 | 2011 | 35 years |
| Brookdale Salem AL (VA) | Salem | VA | 0 | | 1,900 | | 16,219 | | 0 | | 1,900 | | 16,219 | | 18,119 | | 8,097 | | 10,022 | | 1998 | 2011 | 35 years |
| Brookdale Alderwood | Lynnwood | WA | 0 | | 1,219 | | 9,573 | | 810 | | 1,239 | | 10,363 | | 11,602 | | 4,868 | | 6,734 | | 1999 | 2005 | 35 years |
| Brookdale Puyallup South | Puyallup | WA | 0 | | 1,055 | | 8,298 | | 686 | | 1,055 | | 8,984 | | 10,039 | | 4,201 | | 5,838 | | 1998 | 2005 | 35 years |
| Brookdale Richland | Richland | WA | 0 | | 960 | | 23,270 | | 370 | | 960 | | 23,640 | | 24,600 | | 6,839 | | 17,761 | | 1990 | 2011 | 35 years |
| Brookdale Park Place | Spokane | WA | 0 | | 1,622 | | 12,895 | | 910 | | 1,622 | | 13,805 | | 15,427 | | 6,700 | | 8,727 | | 1915 | 2005 | 35 years |
| Brookdale Allenmore AL | Tacoma | WA | 0 | | 620 | | 16,186 | | 971 | | 671 | | 17,106 | | 17,777 | | 4,804 | | 12,973 | | 1997 | 2011 | 35 years |
| Brookdale Allenmore - IL | Tacoma | WA | 0 | | 1,710 | | 3,326 | | (622) | | 307 | | 4,107 | | 4,414 | | 1,599 | | 2,815 | | 1988 | 2011 | 35 years |
| Brookdale Yakima | Yakima | WA | 0 | | 860 | | 15,276 | | 119 | | 891 | | 15,364 | | 16,255 | | 4,499 | | 11,756 | | 1998 | 2011 | 35 years |
| Brookdale Kenosha | Kenosha | WI | 0 | | 551 | | 5,431 | | 3,297 | | 608 | | 8,671 | | 9,279 | | 3,836 | | 5,443 | | 2000 | 2005 | 35 years |
| Brookdale LaCrosse MC | La Crosse | WI | 0 | | 621 | | 4,056 | | 1,126 | | 621 | | 5,182 | | 5,803 | | 2,452 | | 3,351 | | 2004 | 2005 | 35 years |
| Brookdale LaCrosse AL | La Crosse | WI | 0 | | 644 | | 5,831 | | 2,637 | | 644 | | 8,468 | | 9,112 | | 3,886 | | 5,226 | | 1998 | 2005 | 35 years |
| Brookdale Middleton Century Ave | Middleton | WI | 0 | | 360 | | 5,041 | | 0 | | 360 | | 5,041 | | 5,401 | | 1,462 | | 3,939 | | 1997 | 2011 | 35 years |
| Brookdale Onalaska | Onalaska | WI | 0 | | 250 | | 4,949 | | 0 | | 250 | | 4,949 | | 5,199 | | 1,427 | | 3,772 | | 1995 | 2011 | 35 years |
| Brookdale Sun Prairie | Sun Prairie | WI | 0 | | 350 | | 1,131 | | 0 | | 350 | | 1,131 | | 1,481 | | 391 | | 1,090 | | 1994 | 2011 | 35 years |
| TOTAL FOR BROOKDALE SENIOR HOUSING COMMUNITIES | | | 48,159 | | 185,432 | | 1,810,548 | | 120,817 | | 184,852 | | 1,931,945 | | 2,116,797 | | 799,971 | | 1,316,826 | | | | |
| SUNRISE SENIOR HOUSING COMMUNITIES | | | | | | | | | | | | | | |
| Sunrise of Chandler | Chandler | AZ | 0 | | 4,344 | | 14,455 | | 1,386 | | 4,459 | | 15,726 | | 20,185 | | 4,780 | | 15,405 | | 2007 | 2012 | 35 years |
| Sunrise of Scottsdale | Scottsdale | AZ | 0 | | 2,229 | | 27,575 | | 1,193 | | 2,255 | | 28,742 | | 30,997 | | 11,634 | | 19,363 | | 2007 | 2007 | 35 years |
| Sunrise at River Road | Tucson | AZ | 0 | | 2,971 | | 12,399 | | 970 | | 3,000 | | 13,340 | | 16,340 | | 3,823 | | 12,517 | | 2008 | 2012 | 35 years |
| Sunrise at La Costa | Carlsbad | CA | 0 | | 4,890 | | 20,590 | | 1,985 | | 5,030 | | 22,435 | | 27,465 | | 9,658 | | 17,807 | | 1999 | 2007 | 35 years |
| Sunrise of Carmichael | Carmichael | CA | 0 | | 1,269 | | 14,598 | | 1,274 | | 1,310 | | 15,831 | | 17,141 | | 4,526 | | 12,615 | | 2009 | 2012 | 35 years |
| Sunrise of Fair Oaks | Fair Oaks | CA | 0 | | 1,456 | | 23,679 | | 3,035 | | 2,557 | | 25,613 | | 28,170 | | 10,611 | | 17,559 | | 2001 | 2007 | 35 years |
| Sunrise of Mission Viejo | Mission Viejo | CA | 0 | | 3,802 | | 24,560 | | 2,297 | | 4,125 | | 26,534 | | 30,659 | | 11,130 | | 19,529 | | 1998 | 2007 | 35 years |
| Sunrise at Canyon Crest | Riverside | CA | 0 | | 5,486 | | 19,658 | | 2,418 | | 5,745 | | 21,817 | | 27,562 | | 9,280 | | 18,282 | | 2006 | 2007 | 35 years |
| Sunrise of Rocklin | Rocklin | CA | 0 | | 1,378 | | 23,565 | | 1,786 | | 1,525 | | 25,204 | | 26,729 | | 10,351 | | 16,378 | | 2007 | 2007 | 35 years |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State /
Province | Encumbrances | Land and
Improvements | Buildings and
Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and
Improvements | Buildings and
Improvements | Total | Accumulated
Depreciation | NBV | Year of
Construction | Year
Acquired | Life on
Which
Depreciation
in Income
Statement
is Computed |
| Sunrise of San Mateo | San Mateo | CA | 0 | | 2,682 | | 35,335 | | 3,557 | | 2,742 | | 38,832 | | 41,574 | | 15,571 | | 26,003 | | 1999 | 2007 | 35 years |
| Sunrise of Sunnyvale | Sunnyvale | CA | 0 | | 2,933 | | 34,361 | | 2,256 | | 2,999 | | 36,551 | | 39,550 | | 14,743 | | 24,807 | | 2000 | 2007 | 35 years |
| Sunrise at Sterling Canyon | Valencia | CA | 0 | | 3,868 | | 29,293 | | 5,211 | | 4,108 | | 34,264 | | 38,372 | | 15,149 | | 23,223 | | 1998 | 2007 | 35 years |
| Sunrise of Westlake Village | Westlake Village | CA | 0 | | 4,935 | | 30,722 | | 2,239 | | 5,038 | | 32,858 | | 37,896 | | 13,353 | | 24,543 | | 2004 | 2007 | 35 years |
| Sunrise at Yorba Linda | Yorba Linda | CA | 0 | | 1,689 | | 25,240 | | 2,601 | | 1,780 | | 27,750 | | 29,530 | | 11,460 | | 18,070 | | 2002 | 2007 | 35 years |
| Sunrise at Cherry Creek | Denver | CO | 0 | | 1,621 | | 28,370 | | 3,697 | | 1,721 | | 31,967 | | 33,688 | | 12,825 | | 20,863 | | 2000 | 2007 | 35 years |
| Sunrise at Pinehurst | Denver | CO | 0 | | 1,417 | | 30,885 | | 2,301 | | 1,716 | | 32,887 | | 34,603 | | 13,870 | | 20,733 | | 1998 | 2007 | 35 years |
| Sunrise at Orchard | Littleton | CO | 0 | | 1,813 | | 22,183 | | 3,666 | | 1,853 | | 25,809 | | 27,662 | | 10,325 | | 17,337 | | 1997 | 2007 | 35 years |
| Sunrise of Westminster | Westminster | CO | 0 | | 2,649 | | 16,243 | | 2,548 | | 2,860 | | 18,580 | | 21,440 | | 7,928 | | 13,512 | | 2000 | 2007 | 35 years |
| Sunrise of Stamford | Stamford | CT | 0 | | 4,612 | | 28,533 | | 3,433 | | 5,029 | | 31,549 | | 36,578 | | 13,242 | | 23,336 | | 1999 | 2007 | 35 years |
| Sunrise of Jacksonville | Jacksonville | FL | 0 | | 2,390 | | 17,671 | | 652 | | 2,420 | | 18,293 | | 20,713 | | 4,912 | | 15,801 | | 2009 | 2012 | 35 years |
| Sunrise at Ivey Ridge | Alpharetta | GA | 0 | | 1,507 | | 18,516 | | 1,622 | | 1,517 | | 20,128 | | 21,645 | | 8,561 | | 13,084 | | 1998 | 2007 | 35 years |
| Sunrise of Huntcliff Summit I | Atlanta | GA | 0 | | 4,232 | | 66,161 | | 19,970 | | 4,201 | | 86,162 | | 90,363 | | 40,106 | | 50,257 | | 1987 | 2007 | 35 years |
| Sunrise at Huntcliff Summit II | Atlanta | GA | 0 | | 2,154 | | 17,137 | | 3,370 | | 2,160 | | 20,501 | | 22,661 | | 8,588 | | 14,073 | | 1998 | 2007 | 35 years |
| Sunrise at East Cobb | Marietta | GA | 0 | | 1,797 | | 23,420 | | 1,524 | | 1,806 | | 24,935 | | 26,741 | | 10,547 | | 16,194 | | 1997 | 2007 | 35 years |
| Sunrise of Barrington | Barrington | IL | 0 | | 859 | | 15,085 | | 844 | | 892 | | 15,896 | | 16,788 | | 4,636 | | 12,152 | | 2007 | 2012 | 35 years |
| Sunrise of Bloomingdale | Bloomingdale | IL | 0 | | 1,287 | | 38,625 | | 2,280 | | 1,382 | | 40,810 | | 42,192 | | 16,874 | | 25,318 | | 2000 | 2007 | 35 years |
| Sunrise of Buffalo Grove | Buffalo Grove | IL | 0 | | 2,154 | | 28,021 | | 1,893 | | 2,339 | | 29,729 | | 32,068 | | 12,351 | | 19,717 | | 1999 | 2007 | 35 years |
| Sunrise of Lincoln Park | Chicago | IL | 0 | | 3,485 | | 26,687 | | 4,622 | | 3,510 | | 31,284 | | 34,794 | | 12,107 | | 22,687 | | 2003 | 2007 | 35 years |
| Sunrise of Naperville | Naperville | IL | 0 | | 1,946 | | 28,538 | | 2,659 | | 2,624 | | 30,519 | | 33,143 | | 13,133 | | 20,010 | | 1999 | 2007 | 35 years |
| Sunrise of Palos Park | Palos Park | IL | 0 | | 2,363 | | 42,205 | | 1,371 | | 2,416 | | 43,523 | | 45,939 | | 17,862 | | 28,077 | | 2001 | 2007 | 35 years |
| Sunrise of Park Ridge | Park Ridge | IL | 0 | | 5,533 | | 39,557 | | 3,270 | | 5,707 | | 42,653 | | 48,360 | | 17,703 | | 30,657 | | 1998 | 2007 | 35 years |
| Sunrise of Willowbrook | Willowbrook | IL | 0 | | 1,454 | | 60,738 | | (14,182) | | 2,080 | | 45,930 | | 48,010 | | 24,031 | | 23,979 | | 2000 | 2007 | 35 years |
| Sunrise on Old Meridian | Carmel | IN | 0 | | 8,550 | | 31,746 | | 1,499 | | 8,581 | | 33,214 | | 41,795 | | 9,491 | | 32,304 | | 2009 | 2012 | 35 years |
| Sunrise of Leawood | Leawood | KS | 0 | | 651 | | 16,401 | | 1,421 | | 878 | | 17,595 | | 18,473 | | 4,962 | | 13,511 | | 2006 | 2012 | 35 years |
| Sunrise of Overland Park | Overland Park | KS | 0 | | 650 | | 11,015 | | 1,054 | | 807 | | 11,912 | | 12,719 | | 3,593 | | 9,126 | | 2007 | 2012 | 35 years |
| Sunrise of Baton Rouge | Baton Rouge | LA | 0 | | 1,212 | | 23,547 | | 2,197 | | 1,471 | | 25,485 | | 26,956 | | 10,537 | | 16,419 | | 2000 | 2007 | 35 years |
| Sunrise of Columbia | Columbia | MD | 0 | | 1,780 | | 23,083 | | 4,415 | | 1,918 | | 27,360 | | 29,278 | | 11,412 | | 17,866 | | 1996 | 2007 | 35 years |
| Sunrise of Rockville | Rockville | MD | 0 | | 1,039 | | 39,216 | | 2,945 | | 1,075 | | 42,125 | | 43,200 | | 17,150 | | 26,050 | | 1997 | 2007 | 35 years |
| Sunrise of Arlington | Arlington | MA | 0 | | 86 | | 34,393 | | 1,682 | | 107 | | 36,054 | | 36,161 | | 14,760 | | 21,401 | | 2001 | 2007 | 35 years |
| Sunrise of Norwood | Norwood | MA | 0 | | 2,230 | | 30,968 | | 2,383 | | 2,356 | | 33,225 | | 35,581 | | 13,628 | | 21,953 | | 1997 | 2007 | 35 years |
| Sunrise of Bloomfield | Bloomfield Hills | MI | 0 | | 3,736 | | 27,657 | | 2,414 | | 3,927 | | 29,880 | | 33,807 | | 12,145 | | 21,662 | | 2006 | 2007 | 35 years |
| Sunrise of Cascade | Grand Rapids | MI | 0 | | 1,273 | | 21,782 | | 1,013 | | 1,370 | | 22,698 | | 24,068 | | 6,378 | | 17,690 | | 2007 | 2012 | 35 years |
| Sunrise of Northville | Plymouth | MI | 0 | | 1,445 | | 26,090 | | 1,849 | | 1,525 | | 27,859 | | 29,384 | | 11,512 | | 17,872 | | 1999 | 2007 | 35 years |
| Sunrise of Rochester | Rochester | MI | 0 | | 2,774 | | 38,666 | | 1,951 | | 2,854 | | 40,537 | | 43,391 | | 16,650 | | 26,741 | | 1998 | 2007 | 35 years |
| Sunrise of Troy | Troy | MI | 0 | | 1,758 | | 23,727 | | 2,710 | | 1,860 | | 26,335 | | 28,195 | | 10,368 | | 17,827 | | 2001 | 2007 | 35 years |
| Sunrise of Edina | Edina | MN | 0 | | 3,181 | | 24,224 | | 1,362 | | 3,305 | | 25,462 | | 28,767 | | 11,412 | | 17,355 | | 1999 | 2007 | 35 years |
| Sunrise of East Brunswick | East Brunswick | NJ | 0 | | 2,784 | | 26,173 | | 2,582 | | 3,040 | | 28,499 | | 31,539 | | 12,190 | | 19,349 | | 1999 | 2007 | 35 years |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State /
Province | Encumbrances | Land and
Improvements | Buildings and
Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and
Improvements | Buildings and
Improvements | Total | Accumulated
Depreciation | NBV | Year of
Construction | Year
Acquired | Life on
Which
Depreciation
in Income
Statement
is Computed |
| Sunrise of Jackson | Jackson | NJ | 0 | | 4,009 | | 15,029 | | 1,015 | | 4,037 | | 16,016 | | 20,053 | | 4,817 | | 15,236 | | 2008 | 2012 | 35 years |
| Sunrise of Morris Plains | Morris Plains | NJ | 0 | | 1,492 | | 32,052 | | 3,063 | | 1,601 | | 35,006 | | 36,607 | | 14,384 | | 22,223 | | 1997 | 2007 | 35 years |
| Sunrise of Old Tappan | Old Tappan | NJ | 0 | | 2,985 | | 36,795 | | 3,247 | | 3,177 | | 39,850 | | 43,027 | | 16,082 | | 26,945 | | 1997 | 2007 | 35 years |
| Sunrise of Wall | Wall Township | NJ | 0 | | 1,053 | | 19,101 | | 2,261 | | 1,088 | | 21,327 | | 22,415 | | 8,954 | | 13,461 | | 1999 | 2007 | 35 years |
| Sunrise of Wayne | Wayne | NJ | 0 | | 1,288 | | 24,990 | | 3,544 | | 1,373 | | 28,449 | | 29,822 | | 11,786 | | 18,036 | | 1996 | 2007 | 35 years |
| Sunrise of Westfield | Westfield | NJ | 0 | | 5,057 | | 23,803 | | 3,172 | | 5,185 | | 26,847 | | 32,032 | | 11,164 | | 20,868 | | 1996 | 2007 | 35 years |
| Sunrise of Woodcliff Lake | Woodcliff Lake | NJ | 0 | | 3,493 | | 30,801 | | 3,110 | | 3,692 | | 33,712 | | 37,404 | | 13,755 | | 23,649 | | 2000 | 2007 | 35 years |
| Sunrise of North Lynbrook | Lynbrook | NY | 0 | | 4,622 | | 38,087 | | 3,461 | | 4,700 | | 41,470 | | 46,170 | | 17,189 | | 28,981 | | 1999 | 2007 | 35 years |
| Sunrise at Fleetwood | Mount Vernon | NY | 0 | | 4,381 | | 28,434 | | 2,948 | | 4,723 | | 31,040 | | 35,763 | | 13,401 | | 22,362 | | 1999 | 2007 | 35 years |
| Sunrise of New City | New City | NY | 0 | | 1,906 | | 27,323 | | 2,871 | | 1,998 | | 30,102 | | 32,100 | | 12,413 | | 19,687 | | 1999 | 2007 | 35 years |
| Sunrise of Smithtown | Smithtown | NY | 0 | | 2,853 | | 25,621 | | 3,925 | | 3,040 | | 29,359 | | 32,399 | | 12,669 | | 19,730 | | 1999 | 2007 | 35 years |
| Sunrise of Staten Island | Staten Island | NY | 0 | | 7,237 | | 23,910 | | 2,044 | | 7,292 | | 25,899 | | 33,191 | | 13,668 | | 19,523 | | 2006 | 2007 | 35 years |
| Sunrise on Providence | Charlotte | NC | 0 | | 1,976 | | 19,472 | | 3,031 | | 2,004 | | 22,475 | | 24,479 | | 9,471 | | 15,008 | | 1999 | 2007 | 35 years |
| Sunrise at North Hills | Raleigh | NC | 0 | | 749 | | 37,091 | | 5,690 | | 849 | | 42,681 | | 43,530 | | 18,375 | | 25,155 | | 2000 | 2007 | 35 years |
| Sunrise at Parma | Cleveland | OH | 0 | | 695 | | 16,641 | | 1,613 | | 908 | | 18,041 | | 18,949 | | 7,663 | | 11,286 | | 2000 | 2007 | 35 years |
| Sunrise of Cuyahoga Falls | Cuyahoga Falls | OH | 0 | | 626 | | 10,239 | | 2,244 | | 862 | | 12,247 | | 13,109 | | 5,331 | | 7,778 | | 2000 | 2007 | 35 years |
| Sunrise of Abington | Abington | PA | 0 | | 1,838 | | 53,660 | | 6,462 | | 2,107 | | 59,853 | | 61,960 | | 24,719 | | 37,241 | | 1997 | 2007 | 35 years |
| Sunrise of Blue Bell | Blue Bell | PA | 0 | | 1,765 | | 23,920 | | 3,623 | | 1,928 | | 27,380 | | 29,308 | | 11,716 | | 17,592 | | 2006 | 2007 | 35 years |
| Sunrise of Exton | Exton | PA | 0 | | 1,123 | | 17,765 | | 2,518 | | 1,222 | | 20,184 | | 21,406 | | 8,570 | | 12,836 | | 2000 | 2007 | 35 years |
| Sunrise of Haverford | Haverford | PA | 0 | | 941 | | 25,872 | | 2,660 | | 990 | | 28,483 | | 29,473 | | 11,972 | | 17,501 | | 1997 | 2007 | 35 years |
| Sunrise of Granite Run | Media | PA | 0 | | 1,272 | | 31,781 | | 2,770 | | 1,441 | | 34,382 | | 35,823 | | 14,240 | | 21,583 | | 1997 | 2007 | 35 years |
| Sunrise of Lower Makefield | Morrisville | PA | 0 | | 3,165 | | 21,337 | | 923 | | 3,174 | | 22,251 | | 25,425 | | 6,507 | | 18,918 | | 2008 | 2012 | 35 years |
| Sunrise of Westtown | West Chester | PA | 0 | | 1,547 | | 22,996 | | 2,166 | | 1,625 | | 25,084 | | 26,709 | | 10,882 | | 15,827 | | 1999 | 2007 | 35 years |
| Sunrise of Hillcrest | Dallas | TX | 0 | | 2,616 | | 27,680 | | 1,468 | | 2,626 | | 29,138 | | 31,764 | | 11,942 | | 19,822 | | 2006 | 2007 | 35 years |
| Sunrise of Fort Worth | Fort Worth | TX | 0 | | 2,024 | | 18,587 | | 1,462 | | 2,178 | | 19,895 | | 22,073 | | 5,826 | | 16,247 | | 2007 | 2012 | 35 years |
| Sunrise of Frisco | Frisco | TX | 0 | | 2,523 | | 14,547 | | 987 | | 2,561 | | 15,496 | | 18,057 | | 4,262 | | 13,795 | | 2009 | 2012 | 35 years |
| Sunrise of Cinco Ranch | Katy | TX | 0 | | 2,512 | | 21,600 | | 1,702 | | 2,600 | | 23,214 | | 25,814 | | 6,712 | | 19,102 | | 2007 | 2012 | 35 years |
| Sunrise at Holladay | Holladay | UT | 0 | | 2,542 | | 44,771 | | 1,516 | | 2,596 | | 46,233 | | 48,829 | | 12,936 | | 35,893 | | 2008 | 2012 | 35 years |
| Sunrise of Sandy | Sandy | UT | 0 | | 2,576 | | 22,987 | | 522 | | 2,646 | | 23,439 | | 26,085 | | 9,660 | | 16,425 | | 2007 | 2007 | 35 years |
| Sunrise of Alexandria | Alexandria | VA | 0 | | 88 | | 14,811 | | 3,466 | | 244 | | 18,121 | | 18,365 | | 7,660 | | 10,705 | | 1998 | 2007 | 35 years |
| Sunrise of Richmond | Richmond | VA | 0 | | 1,120 | | 17,446 | | 1,325 | | 1,224 | | 18,667 | | 19,891 | | 8,079 | | 11,812 | | 1999 | 2007 | 35 years |
| Sunrise at Bon Air | Richmond | VA | 0 | | 2,047 | | 22,079 | | 1,270 | | 2,032 | | 23,364 | | 25,396 | | 6,779 | | 18,617 | | 2008 | 2012 | 35 years |
| Sunrise of Springfield | Springfield | VA | 0 | | 4,440 | | 18,834 | | 2,888 | | 4,545 | | 21,617 | | 26,162 | | 9,332 | | 16,830 | | 1997 | 2007 | 35 years |
| Sunrise of Lynn Valley | Vancouver | BC | 0 | | 11,759 | | 37,424 | | (8,153) | | 9,366 | | 31,664 | | 41,030 | | 12,957 | | 28,073 | | 2002 | 2007 | 35 years |
| Sunrise of Vancouver | Vancouver | BC | 0 | | 6,649 | | 31,937 | | 1,776 | | 6,662 | | 33,700 | | 40,362 | | 13,759 | | 26,603 | | 2005 | 2007 | 35 years |
| Sunrise of Victoria | Victoria | BC | 0 | | 8,332 | | 29,970 | | (5,550) | | 6,725 | | 26,027 | | 32,752 | | 10,806 | | 21,946 | | 2001 | 2007 | 35 years |
| Sunrise of Aurora | Aurora | ON | 0 | | 1,570 | | 36,113 | | (6,537) | | 1,347 | | 29,799 | | 31,146 | | 12,149 | | 18,997 | | 2002 | 2007 | 35 years |
| Sunrise of Burlington | Burlington | ON | 0 | | 1,173 | | 24,448 | | 1,535 | | 1,382 | | 25,774 | | 27,156 | | 10,712 | | 16,444 | | 2001 | 2007 | 35 years |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State /
Province | Encumbrances | Land and
Improvements | Buildings and
Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and
Improvements | Buildings and
Improvements | Total | Accumulated
Depreciation | NBV | Year of
Construction | Year
Acquired | Life on
Which
Depreciation
in Income
Statement
is Computed |
| Sunrise of Unionville | Markham | ON | 0 | | 2,322 | | 41,140 | | (7,103) | | 2,022 | | 34,337 | | 36,359 | | 14,171 | | 22,188 | | 2000 | 2007 | 35 years |
| Sunrise of Mississauga | Mississauga | ON | 0 | | 3,554 | | 33,631 | | (5,987) | | 3,031 | | 28,167 | | 31,198 | | 11,767 | | 19,431 | | 2000 | 2007 | 35 years |
| Sunrise of Erin Mills | Mississauga | ON | 0 | | 1,957 | | 27,020 | | (4,821) | | 1,573 | | 22,583 | | 24,156 | | 9,287 | | 14,869 | | 2007 | 2007 | 35 years |
| Sunrise of Oakville | Oakville | ON | 0 | | 2,753 | | 37,489 | | 2,355 | | 2,955 | | 39,642 | | 42,597 | | 16,229 | | 26,368 | | 2002 | 2007 | 35 years |
| Sunrise of Richmond Hill | Richmond Hill | ON | 0 | | 2,155 | | 41,254 | | (7,381) | | 1,872 | | 34,156 | | 36,028 | | 14,052 | | 21,976 | | 2002 | 2007 | 35 years |
| Sunrise of Thornhill | Vaughan | ON | 0 | | 2,563 | | 57,513 | | (8,900) | | 1,507 | | 49,669 | | 51,176 | | 18,985 | | 32,191 | | 2003 | 2007 | 35 years |
| Sunrise of Windsor | Windsor | ON | 0 | | 1,813 | | 20,882 | | 2,034 | | 2,000 | | 22,729 | | 24,729 | | 9,411 | | 15,318 | | 2001 | 2007 | 35 years |
| TOTAL FOR SUNRISE SENIOR HOUSING COMMUNITIES | | | 0 | | 245,515 | | 2,532,176 | | 147,460 | | 250,690 | | 2,674,461 | | 2,925,151 | | 1,079,059 | | 1,846,092 | | | | |
| ATRIA SENIOR HOUSING COMMUNITIES | | | | | | | | | | | | | | |
| Atria Regency | Mobile | AL | 0 | | 950 | | 11,897 | | 1,945 | | 1,025 | | 13,767 | | 14,792 | | 5,356 | | 9,436 | | 1996 | 2011 | 35 years |
| Atria Chandler Villas | Chandler | AZ | 0 | | 3,650 | | 8,450 | | 2,668 | | 3,785 | | 10,983 | | 14,768 | | 5,063 | | 9,705 | | 1988 | 2011 | 35 years |
| Atria Park of Sierra Pointe | Scottsdale | AZ | 0 | | 10,930 | | 65,372 | | 5,786 | | 11,021 | | 71,067 | | 82,088 | | 16,386 | | 65,702 | | 2000 | 2014 | 35 years |
| Atria Campana del Rio | Tucson | AZ | 0 | | 5,861 | | 37,284 | | 3,478 | | 5,992 | | 40,631 | | 46,623 | | 14,693 | | 31,930 | | 1964 | 2011 | 35 years |
| Atria Valley Manor | Tucson | AZ | 0 | | 1,709 | | 60 | | 1,115 | | 1,815 | | 1,069 | | 2,884 | | 759 | | 2,125 | | 1963 | 2011 | 35 years |
| Atria Bell Court Gardens | Tucson | AZ | 0 | | 3,010 | | 30,969 | | 2,737 | | 3,063 | | 33,653 | | 36,716 | | 11,201 | | 25,515 | | 1964 | 2011 | 35 years |
| Atria Burlingame | Burlingame | CA | 0 | | 2,494 | | 12,373 | | 2,019 | | 2,601 | | 14,285 | | 16,886 | | 5,317 | | 11,569 | | 1977 | 2011 | 35 years |
| Atria Las Posas | Camarillo | CA | 0 | | 4,500 | | 28,436 | | 1,599 | | 4,541 | | 29,994 | | 34,535 | | 9,849 | | 24,686 | | 1997 | 2011 | 35 years |
| Atria Carmichael Oaks | Carmichael | CA | 0 | | 2,118 | | 49,694 | | 4,255 | | 2,356 | | 53,711 | | 56,067 | | 14,727 | | 41,340 | | 1992 | 2013 | 35 years |
| Atria El Camino Gardens | Carmichael | CA | 0 | | 6,930 | | 32,318 | | 16,026 | | 7,215 | | 48,059 | | 55,274 | | 19,289 | | 35,985 | | 1984 | 2011 | 35 years |
| Villa Bonita | Chula Vista | CA | 0 | | 2,700 | | 7,994 | | 1,449 | | 1,658 | | 10,485 | | 12,143 | | 3,023 | | 9,120 | | 1989 | 2011 | 35 years |
| Atria Covina | Covina | CA | 0 | | 170 | | 4,131 | | 1,029 | | 262 | | 5,068 | | 5,330 | | 2,205 | | 3,125 | | 1977 | 2011 | 35 years |
| Atria Daly City | Daly City | CA | 0 | | 3,090 | | 13,448 | | 1,369 | | 3,116 | | 14,791 | | 17,907 | | 5,313 | | 12,594 | | 1975 | 2011 | 35 years |
| Atria Covell Gardens | Davis | CA | 0 | | 2,163 | | 39,657 | | 13,087 | | 2,388 | | 52,519 | | 54,907 | | 20,532 | | 34,375 | | 1987 | 2011 | 35 years |
| Atria Encinitas | Encinitas | CA | 0 | | 5,880 | | 9,212 | | 3,046 | | 5,952 | | 12,186 | | 18,138 | | 4,620 | | 13,518 | | 1984 | 2011 | 35 years |
| Atria North Escondido | Escondido | CA | 0 | | 1,196 | | 7,155 | | 852 | | 1,215 | | 7,988 | | 9,203 | | 2,247 | | 6,956 | | 2002 | 2014 | 35 years |
| Atria Grass Valley | Grass Valley | CA | 0 | | 1,965 | | 28,414 | | 1,896 | | 2,059 | | 30,216 | | 32,275 | | 8,394 | | 23,881 | | 2000 | 2013 | 35 years |
| Atria Golden Creek | Irvine | CA | 0 | | 6,900 | | 23,544 | | 3,307 | | 6,946 | | 26,805 | | 33,751 | | 9,249 | | 24,502 | | 1985 | 2011 | 35 years |
| Atria Park of Lafayette | Lafayette | CA | 0 | | 5,679 | | 56,922 | | 2,442 | | 6,463 | | 58,580 | | 65,043 | | 15,427 | | 49,616 | | 2007 | 2013 | 35 years |
| Atria Del Sol | Mission Viejo | CA | 0 | | 3,500 | | 12,458 | | 8,907 | | 3,830 | | 21,035 | | 24,865 | | 10,019 | | 14,846 | | 1985 | 2011 | 35 years |
| Atria Newport Plaza | Newport Beach | CA | 0 | | 4,534 | | 32,912 | | 1,601 | | 4,569 | | 34,478 | | 39,047 | | 3,658 | | 35,389 | | 1989 | 2017 | 35 years |
| Atria Tamalpais Creek | Novato | CA | 0 | | 5,812 | | 24,703 | | 1,350 | | 5,838 | | 26,027 | | 31,865 | | 8,682 | | 23,183 | | 1978 | 2011 | 35 years |
| Atria Park of Pacific Palisades | Pacific Palisades | CA | 0 | | 4,458 | | 17,064 | | 1,542 | | 4,489 | | 18,575 | | 23,064 | | 8,177 | | 14,887 | | 2001 | 2007 | 35 years |
| Atria Palm Desert | Palm Desert | CA | 0 | | 2,887 | | 9,843 | | 1,760 | | 3,145 | | 11,345 | | 14,490 | | 6,211 | | 8,279 | | 1988 | 2011 | 35 years |
| Atria Hacienda | Palm Desert | CA | 0 | | 6,680 | | 85,900 | | 4,324 | | 6,876 | | 90,028 | | 96,904 | | 28,182 | | 68,722 | | 1989 | 2011 | 35 years |
| Atria Del Rey | Rancho Cucamonga | CA | 0 | | 3,290 | | 17,427 | | 5,978 | | 3,477 | | 23,218 | | 26,695 | | 10,257 | | 16,438 | | 1987 | 2011 | 35 years |
| Mission Hills | Rancho Mirage | CA | 0 | | 1,610 | | 9,169 | | 798 | | 6,800 | | 4,777 | | 11,577 | | 1,717 | | 9,860 | | 1996 | 2014 | 35 years |
| Atria Rocklin | Rocklin | CA | 17,864 | | 4,427 | | 52,064 | | 1,839 | | 4,507 | | 53,823 | | 58,330 | | 11,217 | | 47,113 | | 2001 | 2015 | 35 years |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State /
Province | Encumbrances | Land and
Improvements | Buildings and
Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and
Improvements | Buildings and
Improvements | Total | Accumulated
Depreciation | NBV | Year of
Construction | Year
Acquired | Life on
Which
Depreciation
in Income
Statement
is Computed |
| Atria La Jolla | San Diego | CA | 0 | | 8,210 | | 46,315 | | (1,070) | | 8,216 | | 45,239 | | 53,455 | | 4,821 | | 48,634 | | 1984 | 2017 | 35 years |
| Atria Penasquitos | San Diego | CA | 0 | | 2,649 | | 24,067 | | 2,325 | | 2,711 | | 26,330 | | 29,041 | | 2,729 | | 26,312 | | 1991 | 2017 | 35 years |
| Atria Collwood | San Diego | CA | 0 | | 290 | | 10,650 | | 1,566 | | 348 | | 12,158 | | 12,506 | | 4,660 | | 7,846 | | 1976 | 2011 | 35 years |
| Atria Rancho Park | San Dimas | CA | 0 | | 4,066 | | 14,306 | | 2,273 | | 4,625 | | 16,020 | | 20,645 | | 6,545 | | 14,100 | | 1975 | 2011 | 35 years |
| Regency of Evergreen Valley | San Jose | CA | 0 | | 6,800 | | 3,637 | | 1,299 | | 2,707 | | 9,029 | | 11,736 | | 3,217 | | 8,519 | | 1998 | 2011 | 35 years |
| Atria Willow Glen | San Jose | CA | 0 | | 8,521 | | 43,168 | | 3,896 | | 8,627 | | 46,958 | | 55,585 | | 14,216 | | 41,369 | | 1976 | 2011 | 35 years |
| Atria San Juan | San Juan Capistrano | CA | 0 | | 5,110 | | 29,436 | | 9,287 | | 5,353 | | 38,480 | | 43,833 | | 17,013 | | 26,820 | | 1985 | 2011 | 35 years |
| Atria Hillsdale | San Mateo | CA | 0 | | 5,240 | | 15,956 | | 29,714 | | 7,042 | | 43,868 | | 50,910 | | 7,720 | | 43,190 | | 1986 | 2011 | 35 years |
| Atria Santa Clarita | Santa Clarita | CA | 0 | | 3,880 | | 38,366 | | 1,853 | | 3,890 | | 40,209 | | 44,099 | | 8,612 | | 35,487 | | 2001 | 2015 | 35 years |
| Atria Sunnyvale | Sunnyvale | CA | 0 | | 6,120 | | 30,068 | | 5,456 | | 6,247 | | 35,397 | | 41,644 | | 12,938 | | 28,706 | | 1977 | 2011 | 35 years |
| Atria Park of Tarzana | Tarzana | CA | 0 | | 960 | | 47,547 | | 6,714 | | 5,861 | | 49,360 | | 55,221 | | 12,761 | | 42,460 | | 2008 | 2013 | 35 years |
| Atria Park of Vintage Hills | Temecula | CA | 0 | | 4,674 | | 44,341 | | 3,582 | | 4,892 | | 47,705 | | 52,597 | | 13,486 | | 39,111 | | 2000 | 2013 | 35 years |
| Atria Park of Grand Oaks | Thousand Oaks | CA | 0 | | 5,994 | | 50,309 | | 1,691 | | 6,069 | | 51,925 | | 57,994 | | 14,147 | | 43,847 | | 2002 | 2013 | 35 years |
| Atria Hillcrest | Thousand Oaks | CA | 0 | | 6,020 | | 25,635 | | 10,655 | | 6,624 | | 35,686 | | 42,310 | | 16,628 | | 25,682 | | 1987 | 2011 | 35 years |
| Atria Walnut Creek | Walnut Creek | CA | 0 | | 6,910 | | 15,797 | | 17,635 | | 7,642 | | 32,700 | | 40,342 | | 17,960 | | 22,382 | | 1978 | 2011 | 35 years |
| Atria Valley View | Walnut Creek | CA | 0 | | 7,139 | | 53,914 | | 3,287 | | 7,193 | | 57,147 | | 64,340 | | 25,830 | | 38,510 | | 1977 | 2011 | 35 years |
| Atria Longmont | Longmont | CO | 0 | | 2,807 | | 24,877 | | 1,528 | | 2,874 | | 26,338 | | 29,212 | | 7,837 | | 21,375 | | 2009 | 2012 | 35 years |
| Atria Darien | Darien | CT | 0 | | 653 | | 37,587 | | 12,387 | | 1,202 | | 49,425 | | 50,627 | | 18,589 | | 32,038 | | 1997 | 2011 | 35 years |
| Atria Larson Place | Hamden | CT | 0 | | 1,850 | | 16,098 | | 2,741 | | 1,889 | | 18,800 | | 20,689 | | 6,806 | | 13,883 | | 1999 | 2011 | 35 years |
| Atria Greenridge Place | Rocky Hill | CT | 0 | | 2,170 | | 32,553 | | 2,898 | | 2,392 | | 35,229 | | 37,621 | | 11,351 | | 26,270 | | 1998 | 2011 | 35 years |
| Atria Stamford | Stamford | CT | 0 | | 1,200 | | 62,432 | | 20,362 | | 1,487 | | 82,507 | | 83,994 | | 26,793 | | 57,201 | | 1975 | 2011 | 35 years |
| Atria Crossroads Place | Waterford | CT | 0 | | 2,401 | | 36,495 | | 8,089 | | 2,577 | | 44,408 | | 46,985 | | 16,966 | | 30,019 | | 2000 | 2011 | 35 years |
| Atria Hamilton Heights | West Hartford | CT | 0 | | 3,120 | | 14,674 | | 4,118 | | 3,163 | | 18,749 | | 21,912 | | 8,054 | | 13,858 | | 1904 | 2011 | 35 years |
| Atria Windsor Woods | Hudson | FL | 0 | | 1,610 | | 32,432 | | 3,959 | | 1,744 | | 36,257 | | 38,001 | | 12,508 | | 25,493 | | 1988 | 2011 | 35 years |
| Atria Park of Baypoint Village | Hudson | FL | 0 | | 2,083 | | 28,841 | | 10,180 | | 2,369 | | 38,735 | | 41,104 | | 15,605 | | 25,499 | | 1986 | 2011 | 35 years |
| Atria Park of San Pablo | Jacksonville | FL | 0 | | 1,620 | | 14,920 | | 1,365 | | 1,660 | | 16,245 | | 17,905 | | 5,499 | | 12,406 | | 1999 | 2011 | 35 years |
| Atria Park of St. Joseph's | Jupiter | FL | 0 | | 5,520 | | 30,720 | | 2,309 | | 5,579 | | 32,970 | | 38,549 | | 9,286 | | 29,263 | | 2007 | 2013 | 35 years |
| Atria Lady Lake | Lady Lake | FL | 0 | | 3,752 | | 26,265 | | (14,417) | | 3,769 | | 11,831 | | 15,600 | | 5,622 | | 9,978 | | 2010 | 2015 | 35 years |
| Atria Park of Lake Forest | Sanford | FL | 0 | | 3,589 | | 32,586 | | 5,481 | | 4,104 | | 37,552 | | 41,656 | | 12,604 | | 29,052 | | 2002 | 2011 | 35 years |
| Atria Evergreen Woods | Spring Hill | FL | 0 | | 2,370 | | 28,371 | | 6,382 | | 2,574 | | 34,549 | | 37,123 | | 13,071 | | 24,052 | | 1981 | 2011 | 35 years |
| Atria North Point | Alpharetta | GA | 37,704 | | 4,830 | | 78,318 | | 3,689 | | 4,868 | | 81,969 | | 86,837 | | 19,856 | | 66,981 | | 2007 | 2014 | 35 years |
| Atria Buckhead | Atlanta | GA | 0 | | 3,660 | | 5,274 | | 1,501 | | 3,688 | | 6,747 | | 10,435 | | 3,021 | | 7,414 | | 1996 | 2011 | 35 years |
| Atria Park of Tucker | Tucker | GA | 0 | | 1,103 | | 20,679 | | 870 | | 1,120 | | 21,532 | | 22,652 | | 6,008 | | 16,644 | | 2000 | 2013 | 35 years |
| Atria Park of Glen Ellyn | Glen Ellyn | IL | 0 | | 2,455 | | 34,064 | | 270 | | 2,748 | | 34,041 | | 36,789 | | 15,538 | | 21,251 | | 2000 | 2007 | 35 years |
| Atria Newburgh | Newburgh | IN | 0 | | 1,150 | | 22,880 | | 1,700 | | 1,155 | | 24,575 | | 25,730 | | 7,703 | | 18,027 | | 1998 | 2011 | 35 years |
| Atria Hearthstone East | Topeka | KS | 0 | | 1,150 | | 20,544 | | 1,118 | | 1,241 | | 21,571 | | 22,812 | | 7,570 | | 15,242 | | 1998 | 2011 | 35 years |
| Atria Hearthstone West | Topeka | KS | 0 | | 1,230 | | 28,379 | | 2,668 | | 1,267 | | 31,010 | | 32,277 | | 11,155 | | 21,122 | | 1987 | 2011 | 35 years |
| Atria Highland Crossing | Covington | KY | 0 | | 1,677 | | 14,393 | | 1,859 | | 1,693 | | 16,236 | | 17,929 | | 6,272 | | 11,657 | | 1988 | 2011 | 35 years |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State /
Province | Encumbrances | Land and
Improvements | Buildings and
Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and
Improvements | Buildings and
Improvements | Total | Accumulated
Depreciation | NBV | Year of
Construction | Year
Acquired | Life on
Which
Depreciation
in Income
Statement
is Computed |
| Atria Summit Hills | Crestview Hills | KY | 0 | | 1,780 | | 15,769 | | 1,369 | | 1,812 | | 17,106 | | 18,918 | | 6,037 | | 12,881 | | 1998 | 2011 | 35 years |
| Atria Elizabethtown | Elizabethtown | KY | 0 | | 850 | | 12,510 | | 1,038 | | 884 | | 13,514 | | 14,398 | | 4,589 | | 9,809 | | 1996 | 2011 | 35 years |
| Atria St. Matthews | Louisville | KY | 0 | | 939 | | 9,274 | | 1,461 | | 968 | | 10,706 | | 11,674 | | 4,610 | | 7,064 | | 1998 | 2011 | 35 years |
| Atria Stony Brook | Louisville | KY | 0 | | 1,860 | | 17,561 | | 1,526 | | 1,953 | | 18,994 | | 20,947 | | 6,627 | | 14,320 | | 1999 | 2011 | 35 years |
| Atria Springdale | Louisville | KY | 0 | | 1,410 | | 16,702 | | 1,724 | | 1,451 | | 18,385 | | 19,836 | | 6,372 | | 13,464 | | 1999 | 2011 | 35 years |
| Atria Kennebunk | Kennebunk | ME | 0 | | 1,090 | | 23,496 | | 1,745 | | 1,159 | | 25,172 | | 26,331 | | 8,496 | | 17,835 | | 1998 | 2011 | 35 years |
| Atria Manresa | Annapolis | MD | 0 | | 4,193 | | 19,000 | | 2,511 | | 4,465 | | 21,239 | | 25,704 | | 7,368 | | 18,336 | | 1920 | 2011 | 35 years |
| Atria Salisbury | Salisbury | MD | 0 | | 1,940 | | 24,500 | | (3,220) | | 1,979 | | 21,241 | | 23,220 | | 7,991 | | 15,229 | | 1995 | 2011 | 35 years |
| Atria Marland Place | Andover | MA | 0 | | 1,831 | | 34,592 | | 19,905 | | 1,996 | | 54,332 | | 56,328 | | 25,066 | | 31,262 | | 1996 | 2011 | 35 years |
| Atria Longmeadow Place | Burlington | MA | 0 | | 5,310 | | 58,021 | | 2,305 | | 5,387 | | 60,249 | | 65,636 | | 18,432 | | 47,204 | | 1998 | 2011 | 35 years |
| Atria Fairhaven | Fairhaven | MA | 0 | | 1,100 | | 16,093 | | 1,391 | | 1,157 | | 17,427 | | 18,584 | | 5,587 | | 12,997 | | 1999 | 2011 | 35 years |
| Atria Woodbriar Place | Falmouth | MA | 0 | | 4,630 | | 27,314 | | 5,936 | | 6,433 | | 31,447 | | 37,880 | | 9,746 | | 28,134 | | 2013 | 2013 | 35 years |
| Atria Woodbriar Park | Falmouth | MA | 0 | | 1,970 | | 43,693 | | 21,590 | | 2,711 | | 64,542 | | 67,253 | | 24,349 | | 42,904 | | 1975 | 2011 | 35 years |
| Atria Draper Place | Hopedale | MA | 0 | | 1,140 | | 17,794 | | 1,953 | | 1,234 | | 19,653 | | 20,887 | | 6,681 | | 14,206 | | 1998 | 2011 | 35 years |
| Atria Merrimack Place | Newburyport | MA | 0 | | 2,774 | | 40,645 | | 24,722 | | 4,319 | | 63,822 | | 68,141 | | 12,969 | | 55,172 | | 2000 | 2011 | 35 years |
| Atria Marina Place | Quincy | MA | 0 | | 2,590 | | 33,899 | | 2,202 | | 2,780 | | 35,911 | | 38,691 | | 11,634 | | 27,057 | | 1999 | 2011 | 35 years |
| Atria Park of Ann Arbor | Ann Arbor | MI | 0 | | 1,703 | | 15,857 | | 2,124 | | 1,837 | | 17,847 | | 19,684 | | 8,105 | | 11,579 | | 2001 | 2007 | 35 years |
| Atria Kinghaven | Riverview | MI | 0 | | 1,440 | | 26,260 | | 3,840 | | 1,614 | | 29,926 | | 31,540 | | 10,094 | | 21,446 | | 1987 | 2011 | 35 years |
| Atria Seville | Las Vegas | NV | 0 | | 0 | | 796 | | 2,085 | | 26 | | 2,855 | | 2,881 | | 2,097 | | 784 | | 1999 | 2011 | 35 years |
| Atria Summit Ridge | Reno | NV | 0 | | 4 | | 407 | | 878 | | 27 | | 1,262 | | 1,289 | | 939 | | 350 | | 1997 | 2011 | 35 years |
| Atria Cranford | Cranford | NJ | 0 | | 8,260 | | 61,411 | | 5,980 | | 8,420 | | 67,231 | | 75,651 | | 22,636 | | 53,015 | | 1993 | 2011 | 35 years |
| Atria Tinton Falls | Tinton Falls | NJ | 0 | | 6,580 | | 13,258 | | 1,966 | | 6,762 | | 15,042 | | 21,804 | | 6,133 | | 15,671 | | 1999 | 2011 | 35 years |
| Atria Shaker | Albany | NY | 0 | | 1,520 | | 29,667 | | 6,180 | | 1,652 | | 35,715 | | 37,367 | | 10,245 | | 27,122 | | 1997 | 2011 | 35 years |
| Atria Crossgate | Albany | NY | 0 | | 1,080 | | 20,599 | | 1,280 | | 1,100 | | 21,859 | | 22,959 | | 7,542 | | 15,417 | | 1980 | 2011 | 35 years |
| Atria Woodlands | Ardsley | NY | 43,744 | | 7,660 | | 65,581 | | 3,559 | | 7,718 | | 69,082 | | 76,800 | | 22,346 | | 54,454 | | 2005 | 2011 | 35 years |
| Atria Bay Shore | Bay Shore | NY | 15,275 | | 4,440 | | 31,983 | | 3,128 | | 4,453 | | 35,098 | | 39,551 | | 11,788 | | 27,763 | | 1900 | 2011 | 35 years |
| Atria Briarcliff Manor | Briarcliff Manor | NY | 0 | | 6,560 | | 33,885 | | 3,541 | | 6,725 | | 37,261 | | 43,986 | | 12,390 | | 31,596 | | 1997 | 2011 | 35 years |
| Atria Riverdale | Bronx | NY | 0 | | 1,020 | | 24,149 | | 16,674 | | 1,084 | | 40,759 | | 41,843 | | 18,224 | | 23,619 | | 1999 | 2011 | 35 years |
| Atria Delmar Place | Delmar | NY | 0 | | 1,201 | | 24,850 | | 1,249 | | 1,223 | | 26,077 | | 27,300 | | 6,450 | | 20,850 | | 2004 | 2013 | 35 years |
| Atria East Northport | East Northport | NY | 0 | | 9,960 | | 34,467 | | 20,194 | | 10,250 | | 54,371 | | 64,621 | | 19,574 | | 45,047 | | 1996 | 2011 | 35 years |
| Atria Glen Cove | Glen Cove | NY | 0 | | 2,035 | | 25,190 | | 1,594 | | 2,066 | | 26,753 | | 28,819 | | 14,990 | | 13,829 | | 1997 | 2011 | 35 years |
| Atria Great Neck | Great Neck | NY | 0 | | 3,390 | | 54,051 | | 28,881 | | 3,482 | | 82,840 | | 86,322 | | 25,162 | | 61,160 | | 1998 | 2011 | 35 years |
| Atria Cutter Mill | Great Neck | NY | 0 | | 2,750 | | 47,919 | | 3,865 | | 2,761 | | 51,773 | | 54,534 | | 16,113 | | 38,421 | | 1999 | 2011 | 35 years |
| Atria Huntington | Huntington Station | NY | 0 | | 8,190 | | 1,169 | | 2,943 | | 8,232 | | 4,070 | | 12,302 | | 3,231 | | 9,071 | | 1987 | 2011 | 35 years |
| Atria Hertlin Place | Lake Ronkonkoma | NY | 0 | | 7,886 | | 16,391 | | 2,622 | | 7,889 | | 19,010 | | 26,899 | | 6,071 | | 20,828 | | 2002 | 2012 | 35 years |
| Atria Lynbrook | Lynbrook | NY | 0 | | 3,145 | | 5,489 | | 15,273 | | 3,176 | | 20,731 | | 23,907 | | 3,144 | | 20,763 | | 1996 | 2011 | 35 years |
| Atria Tanglewood | Lynbrook | NY | 22,705 | | 4,120 | | 37,348 | | 1,516 | | 4,145 | | 38,839 | | 42,984 | | 12,123 | | 30,861 | | 2005 | 2011 | 35 years |
| Atria West 86 | New York | NY | 0 | | 80 | | 73,685 | | 7,786 | | 167 | | 81,384 | | 81,551 | | 27,323 | | 54,228 | | 1998 | 2011 | 35 years |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State /
Province | Encumbrances | Land and
Improvements | Buildings and
Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and
Improvements | Buildings and
Improvements | Total | Accumulated
Depreciation | NBV | Year of
Construction | Year
Acquired | Life on
Which
Depreciation
in Income
Statement
is Computed |
| Atria on the Hudson | Ossining | NY | 0 | | 8,123 | | 63,089 | | 5,583 | | 8,217 | | 68,578 | | 76,795 | | 23,548 | | 53,247 | | 1972 | 2011 | 35 years |
| Atria Plainview | Plainview | NY | 0 | | 2,480 | | 16,060 | | 2,445 | | 2,666 | | 18,319 | | 20,985 | | 6,496 | | 14,489 | | 2000 | 2011 | 35 years |
| Atria Rye Brook | Port Chester | NY | 0 | | 9,660 | | 74,936 | | 3,632 | | 9,751 | | 78,477 | | 88,228 | | 24,361 | | 63,867 | | 2004 | 2011 | 35 years |
| Atria Kew Gardens | Queens | NY | 0 | | 3,051 | | 66,013 | | 9,460 | | 3,081 | | 75,443 | | 78,524 | | 25,005 | | 53,519 | | 1999 | 2011 | 35 years |
| Atria Forest Hills | Queens | NY | 0 | | 2,050 | | 16,680 | | 2,312 | | 2,074 | | 18,968 | | 21,042 | | 6,487 | | 14,555 | | 2001 | 2011 | 35 years |
| Atria on Roslyn Harbor | Roslyn | NY | 65,000 | | 12,909 | | 72,720 | | 3,143 | | 12,974 | | 75,798 | | 88,772 | | 23,819 | | 64,953 | | 2006 | 2011 | 35 years |
| Atria Guilderland | Slingerlands | NY | 0 | | 1,170 | | 22,414 | | 1,027 | | 1,210 | | 23,401 | | 24,611 | | 7,540 | | 17,071 | | 1950 | 2011 | 35 years |
| Atria South Setauket | South Setauket | NY | 0 | | 8,450 | | 14,534 | | 2,347 | | 8,842 | | 16,489 | | 25,331 | | 7,528 | | 17,803 | | 1967 | 2011 | 35 years |
| Atria Southpoint Walk | Durham | NC | 0 | | 2,130 | | 25,920 | | 1,673 | | 2,135 | | 27,588 | | 29,723 | | 7,806 | | 21,917 | | 2009 | 2013 | 35 years |
| Atria Oakridge | Raleigh | NC | 0 | | 1,482 | | 28,838 | | 1,803 | | 1,519 | | 30,604 | | 32,123 | | 8,750 | | 23,373 | | 2009 | 2013 | 35 years |
| Atria Bethlehem | Bethlehem | PA | 0 | | 2,479 | | 22,870 | | 1,466 | | 2,500 | | 24,315 | | 26,815 | | 8,353 | | 18,462 | | 1998 | 2011 | 35 years |
| Atria Center City | Philadelphia | PA | 0 | | 3,460 | | 18,291 | | 18,490 | | 3,535 | | 36,706 | | 40,241 | | 13,623 | | 26,618 | | 1964 | 2011 | 35 years |
| Atria South Hills | Pittsburgh | PA | 0 | | 880 | | 10,884 | | 1,187 | | 940 | | 12,011 | | 12,951 | | 4,512 | | 8,439 | | 1998 | 2011 | 35 years |
| Atria Bay Spring Village | Barrington | RI | 0 | | 2,000 | | 33,400 | | 3,245 | | 2,103 | | 36,542 | | 38,645 | | 13,037 | | 25,608 | | 2000 | 2011 | 35 years |
| Atria Harborhill | East Greenwich | RI | 0 | | 2,089 | | 21,702 | | 2,003 | | 2,186 | | 23,608 | | 25,794 | | 8,175 | | 17,619 | | 1835 | 2011 | 35 years |
| Atria Lincoln Place | Lincoln | RI | 0 | | 1,440 | | 12,686 | | 1,615 | | 1,475 | | 14,266 | | 15,741 | | 5,461 | | 10,280 | | 2000 | 2011 | 35 years |
| Atria Aquidneck Place | Portsmouth | RI | 0 | | 2,810 | | 31,623 | | 1,358 | | 2,814 | | 32,977 | | 35,791 | | 10,251 | | 25,540 | | 1999 | 2011 | 35 years |
| Atria Forest Lake | Columbia | SC | 0 | | 670 | | 13,946 | | 1,211 | | 693 | | 15,134 | | 15,827 | | 4,988 | | 10,839 | | 1999 | 2011 | 35 years |
| Atria Weston Place | Knoxville | TN | 0 | | 793 | | 7,961 | | 1,655 | | 969 | | 9,440 | | 10,409 | | 3,559 | | 6,850 | | 1993 | 2011 | 35 years |
| Atria at the Arboretum | Austin | TX | 0 | | 8,280 | | 61,764 | | 3,715 | | 8,377 | | 65,382 | | 73,759 | | 18,129 | | 55,630 | | 2009 | 2012 | 35 years |
| Atria Carrollton | Carrollton | TX | 5,108 | | 360 | | 20,465 | | 1,882 | | 370 | | 22,337 | | 22,707 | | 7,588 | | 15,119 | | 1998 | 2011 | 35 years |
| Atria Grapevine | Grapevine | TX | 0 | | 2,070 | | 23,104 | | 2,109 | | 2,092 | | 25,191 | | 27,283 | | 8,020 | | 19,263 | | 1999 | 2011 | 35 years |
| Atria Westchase | Houston | TX | 0 | | 2,318 | | 22,278 | | 1,653 | | 2,347 | | 23,902 | | 26,249 | | 8,030 | | 18,219 | | 1999 | 2011 | 35 years |
| Atria Cinco Ranch | Katy | TX | 0 | | 3,171 | | 73,287 | | 2,195 | | 3,201 | | 75,452 | | 78,653 | | 14,713 | | 63,940 | | 2010 | 2015 | 35 years |
| Atria Kingwood | Kingwood | TX | 0 | | 1,170 | | 4,518 | | 1,141 | | 1,213 | | 5,616 | | 6,829 | | 2,397 | | 4,432 | | 1998 | 2011 | 35 years |
| Atria at Hometown | North Richland Hills | TX | 0 | | 1,932 | | 30,382 | | 3,130 | | 1,963 | | 33,481 | | 35,444 | | 9,642 | | 25,802 | | 2007 | 2013 | 35 years |
| Atria Canyon Creek | Plano | TX | 0 | | 3,110 | | 45,999 | | 3,932 | | 3,148 | | 49,893 | | 53,041 | | 14,590 | | 38,451 | | 2009 | 2013 | 35 years |
| Atria Cypresswood | Spring | TX | 0 | | 880 | | 9,192 | | 680 | | 984 | | 9,768 | | 10,752 | | 3,938 | | 6,814 | | 1996 | 2011 | 35 years |
| Atria Sugar Land | Sugar Land | TX | 0 | | 970 | | 17,542 | | 1,110 | | 980 | | 18,642 | | 19,622 | | 6,211 | | 13,411 | | 1999 | 2011 | 35 years |
| Atria Copeland | Tyler | TX | 0 | | 1,879 | | 17,901 | | 2,239 | | 1,913 | | 20,106 | | 22,019 | | 6,642 | | 15,377 | | 1997 | 2011 | 35 years |
| Atria Willow Park | Tyler | TX | 0 | | 920 | | 31,271 | | 2,041 | | 986 | | 33,246 | | 34,232 | | 11,078 | | 23,154 | | 1985 | 2011 | 35 years |
| Atria Virginia Beach | Virginia Beach | VA | 0 | | 1,749 | | 33,004 | | 1,162 | | 1,815 | | 34,100 | | 35,915 | | 11,130 | | 24,785 | | 1998 | 2011 | 35 years |
| Arbour Lake | Calgary | AB | 0 | | 2,512 | | 39,188 | | (2,110) | | 2,304 | | 37,286 | | 39,590 | | 8,334 | | 31,256 | | 2003 | 2014 | 35 years |
| Canyon Meadows | Calgary | AB | 0 | | 1,617 | | 30,803 | | (1,473) | | 1,483 | | 29,464 | | 30,947 | | 6,879 | | 24,068 | | 1995 | 2014 | 35 years |
| Churchill Manor | Edmonton | AB | 0 | | 2,865 | | 30,482 | | (1,423) | | 2,627 | | 29,297 | | 31,924 | | 6,693 | | 25,231 | | 1999 | 2014 | 35 years |
| The View at Lethbridge | Lethbridge | AB | 0 | | 2,503 | | 24,770 | | (1,135) | | 2,306 | | 23,832 | | 26,138 | | 5,791 | | 20,347 | | 2007 | 2014 | 35 years |
| Victoria Park | Red Deer | AB | 0 | | 1,188 | | 22,554 | | (268) | | 1,087 | | 22,387 | | 23,474 | | 5,565 | | 17,909 | | 1999 | 2014 | 35 years |
| Ironwood Estates | St. Albert | AB | 0 | | 3,639 | | 22,519 | | (462) | | 3,360 | | 22,336 | | 25,696 | | 5,574 | | 20,122 | | 1998 | 2014 | 35 years |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State /
Province | Encumbrances | Land and
Improvements | Buildings and
Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and
Improvements | Buildings and
Improvements | Total | Accumulated
Depreciation | NBV | Year of
Construction | Year
Acquired | Life on
Which
Depreciation
in Income
Statement
is Computed |
| Longlake Chateau | Nanaimo | BC | 0 | | 1,874 | | 22,910 | | (761) | | 1,717 | | 22,306 | | 24,023 | | 5,661 | | 18,362 | | 1990 | 2014 | 35 years |
| Prince George Chateau | Prince George | BC | 0 | | 2,066 | | 22,761 | | (786) | | 1,891 | | 22,150 | | 24,041 | | 5,493 | | 18,548 | | 2005 | 2014 | 35 years |
| The Victorian | Victoria | BC | 0 | | 3,419 | | 16,351 | | (132) | | 3,162 | | 16,476 | | 19,638 | | 4,406 | | 15,232 | | 1988 | 2014 | 35 years |
| The Victorian at McKenzie | Victoria | BC | 0 | | 4,801 | | 25,712 | | (709) | | 4,394 | | 25,410 | | 29,804 | | 6,251 | | 23,553 | | 2003 | 2014 | 35 years |
| Riverheights Terrace | Brandon | MB | 0 | | 799 | | 27,708 | | (750) | | 735 | | 27,022 | | 27,757 | | 6,492 | | 21,265 | | 2001 | 2014 | 35 years |
| Amber Meadow | Winnipeg | MB | 0 | | 3,047 | | 17,821 | | (22) | | 2,789 | | 18,057 | | 20,846 | | 5,118 | | 15,728 | | 2000 | 2014 | 35 years |
| The Westhaven | Winnipeg | MB | 0 | | 871 | | 23,162 | | (222) | | 829 | | 22,982 | | 23,811 | | 5,611 | | 18,200 | | 1988 | 2014 | 35 years |
| Ste. Anne's Court | Fredericton | NB | 0 | | 1,221 | | 29,626 | | (1,216) | | 1,129 | | 28,502 | | 29,631 | | 6,787 | | 22,844 | | 2002 | 2014 | 35 years |
| Chateau de Champlain | St. John | NB | 0 | | 796 | | 24,577 | | (324) | | 746 | | 24,303 | | 25,049 | | 6,121 | | 18,928 | | 2002 | 2014 | 35 years |
| The Court at Brooklin | Brooklin | ON | 0 | | 2,515 | | 35,602 | | (1,118) | | 2,539 | | 34,460 | | 36,999 | | 7,905 | | 29,094 | | 2004 | 2014 | 35 years |
| Burlington Gardens | Burlington | ON | 0 | | 7,560 | | 50,744 | | (3,211) | | 6,925 | | 48,168 | | 55,093 | | 10,423 | | 44,670 | | 2008 | 2014 | 35 years |
| The Court at Rushdale | Hamilton | ON | 0 | | 1,799 | | 34,633 | | (1,486) | | 1,643 | | 33,303 | | 34,946 | | 7,735 | | 27,211 | | 2004 | 2014 | 35 years |
| Kingsdale Chateau | Kingston | ON | 0 | | 2,221 | | 36,272 | | (1,440) | | 2,097 | | 34,956 | | 37,053 | | 8,044 | | 29,009 | | 2000 | 2014 | 35 years |
| The Court at Barrhaven | Nepean | ON | 0 | | 1,778 | | 33,922 | | (1,241) | | 1,685 | | 32,774 | | 34,459 | | 7,818 | | 26,641 | | 2004 | 2014 | 35 years |
| Crystal View Lodge | Nepean | ON | 0 | | 1,587 | | 37,243 | | (799) | | 1,669 | | 36,362 | | 38,031 | | 8,277 | | 29,754 | | 2000 | 2014 | 35 years |
| Stamford Estates | Niagara Falls | ON | 0 | | 1,414 | | 29,439 | | (1,145) | | 1,291 | | 28,417 | | 29,708 | | 6,498 | | 23,210 | | 2005 | 2014 | 35 years |
| Sherbrooke Heights | Peterborough | ON | 0 | | 2,485 | | 33,747 | | (1,250) | | 2,277 | | 32,705 | | 34,982 | | 7,745 | | 27,237 | | 2001 | 2014 | 35 years |
| Anchor Pointe | St. Catharines | ON | 0 | | 8,214 | | 24,056 | | (349) | | 7,544 | | 24,377 | | 31,921 | | 6,128 | | 25,793 | | 2000 | 2014 | 35 years |
| The Court at Pringle Creek | Whitby | ON | 0 | | 2,965 | | 39,206 | | (2,347) | | 2,780 | | 37,044 | | 39,824 | | 8,495 | | 31,329 | | 2002 | 2014 | 35 years |
| La Residence Steger | Saint-Laurent | QC | 0 | | 1,995 | | 10,926 | | 1,542 | | 1,926 | | 12,537 | | 14,463 | | 3,906 | | 10,557 | | 1999 | 2014 | 35 years |
| Mulberry Estates | Moose Jaw | SK | 0 | | 2,173 | | 31,791 | | (1,371) | | 2,094 | | 30,499 | | 32,593 | | 7,219 | | 25,374 | | 2003 | 2014 | 35 years |
| Queen Victoria Estates | Regina | SK | 0 | | 3,018 | | 34,109 | | (1,523) | | 2,770 | | 32,834 | | 35,604 | | 7,644 | | 27,960 | | 2000 | 2014 | 35 years |
| Primrose Chateau | Saskatoon | SK | 0 | | 2,611 | | 32,729 | | (899) | | 2,459 | | 31,982 | | 34,441 | | 7,458 | | 26,983 | | 1996 | 2014 | 35 years |
| Amberwood | Port Richey | Florida | 0 | | 1,320 | | 0 | | 0 | | 1,320 | | 0 | | 1,320 | | 0 | | 1,320 | | N/A | 2011 | N/A |
| Atria Development & Construction Fees | | | 0 | | 0 | | 163 | | 0 | | 0 | | 163 | | 163 | | 0 | | 163 | | CIP | CIP | CIP |
| TOTAL FOR ATRIA SENIOR HOUSING COMMUNITIES | | | 207,400 | | 535,915 | | 4,731,839 | | 568,954 | | 556,362 | | 5,280,346 | | 5,836,708 | | 1,657,519 | | 4,179,189 | | | | |
| OTHER SENIOR HOUSING COMMUNITIES | | | | | | | | | | | | | | |
| Elmcroft of Grayson Valley | Birmingham | AL | 0 | | 1,040 | | 19,145 | | (4,072) | | 1,046 | | 15,067 | | 16,113 | | 6,102 | | 10,011 | | 2000 | 2011 | 35 years |
| Elmcroft of Byrd Springs | Hunstville | AL | 0 | | 1,720 | | 11,270 | | 1,443 | | 1,729 | | 12,704 | | 14,433 | | 4,253 | | 10,180 | | 1999 | 2011 | 35 years |
| Elmcroft of Heritage Woods | Mobile | AL | 0 | | 1,020 | | 10,241 | | 1,217 | | 1,027 | | 11,451 | | 12,478 | | 3,814 | | 8,664 | | 2000 | 2011 | 35 years |
| Rosewood Manor | Scottsboro | AL | 0 | | 680 | | 4,038 | | 0 | | 680 | | 4,038 | | 4,718 | | 1,202 | | 3,516 | | 1998 | 2011 | 35 years |
| Chandler Memory Care Community | Chandler | AZ | 0 | | 2,910 | | 8,882 | | 184 | | 3,094 | | 8,882 | | 11,976 | | 2,681 | | 9,295 | | 2012 | 2012 | 35 years |
| Silver Creek Inn Memory Care Community | Gilbert | AZ | 0 | | 890 | | 5,918 | | 0 | | 890 | | 5,918 | | 6,808 | | 1,664 | | 5,144 | | 2012 | 2012 | 35 years |
| Prestige Assisted Living at Green Valley | Green Valley | AZ | 0 | | 1,227 | | 13,977 | | 0 | | 1,227 | | 13,977 | | 15,204 | | 2,779 | | 12,425 | | 1998 | 2014 | 35 years |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State /
Province | Encumbrances | Land and
Improvements | Buildings and
Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and
Improvements | Buildings and
Improvements | Total | Accumulated
Depreciation | NBV | Year of
Construction | Year
Acquired | Life on
Which
Depreciation
in Income
Statement
is Computed |
| Prestige Assisted Living at Lake Havasu City | Lake Havasu | AZ | 0 | | 594 | | 14,792 | | 0 | | 594 | | 14,792 | | 15,386 | | 2,925 | | 12,461 | | 1999 | 2014 | 35 years |
| Arbor Rose | Mesa | AZ | 0 | | 1,100 | | 11,880 | | 2,434 | | 1,100 | | 14,314 | | 15,414 | | 5,874 | | 9,540 | | 1999 | 2011 | 35 years |
| The Stratford | Phoenix | AZ | 0 | | 1,931 | | 33,576 | | 1,221 | | 1,931 | | 34,797 | | 36,728 | | 6,765 | | 29,963 | | 2001 | 2014 | 35 years |
| Amber Creek Inn Memory Care | Scottsdale | AZ | 0 | | 2,310 | | 6,322 | | 677 | | 2,185 | | 7,124 | | 9,309 | | 1,236 | | 8,073 | | 1986 | 2011 | 35 years |
| Prestige Assisted Living at Sierra Vista | Sierra Vista | AZ | 0 | | 295 | | 13,224 | | 0 | | 295 | | 13,224 | | 13,519 | | 2,610 | | 10,909 | | 1999 | 2014 | 35 years |
| Rock Creek Memory Care Community | Surprise | AZ | 9,687 | | 826 | | 16,353 | | 3 | | 826 | | 16,356 | | 17,182 | | 1,666 | | 15,516 | | 2017 | 2017 | 35 years |
| Elmcroft of Tempe | Tempe | AZ | 0 | | 1,090 | | 12,942 | | 1,846 | | 1,098 | | 14,780 | | 15,878 | | 4,861 | | 11,017 | | 1999 | 2011 | 35 years |
| Elmcroft of River Centre | Tucson | AZ | 0 | | 1,940 | | 5,195 | | 1,374 | | 1,940 | | 6,569 | | 8,509 | | 2,549 | | 5,960 | | 1999 | 2011 | 35 years |
| West Shores | Hot Springs | AR | 0 | | 1,326 | | 10,904 | | 2,091 | | 1,326 | | 12,995 | | 14,321 | | 5,572 | | 8,749 | | 1988 | 2005 | 35 years |
| Elmcroft of Maumelle | Maumelle | AR | 0 | | 1,252 | | 7,601 | | 682 | | 1,359 | | 8,176 | | 9,535 | | 3,346 | | 6,189 | | 1997 | 2006 | 35 years |
| Elmcroft of Mountain Home | Mountain Home | AR | 0 | | 204 | | 8,971 | | 521 | | 204 | | 9,492 | | 9,696 | | 3,889 | | 5,807 | | 1997 | 2006 | 35 years |
| Elmcroft of Sherwood | Sherwood | AR | 0 | | 1,320 | | 5,693 | | 623 | | 1,323 | | 6,313 | | 7,636 | | 2,603 | | 5,033 | | 1997 | 2006 | 35 years |
| Sierra Ridge Memory Care | Auburn | CA | 0 | | 681 | | 6,071 | | 0 | | 681 | | 6,071 | | 6,752 | | 1,211 | | 5,541 | | 2011 | 2014 | 35 years |
| Careage Banning | Banning | CA | 0 | | 2,970 | | 16,037 | | 0 | | 2,970 | | 16,037 | | 19,007 | | 5,038 | | 13,969 | | 2004 | 2011 | 35 years |
| Las Villas Del Carlsbad | Carlsbad | CA | 0 | | 1,760 | | 30,469 | | 5,561 | | 1,890 | | 35,900 | | 37,790 | | 13,124 | | 24,666 | | 1987 | 2006 | 35 years |
| Prestige Assisted Living at Chico | Chico | CA | 0 | | 1,069 | | 14,929 | | 0 | | 1,069 | | 14,929 | | 15,998 | | 2,962 | | 13,036 | | 1998 | 2014 | 35 years |
| The Meadows Senior Living | Elk Grove | CA | 0 | | 1,308 | | 19,667 | | 0 | | 1,308 | | 19,667 | | 20,975 | | 3,868 | | 17,107 | | 2003 | 2014 | 35 years |
| Alder Bay Assisted Living | Eureka | CA | 0 | | 1,170 | | 5,228 | | (70) | | 1,170 | | 5,158 | | 6,328 | | 1,729 | | 4,599 | | 1997 | 2011 | 35 years |
| Cedarbrook | Fresno | CA | 0 | | 1,652 | | 12,613 | | 0 | | 1,652 | | 12,613 | | 14,265 | | 1,625 | | 12,640 | | 2014 | 2017 | 35 years |
| Elmcroft of La Mesa | La Mesa | CA | 0 | | 2,431 | | 6,101 | | (1,369) | | 2,431 | | 4,732 | | 7,163 | | 2,536 | | 4,627 | | 1997 | 2006 | 35 years |
| Grossmont Gardens | La Mesa | CA | 0 | | 9,104 | | 59,349 | | 3,631 | | 9,115 | | 62,969 | | 72,084 | | 25,444 | | 46,640 | | 1964 | 2006 | 35 years |
| Palms, The | La Mirada | CA | 0 | | 2,700 | | 43,919 | | (260) | | 2,700 | | 43,659 | | 46,359 | | 9,321 | | 37,038 | | 1990 | 2013 | 35 years |
| Prestige Assisted Living at Lancaster | Lancaster | CA | 0 | | 718 | | 10,459 | | 0 | | 718 | | 10,459 | | 11,177 | | 2,075 | | 9,102 | | 1999 | 2014 | 35 years |
| Prestige Assisted Living at Marysville | Marysville | CA | 0 | | 741 | | 7,467 | | 0 | | 741 | | 7,467 | | 8,208 | | 1,487 | | 6,721 | | 1999 | 2014 | 35 years |
| Mountview Retirement Residence | Montrose | CA | 0 | | 1,089 | | 15,449 | | 3,208 | | 1,089 | | 18,657 | | 19,746 | | 6,603 | | 13,143 | | 1974 | 2006 | 35 years |
| Redwood Retirement | Napa | CA | 0 | | 2,798 | | 12,639 | | 133 | | 2,798 | | 12,772 | | 15,570 | | 2,711 | | 12,859 | | 1986 | 2013 | 35 years |
| Prestige Assisted Living at Oroville | Oroville | CA | 0 | | 638 | | 8,079 | | 0 | | 638 | | 8,079 | | 8,717 | | 1,605 | | 7,112 | | 1999 | 2014 | 35 years |
| Valencia Commons | Rancho Cucamonga | CA | 0 | | 1,439 | | 36,363 | | (418) | | 1,439 | | 35,945 | | 37,384 | | 7,687 | | 29,697 | | 2002 | 2013 | 35 years |
| Shasta Estates | Redding | CA | 0 | | 1,180 | | 23,463 | | (58) | | 1,180 | | 23,405 | | 24,585 | | 4,983 | | 19,602 | | 2009 | 2013 | 35 years |
| The Vistas | Redding | CA | 0 | | 1,290 | | 22,033 | | 0 | | 1,290 | | 22,033 | | 23,323 | | 6,561 | | 16,762 | | 2007 | 2011 | 35 years |
| Elmcroft of Point Loma | San Diego | CA | 0 | | 2,117 | | 6,865 | | (1,416) | | 16 | | 7,550 | | 7,566 | | 2,935 | | 4,631 | | 1999 | 2006 | 35 years |
| Villa Santa Barbara | Santa Barbara | CA | 0 | | 1,219 | | 12,426 | | 5,357 | | 1,219 | | 17,783 | | 19,002 | | 6,522 | | 12,480 | | 1977 | 2005 | 35 years |
| Oak Terrace Memory Care | Soulsbyville | CA | 0 | | 1,146 | | 5,275 | | 0 | | 1,146 | | 5,275 | | 6,421 | | 1,067 | | 5,354 | | 1999 | 2014 | 35 years |
| Skyline Place Senior Living | Sonora | CA | 0 | | 1,815 | | 28,472 | | 0 | | 1,815 | | 28,472 | | 30,287 | | 5,620 | | 24,667 | | 1996 | 2014 | 35 years |
| Eagle Lake Village | Susanville | CA | 0 | | 1,165 | | 6,719 | | 0 | | 1,165 | | 6,719 | | 7,884 | | 1,778 | | 6,106 | | 2006 | 2012 | 35 years |
| Bonaventure, The | Ventura | CA | 0 | | 5,294 | | 32,747 | | (496) | | 5,294 | | 32,251 | | 37,545 | | 6,936 | | 30,609 | | 2005 | 2013 | 35 years |
| Sterling Inn | Victorville | CA | 12,558 | | 733 | | 18,564 | | 6,925 | | 733 | | 25,489 | | 26,222 | | 2,514 | | 23,708 | | 1992 | 2017 | 35 years |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State /
Province | Encumbrances | Land and
Improvements | Buildings and
Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and
Improvements | Buildings and
Improvements | Total | Accumulated
Depreciation | NBV | Year of
Construction | Year
Acquired | Life on
Which
Depreciation
in Income
Statement
is Computed |
| Sterling Commons | Victorville | CA | 5,850 | | 768 | | 13,124 | | 0 | | 768 | | 13,124 | | 13,892 | | 1,632 | | 12,260 | | 1994 | 2017 | 35 years |
| Prestige Assisted Living at Visalia | Visalia | CA | 0 | | 1,300 | | 8,378 | | 0 | | 1,300 | | 8,378 | | 9,678 | | 1,679 | | 7,999 | | 1998 | 2014 | 35 years |
| Highland Trail | Broomfield | CO | 0 | | 2,511 | | 26,431 | | (370) | | 2,511 | | 26,061 | | 28,572 | | 5,596 | | 22,976 | | 2009 | 2013 | 35 years |
| Caley Ridge | Englewood | CO | 0 | | 1,157 | | 13,133 | | 0 | | 1,157 | | 13,133 | | 14,290 | | 3,476 | | 10,814 | | 1999 | 2012 | 35 years |
| Garden Square at Westlake | Greeley | CO | 0 | | 630 | | 8,211 | | 0 | | 630 | | 8,211 | | 8,841 | | 2,530 | | 6,311 | | 1998 | 2011 | 35 years |
| Garden Square of Greeley | Greeley | CO | 0 | | 330 | | 2,735 | | 0 | | 330 | | 2,735 | | 3,065 | | 848 | | 2,217 | | 1995 | 2011 | 35 years |
| Lakewood Estates | Lakewood | CO | 0 | | 1,306 | | 21,137 | | (2) | | 1,306 | | 21,135 | | 22,441 | | 4,508 | | 17,933 | | 1988 | 2013 | 35 years |
| Sugar Valley Estates | Loveland | CO | 0 | | 1,255 | | 21,837 | | (240) | | 1,255 | | 21,597 | | 22,852 | | 4,627 | | 18,225 | | 2009 | 2013 | 35 years |
| Devonshire Acres | Sterling | CO | 0 | | 950 | | 10,092 | | 555 | | 965 | | 10,632 | | 11,597 | | 3,481 | | 8,116 | | 1979 | 2011 | 35 years |
| The Hearth at Gardenside | Branford | CT | 0 | | 7,000 | | 31,518 | | 0 | | 7,000 | | 31,518 | | 38,518 | | 9,377 | | 29,141 | | 1999 | 2011 | 35 years |
| The Hearth at Tuxis Pond | Madison | CT | 0 | | 1,610 | | 44,322 | | 0 | | 1,610 | | 44,322 | | 45,932 | | 12,695 | | 33,237 | | 2002 | 2011 | 35 years |
| White Oaks | Manchester | CT | 0 | | 2,584 | | 34,507 | | (474) | | 2,584 | | 34,033 | | 36,617 | | 7,302 | | 29,315 | | 2007 | 2013 | 35 years |
| Hampton Manor Belleview | Belleview | FL | 0 | | 390 | | 8,337 | | 100 | | 390 | | 8,437 | | 8,827 | | 2,539 | | 6,288 | | 1988 | 2011 | 35 years |
| Sabal House | Cantonment | FL | 0 | | 430 | | 5,902 | | 0 | | 430 | | 5,902 | | 6,332 | | 1,760 | | 4,572 | | 1999 | 2011 | 35 years |
| Bristol Park of Coral Springs | Coral Springs | FL | 0 | | 3,280 | | 11,877 | | 2,372 | | 3,280 | | 14,249 | | 17,529 | | 4,077 | | 13,452 | | 1999 | 2011 | 35 years |
| Stanley House | Defuniak Springs | FL | 0 | | 410 | | 5,659 | | 0 | | 410 | | 5,659 | | 6,069 | | 1,685 | | 4,384 | | 1999 | 2011 | 35 years |
| Barrington Terrace of Ft. Myers | Fort Myers | FL | 0 | | 2,105 | | 18,190 | | 1,659 | | 2,110 | | 19,844 | | 21,954 | | 4,860 | | 17,094 | | 2001 | 2015 | 35 years |
| The Peninsula | Hollywood | FL | 0 | | 3,660 | | 9,122 | | 1,416 | | 3,660 | | 10,538 | | 14,198 | | 3,499 | | 10,699 | | 1972 | 2011 | 35 years |
| Elmcroft of Timberlin Parc | Jacksonville | FL | 0 | | 455 | | 5,905 | | 641 | | 455 | | 6,546 | | 7,001 | | 2,714 | | 4,287 | | 1998 | 2006 | 35 years |
| Forsyth House | Milton | FL | 0 | | 610 | | 6,503 | | 0 | | 610 | | 6,503 | | 7,113 | | 1,923 | | 5,190 | | 1999 | 2011 | 35 years |
| Barrington Terrace of Naples | Naples | FL | 0 | | 2,596 | | 18,716 | | 1,750 | | 2,610 | | 20,452 | | 23,062 | | 4,535 | | 18,527 | | 2004 | 2015 | 35 years |
| The Carlisle Naples | Naples | FL | 0 | | 8,406 | | 78,091 | | 0 | | 8,406 | | 78,091 | | 86,497 | | 22,458 | | 64,039 | | 1998 | 2011 | 35 years |
| Naples ALZ Development | Naples | FL | 0 | | 2,983 | | 0 | | 0 | | 2,983 | | 0 | | 2,983 | | 0 | | 2,983 | | CIP | CIP | CIP |
| Hampton Manor at 24th Road | Ocala | FL | 0 | | 690 | | 8,767 | | 121 | | 690 | | 8,888 | | 9,578 | | 2,613 | | 6,965 | | 1996 | 2011 | 35 years |
| Hampton Manor at Deerwood | Ocala | FL | 0 | | 790 | | 5,605 | | 3,818 | | 983 | | 9,230 | | 10,213 | | 2,550 | | 7,663 | | 2005 | 2011 | 35 years |
| Las Palmas | Palm Coast | FL | 0 | | 984 | | 30,009 | | (219) | | 984 | | 29,790 | | 30,774 | | 6,358 | | 24,416 | | 2009 | 2013 | 35 years |
| Elmcroft of Pensacola | Pensacola | FL | 0 | | 2,230 | | 2,362 | | 997 | | 2,240 | | 3,349 | | 5,589 | | 1,143 | | 4,446 | | 1999 | 2011 | 35 years |
| Magnolia House | Quincy | FL | 0 | | 400 | | 5,190 | | 0 | | 400 | | 5,190 | | 5,590 | | 1,567 | | 4,023 | | 1999 | 2011 | 35 years |
| Elmcroft of Tallahassee | Tallahassee | FL | 0 | | 2,430 | | 17,745 | | 435 | | 2,448 | | 18,162 | | 20,610 | | 5,465 | | 15,145 | | 1999 | 2011 | 35 years |
| Tallahassee Memory Care | Tallahassee | FL | 0 | | 640 | | 8,013 | | (5,473) | | 653 | | 2,527 | | 3,180 | | 2,153 | | 1,027 | | 1999 | 2011 | 35 years |
| Bristol Park of Tamarac | Tamarac | FL | 0 | | 3,920 | | 14,130 | | 2,207 | | 3,920 | | 16,337 | | 20,257 | | 4,720 | | 15,537 | | 2000 | 2011 | 35 years |
| Elmcroft of Carrolwood | Tampa | FL | 0 | | 5,410 | | 20,944 | | (7,544) | | 5,417 | | 13,393 | | 18,810 | | 6,992 | | 11,818 | | 2001 | 2011 | 35 years |
| Arbor Terrace of Athens | Athens | GA | 0 | | 1,767 | | 16,442 | | 683 | | 1,777 | | 17,115 | | 18,892 | | 3,775 | | 15,117 | | 1998 | 2015 | 35 years |
| Arbor Terrace at Cascade | Atlanta | GA | 0 | | 3,052 | | 9,040 | | 956 | | 3,057 | | 9,991 | | 13,048 | | 3,089 | | 9,959 | | 1999 | 2015 | 35 years |
| Augusta Gardens | Augusta | GA | 0 | | 530 | | 10,262 | | 308 | | 543 | | 10,557 | | 11,100 | | 3,286 | | 7,814 | | 1997 | 2011 | 35 years |
| Benton House of Covington | Covington | GA | 0 | | 1,297 | | 11,397 | | 441 | | 1,298 | | 11,837 | | 13,135 | | 2,676 | | 10,459 | | 2009 | 2015 | 35 years |
| Arbor Terrace of Decatur | Decatur | GA | 0 | | 3,102 | | 19,599 | | (403) | | 1,298 | | 21,000 | | 22,298 | | 4,459 | | 17,839 | | 1990 | 2015 | 35 years |
| Benton House of Douglasville | Douglasville | GA | 0 | | 1,697 | | 15,542 | | 224 | | 1,697 | | 15,766 | | 17,463 | | 3,394 | | 14,069 | | 2010 | 2015 | 35 years |
| Elmcroft of Martinez | Martinez | GA | 0 | | 408 | | 6,764 | | 1,054 | | 408 | | 7,818 | | 8,226 | | 2,885 | | 5,341 | | 1997 | 2007 | 35 years |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State /
Province | Encumbrances | Land and
Improvements | Buildings and
Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and
Improvements | Buildings and
Improvements | Total | Accumulated
Depreciation | NBV | Year of
Construction | Year
Acquired | Life on
Which
Depreciation
in Income
Statement
is Computed |
| Benton House of Newnan | Newnan | GA | 0 | | 1,474 | | 17,487 | | 319 | | 1,487 | | 17,793 | | 19,280 | | 3,766 | | 15,514 | | 2010 | 2015 | 35 years |
| Elmcroft of Roswell | Roswell | GA | 0 | | 1,867 | | 15,835 | | 806 | | 1,880 | | 16,628 | | 18,508 | | 3,357 | | 15,151 | | 1997 | 2014 | 35 years |
| Benton Village of Stockbridge | Stockbridge | GA | 0 | | 2,221 | | 21,989 | | 868 | | 2,232 | | 22,846 | | 25,078 | | 5,041 | | 20,037 | | 2008 | 2015 | 35 years |
| Benton House of Sugar Hill | Sugar Hill | GA | 0 | | 2,173 | | 14,937 | | 265 | | 2,183 | | 15,192 | | 17,375 | | 3,446 | | 13,929 | | 2010 | 2015 | 35 years |
| Villas of St. James - Breese, IL | Breese | IL | 0 | | 671 | | 6,849 | | 0 | | 671 | | 6,849 | | 7,520 | | 1,657 | | 5,863 | | 2009 | 2015 | 35 years |
| Villas of Holly Brook - Chatham, IL | Chatham | IL | 0 | | 1,185 | | 8,910 | | 0 | | 1,185 | | 8,910 | | 10,095 | | 2,240 | | 7,855 | | 2012 | 2015 | 35 years |
| Villas of Holly Brook - Effingham, IL | Effingham | IL | 0 | | 508 | | 6,624 | | 0 | | 508 | | 6,624 | | 7,132 | | 1,565 | | 5,567 | | 2011 | 2015 | 35 years |
| Villas of Holly Brook - Herrin, IL | Herrin | IL | 0 | | 2,175 | | 9,605 | | 0 | | 2,175 | | 9,605 | | 11,780 | | 2,798 | | 8,982 | | 2012 | 2015 | 35 years |
| Villas of Holly Brook - Marshall, IL | Marshall | IL | 0 | | 1,461 | | 4,881 | | 0 | | 1,461 | | 4,881 | | 6,342 | | 1,630 | | 4,712 | | 2012 | 2015 | 35 years |
| Villas of Holly Brook - Newton, IL | Newton | IL | 0 | | 458 | | 4,590 | | 0 | | 458 | | 4,590 | | 5,048 | | 1,197 | | 3,851 | | 2011 | 2015 | 35 years |
| Rochester Senior Living at Wyndcrest | Rochester | IL | 0 | | 570 | | 6,536 | | 249 | | 570 | | 6,785 | | 7,355 | | 1,642 | | 5,713 | | 2005 | 2015 | 35 years |
| Villas of Holly Brook, Shelbyville, IL | Shelbyville | IL | 0 | | 2,292 | | 3,351 | | 0 | | 2,292 | | 3,351 | | 5,643 | | 1,810 | | 3,833 | | 2011 | 2015 | 35 years |
| Elmcroft of Muncie | Muncie | IN | 0 | | 244 | | 11,218 | | 1,121 | | 324 | | 12,259 | | 12,583 | | 4,664 | | 7,919 | | 1998 | 2007 | 35 years |
| Wood Ridge | South Bend | IN | 0 | | 590 | | 4,850 | | (35) | | 590 | | 4,815 | | 5,405 | | 1,469 | | 3,936 | | 1990 | 2011 | 35 years |
| Elmcroft of Florence (KY) | Florence | KY | 0 | | 1,535 | | 21,826 | | 1,067 | | 1,581 | | 22,847 | | 24,428 | | 4,637 | | 19,791 | | 2010 | 2014 | 35 years |
| Hartland Hills | Lexington | KY | 0 | | 1,468 | | 23,929 | | (368) | | 1,468 | | 23,561 | | 25,029 | | 5,054 | | 19,975 | | 2001 | 2013 | 35 years |
| Elmcroft of Mount Washington | Mount Washington | KY | 0 | | 758 | | 12,048 | | 840 | | 758 | | 12,888 | | 13,646 | | 2,755 | | 10,891 | | 2005 | 2014 | 35 years |
| Clover Healthcare | Auburn | ME | 0 | | 1,400 | | 26,895 | | 876 | | 1,400 | | 27,771 | | 29,171 | | 8,731 | | 20,440 | | 1982 | 2011 | 35 years |
| Gorham House | Gorham | ME | 0 | | 1,360 | | 33,147 | | 1,472 | | 1,527 | | 34,452 | | 35,979 | | 9,873 | | 26,106 | | 1990 | 2011 | 35 years |
| Kittery Estates | Kittery | ME | 0 | | 1,531 | | 30,811 | | (321) | | 1,557 | | 30,464 | | 32,021 | | 6,525 | | 25,496 | | 2009 | 2013 | 35 years |
| Woods at Canco | Portland | ME | 0 | | 1,441 | | 45,578 | | (676) | | 1,474 | | 44,869 | | 46,343 | | 9,616 | | 36,727 | | 2000 | 2013 | 35 years |
| Sentry Inn at York Harbor | York Harbor | ME | 0 | | 3,490 | | 19,869 | | 0 | | 3,490 | | 19,869 | | 23,359 | | 5,806 | | 17,553 | | 2000 | 2011 | 35 years |
| Elmcroft of Hagerstown | Hagerstown | MD | 0 | | 2,010 | | 1,293 | | 561 | | 1,996 | | 1,868 | | 3,864 | | 734 | | 3,130 | | 1999 | 2011 | 35 years |
| Heritage Woods | Agawam | MA | 0 | | 1,249 | | 4,625 | | 0 | | 1,249 | | 4,625 | | 5,874 | | 2,818 | | 3,056 | | 1997 | 2004 | 30 years |
| Devonshire Estates | Lenox | MA | 0 | | 1,832 | | 31,124 | | (332) | | 1,832 | | 30,792 | | 32,624 | | 6,590 | | 26,034 | | 1998 | 2013 | 35 years |
| Elmcroft of Downriver | Brownstown Charter Township | MI | 0 | | 320 | | 32,652 | | 1,360 | | 371 | | 33,961 | | 34,332 | | 9,983 | | 24,349 | | 2000 | 2011 | 35 years |
| Independence Village of East Lansing | East Lansing | MI | 0 | | 1,956 | | 18,122 | | 423 | | 1,956 | | 18,545 | | 20,501 | | 4,880 | | 15,621 | | 1989 | 2012 | 35 years |
| Primrose Austin | Austin | MN | 0 | | 2,540 | | 11,707 | | 443 | | 2,540 | | 12,150 | | 14,690 | | 3,540 | | 11,150 | | 2002 | 2011 | 35 years |
| Primrose Duluth | Duluth | MN | 0 | | 6,190 | | 8,296 | | 257 | | 6,245 | | 8,498 | | 14,743 | | 2,774 | | 11,969 | | 2003 | 2011 | 35 years |
| Primrose Mankato | Mankato | MN | 0 | | 1,860 | | 8,920 | | 352 | | 1,860 | | 9,272 | | 11,132 | | 2,985 | | 8,147 | | 1999 | 2011 | 35 years |
| Lodge at White Bear | White Bear Lake | MN | 0 | | 732 | | 24,999 | | (129) | | 737 | | 24,865 | | 25,602 | | 5,304 | | 20,298 | | 2002 | 2013 | 35 years |
| Assisted Living at the Meadowlands - O'Fallon, MO | O'Fallon | MO | 0 | | 2,326 | | 14,158 | | 0 | | 2,326 | | 14,158 | | 16,484 | | 3,499 | | 12,985 | | 1999 | 2015 | 35 years |
| Canyon Creek Inn Memory Care | Billings | MT | 0 | | 420 | | 11,217 | | 7 | | 420 | | 11,224 | | 11,644 | | 3,193 | | 8,451 | | 2011 | 2011 | 35 years |
| Spring Creek Inn Alzheimer's Community | Bozeman | MT | 0 | | 1,345 | | 16,877 | | 0 | | 1,345 | | 16,877 | | 18,222 | | 2,162 | | 16,060 | | 2010 | 2017 | 35 years |
| The Springs at Missoula | Missoula | MT | 15,616 | | 1,975 | | 34,390 | | 2,076 | | 1,975 | | 36,466 | | 38,441 | | 9,733 | | 28,708 | | 2004 | 2012 | 35 years |
| Crown Pointe | Omaha | NE | 0 | | 1,316 | | 11,950 | | 3,118 | | 1,316 | | 15,068 | | 16,384 | | 6,042 | | 10,342 | | 1985 | 2005 | 35 years |
| Prestige Assisted Living at Mira Loma | Henderson | NV | 0 | | 1,279 | | 12,558 | | 0 | | 1,279 | | 12,558 | | 13,837 | | 2,006 | | 11,831 | | 1998 | 2016 | 35 years |
| Birch Heights | Derry | NH | 0 | | 1,413 | | 30,267 | | (304) | | 1,413 | | 29,963 | | 31,376 | | 6,414 | | 24,962 | | 2009 | 2013 | 35 years |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State /
Province | Encumbrances | Land and
Improvements | Buildings and
Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and
Improvements | Buildings and
Improvements | Total | Accumulated
Depreciation | NBV | Year of
Construction | Year
Acquired | Life on
Which
Depreciation
in Income
Statement
is Computed |
| Bear Canyon Estates | Albuquerque | NM | 0 | | 1,879 | | 36,223 | | (368) | | 1,879 | | 35,855 | | 37,734 | | 7,664 | | 30,070 | | 1997 | 2013 | 35 years |
| The Woodmark at Uptown | Albuquerque | NM | 0 | | 2,439 | | 33,276 | | 2,081 | | 2,471 | | 35,325 | | 37,796 | | 7,231 | | 30,565 | | 2000 | 2015 | 35 years |
| Elmcroft of Quintessence | Albuquerque | NM | 0 | | 1,150 | | 26,527 | | 1,195 | | 1,184 | | 27,688 | | 28,872 | | 8,271 | | 20,601 | | 1998 | 2011 | 35 years |
| The Amberleigh | Buffalo | NY | 0 | | 3,498 | | 19,097 | | 7,269 | | 3,512 | | 26,352 | | 29,864 | | 9,858 | | 20,006 | | 1988 | 2005 | 35 years |
| Brookdale Battery Park City | New York | NY | 116,100 | | 2,903 | | 186,978 | | 1,490 | | 2,913 | | 188,458 | | 191,371 | | 14,043 | | 177,328 | | 2000 | 2018 | 35 years |
| The Hearth at Castle Gardens | Vestal | NY | 0 | | 1,830 | | 20,312 | | 2,230 | | 1,885 | | 22,487 | | 24,372 | | 8,251 | | 16,121 | | 1994 | 2011 | 35 years |
| Elmcroft of Asheboro | Asheboro | NC | 0 | | 680 | | 15,370 | | 522 | | 694 | | 15,878 | | 16,572 | | 4,329 | | 12,243 | | 1998 | 2011 | 35 years |
| Arbor Terrace of Asheville | Asheville | NC | 0 | | 1,365 | | 15,679 | | 924 | | 1,365 | | 16,603 | | 17,968 | | 3,754 | | 14,214 | | 1998 | 2015 | 35 years |
| Elmcroft of Little Avenue | Charlotte | NC | 0 | | 250 | | 5,077 | | 510 | | 250 | | 5,587 | | 5,837 | | 2,305 | | 3,532 | | 1997 | 2006 | 35 years |
| Elmcroft of Cramer Mountain | Cramerton | NC | 0 | | 530 | | 18,225 | | 225 | | 553 | | 18,427 | | 18,980 | | 5,049 | | 13,931 | | 1999 | 2011 | 35 years |
| Elmcroft of Harrisburg | Harrisburg | NC | 0 | | 1,660 | | 15,130 | | 711 | | 1,685 | | 15,816 | | 17,501 | | 4,310 | | 13,191 | | 1997 | 2011 | 35 years |
| Elmcroft of Hendersonville (NC) | Hendersonville | NC | 0 | | 2,210 | | 7,372 | | 336 | | 2,236 | | 7,682 | | 9,918 | | 2,187 | | 7,731 | | 2005 | 2011 | 35 years |
| Elmcroft of Hillsborough | Hillsborough | NC | 0 | | 1,450 | | 19,754 | | 383 | | 1,470 | | 20,117 | | 21,587 | | 5,533 | | 16,054 | | 2005 | 2011 | 35 years |
| Willow Grove | Matthews | NC | 0 | | 763 | | 27,544 | | (274) | | 763 | | 27,270 | | 28,033 | | 5,834 | | 22,199 | | 2009 | 2013 | 35 years |
| Elmcroft of Newton | Newton | NC | 0 | | 540 | | 14,935 | | 418 | | 544 | | 15,349 | | 15,893 | | 4,188 | | 11,705 | | 2000 | 2011 | 35 years |
| Independence Village of Olde Raleigh | Raleigh | NC | 0 | | 1,989 | | 18,648 | | 7 | | 1,989 | | 18,655 | | 20,644 | | 4,843 | | 15,801 | | 1991 | 2012 | 35 years |
| Elmcroft of Northridge | Raleigh | NC | 0 | | 184 | | 3,592 | | 2,357 | | 207 | | 5,926 | | 6,133 | | 2,113 | | 4,020 | | 1984 | 2006 | 35 years |
| Elmcroft of Salisbury | Salisbury | NC | 0 | | 1,580 | | 25,026 | | 394 | | 1,580 | | 25,420 | | 27,000 | | 6,939 | | 20,061 | | 1999 | 2011 | 35 years |
| Elmcroft of Shelby | Shelby | NC | 0 | | 660 | | 15,471 | | 488 | | 675 | | 15,944 | | 16,619 | | 4,334 | | 12,285 | | 2000 | 2011 | 35 years |
| Elmcroft of Southern Pines | Southern Pines | NC | 0 | | 1,196 | | 10,766 | | 966 | | 1,210 | | 11,718 | | 12,928 | | 3,674 | | 9,254 | | 1998 | 2010 | 35 years |
| Elmcroft of Southport | Southport | NC | 0 | | 1,330 | | 10,356 | | 253 | | 1,349 | | 10,590 | | 11,939 | | 2,984 | | 8,955 | | 2005 | 2011 | 35 years |
| Primrose Bismarck | Bismarck | ND | 0 | | 1,210 | | 9,768 | | 255 | | 1,210 | | 10,023 | | 11,233 | | 3,042 | | 8,191 | | 1994 | 2011 | 35 years |
| Wellington ALF - Minot ND | Minot | ND | 0 | | 3,241 | | 9,509 | | 0 | | 3,241 | | 9,509 | | 12,750 | | 2,745 | | 10,005 | | 2005 | 2015 | 35 years |
| Elmcroft of Lima | Lima | OH | 0 | | 490 | | 3,368 | | 553 | | 495 | | 3,916 | | 4,411 | | 1,623 | | 2,788 | | 1998 | 2006 | 35 years |
| Elmcroft of Ontario | Mansfield | OH | 0 | | 523 | | 7,968 | | 599 | | 524 | | 8,566 | | 9,090 | | 3,482 | | 5,608 | | 1998 | 2006 | 35 years |
| Elmcroft of Medina | Medina | OH | 0 | | 661 | | 9,788 | | 706 | | 661 | | 10,494 | | 11,155 | | 4,322 | | 6,833 | | 1999 | 2006 | 35 years |
| Elmcroft of Washington Township | Miamisburg | OH | 0 | | 1,235 | | 12,611 | | 743 | | 1,236 | | 13,353 | | 14,589 | | 5,479 | | 9,110 | | 1998 | 2006 | 35 years |
| Elmcroft of Sagamore Hills | Sagamore Hills | OH | 0 | | 980 | | 12,604 | | 995 | | 998 | | 13,581 | | 14,579 | | 5,569 | | 9,010 | | 2000 | 2006 | 35 years |
| Elmcroft of Lorain | Vermilion | OH | 0 | | 500 | | 15,461 | | 1,359 | | 578 | | 16,742 | | 17,320 | | 5,410 | | 11,910 | | 2000 | 2011 | 35 years |
| Gardens at Westlake Senior Living | Westlake | OH | 0 | | 2,401 | | 20,640 | | 690 | | 2,413 | | 21,318 | | 23,731 | | 4,874 | | 18,857 | | 1987 | 2015 | 35 years |
| Elmcroft of Xenia | Xenia | OH | 0 | | 653 | | 2,801 | | 1,052 | | 678 | | 3,828 | | 4,506 | | 1,550 | | 2,956 | | 1999 | 2006 | 35 years |
| Arbor House of Mustang | Mustang | OK | 0 | | 372 | | 3,587 | | 0 | | 372 | | 3,587 | | 3,959 | | 913 | | 3,046 | | 1999 | 2012 | 35 years |
| Arbor House of Norman | Norman | OK | 0 | | 444 | | 7,525 | | 0 | | 444 | | 7,525 | | 7,969 | | 1,907 | | 6,062 | | 2000 | 2012 | 35 years |
| Arbor House Reminisce Center | Norman | OK | 0 | | 438 | | 3,028 | | 0 | | 438 | | 3,028 | | 3,466 | | 773 | | 2,693 | | 2004 | 2012 | 35 years |
| Arbor House of Midwest City | Oklahoma City | OK | 0 | | 544 | | 9,133 | | 0 | | 544 | | 9,133 | | 9,677 | | 2,314 | | 7,363 | | 2004 | 2012 | 35 years |
| Mansion at Waterford | Oklahoma City | OK | 0 | | 2,077 | | 14,184 | | 0 | | 2,077 | | 14,184 | | 16,261 | | 3,754 | | 12,507 | | 1999 | 2012 | 35 years |
| Meadowbrook Place | Baker City | OR | 0 | | 1,430 | | 5,311 | | 0 | | 1,430 | | 5,311 | | 6,741 | | 1,066 | | 5,675 | | 1965 | 2014 | 35 years |
| Edgewood Downs | Beaverton | OR | 0 | | 2,356 | | 15,476 | | 328 | | 2,356 | | 15,804 | | 18,160 | | 3,352 | | 14,808 | | 1978 | 2013 | 35 years |
| Avamere at Hillsboro | Hillsboro | OR | 0 | | 4,400 | | 8,353 | | 1,413 | | 4,400 | | 9,766 | | 14,166 | | 3,296 | | 10,870 | | 2000 | 2011 | 35 years |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State /
Province | Encumbrances | Land and
Improvements | Buildings and
Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and
Improvements | Buildings and
Improvements | Total | Accumulated
Depreciation | NBV | Year of
Construction | Year
Acquired | Life on
Which
Depreciation
in Income
Statement
is Computed |
| The Springs at Tanasbourne | Hillsboro | OR | 30,947 | | 4,689 | | 55,035 | | 0 | | 4,689 | | 55,035 | | 59,724 | | 15,653 | | 44,071 | | 2009 | 2013 | 35 years |
| The Arbor at Avamere Court | Keizer | OR | 0 | | 922 | | 6,460 | | 110 | | 1,135 | | 6,357 | | 7,492 | | 1,549 | | 5,943 | | 2012 | 2014 | 35 years |
| The Stafford | Lake Oswego | OR | 0 | | 1,800 | | 16,122 | | 884 | | 1,806 | | 17,000 | | 18,806 | | 5,272 | | 13,534 | | 2008 | 2011 | 35 years |
| The Springs at Clackamas Woods | Milwaukie | OR | 13,965 | | 1,264 | | 22,429 | | 5,244 | | 1,381 | | 27,556 | | 28,937 | | 6,579 | | 22,358 | | 1999 | 2012 | 35 years |
| Clackamas Woods Assisted Living | Milwaukie | OR | 7,519 | | 681 | | 12,077 | | 0 | | 681 | | 12,077 | | 12,758 | | 3,181 | | 9,577 | | 1999 | 2012 | 35 years |
| Avamere at Newberg | Newberg | OR | 0 | | 1,320 | | 4,664 | | 641 | | 1,342 | | 5,283 | | 6,625 | | 2,007 | | 4,618 | | 1999 | 2011 | 35 years |
| Avamere Living at Berry Park | Oregon City | OR | 0 | | 1,910 | | 4,249 | | 2,316 | | 1,910 | | 6,565 | | 8,475 | | 2,493 | | 5,982 | | 1972 | 2011 | 35 years |
| McLoughlin Place Senior Living | Oregon City | OR | 0 | | 2,418 | | 26,819 | | 0 | | 2,418 | | 26,819 | | 29,237 | | 5,321 | | 23,916 | | 1997 | 2014 | 35 years |
| Avamere at Bethany | Portland | OR | 0 | | 3,150 | | 16,740 | | 257 | | 3,150 | | 16,997 | | 20,147 | | 5,236 | | 14,911 | | 2002 | 2011 | 35 years |
| Avamere at Sandy | Sandy | OR | 0 | | 1,000 | | 7,309 | | 345 | | 1,000 | | 7,654 | | 8,654 | | 2,580 | | 6,074 | | 1999 | 2011 | 35 years |
| Suzanne Elise ALF | Seaside | OR | 0 | | 1,940 | | 4,027 | | 631 | | 1,945 | | 4,653 | | 6,598 | | 1,695 | | 4,903 | | 1998 | 2011 | 35 years |
| Necanicum Village | Seaside | OR | 0 | | 2,212 | | 7,311 | | 273 | | 2,212 | | 7,584 | | 9,796 | | 1,668 | | 8,128 | | 2001 | 2015 | 35 years |
| Avamere at Sherwood | Sherwood | OR | 0 | | 1,010 | | 7,051 | | 1,454 | | 1,010 | | 8,505 | | 9,515 | | 2,518 | | 6,997 | | 2000 | 2011 | 35 years |
| Chateau Gardens | Springfield | OR | 0 | | 1,550 | | 4,197 | | 0 | | 1,550 | | 4,197 | | 5,747 | | 1,247 | | 4,500 | | 1991 | 2011 | 35 years |
| Avamere at St Helens | St. Helens | OR | 0 | | 1,410 | | 10,496 | | 502 | | 1,410 | | 10,998 | | 12,408 | | 3,580 | | 8,828 | | 2000 | 2011 | 35 years |
| Flagstone Senior Living | The Dalles | OR | 0 | | 1,631 | | 17,786 | | 0 | | 1,631 | | 17,786 | | 19,417 | | 3,523 | | 15,894 | | 1991 | 2014 | 35 years |
| Elmcroft of Allison Park | Allison Park | PA | 0 | | 1,171 | | 5,686 | | 565 | | 1,171 | | 6,251 | | 7,422 | | 2,509 | | 4,913 | | 1986 | 2006 | 35 years |
| Elmcroft of Chippewa | Beaver Falls | PA | 0 | | 1,394 | | 8,586 | | 658 | | 1,452 | | 9,186 | | 10,638 | | 3,713 | | 6,925 | | 1998 | 2006 | 35 years |
| Elmcroft of Berwick | Berwick | PA | 0 | | 111 | | 6,741 | | 481 | | 111 | | 7,222 | | 7,333 | | 2,913 | | 4,420 | | 1998 | 2006 | 35 years |
| Elmcroft of Bridgeville | Bridgeville | PA | 0 | | 1,660 | | 12,624 | | 1,157 | | 1,660 | | 13,781 | | 15,441 | | 3,888 | | 11,553 | | 1999 | 2011 | 35 years |
| Elmcroft of Dillsburg | Dillsburg | PA | 0 | | 432 | | 7,797 | | 1,152 | | 432 | | 8,949 | | 9,381 | | 3,445 | | 5,936 | | 1998 | 2006 | 35 years |
| Elmcroft of Altoona | Duncansville | PA | 0 | | 331 | | 4,729 | | 614 | | 331 | | 5,343 | | 5,674 | | 2,169 | | 3,505 | | 1997 | 2006 | 35 years |
| Elmcroft of Lebanon | Lebanon | PA | 0 | | 240 | | 7,336 | | 555 | | 249 | | 7,882 | | 8,131 | | 3,246 | | 4,885 | | 1999 | 2006 | 35 years |
| Elmcroft of Lewisburg | Lewisburg | PA | 0 | | 232 | | 5,666 | | 578 | | 238 | | 6,238 | | 6,476 | | 2,544 | | 3,932 | | 1999 | 2006 | 35 years |
| Lehigh Commons | Macungie | PA | 0 | | 420 | | 4,406 | | 450 | | 420 | | 4,856 | | 5,276 | | 3,034 | | 2,242 | | 1997 | 2004 | 30 years |
| Elmcroft of Loyalsock | Montoursville | PA | 0 | | 413 | | 3,412 | | 564 | | 429 | | 3,960 | | 4,389 | | 1,639 | | 2,750 | | 1999 | 2006 | 35 years |
| Highgate at Paoli Pointe | Paoli | PA | 0 | | 1,151 | | 9,079 | | 0 | | 1,151 | | 9,079 | | 10,230 | | 5,227 | | 5,003 | | 1997 | 2004 | 30 years |
| Elmcroft of Mid Valley | Peckville | PA | 0 | | 619 | | 11,662 | | 320 | | 619 | | 11,982 | | 12,601 | | 2,412 | | 10,189 | | 1998 | 2014 | 35 years |
| Sanatoga Court | Pottstown | PA | 0 | | 360 | | 3,233 | | 0 | | 360 | | 3,233 | | 3,593 | | 1,908 | | 1,685 | | 1997 | 2004 | 30 years |
| Berkshire Commons | Reading | PA | 0 | | 470 | | 4,301 | | 0 | | 470 | | 4,301 | | 4,771 | | 2,536 | | 2,235 | | 1997 | 2004 | 30 years |
| Mifflin Court | Reading | PA | 0 | | 689 | | 4,265 | | 351 | | 689 | | 4,616 | | 5,305 | | 2,485 | | 2,820 | | 1997 | 2004 | 35 years |
| Elmcroft of Reading | Reading | PA | 0 | | 638 | | 4,942 | | 573 | | 659 | | 5,494 | | 6,153 | | 2,216 | | 3,937 | | 1998 | 2006 | 35 years |
| Elmcroft of Reedsville | Reedsville | PA | 0 | | 189 | | 5,170 | | 513 | | 189 | | 5,683 | | 5,872 | | 2,324 | | 3,548 | | 1998 | 2006 | 35 years |
| Elmcroft of Shippensburg | Shippensburg | PA | 0 | | 203 | | 7,634 | | 696 | | 217 | | 8,316 | | 8,533 | | 3,343 | | 5,190 | | 1999 | 2006 | 35 years |
| Elmcroft of State College | State College | PA | 0 | | 320 | | 7,407 | | 470 | | 325 | | 7,872 | | 8,197 | | 3,211 | | 4,986 | | 1997 | 2006 | 35 years |
| Elmcroft of York | York | PA | 0 | | 1,260 | | 6,923 | | 460 | | 1,298 | | 7,345 | | 8,643 | | 2,115 | | 6,528 | | 1999 | 2011 | 35 years |
| The Garden House | Anderson | SC | 0 | | 969 | | 15,613 | | 326 | | 974 | | 15,934 | | 16,908 | | 3,493 | | 13,415 | | 2000 | 2015 | 35 years |
| Forest Pines | Columbia | SC | 0 | | 1,058 | | 27,471 | | (392) | | 1,058 | | 27,079 | | 28,137 | | 5,797 | | 22,340 | | 1998 | 2013 | 35 years |
| Elmcroft of Florence SC | Florence | SC | 0 | | 108 | | 7,620 | | 1,295 | | 122 | | 8,901 | | 9,023 | | 3,756 | | 5,267 | | 1998 | 2006 | 35 years |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State /
Province | Encumbrances | Land and
Improvements | Buildings and
Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and
Improvements | Buildings and
Improvements | Total | Accumulated
Depreciation | NBV | Year of
Construction | Year
Acquired | Life on
Which
Depreciation
in Income
Statement
is Computed |
| Carolina Gardens at Garden City | Murrells Inlet | SC | 0 | | 1,095 | | 8,618 | | 91 | | 1,095 | | 8,709 | | 9,804 | | 328 | | 9,476 | | 1999 | 2019 | 35 years |
| Carolina Gardens at Rock Hill | Rock Hill | SC | 0 | | 790 | | 9,568 | | 109 | | 790 | | 9,677 | | 10,467 | | 359 | | 10,108 | | 2008 | 2019 | 35 years |
| Primrose Aberdeen | Aberdeen | SD | 0 | | 850 | | 659 | | 235 | | 850 | | 894 | | 1,744 | | 538 | | 1,206 | | 1991 | 2011 | 35 years |
| Primrose Place | Aberdeen | SD | 0 | | 310 | | 3,242 | | 53 | | 310 | | 3,295 | | 3,605 | | 1,017 | | 2,588 | | 2000 | 2011 | 35 years |
| Primrose Rapid City | Rapid City | SD | 0 | | 860 | | 8,722 | | 88 | | 860 | | 8,810 | | 9,670 | | 2,729 | | 6,941 | | 1997 | 2011 | 35 years |
| Primrose Sioux Falls | Sioux Falls | SD | 0 | | 2,180 | | 12,936 | | 315 | | 2,180 | | 13,251 | | 15,431 | | 4,172 | | 11,259 | | 2002 | 2011 | 35 years |
| Elmcroft of Bristol | Bristol | TN | 0 | | 470 | | 16,006 | | 753 | | 480 | | 16,749 | | 17,229 | | 4,634 | | 12,595 | | 1999 | 2011 | 35 years |
| Elmcroft of Hamilton Place | Chattanooga | TN | 0 | | 87 | | 4,248 | | 640 | | 87 | | 4,888 | | 4,975 | | 2,008 | | 2,967 | | 1998 | 2006 | 35 years |
| Elmcroft of Shallowford | Chattanooga | TN | 0 | | 580 | | 7,568 | | 1,554 | | 636 | | 9,066 | | 9,702 | | 3,203 | | 6,499 | | 1999 | 2011 | 35 years |
| Elmcroft of Hendersonville | Hendersonville | TN | 0 | | 600 | | 5,304 | | 900 | | 600 | | 6,204 | | 6,804 | | 1,335 | | 5,469 | | 1999 | 2014 | 35 years |
| Regency House | Hixson | TN | 0 | | 140 | | 6,611 | | 0 | | 140 | | 6,611 | | 6,751 | | 1,956 | | 4,795 | | 2000 | 2011 | 35 years |
| Elmcroft of Jackson | Jackson | TN | 0 | | 768 | | 16,840 | | 186 | | 797 | | 16,997 | | 17,794 | | 3,696 | | 14,098 | | 1998 | 2014 | 35 years |
| Elmcroft of Johnson City | Johnson City | TN | 0 | | 590 | | 10,043 | | 472 | | 610 | | 10,495 | | 11,105 | | 2,960 | | 8,145 | | 1999 | 2011 | 35 years |
| Elmcroft of Kingsport | Kingsport | TN | 0 | | 22 | | 7,815 | | 845 | | 22 | | 8,660 | | 8,682 | | 3,477 | | 5,205 | | 2000 | 2006 | 35 years |
| Arbor Terrace of Knoxville | Knoxville | TN | 0 | | 590 | | 15,862 | | 1,163 | | 590 | | 17,025 | | 17,615 | | 3,925 | | 13,690 | | 1997 | 2015 | 35 years |
| Elmcroft of West Knoxville | Knoxville | TN | 0 | | 439 | | 10,697 | | 1,077 | | 464 | | 11,749 | | 12,213 | | 4,832 | | 7,381 | | 2000 | 2006 | 35 years |
| Elmcroft of Halls | Knoxville | TN | 0 | | 387 | | 4,948 | | 665 | | 387 | | 5,613 | | 6,000 | | 1,207 | | 4,793 | | 1998 | 2014 | 35 years |
| Elmcroft of Lebanon | Lebanon | TN | 0 | | 180 | | 7,086 | | 1,371 | | 200 | | 8,437 | | 8,637 | | 3,530 | | 5,107 | | 2000 | 2006 | 35 years |
| Elmcroft of Bartlett | Memphis | TN | 0 | | 570 | | 25,552 | | (8,580) | | 594 | | 16,948 | | 17,542 | | 7,783 | | 9,759 | | 1999 | 2011 | 35 years |
| The Glenmary | Memphis | TN | 0 | | 510 | | 5,860 | | 3,124 | | 510 | | 8,984 | | 9,494 | | 3,373 | | 6,121 | | 1964 | 2011 | 35 years |
| Elmcroft of Murfreesboro | Murfreesboro | TN | 0 | | 940 | | 8,030 | | 481 | | 940 | | 8,511 | | 9,451 | | 2,398 | | 7,053 | | 1999 | 2011 | 35 years |
| Elmcroft of Brentwood | Nashville | TN | 0 | | 960 | | 22,020 | | 2,102 | | 977 | | 24,105 | | 25,082 | | 7,312 | | 17,770 | | 1998 | 2011 | 35 years |
| Elmcroft of Arlington | Arlington | TX | 0 | | 2,650 | | 14,060 | | 1,425 | | 2,660 | | 15,475 | | 18,135 | | 5,004 | | 13,131 | | 1998 | 2011 | 35 years |
| Meadowbrook ALZ | Arlington | TX | 0 | | 755 | | 4,677 | | 940 | | 755 | | 5,617 | | 6,372 | | 1,414 | | 4,958 | | 2012 | 2012 | 35 years |
| Elmcroft of Austin | Austin | TX | 0 | | 2,770 | | 25,820 | | 1,482 | | 2,776 | | 27,296 | | 30,072 | | 8,270 | | 21,802 | | 2000 | 2011 | 35 years |
| Elmcroft of Bedford | Bedford | TX | 0 | | 770 | | 19,691 | | 1,736 | | 776 | | 21,421 | | 22,197 | | 6,689 | | 15,508 | | 1999 | 2011 | 35 years |
| Highland Estates | Cedar Park | TX | 0 | | 1,679 | | 28,943 | | (270) | | 1,679 | | 28,673 | | 30,352 | | 6,137 | | 24,215 | | 2009 | 2013 | 35 years |
| Elmcroft of Rivershire | Conroe | TX | 0 | | 860 | | 32,671 | | 1,409 | | 860 | | 34,080 | | 34,940 | | 10,197 | | 24,743 | | 1997 | 2011 | 35 years |
| Flower Mound | Flower Mound | TX | 0 | | 900 | | 5,512 | | 0 | | 900 | | 5,512 | | 6,412 | | 1,664 | | 4,748 | | 1995 | 2011 | 35 years |
| Bridgewater Memory Care | Granbury | TX | 0 | | 390 | | 8,186 | | 0 | | 390 | | 8,186 | | 8,576 | | 2,072 | | 6,504 | | 2007 | 2012 | 35 years |
| Copperfield Estates | Houston | TX | 0 | | 1,216 | | 21,135 | | (135) | | 1,216 | | 21,000 | | 22,216 | | 4,480 | | 17,736 | | 2009 | 2013 | 35 years |
| Elmcroft of Braeswood | Houston | TX | 0 | | 3,970 | | 15,919 | | (4,816) | | 3,974 | | 11,099 | | 15,073 | | 5,492 | | 9,581 | | 1999 | 2011 | 35 years |
| Elmcroft of Cy-Fair | Houston | TX | 0 | | 1,580 | | 21,801 | | 1,449 | | 1,593 | | 23,237 | | 24,830 | | 7,054 | | 17,776 | | 1998 | 2011 | 35 years |
| Whitley Place | Keller | TX | 0 | | 0 | | 5,100 | | 773 | | 0 | | 5,873 | | 5,873 | | 2,127 | | 3,746 | | 1998 | 2008 | 35 years |
| Elmcroft of Lake Jackson | Lake Jackson | TX | 0 | | 710 | | 14,765 | | 1,346 | | 712 | | 16,109 | | 16,821 | | 5,089 | | 11,732 | | 1998 | 2011 | 35 years |
| Polo Park Estates | Midland | TX | 0 | | 765 | | 29,447 | | (292) | | 765 | | 29,155 | | 29,920 | | 6,238 | | 23,682 | | 1996 | 2013 | 35 years |
| Arbor Hills Memory Care Community | Plano | TX | 0 | | 1,014 | | 5,719 | | 0 | | 1,014 | | 5,719 | | 6,733 | | 1,373 | | 5,360 | | 2013 | 2013 | 35 years |
| Lakeshore Assisted Living and Memory Care | Rockwall | TX | 0 | | 1,537 | | 12,883 | | 0 | | 1,537 | | 12,883 | | 14,420 | | 3,282 | | 11,138 | | 2009 | 2012 | 35 years |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State /
Province | Encumbrances | Land and
Improvements | Buildings and
Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and
Improvements | Buildings and
Improvements | Total | Accumulated
Depreciation | NBV | Year of
Construction | Year
Acquired | Life on
Which
Depreciation
in Income
Statement
is Computed |
| Elmcroft of Windcrest | San Antonio | TX | 0 | | 920 | | 13,011 | | (164) | | 932 | | 12,835 | | 13,767 | | 4,673 | | 9,094 | | 1999 | 2011 | 35 years |
| Paradise Springs | Spring | TX | 0 | | 1,488 | | 24,556 | | (60) | | 1,490 | | 24,494 | | 25,984 | | 5,204 | | 20,780 | | 2008 | 2013 | 35 years |
| Canyon Creek Memory Care | Temple | TX | 0 | | 473 | | 6,750 | | 0 | | 473 | | 6,750 | | 7,223 | | 1,712 | | 5,511 | | 2008 | 2012 | 35 years |
| Elmcroft of Cottonwood | Temple | TX | 0 | | 630 | | 17,515 | | 1,210 | | 630 | | 18,725 | | 19,355 | | 5,792 | | 13,563 | | 1997 | 2011 | 35 years |
| Elmcroft of Mainland | Texas City | TX | 0 | | 520 | | 14,849 | | 1,466 | | 574 | | 16,261 | | 16,835 | | 5,186 | | 11,649 | | 1996 | 2011 | 35 years |
| Elmcroft of Victoria | Victoria | TX | 0 | | 440 | | 13,040 | | 1,378 | | 448 | | 14,410 | | 14,858 | | 4,556 | | 10,302 | | 1997 | 2011 | 35 years |
| Windsor Court Senior Living | Weatherford | TX | 0 | | 233 | | 3,347 | | 0 | | 233 | | 3,347 | | 3,580 | | 849 | | 2,731 | | 1994 | 2012 | 35 years |
| Elmcroft of Wharton | Wharton | TX | 0 | | 320 | | 13,799 | | 1,252 | | 352 | | 15,019 | | 15,371 | | 4,890 | | 10,481 | | 1996 | 2011 | 35 years |
| Mountain Ridge | South Ogden | UT | 0 | | 1,243 | | 24,659 | | 99 | | 1,243 | | 24,758 | | 26,001 | | 4,857 | | 21,144 | | 2001 | 2014 | 35 years |
| Elmcroft of Chesterfield | Richmond | VA | 0 | | 829 | | 6,534 | | 837 | | 836 | | 7,364 | | 8,200 | | 2,958 | | 5,242 | | 1999 | 2006 | 35 years |
| Pheasant Ridge | Roanoke | VA | 0 | | 1,813 | | 9,027 | | 0 | | 1,813 | | 9,027 | | 10,840 | | 2,390 | | 8,450 | | 1999 | 2012 | 35 years |
| Cascade Valley Senior Living | Arlington | WA | 0 | | 1,413 | | 6,294 | | 0 | | 1,413 | | 6,294 | | 7,707 | | 1,243 | | 6,464 | | 1995 | 2014 | 35 years |
| Madison House | Kirkland | WA | 0 | | 4,291 | | 26,787 | | 1,391 | | 4,414 | | 28,055 | | 32,469 | | 3,680 | | 28,789 | | 1978 | 2017 | 35 years |
| Delaware Plaza | Longview | WA | 3,932 | | 620 | | 5,116 | | 136 | | 815 | | 5,057 | | 5,872 | | 815 | | 5,057 | | 1972 | 2017 | 35 years |
| Canterbury Gardens | Longview | WA | 5,351 | | 444 | | 13,715 | | 157 | | 444 | | 13,872 | | 14,316 | | 1,791 | | 12,525 | | 1998 | 2017 | 35 years |
| Canterbury Inn | Longview | WA | 14,568 | | 1,462 | | 34,664 | | 837 | | 1,462 | | 35,501 | | 36,963 | | 4,568 | | 32,395 | | 1989 | 2017 | 35 years |
| Canterbury Park | Longview | WA | 0 | | 969 | | 30,109 | | 0 | | 969 | | 30,109 | | 31,078 | | 3,837 | | 27,241 | | 2000 | 2017 | 35 years |
| Bishop Place Senior Living | Pullman | WA | 0 | | 1,780 | | 33,608 | | 0 | | 1,780 | | 33,608 | | 35,388 | | 6,539 | | 28,849 | | 1998 | 2014 | 35 years |
| Willow Gardens | Puyallup | WA | 0 | | 1,959 | | 35,492 | | (285) | | 1,980 | | 35,186 | | 37,166 | | 7,519 | | 29,647 | | 1996 | 2013 | 35 years |
| Cascade Inn | Vancouver | WA | 12,378 | | 3,201 | | 19,024 | | 2,321 | | 3,527 | | 21,019 | | 24,546 | | 3,329 | | 21,217 | | 1979 | 2017 | 35 years |
| The Hampton & Ashley Inn | Vancouver | WA | 0 | | 1,855 | | 21,047 | | 0 | | 1,855 | | 21,047 | | 22,902 | | 2,670 | | 20,232 | | 1992 | 2017 | 35 years |
| The Hampton at Salmon Creek | Vancouver | WA | 11,450 | | 1,256 | | 21,686 | | 0 | | 1,256 | | 21,686 | | 22,942 | | 2,569 | | 20,373 | | 2013 | 2017 | 35 years |
| Elmcroft of Teays Valley | Hurricane | WV | 0 | | 1,950 | | 14,489 | | 736 | | 2,041 | | 15,134 | | 17,175 | | 4,219 | | 12,956 | | 1999 | 2011 | 35 years |
| Elmcroft of Martinsburg | Martinsburg | WV | 0 | | 248 | | 8,320 | | 911 | | 253 | | 9,226 | | 9,479 | | 3,686 | | 5,793 | | 1999 | 2006 | 35 years |
| Matthews of Appleton I | Appleton | WI | 0 | | 130 | | 1,834 | | (1,035) | | 130 | | 799 | | 929 | | 567 | | 362 | | 1996 | 2011 | 35 years |
| Matthews of Appleton II | Appleton | WI | 0 | | 140 | | 2,016 | | (1,085) | | 140 | | 931 | | 1,071 | | 709 | | 362 | | 1997 | 2011 | 35 years |
| Hunters Ridge | Beaver Dam | WI | 0 | | 260 | | 2,380 | | 0 | | 260 | | 2,380 | | 2,640 | | 739 | | 1,901 | | 1998 | 2011 | 35 years |
| Azura Memory Care of Beloit | Beloit | WI | 0 | | 150 | | 4,356 | | 427 | | 191 | | 4,742 | | 4,933 | | 1,344 | | 3,589 | | 1990 | 2011 | 35 years |
| Azura Memory Care of Clinton | Clinton | WI | 0 | | 290 | | 4,390 | | 0 | | 290 | | 4,390 | | 4,680 | | 1,276 | | 3,404 | | 1991 | 2011 | 35 years |
| Creekside | Cudahy | WI | 0 | | 760 | | 1,693 | | 0 | | 760 | | 1,693 | | 2,453 | | 563 | | 1,890 | | 2001 | 2011 | 35 years |
| Azura Memory Care of Eau Claire | Eau Claire | WI | 0 | | 210 | | 6,259 | | 0 | | 210 | | 6,259 | | 6,469 | | 1,792 | | 4,677 | | 1996 | 2011 | 35 years |
| Azura Memory Care of Eau Claire II | Eau Claire | WI | 0 | | 1,188 | | 6,654 | | 68 | | 1,188 | | 6,722 | | 7,910 | | 542 | | 7,368 | | 2019 | 2019 | 35 years |
| Chapel Valley | Fitchburg | WI | 0 | | 450 | | 2,372 | | 0 | | 450 | | 2,372 | | 2,822 | | 747 | | 2,075 | | 1998 | 2011 | 35 years |
| Matthews of Milwaukee II | Fox Point | WI | 0 | | 1,810 | | 943 | | (1,444) | | 942 | | 367 | | 1,309 | | 440 | | 869 | | 1999 | 2011 | 35 years |
| Laurel Oaks | Glendale | WI | 0 | | 2,390 | | 43,587 | | 5,130 | | 2,510 | | 48,597 | | 51,107 | | 14,787 | | 36,320 | | 1988 | 2011 | 35 years |
| Layton Terrace | Greenfield | WI | 0 | | 3,490 | | 39,201 | | 566 | | 3,480 | | 39,777 | | 43,257 | | 11,809 | | 31,448 | | 1999 | 2011 | 35 years |
| Matthews of Hartland | Hartland | WI | 0 | | 640 | | 1,663 | | (768) | | 652 | | 883 | | 1,535 | | 665 | | 870 | | 1985 | 2011 | 35 years |
| Matthews of Horicon | Horicon | WI | 0 | | 340 | | 3,327 | | (1,235) | | 345 | | 2,087 | | 2,432 | | 1,127 | | 1,305 | | 2002 | 2011 | 35 years |
| Jefferson | Jefferson | WI | 0 | | 330 | | 2,384 | | 0 | | 330 | | 2,384 | | 2,714 | | 741 | | 1,973 | | 1997 | 2011 | 35 years |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State /
Province | Encumbrances | Land and
Improvements | Buildings and
Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and
Improvements | Buildings and
Improvements | Total | Accumulated
Depreciation | NBV | Year of
Construction | Year
Acquired | Life on
Which
Depreciation
in Income
Statement
is Computed |
| Azura Memory Care of Kenosha | Kenosha | WI | — | | 710 | | 3,254 | | 3,765 | | 1,165 | | 6,564 | | 7,729 | | 1,951 | | 5,778 | | 1996 | 2011 | 35 years |
| Azura Memory Care of Manitowoc | Manitowoc | WI | 0 | | 140 | | 1,520 | | 0 | | 140 | | 1,520 | | 1,660 | | 465 | | 1,195 | | 1997 | 2011 | 35 years |
| The Arboretum | Menomonee Falls | WI | 0 | | 5,640 | | 49,083 | | 2,158 | | 5,640 | | 51,241 | | 56,881 | | 15,956 | | 40,925 | | 1989 | 2011 | 35 years |
| Matthews of Milwaukee I | Milwaukee | WI | 0 | | 1,800 | | 935 | | (1,407) | | 927 | | 401 | | 1,328 | | 458 | | 870 | | 1999 | 2011 | 35 years |
| Hart Park Square | Milwaukee | WI | 0 | | 1,900 | | 21,628 | | 69 | | 1,900 | | 21,697 | | 23,597 | | 6,395 | | 17,202 | | 2005 | 2011 | 35 years |
| Azura Memory Care of Monroe | Monroe | WI | 0 | | 490 | | 4,964 | | 0 | | 490 | | 4,964 | | 5,454 | | 1,455 | | 3,999 | | 1990 | 2011 | 35 years |
| Matthews of Neenah I | Neenah | WI | 0 | | 710 | | 1,157 | | (597) | | 713 | | 557 | | 1,270 | | 487 | | 783 | | 2006 | 2011 | 35 years |
| Matthews of Neenah II | Neenah | WI | 0 | | 720 | | 2,339 | | (1,457) | | 720 | | 882 | | 1,602 | | 820 | | 782 | | 2007 | 2011 | 35 years |
| Matthews of Irish Road | Neenah | WI | 0 | | 320 | | 1,036 | | (74) | | 320 | | 962 | | 1,282 | | 456 | | 826 | | 2001 | 2011 | 35 years |
| Matthews of Oak Creek | Oak Creek | WI | 0 | | 800 | | 2,167 | | (1,373) | | 812 | | 782 | | 1,594 | | 724 | | 870 | | 1997 | 2011 | 35 years |
| Azura Memory Care of Oak Creek | Oak Creek | WI | 0 | | 733 | | 6,248 | | 11 | | 733 | | 6,259 | | 6,992 | | 1,350 | | 5,642 | | 2017 | 2017 | 35 years |
| Azura Memory Care of Oconomowoc | Oconomowoc | WI | 0 | | 400 | | 1,596 | | 4,674 | | 709 | | 5,961 | | 6,670 | | 1,515 | | 5,155 | | 2016 | 2015 | 35 years |
| Wilkinson Woods of Oconomowoc | Oconomowoc | WI | 0 | | 1,100 | | 12,436 | | 157 | | 1,100 | | 12,593 | | 13,693 | | 3,734 | | 9,959 | | 1992 | 2011 | 35 years |
| Azura Memory Care of Oshkosh | Oshkosh | WI | 0 | | 190 | | 949 | | 0 | | 190 | | 949 | | 1,139 | | 351 | | 788 | | 1993 | 2011 | 35 years |
| Matthews of Pewaukee | Pewaukee | WI | 0 | | 1,180 | | 4,124 | | (1,804) | | 1,197 | | 2,303 | | 3,500 | | 1,499 | | 2,001 | | 2001 | 2011 | 35 years |
| Azura Memory Care of Sheboygan | Sheboygan | WI | 0 | | 1,060 | | 6,208 | | 1,905 | | 1,094 | | 8,079 | | 9,173 | | 1,978 | | 7,195 | | 1995 | 2011 | 35 years |
| Matthews of St. Francis I | St. Francis | WI | 0 | | 1,370 | | 1,428 | | (1,428) | | 937 | | 433 | | 1,370 | | 501 | | 869 | | 2000 | 2011 | 35 years |
| Matthews of St. Francis II | St. Francis | WI | 0 | | 1,370 | | 1,666 | | (1,558) | | 931 | | 547 | | 1,478 | | 608 | | 870 | | 2000 | 2011 | 35 years |
| Howard Village of St. Francis | St. Francis | WI | 0 | | 2,320 | | 17,232 | | 0 | | 2,320 | | 17,232 | | 19,552 | | 5,159 | | 14,393 | | 2001 | 2011 | 35 years |
| Azura Memory Care of Stoughton | Stoughton | WI | 0 | | 450 | | 3,191 | | 0 | | 450 | | 3,191 | | 3,641 | | 993 | | 2,648 | | 1992 | 2011 | 35 years |
| Oak Hill Terrace | Waukesha | WI | 0 | | 2,040 | | 40,298 | | 0 | | 2,040 | | 40,298 | | 42,338 | | 11,929 | | 30,409 | | 1985 | 2011 | 35 years |
| Azura Memory Care of Wausau | Wausau | WI | 0 | | 350 | | 3,413 | | 0 | | 350 | | 3,413 | | 3,763 | | 1,010 | | 2,753 | | 1997 | 2011 | 35 years |
| Library Square | West Allis | WI | 0 | | 1,160 | | 23,714 | | 0 | | 1,160 | | 23,714 | | 24,874 | | 6,925 | | 17,949 | | 1996 | 2011 | 35 years |
| Matthews of Wrightstown | Wrightstown | WI | 0 | | 140 | | 376 | | 12 | | 140 | | 388 | | 528 | | 199 | | 329 | | 1999 | 2011 | 35 years |
| Garden Square Assisted Living of Casper | Casper | WY | 0 | | 355 | | 3,197 | | 0 | | 355 | | 3,197 | | 3,552 | | 907 | | 2,645 | | 1996 | 2011 | 35 years |
| Whispering Chase | Cheyenne | WY | 0 | | 1,800 | | 20,354 | | (202) | | 1,800 | | 20,152 | | 21,952 | | 4,319 | | 17,633 | | 2008 | 2013 | 35 years |
| Ashridge Court | Bexhill-on-Sea | SXE | 0 | | 2,274 | | 4,791 | | (510) | | 2,110 | | 4,445 | | 6,555 | | 994 | | 5,561 | | 2010 | 2015 | 40 years |
| Inglewood Nursing Home | Eastbourne | SXE | 0 | | 1,908 | | 3,021 | | (355) | | 1,771 | | 2,803 | | 4,574 | | 717 | | 3,857 | | 2010 | 2015 | 40 years |
| Pentlow Nursing Home | Eastbourne | SXE | 0 | | 1,964 | | 2,462 | | (320) | | 1,822 | | 2,284 | | 4,106 | | 622 | | 3,484 | | 2007 | 2015 | 40 years |
| Willows Care Home | Romford | ESX | 0 | | 4,695 | | 6,983 | | (843) | | 4,356 | | 6,479 | | 10,835 | | 1,375 | | 9,460 | | 1986 | 2015 | 40 years |
| Cedars Care Home | Southend-on-Sea | ESX | 0 | | 2,649 | | 4,925 | | (546) | | 2,458 | | 4,570 | | 7,028 | | 997 | | 6,031 | | 2014 | 2015 | 40 years |
| Mayflower Care Home | Northfleet | GSD | 0 | | 4,330 | | 7,519 | | (854) | | 4,018 | | 6,977 | | 10,995 | | 1,508 | | 9,487 | | 2012 | 2015 | 40 years |
| Maples Care Home | Bexleyheath | KNT | 0 | | 5,042 | | 7,525 | | (906) | | 4,679 | | 6,982 | | 11,661 | | 1,495 | | 10,166 | | 2007 | 2015 | 40 years |
| Barty House Nursing Home | Maidstone | KNT | 0 | | 3,769 | | 3,089 | | (494) | | 3,497 | | 2,867 | | 6,364 | | 797 | | 5,567 | | 2013 | 2015 | 40 years |
| Tunbridge Wells Care Centre | Tunbridge Wells | KNT | 0 | | 4,323 | | 5,869 | | (734) | | 4,012 | | 5,446 | | 9,458 | | 1,164 | | 8,294 | | 2010 | 2015 | 40 years |
| Heathlands Care Home | Chingford | LON | 0 | | 5,398 | | 7,967 | | (963) | | 5,009 | | 7,393 | | 12,402 | | 1,613 | | 10,789 | | 1980 | 2015 | 40 years |
| Hampton Care | Hampton | MDX | 0 | | 4,119 | | 29,021 | | (1,205) | | 3,970 | | 27,965 | | 31,935 | | 3,012 | | 28,923 | | 2007 | 2017 | 40 years |
| Parkfield House Nursing Home | Uxbridge | MDX | 0 | | 1,974 | | 1,009 | | (108) | | 1,903 | | 972 | | 2,875 | | 133 | | 2,742 | | 2000 | 2017 | 40 years |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State /
Province | Encumbrances | Land and
Improvements | Buildings and
Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and
Improvements | Buildings and
Improvements | Total | Accumulated
Depreciation | NBV | Year of
Construction | Year
Acquired | Life on
Which
Depreciation
in Income
Statement
is Computed |
| Princeton Village of Largo | Largo | FL | 0 | | 1,718 | | 10,438 | | (4,205) | | 1,718 | | 6,233 | | 7,951 | | 2,551 | | 5,400 | | 2007 | 2015 | 35 years |
| Boréa | Blainville | QC | 35,658 | | 2,678 | | 56,643 | | 1,430 | | 2,861 | | 57,890 | | 60,751 | | 1,838 | | 58,913 | | 2016 | 2019 | 57 years |
| Caléo | Boucherville | QC | 54,225 | | 6,009 | | 71,056 | | 1,664 | | 6,151 | | 72,578 | | 78,729 | | 2,154 | | 76,575 | | 2018 | 2019 | 59 years |
| L'Avantage | Brossard | QC | 20,086 | | 8,771 | | 44,920 | | 1,465 | | 8,950 | | 46,206 | | 55,156 | | 1,627 | | 53,529 | | 2011 | 2019 | 52 years |
| Sevä | Candiac | QC | 47,758 | | 4,030 | | 64,251 | | 1,570 | | 4,129 | | 65,722 | | 69,851 | | 2,126 | | 67,725 | | 2018 | 2019 | 59 years |
| L'Initial | Gatineau | QC | 49,215 | | 6,720 | | 62,928 | | 1,561 | | 6,861 | | 64,348 | | 71,209 | | 1,963 | | 69,246 | | 2019 | 2019 | 60 years |
| La Croisée de l'Est | Granby | QC | 15,335 | | 1,136 | | 40,998 | | 1,143 | | 1,159 | | 42,118 | | 43,277 | | 1,553 | | 41,724 | | 2009 | 2019 | 50 years |
| Ambiance | Ile-des-Soeurs,Verdun | QC | 20,512 | | 5,007 | | 51,624 | | 1,571 | | 5,108 | | 53,094 | | 58,202 | | 1,978 | | 56,224 | | 2005 | 2019 | 46 years |
| Le Savignon | Lachine | QC | 25,968 | | 5,271 | | 46,919 | | 1,335 | | 5,377 | | 48,148 | | 53,525 | | 1,607 | | 51,918 | | 2013 | 2019 | 54 years |
| Le Cavalier | Lasalle | QC | 14,908 | | 5,892 | | 38,926 | | 1,350 | | 6,010 | | 40,158 | | 46,168 | | 1,662 | | 44,506 | | 2004 | 2019 | 45 years |
| Quartier Sud | Lévis | QC | 29,712 | | 1,933 | | 47,731 | | 650 | | 1,931 | | 48,383 | | 50,314 | | 1,536 | | 48,778 | | 2015 | 2019 | 56 years |
| Margo | Lévis | QC | 40,060 | | 2,034 | | 63,523 | | 1,285 | | 2,078 | | 64,764 | | 66,842 | | 1,977 | | 64,865 | | 2017 | 2019 | 60 years |
| Les Promenades du Parc | Longueuil | QC | 21,495 | | 5,832 | | 47,101 | | 1,662 | | 5,950 | | 48,645 | | 54,595 | | 1,986 | | 52,609 | | 2006 | 2019 | 47 years |
| Elogia | Montréal | QC | 27,069 | | 2,808 | | 55,175 | | 26,181 | | 2,929 | | 81,235 | | 84,164 | | 1,974 | | 82,190 | | 2007 | 2019 | 48 years |
| Les Jardins Millen | Montréal | QC | 28,169 | | 4,325 | | 82,121 | | 1,972 | | 4,412 | | 84,006 | | 88,418 | | 2,593 | | 85,825 | | 2012 | 2019 | 53 years |
| Le 22 | Montréal | QC | 38,776 | | 6,728 | | 70,601 | | 1,671 | | 6,863 | | 72,137 | | 79,000 | | 2,213 | | 76,787 | | 2016 | 2019 | 57 years |
| Station Est | Montréal | QC | 44,471 | | 4,660 | | 59,110 | | 1,351 | | 4,760 | | 60,361 | | 65,121 | | 1,919 | | 63,202 | | 2017 | 2019 | 58 years |
| Ora | Montréal | QC | 56,763 | | 10,282 | | 82,095 | | 3,171 | | 10,564 | | 84,984 | | 95,548 | | 2,370 | | 93,178 | | 2019 | 2019 | 60 years |
| Elogia II | Montréal | QC | 34,044 | | 2,627 | | 29,299 | | 0 | | 2,627 | | 29,299 | | 31,926 | | 0 | | 31,926 | | CIP | CIP | CIP |
| Le Quartier Mont-St-Hilaire | Mont-Saint-Hilaire | QC | 14,140 | | 1,020 | | 32,554 | | 1,055 | | 1,041 | | 33,588 | | 34,629 | | 1,316 | | 33,313 | | 2008 | 2019 | 49 years |
| L'Image d'Outremont | Outremont | QC | 15,832 | | 4,565 | | 32,030 | | 1,251 | | 4,656 | | 33,190 | | 37,846 | | 1,196 | | 36,650 | | 2008 | 2019 | 49 years |
| Le Gibraltar | Québec | QC | 20,759 | | 1,191 | | 42,766 | | 1,071 | | 1,214 | | 43,814 | | 45,028 | | 1,446 | | 43,582 | | 2013 | 2019 | 54 years |
| Ékla | Québec | QC | 52,680 | | 2,256 | | 87,772 | | 1,948 | | 2,324 | | 89,652 | | 91,976 | | 2,671 | | 89,305 | | 2017 | 2019 | 57 years |
| Le Notre-Dame | Repentigny | QC | 13,751 | | 3,290 | | 41,474 | | 1,516 | | 3,357 | | 42,923 | | 46,280 | | 1,846 | | 44,434 | | 2002 | 2019 | 43 years |
| Vent de l'Ouest | Sainte-Geneviève | QC | 12,553 | | 4,713 | | 32,526 | | 1,241 | | 4,808 | | 33,672 | | 38,480 | | 1,475 | | 37,005 | | 2007 | 2019 | 48 years |
| Les Verrières du Golf | Saint-Laurent | QC | 24,201 | | 5,183 | | 44,363 | | 1,746 | | 5,312 | | 45,980 | | 51,292 | | 1,821 | | 49,471 | | 2003 | 2019 | 44 years |
| Les Jardins du Campanile | Shawinigan | QC | 11,621 | | 578 | | 16,580 | | 905 | | 590 | | 17,473 | | 18,063 | | 903 | | 17,160 | | 2007 | 2019 | 48 years |
| VÜ | Sherbrooke | QC | 35,443 | | 706 | | 58,073 | | 1,298 | | 720 | | 59,357 | | 60,077 | | 1,843 | | 58,234 | | 2015 | 2019 | 56 years |
| La Cité des Tours | St-Jean-sur-Richelieu | QC | 21,934 | | 1,744 | | 44,357 | | 1,101 | | 1,788 | | 45,414 | | 47,202 | | 1,624 | | 45,578 | | 2012 | 2019 | 53 years |
| IVVI | St-Laurent | QC | 53,183 | | 6,307 | | 64,131 | | 0 | | 6,307 | | 64,131 | | 70,438 | | 374 | | 70,064 | | 2020 | 2020 | 60 years |
| VAST | St-Laurent | QC | 41,809 | | 4,648 | | 62,521 | | 0 | | 4,648 | | 62,521 | | 67,169 | | 84 | | 67,085 | | 2020 | 2020 | 60 years |
| Cornelius | St-Laurent | QC | 9,853 | | 7,813 | | 25,026 | | 0 | | 7,813 | | 25,026 | | 32,839 | | 0 | | 32,839 | | CIP | CIP | CIP |
| Liz | St-Laurent | QC | 11,534 | | 11,937 | | 22,567 | | 0 | | 11,937 | | 22,567 | | 34,504 | | 0 | | 34,504 | | CIP | CIP | CIP |
| Floréa | Terrebonne | QC | 41,640 | | 3,275 | | 63,246 | | 1,421 | | 3,341 | | 64,601 | | 67,942 | | 2,057 | | 65,885 | | 2016 | 2019 | 57 years |
| Les Résidences du Marché | Ste-Thérèse | QC | 22,243 | | 2,124 | | 25,371 | | 0 | | 2,124 | | 25,371 | | 27,495 | | 713 | | 26,782 | | 2000 | 2020 | 40 Years |
| Lilo | Ile-Perrot | QC | 40,635 | | 5,324 | | 45,948 | | 0 | | 5,324 | | 45,948 | | 51,272 | | 868 | | 50,404 | | 2017 | 2020 | 57 years |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State /
Province | Encumbrances | Land and
Improvements | Buildings and
Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and
Improvements | Buildings and
Improvements | Total | Accumulated
Depreciation | NBV | Year of
Construction | Year
Acquired | Life on
Which
Depreciation
in Income
Statement
is Computed |
| Le Félix Vaudreuil-Dorion | Vaudreuil-Dorion | QC | 25,803 | | 7,531 | | 34,624 | | 1,432 | | 7,682 | | 35,905 | | 43,587 | | 1,424 | | 42,163 | | 2010 | 2019 | 51 years |
| TOTAL FOR OTHER SENIOR HOUSING COMMUNITIES | | | 1,333,759 | | 617,774 | | 6,179,476 | | 188,514 | | 615,447 | | 6,370,317 | | 6,985,764 | | 1,242,978 | | 5,742,786 | | | | |
| TOTAL FOR SENIOR HOUSING COMMUNITIES | | | 1,589,318 | | 1,584,636 | | 15,254,039 | | 1,025,745 | | 1,607,351 | | 16,257,069 | | 17,864,420 | | 4,779,527 | | 13,084,893 | | | | |
| MEDICAL OFFICE BUILDINGS | | | | | | | | | | | | | | |
| St. Vincent's Medical Center East #46 | Birmingham | AL | 0 | | 0 | | 25,298 | | 5,155 | | 0 | | 30,453 | | 30,453 | | 12,512 | | 17,941 | | 2005 | 2010 | 35 years |
| St. Vincent's Medical Center East #48 | Birmingham | AL | 0 | | 0 | | 12,698 | | 1,308 | | 0 | | 14,006 | | 14,006 | | 5,020 | | 8,986 | | 1989 | 2010 | 35 years |
| St. Vincent's Medical Center East #52 | Birmingham | AL | 0 | | 0 | | 7,608 | | 2,262 | | 0 | | 9,870 | | 9,870 | | 4,268 | | 5,602 | | 1985 | 2010 | 35 years |
| Crestwood Medical Pavilion | Huntsville | AL | 1,667 | | 625 | | 16,178 | | 732 | | 625 | | 16,910 | | 17,535 | | 5,431 | | 12,104 | | 1994 | 2011 | 35 years |
| West Valley Medical Center | Buckeye1 | AZ | 0 | | 3,348 | | 5,233 | | 0 | | 3,348 | | 5,233 | | 8,581 | | 1,571 | | 7,010 | | 2011 | 2015 | 31 years |
| Canyon Springs Medical Plaza | Gilbert | AZ | 0 | | 0 | | 27,497 | | 1,106 | | 0 | | 28,603 | | 28,603 | | 8,491 | | 20,112 | | 2007 | 2012 | 35 years |
| Mercy Gilbert Medical Plaza 1 | Gilbert | AZ | 0 | | 720 | | 11,277 | | 1,786 | | 772 | | 13,011 | | 13,783 | | 5,024 | | 8,759 | | 2007 | 2011 | 35 years |
| Mercy Gilbert Medical Plaza II | Gilbert | AZ | 16,520 | | 0 | | 18,610 | | 1,034 | | 0 | | 19,644 | | 19,644 | | 1,232 | | 18,412 | | 2019 | 2019 | 35 years |
| Thunderbird Paseo Medical Plaza | Glendale | AZ | 0 | | 0 | | 12,904 | | 1,352 | | 20 | | 14,236 | | 14,256 | | 4,451 | | 9,805 | | 1997 | 2011 | 35 years |
| Thunderbird Paseo Medical Plaza II | Glendale | AZ | 0 | | 0 | | 8,100 | | 999 | | 20 | | 9,079 | | 9,099 | | 2,872 | | 6,227 | | 2001 | 2011 | 35 years |
| Arrowhead Physicians Plaza | Glendale | AZ | 9,967 | | 308 | | 19,671 | | 548 | | 308 | | 20,219 | | 20,527 | | 1,454 | | 19,073 | | 2004 | 2018 | 35 years |
| 1432 S Dobson | Mesa | AZ | 0 | | 0 | | 32,768 | | 1,658 | | 0 | | 34,426 | | 34,426 | | 8,240 | | 26,186 | | 2003 | 2013 | 35 years |
| 1450 S Dobson | Mesa | AZ | 0 | | 0 | | 11,923 | | 2,063 | | 4 | | 13,982 | | 13,986 | | 3,990 | | 9,996 | | 1977 | 2011 | 35 years |
| 1500 S Dobson | Mesa | AZ | 0 | | 0 | | 7,395 | | 2,412 | | 4 | | 9,803 | | 9,807 | | 2,886 | | 6,921 | | 1980 | 2011 | 35 years |
| 1520 S Dobson | Mesa | AZ | 0 | | 0 | | 13,665 | | 4,285 | | 0 | | 17,950 | | 17,950 | | 5,080 | | 12,870 | | 1986 | 2011 | 35 years |
| Deer Valley Medical Office Building II | Phoenix | AZ | 0 | | 0 | | 22,663 | | 1,857 | | 14 | | 24,506 | | 24,520 | | 7,185 | | 17,335 | | 2002 | 2011 | 35 years |
| Deer Valley Medical Office Building III | Phoenix | AZ | 0 | | 0 | | 19,521 | | 1,467 | | 12 | | 20,976 | | 20,988 | | 6,222 | | 14,766 | | 2009 | 2011 | 35 years |
| Papago Medical Park | Phoenix | AZ | 0 | | 0 | | 12,172 | | 2,392 | | 0 | | 14,564 | | 14,564 | | 4,797 | | 9,767 | | 1989 | 2011 | 35 years |
| North Valley Orthopedic Surgery Center | Phoenix | AZ | 0 | | 2,800 | | 10,150 | | 0 | | 2,800 | | 10,150 | | 12,950 | | 2,284 | | 10,666 | | 2006 | 2015 | 35 years |
| Davita Dialysis - Marked Tree | Marked Tree | AR | 0 | | 179 | | 1,580 | | 0 | | 179 | | 1,580 | | 1,759 | | 386 | | 1,373 | | 2009 | 2015 | 35 years |
| Burbank Medical Plaza I | Burbank | CA | 0 | | 1,241 | | 23,322 | | 2,501 | | 1,268 | | 25,796 | | 27,064 | | 9,090 | | 17,974 | | 2004 | 2011 | 35 years |
| Burbank Medical Plaza II | Burbank | CA | 31,583 | | 491 | | 45,641 | | 1,256 | | 497 | | 46,891 | | 47,388 | | 14,074 | | 33,314 | | 2008 | 2011 | 35 years |
| Eden Medical Plaza | Castro Valley | CA | 0 | | 258 | | 2,455 | | 460 | | 328 | | 2,845 | | 3,173 | | 1,649 | | 1,524 | | 1998 | 2011 | 25 years |
| Sutter Medical Center | Castro Valley | CA | 0 | | 0 | | 25,088 | | 1,471 | | 0 | | 26,559 | | 26,559 | | 6,095 | | 20,464 | | 2012 | 2012 | 35 years |
| United Healthcare - Cypress | Cypress | CA | 0 | | 12,883 | | 38,309 | | 1,502 | | 12,883 | | 39,811 | | 52,694 | | 10,982 | | 41,712 | | 1985 | 2015 | 29 years |
| NorthBay Corporate Headquarters | Fairfield | CA | 0 | | 0 | | 19,187 | | 0 | | 0 | | 19,187 | | 19,187 | | 4,898 | | 14,289 | | 2008 | 2012 | 35 years |
| Gateway Medical Plaza | Fairfield | CA | 0 | | 0 | | 12,872 | | 797 | | 0 | | 13,669 | | 13,669 | | 3,331 | | 10,338 | | 1986 | 2012 | 35 years |
| Solano NorthBay Health Plaza | Fairfield | CA | 0 | | 0 | | 8,880 | | 39 | | 0 | | 8,919 | | 8,919 | | 2,257 | | 6,662 | | 1990 | 2012 | 35 years |
| NorthBay Healthcare MOB | Fairfield | CA | 0 | | 0 | | 8,507 | | 2,280 | | 0 | | 10,787 | | 10,787 | | 3,686 | | 7,101 | | 2014 | 2013 | 35 years |
| UC Davis Medical Group | Folsom | CA | 0 | | 1,873 | | 10,156 | | 260 | | 1,873 | | 10,416 | | 12,289 | | 2,515 | | 9,774 | | 1995 | 2015 | 35 years |
| Verdugo Hills Medical Bulding I | Glendale | CA | 0 | | 6,683 | | 9,589 | | 2,738 | | 6,768 | | 12,242 | | 19,010 | | 5,711 | | 13,299 | | 1972 | 2012 | 23 years |
| Verdugo Hills Medical Bulding II | Glendale | CA | 0 | | 4,464 | | 3,731 | | 3,042 | | 4,514 | | 6,723 | | 11,237 | | 4,062 | | 7,175 | | 1987 | 2012 | 19 years |
| Grossmont Medical Terrace | La Mesa | CA | 0 | | 88 | | 14,192 | | 376 | | 88 | | 14,568 | | 14,656 | | 2,418 | | 12,238 | | 2008 | 2016 | 35 years |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State /
Province | Encumbrances | Land and
Improvements | Buildings and
Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and
Improvements | Buildings and
Improvements | Total | Accumulated
Depreciation | NBV | Year of
Construction | Year
Acquired | Life on
Which
Depreciation
in Income
Statement
is Computed |
| Los Alamitos Medical & Wellness Pavilion | Los Alamitos | CA | 11,586 | | 488 | | 31,720 | | 61 | | 488 | | 31,781 | | 32,269 | | 2,282 | | 29,987 | | 2013 | 2018 | 35 years |
| St. Francis Lynwood Medical | Lynwood | CA | 0 | | 688 | | 8,385 | | 1,965 | | 697 | | 10,341 | | 11,038 | | 4,968 | | 6,070 | | 1993 | 2011 | 32 years |
| Facey Mission Hills | Mission Hills | CA | 0 | | 15,468 | | 30,116 | | 4,729 | | 15,468 | | 34,845 | | 50,313 | | 8,073 | | 42,240 | | 2012 | 2012 | 35 years |
| Mission Medical Plaza | Mission Viejo | CA | 52,783 | | 1,916 | | 77,022 | | 2,723 | | 1,916 | | 79,745 | | 81,661 | | 25,025 | | 56,636 | | 2007 | 2011 | 35 years |
| St Joseph Medical Tower | Orange | CA | 42,170 | | 1,752 | | 61,647 | | 4,216 | | 1,761 | | 65,854 | | 67,615 | | 20,686 | | 46,929 | | 2008 | 2011 | 35 years |
| Huntington Pavilion | Pasadena | CA | 0 | | 3,138 | | 83,412 | | 11,894 | | 3,138 | | 95,306 | | 98,444 | | 35,881 | | 62,563 | | 2009 | 2011 | 35 years |
| Western University of Health Sciences Medical Pavilion | Pomona | CA | 0 | | 91 | | 31,523 | | 0 | | 91 | | 31,523 | | 31,614 | | 9,374 | | 22,240 | | 2009 | 2011 | 35 years |
| Pomerado Outpatient Pavilion | Poway | CA | 0 | | 3,233 | | 71,435 | | 3,298 | | 3,233 | | 74,733 | | 77,966 | | 25,646 | | 52,320 | | 2007 | 2011 | 35 years |
| San Bernardino Medical Plaza I | San Bernadino | CA | 0 | | 789 | | 11,133 | | 2,349 | | 797 | | 13,474 | | 14,271 | | 11,962 | | 2,309 | | 1971 | 2011 | 27 years |
| San Bernardino Medical Plaza II | San Bernadino | CA | 0 | | 416 | | 5,625 | | 1,204 | | 421 | | 6,824 | | 7,245 | | 4,050 | | 3,195 | | 1988 | 2011 | 26 years |
| Sutter Van Ness | San Francisco | CA | 104,794 | | 0 | | 157,404 | | 918 | | 0 | | 158,322 | | 158,322 | | 9,298 | | 149,024 | | 2019 | 2019 | 35 years |
| San Gabriel Valley Medical Plaza | San Gabriel | CA | 0 | | 914 | | 5,510 | | 1,314 | | 963 | | 6,775 | | 7,738 | | 3,330 | | 4,408 | | 2004 | 2011 | 35 years |
| Santa Clarita Valley Medical Plaza | Santa Clarita | CA | 20,909 | | 9,708 | | 20,020 | | 2,032 | | 9,782 | | 21,978 | | 31,760 | | 7,609 | | 24,151 | | 2005 | 2011 | 35 years |
| Kenneth E Watts Medical Plaza | Torrance | CA | 0 | | 262 | | 6,945 | | 3,924 | | 494 | | 10,637 | | 11,131 | | 5,507 | | 5,624 | | 1989 | 2011 | 23 years |
| Vaca Valley Health Plaza | Vacaville | CA | 0 | | 0 | | 9,634 | | 979 | | 0 | | 10,613 | | 10,613 | | 2,504 | | 8,109 | | 1988 | 2012 | 35 years |
| NorthBay Center For Primary Care - Vacaville | Vacaville | CA | 0 | | 777 | | 5,632 | | 300 | | 777 | | 5,932 | | 6,709 | | 695 | | 6,014 | | 1998 | 2017 | 35 years |
| Potomac Medical Plaza | Aurora | CO | 0 | | 2,401 | | 9,118 | | 4,890 | | 2,865 | | 13,544 | | 16,409 | | 7,203 | | 9,206 | | 1986 | 2007 | 35 years |
| Briargate Medical Campus | Colorado Springs | CO | 0 | | 1,238 | | 12,301 | | 1,760 | | 1,310 | | 13,989 | | 15,299 | | 5,908 | | 9,391 | | 2002 | 2007 | 35 years |
| Printers Park Medical Plaza | Colorado Springs | CO | 0 | | 2,641 | | 47,507 | | 4,034 | | 3,642 | | 50,540 | | 54,182 | | 22,474 | | 31,708 | | 1999 | 2007 | 35 years |
| Green Valley Ranch MOB | Denver | CO | 0 | | 0 | | 12,139 | | 1,564 | | 259 | | 13,444 | | 13,703 | | 3,180 | | 10,523 | | 2007 | 2012 | 35 years |
| Community Physicians Pavilion | Lafayette | CO | 0 | | 0 | | 10,436 | | 2,018 | | 0 | | 12,454 | | 12,454 | | 4,979 | | 7,475 | | 2004 | 2010 | 35 years |
| Exempla Good Samaritan Medical Center | Lafayette | CO | 0 | | 0 | | 4,393 | | (57) | | 0 | | 4,336 | | 4,336 | | 874 | | 3,462 | | 2013 | 2013 | 35 years |
| Dakota Ridge | Littleton | CO | 0 | | 2,540 | | 12,901 | | 2,221 | | 2,562 | | 15,100 | | 17,662 | | 3,124 | | 14,538 | | 2007 | 2015 | 35 years |
| Avista Two Medical Plaza | Louisville | CO | 0 | | 0 | | 17,330 | | 2,232 | | 0 | | 19,562 | | 19,562 | | 7,907 | | 11,655 | | 2003 | 2009 | 35 years |
| The Sierra Medical Building | Parker | CO | 0 | | 1,444 | | 14,059 | | 3,509 | | 1,516 | | 17,496 | | 19,012 | | 8,609 | | 10,403 | | 2009 | 2009 | 35 years |
| Crown Point Healthcare Plaza | Parker | CO | 0 | | 852 | | 5,210 | | 715 | | 946 | | 5,831 | | 6,777 | | 1,470 | | 5,307 | | 2008 | 2013 | 35 years |
| Lutheran Medical Office Building II | Wheat Ridge | CO | 0 | | 0 | | 2,655 | | 1,330 | | 0 | | 3,985 | | 3,985 | | 2,065 | | 1,920 | | 1976 | 2010 | 35 years |
| Lutheran Medical Office Building IV | Wheat Ridge | CO | 0 | | 0 | | 7,266 | | 2,462 | | 0 | | 9,728 | | 9,728 | | 3,900 | | 5,828 | | 1991 | 2010 | 35 years |
| Lutheran Medical Office Building III | Wheat Ridge | CO | 0 | | 0 | | 11,947 | | 2,324 | | 0 | | 14,271 | | 14,271 | | 4,947 | | 9,324 | | 2004 | 2010 | 35 years |
| DePaul Professional Office Building | Washington | DC | 0 | | 0 | | 6,424 | | 3,064 | | 0 | | 9,488 | | 9,488 | | 4,754 | | 4,734 | | 1987 | 2010 | 35 years |
| Providence Medical Office Building | Washington | DC | 0 | | 0 | | 2,473 | | 1,344 | | 0 | | 3,817 | | 3,817 | | 2,074 | | 1,743 | | 1975 | 2010 | 35 years |
| RTS Cape Coral | Cape Coral | FL | 0 | | 368 | | 5,448 | | 0 | | 368 | | 5,448 | | 5,816 | | 1,761 | | 4,055 | | 1984 | 2011 | 34 years |
| RTS Ft. Myers | Fort Myers | FL | 0 | | 1,153 | | 4,127 | | 0 | | 1,153 | | 4,127 | | 5,280 | | 1,604 | | 3,676 | | 1989 | 2011 | 31 years |
| RTS Key West | Key West | FL | 0 | | 486 | | 4,380 | | 0 | | 486 | | 4,380 | | 4,866 | | 1,273 | | 3,593 | | 1987 | 2011 | 35 years |
| JFK Medical Plaza | Lake Worth | FL | 0 | | 453 | | 1,711 | | (147) | | 0 | | 2,017 | | 2,017 | | 982 | | 1,035 | | 1999 | 2004 | 35 years |
| East Pointe Medical Plaza | Lehigh Acres | FL | 0 | | 327 | | 11,816 | | 0 | | 327 | | 11,816 | | 12,143 | | 2,454 | | 9,689 | | 1994 | 2015 | 35 years |
| Palms West Building 6 | Loxahatchee | FL | 0 | | 965 | | 2,678 | | (622) | | 0 | | 3,021 | | 3,021 | | 1,383 | | 1,638 | | 2000 | 2004 | 35 years |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State /
Province | Encumbrances | Land and
Improvements | Buildings and
Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and
Improvements | Buildings and
Improvements | Total | Accumulated
Depreciation | NBV | Year of
Construction | Year
Acquired | Life on
Which
Depreciation
in Income
Statement
is Computed |
| Bay Medical Plaza | Lynn Haven | FL | 0 | | 4,215 | | 15,041 | | (13,601) | | 3,644 | | 2,011 | | 5,655 | | 2,374 | | 3,281 | | 2003 | 2015 | 35 years |
| RTS Naples | Naples | FL | 0 | | 1,152 | | 3,726 | | 0 | | 1,152 | | 3,726 | | 4,878 | | 1,221 | | 3,657 | | 1999 | 2011 | 35 years |
| Bay Medical Center | Panama City | FL | 0 | | 82 | | 17,400 | | 3,507 | | 25 | | 20,964 | | 20,989 | | 2,669 | | 18,320 | | 1987 | 2015 | 35 years |
| RTS Pt. Charlotte | Pt Charlotte | FL | 0 | | 966 | | 4,581 | | 0 | | 966 | | 4,581 | | 5,547 | | 1,569 | | 3,978 | | 1985 | 2011 | 34 years |
| RTS Sarasota | Sarasota | FL | 0 | | 1,914 | | 3,889 | | 0 | | 1,914 | | 3,889 | | 5,803 | | 1,405 | | 4,398 | | 1996 | 2011 | 35 years |
| Capital Regional MOB I | Tallahassee | FL | 0 | | 590 | | 8,773 | | (324) | | 193 | | 8,846 | | 9,039 | | 1,667 | | 7,372 | | 1998 | 2015 | 35 years |
| Athens Medical Complex | Athens | GA | 0 | | 2,826 | | 18,339 | | 109 | | 2,826 | | 18,448 | | 21,274 | | 3,942 | | 17,332 | | 2011 | 2015 | 35 years |
| Doctors Center at St. Joseph's Hospital | Atlanta | GA | 0 | | 545 | | 80,152 | | 24,683 | | 545 | | 104,835 | | 105,380 | | 26,230 | | 79,150 | | 1978 | 2015 | 20 years |
| Augusta POB I | Augusta | GA | 0 | | 233 | | 7,894 | | 2,512 | | 233 | | 10,406 | | 10,639 | | 6,961 | | 3,678 | | 1978 | 2012 | 14 years |
| Augusta POB II | Augusta | GA | 0 | | 735 | | 13,717 | | 6,831 | | 735 | | 20,548 | | 21,283 | | 7,882 | | 13,401 | | 1987 | 2012 | 23 years |
| Augusta POB III | Augusta | GA | 0 | | 535 | | 3,857 | | 960 | | 535 | | 4,817 | | 5,352 | | 2,679 | | 2,673 | | 1994 | 2012 | 22 years |
| Augusta POB IV | Augusta | GA | 0 | | 675 | | 2,182 | | 2,296 | | 691 | | 4,462 | | 5,153 | | 2,726 | | 2,427 | | 1995 | 2012 | 23 years |
| Cobb Physicians Center | Austell | GA | 0 | | 1,145 | | 16,805 | | 1,948 | | 1,145 | | 18,753 | | 19,898 | | 7,398 | | 12,500 | | 1992 | 2011 | 35 years |
| Summit Professional Plaza I | Brunswick | GA | 0 | | 1,821 | | 2,974 | | 376 | | 1,824 | | 3,347 | | 5,171 | | 3,601 | | 1,570 | | 2004 | 2012 | 31 years |
| Summit Professional Plaza II | Brunswick | GA | 0 | | 981 | | 13,818 | | 406 | | 981 | | 14,224 | | 15,205 | | 4,913 | | 10,292 | | 1998 | 2012 | 35 years |
| Fayette MOB | Fayetteville | GA | 0 | | 895 | | 20,669 | | 1,405 | | 895 | | 22,074 | | 22,969 | | 4,736 | | 18,233 | | 2004 | 2015 | 35 years |
| Woodlawn Commons 1121/1163 | Marietta | GA | 0 | | 5,495 | | 16,028 | | 2,306 | | 5,586 | | 18,243 | | 23,829 | | 3,984 | | 19,845 | | 1991 | 2015 | 35 years |
| PAPP Clinic | Newnan | GA | 0 | | 2,167 | | 5,477 | | 68 | | 2,167 | | 5,545 | | 7,712 | | 1,736 | | 5,976 | | 1994 | 2015 | 30 years |
| Parkway Physicians Center | Ringgold | GA | 0 | | 476 | | 10,017 | | 1,381 | | 476 | | 11,398 | | 11,874 | | 4,383 | | 7,491 | | 2004 | 2011 | 35 years |
| Riverdale MOB | Riverdale | GA | 0 | | 1,025 | | 9,783 | | 355 | | 1,025 | | 10,138 | | 11,163 | | 2,429 | | 8,734 | | 2005 | 2015 | 35 years |
| Rush Copley POB I | Aurora | IL | 0 | | 120 | | 27,882 | | 1,369 | | 120 | | 29,251 | | 29,371 | | 6,175 | | 23,196 | | 1996 | 2015 | 34 years |
| Rush Copley POB II | Aurora | IL | 0 | | 49 | | 27,217 | | 522 | | 49 | | 27,739 | | 27,788 | | 5,557 | | 22,231 | | 2009 | 2015 | 35 years |
| Good Shepherd Physician Office Building I | Barrington | IL | 0 | | 152 | | 3,224 | | 835 | | 152 | | 4,059 | | 4,211 | | 1,028 | | 3,183 | | 1979 | 2013 | 35 years |
| Good Shepherd Physician Office Building II | Barrington | IL | 0 | | 512 | | 12,977 | | 1,235 | | 512 | | 14,212 | | 14,724 | | 3,731 | | 10,993 | | 1996 | 2013 | 35 years |
| Trinity Hospital Physician Office Building | Chicago | IL | 0 | | 139 | | 3,329 | | 1,587 | | 139 | | 4,916 | | 5,055 | | 1,631 | | 3,424 | | 1971 | 2013 | 35 years |
| Advocate Beverly Center | Chicago | IL | 0 | | 2,227 | | 10,140 | | 412 | | 2,231 | | 10,548 | | 12,779 | | 3,271 | | 9,508 | | 1986 | 2015 | 25 years |
| Crystal Lakes Medical Arts | Crystal Lake | IL | 0 | | 2,490 | | 19,504 | | 437 | | 2,535 | | 19,896 | | 22,431 | | 4,438 | | 17,993 | | 2007 | 2015 | 35 years |
| Advocate Good Shepherd | Crystal Lake | IL | 0 | | 2,444 | | 10,953 | | 949 | | 2,444 | | 11,902 | | 14,346 | | 3,017 | | 11,329 | | 2008 | 2015 | 33 years |
| Physicians Plaza East | Decatur | IL | 0 | | 0 | | 791 | | 2,558 | | 5 | | 3,344 | | 3,349 | | 1,453 | | 1,896 | | 1976 | 2010 | 35 years |
| Physicians Plaza West | Decatur | IL | 0 | | 0 | | 1,943 | | 1,207 | | 0 | | 3,150 | | 3,150 | | 1,474 | | 1,676 | | 1987 | 2010 | 35 years |
| SIU Family Practice | Decatur | IL | 0 | | 0 | | 3,900 | | 3,782 | | 0 | | 7,682 | | 7,682 | | 3,567 | | 4,115 | | 1996 | 2010 | 35 years |
| 304 W Hay Building | Decatur | IL | 0 | | 0 | | 8,702 | | 2,447 | | 29 | | 11,120 | | 11,149 | | 4,233 | | 6,916 | | 2002 | 2010 | 35 years |
| 302 W Hay Building | Decatur | IL | 0 | | 0 | | 3,467 | | 859 | | 0 | | 4,326 | | 4,326 | | 1,997 | | 2,329 | | 1993 | 2010 | 35 years |
| ENTA | Decatur | IL | 0 | | 0 | | 1,150 | | 16 | | 0 | | 1,166 | | 1,166 | | 511 | | 655 | | 1996 | 2010 | 35 years |
| 301 W Hay Building | Decatur | IL | 0 | | 0 | | 640 | | 22 | | 0 | | 662 | | 662 | | 369 | | 293 | | 1980 | 2010 | 35 years |
| South Shore Medical Building | Decatur | IL | 0 | | 902 | | 129 | | 56 | | 958 | | 129 | | 1,087 | | 223 | | 864 | | 1991 | 2010 | 35 years |
| Kenwood Medical Center | Decatur | IL | 0 | | 0 | | 1,689 | | 1,520 | | 0 | | 3,209 | | 3,209 | | 1,376 | | 1,833 | | 1997 | 2010 | 35 years |
| DMH OCC Health & Wellness Partners | Decatur | IL | 0 | | 934 | | 1,386 | | 168 | | 943 | | 1,545 | | 2,488 | | 748 | | 1,740 | | 1996 | 2010 | 35 years |
| Rock Springs Medical | Decatur | IL | 0 | | 399 | | 495 | | 109 | | 399 | | 604 | | 1,003 | | 309 | | 694 | | 1990 | 2010 | 35 years |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State /
Province | Encumbrances | Land and
Improvements | Buildings and
Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and
Improvements | Buildings and
Improvements | Total | Accumulated
Depreciation | NBV | Year of
Construction | Year
Acquired | Life on
Which
Depreciation
in Income
Statement
is Computed |
| 575 W Hay Building | Decatur | IL | 0 | | 111 | | 739 | | 24 | | 111 | | 763 | | 874 | | 358 | | 516 | | 1984 | 2010 | 35 years |
| Good Samaritan Physician Office Building I | Downers Grove | IL | 0 | | 407 | | 10,337 | | 1,397 | | 407 | | 11,734 | | 12,141 | | 3,211 | | 8,930 | | 1976 | 2013 | 35 years |
| Good Samaritan Physician Office Building II | Downers Grove | IL | 0 | | 1,013 | | 25,370 | | 1,101 | | 1,013 | | 26,471 | | 27,484 | | 6,780 | | 20,704 | | 1995 | 2013 | 35 years |
| Eberle Medical Office Building ("Eberle MOB") | Elk Grove Village | IL | 0 | | 0 | | 16,315 | | 1,017 | | 0 | | 17,332 | | 17,332 | | 7,872 | | 9,460 | | 2005 | 2009 | 35 years |
| 1425 Hunt Club Road MOB | Gurnee | IL | 0 | | 249 | | 1,452 | | 976 | | 352 | | 2,325 | | 2,677 | | 1,086 | | 1,591 | | 2005 | 2011 | 34 years |
| 1445 Hunt Club Drive | Gurnee | IL | 0 | | 216 | | 1,405 | | 609 | | 325 | | 1,905 | | 2,230 | | 1,039 | | 1,191 | | 2002 | 2011 | 31 years |
| Gurnee Imaging Center | Gurnee | IL | 0 | | 82 | | 2,731 | | 0 | | 82 | | 2,731 | | 2,813 | | 926 | | 1,887 | | 2002 | 2011 | 35 years |
| Gurnee Center Club | Gurnee | IL | 0 | | 627 | | 17,851 | | 0 | | 627 | | 17,851 | | 18,478 | | 6,169 | | 12,309 | | 2001 | 2011 | 35 years |
| South Suburban Hospital Physician Office Building | Hazel Crest | IL | 0 | | 191 | | 4,370 | | 997 | | 191 | | 5,367 | | 5,558 | | 1,608 | | 3,950 | | 1989 | 2013 | 35 years |
| 755 Milwaukee MOB | Libertyville | IL | 0 | | 421 | | 3,716 | | 3,386 | | 630 | | 6,893 | | 7,523 | | 3,942 | | 3,581 | | 1990 | 2011 | 18 years |
| 890 Professional MOB | Libertyville | IL | 0 | | 214 | | 2,630 | | 977 | | 214 | | 3,607 | | 3,821 | | 1,548 | | 2,273 | | 1980 | 2011 | 26 years |
| Libertyville Center Club | Libertyville | IL | 0 | | 1,020 | | 17,176 | | 0 | | 1,020 | | 17,176 | | 18,196 | | 6,301 | | 11,895 | | 1988 | 2011 | 35 years |
| Christ Medical Center Physician Office Building | Oak Lawn | IL | 0 | | 658 | | 16,421 | | 3,663 | | 658 | | 20,084 | | 20,742 | | 4,626 | | 16,116 | | 1986 | 2013 | 35 years |
| Methodist North MOB | Peoria | IL | 0 | | 1,025 | | 29,493 | | 31 | | 1,025 | | 29,524 | | 30,549 | | 6,238 | | 24,311 | | 2010 | 2015 | 35 years |
| Davita Dialysis - Rockford | Rockford | IL | 0 | | 256 | | 2,543 | | 0 | | 256 | | 2,543 | | 2,799 | | 634 | | 2,165 | | 2009 | 2015 | 35 years |
| Vernon Hills Acute Care Center | Vernon Hills | IL | 0 | | 3,376 | | 694 | | (2,101) | | 1,195 | | 774 | | 1,969 | | 921 | | 1,048 | | 1986 | 2011 | 15 years |
| Wilbur S. Roby Building | Anderson | IN | 0 | | 0 | | 2,653 | | 1,340 | | 0 | | 3,993 | | 3,993 | | 2,072 | | 1,921 | | 1992 | 2010 | 35 years |
| Ambulatory Services Building | Anderson | IN | 0 | | 0 | | 4,266 | | 2,129 | | 0 | | 6,395 | | 6,395 | | 3,297 | | 3,098 | | 1995 | 2010 | 35 years |
| St. John's Medical Arts Building | Anderson | IN | 0 | | 0 | | 2,281 | | 2,114 | | 0 | | 4,395 | | 4,395 | | 2,121 | | 2,274 | | 1973 | 2010 | 35 years |
| Carmel I | Carmel | IN | 0 | | 466 | | 5,954 | | 833 | | 466 | | 6,787 | | 7,253 | | 2,809 | | 4,444 | | 1985 | 2012 | 30 years |
| Carmel II | Carmel | IN | 0 | | 455 | | 5,976 | | 1,321 | | 455 | | 7,297 | | 7,752 | | 2,686 | | 5,066 | | 1989 | 2012 | 33 years |
| Carmel III | Carmel | IN | 0 | | 422 | | 6,194 | | 1,039 | | 422 | | 7,233 | | 7,655 | | 2,594 | | 5,061 | | 2001 | 2012 | 35 years |
| Elkhart | Elkhart | IN | 0 | | 1,256 | | 1,973 | | 0 | | 1,256 | | 1,973 | | 3,229 | | 1,595 | | 1,634 | | 1994 | 2011 | 32 years |
| Lutheran Medical Arts | Fort Wayne | IN | 0 | | 702 | | 13,576 | | 169 | | 714 | | 13,733 | | 14,447 | | 2,886 | | 11,561 | | 2000 | 2015 | 35 years |
| Dupont Road MOB | Fort Wayne | IN | 0 | | 633 | | 13,479 | | 507 | | 672 | | 13,947 | | 14,619 | | 3,164 | | 11,455 | | 2001 | 2015 | 35 years |
| Harcourt Professional Office Building | Indianapolis | IN | 0 | | 519 | | 28,951 | | 6,023 | | 519 | | 34,974 | | 35,493 | | 12,290 | | 23,203 | | 1973 | 2012 | 28 years |
| Cardiac Professional Office Building | Indianapolis | IN | 0 | | 498 | | 27,430 | | 3,048 | | 498 | | 30,478 | | 30,976 | | 8,997 | | 21,979 | | 1995 | 2012 | 35 years |
| Oncology Medical Office Building | Indianapolis | IN | 0 | | 470 | | 5,703 | | 2,598 | | 470 | | 8,301 | | 8,771 | | 2,328 | | 6,443 | | 2003 | 2012 | 35 years |
| CorVasc Medical Office Building | Indianapolis | IN | 0 | | 514 | | 9,617 | | 549 | | 871 | | 9,809 | | 10,680 | | 1,714 | | 8,966 | | 2004 | 2016 | 36 years |
| St. Francis South Medical Office Building | Indianapolis | IN | 0 | | 0 | | 20,649 | | 2,225 | | 7 | | 22,867 | | 22,874 | | 5,957 | | 16,917 | | 1995 | 2013 | 35 years |
| Methodist Professional Center I | Indianapolis | IN | 0 | | 61 | | 37,411 | | 7,415 | | 61 | | 44,826 | | 44,887 | | 16,914 | | 27,973 | | 1985 | 2012 | 25 years |
| Indiana Orthopedic Center of Excellence | Indianapolis | IN | 0 | | 967 | | 83,746 | | 3,106 | | 967 | | 86,852 | | 87,819 | | 15,254 | | 72,565 | | 1997 | 2015 | 35 years |
| United Healthcare - Indy | Indianapolis | IN | 0 | | 5,737 | | 32,116 | | 848 | | 5,737 | | 32,964 | | 38,701 | | 7,300 | | 31,401 | | 1988 | 2015 | 35 years |
| LaPorte | La Porte | IN | 0 | | 553 | | 1,309 | | 0 | | 553 | | 1,309 | | 1,862 | | 683 | | 1,179 | | 1997 | 2011 | 34 years |
| Mishawaka | Mishawaka | IN | 0 | | 3,787 | | 5,543 | | 0 | | 3,787 | | 5,543 | | 9,330 | | 4,657 | | 4,673 | | 1993 | 2011 | 35 years |
| Cancer Care Partners | Mishawaka | IN | 0 | | 3,162 | | 28,633 | | 220 | | 3,162 | | 28,853 | | 32,015 | | 5,901 | | 26,114 | | 2010 | 2015 | 35 years |
| Michiana Oncology | Mishawaka | IN | 0 | | 4,577 | | 20,939 | | 15 | | 4,581 | | 20,950 | | 25,531 | | 4,527 | | 21,004 | | 2010 | 2015 | 35 years |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State /
Province | Encumbrances | Land and
Improvements | Buildings and
Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and
Improvements | Buildings and
Improvements | Total | Accumulated
Depreciation | NBV | Year of
Construction | Year
Acquired | Life on
Which
Depreciation
in Income
Statement
is Computed |
| DaVita Dialysis - Paoli | Paoli | IN | 0 | | 396 | | 2,056 | | 0 | | 396 | | 2,056 | | 2,452 | | 524 | | 1,928 | | 2011 | 2015 | 35 years |
| South Bend | South Bend | IN | 0 | | 792 | | 2,530 | | 0 | | 792 | | 2,530 | | 3,322 | | 1,085 | | 2,237 | | 1996 | 2011 | 34 years |
| OLBH Same Day Surgery Center MOB | Ashland | KY | 0 | | 101 | | 19,066 | | 3,569 | | 101 | | 22,635 | | 22,736 | | 7,320 | | 15,416 | | 1997 | 2012 | 26 years |
| St. Elizabeth Covington | Covington | KY | 0 | | 345 | | 12,790 | | 166 | | 345 | | 12,956 | | 13,301 | | 4,413 | | 8,888 | | 2009 | 2012 | 35 years |
| Jefferson Clinic | Louisville | KY | 0 | | 0 | | 673 | | 2,018 | | 0 | | 2,691 | | 2,691 | | 493 | | 2,198 | | 2013 | 2013 | 35 years |
| East Jefferson Medical Plaza | Metairie | LA | 0 | | 168 | | 17,264 | | 3,162 | | 168 | | 20,426 | | 20,594 | | 8,520 | | 12,074 | | 1996 | 2012 | 32 years |
| East Jefferson MOB | Metairie | LA | 0 | | 107 | | 15,137 | | 4,016 | | 107 | | 19,153 | | 19,260 | | 7,311 | | 11,949 | | 1985 | 2012 | 28 years |
| East Jefferson MRI | Metairie | LA | 0 | | 0 | | 0 | | 0 | | 0 | | 0 | | 0 | | 0 | | 0 | | CIP | CIP | CIP |
| Lakeside POB I | Metairie | LA | 0 | | 3,334 | | 4,974 | | 803 | | 342 | | 8,769 | | 9,111 | | 5,296 | | 3,815 | | 1986 | 2011 | 22 years |
| Lakeside POB II | Metairie | LA | 0 | | 1,046 | | 802 | | (156) | | 53 | | 1,639 | | 1,692 | | 1,316 | | 376 | | 1980 | 2011 | 7 years |
| Fresenius Medical | Metairie | LA | 0 | | 1,195 | | 3,797 | | 84 | | 1,269 | | 3,807 | | 5,076 | | 874 | | 4,202 | | 2012 | 2015 | 35 years |
| RTS Berlin | Berlin | MD | 0 | | 0 | | 2,216 | | 0 | | 0 | | 2,216 | | 2,216 | | 783 | | 1,433 | | 1994 | 2011 | 29 years |
| Charles O. Fisher Medical Building | Westminster | MD | 10,205 | | 0 | | 13,795 | | 1,888 | | 0 | | 15,683 | | 15,683 | | 8,018 | | 7,665 | | 2009 | 2009 | 35 years |
| Medical Specialties Building | Kalamazoo | MI | 0 | | 0 | | 19,242 | | 1,689 | | 0 | | 20,931 | | 20,931 | | 7,640 | | 13,291 | | 1989 | 2010 | 35 years |
| North Professional Building | Kalamazoo | MI | 0 | | 0 | | 7,228 | | 1,969 | | 0 | | 9,197 | | 9,197 | | 4,013 | | 5,184 | | 1983 | 2010 | 35 years |
| Borgess Navigation Center | Kalamazoo | MI | 0 | | 0 | | 2,391 | | 302 | | 0 | | 2,693 | | 2,693 | | 884 | | 1,809 | | 1976 | 2010 | 35 years |
| Borgess Health & Fitness Center | Kalamazoo | MI | 0 | | 0 | | 11,959 | | 655 | | 0 | | 12,614 | | 12,614 | | 4,667 | | 7,947 | | 1984 | 2010 | 35 years |
| Heart Center Building | Kalamazoo | MI | 0 | | 0 | | 8,420 | | 940 | | 176 | | 9,184 | | 9,360 | | 3,680 | | 5,680 | | 1980 | 2010 | 35 years |
| Medical Commons Building | Kalamazoo Township | MI | 0 | | 0 | | 661 | | 671 | | 0 | | 1,332 | | 1,332 | | 816 | | 516 | | 1979 | 2010 | 35 years |
| RTS Madison Heights | Madison Heights | MI | 0 | | 401 | | 2,946 | | 0 | | 401 | | 2,946 | | 3,347 | | 999 | | 2,348 | | 2002 | 2011 | 35 years |
| Bronson Lakeview OPC | Paw Paw | MI | 0 | | 3,835 | | 31,564 | | 0 | | 3,835 | | 31,564 | | 35,399 | | 7,361 | | 28,038 | | 2006 | 2015 | 35 years |
| Pro Med Center Plainwell | Plainwell | MI | 0 | | 0 | | 697 | | 28 | | 0 | | 725 | | 725 | | 282 | | 443 | | 1991 | 2010 | 35 years |
| Pro Med Center Richland | Richland | MI | 0 | | 233 | | 2,267 | | 334 | | 325 | | 2,509 | | 2,834 | | 880 | | 1,954 | | 1996 | 2010 | 35 years |
| Henry Ford Dialysis Center | Southfield | MI | 0 | | 589 | | 3,350 | | 0 | | 589 | | 3,350 | | 3,939 | | 773 | | 3,166 | | 2002 | 2015 | 35 years |
| Metro Health | Wyoming | MI | 0 | | 1,325 | | 5,479 | | 0 | | 1,325 | | 5,479 | | 6,804 | | 1,338 | | 5,466 | | 2008 | 2015 | 35 years |
| Spectrum Health | Wyoming | MI | 0 | | 2,463 | | 14,353 | | 0 | | 2,463 | | 14,353 | | 16,816 | | 3,504 | | 13,312 | | 2006 | 2015 | 35 years |
| Cogdell Duluth MOB | Duluth | MN | 0 | | 0 | | 33,406 | | (19) | | 0 | | 33,387 | | 33,387 | | 8,024 | | 25,363 | | 2012 | 2012 | 35 years |
| Allina Health | Elk River | MN | 0 | | 1,442 | | 7,742 | | 122 | | 1,455 | | 7,851 | | 9,306 | | 2,363 | | 6,943 | | 2002 | 2015 | 35 years |
| Unitron Hearing | Plymouth | MN | 0 | | 2,646 | | 8,962 | | 5 | | 2,646 | | 8,967 | | 11,613 | | 3,065 | | 8,548 | | 2011 | 2015 | 29 years |
| HealthPartners Medical & Dental Clinics | Sartell | MN | 0 | | 2,492 | | 15,694 | | 413 | | 2,503 | | 16,096 | | 18,599 | | 5,658 | | 12,941 | | 2010 | 2012 | 35 years |
| University Physicians - Grants Ferry | Flowood | MS | 0 | | 2,796 | | 12,125 | | (12) | | 2,796 | | 12,113 | | 14,909 | | 4,388 | | 10,521 | | 2010 | 2012 | 35 years |
| Arnold Urgent Care | Arnold | MO | 0 | | 1,058 | | 556 | | 413 | | 1,097 | | 930 | | 2,027 | | 663 | | 1,364 | | 1999 | 2011 | 35 years |
| DePaul Health Center North | Bridgeton | MO | 0 | | 996 | | 10,045 | | 3,681 | | 996 | | 13,726 | | 14,722 | | 7,113 | | 7,609 | | 1976 | 2012 | 21 years |
| DePaul Health Center South | Bridgeton | MO | 0 | | 910 | | 12,169 | | 2,838 | | 910 | | 15,007 | | 15,917 | | 5,977 | | 9,940 | | 1992 | 2012 | 30 years |
| St. Mary's Health Center MOB D | Clayton | MO | 0 | | 103 | | 2,780 | | 1,622 | | 106 | | 4,399 | | 4,505 | | 2,268 | | 2,237 | | 1984 | 2012 | 22 years |
| Fenton Urgent Care Center | Fenton | MO | 0 | | 183 | | 2,714 | | 404 | | 189 | | 3,112 | | 3,301 | | 1,456 | | 1,845 | | 2003 | 2011 | 35 years |
| Broadway Medical Office Building | Kansas City | MO | 0 | | 1,300 | | 12,602 | | 11,591 | | 1,385 | | 24,108 | | 25,493 | | 9,296 | | 16,197 | | 1976 | 2007 | 35 years |
| St. Joseph Medical Building | Kansas City | MO | 0 | | 305 | | 7,445 | | 2,750 | | 305 | | 10,195 | | 10,500 | | 3,178 | | 7,322 | | 1988 | 2012 | 32 years |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State /
Province | Encumbrances | Land and
Improvements | Buildings and
Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and
Improvements | Buildings and
Improvements | Total | Accumulated
Depreciation | NBV | Year of
Construction | Year
Acquired | Life on
Which
Depreciation
in Income
Statement
is Computed |
| St. Joseph Medical Mall | Kansas City | MO | 0 | | 530 | | 9,115 | | 773 | | 530 | | 9,888 | | 10,418 | | 3,549 | | 6,869 | | 1995 | 2012 | 33 years |
| Carondelet Medical Building | Kansas City | MO | 0 | | 745 | | 12,437 | | 3,967 | | 745 | | 16,404 | | 17,149 | | 6,521 | | 10,628 | | 1979 | 2012 | 29 years |
| St. Joseph Hospital West Medical Office Building II | Lake Saint Louis | MO | 0 | | 524 | | 3,229 | | 1,036 | | 524 | | 4,265 | | 4,789 | | 1,781 | | 3,008 | | 2005 | 2012 | 35 years |
| St. Joseph O'Fallon Medical Office Building | O'Fallon | MO | 0 | | 940 | | 5,556 | | 493 | | 1,060 | | 5,929 | | 6,989 | | 2,054 | | 4,935 | | 1992 | 2012 | 35 years |
| Sisters of Mercy Building | Springfield | MO | 0 | | 3,427 | | 8,697 | | 0 | | 3,427 | | 8,697 | | 12,124 | | 2,259 | | 9,865 | | 2008 | 2015 | 35 years |
| St. Joseph Health Center Medical Building 1 | St. Charles | MO | 0 | | 503 | | 4,336 | | 1,865 | | 503 | | 6,201 | | 6,704 | | 3,336 | | 3,368 | | 1987 | 2012 | 20 years |
| St. Joseph Health Center Medical Building 2 | St. Charles | MO | 0 | | 369 | | 2,963 | | 1,665 | | 369 | | 4,628 | | 4,997 | | 2,149 | | 2,848 | | 1999 | 2012 | 32 years |
| Physicians Office Center | St. Louis | MO | 0 | | 1,445 | | 13,825 | | 1,117 | | 1,445 | | 14,942 | | 16,387 | | 7,011 | | 9,376 | | 2003 | 2011 | 35 years |
| 12700 Southford Road Medical Plaza | St. Louis | MO | 0 | | 595 | | 12,584 | | 3,039 | | 595 | | 15,623 | | 16,218 | | 6,734 | | 9,484 | | 1993 | 2011 | 32 years |
| Mercy South MOB A | St. Louis | MO | 0 | | 409 | | 4,687 | | 2,129 | | 409 | | 6,816 | | 7,225 | | 3,717 | | 3,508 | | 1975 | 2011 | 20 years |
| Mercy South MOB B | St. Louis | MO | 0 | | 350 | | 3,942 | | 1,502 | | 350 | | 5,444 | | 5,794 | | 3,147 | | 2,647 | | 1980 | 2011 | 21 years |
| Lemay Urgent Care Center | St. Louis | MO | 0 | | 2,317 | | 3,120 | | (607) | | 2,355 | | 2,475 | | 4,830 | | 2,418 | | 2,412 | | 1983 | 2011 | 22 years |
| St. Mary's Health Center MOB B | St. Louis | MO | 0 | | 119 | | 4,161 | | 12,660 | | 119 | | 16,821 | | 16,940 | | 4,312 | | 12,628 | | 1979 | 2012 | 23 years |
| St. Mary's Health Center MOB C | St. Louis | MO | 0 | | 136 | | 6,018 | | 4,390 | | 256 | | 10,288 | | 10,544 | | 3,700 | | 6,844 | | 1969 | 2012 | 20 years |
| Carson Tahoe Specialty Medical Center | Carson City | NV | 0 | | 2,748 | | 27,010 | | 4,297 | | 2,898 | | 31,157 | | 34,055 | | 7,100 | | 26,955 | | 1981 | 2015 | 35 years |
| Carson Tahoe MOB West | Carson City | NV | 0 | | 802 | | 11,855 | | 229 | | 703 | | 12,183 | | 12,886 | | 2,739 | | 10,147 | | 2007 | 2015 | 29 years |
| Del E Webb Medical Plaza | Henderson | NV | 0 | | 1,028 | | 16,993 | | 2,878 | | 1,028 | | 19,871 | | 20,899 | | 7,784 | | 13,115 | | 1999 | 2011 | 35 years |
| Durango Medical Plaza | Las Vegas | NV | 0 | | 3,787 | | 27,738 | | (1,709) | | 3,683 | | 26,133 | | 29,816 | | 5,644 | | 24,172 | | 2008 | 2015 | 35 years |
| The Terrace at South Meadows | Reno | NV | 6,270 | | 504 | | 9,966 | | 874 | | 517 | | 10,827 | | 11,344 | | 4,276 | | 7,068 | | 2004 | 2011 | 35 years |
| Cooper Health MOB I | Willingboro | NJ | 0 | | 1,389 | | 2,742 | | 134 | | 1,398 | | 2,867 | | 4,265 | | 828 | | 3,437 | | 2010 | 2015 | 35 years |
| Cooper Health MOB II | Willingboro | NJ | 0 | | 594 | | 5,638 | | 65 | | 594 | | 5,703 | | 6,297 | | 1,246 | | 5,051 | | 2012 | 2015 | 35 years |
| Salem Medical | Woodstown | NJ | 0 | | 275 | | 4,132 | | 23 | | 275 | | 4,155 | | 4,430 | | 894 | | 3,536 | | 2010 | 2015 | 35 years |
| Albany Medical Center MOB | Albany | NY | 0 | | 321 | | 18,389 | | 35 | | 356 | | 18,389 | | 18,745 | | 3,406 | | 15,339 | | 2010 | 2015 | 35 years |
| St. Peter's Recovery Center | Guilderland | NY | 0 | | 1,059 | | 9,156 | | 0 | | 1,059 | | 9,156 | | 10,215 | | 2,287 | | 7,928 | | 1990 | 2015 | 35 years |
| Central NY Medical Center | Syracuse | NY | 0 | | 1,786 | | 26,101 | | 5,075 | | 1,792 | | 31,170 | | 32,962 | | 10,709 | | 22,253 | | 1997 | 2012 | 33 years |
| Northcountry MOB | Watertown | NY | 0 | | 1,320 | | 10,799 | | 444 | | 1,364 | | 11,199 | | 12,563 | | 2,686 | | 9,877 | | 2001 | 2015 | 35 years |
| Randolph | Charlotte | NC | 0 | | 6,370 | | 2,929 | | 2,694 | | 6,442 | | 5,551 | | 11,993 | | 4,711 | | 7,282 | | 1973 | 2012 | 4 years |
| Mallard Crossing I | Charlotte | NC | 0 | | 3,229 | | 2,072 | | 944 | | 3,269 | | 2,976 | | 6,245 | | 2,313 | | 3,932 | | 1997 | 2012 | 25 years |
| Medical Arts Building | Concord | NC | 0 | | 701 | | 11,734 | | 1,977 | | 701 | | 13,711 | | 14,412 | | 5,602 | | 8,810 | | 1997 | 2012 | 31 years |
| Gateway Medical Office Building | Concord | NC | 0 | | 1,100 | | 9,904 | | 724 | | 1,100 | | 10,628 | | 11,728 | | 4,508 | | 7,220 | | 2005 | 2012 | 35 years |
| Copperfield Medical Mall | Concord | NC | 0 | | 1,980 | | 2,846 | | 664 | | 2,139 | | 3,351 | | 5,490 | | 2,116 | | 3,374 | | 1989 | 2012 | 25 years |
| Weddington Internal & Pediatric Medicine | Concord | NC | 0 | | 574 | | 688 | | 37 | | 574 | | 725 | | 1,299 | | 438 | | 861 | | 2000 | 2012 | 27 years |
| Rex Wellness Center | Garner | NC | 0 | | 1,348 | | 5,330 | | 444 | | 1,354 | | 5,768 | | 7,122 | | 1,670 | | 5,452 | | 2003 | 2015 | 34 years |
| Gaston Professional Center | Gastonia | NC | 0 | | 833 | | 24,885 | | 3,249 | | 863 | | 28,104 | | 28,967 | | 9,264 | | 19,703 | | 1997 | 2012 | 35 years |
| Harrisburg Family Physicians | Harrisburg | NC | 0 | | 679 | | 1,646 | | 73 | | 679 | | 1,719 | | 2,398 | | 710 | | 1,688 | | 1996 | 2012 | 35 years |
| Harrisburg Medical Mall | Harrisburg | NC | 0 | | 1,339 | | 2,292 | | 342 | | 1,339 | | 2,634 | | 3,973 | | 1,462 | | 2,511 | | 1997 | 2012 | 27 years |
| Northcross | Huntersville | NC | 0 | | 623 | | 278 | | 231 | | 623 | | 509 | | 1,132 | | 348 | | 784 | | 1993 | 2012 | 22 years |
| REX Knightdale MOB & Wellness Center | Knightdale | NC | 0 | | 0 | | 22,823 | | 1,003 | | 50 | | 23,776 | | 23,826 | | 6,077 | | 17,749 | | 2009 | 2012 | 35 years |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State /
Province | Encumbrances | Land and
Improvements | Buildings and
Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and
Improvements | Buildings and
Improvements | Total | Accumulated
Depreciation | NBV | Year of
Construction | Year
Acquired | Life on
Which
Depreciation
in Income
Statement
is Computed |
| Midland Medical Park | Midland | NC | 0 | | 1,221 | | 847 | | 132 | | 1,233 | | 967 | | 2,200 | | 703 | | 1,497 | | 1998 | 2012 | 25 years |
| East Rocky Mount Kidney Center | Rocky Mount | NC | 0 | | 803 | | 998 | | 34 | | 805 | | 1,030 | | 1,835 | | 521 | | 1,314 | | 2000 | 2012 | 33 years |
| Rocky Mount Kidney Center | Rocky Mount | NC | 0 | | 479 | | 1,297 | | 60 | | 479 | | 1,357 | | 1,836 | | 711 | | 1,125 | | 1990 | 2012 | 25 years |
| Rocky Mount Medical Park | Rocky Mount | NC | 0 | | 2,552 | | 7,779 | | 2,774 | | 2,652 | | 10,453 | | 13,105 | | 4,587 | | 8,518 | | 1991 | 2012 | 30 years |
| Trinity Health Medical Arts Clinic | Minot | ND | 0 | | 935 | | 15,482 | | 715 | | 951 | | 16,181 | | 17,132 | | 4,707 | | 12,425 | | 1995 | 2015 | 26 years |
| Anderson Medical Arts Building I | Cincinnati | OH | 0 | | 0 | | 9,632 | | 2,366 | | 146 | | 11,852 | | 11,998 | | 5,811 | | 6,187 | | 1984 | 2007 | 35 years |
| Anderson Medical Arts Building II | Cincinnati | OH | 0 | | 0 | | 15,123 | | 3,930 | | 0 | | 19,053 | | 19,053 | | 8,521 | | 10,532 | | 2007 | 2007 | 35 years |
| Riverside North Medical Office Building | Columbus | OH | 0 | | 785 | | 8,519 | | 2,050 | | 785 | | 10,569 | | 11,354 | | 5,224 | | 6,130 | | 1962 | 2012 | 25 years |
| Riverside South Medical Office Building | Columbus | OH | 0 | | 586 | | 7,298 | | 997 | | 610 | | 8,271 | | 8,881 | | 3,880 | | 5,001 | | 1985 | 2012 | 27 years |
| 340 East Town Medical Office Building | Columbus | OH | 0 | | 10 | | 9,443 | | 1,353 | | 10 | | 10,796 | | 10,806 | | 4,118 | | 6,688 | | 1984 | 2012 | 29 years |
| 393 East Town Medical Office Building | Columbus | OH | 0 | | 61 | | 4,760 | | 780 | | 61 | | 5,540 | | 5,601 | | 2,637 | | 2,964 | | 1970 | 2012 | 20 years |
| 141 South Sixth Medical Office Building | Columbus | OH | 0 | | 80 | | 1,113 | | 2,923 | | 80 | | 4,036 | | 4,116 | | 1,175 | | 2,941 | | 1971 | 2012 | 14 years |
| Doctors West Medical Office Building | Columbus | OH | 0 | | 414 | | 5,362 | | 884 | | 414 | | 6,246 | | 6,660 | | 2,475 | | 4,185 | | 1998 | 2012 | 35 years |
| Eastside Health Center | Columbus | OH | 0 | | 956 | | 3,472 | | (2) | | 956 | | 3,470 | | 4,426 | | 2,435 | | 1,991 | | 1977 | 2012 | 15 years |
| East Main Medical Office Building | Columbus | OH | 0 | | 440 | | 4,771 | | 72 | | 440 | | 4,843 | | 5,283 | | 1,859 | | 3,424 | | 2006 | 2012 | 35 years |
| Heart Center Medical Office Building | Columbus | OH | 0 | | 1,063 | | 12,140 | | 923 | | 1,063 | | 13,063 | | 14,126 | | 4,988 | | 9,138 | | 2004 | 2012 | 35 years |
| Wilkins Medical Office Building | Columbus | OH | 0 | | 123 | | 18,062 | | 2,302 | | 123 | | 20,364 | | 20,487 | | 5,639 | | 14,848 | | 2002 | 2012 | 35 years |
| Grady Medical Office Building | Delaware | OH | 0 | | 239 | | 2,263 | | 724 | | 239 | | 2,987 | | 3,226 | | 1,388 | | 1,838 | | 1991 | 2012 | 25 years |
| Dublin Northwest Medical Office Building | Dublin | OH | 0 | | 342 | | 3,278 | | 376 | | 354 | | 3,642 | | 3,996 | | 1,610 | | 2,386 | | 2001 | 2012 | 34 years |
| Preserve III Medical Office Building | Dublin | OH | 0 | | 2,449 | | 7,025 | | 1,211 | | 2,449 | | 8,236 | | 10,685 | | 3,581 | | 7,104 | | 2006 | 2012 | 35 years |
| Zanesville Surgery Center | Zanesville | OH | 0 | | 172 | | 9,403 | | 69 | | 241 | | 9,403 | | 9,644 | | 2,981 | | 6,663 | | 2000 | 2011 | 35 years |
| Dialysis Center | Zanesville | OH | 0 | | 534 | | 855 | | 138 | | 534 | | 993 | | 1,527 | | 706 | | 821 | | 1960 | 2011 | 21 years |
| Genesis Children's Center | Zanesville | OH | 0 | | 538 | | 3,781 | | 0 | | 538 | | 3,781 | | 4,319 | | 1,606 | | 2,713 | | 2006 | 2011 | 30 years |
| Medical Arts Building I | Zanesville | OH | 0 | | 429 | | 2,405 | | 674 | | 444 | | 3,064 | | 3,508 | | 1,774 | | 1,734 | | 1970 | 2011 | 20 years |
| Medical Arts Building II | Zanesville | OH | 0 | | 485 | | 6,013 | | 1,715 | | 545 | | 7,668 | | 8,213 | | 3,931 | | 4,282 | | 1995 | 2011 | 25 years |
| Medical Arts Building III | Zanesville | OH | 0 | | 94 | | 1,248 | | 0 | | 94 | | 1,248 | | 1,342 | | 659 | | 683 | | 1970 | 2011 | 25 years |
| Primecare Building | Zanesville | OH | 0 | | 130 | | 1,344 | | 648 | | 130 | | 1,992 | | 2,122 | | 1,197 | | 925 | | 1978 | 2011 | 20 years |
| Outpatient Rehabilitation Building | Zanesville | OH | 0 | | 82 | | 1,541 | | 0 | | 82 | | 1,541 | | 1,623 | | 704 | | 919 | | 1985 | 2011 | 28 years |
| Radiation Oncology Building | Zanesville | OH | 0 | | 105 | | 1,201 | | 952 | | 114 | | 2,144 | | 2,258 | | 661 | | 1,597 | | 1988 | 2011 | 25 years |
| Healthplex | Zanesville | OH | 0 | | 2,488 | | 15,849 | | 1,199 | | 2,649 | | 16,887 | | 19,536 | | 7,407 | | 12,129 | | 1990 | 2011 | 32 years |
| Physicians Pavilion | Zanesville | OH | 0 | | 422 | | 6,297 | | 1,722 | | 422 | | 8,019 | | 8,441 | | 4,022 | | 4,419 | | 1990 | 2011 | 25 years |
| Zanesville Northside Pharmacy | Zanesville | OH | 0 | | 42 | | 635 | | 0 | | 42 | | 635 | | 677 | | 299 | | 378 | | 1985 | 2011 | 28 years |
| Bethesda Campus MOB III | Zanesville | OH | 0 | | 188 | | 1,137 | | 308 | | 222 | | 1,411 | | 1,633 | | 700 | | 933 | | 1978 | 2011 | 25 years |
| Tuality 7th Avenue Medical Plaza | Hillsboro | OR | 17,194 | | 1,516 | | 24,638 | | 1,516 | | 1,546 | | 26,124 | | 27,670 | | 9,752 | | 17,918 | | 2003 | 2011 | 35 years |
| Professional Office Building I | Chester | PA | 0 | | 0 | | 6,283 | | 3,906 | | 0 | | 10,189 | | 10,189 | | 5,512 | | 4,677 | | 1978 | 2004 | 30 years |
| DCMH Medical Office Building | Drexel Hill | PA | 0 | | 0 | | 10,424 | | 3,268 | | 0 | | 13,692 | | 13,692 | | 7,630 | | 6,062 | | 1984 | 2004 | 30 years |
| Pinnacle Health | Harrisburg | PA | 0 | | 2,574 | | 16,767 | | 1,479 | | 2,901 | | 17,919 | | 20,820 | | 4,369 | | 16,451 | | 2002 | 2015 | 35 years |
| Lancaster Rehabilitation Hospital | Lancaster | PA | 0 | | 959 | | 16,610 | | (16) | | 959 | | 16,594 | | 17,553 | | 5,693 | | 11,860 | | 2007 | 2012 | 35 years |
| Lancaster ASC MOB | Lancaster | PA | 0 | | 593 | | 17,117 | | 526 | | 609 | | 17,627 | | 18,236 | | 6,638 | | 11,598 | | 2007 | 2012 | 35 years |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State /
Province | Encumbrances | Land and
Improvements | Buildings and
Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and
Improvements | Buildings and
Improvements | Total | Accumulated
Depreciation | NBV | Year of
Construction | Year
Acquired | Life on
Which
Depreciation
in Income
Statement
is Computed |
| St. Joseph Medical Office Building | Reading | PA | 0 | | 0 | | 10,823 | | 811 | | 0 | | 11,634 | | 11,634 | | 4,639 | | 6,995 | | 2006 | 2010 | 35 years |
| Crozer - Keystone MOB I | Springfield | PA | 0 | | 9,130 | | 47,078 | | 0 | | 9,130 | | 47,078 | | 56,208 | | 12,697 | | 43,511 | | 1996 | 2015 | 35 years |
| Crozer-Keystone MOB II | Springfield | PA | 0 | | 5,178 | | 6,523 | | 0 | | 5,178 | | 6,523 | | 11,701 | | 1,871 | | 9,830 | | 1998 | 2015 | 25 years |
| Doylestown Health & Wellness Center | Warrington | PA | 0 | | 4,452 | | 17,383 | | 1,310 | | 4,497 | | 18,648 | | 23,145 | | 6,971 | | 16,174 | | 2001 | 2012 | 34 years |
| Roper Medical Office Building | Charleston | SC | 0 | | 127 | | 14,737 | | 4,522 | | 138 | | 19,248 | | 19,386 | | 8,148 | | 11,238 | | 1990 | 2012 | 28 years |
| St. Francis Medical Plaza (Charleston) | Charleston | SC | 0 | | 447 | | 3,946 | | 870 | | 447 | | 4,816 | | 5,263 | | 2,162 | | 3,101 | | 2003 | 2012 | 35 years |
| Providence MOB I | Columbia | SC | 0 | | 225 | | 4,274 | | 1,308 | | 225 | | 5,582 | | 5,807 | | 3,135 | | 2,672 | | 1979 | 2012 | 18 years |
| Providence MOB II | Columbia | SC | 0 | | 122 | | 1,834 | | 1,212 | | 150 | | 3,018 | | 3,168 | | 1,310 | | 1,858 | | 1985 | 2012 | 18 years |
| Providence MOB III | Columbia | SC | 0 | | 766 | | 4,406 | | 1,632 | | 766 | | 6,038 | | 6,804 | | 2,467 | | 4,337 | | 1990 | 2012 | 23 years |
| One Medical Park | Columbia | SC | 0 | | 210 | | 7,939 | | 3,637 | | 228 | | 11,558 | | 11,786 | | 5,280 | | 6,506 | | 1984 | 2012 | 19 years |
| Three Medical Park | Columbia | SC | 0 | | 40 | | 10,650 | | 2,142 | | 40 | | 12,792 | | 12,832 | | 5,938 | | 6,894 | | 1988 | 2012 | 25 years |
| St. Francis Millennium Medical Office Building | Greenville | SC | 17,326 | | 0 | | 13,062 | | 10,807 | | 30 | | 23,839 | | 23,869 | | 12,878 | | 10,991 | | 2009 | 2009 | 35 years |
| 200 Andrews | Greenville | SC | 0 | | 789 | | 2,014 | | 1,600 | | 810 | | 3,593 | | 4,403 | | 2,273 | | 2,130 | | 1994 | 2012 | 29 years |
| St. Francis CMOB | Greenville | SC | 0 | | 501 | | 7,661 | | 1,478 | | 501 | | 9,139 | | 9,640 | | 3,243 | | 6,397 | | 2001 | 2012 | 35 years |
| St. Francis Outpatient Surgery Center | Greenville | SC | 0 | | 1,007 | | 16,538 | | 1,083 | | 1,007 | | 17,621 | | 18,628 | | 6,991 | | 11,637 | | 2001 | 2012 | 35 years |
| St. Francis Professional Medical Center | Greenville | SC | 0 | | 342 | | 6,337 | | 2,447 | | 395 | | 8,731 | | 9,126 | | 3,880 | | 5,246 | | 1984 | 2012 | 24 years |
| St. Francis Women's | Greenville | SC | 0 | | 322 | | 4,877 | | 1,632 | | 322 | | 6,509 | | 6,831 | | 3,257 | | 3,574 | | 1991 | 2012 | 24 years |
| St. Francis Medical Plaza (Greenville) | Greenville | SC | 0 | | 88 | | 5,876 | | 2,409 | | 98 | | 8,275 | | 8,373 | | 3,356 | | 5,017 | | 1998 | 2012 | 24 years |
| River Hills Medical Plaza | Little River | SC | 0 | | 1,406 | | 1,813 | | 230 | | 1,417 | | 2,032 | | 3,449 | | 1,134 | | 2,315 | | 1999 | 2012 | 27 years |
| Mount Pleasant Medical Office Longpoint | Mount Pleasant | SC | 0 | | 670 | | 4,455 | | 1,392 | | 632 | | 5,885 | | 6,517 | | 2,757 | | 3,760 | | 2001 | 2012 | 34 years |
| Medical Arts Center of Orangeburg | Orangeburg | SC | 0 | | 823 | | 3,299 | | 588 | | 836 | | 3,874 | | 4,710 | | 1,648 | | 3,062 | | 1984 | 2012 | 28 years |
| Mary Black Westside Medical Office Bldg | Spartanburg | SC | 0 | | 291 | | 5,057 | | 626 | | 300 | | 5,674 | | 5,974 | | 2,426 | | 3,548 | | 1991 | 2012 | 31 years |
| Spartanburg ASC | Spartanburg | SC | 0 | | 1,333 | | 15,756 | | 0 | | 1,333 | | 15,756 | | 17,089 | | 3,085 | | 14,004 | | 2002 | 2015 | 35 years |
| Spartanburg Regional MOB | Spartanburg | SC | 0 | | 207 | | 17,963 | | 889 | | 290 | | 18,769 | | 19,059 | | 4,020 | | 15,039 | | 1986 | 2015 | 35 years |
| Wellmont Blue Ridge MOB | Bristol | TN | 0 | | 999 | | 5,027 | | 110 | | 1,032 | | 5,104 | | 6,136 | | 1,288 | | 4,848 | | 2001 | 2015 | 35 years |
| Health Park Medical Office Building | Chattanooga | TN | 0 | | 2,305 | | 8,949 | | 799 | | 2,385 | | 9,668 | | 12,053 | | 3,548 | | 8,505 | | 2004 | 2012 | 35 years |
| Peerless Crossing Medical Center | Cleveland | TN | 0 | | 1,217 | | 6,464 | | 77 | | 1,217 | | 6,541 | | 7,758 | | 2,350 | | 5,408 | | 2006 | 2012 | 35 years |
| St. Mary's Clinton Professional Office Building | Clinton | TN | 0 | | 298 | | 618 | | 121 | | 298 | | 739 | | 1,037 | | 321 | | 716 | | 1988 | 2015 | 39 years |
| St. Mary's Farragut MOB | Farragut | TN | 0 | | 221 | | 2,719 | | 257 | | 221 | | 2,976 | | 3,197 | | 881 | | 2,316 | | 1997 | 2015 | 39 years |
| Medical Center Physicians Tower | Jackson | TN | 12,346 | | 549 | | 27,074 | | 107 | | 598 | | 27,132 | | 27,730 | | 9,930 | | 17,800 | | 2010 | 2012 | 35 years |
| St. Mary's Ambulatory Surgery Center | Knoxville | TN | 0 | | 129 | | 1,012 | | 0 | | 129 | | 1,012 | | 1,141 | | 527 | | 614 | | 1999 | 2015 | 24 years |
| Texas Clinic at Arlington | Arlington | TX | 0 | | 2,781 | | 24,515 | | 909 | | 2,879 | | 25,326 | | 28,205 | | 5,291 | | 22,914 | | 2010 | 2015 | 35 years |
| Seton Medical Park Tower | Austin | TX | 0 | | 805 | | 41,527 | | 10,885 | | 1,329 | | 51,888 | | 53,217 | | 14,354 | | 38,863 | | 1968 | 2012 | 35 years |
| Seton Northwest Health Plaza | Austin | TX | 0 | | 444 | | 22,632 | | 3,980 | | 444 | | 26,612 | | 27,056 | | 8,464 | | 18,592 | | 1988 | 2012 | 35 years |
| Seton Southwest Health Plaza | Austin | TX | 0 | | 294 | | 5,311 | | 637 | | 294 | | 5,948 | | 6,242 | | 1,809 | | 4,433 | | 2004 | 2012 | 35 years |
| Seton Southwest Health Plaza II | Austin | TX | 0 | | 447 | | 10,154 | | 84 | | 447 | | 10,238 | | 10,685 | | 3,201 | | 7,484 | | 2009 | 2012 | 35 years |
| BioLife Sciences Building | Denton | TX | 0 | | 1,036 | | 6,576 | | 0 | | 1,036 | | 6,576 | | 7,612 | | 1,658 | | 5,954 | | 2010 | 2015 | 35 years |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State /
Province | Encumbrances | Land and
Improvements | Buildings and
Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and
Improvements | Buildings and
Improvements | Total | Accumulated
Depreciation | NBV | Year of
Construction | Year
Acquired | Life on
Which
Depreciation
in Income
Statement
is Computed |
| East Houston MOB, LLC | Houston | TX | 0 | | 356 | | 2,877 | | 1,242 | | 328 | | 4,147 | | 4,475 | | 3,245 | | 1,230 | | 1982 | 2011 | 15 years |
| East Houston Medical Plaza | Houston | TX | 0 | | 671 | | 426 | | 10 | | 237 | | 870 | | 1,107 | | 1,023 | | 84 | | 1982 | 2011 | 11 years |
| Memorial Hermann | Houston | TX | 0 | | 822 | | 14,307 | | 0 | | 822 | | 14,307 | | 15,129 | | 2,943 | | 12,186 | | 2012 | 2015 | 35 years |
| Scott & White Healthcare | Kingsland | TX | 0 | | 534 | | 5,104 | | 0 | | 534 | | 5,104 | | 5,638 | | 1,203 | | 4,435 | | 2012 | 2015 | 35 years |
| Lakeway Medical Plaza | Lakeway | TX | 8,969 | | 270 | | 20,169 | | 2,625 | | 270 | | 22,794 | | 23,064 | | 1,569 | | 21,495 | | 2011 | 2018 | 35 years |
| Odessa Regional MOB | Odessa | TX | 0 | | 121 | | 8,935 | | 0 | | 121 | | 8,935 | | 9,056 | | 1,911 | | 7,145 | | 2008 | 2015 | 35 years |
| Legacy Heart Center | Plano | TX | 0 | | 3,081 | | 8,890 | | 183 | | 3,081 | | 9,073 | | 12,154 | | 2,364 | | 9,790 | | 2005 | 2015 | 35 years |
| Seton Williamson Medical Plaza | Round Rock | TX | 0 | | 0 | | 15,074 | | 870 | | 0 | | 15,944 | | 15,944 | | 6,218 | | 9,726 | | 2008 | 2010 | 35 years |
| Sunnyvale Medical Plaza | Sunnyvale | TX | 0 | | 1,186 | | 15,397 | | 448 | | 1,243 | | 15,788 | | 17,031 | | 3,613 | | 13,418 | | 2009 | 2015 | 35 years |
| Texarkana ASC | Texarkana | TX | 0 | | 814 | | 5,903 | | 166 | | 814 | | 6,069 | | 6,883 | | 1,665 | | 5,218 | | 1994 | 2015 | 30 years |
| Spring Creek Medical Plaza | Tomball | TX | 0 | | 2,165 | | 8,212 | | 355 | | 2,165 | | 8,567 | | 10,732 | | 1,780 | | 8,952 | | 2006 | 2015 | 35 years |
| MRMC MOB I | Mechanicsville | VA | 0 | | 1,669 | | 7,024 | | 711 | | 1,669 | | 7,735 | | 9,404 | | 3,824 | | 5,580 | | 1993 | 2012 | 31 years |
| Henrico MOB | Richmond | VA | 0 | | 968 | | 6,189 | | 1,534 | | 359 | | 8,332 | | 8,691 | | 4,041 | | 4,650 | | 1976 | 2011 | 25 years |
| St. Mary's MOB North (Floors 6 & 7) | Richmond | VA | 0 | | 227 | | 2,961 | | 1,105 | | 227 | | 4,066 | | 4,293 | | 1,950 | | 2,343 | | 1968 | 2012 | 22 years |
| Stony Point Medical Center | Richmond | VA | 0 | | 3,822 | | 16,127 | | 807 | | 3,822 | | 16,934 | | 20,756 | | 3,537 | | 17,219 | | 2004 | 2015 | 35 years |
| St. Francis Cancer Center | Richmond | VA | 0 | | 654 | | 18,331 | | 2,385 | | 657 | | 20,713 | | 21,370 | | 4,327 | | 17,043 | | 2006 | 2015 | 35 years |
| Bonney Lake Medical Office Building | Bonney Lake | WA | 10,159 | | 5,176 | | 14,375 | | 321 | | 5,176 | | 14,696 | | 19,872 | | 5,659 | | 14,213 | | 2011 | 2012 | 35 years |
| Good Samaritan Medical Office Building | Puyallup | WA | 11,872 | | 781 | | 30,368 | | 3,233 | | 893 | | 33,489 | | 34,382 | | 10,513 | | 23,869 | | 2011 | 2012 | 35 years |
| Holy Family Hospital Central MOB | Spokane | WA | 0 | | 0 | | 19,085 | | 475 | | 0 | | 19,560 | | 19,560 | | 5,010 | | 14,550 | | 2007 | 2012 | 35 years |
| Physician's Pavilion | Vancouver | WA | 0 | | 1,411 | | 32,939 | | 1,388 | | 1,450 | | 34,288 | | 35,738 | | 12,059 | | 23,679 | | 2001 | 2011 | 35 years |
| Administration Building | Vancouver | WA | 0 | | 296 | | 7,856 | | 59 | | 317 | | 7,894 | | 8,211 | | 2,743 | | 5,468 | | 1972 | 2011 | 35 years |
| Medical Center Physician's Building | Vancouver | WA | 0 | | 1,225 | | 31,246 | | 4,257 | | 1,488 | | 35,240 | | 36,728 | | 12,541 | | 24,187 | | 1980 | 2011 | 35 years |
| Memorial MOB | Vancouver | WA | 0 | | 663 | | 12,626 | | 1,621 | | 690 | | 14,220 | | 14,910 | | 5,054 | | 9,856 | | 1999 | 2011 | 35 years |
| Salmon Creek MOB | Vancouver | WA | 0 | | 1,325 | | 9,238 | | 607 | | 1,325 | | 9,845 | | 11,170 | | 3,441 | | 7,729 | | 1994 | 2011 | 35 years |
| Fisher's Landing MOB | Vancouver | WA | 0 | | 1,590 | | 5,420 | | 457 | | 1,613 | | 5,854 | | 7,467 | | 2,415 | | 5,052 | | 1995 | 2011 | 34 years |
| Columbia Medical Plaza | Vancouver | WA | 0 | | 281 | | 5,266 | | 544 | | 331 | | 5,760 | | 6,091 | | 2,141 | | 3,950 | | 1991 | 2011 | 35 years |
| Appleton Heart Institute | Appleton | WI | 0 | | 0 | | 7,775 | | 46 | | 0 | | 7,821 | | 7,821 | | 2,691 | | 5,130 | | 2003 | 2010 | 39 years |
| Appleton Medical Offices West | Appleton | WI | 0 | | 0 | | 5,756 | | 1,146 | | 0 | | 6,902 | | 6,902 | | 2,283 | | 4,619 | | 1989 | 2010 | 39 years |
| Appleton Medical Offices South | Appleton | WI | 0 | | 0 | | 9,058 | | 537 | | 0 | | 9,595 | | 9,595 | | 3,416 | | 6,179 | | 1983 | 2010 | 39 years |
| Brookfield Clinic | Brookfield | WI | 0 | | 2,638 | | 4,093 | | (2,198) | | 440 | | 4,093 | | 4,533 | | 1,810 | | 2,723 | | 1999 | 2011 | 35 years |
| Lakeshore Medical Clinic - Franklin | Franklin | WI | 0 | | 1,973 | | 7,579 | | 149 | | 2,029 | | 7,672 | | 9,701 | | 1,947 | | 7,754 | | 2008 | 2015 | 34 years |
| Lakeshore Medical Clinic - Greenfield | Greenfield | WI | 0 | | 1,223 | | 13,387 | | 126 | | 1,223 | | 13,513 | | 14,736 | | 2,795 | | 11,941 | | 2010 | 2015 | 35 years |
| Aurora Health Care - Hartford | Hartford | WI | 0 | | 3,706 | | 22,019 | | 0 | | 3,706 | | 22,019 | | 25,725 | | 5,165 | | 20,560 | | 2006 | 2015 | 35 years |
| Hartland Clinic | Hartland | WI | 0 | | 321 | | 5,050 | | 0 | | 321 | | 5,050 | | 5,371 | | 1,919 | | 3,452 | | 1994 | 2011 | 35 years |
| Aurora Healthcare - Kenosha | Kenosha | WI | 0 | | 7,546 | | 19,155 | | 0 | | 7,546 | | 19,155 | | 26,701 | | 4,590 | | 22,111 | | 2014 | 2015 | 35 years |
| Univ of Wisconsin Health | Monona | WI | 0 | | 678 | | 8,017 | | 202 | | 678 | | 8,219 | | 8,897 | | 2,050 | | 6,847 | | 2011 | 2015 | 35 years |
| Theda Clark Medical Center Office Pavilion | Neenah | WI | 0 | | 0 | | 7,080 | | 1,216 | | 0 | | 8,296 | | 8,296 | | 2,861 | | 5,435 | | 1993 | 2010 | 39 years |
| Aylward Medical Building Condo Floors 3 & 4 | Neenah | WI | 0 | | 0 | | 4,462 | | 250 | | 0 | | 4,712 | | 4,712 | | 1,762 | | 2,950 | | 2006 | 2010 | 39 years |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State /
Province | Encumbrances | Land and
Improvements | Buildings and
Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and
Improvements | Buildings and
Improvements | Total | Accumulated
Depreciation | NBV | Year of
Construction | Year
Acquired | Life on
Which
Depreciation
in Income
Statement
is Computed |
| Aurora Health Care - Neenah | Neenah | WI | 0 | | 2,033 | | 9,072 | | 0 | | 2,033 | | 9,072 | | 11,105 | | 2,284 | | 8,821 | | 2006 | 2015 | 35 years |
| New Berlin Clinic | New Berlin | WI | 0 | | 678 | | 7,121 | | 0 | | 678 | | 7,121 | | 7,799 | | 2,913 | | 4,886 | | 1999 | 2011 | 35 years |
| United Healthcare - Onalaska | Onalaska | WI | 0 | | 4,623 | | 5,527 | | 38 | | 4,623 | | 5,565 | | 10,188 | | 1,807 | | 8,381 | | 1995 | 2015 | 35 years |
| WestWood Health & Fitness | Pewaukee | WI | 0 | | 823 | | 11,649 | | 0 | | 823 | | 11,649 | | 12,472 | | 4,763 | | 7,709 | | 1997 | 2011 | 35 years |
| Aurora Health Care - Two Rivers | Two Rivers | WI | 0 | | 5,638 | | 25,308 | | 0 | | 5,638 | | 25,308 | | 30,946 | | 5,983 | | 24,963 | | 2006 | 2015 | 35 years |
| Watertown Clinic | Watertown | WI | 0 | | 166 | | 3,234 | | 0 | | 166 | | 3,234 | | 3,400 | | 1,184 | | 2,216 | | 2003 | 2011 | 35 years |
| Southside Clinic | Waukesha | WI | 0 | | 218 | | 5,273 | | 0 | | 218 | | 5,273 | | 5,491 | | 1,950 | | 3,541 | | 1997 | 2011 | 35 years |
| Rehabilitation Hospital | Waukesha | WI | 0 | | 372 | | 15,636 | | 0 | | 372 | | 15,636 | | 16,008 | | 5,114 | | 10,894 | | 2008 | 2011 | 35 years |
| United Healthcare - Wauwatosa | Wawatosa | WI | 0 | | 8,012 | | 15,992 | | 76 | | 8,012 | | 16,068 | | 24,080 | | 4,634 | | 19,446 | | 1995 | 2015 | 35 years |
| TOTAL FOR MEDICAL OFFICE BUILDINGS | | | 386,320 | | 376,960 | | 4,168,796 | | 461,561 | | 372,864 | | 4,634,453 | | 5,007,317 | | 1,477,051 | | 3,530,266 | | | | |
| LIFE SCIENCES OFFICE BUILDINGS | | | | | | | | | | | | | | |
| 300 George Street | New Haven | CT | 0 | | 2,262 | | 122,144 | | 7,780 | | 2,582 | | 129,604 | | 132,186 | | 12,486 | | 119,700 | | 2014 | 2016 | 50 years |
| Univ. of Miami Life Science and Technology Park | Miami | FL | 0 | | 2,249 | | 87,019 | | 6,325 | | 2,253 | | 93,340 | | 95,593 | | 11,326 | | 84,267 | | 2014 | 2016 | 53 years |
| IIT | Chicago | IL | 0 | | 30 | | 55,620 | | 1,061 | | 30 | | 56,681 | | 56,711 | | 5,923 | | 50,788 | | 2006 | 2016 | 46 years |
| University of Maryland BioPark I Unit 1 | Baltimore | MD | 0 | | 113 | | 25,199 | | 819 | | 113 | | 26,018 | | 26,131 | | 2,607 | | 23,524 | | 2005 | 2016 | 50 years |
| University of Maryland BioPark II | Baltimore | MD | 0 | | 61 | | 91,764 | | 5,363 | | 61 | | 97,127 | | 97,188 | | 10,331 | | 86,857 | | 2007 | 2016 | 50 years |
| University of Maryland BioPark Garage | Baltimore | MD | 0 | | 77 | | 4,677 | | 443 | | 77 | | 5,120 | | 5,197 | | 897 | | 4,300 | | 2007 | 2016 | 29 years |
| Tributary Street | Baltimore | MD | 0 | | 4,015 | | 15,905 | | 597 | | 4,015 | | 16,502 | | 20,517 | | 2,378 | | 18,139 | | 1998 | 2016 | 45 years |
| Beckley Street | Baltimore | MD | 0 | | 2,813 | | 13,481 | | 832 | | 2,813 | | 14,313 | | 17,126 | | 2,104 | | 15,022 | | 1999 | 2016 | 45 years |
| University of Maryland BioPark III | Baltimore | MD | 0 | | 1,067 | | 857 | | 0 | | 1,067 | | 857 | | 1,924 | | 6 | | 1,918 | | CIP | CIP | CIP |
| Heritage at 4240 | Saint Louis | MO | 0 | | 403 | | 47,125 | | 1,258 | | 452 | | 48,334 | | 48,786 | | 6,511 | | 42,275 | | 2013 | 2016 | 45 years |
| Cortex 1 | Saint Louis | MO | 0 | | 631 | | 26,543 | | 1,172 | | 631 | | 27,715 | | 28,346 | | 3,758 | | 24,588 | | 2005 | 2016 | 50 years |
| BRDG Park | Saint Louis | MO | 0 | | 606 | | 37,083 | | 2,246 | | 606 | | 39,329 | | 39,935 | | 4,480 | | 35,455 | | 2009 | 2016 | 52 years |
| 4220 Duncan Avenue | St Louis | MO | 0 | | 1,871 | | 35,044 | | 9,974 | | 1,871 | | 45,018 | | 46,889 | | 7,105 | | 39,784 | | 2018 | 2018 | 35 years |
| 311 South Sarah Street | St. Louis | MO | 0 | | 5,154 | | 0 | | 0 | | 5,154 | | 0 | | 5,154 | | 314 | | 4,840 | | CIP | CIP | CIP |
| 4300 Duncan | St. Louis | MO | 0 | | 2,818 | | 46,749 | | 18 | | 2,818 | | 46,767 | | 49,585 | | 4,830 | | 44,755 | | 2008 | 2017 | 35 years |
| Weston Parkway | Cary | NC | 0 | | 1,372 | | 6,535 | | 1,743 | | 1,372 | | 8,278 | | 9,650 | | 1,489 | | 8,161 | | 1990 | 2016 | 50 years |
| Patriot Drive | Durham | NC | 0 | | 1,960 | | 10,749 | | 378 | | 1,960 | | 11,127 | | 13,087 | | 1,364 | | 11,723 | | 2010 | 2016 | 50 years |
| Chesterfield | Durham | NC | 0 | | 3,594 | | 57,781 | | 5,558 | | 3,619 | | 63,314 | | 66,933 | | 14,396 | | 52,537 | | 2017 | 2017 | 60 years |
| Paramount Parkway | Morrisville | NC | 0 | | 1,016 | | 19,794 | | 617 | | 1,016 | | 20,411 | | 21,427 | | 2,824 | | 18,603 | | 1999 | 2016 | 45 years |
| Center for Technology & Innovation | Raleigh | NC | 0 | | 786 | | 50,674 | | 0 | | 786 | | 50,674 | | 51,460 | | 1,400 | | 50,060 | | 2016 | 2020 | 35 years |
| Keystone Science Center | Raleigh | NC | 0 | | 408 | | 25,841 | | 0 | | 408 | | 25,841 | | 26,249 | | 715 | | 25,534 | | 2010 | 2020 | 35 years |
| Wake 90 | Winston-Salem | NC | 0 | | 2,752 | | 79,949 | | 1,757 | | 2,752 | | 81,706 | | 84,458 | | 10,584 | | 73,874 | | 2013 | 2016 | 40 years |
| Wake 60 | Winston-Salem | NC | 15,000 | | 1,243 | | 83,414 | | 1,370 | | 1,243 | | 84,784 | | 86,027 | | 12,079 | | 73,948 | | 2016 | 2016 | 35 years |
| Bailey Power Plant | Winston-Salem | NC | 0 | | 1,930 | | 34,122 | | 249 | | 846 | | 35,455 | | 36,301 | | 4,359 | | 31,942 | | 2017 | 2017 | 35 years |
| Hershey Center Unit 1 | Hummelstown | PA | 0 | | 813 | | 23,699 | | 965 | | 819 | | 24,658 | | 25,477 | | 2,882 | | 22,595 | | 2007 | 2016 | 50 years |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State /
Province | Encumbrances | Land and
Improvements | Buildings and
Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and
Improvements | Buildings and
Improvements | Total | Accumulated
Depreciation | NBV | Year of
Construction | Year
Acquired | Life on
Which
Depreciation
in Income
Statement
is Computed |
| 3737 Market Street | Philadelphia | PA | 66,108 | | 40 | | 141,981 | | 6,298 | | 40 | | 148,279 | | 148,319 | | 12,988 | | 135,331 | | 2014 | 2016 | 54 years |
| 3711 Market Street | Philadelphia | PA | 0 | | 12,320 | | 69,278 | | 7,168 | | 12,320 | | 76,446 | | 88,766 | | 8,524 | | 80,242 | | 2008 | 2016 | 48 years |
| 3675 Market Street | Philadelphia | PA | 116,166 | | 11,370 | | 109,846 | | 43,802 | | 11,370 | | 153,648 | | 165,018 | | 15,679 | | 149,339 | | 2018 | 2018 | 35 years |
| 3701 Filbert Street | Philadelphia | PA | 0 | | 3,627 | | 0 | | 0 | | 3,627 | | 0 | | 3,627 | | 251 | | 3,376 | | CIP | CIP | CIP |
| 115 North 38th Street | Philadelphia | PA | 0 | | 2,163 | | 0 | | 0 | | 2,163 | | 0 | | 2,163 | | 149 | | 2,014 | | CIP | CIP | CIP |
| 225 North 38th Street | Philadelphia | PA | 0 | | 9,965 | | 5,387 | | 0 | | 9,965 | | 5,387 | | 15,352 | | 683 | | 14,669 | | CIP | CIP | CIP |
| 3401 Market Street | Philadelphia | PA | 0 | | 4,500 | | 22,157 | | 307 | | 4,533 | | 22,431 | | 26,964 | | 1,574 | | 25,390 | | 1923 | 2018 | 35 years |
| 75 N. 38th Street (6799) | Philadelphia | PA | 0 | | 9,432 | | 0 | | 0 | | 9,432 | | 0 | | 9,432 | | 0 | | 9,432 | | N/A | 2019 | N/A |
| South Street Landing | Providence | RI | 0 | | 6,358 | | 111,797 | | (1,053) | | 6,358 | | 110,744 | | 117,102 | | 6,067 | | 111,035 | | 2017 | 2017 | 45 years |
| 2/3 Davol Square | Providence | RI | 0 | | 4,537 | | 6,886 | | 9,259 | | 4,656 | | 16,026 | | 20,682 | | 2,796 | | 17,886 | | 2005 | 2017 | 15 years |
| One Ship Street | Providence | RI | 0 | | 1,943 | | 1,734 | | (29) | | 1,943 | | 1,705 | | 3,648 | | 268 | | 3,380 | | 1980 | 2017 | 25 years |
| Brown Academic/R&D Building | Providence | RI | 47,294 | | 0 | | 68,335 | | (8,713) | | 0 | | 59,622 | | 59,622 | | 2,611 | | 57,011 | | 2019 | 2019 | 35 years |
| Providence Phase 2 | Providence | RI | 0 | | 2,251 | | 0 | | 0 | | 2,251 | | 0 | | 2,251 | | 0 | | 2,251 | | CIP | CIP | CIP |
| Wexford Biotech 8 | Richmond | VA | 0 | | 2,615 | | 85,514 | | 5,564 | | 2,615 | | 91,078 | | 93,693 | | 11,713 | | 81,980 | | 2012 | 2017 | 35 years |
| VTR Pre Development Expense | | | 0 | | 0 | | 23,358 | | 0 | | 0 | | 23,358 | | 23,358 | | 0 | | 23,358 | | CIP | CIP | CIP |
| TOTAL FOR LIFE SCIENCES OFFICE BUILDINGS | | | 244,568 | | 111,165 | | 1,648,041 | | 113,128 | | 110,637 | | 1,761,697 | | 1,872,334 | | 190,451 | | 1,681,883 | | | | |
| TOTAL FOR OFFICE | | | 630,888 | | 488,125 | | 5,816,837 | | 574,689 | | 483,501 | | 6,396,150 | | 6,879,651 | | 1,667,502 | | 5,212,149 | | | | |
| TOTAL FOR ALL PROPERTIES | | | $ | 2,220,206 | | $ | 2,246,273 | | $ | 22,949,998 | | $ | 1,654,171 | | $ | 2,261,415 | | $ | 24,589,027 | | $ | 26,850,442 | | $ | 6,967,413 | | $ | 19,883,029 | | | | |
|
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State / Province | Encumbrances | Land and Improvements | Buildings and Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and Improvements | Buildings and Improvements | Total | Accumulated Depreciation | NBV | Year of Construction | Year Acquired | Life on Which Depreciation in Income Statement is Computed |
| Kindred Hospital - Philadelphia | Philadelphia | PA | — |
| 135 |
| 5,223 |
| — |
| 135 |
| 5,223 |
| 5,358 |
| 3,807 |
| 1,551 |
| 1960 | 1995 | 35 years |
| Kindred Hospital - Chattanooga | Chattanooga | TN | — |
| 756 |
| 4,415 |
| — |
| 756 |
| 4,415 |
| 5,171 |
| 4,288 |
| 883 |
| 1975 | 1993 | 22 years |
| Ardent Harrington Cancer Center | Amarillo | TX | — |
| 974 |
| 7,752 |
| — |
| 974 |
| 7,752 |
| 8,726 |
| — |
| 8,726 |
| CIP | CIP | CIP |
| Rehabilitation Hospital of Dallas | Dallas | TX | — |
| 2,318 |
| 38,702 |
| — |
| 2,318 |
| 38,702 |
| 41,020 |
| 6,054 |
| 34,966 |
| 2009 | 2015 | 35 years |
| Baylor Institute for Rehabilitation - Ft. Worth TX | Fort Worth | TX | — |
| 2,071 |
| 16,018 |
| — |
| 2,071 |
| 16,018 |
| 18,089 |
| 2,719 |
| 15,370 |
| 2008 | 2015 | 35 years |
| Kindred Hospital - Tarrant County (Fort Worth Southwest) | Fort Worth | TX | — |
| 2,342 |
| 7,458 |
| — |
| 2,342 |
| 7,458 |
| 9,800 |
| 7,507 |
| 2,293 |
| 1987 | 1986 | 20 years |
| Rehabilitation Hospital The Vintage | Houston | TX | — |
| 1,838 |
| 34,832 |
| — |
| 1,838 |
| 34,832 |
| 36,670 |
| 5,714 |
| 30,956 |
| 2012 | 2015 | 35 years |
| Kindred Hospital (Houston Northwest) | Houston | TX | — |
| 1,699 |
| 6,788 |
| — |
| 1,699 |
| 6,788 |
| 8,487 |
| 6,080 |
| 2,407 |
| 1986 | 1985 | 40 years |
| Kindred Hospital - Houston | Houston | TX | — |
| 33 |
| 7,062 |
| — |
| 33 |
| 7,062 |
| 7,095 |
| 6,726 |
| 369 |
| 1972 | 1994 | 20 years |
| Kindred Hospital - Mansfield | Mansfield | TX | — |
| 267 |
| 2,462 |
| — |
| 267 |
| 2,462 |
| 2,729 |
| 2,127 |
| 602 |
| 1983 | 1990 | 40 years |
| Select Rehabilitation - San Antonio TX | San Antonio | TX | — |
| 1,859 |
| 18,301 |
| — |
| 1,859 |
| 18,301 |
| 20,160 |
| 3,046 |
| 17,114 |
| 2010 | 2015 | 35 years |
| Kindred Hospital - San Antonio | San Antonio | TX | — |
| 249 |
| 11,413 |
| — |
| 249 |
| 11,413 |
| 11,662 |
| 10,236 |
| 1,426 |
| 1981 | 1993 | 30 years |
| TOTAL FOR SPECIALTY HOSPITALS | | | — |
| 48,035 |
| 412,874 |
| 68 |
| 47,035 |
| 413,942 |
| 460,977 |
| 239,378 |
| 221,599 |
| | | |
| SKILLED NURSING FACILITIES | | |
|
| |
| |
| |
| |
| |
| | |
| | | | |
| Englewood Post Acute and Rehabilitation | Englewood | CO | — |
| 241 |
| 2,180 |
| 194 |
| 241 |
| 2,374 |
| 2,615 |
| 2,161 |
| 454 |
| 1960 | 1995 | 30 years |
| Brookdale Lisle SNF | Lisle | IL | — |
| 730 |
| 9,270 |
| 711 |
| 910 |
| 9,801 |
| 10,711 |
| 3,363 |
| 7,348 |
| 1990 | 2009 | 35 years |
| Lopatcong Center | Phillipsburg | NJ | — |
| 1,490 |
| 12,336 |
| — |
| 1,490 |
| 12,336 |
| 13,826 |
| 6,815 |
| 7,011 |
| 1982 | 2004 | 30 years |
| The Belvedere | Chester | PA | — |
| 822 |
| 7,203 |
| — |
| 822 |
| 7,203 |
| 8,025 |
| 3,970 |
| 4,055 |
| 1899 | 2004 | 30 years |
| Pennsburg Manor | Pennsburg | PA | — |
| 1,091 |
| 7,871 |
| — |
| 1,091 |
| 7,871 |
| 8,962 |
| 4,384 |
| 4,578 |
| 1982 | 2004 | 30 years |
| Chapel Manor | Philadelphia | PA | — |
| 1,595 |
| 13,982 |
| 1,358 |
| 1,595 |
| 15,340 |
| 16,935 |
| 9,036 |
| 7,899 |
| 1948 | 2004 | 30 years |
| Wayne Center | Strafford | PA | — |
| 662 |
| 6,872 |
| 850 |
| 662 |
| 7,722 |
| 8,384 |
| 4,616 |
| 3,768 |
| 1897 | 2004 | 30 years |
| Everett Rehabilitation & Care | Everett | WA | — |
| 2,750 |
| 27,337 |
| — |
| 2,750 |
| 27,337 |
| 30,087 |
| 7,058 |
| 23,029 |
| 1995 | 2011 | 35 years |
| Beacon Hill Rehabilitation | Longview | WA | — |
| 145 |
| 2,563 |
| 171 |
| 145 |
| 2,734 |
| 2,879 |
| 2,589 |
| 290 |
| 1955 | 1992 | 29 years |
| Columbia Crest Care & Rehabilitation Center | Moses Lake | WA | — |
| 660 |
| 17,439 |
| — |
| 660 |
| 17,439 |
| 18,099 |
| 4,575 |
| 13,524 |
| 1972 | 2011 | 35 years |
| Lake Ridge Solana Alzheimer's Care Center | Moses Lake | WA | — |
| 660 |
| 8,866 |
| — |
| 660 |
| 8,866 |
| 9,526 |
| 2,408 |
| 7,118 |
| 1988 | 2011 | 35 years |
| Rainier Rehabilitation | Puyallup | WA | — |
| 520 |
| 4,780 |
| 305 |
| 520 |
| 5,085 |
| 5,605 |
| 3,676 |
| 1,929 |
| 1986 | 1991 | 40 years |
| Logan Center | Logan | WV | — |
| 300 |
| 12,959 |
| — |
| 300 |
| 12,959 |
| 13,259 |
| 3,344 |
| 9,915 |
| 1987 | 2011 | 35 years |
| Ravenswood Healthcare Center | Ravenswood | WV | — |
| 320 |
| 12,710 |
| — |
| 320 |
| 12,710 |
| 13,030 |
| 3,293 |
| 9,737 |
| 1987 | 2011 | 35 years |
| Valley Center | South Charleston | WV | — |
| 750 |
| 24,115 |
| — |
| 750 |
| 24,115 |
| 24,865 |
| 6,302 |
| 18,563 |
| 1987 | 2011 | 35 years |
| White Sulphur | White Sulphur Springs | WV | — |
| 250 |
| 13,055 |
| — |
| 250 |
| 13,055 |
| 13,305 |
| 3,401 |
| 9,904 |
| 1987 | 2011 | 35 years |
| TOTAL FOR SKILLED NURSING FACILITIES | | | — |
| 12,986 |
| 183,538 |
| 3,589 |
| 13,166 |
| 186,947 |
| 200,113 |
| 70,991 |
| 129,122 |
| | | |
| | | | | | | | | | | | | | | |
| GENERAL ACUTE CARE | | |
| | | | | | | | | | |
|
| Lovelace Medical Center Downtown | Albuquerque | NM | — |
| 9,840 |
| 154,017 |
| 9,763 |
| 9,928 |
| 163,692 |
| 173,620 |
| 24,502 |
| 149,118 |
| 1968 | 2015 | 33.5 years |
| Lovelace Westside Hospital | Albuquerque | NM | — |
| 10,107 |
| 13,576 |
| 2,133 |
| 10,107 |
| 15,709 |
| 25,816 |
| 5,451 |
| 20,365 |
| 1984 | 2015 | 20 years |
|
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State / Province | Encumbrances | Land and Improvements | Buildings and Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and Improvements | Buildings and Improvements | Total | Accumulated Depreciation | NBV | Year of Construction | Year Acquired | Life on Which Depreciation in Income Statement is Computed |
| Lovelace Women's Hospital | Albuquerque | NM | — |
| 7,236 |
| 175,142 |
| 20,075 |
| 7,236 |
| 195,217 |
| 202,453 |
| 19,417 |
| 183,036 |
| 1983 | 2015 | 47 years |
| Roswell Regional Hospital | Roswell | NM | — |
| 2,560 |
| 41,125 |
| 2,186 |
| 2,560 |
| 43,311 |
| 45,871 |
| 4,662 |
| 41,209 |
| 2007 | 2015 | 47 years |
| Hillcrest Hospital Claremore | Claremore | OK | — |
| 3,623 |
| 23,864 |
| 638 |
| 3,623 |
| 24,502 |
| 28,125 |
| 3,296 |
| 24,829 |
| 1955 | 2015 | 40 years |
| Bailey Medical Center | Owasso | OK | — |
| 4,964 |
| 7,059 |
| 155 |
| 4,964 |
| 7,214 |
| 12,178 |
| 1,484 |
| 10,694 |
| 2006 | 2015 | 32.5 years |
| Hillcrest Medical Center | Tulsa | OK | — |
| 28,319 |
| 215,959 |
| 12,718 |
| 28,319 |
| 228,677 |
| 256,996 |
| 32,698 |
| 224,298 |
| 1928 | 2015 | 34 years |
| Hillcrest Hospital South | Tulsa | OK | — |
| 17,026 |
| 112,231 |
| 1,016 |
| 17,026 |
| 113,247 |
| 130,273 |
| 13,703 |
| 116,570 |
| 1999 | 2015 | 40 years |
| SouthCreek Medical Plaza | Tulsa | OK | — |
| 2,943 |
| 17,860 |
| 599 |
| 2,943 |
| 18,459 |
| 21,402 |
| 819 |
| 20,583 |
| 2003 | 2018 | 35 years |
| Baptist St. Anthony's Hospital | Amarillo | TX | — |
| 13,779 |
| 357,733 |
| 26,812 |
| 13,015 |
| 385,309 |
| 398,324 |
| 39,473 |
| 358,851 |
| 1967 | 2015 | 44.5 years |
| Spire Hull and East Riding Hospital | Anlaby | HUL | — |
| 3,194 |
| 81,613 |
| (12,561 | ) | 2,721 |
| 69,525 |
| 72,246 |
| 8,167 |
| 64,079 |
| 2010 | 2014 | 50 years |
| Spire Fylde Coast Hospital | Blackpool | LAN | — |
| 2,446 |
| 28,896 |
| (4,642 | ) | 2,084 |
| 24,616 |
| 26,700 |
| 2,934 |
| 23,766 |
| 1980 | 2014 | 50 years |
| Spire Clare Park Hospital | Farnham | SUR | — |
| 6,263 |
| 26,119 |
| (4,797 | ) | 5,335 |
| 22,250 |
| 27,585 |
| 2,757 |
| 24,828 |
| 2009 | 2014 | 50 years |
| TOTAL FOR GENERAL ACUTE CARE | | | — |
| 112,300 |
| 1,255,194 |
| 54,095 |
| 109,861 |
| 1,311,728 |
| 1,421,589 |
| 159,363 |
| 1,262,226 |
| | | |
| BROOKDALE SENIORS HOUSING COMMUNITIES | | | | | | | | | | | | | | |
| Brookdale Chandler Ray Road | Chandler | AZ | — |
| 2,000 |
| 6,538 |
| 178 |
| 2,000 |
| 6,716 |
| 8,716 |
| 1,836 |
| 6,880 |
| 1998 | 2011 | 35 years |
| Brookdale Springs Mesa | Mesa | AZ | — |
| 2,747 |
| 24,918 |
| 1,401 |
| 2,751 |
| 26,315 |
| 29,066 |
| 12,087 |
| 16,979 |
| 1986 | 2005 | 35 years |
| Brookdale East Arbor | Mesa | AZ | — |
| 655 |
| 6,998 |
| 196 |
| 711 |
| 7,138 |
| 7,849 |
| 3,377 |
| 4,472 |
| 1998 | 2005 | 35 years |
| Brookdale Oro Valley | Oro Valley | AZ | — |
| 666 |
| 6,169 |
| — |
| 666 |
| 6,169 |
| 6,835 |
| 2,966 |
| 3,869 |
| 1998 | 2005 | 35 years |
| Brookdale Peoria | Peoria | AZ | — |
| 598 |
| 4,872 |
| 670 |
| 650 |
| 5,490 |
| 6,140 |
| 2,346 |
| 3,794 |
| 1998 | 2005 | 35 years |
| Brookdale Tempe | Tempe | AZ | — |
| 611 |
| 4,066 |
| 150 |
| 611 |
| 4,216 |
| 4,827 |
| 1,960 |
| 2,867 |
| 1997 | 2005 | 35 years |
| Brookdale East Tucson | Tucson | AZ | — |
| 506 |
| 4,745 |
| 50 |
| 556 |
| 4,745 |
| 5,301 |
| 2,282 |
| 3,019 |
| 1998 | 2005 | 35 years |
| Brookdale Anaheim | Anaheim | CA | — |
| 2,464 |
| 7,908 |
| 95 |
| 2,464 |
| 8,003 |
| 10,467 |
| 3,598 |
| 6,869 |
| 1977 | 2005 | 35 years |
| Brookdale Redwood City | Redwood City | CA | — |
| 7,669 |
| 66,691 |
| 422 |
| 7,719 |
| 67,063 |
| 74,782 |
| 32,460 |
| 42,322 |
| 1988 | 2005 | 35 years |
| Brookdale San Jose | San Jose | CA | — |
| 6,240 |
| 66,329 |
| 14,386 |
| 6,250 |
| 80,705 |
| 86,955 |
| 34,064 |
| 52,891 |
| 1987 | 2005 | 35 years |
| Brookdale San Marcos | San Marcos | CA | — |
| 4,288 |
| 36,204 |
| 235 |
| 4,314 |
| 36,413 |
| 40,727 |
| 17,723 |
| 23,004 |
| 1987 | 2005 | 35 years |
| Brookdale Tracy | Tracy | CA | — |
| 1,110 |
| 13,296 |
| 521 |
| 1,110 |
| 13,817 |
| 14,927 |
| 5,758 |
| 9,169 |
| 1986 | 2005 | 35 years |
| Brookdale Boulder Creek | Boulder | CO | — |
| 1,290 |
| 20,683 |
| 402 |
| 1,414 |
| 20,961 |
| 22,375 |
| 5,489 |
| 16,886 |
| 1985 | 2011 | 35 years |
| Brookdale Vista Grande | Colorado Springs | CO | — |
| 715 |
| 9,279 |
| — |
| 715 |
| 9,279 |
| 9,994 |
| 4,462 |
| 5,532 |
| 1997 | 2005 | 35 years |
| Brookdale El Camino | Pueblo | CO | — |
| 840 |
| 9,403 |
| 76 |
| 874 |
| 9,445 |
| 10,319 |
| 4,523 |
| 5,796 |
| 1997 | 2005 | 35 years |
| Brookdale Farmington | Farmington | CT | — |
| 3,995 |
| 36,310 |
| 492 |
| 4,016 |
| 36,781 |
| 40,797 |
| 17,572 |
| 23,225 |
| 1984 | 2005 | 35 years |
| Brookdale South Windsor | South Windsor | CT | — |
| 2,187 |
| 12,682 |
| 88 |
| 2,198 |
| 12,759 |
| 14,957 |
| 5,726 |
| 9,231 |
| 1999 | 2004 | 35 years |
| Brookdale Chatfield | West Hartford | CT | — |
| 2,493 |
| 22,833 |
| 23,667 |
| 2,493 |
| 46,500 |
| 48,993 |
| 13,584 |
| 35,409 |
| 1989 | 2005 | 35 years |
| Brookdale Bonita Springs | Bonita Springs | FL | — |
| 1,540 |
| 10,783 |
| 726 |
| 1,594 |
| 11,455 |
| 13,049 |
| 5,185 |
| 7,864 |
| 1989 | 2005 | 35 years |
| Brookdale West Boynton Beach | Boynton Beach | FL | — |
| 2,317 |
| 16,218 |
| 903 |
| 2,347 |
| 17,091 |
| 19,438 |
| 7,572 |
| 11,866 |
| 1999 | 2005 | 35 years |
| Brookdale Deer Creek AL/MC | Deerfield Beach | FL | — |
| 1,399 |
| 9,791 |
| 18 |
| 1,399 |
| 9,809 |
| 11,208 |
| 4,850 |
| 6,358 |
| 1999 | 2005 | 35 years |
| Brookdale Fort Myers The Colony | Fort Myers | FL | — |
| 1,510 |
| 7,862 |
| 390 |
| 1,510 |
| 8,252 |
| 9,762 |
| 2,059 |
| 7,703 |
| 1996 | 2011 | 35 years |
| Brookdale Avondale | Jacksonville | FL | — |
| 860 |
| 16,745 |
| 140 |
| 860 |
| 16,885 |
| 17,745 |
| 4,256 |
| 13,489 |
| 1997 | 2011 | 35 years |
|
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State / Province | Encumbrances | Land and Improvements | Buildings and Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and Improvements | Buildings and Improvements | Total | Accumulated Depreciation | NBV | Year of Construction | Year Acquired | Life on Which Depreciation in Income Statement is Computed |
| Brookdale Crown Point | Jacksonville | FL | — |
| 1,300 |
| 9,659 |
| 567 |
| 1,300 |
| 10,226 |
| 11,526 |
| 2,493 |
| 9,033 |
| 1997 | 2011 | 35 years |
| Brookdale Jensen Beach | Jensen Beach | FL | — |
| 1,831 |
| 12,820 |
| 639 |
| 1,831 |
| 13,459 |
| 15,290 |
| 6,113 |
| 9,177 |
| 1999 | 2005 | 35 years |
| Brookdale Ormond Beach West | Ormond Beach | FL | — |
| 1,660 |
| 9,738 |
| 27 |
| 1,660 |
| 9,765 |
| 11,425 |
| 2,530 |
| 8,895 |
| 1997 | 2011 | 35 years |
| Brookdale Palm Coast | Palm Coast | FL | — |
| 470 |
| 9,187 |
| — |
| 470 |
| 9,187 |
| 9,657 |
| 2,399 |
| 7,258 |
| 1997 | 2011 | 35 years |
| Brookdale Pensacola | Pensacola | FL | — |
| 633 |
| 6,087 |
| 11 |
| 633 |
| 6,098 |
| 6,731 |
| 2,929 |
| 3,802 |
| 1998 | 2005 | 35 years |
| Brookdale Rotonda | Rotonda West | FL | — |
| 1,740 |
| 4,331 |
| 170 |
| 1,740 |
| 4,501 |
| 6,241 |
| 1,348 |
| 4,893 |
| 1997 | 2011 | 35 years |
| Brookdale Centre Pointe Boulevard | Tallahassee | FL | — |
| 667 |
| 6,168 |
| — |
| 667 |
| 6,168 |
| 6,835 |
| 2,966 |
| 3,869 |
| 1998 | 2005 | 35 years |
| Brookdale Tavares | Tavares | FL | — |
| 280 |
| 15,980 |
| — |
| 280 |
| 15,980 |
| 16,260 |
| 4,058 |
| 12,202 |
| 1997 | 2011 | 35 years |
| Brookdale West Melbourne MC | West Melbourne | FL | — |
| 586 |
| 5,481 |
| — |
| 586 |
| 5,481 |
| 6,067 |
| 2,635 |
| 3,432 |
| 2000 | 2005 | 35 years |
| Brookdale West Palm Beach | West Palm Beach | FL | — |
| 3,758 |
| 33,072 |
| 1,277 |
| 3,935 |
| 34,172 |
| 38,107 |
| 16,151 |
| 21,956 |
| 1990 | 2005 | 35 years |
| Brookdale Winter Haven MC | Winter Haven | FL | — |
| 232 |
| 3,006 |
| — |
| 232 |
| 3,006 |
| 3,238 |
| 1,445 |
| 1,793 |
| 1997 | 2005 | 35 years |
| Brookdale Winter Haven AL | Winter Haven | FL | — |
| 438 |
| 5,549 |
| 133 |
| 438 |
| 5,682 |
| 6,120 |
| 2,668 |
| 3,452 |
| 1997 | 2005 | 35 years |
| Brookdale Twin Falls | Twin Falls | ID | — |
| 703 |
| 6,153 |
| 1,065 |
| 718 |
| 7,203 |
| 7,921 |
| 2,961 |
| 4,960 |
| 1997 | 2005 | 35 years |
| Brookdale Lake Shore Drive | Chicago | IL | — |
| 11,057 |
| 107,517 |
| 6,336 |
| 11,089 |
| 113,821 |
| 124,910 |
| 53,755 |
| 71,155 |
| 1990 | 2005 | 35 years |
| Brookdale Lake View | Chicago | IL | — |
| 3,072 |
| 26,668 |
| — |
| 3,072 |
| 26,668 |
| 29,740 |
| 12,980 |
| 16,760 |
| 1950 | 2005 | 35 years |
| Brookdale Des Plaines | Des Plaines | IL | — |
| 6,871 |
| 60,165 |
| (41 | ) | 6,805 |
| 60,190 |
| 66,995 |
| 29,257 |
| 37,738 |
| 1993 | 2005 | 35 years |
| Brookdale Hoffman Estates | Hoffman Estates | IL | — |
| 3,886 |
| 44,130 |
| 3,848 |
| 4,273 |
| 47,591 |
| 51,864 |
| 20,890 |
| 30,974 |
| 1987 | 2005 | 35 years |
| Brookdale Lisle IL/AL | Lisle | IL | 33,000 |
| 7,953 |
| 70,400 |
| — |
| 7,953 |
| 70,400 |
| 78,353 |
| 34,170 |
| 44,183 |
| 1990 | 2005 | 35 years |
| Brookdale Northbrook | Northbrook | IL | — |
| 1,988 |
| 39,762 |
| 652 |
| 2,076 |
| 40,326 |
| 42,402 |
| 18,346 |
| 24,056 |
| 1999 | 2004 | 35 years |
| Brookdale Hawthorn Lakes IL/AL | Vernon Hills | IL | — |
| 4,439 |
| 35,044 |
| 624 |
| 4,480 |
| 35,627 |
| 40,107 |
| 17,362 |
| 22,745 |
| 1987 | 2005 | 35 years |
| Brookdale Hawthorn Lakes AL | Vernon Hills | IL | — |
| 1,147 |
| 10,041 |
| 401 |
| 1,175 |
| 10,414 |
| 11,589 |
| 4,885 |
| 6,704 |
| 1999 | 2005 | 35 years |
| Brookdale Richmond | Richmond | IN | — |
| 495 |
| 4,124 |
| 342 |
| 555 |
| 4,406 |
| 4,961 |
| 1,992 |
| 2,969 |
| 1998 | 2005 | 35 years |
| Brookdale Derby | Derby | KS | — |
| 440 |
| 4,422 |
| — |
| 440 |
| 4,422 |
| 4,862 |
| 1,169 |
| 3,693 |
| 1994 | 2011 | 35 years |
| Brookdale Leawood State Line | Leawood | KS | — |
| 117 |
| 5,127 |
| 224 |
| 117 |
| 5,351 |
| 5,468 |
| 2,472 |
| 2,996 |
| 2000 | 2005 | 35 years |
| Brookdale Salina Fairdale | Salina | KS | — |
| 300 |
| 5,657 |
| 150 |
| 353 |
| 5,754 |
| 6,107 |
| 1,496 |
| 4,611 |
| 1996 | 2011 | 35 years |
| Brookdale Topeka | Topeka | KS | — |
| 370 |
| 6,825 |
| — |
| 370 |
| 6,825 |
| 7,195 |
| 3,282 |
| 3,913 |
| 2000 | 2005 | 35 years |
| Brookdale Cushing Park | Framingham | MA | — |
| 5,819 |
| 33,361 |
| 2,907 |
| 5,872 |
| 36,215 |
| 42,087 |
| 15,942 |
| 26,145 |
| 1999 | 2004 | 35 years |
| Brookdale Cape Cod | Hyannis | MA | — |
| 1,277 |
| 9,063 |
| 237 |
| 1,277 |
| 9,300 |
| 10,577 |
| 3,889 |
| 6,688 |
| 1999 | 2005 | 35 years |
| Brookdale Quincy Bay | Quincy | MA | — |
| 6,101 |
| 57,862 |
| 3,566 |
| 6,216 |
| 61,313 |
| 67,529 |
| 27,935 |
| 39,594 |
| 1986 | 2005 | 35 years |
| Brookdale Delta MC | Delta Township | MI | — |
| 730 |
| 11,471 |
| 119 |
| 730 |
| 11,590 |
| 12,320 |
| 2,956 |
| 9,364 |
| 1998 | 2011 | 35 years |
| Brookdale Delta AL | Delta Township | MI | — |
| 820 |
| 3,313 |
| 30 |
| 820 |
| 3,343 |
| 4,163 |
| 1,191 |
| 2,972 |
| 1998 | 2011 | 35 years |
| Brookdale Farmington Hills North | Farmington Hills | MI | — |
| 580 |
| 10,497 |
| 91 |
| 580 |
| 10,588 |
| 11,168 |
| 3,014 |
| 8,154 |
| 1994 | 2011 | 35 years |
| Brookdale Farmington Hills North II | Farmington Hills | MI | — |
| 700 |
| 10,246 |
| — |
| 700 |
| 10,246 |
| 10,946 |
| 3,052 |
| 7,894 |
| 1994 | 2011 | 35 years |
| Brookdale Meridian AL | Haslett | MI | — |
| 1,340 |
| 6,134 |
| 288 |
| 1,367 |
| 6,395 |
| 7,762 |
| 1,715 |
| 6,047 |
| 1998 | 2011 | 35 years |
| Brookdale Grand Blanc MC | Holly | MI | — |
| 450 |
| 12,373 |
| 105 |
| 450 |
| 12,478 |
| 12,928 |
| 3,191 |
| 9,737 |
| 1998 | 2011 | 35 years |
|
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State / Province | Encumbrances | Land and Improvements | Buildings and Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and Improvements | Buildings and Improvements | Total | Accumulated Depreciation | NBV | Year of Construction | Year Acquired | Life on Which Depreciation in Income Statement is Computed |
| Brookdale Grand Blanc AL | Holly | MI | — |
| 620 |
| 14,627 |
| — |
| 620 |
| 14,627 |
| 15,247 |
| 3,789 |
| 11,458 |
| 1998 | 2011 | 35 years |
|
| | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State / Province | Encumbrances | Land and Improvements | Buildings and Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and Improvements | Buildings and Improvements | Total | Accumulated Depreciation | NBV | Year of Construction | Year Acquired | Life on Which Depreciation in Income Statement is Computed |
| Brookdale Northville | Northville | MI | — |
| 407 |
| 6,068 |
| 149 |
| 407 |
| 6,217 |
| 6,624 |
| 2,920 |
| 3,704 |
| 1996 | 2005 | 35 years |
| Brookdale Troy MC | Troy | MI | — |
| 630 |
| 17,178 |
| — |
| 630 |
| 17,178 |
| 17,808 |
| 4,398 |
| 13,410 |
| 1998 | 2011 | 35 years |
| Brookdale Troy AL | Troy | MI | — |
| 950 |
| 12,503 |
| 270 |
| 950 |
| 12,773 |
| 13,723 |
| 3,391 |
| 10,332 |
| 1998 | 2011 | 35 years |
| Brookdale Utica AL | Utica | MI | — |
| 1,142 |
| 11,808 |
| 624 |
| 1,142 |
| 12,432 |
| 13,574 |
| 5,689 |
| 7,885 |
| 1996 | 2005 | 35 years |
| Brookdale Utica MC | Utica | MI | — |
| 700 |
| 8,657 |
| 334 |
| 700 |
| 8,991 |
| 9,691 |
| 2,375 |
| 7,316 |
| 1995 | 2011 | 35 years |
| Brookdale Eden Prairie | Eden Prairie | MN | — |
| 301 |
| 6,228 |
| 763 |
| 332 |
| 6,960 |
| 7,292 |
| 2,997 |
| 4,295 |
| 1998 | 2005 | 35 years |
| Brookdale Faribault | Faribault | MN | — |
| 530 |
| 1,085 |
| — |
| 530 |
| 1,085 |
| 1,615 |
| 344 |
| 1,271 |
| 1997 | 2011 | 35 years |
| Brookdale Inver Grove Heights | Inver Grove Heights | MN | — |
| 253 |
| 2,655 |
| — |
| 253 |
| 2,655 |
| 2,908 |
| 1,277 |
| 1,631 |
| 1997 | 2005 | 35 years |
| Brookdale Mankato | Mankato | MN | — |
| 490 |
| 410 |
| — |
| 490 |
| 410 |
| 900 |
| 239 |
| 661 |
| 1996 | 2011 | 35 years |
| Brookdale Edina | Minneapolis | MN | 15,040 |
| 3,621 |
| 33,141 |
| 22,975 |
| 3,621 |
| 56,116 |
| 59,737 |
| 19,375 |
| 40,362 |
| 1998 | 2005 | 35 years |
| Brookdale North Oaks | North Oaks | MN | — |
| 1,057 |
| 8,296 |
| 979 |
| 1,122 |
| 9,210 |
| 10,332 |
| 3,992 |
| 6,340 |
| 1998 | 2005 | 35 years |
| Brookdale Plymouth | Plymouth | MN | — |
| 679 |
| 8,675 |
| 583 |
| 679 |
| 9,258 |
| 9,937 |
| 4,172 |
| 5,765 |
| 1998 | 2005 | 35 years |
| Brookdale Willmar | Wilmar | MN | — |
| 470 |
| 4,833 |
| — |
| 470 |
| 4,833 |
| 5,303 |
| 1,254 |
| 4,049 |
| 1997 | 2011 | 35 years |
| Brookdale Winona | Winona | MN | — |
| 800 |
| 1,390 |
| — |
| 800 |
| 1,390 |
| 2,190 |
| 724 |
| 1,466 |
| 1997 | 2011 | 35 years |
| Brookdale West County | Ballwin | MO | — |
| 3,100 |
| 35,074 |
| 177 |
| 3,113 |
| 35,238 |
| 38,351 |
| 6,142 |
| 32,209 |
| 2012 | 2014 | 35 years |
| Brookdale Evesham | Voorhees Township | NJ | — |
| 3,158 |
| 29,909 |
| 125 |
| 3,158 |
| 30,034 |
| 33,192 |
| 14,389 |
| 18,803 |
| 1987 | 2005 | 35 years |
| Brookdale Westampton | Westampton | NJ | — |
| 881 |
| 4,741 |
| 829 |
| 881 |
| 5,570 |
| 6,451 |
| 2,302 |
| 4,149 |
| 1997 | 2005 | 35 years |
| Brookdale Santa Fe | Santa Fe | NM | — |
| — |
| 28,178 |
| — |
| — |
| 28,178 |
| 28,178 |
| 13,333 |
| 14,845 |
| 1986 | 2005 | 35 years |
| Brookdale Kenmore | Buffalo | NY | — |
| 1,487 |
| 15,170 |
| 752 |
| 1,487 |
| 15,922 |
| 17,409 |
| 7,294 |
| 10,115 |
| 1995 | 2005 | 35 years |
| Brookdale Clinton IL | Clinton | NY | — |
| 947 |
| 7,528 |
| 604 |
| 961 |
| 8,118 |
| 9,079 |
| 3,637 |
| 5,442 |
| 1991 | 2005 | 35 years |
| Brookdale Manlius | Manlius | NY | — |
| 890 |
| 28,237 |
| 303 |
| 190 |
| 29,240 |
| 29,430 |
| 7,183 |
| 22,247 |
| 1994 | 2011 | 35 years |
| Brookdale Pittsford | Pittsford | NY | — |
| 611 |
| 4,066 |
| 16 |
| 611 |
| 4,082 |
| 4,693 |
| 1,958 |
| 2,735 |
| 1997 | 2005 | 35 years |
| Brookdale East Niskayuna | Schenectady | NY | — |
| 1,021 |
| 8,333 |
| 715 |
| 1,021 |
| 9,048 |
| 10,069 |
| 4,019 |
| 6,050 |
| 1997 | 2005 | 35 years |
| Brookdale Niskayuna | Schenectady | NY | — |
| 1,884 |
| 16,103 |
| 30 |
| 1,884 |
| 16,133 |
| 18,017 |
| 7,744 |
| 10,273 |
| 1996 | 2005 | 35 years |
| Brookdale Summerfield | Syracuse | NY | — |
| 1,132 |
| 11,434 |
| 278 |
| 1,246 |
| 11,598 |
| 12,844 |
| 5,499 |
| 7,345 |
| 1991 | 2005 | 35 years |
| Brookdale Williamsville | Williamsville | NY | — |
| 839 |
| 3,841 |
| 60 |
| 839 |
| 3,901 |
| 4,740 |
| 1,854 |
| 2,886 |
| 1997 | 2005 | 35 years |
| Brookdale Cary | Cary | NC | — |
| 724 |
| 6,466 |
| — |
| 724 |
| 6,466 |
| 7,190 |
| 3,109 |
| 4,081 |
| 1997 | 2005 | 35 years |
| Brookdale Falling Creek | Hickory | NC | — |
| 330 |
| 10,981 |
| — |
| 330 |
| 10,981 |
| 11,311 |
| 2,827 |
| 8,484 |
| 1997 | 2011 | 35 years |
| Brookdale Winston-Salem | Winston-Salem | NC | — |
| 368 |
| 3,497 |
| 249 |
| 368 |
| 3,746 |
| 4,114 |
| 1,682 |
| 2,432 |
| 1997 | 2005 | 35 years |
| Brookdale Alliance | Alliance | OH | — |
| 392 |
| 6,283 |
| 49 |
| 435 |
| 6,289 |
| 6,724 |
| 3,022 |
| 3,702 |
| 1998 | 2005 | 35 years |
| Brookdale Austintown | Austintown | OH | — |
| 151 |
| 3,087 |
| 672 |
| 181 |
| 3,729 |
| 3,910 |
| 1,485 |
| 2,425 |
| 1999 | 2005 | 35 years |
| Brookdale Barberton | Barberton | OH | — |
| 440 |
| 10,884 |
| — |
| 440 |
| 10,884 |
| 11,324 |
| 2,803 |
| 8,521 |
| 1997 | 2011 | 35 years |
| Brookdale Beavercreek | Beavercreek | OH | — |
| 587 |
| 5,381 |
| — |
| 587 |
| 5,381 |
| 5,968 |
| 2,588 |
| 3,380 |
| 1998 | 2005 | 35 years |
| Brookdale Centennial Park | Clayton | OH | — |
| 630 |
| 6,477 |
| — |
| 630 |
| 6,477 |
| 7,107 |
| 1,733 |
| 5,374 |
| 1997 | 2011 | 35 years |
| Brookdale Westerville | Columbus | OH | — |
| 267 |
| 3,600 |
| — |
| 267 |
| 3,600 |
| 3,867 |
| 1,731 |
| 2,136 |
| 1999 | 2005 | 35 years |
| Brookdale Greenville AL/MC | Greenville | OH | — |
| 490 |
| 4,144 |
| 55 |
| 545 |
| 4,144 |
| 4,689 |
| 1,246 |
| 3,443 |
| 1997 | 2011 | 35 years |
| Brookdale Salem AL (OH) | Salem | OH | — |
| 634 |
| 4,659 |
| — |
| 634 |
| 4,659 |
| 5,293 |
| 2,240 |
| 3,053 |
| 1998 | 2005 | 35 years |
| Brookdale Springdale | Springdale | OH | — |
| 1,140 |
| 9,134 |
| 144 |
| 1,228 |
| 9,190 |
| 10,418 |
| 2,382 |
| 8,036 |
| 1997 | 2011 | 35 years |
|
| | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State / Province | Encumbrances | Land and Improvements | Buildings and Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and Improvements | Buildings and Improvements | Total | Accumulated Depreciation | NBV | Year of Construction | Year Acquired | Life on Which Depreciation in Income Statement is Computed |
| Brookdale Bartlesville South | Bartlesville | OK | — |
| 250 |
| 10,529 |
| 35 |
| 285 |
| 10,529 |
| 10,814 |
| 2,686 |
| 8,128 |
| 1997 | 2011 | 35 years |
| Brookdale Broken Arrow | Broken Arrow | OK | — |
| 940 |
| 6,312 |
| 6,435 |
| 1,898 |
| 11,789 |
| 13,687 |
| 3,378 |
| 10,309 |
| 1996 | 2011 | 35 years |
| Brookdale Forest Grove | Forest Grove | OR | — |
| 2,320 |
| 9,633 |
| — |
| 2,320 |
| 9,633 |
| 11,953 |
| 2,701 |
| 9,252 |
| 1994 | 2011 | 35 years |
| Brookdale Mt. Hood | Gresham | OR | — |
| 2,410 |
| 9,093 |
| (1,986 | ) | 319 |
| 9,198 |
| 9,517 |
| 2,556 |
| 6,961 |
| 1988 | 2011 | 35 years |
| Brookdale McMinnville Town Center | McMinnville | OR | 457 |
| 1,230 |
| 7,561 |
| — |
| 1,230 |
| 7,561 |
| 8,791 |
| 2,334 |
| 6,457 |
| 1989 | 2011 | 35 years |
| Brookdale Denton North | Denton | TX | — |
| 1,750 |
| 6,712 |
| 43 |
| 1,750 |
| 6,755 |
| 8,505 |
| 1,768 |
| 6,737 |
| 1996 | 2011 | 35 years |
| Brookdale Ennis | Ennis | TX | — |
| 460 |
| 3,284 |
| — |
| 460 |
| 3,284 |
| 3,744 |
| 926 |
| 2,818 |
| 1996 | 2011 | 35 years |
| Brookdale Kerrville | Kerrville | TX | — |
| 460 |
| 8,548 |
| 120 |
| 460 |
| 8,668 |
| 9,128 |
| 2,205 |
| 6,923 |
| 1997 | 2011 | 35 years |
| Brookdale Medical Center Whitby | San Antonio | TX | — |
| 1,400 |
| 10,051 |
| — |
| 1,400 |
| 10,051 |
| 11,451 |
| 2,616 |
| 8,835 |
| 1997 | 2011 | 35 years |
| Brookdale Western Hills | Temple | TX | — |
| 330 |
| 5,081 |
| 177 |
| 330 |
| 5,258 |
| 5,588 |
| 1,377 |
| 4,211 |
| 1997 | 2011 | 35 years |
| Brookdale Salem AL (VA) | Salem | VA | — |
| 1,900 |
| 16,219 |
| — |
| 1,900 |
| 16,219 |
| 18,119 |
| 7,630 |
| 10,489 |
| 1998 | 2011 | 35 years |
| Brookdale Alderwood | Lynnwood | WA | — |
| 1,219 |
| 9,573 |
| 58 |
| 1,239 |
| 9,611 |
| 10,850 |
| 4,607 |
| 6,243 |
| 1999 | 2005 | 35 years |
| Brookdale Puyallup South | Puyallup | WA | — |
| 1,055 |
| 8,298 |
| — |
| 1,055 |
| 8,298 |
| 9,353 |
| 3,990 |
| 5,363 |
| 1998 | 2005 | 35 years |
| Brookdale Richland | Richland | WA | — |
| 960 |
| 23,270 |
| 365 |
| 960 |
| 23,635 |
| 24,595 |
| 6,129 |
| 18,466 |
| 1990 | 2011 | 35 years |
| Brookdale Park Place | Spokane | WA | — |
| 1,622 |
| 12,895 |
| 345 |
| 1,622 |
| 13,240 |
| 14,862 |
| 6,362 |
| 8,500 |
| 1915 | 2005 | 35 years |
| Brookdale Allenmore AL | Tacoma | WA | — |
| 620 |
| 16,186 |
| 947 |
| 671 |
| 17,082 |
| 17,753 |
| 4,224 |
| 13,529 |
| 1997 | 2011 | 35 years |
| Brookdale Allenmore - IL | Tacoma | WA | — |
| 1,710 |
| 3,326 |
| (622 | ) | 307 |
| 4,107 |
| 4,414 |
| 1,330 |
| 3,084 |
| 1988 | 2011 | 35 years |
| Brookdale Yakima | Yakima | WA | — |
| 860 |
| 15,276 |
| 119 |
| 891 |
| 15,364 |
| 16,255 |
| 4,028 |
| 12,227 |
| 1998 | 2011 | 35 years |
| Brookdale Kenosha | Kenosha | WI | — |
| 551 |
| 5,431 |
| 3,297 |
| 608 |
| 8,671 |
| 9,279 |
| 3,530 |
| 5,749 |
| 2000 | 2005 | 35 years |
| Brookdale LaCrosse MC | La Crosse | WI | — |
| 621 |
| 4,056 |
| 1,126 |
| 621 |
| 5,182 |
| 5,803 |
| 2,317 |
| 3,486 |
| 2004 | 2005 | 35 years |
| Brookdale LaCrosse AL | La Crosse | WI | — |
| 644 |
| 5,831 |
| 2,637 |
| 644 |
| 8,468 |
| 9,112 |
| 3,662 |
| 5,450 |
| 1998 | 2005 | 35 years |
| Brookdale Middleton Century Ave | Middleton | WI | — |
| 360 |
| 5,041 |
| — |
| 360 |
| 5,041 |
| 5,401 |
| 1,313 |
| 4,088 |
| 1997 | 2011 | 35 years |
| Brookdale Onalaska | Onalaska | WI | — |
| 250 |
| 4,949 |
| — |
| 250 |
| 4,949 |
| 5,199 |
| 1,282 |
| 3,917 |
| 1995 | 2011 | 35 years |
| Brookdale Sun Prairie | Sun Prairie | WI | — |
| 350 |
| 1,131 |
| — |
| 350 |
| 1,131 |
| 1,481 |
| 355 |
| 1,126 |
| 1994 | 2011 | 35 years |
| TOTAL FOR BROOKDALE SENIORS HOUSING COMMUNITIES | | | 48,497 |
| 181,975 |
| 1,735,803 |
| 113,805 |
| 180,918 |
| 1,850,665 |
| 2,031,583 |
| 743,816 |
| 1,287,767 |
| | | |
| SUNRISE SENIORS HOUSING COMMUNITIES | | | | | | | | | | | | | |
|
| Sunrise of Chandler | Chandler | AZ | — |
| 4,344 |
| 14,455 |
| 1,293 |
| 4,459 |
| 15,633 |
| 20,092 |
| 4,200 |
| 15,892 |
| 2007 | 2012 | 35 years |
| Sunrise of Scottsdale | Scottsdale | AZ | — |
| 2,229 |
| 27,575 |
| 1,046 |
| 2,255 |
| 28,595 |
| 30,850 |
| 10,733 |
| 20,117 |
| 2007 | 2007 | 35 years |
| Sunrise at River Road | Tucson | AZ | — |
| 2,971 |
| 12,399 |
| 806 |
| 3,000 |
| 13,176 |
| 16,176 |
| 3,327 |
| 12,849 |
| 2008 | 2012 | 35 years |
| Sunrise at La Costa | Carlsbad | CA | — |
| 4,890 |
| 20,590 |
| 1,970 |
| 5,030 |
| 22,420 |
| 27,450 |
| 8,896 |
| 18,554 |
| 1999 | 2007 | 35 years |
| Sunrise of Carmichael | Carmichael | CA | — |
| 1,269 |
| 14,598 |
| 1,065 |
| 1,291 |
| 15,641 |
| 16,932 |
| 3,971 |
| 12,961 |
| 2009 | 2012 | 35 years |
| Sunrise of Fair Oaks | Fair Oaks | CA | — |
| 1,456 |
| 23,679 |
| 2,730 |
| 2,515 |
| 25,350 |
| 27,865 |
| 9,708 |
| 18,157 |
| 2001 | 2007 | 35 years |
| Sunrise of Mission Viejo | Mission Viejo | CA | — |
| 3,802 |
| 24,560 |
| 2,158 |
| 3,889 |
| 26,631 |
| 30,520 |
| 10,243 |
| 20,277 |
| 1998 | 2007 | 35 years |
| Sunrise at Canyon Crest | Riverside | CA | — |
| 5,486 |
| 19,658 |
| 2,479 |
| 5,745 |
| 21,878 |
| 27,623 |
| 8,608 |
| 19,015 |
| 2006 | 2007 | 35 years |
| Sunrise of Rocklin | Rocklin | CA | — |
| 1,378 |
| 23,565 |
| 1,817 |
| 1,525 |
| 25,235 |
| 26,760 |
| 9,543 |
| 17,217 |
| 2007 | 2007 | 35 years |
| Sunrise of San Mateo | San Mateo | CA | — |
| 2,682 |
| 35,335 |
| 3,325 |
| 2,742 |
| 38,600 |
| 41,342 |
| 14,225 |
| 27,117 |
| 1999 | 2007 | 35 years |
| Sunrise of Sunnyvale | Sunnyvale | CA | — |
| 2,933 |
| 34,361 |
| 2,224 |
| 2,969 |
| 36,549 |
| 39,518 |
| 13,567 |
| 25,951 |
| 2000 | 2007 | 35 years |
|
| | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State / Province | Encumbrances | Land and Improvements | Buildings and Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and Improvements | Buildings and Improvements | Total | Accumulated Depreciation | NBV | Year of Construction | Year Acquired | Life on Which Depreciation in Income Statement is Computed |
| Sunrise at Sterling Canyon | Valencia | CA | — |
| 3,868 |
| 29,293 |
| 5,046 |
| 4,084 |
| 34,123 |
| 38,207 |
| 14,006 |
| 24,201 |
| 1998 | 2007 | 35 years |
| Sunrise of Westlake Village | Westlake Village | CA | — |
| 4,935 |
| 30,722 |
| 2,142 |
| 5,031 |
| 32,768 |
| 37,799 |
| 12,266 |
| 25,533 |
| 2004 | 2007 | 35 years |
| Sunrise at Yorba Linda | Yorba Linda | CA | — |
| 1,689 |
| 25,240 |
| 2,591 |
| 1,780 |
| 27,740 |
| 29,520 |
| 10,522 |
| 18,998 |
| 2002 | 2007 | 35 years |
| Sunrise at Cherry Creek | Denver | CO | — |
| 1,621 |
| 28,370 |
| 3,585 |
| 1,721 |
| 31,855 |
| 33,576 |
| 11,626 |
| 21,950 |
| 2000 | 2007 | 35 years |
| Sunrise at Pinehurst | Denver | CO | — |
| 1,417 |
| 30,885 |
| 2,123 |
| 1,653 |
| 32,772 |
| 34,425 |
| 12,833 |
| 21,592 |
| 1998 | 2007 | 35 years |
| Sunrise at Orchard | Littleton | CO | — |
| 1,813 |
| 22,183 |
| 3,296 |
| 1,853 |
| 25,439 |
| 27,292 |
| 9,441 |
| 17,851 |
| 1997 | 2007 | 35 years |
| Sunrise of Westminster | Westminster | CO | — |
| 2,649 |
| 16,243 |
| 2,280 |
| 2,847 |
| 18,325 |
| 21,172 |
| 7,266 |
| 13,906 |
| 2000 | 2007 | 35 years |
| Sunrise of Stamford | Stamford | CT | — |
| 4,612 |
| 28,533 |
| 3,330 |
| 5,029 |
| 31,446 |
| 36,475 |
| 12,098 |
| 24,377 |
| 1999 | 2007 | 35 years |
| Sunrise of Jacksonville | Jacksonville | FL | — |
| 2,390 |
| 17,671 |
| 1,306 |
| 2,420 |
| 18,947 |
| 21,367 |
| 4,630 |
| 16,737 |
| 2009 | 2012 | 35 years |
| Sunrise at Ivey Ridge | Alpharetta | GA | — |
| 1,507 |
| 18,516 |
| 1,498 |
| 1,517 |
| 20,004 |
| 21,521 |
| 7,873 |
| 13,648 |
| 1998 | 2007 | 35 years |
| Sunrise of Huntcliff Summit I | Atlanta | GA | — |
| 4,232 |
| 66,161 |
| 19,554 |
| 4,201 |
| 85,746 |
| 89,947 |
| 36,411 |
| 53,536 |
| 1987 | 2007 | 35 years |
| Sunrise at Huntcliff Summit II | Atlanta | GA | — |
| 2,154 |
| 17,137 |
| 3,279 |
| 2,160 |
| 20,410 |
| 22,570 |
| 7,772 |
| 14,798 |
| 1998 | 2007 | 35 years |
| Sunrise at East Cobb | Marietta | GA | — |
| 1,797 |
| 23,420 |
| 1,441 |
| 1,806 |
| 24,852 |
| 26,658 |
| 9,729 |
| 16,929 |
| 1997 | 2007 | 35 years |
| Sunrise of Barrington | Barrington | IL | — |
| 859 |
| 15,085 |
| 846 |
| 892 |
| 15,898 |
| 16,790 |
| 4,117 |
| 12,673 |
| 2007 | 2012 | 35 years |
| Sunrise of Bloomingdale | Bloomingdale | IL | — |
| 1,287 |
| 38,625 |
| 2,261 |
| 1,382 |
| 40,791 |
| 42,173 |
| 15,561 |
| 26,612 |
| 2000 | 2007 | 35 years |
| Sunrise of Buffalo Grove | Buffalo Grove | IL | — |
| 2,154 |
| 28,021 |
| 1,760 |
| 2,339 |
| 29,596 |
| 31,935 |
| 11,418 |
| 20,517 |
| 1999 | 2007 | 35 years |
| Sunrise of Lincoln Park | Chicago | IL | — |
| 3,485 |
| 26,687 |
| 4,312 |
| 3,504 |
| 30,980 |
| 34,484 |
| 10,887 |
| 23,597 |
| 2003 | 2007 | 35 years |
| Sunrise of Naperville | Naperville | IL | — |
| 1,946 |
| 28,538 |
| 2,605 |
| 2,624 |
| 30,465 |
| 33,089 |
| 12,100 |
| 20,989 |
| 1999 | 2007 | 35 years |
| Sunrise of Palos Park | Palos Park | IL | — |
| 2,363 |
| 42,205 |
| 1,357 |
| 2,416 |
| 43,509 |
| 45,925 |
| 16,551 |
| 29,374 |
| 2001 | 2007 | 35 years |
| Sunrise of Park Ridge | Park Ridge | IL | — |
| 5,533 |
| 39,557 |
| 3,176 |
| 5,707 |
| 42,559 |
| 48,266 |
| 16,285 |
| 31,981 |
| 1998 | 2007 | 35 years |
| Sunrise of Willowbrook | Willowbrook | IL | — |
| 1,454 |
| 60,738 |
| 3,781 |
| 2,080 |
| 63,893 |
| 65,973 |
| 22,545 |
| 43,428 |
| 2000 | 2007 | 35 years |
| Sunrise on Old Meridian | Carmel | IN | — |
| 8,550 |
| 31,746 |
| 1,391 |
| 8,581 |
| 33,106 |
| 41,687 |
| 8,389 |
| 33,298 |
| 2009 | 2012 | 35 years |
| Sunrise of Leawood | Leawood | KS | — |
| 651 |
| 16,401 |
| 1,340 |
| 878 |
| 17,514 |
| 18,392 |
| 4,365 |
| 14,027 |
| 2006 | 2012 | 35 years |
| Sunrise of Overland Park | Overland Park | KS | — |
| 650 |
| 11,015 |
| 848 |
| 807 |
| 11,706 |
| 12,513 |
| 3,187 |
| 9,326 |
| 2007 | 2012 | 35 years |
| Sunrise of Baton Rouge | Baton Rouge | LA | — |
| 1,212 |
| 23,547 |
| 2,045 |
| 1,382 |
| 25,422 |
| 26,804 |
| 9,698 |
| 17,106 |
| 2000 | 2007 | 35 years |
| Sunrise of Columbia | Columbia | MD | — |
| 1,780 |
| 23,083 |
| 3,863 |
| 1,918 |
| 26,808 |
| 28,726 |
| 10,393 |
| 18,333 |
| 1996 | 2007 | 35 years |
| Sunrise of Rockville | Rockville | MD | — |
| 1,039 |
| 39,216 |
| 2,917 |
| 1,075 |
| 42,097 |
| 43,172 |
| 15,758 |
| 27,414 |
| 1997 | 2007 | 35 years |
| Sunrise of Arlington | Arlington | MA | — |
| 86 |
| 34,393 |
| 1,553 |
| 107 |
| 35,925 |
| 36,032 |
| 13,668 |
| 22,364 |
| 2001 | 2007 | 35 years |
| Sunrise of Norwood | Norwood | MA | — |
| 2,230 |
| 30,968 |
| 2,326 |
| 2,356 |
| 33,168 |
| 35,524 |
| 12,608 |
| 22,916 |
| 1997 | 2007 | 35 years |
| Sunrise of Bloomfield | Bloomfield Hills | MI | — |
| 3,736 |
| 27,657 |
| 2,370 |
| 3,929 |
| 29,834 |
| 33,763 |
| 11,247 |
| 22,516 |
| 2006 | 2007 | 35 years |
| Sunrise of Cascade | Grand Rapids | MI | — |
| 1,273 |
| 21,782 |
| 873 |
| 1,370 |
| 22,558 |
| 23,928 |
| 5,657 |
| 18,271 |
| 2007 | 2012 | 35 years |
| Sunrise of Northville | Plymouth | MI | — |
| 1,445 |
| 26,090 |
| 1,903 |
| 1,525 |
| 27,913 |
| 29,438 |
| 10,680 |
| 18,758 |
| 1999 | 2007 | 35 years |
| Sunrise of Rochester | Rochester | MI | — |
| 2,774 |
| 38,666 |
| 1,898 |
| 2,854 |
| 40,484 |
| 43,338 |
| 15,372 |
| 27,966 |
| 1998 | 2007 | 35 years |
| Sunrise of Troy | Troy | MI | — |
| 1,758 |
| 23,727 |
| 2,325 |
| 1,860 |
| 25,950 |
| 27,810 |
| 9,504 |
| 18,306 |
| 2001 | 2007 | 35 years |
| Sunrise of Edina | Edina | MN | — |
| 3,181 |
| 24,224 |
| 3,752 |
| 3,305 |
| 27,852 |
| 31,157 |
| 10,600 |
| 20,557 |
| 1999 | 2007 | 35 years |
| Sunrise of East Brunswick | East Brunswick | NJ | — |
| 2,784 |
| 26,173 |
| 2,513 |
| 3,030 |
| 28,440 |
| 31,470 |
| 11,253 |
| 20,217 |
| 1999 | 2007 | 35 years |
| Sunrise of Jackson | Jackson | NJ | — |
| 4,009 |
| 15,029 |
| 965 |
| 4,013 |
| 15,990 |
| 20,003 |
| 4,242 |
| 15,761 |
| 2008 | 2012 | 35 years |
|
| | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State / Province | Encumbrances | Land and Improvements | Buildings and Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and Improvements | Buildings and Improvements | Total | Accumulated Depreciation | NBV | Year of Construction | Year Acquired | Life on Which Depreciation in Income Statement is Computed |
| Sunrise of Morris Plains | Morris Plains | NJ | — |
| 1,492 |
| 32,052 |
| 2,852 |
| 1,601 |
| 34,795 |
| 36,396 |
| 13,226 |
| 23,170 |
| 1997 | 2007 | 35 years |
| Sunrise of Old Tappan | Old Tappan | NJ | — |
| 2,985 |
| 36,795 |
| 3,284 |
| 3,177 |
| 39,887 |
| 43,064 |
| 14,833 |
| 28,231 |
| 1997 | 2007 | 35 years |
| Sunrise of Wall | Wall Township | NJ | — |
| 1,053 |
| 19,101 |
| 2,232 |
| 1,088 |
| 21,298 |
| 22,386 |
| 8,195 |
| 14,191 |
| 1999 | 2007 | 35 years |
| Sunrise of Wayne | Wayne | NJ | — |
| 1,288 |
| 24,990 |
| 3,399 |
| 1,373 |
| 28,304 |
| 29,677 |
| 10,783 |
| 18,894 |
| 1996 | 2007 | 35 years |
| Sunrise of Westfield | Westfield | NJ | — |
| 5,057 |
| 23,803 |
| 3,108 |
| 5,185 |
| 26,783 |
| 31,968 |
| 10,205 |
| 21,763 |
| 1996 | 2007 | 35 years |
| Sunrise of Woodcliff Lake | Woodcliff Lake | NJ | — |
| 3,493 |
| 30,801 |
| 2,738 |
| 3,692 |
| 33,340 |
| 37,032 |
| 12,633 |
| 24,399 |
| 2000 | 2007 | 35 years |
| Sunrise of North Lynbrook | Lynbrook | NY | — |
| 4,622 |
| 38,087 |
| 2,945 |
| 4,700 |
| 40,954 |
| 45,654 |
| 15,709 |
| 29,945 |
| 1999 | 2007 | 35 years |
| Sunrise at Fleetwood | Mount Vernon | NY | — |
| 4,381 |
| 28,434 |
| 2,802 |
| 4,646 |
| 30,971 |
| 35,617 |
| 12,297 |
| 23,320 |
| 1999 | 2007 | 35 years |
| Sunrise of New City | New City | NY | — |
| 1,906 |
| 27,323 |
| 2,623 |
| 1,995 |
| 29,857 |
| 31,852 |
| 11,316 |
| 20,536 |
| 1999 | 2007 | 35 years |
| Sunrise of Smithtown | Smithtown | NY | — |
| 2,853 |
| 25,621 |
| 3,346 |
| 3,040 |
| 28,780 |
| 31,820 |
| 11,551 |
| 20,269 |
| 1999 | 2007 | 35 years |
| Sunrise of Staten Island | Staten Island | NY | — |
| 7,237 |
| 23,910 |
| 1,628 |
| 7,292 |
| 25,483 |
| 32,775 |
| 12,542 |
| 20,233 |
| 2006 | 2007 | 35 years |
| Sunrise on Providence | Charlotte | NC | — |
| 1,976 |
| 19,472 |
| 2,856 |
| 1,988 |
| 22,316 |
| 24,304 |
| 8,726 |
| 15,578 |
| 1999 | 2007 | 35 years |
| Sunrise at North Hills | Raleigh | NC | — |
| 749 |
| 37,091 |
| 5,448 |
| 849 |
| 42,439 |
| 43,288 |
| 16,851 |
| 26,437 |
| 2000 | 2007 | 35 years |
| Sunrise at Parma | Cleveland | OH | — |
| 695 |
| 16,641 |
| 1,426 |
| 908 |
| 17,854 |
| 18,762 |
| 7,064 |
| 11,698 |
| 2000 | 2007 | 35 years |
| Sunrise of Cuyahoga Falls | Cuyahoga Falls | OH | — |
| 626 |
| 10,239 |
| 2,061 |
| 862 |
| 12,064 |
| 12,926 |
| 4,852 |
| 8,074 |
| 2000 | 2007 | 35 years |
| Sunrise of Abington | Abington | PA | — |
| 1,838 |
| 53,660 |
| 6,417 |
| 2,070 |
| 59,845 |
| 61,915 |
| 22,689 |
| 39,226 |
| 1997 | 2007 | 35 years |
| Sunrise of Blue Bell | Blue Bell | PA | — |
| 1,765 |
| 23,920 |
| 3,658 |
| 1,928 |
| 27,415 |
| 29,343 |
| 10,759 |
| 18,584 |
| 2006 | 2007 | 35 years |
| Sunrise of Exton | Exton | PA | — |
| 1,123 |
| 17,765 |
| 2,304 |
| 1,209 |
| 19,983 |
| 21,192 |
| 7,821 |
| 13,371 |
| 2000 | 2007 | 35 years |
| Sunrise of Haverford | Haverford | PA | — |
| 941 |
| 25,872 |
| 2,510 |
| 990 |
| 28,333 |
| 29,323 |
| 11,004 |
| 18,319 |
| 1997 | 2007 | 35 years |
| Sunrise of Granite Run | Media | PA | — |
| 1,272 |
| 31,781 |
| 2,576 |
| 1,428 |
| 34,201 |
| 35,629 |
| 13,112 |
| 22,517 |
| 1997 | 2007 | 35 years |
| Sunrise of Lower Makefield | Morrisville | PA | — |
| 3,165 |
| 21,337 |
| 890 |
| 3,174 |
| 22,218 |
| 25,392 |
| 5,775 |
| 19,617 |
| 2008 | 2012 | 35 years |
| Sunrise of Westtown | West Chester | PA | — |
| 1,547 |
| 22,996 |
| 2,041 |
| 1,576 |
| 25,008 |
| 26,584 |
| 10,038 |
| 16,546 |
| 1999 | 2007 | 35 years |
| Sunrise of Hillcrest | Dallas | TX | — |
| 2,616 |
| 27,680 |
| 1,373 |
| 2,626 |
| 29,043 |
| 31,669 |
| 11,003 |
| 20,666 |
| 2006 | 2007 | 35 years |
| Sunrise of Fort Worth | Fort Worth | TX | — |
| 2,024 |
| 18,587 |
| 1,067 |
| 2,178 |
| 19,500 |
| 21,678 |
| 5,146 |
| 16,532 |
| 2007 | 2012 | 35 years |
| Sunrise of Frisco | Frisco | TX | — |
| 2,523 |
| 14,547 |
| 783 |
| 2,561 |
| 15,292 |
| 17,853 |
| 3,703 |
| 14,150 |
| 2009 | 2012 | 35 years |
| Sunrise of Cinco Ranch | Katy | TX | — |
| 2,512 |
| 21,600 |
| 1,478 |
| 2,580 |
| 23,010 |
| 25,590 |
| 5,929 |
| 19,661 |
| 2007 | 2012 | 35 years |
| Sunrise at Holladay | Holladay | UT | — |
| 2,542 |
| 44,771 |
| 1,265 |
| 2,581 |
| 45,997 |
| 48,578 |
| 11,480 |
| 37,098 |
| 2008 | 2012 | 35 years |
| Sunrise of Sandy | Sandy | UT | — |
| 2,576 |
| 22,987 |
| 400 |
| 2,646 |
| 23,317 |
| 25,963 |
| 8,931 |
| 17,032 |
| 2007 | 2007 | 35 years |
| Sunrise of Alexandria | Alexandria | VA | — |
| 88 |
| 14,811 |
| 3,356 |
| 244 |
| 18,011 |
| 18,255 |
| 7,025 |
| 11,230 |
| 1998 | 2007 | 35 years |
| Sunrise of Richmond | Richmond | VA | — |
| 1,120 |
| 17,446 |
| 1,304 |
| 1,224 |
| 18,646 |
| 19,870 |
| 7,519 |
| 12,351 |
| 1999 | 2007 | 35 years |
| Sunrise at Bon Air | Richmond | VA | — |
| 2,047 |
| 22,079 |
| 1,134 |
| 2,032 |
| 23,228 |
| 25,260 |
| 6,009 |
| 19,251 |
| 2008 | 2012 | 35 years |
| Sunrise of Springfield | Springfield | VA | — |
| 4,440 |
| 18,834 |
| 2,758 |
| 4,545 |
| 21,487 |
| 26,032 |
| 8,588 |
| 17,444 |
| 1997 | 2007 | 35 years |
| Sunrise of Lynn Valley | Vancouver | BC | — |
| 11,759 |
| 37,424 |
| (8,961 | ) | 9,181 |
| 31,041 |
| 40,222 |
| 11,752 |
| 28,470 |
| 2002 | 2007 | 35 years |
| Sunrise of Vancouver | Vancouver | BC | — |
| 6,649 |
| 31,937 |
| 1,826 |
| 6,662 |
| 33,750 |
| 40,412 |
| 12,785 |
| 27,627 |
| 2005 | 2007 | 35 years |
| Sunrise of Victoria | Victoria | BC | — |
| 8,332 |
| 29,970 |
| (6,020 | ) | 6,592 |
| 25,690 |
| 32,282 |
| 9,827 |
| 22,455 |
| 2001 | 2007 | 35 years |
| Sunrise of Aurora | Aurora | ON | — |
| 1,570 |
| 36,113 |
| (7,197 | ) | 1,320 |
| 29,166 |
| 30,486 |
| 10,996 |
| 19,490 |
| 2002 | 2007 | 35 years |
| Sunrise of Burlington | Burlington | ON | — |
| 1,173 |
| 24,448 |
| 1,497 |
| 1,378 |
| 25,740 |
| 27,118 |
| 9,914 |
| 17,204 |
| 2001 | 2007 | 35 years |
| Sunrise of Unionville | Markham | ON | — |
| 2,322 |
| 41,140 |
| (8,004 | ) | 1,964 |
| 33,494 |
| 35,458 |
| 12,836 |
| 22,622 |
| 2000 | 2007 | 35 years |
|
| | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State / Province | Encumbrances | Land and Improvements | Buildings and Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and Improvements | Buildings and Improvements | Total | Accumulated Depreciation | NBV | Year of Construction | Year Acquired | Life on Which Depreciation in Income Statement is Computed |
| Sunrise of Mississauga | Mississauga | ON | — |
| 3,554 |
| 33,631 |
| (6,617 | ) | 2,918 |
| 27,650 |
| 30,568 |
| 10,765 |
| 19,803 |
| 2000 | 2007 | 35 years |
| Sunrise of Erin Mills | Mississauga | ON | — |
| 1,957 |
| 27,020 |
| (5,211 | ) | 1,542 |
| 22,224 |
| 23,766 |
| 8,487 |
| 15,279 |
| 2007 | 2007 | 35 years |
| Sunrise of Oakville | Oakville | ON | — |
| 2,753 |
| 37,489 |
| 2,135 |
| 2,925 |
| 39,452 |
| 42,377 |
| 14,965 |
| 27,412 |
| 2002 | 2007 | 35 years |
| Sunrise of Richmond Hill | Richmond Hill | ON | — |
| 2,155 |
| 41,254 |
| (8,249 | ) | 1,834 |
| 33,326 |
| 35,160 |
| 12,766 |
| 22,394 |
| 2002 | 2007 | 35 years |
| Sunrise of Thornhill | Vaughan | ON | — |
| 2,563 |
| 57,513 |
| (9,944 | ) | 1,473 |
| 48,659 |
| 50,132 |
| 17,150 |
| 32,982 |
| 2003 | 2007 | 35 years |
| Sunrise of Windsor | Windsor | ON | — |
| 1,813 |
| 20,882 |
| 1,962 |
| 1,996 |
| 22,661 |
| 24,657 |
| 8,642 |
| 16,015 |
| 2001 | 2007 | 35 years |
| TOTAL FOR SUNRISE SENIORS HOUSING COMMUNITIES | | | — |
| 245,515 |
| 2,532,176 |
| 150,643 |
| 249,229 |
| 2,679,105 |
| 2,928,334 |
| 987,778 |
| 1,940,556 |
| | | |
| ATRIA SENIORS HOUSING COMMUNITIES | | | | | | | | | | | | | | |
| Atria Regency | Mobile | AL | — |
| 950 |
| 11,897 |
| 1,741 |
| 981 |
| 13,607 |
| 14,588 |
| 4,804 |
| 9,784 |
| 1996 | 2011 | 35 years |
| Atria Chandler Villas | Chandler | AZ | — |
| 3,650 |
| 8,450 |
| 2,564 |
| 3,769 |
| 10,895 |
| 14,664 |
| 4,554 |
| 10,110 |
| 1988 | 2011 | 35 years |
| Atria Park of Sierra Pointe | Scottsdale | AZ | — |
| 10,930 |
| 65,372 |
| 5,722 |
| 11,021 |
| 71,003 |
| 82,024 |
| 13,658 |
| 68,366 |
| 2000 | 2014 | 35 years |
| Atria Campana del Rio | Tucson | AZ | — |
| 5,861 |
| 37,284 |
| 3,355 |
| 5,992 |
| 40,508 |
| 46,500 |
| 13,191 |
| 33,309 |
| 1964 | 2011 | 35 years |
| Atria Valley Manor | Tucson | AZ | — |
| 1,709 |
| 60 |
| 1,024 |
| 1,768 |
| 1,025 |
| 2,793 |
| 650 |
| 2,143 |
| 1963 | 2011 | 35 years |
| Atria Bell Court Gardens | Tucson | AZ | — |
| 3,010 |
| 30,969 |
| 2,535 |
| 3,060 |
| 33,454 |
| 36,514 |
| 10,012 |
| 26,502 |
| 1964 | 2011 | 35 years |
| Atria Burlingame | Burlingame | CA | — |
| 2,494 |
| 12,373 |
| 1,874 |
| 2,579 |
| 14,162 |
| 16,741 |
| 4,790 |
| 11,951 |
| 1977 | 2011 | 35 years |
| Atria Las Posas | Camarillo | CA | — |
| 4,500 |
| 28,436 |
| 1,450 |
| 4,539 |
| 29,847 |
| 34,386 |
| 8,861 |
| 25,525 |
| 1997 | 2011 | 35 years |
| Atria Carmichael Oaks | Carmichael | CA | 17,263 |
| 2,118 |
| 49,694 |
| 3,337 |
| 2,300 |
| 52,849 |
| 55,149 |
| 12,869 |
| 42,280 |
| 1992 | 2013 | 35 years |
| Atria El Camino Gardens | Carmichael | CA | — |
| 6,930 |
| 32,318 |
| 15,725 |
| 7,215 |
| 47,758 |
| 54,973 |
| 16,341 |
| 38,632 |
| 1984 | 2011 | 35 years |
| Villa Bonita | Chula Vista | CA | — |
| 2,700 |
| 7,994 |
| 1,006 |
| 1,610 |
| 10,090 |
| 11,700 |
| 2,512 |
| 9,188 |
| 1989 | 2011 | 35 years |
| Atria Covina | Covina | CA | — |
| 170 |
| 4,131 |
| 955 |
| 262 |
| 4,994 |
| 5,256 |
| 1,968 |
| 3,288 |
| 1977 | 2011 | 35 years |
| Atria Daly City | Daly City | CA | — |
| 3,090 |
| 13,448 |
| 1,326 |
| 3,102 |
| 14,762 |
| 17,864 |
| 4,786 |
| 13,078 |
| 1975 | 2011 | 35 years |
| Atria Covell Gardens | Davis | CA | — |
| 2,163 |
| 39,657 |
| 12,793 |
| 2,388 |
| 52,225 |
| 54,613 |
| 18,123 |
| 36,490 |
| 1987 | 2011 | 35 years |
| Atria Encinitas | Encinitas | CA | — |
| 5,880 |
| 9,212 |
| 3,219 |
| 5,952 |
| 12,359 |
| 18,311 |
| 3,985 |
| 14,326 |
| 1984 | 2011 | 35 years |
| Atria North Escondido | Escondido | CA | — |
| 1,196 |
| 7,155 |
| 734 |
| 1,215 |
| 7,870 |
| 9,085 |
| 1,939 |
| 7,146 |
| 2002 | 2014 | 35 years |
| Atria Grass Valley | Grass Valley | CA | 10,741 |
| 1,965 |
| 28,414 |
| 1,651 |
| 2,020 |
| 30,010 |
| 32,030 |
| 7,346 |
| 24,684 |
| 2000 | 2013 | 35 years |
| Atria Golden Creek | Irvine | CA | — |
| 6,900 |
| 23,544 |
| 3,122 |
| 6,930 |
| 26,636 |
| 33,566 |
| 8,267 |
| 25,299 |
| 1985 | 2011 | 35 years |
| Atria Park of Lafayette | Lafayette | CA | 18,127 |
| 5,679 |
| 56,922 |
| 2,213 |
| 6,416 |
| 58,398 |
| 64,814 |
| 13,477 |
| 51,337 |
| 2007 | 2013 | 35 years |
| Atria Del Sol | Mission Viejo | CA | — |
| 3,500 |
| 12,458 |
| 8,751 |
| 3,785 |
| 20,924 |
| 24,709 |
| 8,582 |
| 16,127 |
| 1985 | 2011 | 35 years |
| Atria Newport Plaza | Newport Beach | CA | — |
| 4,534 |
| 32,912 |
| 1,282 |
| 4,569 |
| 34,159 |
| 38,728 |
| 2,339 |
| 36,389 |
| 1989 | 2017 | 35 years |
| Atria Tamalpais Creek | Novato | CA | — |
| 5,812 |
| 24,703 |
| 1,236 |
| 5,838 |
| 25,913 |
| 31,751 |
| 7,797 |
| 23,954 |
| 1978 | 2011 | 35 years |
| Atria Park of Pacific Palisades | Pacific Palisades | CA | — |
| 4,458 |
| 17,064 |
| 1,536 |
| 4,489 |
| 18,569 |
| 23,058 |
| 7,552 |
| 15,506 |
| 2001 | 2007 | 35 years |
| Atria Palm Desert | Palm Desert | CA | — |
| 2,887 |
| 9,843 |
| 1,563 |
| 3,127 |
| 11,166 |
| 14,293 |
| 5,822 |
| 8,471 |
| 1988 | 2011 | 35 years |
| Atria Hacienda | Palm Desert | CA | — |
| 6,680 |
| 85,900 |
| 3,914 |
| 6,876 |
| 89,618 |
| 96,494 |
| 25,338 |
| 71,156 |
| 1989 | 2011 | 35 years |
| Atria Paradise | Paradise | CA | — |
| 2,265 |
| 28,262 |
| (22,641 | ) | 1,995 |
| 5,891 |
| 7,886 |
| 6,203 |
| 1,683 |
| 1999 | 2013 | 35 years |
| Atria Del Rey | Rancho Cucamonga | CA | — |
| 3,290 |
| 17,427 |
| 5,938 |
| 3,477 |
| 23,178 |
| 26,655 |
| 9,450 |
| 17,205 |
| 1987 | 2011 | 35 years |
| Mission Hills | Rancho Mirage | CA | — |
| 1,610 |
| 9,169 |
| 452 |
| 6,800 |
| 4,431 |
| 11,231 |
| 1,373 |
| 9,858 |
| 1996 | 2014 | 35 years |
|
| | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State / Province | Encumbrances | Land and Improvements | Buildings and Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and Improvements | Buildings and Improvements | Total | Accumulated Depreciation | NBV | Year of Construction | Year Acquired | Life on Which Depreciation in Income Statement is Computed |
| Atria Rocklin | Rocklin | CA | 18,336 |
| 4,427 |
| 52,064 |
| 1,595 |
| 4,473 |
| 53,613 |
| 58,086 |
| 9,383 |
| 48,703 |
| 2001 | 2015 | 35 years |
| Atria La Jolla | San Diego | CA | — |
| 8,210 |
| 46,315 |
| (1,197 | ) | 8,216 |
| 45,112 |
| 53,328 |
| 3,142 |
| 50,186 |
| 1984 | 2017 | 35 years |
| Atria Penasquitos | San Diego | CA | — |
| 2,649 |
| 24,067 |
| 2,254 |
| 2,711 |
| 26,259 |
| 28,970 |
| 1,781 |
| 27,189 |
| 1991 | 2017 | 35 years |
| Atria Collwood | San Diego | CA | — |
| 290 |
| 10,650 |
| 1,469 |
| 347 |
| 12,062 |
| 12,409 |
| 4,175 |
| 8,234 |
| 1976 | 2011 | 35 years |
| Atria Rancho Park | San Dimas | CA | — |
| 4,066 |
| 14,306 |
| 2,248 |
| 4,625 |
| 15,995 |
| 20,620 |
| 5,898 |
| 14,722 |
| 1975 | 2011 | 35 years |
| Regency of Evergreen Valley | San Jose | CA | — |
| 6,800 |
| 3,637 |
| 1,119 |
| 2,700 |
| 8,856 |
| 11,556 |
| 2,719 |
| 8,837 |
| 1998 | 2011 | 35 years |
| Atria Willow Glen | San Jose | CA | — |
| 8,521 |
| 43,168 |
| 3,745 |
| 8,627 |
| 46,807 |
| 55,434 |
| 12,675 |
| 42,759 |
| 1976 | 2011 | 35 years |
| Atria San Juan | San Juan Capistrano | CA | — |
| 5,110 |
| 29,436 |
| 9,015 |
| 5,353 |
| 38,208 |
| 43,561 |
| 15,626 |
| 27,935 |
| 1985 | 2011 | 35 years |
| Atria Hillsdale | San Mateo | CA | — |
| 5,240 |
| 15,956 |
| 25,600 |
| 5,253 |
| 41,543 |
| 46,796 |
| 5,245 |
| 41,551 |
| 1986 | 2011 | 35 years |
| Atria Santa Clarita | Santa Clarita | CA | — |
| 3,880 |
| 38,366 |
| 1,738 |
| 3,890 |
| 40,094 |
| 43,984 |
| 7,148 |
| 36,836 |
| 2001 | 2015 | 35 years |
| Atria Sunnyvale | Sunnyvale | CA | — |
| 6,120 |
| 30,068 |
| 5,355 |
| 6,240 |
| 35,303 |
| 41,543 |
| 11,502 |
| 30,041 |
| 1977 | 2011 | 35 years |
| Atria Park of Tarzana | Tarzana | CA | — |
| 960 |
| 47,547 |
| 6,461 |
| 5,861 |
| 49,107 |
| 54,968 |
| 11,112 |
| 43,856 |
| 2008 | 2013 | 35 years |
| Atria Park of Vintage Hills | Temecula | CA | — |
| 4,674 |
| 44,341 |
| 3,105 |
| 4,892 |
| 47,228 |
| 52,120 |
| 11,793 |
| 40,327 |
| 2000 | 2013 | 35 years |
| Atria Park of Grand Oaks | Thousand Oaks | CA | — |
| 5,994 |
| 50,309 |
| 1,375 |
| 6,055 |
| 51,623 |
| 57,678 |
| 12,479 |
| 45,199 |
| 2002 | 2013 | 35 years |
| Atria Hillcrest | Thousand Oaks | CA | — |
| 6,020 |
| 25,635 |
| 10,529 |
| 6,624 |
| 35,560 |
| 42,184 |
| 14,863 |
| 27,321 |
| 1987 | 2011 | 35 years |
| Atria Walnut Creek | Walnut Creek | CA | — |
| 6,910 |
| 15,797 |
| 17,518 |
| 7,642 |
| 32,583 |
| 40,225 |
| 15,417 |
| 24,808 |
| 1978 | 2011 | 35 years |
| Atria Valley View | Walnut Creek | CA | — |
| 7,139 |
| 53,914 |
| 3,184 |
| 7,193 |
| 57,044 |
| 64,237 |
| 24,189 |
| 40,048 |
| 1977 | 2011 | 35 years |
| Atria Longmont | Longmont | CO | — |
| 2,807 |
| 24,877 |
| 1,425 |
| 2,874 |
| 26,235 |
| 29,109 |
| 6,941 |
| 22,168 |
| 2009 | 2012 | 35 years |
| Atria Darien | Darien | CT | — |
| 653 |
| 37,587 |
| 12,187 |
| 1,202 |
| 49,225 |
| 50,427 |
| 16,000 |
| 34,427 |
| 1997 | 2011 | 35 years |
| Atria Larson Place | Hamden | CT | — |
| 1,850 |
| 16,098 |
| 2,463 |
| 1,885 |
| 18,526 |
| 20,411 |
| 6,089 |
| 14,322 |
| 1999 | 2011 | 35 years |
| Atria Greenridge Place | Rocky Hill | CT | — |
| 2,170 |
| 32,553 |
| 2,714 |
| 2,392 |
| 35,045 |
| 37,437 |
| 10,170 |
| 27,267 |
| 1998 | 2011 | 35 years |
| Atria Stamford | Stamford | CT | — |
| 1,200 |
| 62,432 |
| 20,025 |
| 1,487 |
| 82,170 |
| 83,657 |
| 22,565 |
| 61,092 |
| 1975 | 2011 | 35 years |
| Atria Crossroads Place | Waterford | CT | — |
| 2,401 |
| 36,495 |
| 7,988 |
| 2,577 |
| 44,307 |
| 46,884 |
| 15,132 |
| 31,752 |
| 2000 | 2011 | 35 years |
| Atria Hamilton Heights | West Hartford | CT | — |
| 3,120 |
| 14,674 |
| 3,933 |
| 3,163 |
| 18,564 |
| 21,727 |
| 7,215 |
| 14,512 |
| 1904 | 2011 | 35 years |
| Atria Windsor Woods | Hudson | FL | — |
| 1,610 |
| 32,432 |
| 3,595 |
| 1,744 |
| 35,893 |
| 37,637 |
| 11,173 |
| 26,464 |
| 1988 | 2011 | 35 years |
| Atria Park of Baypoint Village | Hudson | FL | — |
| 2,083 |
| 28,841 |
| 9,966 |
| 2,369 |
| 38,521 |
| 40,890 |
| 13,623 |
| 27,267 |
| 1986 | 2011 | 35 years |
| Atria Park of San Pablo | Jacksonville | FL | — |
| 1,620 |
| 14,920 |
| 1,310 |
| 1,660 |
| 16,190 |
| 17,850 |
| 4,918 |
| 12,932 |
| 1999 | 2011 | 35 years |
| Atria Park of St. Joseph's | Jupiter | FL | — |
| 5,520 |
| 30,720 |
| 2,129 |
| 5,575 |
| 32,794 |
| 38,369 |
| 8,105 |
| 30,264 |
| 2007 | 2013 | 35 years |
| Atria Lady Lake | Lady Lake | FL | — |
| 3,752 |
| 26,265 |
| 1,519 |
| 3,769 |
| 27,767 |
| 31,536 |
| 4,811 |
| 26,725 |
| 2010 | 2015 | 35 years |
| Atria Park of Lake Forest | Sanford | FL | — |
| 3,589 |
| 32,586 |
| 5,340 |
| 4,104 |
| 37,411 |
| 41,515 |
| 11,140 |
| 30,375 |
| 2002 | 2011 | 35 years |
| Atria Evergreen Woods | Spring Hill | FL | — |
| 2,370 |
| 28,371 |
| 6,077 |
| 2,568 |
| 34,250 |
| 36,818 |
| 11,532 |
| 25,286 |
| 1981 | 2011 | 35 years |
| Atria North Point | Alpharetta | GA | 38,576 |
| 4,830 |
| 78,318 |
| 3,260 |
| 4,868 |
| 81,540 |
| 86,408 |
| 16,947 |
| 69,461 |
| 2007 | 2014 | 35 years |
| Atria Buckhead | Atlanta | GA | — |
| 3,660 |
| 5,274 |
| 1,449 |
| 3,688 |
| 6,695 |
| 10,383 |
| 2,713 |
| 7,670 |
| 1996 | 2011 | 35 years |
| Atria Park of Tucker | Tucker | GA | — |
| 1,103 |
| 20,679 |
| 790 |
| 1,120 |
| 21,452 |
| 22,572 |
| 5,292 |
| 17,280 |
| 2000 | 2013 | 35 years |
| Atria Park of Glen Ellyn | Glen Ellyn | IL | — |
| 2,455 |
| 34,064 |
| 3,293 |
| 2,748 |
| 37,064 |
| 39,812 |
| 14,328 |
| 25,484 |
| 2000 | 2007 | 35 years |
| Atria Newburgh | Newburgh | IN | — |
| 1,150 |
| 22,880 |
| 1,612 |
| 1,155 |
| 24,487 |
| 25,642 |
| 6,899 |
| 18,743 |
| 1998 | 2011 | 35 years |
| Atria Hearthstone East | Topeka | KS | — |
| 1,150 |
| 20,544 |
| 1,625 |
| 1,241 |
| 22,078 |
| 23,319 |
| 6,825 |
| 16,494 |
| 1998 | 2011 | 35 years |
| Atria Hearthstone West | Topeka | KS | — |
| 1,230 |
| 28,379 |
| 2,552 |
| 1,267 |
| 30,894 |
| 32,161 |
| 10,075 |
| 22,086 |
| 1987 | 2011 | 35 years |
|
| | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State / Province | Encumbrances | Land and Improvements | Buildings and Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and Improvements | Buildings and Improvements | Total | Accumulated Depreciation | NBV | Year of Construction | Year Acquired | Life on Which Depreciation in Income Statement is Computed |
| Atria Highland Crossing | Covington | KY | — |
| 1,677 |
| 14,393 |
| 1,773 |
| 1,693 |
| 16,150 |
| 17,843 |
| 5,713 |
| 12,130 |
| 1988 | 2011 | 35 years |
| Atria Summit Hills | Crestview Hills | KY | — |
| 1,780 |
| 15,769 |
| 1,270 |
| 1,812 |
| 17,007 |
| 18,819 |
| 5,437 |
| 13,382 |
| 1998 | 2011 | 35 years |
| Atria Elizabethtown | Elizabethtown | KY | — |
| 850 |
| 12,510 |
| 937 |
| 884 |
| 13,413 |
| 14,297 |
| 4,111 |
| 10,186 |
| 1996 | 2011 | 35 years |
| Atria St. Matthews | Louisville | KY | — |
| 939 |
| 9,274 |
| 1,391 |
| 968 |
| 10,636 |
| 11,604 |
| 4,228 |
| 7,376 |
| 1998 | 2011 | 35 years |
| Atria Stony Brook | Louisville | KY | — |
| 1,860 |
| 17,561 |
| 1,333 |
| 1,953 |
| 18,801 |
| 20,754 |
| 5,959 |
| 14,795 |
| 1999 | 2011 | 35 years |
| Atria Springdale | Louisville | KY | — |
| 1,410 |
| 16,702 |
| 1,604 |
| 1,451 |
| 18,265 |
| 19,716 |
| 5,737 |
| 13,979 |
| 1999 | 2011 | 35 years |
| Atria Kennebunk | Kennebunk | ME | — |
| 1,090 |
| 23,496 |
| 1,701 |
| 1,159 |
| 25,128 |
| 26,287 |
| 7,591 |
| 18,696 |
| 1998 | 2011 | 35 years |
| Atria Manresa | Annapolis | MD | — |
| 4,193 |
| 19,000 |
| 2,311 |
| 4,465 |
| 21,039 |
| 25,504 |
| 6,579 |
| 18,925 |
| 1920 | 2011 | 35 years |
| Atria Salisbury | Salisbury | MD | — |
| 1,940 |
| 24,500 |
| 1,391 |
| 1,979 |
| 25,852 |
| 27,831 |
| 7,188 |
| 20,643 |
| 1995 | 2011 | 35 years |
| Atria Marland Place | Andover | MA | — |
| 1,831 |
| 34,592 |
| 19,600 |
| 1,996 |
| 54,027 |
| 56,023 |
| 21,944 |
| 34,079 |
| 1996 | 2011 | 35 years |
| Atria Longmeadow Place | Burlington | MA | — |
| 5,310 |
| 58,021 |
| 2,123 |
| 5,387 |
| 60,067 |
| 65,454 |
| 16,527 |
| 48,927 |
| 1998 | 2011 | 35 years |
| Atria Fairhaven | Fairhaven | MA | — |
| 1,100 |
| 16,093 |
| 1,104 |
| 1,157 |
| 17,140 |
| 18,297 |
| 5,013 |
| 13,284 |
| 1999 | 2011 | 35 years |
| Atria Woodbriar Place | Falmouth | MA | — |
| 4,630 |
| 27,314 |
| 5,817 |
| 6,433 |
| 31,328 |
| 37,761 |
| 8,712 |
| 29,049 |
| 2013 | 2013 | 35 years |
| Atria Woodbriar Park | Falmouth | MA | — |
| 1,970 |
| 43,693 |
| 21,519 |
| 2,709 |
| 64,473 |
| 67,182 |
| 20,248 |
| 46,934 |
| 1975 | 2011 | 35 years |
| Atria Draper Place | Hopedale | MA | — |
| 1,140 |
| 17,794 |
| 1,872 |
| 1,234 |
| 19,572 |
| 20,806 |
| 6,014 |
| 14,792 |
| 1998 | 2011 | 35 years |
| Atria Merrimack Place | Newburyport | MA | — |
| 2,774 |
| 40,645 |
| 21,593 |
| 4,319 |
| 60,693 |
| 65,012 |
| 11,669 |
| 53,343 |
| 2000 | 2011 | 35 years |
| Atria Marina Place | Quincy | MA | — |
| 2,590 |
| 33,899 |
| 2,109 |
| 2,780 |
| 35,818 |
| 38,598 |
| 10,474 |
| 28,124 |
| 1999 | 2011 | 35 years |
| Atria Park of Ann Arbor | Ann Arbor | MI | — |
| 1,703 |
| 15,857 |
| 1,998 |
| 1,837 |
| 17,721 |
| 19,558 |
| 7,516 |
| 12,042 |
| 2001 | 2007 | 35 years |
| Atria Kinghaven | Riverview | MI | — |
| 1,440 |
| 26,260 |
| 3,507 |
| 1,598 |
| 29,609 |
| 31,207 |
| 9,031 |
| 22,176 |
| 1987 | 2011 | 35 years |
| Atria Seville | Las Vegas | NV | — |
| — |
| 796 |
| 1,852 |
| 14 |
| 2,634 |
| 2,648 |
| 1,888 |
| 760 |
| 1999 | 2011 | 35 years |
| Atria Summit Ridge | Reno | NV | — |
| 4 |
| 407 |
| 776 |
| 20 |
| 1,167 |
| 1,187 |
| 875 |
| 312 |
| 1997 | 2011 | 35 years |
| Atria Cranford | Cranford | NJ | — |
| 8,260 |
| 61,411 |
| 5,689 |
| 8,406 |
| 66,954 |
| 75,360 |
| 20,313 |
| 55,047 |
| 1993 | 2011 | 35 years |
| Atria Tinton Falls | Tinton Falls | NJ | — |
| 6,580 |
| 13,258 |
| 1,835 |
| 6,762 |
| 14,911 |
| 21,673 |
| 5,540 |
| 16,133 |
| 1999 | 2011 | 35 years |
| Atria Shaker | Albany | NY | — |
| 1,520 |
| 29,667 |
| 5,279 |
| 1,626 |
| 34,840 |
| 36,466 |
| 9,030 |
| 27,436 |
| 1997 | 2011 | 35 years |
| Atria Crossgate | Albany | NY | — |
| 1,080 |
| 20,599 |
| 1,247 |
| 1,100 |
| 21,826 |
| 22,926 |
| 6,779 |
| 16,147 |
| 1980 | 2011 | 35 years |
| Atria Woodlands | Ardsley | NY | 44,386 |
| 7,660 |
| 65,581 |
| 3,248 |
| 7,718 |
| 68,771 |
| 76,489 |
| 20,019 |
| 56,470 |
| 2005 | 2011 | 35 years |
| Atria Bay Shore | Bay Shore | NY | 15,275 |
| 4,440 |
| 31,983 |
| 2,874 |
| 4,453 |
| 34,844 |
| 39,297 |
| 10,458 |
| 28,839 |
| 1900 | 2011 | 35 years |
| Atria Briarcliff Manor | Briarcliff Manor | NY | — |
| 6,560 |
| 33,885 |
| 3,315 |
| 6,725 |
| 37,035 |
| 43,760 |
| 11,188 |
| 32,572 |
| 1997 | 2011 | 35 years |
| Atria Riverdale | Bronx | NY | — |
| 1,020 |
| 24,149 |
| 16,568 |
| 1,084 |
| 40,653 |
| 41,737 |
| 15,812 |
| 25,925 |
| 1999 | 2011 | 35 years |
| Atria Delmar Place | Delmar | NY | — |
| 1,201 |
| 24,850 |
| 1,183 |
| 1,223 |
| 26,011 |
| 27,234 |
| 5,565 |
| 21,669 |
| 2004 | 2013 | 35 years |
| Atria East Northport | East Northport | NY | — |
| 9,960 |
| 34,467 |
| 19,987 |
| 10,250 |
| 54,164 |
| 64,414 |
| 16,866 |
| 47,548 |
| 1996 | 2011 | 35 years |
| Atria Glen Cove | Glen Cove | NY | — |
| 2,035 |
| 25,190 |
| 1,400 |
| 2,063 |
| 26,562 |
| 28,625 |
| 14,362 |
| 14,263 |
| 1997 | 2011 | 35 years |
| Atria Great Neck | Great Neck | NY | — |
| 3,390 |
| 54,051 |
| 28,002 |
| 3,482 |
| 81,961 |
| 85,443 |
| 20,008 |
| 65,435 |
| 1998 | 2011 | 35 years |
| Atria Cutter Mill | Great Neck | NY | — |
| 2,750 |
| 47,919 |
| 3,412 |
| 2,761 |
| 51,320 |
| 54,081 |
| 14,422 |
| 39,659 |
| 1999 | 2011 | 35 years |
| Atria Huntington | Huntington Station | NY | — |
| 8,190 |
| 1,169 |
| 2,791 |
| 8,232 |
| 3,918 |
| 12,150 |
| 2,849 |
| 9,301 |
| 1987 | 2011 | 35 years |
| Atria Hertlin Place | Lake Ronkonkoma | NY | — |
| 7,886 |
| 16,391 |
| 2,489 |
| 7,889 |
| 18,877 |
| 26,766 |
| 5,333 |
| 21,433 |
| 2002 | 2012 | 35 years |
| Atria Lynbrook | Lynbrook | NY | — |
| 3,145 |
| 5,489 |
| 11,416 |
| 3,176 |
| 16,874 |
| 20,050 |
| 2,899 |
| 17,151 |
| 1996 | 2011 | 35 years |
| Atria Tanglewood | Lynbrook | NY | 23,160 |
| 4,120 |
| 37,348 |
| 1,404 |
| 4,145 |
| 38,727 |
| 42,872 |
| 10,867 |
| 32,005 |
| 2005 | 2011 | 35 years |
|
| | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State / Province | Encumbrances | Land and Improvements | Buildings and Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and Improvements | Buildings and Improvements | Total | Accumulated Depreciation | NBV | Year of Construction | Year Acquired | Life on Which Depreciation in Income Statement is Computed |
| Atria West 86 | New York | NY | — |
| 80 |
| 73,685 |
| 7,374 |
| 167 |
| 80,972 |
| 81,139 |
| 24,453 |
| 56,686 |
| 1998 | 2011 | 35 years |
| Atria on the Hudson | Ossining | NY | — |
| 8,123 |
| 63,089 |
| 5,143 |
| 8,212 |
| 68,143 |
| 76,355 |
| 21,242 |
| 55,113 |
| 1972 | 2011 | 35 years |
| Atria Plainview | Plainview | NY | — |
| 2,480 |
| 16,060 |
| 2,209 |
| 2,630 |
| 18,119 |
| 20,749 |
| 5,802 |
| 14,947 |
| 2000 | 2011 | 35 years |
| Atria Rye Brook | Port Chester | NY | — |
| 9,660 |
| 74,936 |
| 2,691 |
| 9,751 |
| 77,536 |
| 87,287 |
| 21,846 |
| 65,441 |
| 2004 | 2011 | 35 years |
| Atria Kew Gardens | Queens | NY | — |
| 3,051 |
| 66,013 |
| 9,082 |
| 3,079 |
| 75,067 |
| 78,146 |
| 22,113 |
| 56,033 |
| 1999 | 2011 | 35 years |
| Atria Forest Hills | Queens | NY | — |
| 2,050 |
| 16,680 |
| 2,099 |
| 2,074 |
| 18,755 |
| 20,829 |
| 5,754 |
| 15,075 |
| 2001 | 2011 | 35 years |
| Atria on Roslyn Harbor | Roslyn | NY | 65,000 |
| 12,909 |
| 72,720 |
| 2,969 |
| 12,974 |
| 75,624 |
| 88,598 |
| 21,290 |
| 67,308 |
| 2006 | 2011 | 35 years |
| Atria Guilderland | Slingerlands | NY | — |
| 1,170 |
| 22,414 |
| 919 |
| 1,171 |
| 23,332 |
| 24,503 |
| 6,760 |
| 17,743 |
| 1950 | 2011 | 35 years |
| Atria South Setauket | South Setauket | NY | — |
| 8,450 |
| 14,534 |
| 2,146 |
| 8,842 |
| 16,288 |
| 25,130 |
| 6,816 |
| 18,314 |
| 1967 | 2011 | 35 years |
| Atria Southpoint Walk | Durham | NC | — |
| 2,130 |
| 25,920 |
| 1,544 |
| 2,135 |
| 27,459 |
| 29,594 |
| 6,864 |
| 22,730 |
| 2009 | 2013 | 35 years |
| Atria Oakridge | Raleigh | NC | — |
| 1,482 |
| 28,838 |
| 1,657 |
| 1,519 |
| 30,458 |
| 31,977 |
| 7,684 |
| 24,293 |
| 2009 | 2013 | 35 years |
| Atria Bethlehem | Bethlehem | PA | — |
| 2,479 |
| 22,870 |
| 1,141 |
| 2,500 |
| 23,990 |
| 26,490 |
| 7,544 |
| 18,946 |
| 1998 | 2011 | 35 years |
| Atria Center City | Philadelphia | PA | — |
| 3,460 |
| 18,291 |
| 18,257 |
| 3,535 |
| 36,473 |
| 40,008 |
| 10,722 |
| 29,286 |
| 1964 | 2011 | 35 years |
| Atria South Hills | Pittsburgh | PA | — |
| 880 |
| 10,884 |
| 1,000 |
| 913 |
| 11,851 |
| 12,764 |
| 4,088 |
| 8,676 |
| 1998 | 2011 | 35 years |
| Atria Bay Spring Village | Barrington | RI | — |
| 2,000 |
| 33,400 |
| 3,134 |
| 2,080 |
| 36,454 |
| 38,534 |
| 11,772 |
| 26,762 |
| 2000 | 2011 | 35 years |
| Atria Harborhill | East Greenwich | RI | — |
| 2,089 |
| 21,702 |
| 1,911 |
| 2,183 |
| 23,519 |
| 25,702 |
| 7,306 |
| 18,396 |
| 1835 | 2011 | 35 years |
| Atria Lincoln Place | Lincoln | RI | — |
| 1,440 |
| 12,686 |
| 1,527 |
| 1,475 |
| 14,178 |
| 15,653 |
| 4,894 |
| 10,759 |
| 2000 | 2011 | 35 years |
| Atria Aquidneck Place | Portsmouth | RI | — |
| 2,810 |
| 31,623 |
| 1,212 |
| 2,814 |
| 32,831 |
| 35,645 |
| 9,159 |
| 26,486 |
| 1999 | 2011 | 35 years |
| Atria Forest Lake | Columbia | SC | — |
| 670 |
| 13,946 |
| 1,117 |
| 691 |
| 15,042 |
| 15,733 |
| 4,471 |
| 11,262 |
| 1999 | 2011 | 35 years |
| Atria Weston Place | Knoxville | TN | — |
| 793 |
| 7,961 |
| 1,629 |
| 969 |
| 9,414 |
| 10,383 |
| 3,179 |
| 7,204 |
| 1993 | 2011 | 35 years |
| Atria at the Arboretum | Austin | TX | — |
| 8,280 |
| 61,764 |
| 3,477 |
| 8,377 |
| 65,144 |
| 73,521 |
| 15,854 |
| 57,667 |
| 2009 | 2012 | 35 years |
| Atria Carrollton | Carrollton | TX | 5,519 |
| 360 |
| 20,465 |
| 1,823 |
| 370 |
| 22,278 |
| 22,648 |
| 6,829 |
| 15,819 |
| 1998 | 2011 | 35 years |
| Atria Grapevine | Grapevine | TX | — |
| 2,070 |
| 23,104 |
| 2,039 |
| 2,092 |
| 25,121 |
| 27,213 |
| 7,161 |
| 20,052 |
| 1999 | 2011 | 35 years |
| Atria Westchase | Houston | TX | — |
| 2,318 |
| 22,278 |
| 1,546 |
| 2,347 |
| 23,795 |
| 26,142 |
| 7,239 |
| 18,903 |
| 1999 | 2011 | 35 years |
| Atria Cinco Ranch | Katy | TX | — |
| 3,171 |
| 73,287 |
| 2,081 |
| 3,201 |
| 75,338 |
| 78,539 |
| 12,222 |
| 66,317 |
| 2010 | 2015 | 35 years |
| Atria Kingwood | Kingwood | TX | — |
| 1,170 |
| 4,518 |
| 1,064 |
| 1,192 |
| 5,560 |
| 6,752 |
| 2,133 |
| 4,619 |
| 1998 | 2011 | 35 years |
| Atria at Hometown | North Richland Hills | TX | — |
| 1,932 |
| 30,382 |
| 2,738 |
| 1,963 |
| 33,089 |
| 35,052 |
| 8,400 |
| 26,652 |
| 2007 | 2013 | 35 years |
| Atria Canyon Creek | Plano | TX | — |
| 3,110 |
| 45,999 |
| 3,756 |
| 3,148 |
| 49,717 |
| 52,865 |
| 12,573 |
| 40,292 |
| 2009 | 2013 | 35 years |
| Atria Cypresswood | Spring | TX | — |
| 880 |
| 9,192 |
| 648 |
| 984 |
| 9,736 |
| 10,720 |
| 3,282 |
| 7,438 |
| 1996 | 2011 | 35 years |
| Atria Sugar Land | Sugar Land | TX | — |
| 970 |
| 17,542 |
| 1,059 |
| 980 |
| 18,591 |
| 19,571 |
| 5,602 |
| 13,969 |
| 1999 | 2011 | 35 years |
| Atria Copeland | Tyler | TX | — |
| 1,879 |
| 17,901 |
| 2,178 |
| 1,913 |
| 20,045 |
| 21,958 |
| 5,975 |
| 15,983 |
| 1997 | 2011 | 35 years |
| Atria Willow Park | Tyler | TX | — |
| 920 |
| 31,271 |
| 1,862 |
| 982 |
| 33,071 |
| 34,053 |
| 9,988 |
| 24,065 |
| 1985 | 2011 | 35 years |
| Atria Virginia Beach | Virginia Beach | VA | — |
| 1,749 |
| 33,004 |
| 1,041 |
| 1,815 |
| 33,979 |
| 35,794 |
| 10,062 |
| 25,732 |
| 1998 | 2011 | 35 years |
| Arbour Lake | Calgary | AB | — |
| 2,512 |
| 39,188 |
| (3,182 | ) | 2,259 |
| 36,259 |
| 38,518 |
| 6,991 |
| 31,527 |
| 2003 | 2014 | 35 years |
| Canyon Meadows | Calgary | AB | — |
| 1,617 |
| 30,803 |
| (2,148 | ) | 1,453 |
| 28,819 |
| 30,272 |
| 5,786 |
| 24,486 |
| 1995 | 2014 | 35 years |
| Churchill Manor | Edmonton | AB | — |
| 2,865 |
| 30,482 |
| (2,556 | ) | 2,575 |
| 28,216 |
| 30,791 |
| 5,660 |
| 25,131 |
| 1999 | 2014 | 35 years |
| The View at Lethbridge | Lethbridge | AB | — |
| 2,503 |
| 24,770 |
| (2,185 | ) | 2,261 |
| 22,827 |
| 25,088 |
| 4,933 |
| 20,155 |
| 2007 | 2014 | 35 years |
| Victoria Park | Red Deer | AB | — |
| 1,188 |
| 22,554 |
| (808 | ) | 1,066 |
| 21,868 |
| 22,934 |
| 4,671 |
| 18,263 |
| 1999 | 2014 | 35 years |
|
| | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State / Province | Encumbrances | Land and Improvements | Buildings and Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and Improvements | Buildings and Improvements | Total | Accumulated Depreciation | NBV | Year of Construction | Year Acquired | Life on Which Depreciation in Income Statement is Computed |
| Ironwood Estates | St. Albert | AB | — |
| 3,639 |
| 22,519 |
| (1,093 | ) | 3,294 |
| 21,771 |
| 25,065 |
| 4,692 |
| 20,373 |
| 1998 | 2014 | 35 years |
| Longlake Chateau | Nanaimo | BC | — |
| 1,874 |
| 22,910 |
| (1,333 | ) | 1,683 |
| 21,768 |
| 23,451 |
| 4,777 |
| 18,674 |
| 1990 | 2014 | 35 years |
| Prince George Chateau | Prince George | BC | — |
| 2,066 |
| 22,761 |
| (1,309 | ) | 1,853 |
| 21,665 |
| 23,518 |
| 4,592 |
| 18,926 |
| 2005 | 2014 | 35 years |
| The Victorian | Victoria | BC | — |
| 3,419 |
| 16,351 |
| (610 | ) | 3,083 |
| 16,077 |
| 19,160 |
| 3,697 |
| 15,463 |
| 1988 | 2014 | 35 years |
| The Victorian at McKenzie | Victoria | BC | — |
| 4,801 |
| 25,712 |
| (1,349 | ) | 4,307 |
| 24,857 |
| 29,164 |
| 5,219 |
| 23,945 |
| 2003 | 2014 | 35 years |
| Riverheights Terrace | Brandon | MB | — |
| 799 |
| 27,708 |
| (1,386 | ) | 716 |
| 26,405 |
| 27,121 |
| 5,457 |
| 21,664 |
| 2001 | 2014 | 35 years |
| Amber Meadow | Winnipeg | MB | — |
| 3,047 |
| 17,821 |
| (512 | ) | 2,728 |
| 17,628 |
| 20,356 |
| 4,332 |
| 16,024 |
| 2000 | 2014 | 35 years |
| The Westhaven | Winnipeg | MB | — |
| 871 |
| 23,162 |
| (842 | ) | 813 |
| 22,378 |
| 23,191 |
| 4,665 |
| 18,526 |
| 1988 | 2014 | 35 years |
| Ste. Anne's Court | Fredericton | NB | — |
| 1,221 |
| 29,626 |
| (1,895 | ) | 1,107 |
| 27,845 |
| 28,952 |
| 5,713 |
| 23,239 |
| 2002 | 2014 | 35 years |
| Chateau de Champlain | St. John | NB | — |
| 796 |
| 24,577 |
| (932 | ) | 732 |
| 23,709 |
| 24,441 |
| 5,124 |
| 19,317 |
| 2002 | 2014 | 35 years |
| The Court at Brooklin | Brooklin | ON | — |
| 2,515 |
| 35,602 |
| (2,128 | ) | 2,279 |
| 33,710 |
| 35,989 |
| 6,613 |
| 29,376 |
| 2004 | 2014 | 35 years |
| Burlington Gardens | Burlington | ON | — |
| 7,560 |
| 50,744 |
| (4,488 | ) | 6,788 |
| 47,028 |
| 53,816 |
| 8,789 |
| 45,027 |
| 2008 | 2014 | 35 years |
| The Court at Rushdale | Hamilton | ON | — |
| 1,799 |
| 34,633 |
| (2,280 | ) | 1,610 |
| 32,542 |
| 34,152 |
| 6,482 |
| 27,670 |
| 2004 | 2014 | 35 years |
| Kingsdale Chateau | Kingston | ON | — |
| 2,221 |
| 36,272 |
| (2,300 | ) | 2,055 |
| 34,138 |
| 36,193 |
| 6,759 |
| 29,434 |
| 2000 | 2014 | 35 years |
| The Court at Barrhaven | Nepean | ON | — |
| 1,778 |
| 33,922 |
| (2,049 | ) | 1,652 |
| 31,999 |
| 33,651 |
| 6,564 |
| 27,087 |
| 2004 | 2014 | 35 years |
| Crystal View Lodge | Nepean | ON | — |
| 1,587 |
| 37,243 |
| (1,721 | ) | 1,636 |
| 35,473 |
| 37,109 |
| 6,892 |
| 30,217 |
| 2000 | 2014 | 35 years |
| Stamford Estates | Niagara Falls | ON | — |
| 1,414 |
| 29,439 |
| (2,079 | ) | 1,266 |
| 27,508 |
| 28,774 |
| 5,504 |
| 23,270 |
| 2005 | 2014 | 35 years |
| Sherbrooke Heights | Peterborough | ON | — |
| 2,485 |
| 33,747 |
| (2,073 | ) | 2,232 |
| 31,927 |
| 34,159 |
| 6,515 |
| 27,644 |
| 2001 | 2014 | 35 years |
| Anchor Pointe | St. Catharines | ON | — |
| 8,214 |
| 24,056 |
| (1,676 | ) | 7,354 |
| 23,240 |
| 30,594 |
| 5,166 |
| 25,428 |
| 2000 | 2014 | 35 years |
| The Court at Pringle Creek | Whitby | ON | — |
| 2,965 |
| 39,206 |
| (3,211 | ) | 2,726 |
| 36,234 |
| 38,960 |
| 7,161 |
| 31,799 |
| 2002 | 2014 | 35 years |
| La Residence Steger | Saint-Laurent | QC | — |
| 1,995 |
| 10,926 |
| 1,128 |
| 1,845 |
| 12,204 |
| 14,049 |
| 3,244 |
| 10,805 |
| 1999 | 2014 | 35 years |
| Mulberry Estates | Moose Jaw | SK | — |
| 2,173 |
| 31,791 |
| (2,115 | ) | 2,053 |
| 29,796 |
| 31,849 |
| 6,067 |
| 25,782 |
| 2003 | 2014 | 35 years |
| Queen Victoria Estates | Regina | SK | — |
| 3,018 |
| 34,109 |
| (2,387 | ) | 2,716 |
| 32,024 |
| 34,740 |
| 6,399 |
| 28,341 |
| 2000 | 2014 | 35 years |
| Primrose Chateau | Saskatoon | SK | — |
| 2,611 |
| 32,729 |
| (1,873 | ) | 2,405 |
| 31,062 |
| 33,467 |
| 6,218 |
| 27,249 |
| 1996 | 2014 | 35 years |
| Amberwood | Port Richey | Florida | — |
| 1,320 |
| — |
| — |
| 1,320 |
| — |
| 1,320 |
| — |
| 1,320 |
| N/A | 2011 | N/A |
| Atria Development & Construction Fees | | | — |
| — |
| 233 |
| — |
| — |
| 233 |
| 233 |
| — |
| 233 |
| CIP | CIP | CIP |
| TOTAL FOR ATRIA SENIORS HOUSING COMMUNITIES | | | 256,383 |
| 538,180 |
| 4,760,171 |
| 511,143 |
| 554,121 |
| 5,255,373 |
| 5,809,494 |
| 1,458,754 |
| 4,350,740 |
| | | |
| OTHER SENIORS HOUSING COMMUNITIES | | | | | | | | | | | | | | |
| Elmcroft of Grayson Valley | Birmingham | AL | — |
| 1,040 |
| 19,145 |
| 982 |
| 1,046 |
| 20,121 |
| 21,167 |
| 5,494 |
| 15,673 |
| 2000 | 2011 | 35 years |
| Elmcroft of Byrd Springs | Hunstville | AL | — |
| 1,720 |
| 11,270 |
| 1,279 |
| 1,723 |
| 12,546 |
| 14,269 |
| 3,716 |
| 10,553 |
| 1999 | 2011 | 35 years |
| Elmcroft of Heritage Woods | Mobile | AL | — |
| 1,020 |
| 10,241 |
| 999 |
| 1,025 |
| 11,235 |
| 12,260 |
| 3,360 |
| 8,900 |
| 2000 | 2011 | 35 years |
| Rosewood Manor | Scottsboro | AL | — |
| 680 |
| 4,038 |
| — |
| 680 |
| 4,038 |
| 4,718 |
| 1,084 |
| 3,634 |
| 1998 | 2011 | 35 years |
| Chandler Memory Care Community | Chandler | AZ | — |
| 2,910 |
| 8,882 |
| 184 |
| 3,094 |
| 8,882 |
| 11,976 |
| 2,418 |
| 9,558 |
| 2012 | 2012 | 35 years |
| Silver Creek Inn Memory Care Community | Gilbert | AZ | — |
| 890 |
| 5,918 |
| — |
| 890 |
| 5,918 |
| 6,808 |
| 1,493 |
| 5,315 |
| 2012 | 2012 | 35 years |
|
| | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State / Province | Encumbrances | Land and Improvements | Buildings and Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and Improvements | Buildings and Improvements | Total | Accumulated Depreciation | NBV | Year of Construction | Year Acquired | Life on Which Depreciation in Income Statement is Computed |
| Prestige Assisted Living at Green Valley | Green Valley | AZ | — |
| 1,227 |
| 13,977 |
| — |
| 1,227 |
| 13,977 |
| 15,204 |
| 2,373 |
| 12,831 |
| 1998 | 2014 | 35 years |
| Prestige Assisted Living at Lake Havasu City | Lake Havasu | AZ | — |
| 594 |
| 14,792 |
| — |
| 594 |
| 14,792 |
| 15,386 |
| 2,496 |
| 12,890 |
| 1999 | 2014 | 35 years |
| Lakeview Terrace | Lake Havasu City | AZ | — |
| 706 |
| 7,810 |
| 109 |
| 706 |
| 7,919 |
| 8,625 |
| 1,451 |
| 7,174 |
| 2009 | 2015 | 35 years |
| Arbor Rose | Mesa | AZ | — |
| 1,100 |
| 11,880 |
| 2,434 |
| 1,100 |
| 14,314 |
| 15,414 |
| 5,488 |
| 9,926 |
| 1999 | 2011 | 35 years |
| The Stratford | Phoenix | AZ | — |
| 1,931 |
| 33,576 |
| 1,207 |
| 1,931 |
| 34,783 |
| 36,714 |
| 5,706 |
| 31,008 |
| 2001 | 2014 | 35 years |
| Amber Creek Inn Memory Care | Scottsdale | AZ | — |
| 2,310 |
| 6,322 |
| 677 |
| 2,185 |
| 7,124 |
| 9,309 |
| 1,004 |
| 8,305 |
| 1986 | 2011 | 35 years |
| Prestige Assisted Living at Sierra Vista | Sierra Vista | AZ | — |
| 295 |
| 13,224 |
| — |
| 295 |
| 13,224 |
| 13,519 |
| 2,226 |
| 11,293 |
| 1999 | 2014 | 35 years |
| Rock Creek Memory Care Community | Surprise | AZ | 9,876 |
| 826 |
| 16,353 |
| 3 |
| 826 |
| 16,356 |
| 17,182 |
| 1,126 |
| 16,056 |
| 2017 | 2017 | 35 years |
| Elmcroft of Tempe | Tempe | AZ | — |
| 1,090 |
| 12,942 |
| 1,408 |
| 1,098 |
| 14,342 |
| 15,440 |
| 4,257 |
| 11,183 |
| 1999 | 2011 | 35 years |
| Elmcroft of River Centre | Tucson | AZ | — |
| 1,940 |
| 5,195 |
| 1,179 |
| 1,940 |
| 6,374 |
| 8,314 |
| 2,179 |
| 6,135 |
| 1999 | 2011 | 35 years |
| West Shores | Hot Springs | AR | — |
| 1,326 |
| 10,904 |
| 1,825 |
| 1,326 |
| 12,729 |
| 14,055 |
| 4,958 |
| 9,097 |
| 1988 | 2005 | 35 years |
| Elmcroft of Maumelle | Maumelle | AR | — |
| 1,252 |
| 7,601 |
| 481 |
| 1,258 |
| 8,076 |
| 9,334 |
| 3,004 |
| 6,330 |
| 1997 | 2006 | 35 years |
| Elmcroft of Mountain Home | Mountain Home | AR | — |
| 204 |
| 8,971 |
| 451 |
| 204 |
| 9,422 |
| 9,626 |
| 3,523 |
| 6,103 |
| 1997 | 2006 | 35 years |
| Elmcroft of Sherwood | Sherwood | AR | — |
| 1,320 |
| 5,693 |
| 513 |
| 1,320 |
| 6,206 |
| 7,526 |
| 2,314 |
| 5,212 |
| 1997 | 2006 | 35 years |
| Sierra Ridge Memory Care | Auburn | CA | — |
| 681 |
| 6,071 |
| — |
| 681 |
| 6,071 |
| 6,752 |
| 1,034 |
| 5,718 |
| 2011 | 2014 | 35 years |
| Careage Banning | Banning | CA | — |
| 2,970 |
| 16,037 |
| — |
| 2,970 |
| 16,037 |
| 19,007 |
| 4,548 |
| 14,459 |
| 2004 | 2011 | 35 years |
| Las Villas Del Carlsbad | Carlsbad | CA | — |
| 1,760 |
| 30,469 |
| 4,661 |
| 1,760 |
| 35,130 |
| 36,890 |
| 11,866 |
| 25,024 |
| 1987 | 2006 | 35 years |
| Prestige Assisted Living at Chico | Chico | CA | — |
| 1,069 |
| 14,929 |
| — |
| 1,069 |
| 14,929 |
| 15,998 |
| 2,529 |
| 13,469 |
| 1998 | 2014 | 35 years |
| The Meadows Senior Living | Elk Grove | CA | — |
| 1,308 |
| 19,667 |
| — |
| 1,308 |
| 19,667 |
| 20,975 |
| 3,293 |
| 17,682 |
| 2003 | 2014 | 35 years |
| Alder Bay Assisted Living | Eureka | CA | — |
| 1,170 |
| 5,228 |
| (70 | ) | 1,170 |
| 5,158 |
| 6,328 |
| 1,558 |
| 4,770 |
| 1997 | 2011 | 35 years |
| Cedarbrook | Fresno | CA | — |
| 1,652 |
| 12,613 |
| — |
| 1,652 |
| 12,613 |
| 14,265 |
| 1,201 |
| 13,064 |
| 2014 | 2017 | 35 years |
| Elmcroft of La Mesa | La Mesa | CA | — |
| 2,431 |
| 6,101 |
| 204 |
| 2,431 |
| 6,305 |
| 8,736 |
| 2,343 |
| 6,393 |
| 1997 | 2006 | 35 years |
| Grossmont Gardens | La Mesa | CA | — |
| 9,104 |
| 59,349 |
| 3,198 |
| 9,115 |
| 62,536 |
| 71,651 |
| 23,150 |
| 48,501 |
| 1964 | 2006 | 35 years |
| Palms, The | La Mirada | CA | — |
| 2,700 |
| 43,919 |
| — |
| 2,700 |
| 43,919 |
| 46,619 |
| 8,939 |
| 37,680 |
| 1990 | 2013 | 35 years |
| Prestige Assisted Living at Lancaster | Lancaster | CA | — |
| 718 |
| 10,459 |
| — |
| 718 |
| 10,459 |
| 11,177 |
| 1,771 |
| 9,406 |
| 1999 | 2014 | 35 years |
| Prestige Assisted Living at Marysville | Marysville | CA | — |
| 741 |
| 7,467 |
| — |
| 741 |
| 7,467 |
| 8,208 |
| 1,270 |
| 6,938 |
| 1999 | 2014 | 35 years |
| Mountview Retirement Residence | Montrose | CA | — |
| 1,089 |
| 15,449 |
| 2,232 |
| 1,089 |
| 17,681 |
| 18,770 |
| 5,991 |
| 12,779 |
| 1974 | 2006 | 35 years |
| Redwood Retirement | Napa | CA | — |
| 2,798 |
| 12,639 |
| — |
| 2,798 |
| 12,639 |
| 15,437 |
| 2,620 |
| 12,817 |
| 1986 | 2013 | 35 years |
| Prestige Assisted Living at Oroville | Oroville | CA | — |
| 638 |
| 8,079 |
| — |
| 638 |
| 8,079 |
| 8,717 |
| 1,370 |
| 7,347 |
| 1999 | 2014 | 35 years |
| Valencia Commons | Rancho Cucamonga | CA | — |
| 1,439 |
| 36,363 |
| — |
| 1,439 |
| 36,363 |
| 37,802 |
| 7,382 |
| 30,420 |
| 2002 | 2013 | 35 years |
| Shasta Estates | Redding | CA | — |
| 1,180 |
| 23,463 |
| — |
| 1,180 |
| 23,463 |
| 24,643 |
| 4,769 |
| 19,874 |
| 2009 | 2013 | 35 years |
| The Vistas | Redding | CA | — |
| 1,290 |
| 22,033 |
| — |
| 1,290 |
| 22,033 |
| 23,323 |
| 5,892 |
| 17,431 |
| 2007 | 2011 | 35 years |
| Elmcroft of Point Loma | San Diego | CA | — |
| 2,117 |
| 6,865 |
| (1,770 | ) | 6 |
| 7,206 |
| 7,212 |
| 2,659 |
| 4,553 |
| 1999 | 2006 | 35 years |
| Villa Santa Barbara | Santa Barbara | CA | — |
| 1,219 |
| 12,426 |
| 5,325 |
| 1,219 |
| 17,751 |
| 18,970 |
| 5,791 |
| 13,179 |
| 1977 | 2005 | 35 years |
| Oak Terrace Memory Care | Soulsbyville | CA | — |
| 1,146 |
| 5,275 |
| — |
| 1,146 |
| 5,275 |
| 6,421 |
| 913 |
| 5,508 |
| 1999 | 2014 | 35 years |
| Skyline Place Senior Living | Sonora | CA | — |
| 1,815 |
| 28,472 |
| — |
| 1,815 |
| 28,472 |
| 30,287 |
| 4,788 |
| 25,499 |
| 1996 | 2014 | 35 years |
|
| | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State / Province | Encumbrances | Land and Improvements | Buildings and Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and Improvements | Buildings and Improvements | Total | Accumulated Depreciation | NBV | Year of Construction | Year Acquired | Life on Which Depreciation in Income Statement is Computed |
| Eagle Lake Village | Susanville | CA | — |
| 1,165 |
| 6,719 |
| — |
| 1,165 |
| 6,719 |
| 7,884 |
| 1,585 |
| 6,299 |
| 2006 | 2012 | 35 years |
| Bonaventure, The | Ventura | CA | — |
| 5,294 |
| 32,747 |
| — |
| 5,294 |
| 32,747 |
| 38,041 |
| 6,742 |
| 31,299 |
| 2005 | 2013 | 35 years |
| Sterling Inn | Victorville | CA | 12,558 |
| 733 |
| 18,564 |
| 6,673 |
| 733 |
| 25,237 |
| 25,970 |
| 1,712 |
| 24,258 |
| 1992 | 2017 | 35 years |
| Sterling Commons | Victorville | CA | 5,850 |
| 768 |
| 13,124 |
| — |
| 768 |
| 13,124 |
| 13,892 |
| 1,206 |
| 12,686 |
| 1994 | 2017 | 35 years |
| Prestige Assisted Living at Visalia | Visalia | CA | — |
| 1,300 |
| 8,378 |
| — |
| 1,300 |
| 8,378 |
| 9,678 |
| 1,436 |
| 8,242 |
| 1998 | 2014 | 35 years |
| Highland Trail | Broomfield | CO | — |
| 2,511 |
| 26,431 |
| — |
| 2,511 |
| 26,431 |
| 28,942 |
| 5,400 |
| 23,542 |
| 2009 | 2013 | 35 years |
| Caley Ridge | Englewood | CO | — |
| 1,157 |
| 13,133 |
| — |
| 1,157 |
| 13,133 |
| 14,290 |
| 3,099 |
| 11,191 |
| 1999 | 2012 | 35 years |
| Garden Square at Westlake | Greeley | CO | — |
| 630 |
| 8,211 |
| — |
| 630 |
| 8,211 |
| 8,841 |
| 2,278 |
| 6,563 |
| 1998 | 2011 | 35 years |
| Garden Square of Greeley | Greeley | CO | — |
| 330 |
| 2,735 |
| — |
| 330 |
| 2,735 |
| 3,065 |
| 767 |
| 2,298 |
| 1995 | 2011 | 35 years |
| Lakewood Estates | Lakewood | CO | — |
| 1,306 |
| 21,137 |
| — |
| 1,306 |
| 21,137 |
| 22,443 |
| 4,302 |
| 18,141 |
| 1988 | 2013 | 35 years |
| Sugar Valley Estates | Loveland | CO | — |
| 1,255 |
| 21,837 |
| — |
| 1,255 |
| 21,837 |
| 23,092 |
| 4,442 |
| 18,650 |
| 2009 | 2013 | 35 years |
| Devonshire Acres | Sterling | CO | — |
| 950 |
| 10,092 |
| 555 |
| 965 |
| 10,632 |
| 11,597 |
| 3,097 |
| 8,500 |
| 1979 | 2011 | 35 years |
| The Hearth at Gardenside | Branford | CT | — |
| 7,000 |
| 31,518 |
| — |
| 7,000 |
| 31,518 |
| 38,518 |
| 8,424 |
| 30,094 |
| 1999 | 2011 | 35 years |
| The Hearth at Tuxis Pond | Madison | CT | — |
| 1,610 |
| 44,322 |
| — |
| 1,610 |
| 44,322 |
| 45,932 |
| 11,386 |
| 34,546 |
| 2002 | 2011 | 35 years |
| White Oaks | Manchester | CT | — |
| 2,584 |
| 34,507 |
| — |
| 2,584 |
| 34,507 |
| 37,091 |
| 7,034 |
| 30,057 |
| 2007 | 2013 | 35 years |
| Hampton Manor Belleview | Belleview | FL | — |
| 390 |
| 8,337 |
| 100 |
| 390 |
| 8,437 |
| 8,827 |
| 2,274 |
| 6,553 |
| 1988 | 2011 | 35 years |
| Sabal House | Cantonment | FL | — |
| 430 |
| 5,902 |
| — |
| 430 |
| 5,902 |
| 6,332 |
| 1,585 |
| 4,747 |
| 1999 | 2011 | 35 years |
| Bristol Park of Coral Springs | Coral Springs | FL | — |
| 3,280 |
| 11,877 |
| 2,331 |
| 3,280 |
| 14,208 |
| 17,488 |
| 3,527 |
| 13,961 |
| 1999 | 2011 | 35 years |
| Stanley House | Defuniak Springs | FL | — |
| 410 |
| 5,659 |
| — |
| 410 |
| 5,659 |
| 6,069 |
| 1,518 |
| 4,551 |
| 1999 | 2011 | 35 years |
| Barrington Terrace of Ft. Myers | Fort Myers | FL | — |
| 2,105 |
| 18,190 |
| 1,523 |
| 2,110 |
| 19,708 |
| 21,818 |
| 3,909 |
| 17,909 |
| 2001 | 2015 | 35 years |
| The Peninsula | Hollywood | FL | — |
| 3,660 |
| 9,122 |
| 1,416 |
| 3,660 |
| 10,538 |
| 14,198 |
| 3,089 |
| 11,109 |
| 1972 | 2011 | 35 years |
| Elmcroft of Timberlin Parc | Jacksonville | FL | — |
| 455 |
| 5,905 |
| 547 |
| 455 |
| 6,452 |
| 6,907 |
| 2,410 |
| 4,497 |
| 1998 | 2006 | 35 years |
| Forsyth House | Milton | FL | — |
| 610 |
| 6,503 |
| — |
| 610 |
| 6,503 |
| 7,113 |
| 1,731 |
| 5,382 |
| 1999 | 2011 | 35 years |
| Barrington Terrace of Naples | Naples | FL | — |
| 2,596 |
| 18,716 |
| 1,670 |
| 2,610 |
| 20,372 |
| 22,982 |
| 3,702 |
| 19,280 |
| 2004 | 2015 | 35 years |
| The Carlisle Naples | Naples | FL | — |
| 8,406 |
| 78,091 |
| — |
| 8,406 |
| 78,091 |
| 86,497 |
| 20,212 |
| 66,285 |
| 1998 | 2011 | 35 years |
| Naples ALZ Development | Naples | FL | — |
| 2,983 |
| — |
| — |
| 2,983 |
| — |
| 2,983 |
| — |
| 2,983 |
| CIP | CIP | CIP |
| Hampton Manor at 24th Road | Ocala | FL | — |
| 690 |
| 8,767 |
| 121 |
| 690 |
| 8,888 |
| 9,578 |
| 2,332 |
| 7,246 |
| 1996 | 2011 | 35 years |
| Hampton Manor at Deerwood | Ocala | FL | — |
| 790 |
| 5,605 |
| 3,818 |
| 983 |
| 9,230 |
| 10,213 |
| 2,179 |
| 8,034 |
| 2005 | 2011 | 35 years |
| Las Palmas | Palm Coast | FL | — |
| 984 |
| 30,009 |
| — |
| 984 |
| 30,009 |
| 30,993 |
| 6,087 |
| 24,906 |
| 2009 | 2013 | 35 years |
| Elmcroft of Pensacola | Pensacola | FL | — |
| 2,230 |
| 2,362 |
| 405 |
| 2,230 |
| 2,767 |
| 4,997 |
| 872 |
| 4,125 |
| 1999 | 2011 | 35 years |
| Magnolia House | Quincy | FL | — |
| 400 |
| 5,190 |
| — |
| 400 |
| 5,190 |
| 5,590 |
| 1,413 |
| 4,177 |
| 1999 | 2011 | 35 years |
| Elmcroft of Tallahassee | Tallahassee | FL | — |
| 2,430 |
| 17,745 |
| 329 |
| 2,430 |
| 18,074 |
| 20,504 |
| 4,779 |
| 15,725 |
| 1999 | 2011 | 35 years |
| Tallahassee Memory Care | Tallahassee | FL | — |
| 640 |
| 8,013 |
| 71 |
| 641 |
| 8,083 |
| 8,724 |
| 1,979 |
| 6,745 |
| 1999 | 2011 | 35 years |
| Bristol Park of Tamarac | Tamarac | FL | — |
| 3,920 |
| 14,130 |
| 2,142 |
| 3,920 |
| 16,272 |
| 20,192 |
| 4,070 |
| 16,122 |
| 2000 | 2011 | 35 years |
| Elmcroft of Carrolwood | Tampa | FL | — |
| 5,410 |
| 20,944 |
| 1,761 |
| 5,415 |
| 22,700 |
| 28,115 |
| 6,303 |
| 21,812 |
| 2001 | 2011 | 35 years |
| Arbor Terrace of Athens | Athens | GA | — |
| 1,767 |
| 16,442 |
| 632 |
| 1,777 |
| 17,064 |
| 18,841 |
| 3,092 |
| 15,749 |
| 1998 | 2015 | 35 years |
| Arbor Terrace at Cascade | Atlanta | GA | — |
| 3,052 |
| 9,040 |
| 979 |
| 3,057 |
| 10,014 |
| 13,071 |
| 2,589 |
| 10,482 |
| 1999 | 2015 | 35 years |
| Augusta Gardens | Augusta | GA | — |
| 530 |
| 10,262 |
| 308 |
| 543 |
| 10,557 |
| 11,100 |
| 2,937 |
| 8,163 |
| 1997 | 2011 | 35 years |
| Benton House of Covington | Covington | GA | — |
| 1,297 |
| 11,397 |
| 396 |
| 1,298 |
| 11,792 |
| 13,090 |
| 2,238 |
| 10,852 |
| 2009 | 2015 | 35 years |
|
| | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State / Province | Encumbrances | Land and Improvements | Buildings and Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and Improvements | Buildings and Improvements | Total | Accumulated Depreciation | NBV | Year of Construction | Year Acquired | Life on Which Depreciation in Income Statement is Computed |
| Arbor Terrace of Decatur | Decatur | GA | — |
| 3,102 |
| 19,599 |
| (668 | ) | 1,298 |
| 20,735 |
| 22,033 |
| 3,681 |
| 18,352 |
| 1990 | 2015 | 35 years |
| Benton House of Douglasville | Douglasville | GA | — |
| 1,697 |
| 15,542 |
| 175 |
| 1,697 |
| 15,717 |
| 17,414 |
| 2,856 |
| 14,558 |
| 2010 | 2015 | 35 years |
| Elmcroft of Martinez | Martinez | GA | — |
| 408 |
| 6,764 |
| 825 |
| 408 |
| 7,589 |
| 7,997 |
| 2,556 |
| 5,441 |
| 1997 | 2007 | 35 years |
| Benton House of Newnan | Newnan | GA | — |
| 1,474 |
| 17,487 |
| 299 |
| 1,487 |
| 17,773 |
| 19,260 |
| 3,164 |
| 16,096 |
| 2010 | 2015 | 35 years |
| Elmcroft of Roswell | Roswell | GA | — |
| 1,867 |
| 15,835 |
| 385 |
| 1,867 |
| 16,220 |
| 18,087 |
| 2,789 |
| 15,298 |
| 1997 | 2014 | 35 years |
| Benton Village of Stockbridge | Stockbridge | GA | — |
| 2,221 |
| 21,989 |
| 780 |
| 2,232 |
| 22,758 |
| 24,990 |
| 4,224 |
| 20,766 |
| 2008 | 2015 | 35 years |
| Benton House of Sugar Hill | Sugar Hill | GA | — |
| 2,173 |
| 14,937 |
| 189 |
| 2,181 |
| 15,118 |
| 17,299 |
| 2,899 |
| 14,400 |
| 2010 | 2015 | 35 years |
| Villas of St. James - Breese, IL | Breese | IL | — |
| 671 |
| 6,849 |
| — |
| 671 |
| 6,849 |
| 7,520 |
| 1,437 |
| 6,083 |
| 2009 | 2015 | 35 years |
| Villas of Holly Brook - Chatham, IL | Chatham | IL | — |
| 1,185 |
| 8,910 |
| — |
| 1,185 |
| 8,910 |
| 10,095 |
| 1,922 |
| 8,173 |
| 2012 | 2015 | 35 years |
| Villas of Holly Brook - Effingham, IL | Effingham | IL | — |
| 508 |
| 6,624 |
| — |
| 508 |
| 6,624 |
| 7,132 |
| 1,350 |
| 5,782 |
| 2011 | 2015 | 35 years |
| Villas of Holly Brook - Herrin, IL | Herrin | IL | — |
| 2,175 |
| 9,605 |
| — |
| 2,175 |
| 9,605 |
| 11,780 |
| 2,387 |
| 9,393 |
| 2012 | 2015 | 35 years |
| Villas of Holly Brook - Marshall, IL | Marshall | IL | — |
| 1,461 |
| 4,881 |
| — |
| 1,461 |
| 4,881 |
| 6,342 |
| 1,411 |
| 4,931 |
| 2012 | 2015 | 35 years |
| Villas of Holly Brook - Newton, IL | Newton | IL | — |
| 458 |
| 4,590 |
| — |
| 458 |
| 4,590 |
| 5,048 |
| 1,039 |
| 4,009 |
| 2011 | 2015 | 35 years |
| Rochester Senior Living at Wyndcrest | Rochester | IL | — |
| 570 |
| 6,536 |
| 194 |
| 570 |
| 6,730 |
| 7,300 |
| 1,375 |
| 5,925 |
| 2005 | 2015 | 35 years |
| Villas of Holly Brook, Shelbyville, IL | Shelbyville | IL | — |
| 2,292 |
| 3,351 |
| — |
| 2,292 |
| 3,351 |
| 5,643 |
| 1,552 |
| 4,091 |
| 2011 | 2015 | 35 years |
| Elmcroft of Muncie | Muncie | IN | — |
| 244 |
| 11,218 |
| 593 |
| 277 |
| 11,778 |
| 12,055 |
| 4,204 |
| 7,851 |
| 1998 | 2007 | 35 years |
| Wood Ridge | South Bend | IN | — |
| 590 |
| 4,850 |
| (35 | ) | 590 |
| 4,815 |
| 5,405 |
| 1,332 |
| 4,073 |
| 1990 | 2011 | 35 years |
| Elmcroft of Florence (KY) | Florence | KY | — |
| 1,535 |
| 21,826 |
| 677 |
| 1,544 |
| 22,494 |
| 24,038 |
| 3,845 |
| 20,193 |
| 2010 | 2014 | 35 years |
| Hartland Hills | Lexington | KY | — |
| 1,468 |
| 23,929 |
| — |
| 1,468 |
| 23,929 |
| 25,397 |
| 4,870 |
| 20,527 |
| 2001 | 2013 | 35 years |
| Elmcroft of Mount Washington | Mount Washington | KY | — |
| 758 |
| 12,048 |
| 764 |
| 758 |
| 12,812 |
| 13,570 |
| 2,214 |
| 11,356 |
| 2005 | 2014 | 35 years |
| Clover Healthcare | Auburn | ME | — |
| 1,400 |
| 26,895 |
| 876 |
| 1,400 |
| 27,771 |
| 29,171 |
| 7,825 |
| 21,346 |
| 1982 | 2011 | 35 years |
| Gorham House | Gorham | ME | — |
| 1,360 |
| 33,147 |
| 1,472 |
| 1,527 |
| 34,452 |
| 35,979 |
| 8,857 |
| 27,122 |
| 1990 | 2011 | 35 years |
| Kittery Estates | Kittery | ME | — |
| 1,531 |
| 30,811 |
| — |
| 1,531 |
| 30,811 |
| 32,342 |
| 6,262 |
| 26,080 |
| 2009 | 2013 | 35 years |
| Woods at Canco | Portland | ME | — |
| 1,441 |
| 45,578 |
| — |
| 1,441 |
| 45,578 |
| 47,019 |
| 9,244 |
| 37,775 |
| 2000 | 2013 | 35 years |
| Sentry Inn at York Harbor | York Harbor | ME | — |
| 3,490 |
| 19,869 |
| — |
| 3,490 |
| 19,869 |
| 23,359 |
| 5,224 |
| 18,135 |
| 2000 | 2011 | 35 years |
| Elmcroft of Hagerstown | Hagerstown | MD | — |
| 2,010 |
| 1,293 |
| 229 |
| 1,951 |
| 1,581 |
| 3,532 |
| 562 |
| 2,970 |
| 1999 | 2011 | 35 years |
| Heritage Woods | Agawam | MA | — |
| 1,249 |
| 4,625 |
| — |
| 1,249 |
| 4,625 |
| 5,874 |
| 2,680 |
| 3,194 |
| 1997 | 2004 | 30 years |
| Devonshire Estates | Lenox | MA | — |
| 1,832 |
| 31,124 |
| — |
| 1,832 |
| 31,124 |
| 32,956 |
| 6,333 |
| 26,623 |
| 1998 | 2013 | 35 years |
| Elmcroft of Downriver | Brownstown Charter Township | MI | — |
| 320 |
| 32,652 |
| 1,249 |
| 371 |
| 33,850 |
| 34,221 |
| 8,860 |
| 25,361 |
| 2000 | 2011 | 35 years |
| Independence Village of East Lansing | East Lansing | MI | — |
| 1,956 |
| 18,122 |
| 398 |
| 1,956 |
| 18,520 |
| 20,476 |
| 4,295 |
| 16,181 |
| 1989 | 2012 | 35 years |
| Primrose Austin | Austin | MN | — |
| 2,540 |
| 11,707 |
| 443 |
| 2,540 |
| 12,150 |
| 14,690 |
| 3,150 |
| 11,540 |
| 2002 | 2011 | 35 years |
| Primrose Duluth | Duluth | MN | — |
| 6,190 |
| 8,296 |
| 257 |
| 6,245 |
| 8,498 |
| 14,743 |
| 2,483 |
| 12,260 |
| 2003 | 2011 | 35 years |
| Primrose Mankato | Mankato | MN | — |
| 1,860 |
| 8,920 |
| 352 |
| 1,860 |
| 9,272 |
| 11,132 |
| 2,649 |
| 8,483 |
| 1999 | 2011 | 35 years |
| Lodge at White Bear | White Bear Lake | MN | — |
| 732 |
| 24,999 |
| — |
| 732 |
| 24,999 |
| 25,731 |
| 5,069 |
| 20,662 |
| 2002 | 2013 | 35 years |
| Assisted Living at the Meadowlands - O'Fallon, MO | O'Fallon | MO | — |
| 2,326 |
| 14,158 |
| — |
| 2,326 |
| 14,158 |
| 16,484 |
| 2,967 |
| 13,517 |
| 1999 | 2015 | 35 years |
| Canyon Creek Inn Memory Care | Billings | MT | — |
| 420 |
| 11,217 |
| 7 |
| 420 |
| 11,224 |
| 11,644 |
| 2,866 |
| 8,778 |
| 2011 | 2011 | 35 years |
| Spring Creek Inn Alzheimer's Community | Bozeman | MT | — |
| 1,345 |
| 16,877 |
| — |
| 1,345 |
| 16,877 |
| 18,222 |
| 1,598 |
| 16,624 |
| 2010 | 2017 | 35 years |
| The Springs at Missoula | Missoula | MT | 15,922 |
| 1,975 |
| 34,390 |
| 2,076 |
| 1,975 |
| 36,466 |
| 38,441 |
| 8,444 |
| 29,997 |
| 2004 | 2012 | 35 years |
|
| | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State / Province | Encumbrances | Land and Improvements | Buildings and Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and Improvements | Buildings and Improvements | Total | Accumulated Depreciation | NBV | Year of Construction | Year Acquired | Life on Which Depreciation in Income Statement is Computed |
| Crown Pointe | Omaha | NE | — |
| 1,316 |
| 11,950 |
| 2,418 |
| 1,316 |
| 14,368 |
| 15,684 |
| 5,397 |
| 10,287 |
| 1985 | 2005 | 35 years |
| Prestige Assisted Living at Mira Loma | Henderson | NV | — |
| 1,279 |
| 12,558 |
| — |
| 1,279 |
| 12,558 |
| 13,837 |
| 1,584 |
| 12,253 |
| 1998 | 2016 | 35 years |
| Birch Heights | Derry | NH | — |
| 1,413 |
| 30,267 |
| — |
| 1,413 |
| 30,267 |
| 31,680 |
| 6,150 |
| 25,530 |
| 2009 | 2013 | 35 years |
| Bear Canyon Estates | Albuquerque | NM | — |
| 1,879 |
| 36,223 |
| — |
| 1,879 |
| 36,223 |
| 38,102 |
| 7,364 |
| 30,738 |
| 1997 | 2013 | 35 years |
| The Woodmark at Uptown | Albuquerque | NM | — |
| 2,439 |
| 33,276 |
| 1,473 |
| 2,471 |
| 34,717 |
| 37,188 |
| 6,055 |
| 31,133 |
| 2000 | 2015 | 35 years |
| Elmcroft of Quintessence | Albuquerque | NM | — |
| 1,150 |
| 26,527 |
| 1,103 |
| 1,165 |
| 27,615 |
| 28,780 |
| 7,317 |
| 21,463 |
| 1998 | 2011 | 35 years |
| The Amberleigh | Buffalo | NY | — |
| 3,498 |
| 19,097 |
| 6,790 |
| 3,498 |
| 25,887 |
| 29,385 |
| 8,822 |
| 20,563 |
| 1988 | 2005 | 35 years |
| Brookdale Battery Park City | New York | NY | 116,100 |
| 2,903 |
| 186,978 |
| 1,100 |
| 2,903 |
| 188,078 |
| 190,981 |
| 7,421 |
| 183,560 |
| 2000 | 2018 | 35 years |
| The Hearth at Castle Gardens | Vestal | NY | — |
| 1,830 |
| 20,312 |
| 2,230 |
| 1,885 |
| 22,487 |
| 24,372 |
| 7,396 |
| 16,976 |
| 1994 | 2011 | 35 years |
| Elmcroft of Asheboro | Asheboro | NC | — |
| 680 |
| 15,370 |
| 183 |
| 680 |
| 15,553 |
| 16,233 |
| 3,758 |
| 12,475 |
| 1998 | 2011 | 35 years |
| Arbor Terrace of Asheville | Asheville | NC | — |
| 1,365 |
| 15,679 |
| 831 |
| 1,365 |
| 16,510 |
| 17,875 |
| 3,121 |
| 14,754 |
| 1998 | 2015 | 35 years |
| Elmcroft of Little Avenue | Charlotte | NC | — |
| 250 |
| 5,077 |
| 441 |
| 250 |
| 5,518 |
| 5,768 |
| 2,053 |
| 3,715 |
| 1997 | 2006 | 35 years |
| Elmcroft of Cramer Mountain | Cramerton | NC | — |
| 530 |
| 18,225 |
| (67 | ) | 530 |
| 18,158 |
| 18,688 |
| 4,438 |
| 14,250 |
| 1999 | 2011 | 35 years |
| Elmcroft of Harrisburg | Harrisburg | NC | — |
| 1,660 |
| 15,130 |
| 299 |
| 1,660 |
| 15,429 |
| 17,089 |
| 3,710 |
| 13,379 |
| 1997 | 2011 | 35 years |
| Elmcroft of Hendersonville (NC) | Hendersonville | NC | — |
| 2,210 |
| 7,372 |
| 55 |
| 2,210 |
| 7,427 |
| 9,637 |
| 1,873 |
| 7,764 |
| 2005 | 2011 | 35 years |
| Elmcroft of Hillsborough | Hillsborough | NC | — |
| 1,450 |
| 19,754 |
| (56 | ) | 1,450 |
| 19,698 |
| 21,148 |
| 4,870 |
| 16,278 |
| 2005 | 2011 | 35 years |
| Willow Grove | Matthews | NC | — |
| 763 |
| 27,544 |
| — |
| 763 |
| 27,544 |
| 28,307 |
| 5,584 |
| 22,723 |
| 2009 | 2013 | 35 years |
| Elmcroft of Newton | Newton | NC | — |
| 540 |
| 14,935 |
| 133 |
| 540 |
| 15,068 |
| 15,608 |
| 3,643 |
| 11,965 |
| 2000 | 2011 | 35 years |
| Independence Village of Olde Raleigh | Raleigh | NC | — |
| 1,989 |
| 18,648 |
| — |
| 1,989 |
| 18,648 |
| 20,637 |
| 4,296 |
| 16,341 |
| 1991 | 2012 | 35 years |
| Elmcroft of Northridge | Raleigh | NC | — |
| 184 |
| 3,592 |
| 2,029 |
| 207 |
| 5,598 |
| 5,805 |
| 1,666 |
| 4,139 |
| 1984 | 2006 | 35 years |
| Elmcroft of Salisbury | Salisbury | NC | — |
| 1,580 |
| 25,026 |
| 114 |
| 1,580 |
| 25,140 |
| 26,720 |
| 6,092 |
| 20,628 |
| 1999 | 2011 | 35 years |
| Elmcroft of Shelby | Shelby | NC | — |
| 660 |
| 15,471 |
| 11 |
| 660 |
| 15,482 |
| 16,142 |
| 3,797 |
| 12,345 |
| 2000 | 2011 | 35 years |
| Elmcroft of Southern Pines | Southern Pines | NC | — |
| 1,196 |
| 10,766 |
| 725 |
| 1,196 |
| 11,491 |
| 12,687 |
| 3,208 |
| 9,479 |
| 1998 | 2010 | 35 years |
| Elmcroft of Southport | Southport | NC | — |
| 1,330 |
| 10,356 |
| (17 | ) | 1,330 |
| 10,339 |
| 11,669 |
| 2,597 |
| 9,072 |
| 2005 | 2011 | 35 years |
| Primrose Bismarck | Bismarck | ND | — |
| 1,210 |
| 9,768 |
| 255 |
| 1,210 |
| 10,023 |
| 11,233 |
| 2,709 |
| 8,524 |
| 1994 | 2011 | 35 years |
| Wellington ALF - Minot ND | Minot | ND | — |
| 3,241 |
| 9,509 |
| — |
| 3,241 |
| 9,509 |
| 12,750 |
| 2,465 |
| 10,285 |
| 2005 | 2015 | 35 years |
| Elmcroft of Lima | Lima | OH | — |
| 490 |
| 3,368 |
| 471 |
| 490 |
| 3,839 |
| 4,329 |
| 1,420 |
| 2,909 |
| 1998 | 2006 | 35 years |
| Elmcroft of Ontario | Mansfield | OH | — |
| 523 |
| 7,968 |
| 426 |
| 523 |
| 8,394 |
| 8,917 |
| 3,146 |
| 5,771 |
| 1998 | 2006 | 35 years |
| Elmcroft of Medina | Medina | OH | — |
| 661 |
| 9,788 |
| 626 |
| 661 |
| 10,414 |
| 11,075 |
| 3,904 |
| 7,171 |
| 1999 | 2006 | 35 years |
| Elmcroft of Washington Township | Miamisburg | OH | — |
| 1,235 |
| 12,611 |
| 656 |
| 1,235 |
| 13,267 |
| 14,502 |
| 4,972 |
| 9,530 |
| 1998 | 2006 | 35 years |
| Elmcroft of Sagamore Hills | Sagamore Hills | OH | — |
| 980 |
| 12,604 |
| 825 |
| 980 |
| 13,429 |
| 14,409 |
| 5,023 |
| 9,386 |
| 2000 | 2006 | 35 years |
| Elmcroft of Lorain | Vermilion | OH | — |
| 500 |
| 15,461 |
| 1,116 |
| 557 |
| 16,520 |
| 17,077 |
| 4,786 |
| 12,291 |
| 2000 | 2011 | 35 years |
| Gardens at Westlake Senior Living | Westlake | OH | — |
| 2,401 |
| 20,640 |
| 623 |
| 2,415 |
| 21,249 |
| 23,664 |
| 4,067 |
| 19,597 |
| 1987 | 2015 | 35 years |
| Elmcroft of Xenia | Xenia | OH | — |
| 653 |
| 2,801 |
| 712 |
| 653 |
| 3,513 |
| 4,166 |
| 1,299 |
| 2,867 |
| 1999 | 2006 | 35 years |
| Arbor House of Mustang | Mustang | OK | — |
| 372 |
| 3,587 |
| — |
| 372 |
| 3,587 |
| 3,959 |
| 808 |
| 3,151 |
| 1999 | 2012 | 35 years |
| Arbor House of Norman | Norman | OK | — |
| 444 |
| 7,525 |
| — |
| 444 |
| 7,525 |
| 7,969 |
| 1,688 |
| 6,281 |
| 2000 | 2012 | 35 years |
| Arbor House Reminisce Center | Norman | OK | — |
| 438 |
| 3,028 |
| — |
| 438 |
| 3,028 |
| 3,466 |
| 685 |
| 2,781 |
| 2004 | 2012 | 35 years |
| Arbor House of Midwest City | Oklahoma City | OK | — |
| 544 |
| 9,133 |
| — |
| 544 |
| 9,133 |
| 9,677 |
| 2,049 |
| 7,628 |
| 2004 | 2012 | 35 years |
| Mansion at Waterford | Oklahoma City | OK | — |
| 2,077 |
| 14,184 |
| — |
| 2,077 |
| 14,184 |
| 16,261 |
| 3,347 |
| 12,914 |
| 1999 | 2012 | 35 years |
|
| | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State / Province | Encumbrances | Land and Improvements | Buildings and Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and Improvements | Buildings and Improvements | Total | Accumulated Depreciation | NBV | Year of Construction | Year Acquired | Life on Which Depreciation in Income Statement is Computed |
| Meadowbrook Place | Baker City | OR | — |
| 1,430 |
| 5,311 |
| — |
| 1,430 |
| 5,311 |
| 6,741 |
| 910 |
| 5,831 |
| 1965 | 2014 | 35 years |
| Edgewood Downs | Beaverton | OR | — |
| 2,356 |
| 15,476 |
| — |
| 2,356 |
| 15,476 |
| 17,832 |
| 3,183 |
| 14,649 |
| 1978 | 2013 | 35 years |
| Princeton Village Assisted Living | Clackamas | OR | 2,427 |
| 1,126 |
| 10,283 |
| 92 |
| 1,126 |
| 10,375 |
| 11,501 |
| 1,935 |
| 9,566 |
| 1999 | 2015 | 35 years |
| Bayside Terrace Assisted Living | Coos Bay | OR | — |
| 498 |
| 2,795 |
| 519 |
| 498 |
| 3,314 |
| 3,812 |
| 699 |
| 3,113 |
| 2006 | 2015 | 35 years |
| Ocean Ridge Assisted Living | Coos Bay | OR | — |
| 2,681 |
| 10,941 |
| 23 |
| 2,681 |
| 10,964 |
| 13,645 |
| 2,548 |
| 11,097 |
| 2006 | 2015 | 35 years |
| Avamere at Hillsboro | Hillsboro | OR | — |
| 4,400 |
| 8,353 |
| 1,413 |
| 4,400 |
| 9,766 |
| 14,166 |
| 2,939 |
| 11,227 |
| 2000 | 2011 | 35 years |
| The Springs at Tanasbourne | Hillsboro | OR | 31,754 |
| 4,689 |
| 55,035 |
| — |
| 4,689 |
| 55,035 |
| 59,724 |
| 13,789 |
| 45,935 |
| 2009 | 2013 | 35 years |
| The Arbor at Avamere Court | Keizer | OR | — |
| 922 |
| 6,460 |
| 110 |
| 1,135 |
| 6,357 |
| 7,492 |
| 1,326 |
| 6,166 |
| 2012 | 2014 | 35 years |
| Pelican Pointe | Klamath Falls | OR | 11,128 |
| 943 |
| 26,237 |
| 166 |
| 943 |
| 26,403 |
| 27,346 |
| 4,556 |
| 22,790 |
| 2011 | 2015 | 35 years |
| The Stafford | Lake Oswego | OR | — |
| 1,800 |
| 16,122 |
| 802 |
| 1,806 |
| 16,918 |
| 18,724 |
| 4,680 |
| 14,044 |
| 2008 | 2011 | 35 years |
| The Springs at Clackamas Woods | Milwaukie | OR | 14,238 |
| 1,264 |
| 22,429 |
| 3,194 |
| 1,381 |
| 25,506 |
| 26,887 |
| 5,574 |
| 21,313 |
| 1999 | 2012 | 35 years |
| Clackamas Woods Assisted Living | Milwaukie | OR | 7,666 |
| 681 |
| 12,077 |
| — |
| 681 |
| 12,077 |
| 12,758 |
| 2,829 |
| 9,929 |
| 1999 | 2012 | 35 years |
| Pheasant Pointe Assisted Living | Molalla | OR | — |
| 904 |
| 7,433 |
| 242 |
| 904 |
| 7,675 |
| 8,579 |
| 1,324 |
| 7,255 |
| 1998 | 2015 | 35 years |
| Avamere at Newberg | Newberg | OR | — |
| 1,320 |
| 4,664 |
| 641 |
| 1,342 |
| 5,283 |
| 6,625 |
| 1,779 |
| 4,846 |
| 1999 | 2011 | 35 years |
| Avamere Living at Berry Park | Oregon City | OR | — |
| 1,910 |
| 4,249 |
| 2,316 |
| 1,910 |
| 6,565 |
| 8,475 |
| 2,217 |
| 6,258 |
| 1972 | 2011 | 35 years |
| McLoughlin Place Senior Living | Oregon City | OR | — |
| 2,418 |
| 26,819 |
| — |
| 2,418 |
| 26,819 |
| 29,237 |
| 4,537 |
| 24,700 |
| 1997 | 2014 | 35 years |
| Avamere at Bethany | Portland | OR | — |
| 3,150 |
| 16,740 |
| 257 |
| 3,150 |
| 16,997 |
| 20,147 |
| 4,691 |
| 15,456 |
| 2002 | 2011 | 35 years |
| Cedar Village Assisted Living | Salem | OR | — |
| 868 |
| 12,652 |
| 19 |
| 868 |
| 12,671 |
| 13,539 |
| 2,030 |
| 11,509 |
| 1999 | 2015 | 35 years |
| Redwood Heights Assisted Living | Salem | OR | — |
| 1,513 |
| 16,774 |
| (175 | ) | 1,513 |
| 16,599 |
| 18,112 |
| 2,657 |
| 15,455 |
| 1999 | 2015 | 35 years |
| Avamere at Sandy | Sandy | OR | — |
| 1,000 |
| 7,309 |
| 345 |
| 1,000 |
| 7,654 |
| 8,654 |
| 2,305 |
| 6,349 |
| 1999 | 2011 | 35 years |
| Suzanne Elise ALF | Seaside | OR | — |
| 1,940 |
| 4,027 |
| 627 |
| 1,945 |
| 4,649 |
| 6,594 |
| 1,490 |
| 5,104 |
| 1998 | 2011 | 35 years |
| Necanicum Village | Seaside | OR | — |
| 2,212 |
| 7,311 |
| 270 |
| 2,212 |
| 7,581 |
| 9,793 |
| 1,367 |
| 8,426 |
| 2001 | 2015 | 35 years |
| Avamere at Sherwood | Sherwood | OR | — |
| 1,010 |
| 7,051 |
| 638 |
| 1,010 |
| 7,689 |
| 8,699 |
| 2,228 |
| 6,471 |
| 2000 | 2011 | 35 years |
| Chateau Gardens | Springfield | OR | — |
| 1,550 |
| 4,197 |
| — |
| 1,550 |
| 4,197 |
| 5,747 |
| 1,123 |
| 4,624 |
| 1991 | 2011 | 35 years |
| Avamere at St Helens | St. Helens | OR | — |
| 1,410 |
| 10,496 |
| 502 |
| 1,410 |
| 10,998 |
| 12,408 |
| 3,195 |
| 9,213 |
| 2000 | 2011 | 35 years |
| Flagstone Senior Living | The Dalles | OR | — |
| 1,631 |
| 17,786 |
| — |
| 1,631 |
| 17,786 |
| 19,417 |
| 3,003 |
| 16,414 |
| 1991 | 2014 | 35 years |
| Elmcroft of Allison Park | Allison Park | PA | — |
| 1,171 |
| 5,686 |
| 391 |
| 1,171 |
| 6,077 |
| 7,248 |
| 2,255 |
| 4,993 |
| 1986 | 2006 | 35 years |
| Elmcroft of Chippewa | Beaver Falls | PA | — |
| 1,394 |
| 8,586 |
| 519 |
| 1,394 |
| 9,105 |
| 10,499 |
| 3,365 |
| 7,134 |
| 1998 | 2006 | 35 years |
| Elmcroft of Berwick | Berwick | PA | — |
| 111 |
| 6,741 |
| 396 |
| 111 |
| 7,137 |
| 7,248 |
| 2,642 |
| 4,606 |
| 1998 | 2006 | 35 years |
| Elmcroft of Bridgeville | Bridgeville | PA | — |
| 1,660 |
| 12,624 |
| 585 |
| 1,660 |
| 13,209 |
| 14,869 |
| 3,294 |
| 11,575 |
| 1999 | 2011 | 35 years |
| Elmcroft of Dillsburg | Dillsburg | PA | — |
| 432 |
| 7,797 |
| 543 |
| 432 |
| 8,340 |
| 8,772 |
| 3,091 |
| 5,681 |
| 1998 | 2006 | 35 years |
| Elmcroft of Altoona | Duncansville | PA | — |
| 331 |
| 4,729 |
| 540 |
| 331 |
| 5,269 |
| 5,600 |
| 1,931 |
| 3,669 |
| 1997 | 2006 | 35 years |
| Elmcroft of Lebanon | Lebanon | PA | — |
| 240 |
| 7,336 |
| 481 |
| 249 |
| 7,808 |
| 8,057 |
| 2,926 |
| 5,131 |
| 1999 | 2006 | 35 years |
| Elmcroft of Lewisburg | Lewisburg | PA | — |
| 232 |
| 5,666 |
| 512 |
| 232 |
| 6,178 |
| 6,410 |
| 2,264 |
| 4,146 |
| 1999 | 2006 | 35 years |
| Lehigh Commons | Macungie | PA | — |
| 420 |
| 4,406 |
| 450 |
| 420 |
| 4,856 |
| 5,276 |
| 2,895 |
| 2,381 |
| 1997 | 2004 | 30 years |
| Elmcroft of Loyalsock | Montoursville | PA | — |
| 413 |
| 3,412 |
| 443 |
| 413 |
| 3,855 |
| 4,268 |
| 1,439 |
| 2,829 |
| 1999 | 2006 | 35 years |
| Highgate at Paoli Pointe | Paoli | PA | — |
| 1,151 |
| 9,079 |
| — |
| 1,151 |
| 9,079 |
| 10,230 |
| 4,933 |
| 5,297 |
| 1997 | 2004 | 30 years |
| Elmcroft of Mid Valley | Peckville | PA | — |
| 619 |
| 11,662 |
| 285 |
| 619 |
| 11,947 |
| 12,566 |
| 2,013 |
| 10,553 |
| 1998 | 2014 | 35 years |
| Sanatoga Court | Pottstown | PA | — |
| 360 |
| 3,233 |
| — |
| 360 |
| 3,233 |
| 3,593 |
| 1,807 |
| 1,786 |
| 1997 | 2004 | 30 years |
|
| | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State / Province | Encumbrances | Land and Improvements | Buildings and Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and Improvements | Buildings and Improvements | Total | Accumulated Depreciation | NBV | Year of Construction | Year Acquired | Life on Which Depreciation in Income Statement is Computed |
| Berkshire Commons | Reading | PA | — |
| 470 |
| 4,301 |
| — |
| 470 |
| 4,301 |
| 4,771 |
| 2,401 |
| 2,370 |
| 1997 | 2004 | 30 years |
| Mifflin Court | Reading | PA | — |
| 689 |
| 4,265 |
| 351 |
| 689 |
| 4,616 |
| 5,305 |
| 2,368 |
| 2,937 |
| 1997 | 2004 | 35 years |
| Elmcroft of Reading | Reading | PA | — |
| 638 |
| 4,942 |
| 422 |
| 638 |
| 5,364 |
| 6,002 |
| 1,977 |
| 4,025 |
| 1998 | 2006 | 35 years |
| Elmcroft of Reedsville | Reedsville | PA | — |
| 189 |
| 5,170 |
| 437 |
| 189 |
| 5,607 |
| 5,796 |
| 2,083 |
| 3,713 |
| 1998 | 2006 | 35 years |
| Elmcroft of Shippensburg | Shippensburg | PA | — |
| 203 |
| 7,634 |
| 514 |
| 209 |
| 8,142 |
| 8,351 |
| 3,014 |
| 5,337 |
| 1999 | 2006 | 35 years |
| Elmcroft of State College | State College | PA | — |
| 320 |
| 7,407 |
| 389 |
| 320 |
| 7,796 |
| 8,116 |
| 2,912 |
| 5,204 |
| 1997 | 2006 | 35 years |
| Elmcroft of York | York | PA | — |
| 1,260 |
| 6,923 |
| 232 |
| 1,260 |
| 7,155 |
| 8,415 |
| 1,810 |
| 6,605 |
| 1999 | 2011 | 35 years |
| The Garden House | Anderson | SC | — |
| 969 |
| 15,613 |
| 236 |
| 974 |
| 15,844 |
| 16,818 |
| 2,933 |
| 13,885 |
| 2000 | 2015 | 35 years |
| Forest Pines | Columbia | SC | — |
| 1,058 |
| 27,471 |
| — |
| 1,058 |
| 27,471 |
| 28,529 |
| 5,576 |
| 22,953 |
| 1998 | 2013 | 35 years |
| Elmcroft of Florence SC | Florence | SC | — |
| 108 |
| 7,620 |
| 1,095 |
| 122 |
| 8,701 |
| 8,823 |
| 3,283 |
| 5,540 |
| 1998 | 2006 | 35 years |
| Carolina Gardens at Garden City | Murrells Inlet | SC | — |
| 1,095 |
| 8,618 |
| — |
| 1,095 |
| 8,618 |
| 9,713 |
| 27 |
| 9,686 |
| 1999 | 2019 | 35 years |
| Carolina Gardens at Rock Hill | Rock Hill | SC | — |
| 790 |
| 9,568 |
| — |
| 790 |
| 9,568 |
| 10,358 |
| 30 |
| 10,328 |
| 2008 | 2019 | 35 years |
| Primrose Aberdeen | Aberdeen | SD | — |
| 850 |
| 659 |
| 235 |
| 850 |
| 894 |
| 1,744 |
| 472 |
| 1,272 |
| 1991 | 2011 | 35 years |
| Primrose Place | Aberdeen | SD | — |
| 310 |
| 3,242 |
| 53 |
| 310 |
| 3,295 |
| 3,605 |
| 912 |
| 2,693 |
| 2000 | 2011 | 35 years |
| Primrose Rapid City | Rapid City | SD | — |
| 860 |
| 8,722 |
| 88 |
| 860 |
| 8,810 |
| 9,670 |
| 2,446 |
| 7,224 |
| 1997 | 2011 | 35 years |
| Primrose Sioux Falls | Sioux Falls | SD | — |
| 2,180 |
| 12,936 |
| 315 |
| 2,180 |
| 13,251 |
| 15,431 |
| 3,731 |
| 11,700 |
| 2002 | 2011 | 35 years |
| Elmcroft of Bristol | Bristol | TN | — |
| 470 |
| 16,006 |
| 411 |
| 470 |
| 16,417 |
| 16,887 |
| 4,014 |
| 12,873 |
| 1999 | 2011 | 35 years |
| Elmcroft of Hamilton Place | Chattanooga | TN | — |
| 87 |
| 4,248 |
| 494 |
| 87 |
| 4,742 |
| 4,829 |
| 1,763 |
| 3,066 |
| 1998 | 2006 | 35 years |
| Elmcroft of Shallowford | Chattanooga | TN | — |
| 580 |
| 7,568 |
| 1,070 |
| 585 |
| 8,633 |
| 9,218 |
| 2,781 |
| 6,437 |
| 1999 | 2011 | 35 years |
| Elmcroft of Hendersonville | Hendersonville | TN | — |
| 600 |
| 5,304 |
| 836 |
| 600 |
| 6,140 |
| 6,740 |
| 1,054 |
| 5,686 |
| 1999 | 2014 | 35 years |
| Regency House | Hixson | TN | — |
| 140 |
| 6,611 |
| — |
| 140 |
| 6,611 |
| 6,751 |
| 1,764 |
| 4,987 |
| 2000 | 2011 | 35 years |
| Elmcroft of Jackson | Jackson | TN | — |
| 768 |
| 16,840 |
| 885 |
| 786 |
| 17,707 |
| 18,493 |
| 3,027 |
| 15,466 |
| 1998 | 2014 | 35 years |
| Elmcroft of Johnson City | Johnson City | TN | — |
| 590 |
| 10,043 |
| 372 |
| 601 |
| 10,404 |
| 11,005 |
| 2,552 |
| 8,453 |
| 1999 | 2011 | 35 years |
| Elmcroft of Kingsport | Kingsport | TN | — |
| 22 |
| 7,815 |
| 571 |
| 22 |
| 8,386 |
| 8,408 |
| 3,117 |
| 5,291 |
| 2000 | 2006 | 35 years |
| Arbor Terrace of Knoxville | Knoxville | TN | — |
| 590 |
| 15,862 |
| 1,009 |
| 590 |
| 16,871 |
| 17,461 |
| 3,176 |
| 14,285 |
| 1997 | 2015 | 35 years |
| Elmcroft of West Knoxville | Knoxville | TN | — |
| 439 |
| 10,697 |
| 862 |
| 456 |
| 11,542 |
| 11,998 |
| 4,321 |
| 7,677 |
| 2000 | 2006 | 35 years |
| Elmcroft of Halls | Knoxville | TN | — |
| 387 |
| 4,948 |
| 506 |
| 387 |
| 5,454 |
| 5,841 |
| 958 |
| 4,883 |
| 1998 | 2014 | 35 years |
| Elmcroft of Lebanon | Lebanon | TN | — |
| 180 |
| 7,086 |
| 1,098 |
| 200 |
| 8,164 |
| 8,364 |
| 3,077 |
| 5,287 |
| 2000 | 2006 | 35 years |
| Elmcroft of Bartlett | Memphis | TN | — |
| 570 |
| 25,552 |
| 1,073 |
| 570 |
| 26,625 |
| 27,195 |
| 7,054 |
| 20,141 |
| 1999 | 2011 | 35 years |
| Kennington Place | Memphis | TN | — |
| 1,820 |
| 4,748 |
| 815 |
| 1,820 |
| 5,563 |
| 7,383 |
| 2,467 |
| 4,916 |
| 1989 | 2011 | 35 years |
| The Glenmary | Memphis | TN | — |
| 510 |
| 5,860 |
| 3,124 |
| 510 |
| 8,984 |
| 9,494 |
| 2,624 |
| 6,870 |
| 1964 | 2011 | 35 years |
| Elmcroft of Murfreesboro | Murfreesboro | TN | — |
| 940 |
| 8,030 |
| 228 |
| 940 |
| 8,258 |
| 9,198 |
| 2,044 |
| 7,154 |
| 1999 | 2011 | 35 years |
| Elmcroft of Brentwood | Nashville | TN | — |
| 960 |
| 22,020 |
| 1,807 |
| 973 |
| 23,814 |
| 24,787 |
| 6,449 |
| 18,338 |
| 1998 | 2011 | 35 years |
| Elmcroft of Arlington | Arlington | TX | — |
| 2,650 |
| 14,060 |
| 1,038 |
| 2,654 |
| 15,094 |
| 17,748 |
| 4,406 |
| 13,342 |
| 1998 | 2011 | 35 years |
| Meadowbrook ALZ | Arlington | TX | — |
| 755 |
| 4,677 |
| 940 |
| 755 |
| 5,617 |
| 6,372 |
| 1,250 |
| 5,122 |
| 2012 | 2012 | 35 years |
| Elmcroft of Austin | Austin | TX | — |
| 2,770 |
| 25,820 |
| 1,274 |
| 2,770 |
| 27,094 |
| 29,864 |
| 7,345 |
| 22,519 |
| 2000 | 2011 | 35 years |
| Elmcroft of Bedford | Bedford | TX | — |
| 770 |
| 19,691 |
| 1,554 |
| 770 |
| 21,245 |
| 22,015 |
| 5,885 |
| 16,130 |
| 1999 | 2011 | 35 years |
| Highland Estates | Cedar Park | TX | — |
| 1,679 |
| 28,943 |
| — |
| 1,679 |
| 28,943 |
| 30,622 |
| 5,888 |
| 24,734 |
| 2009 | 2013 | 35 years |
| Elmcroft of Rivershire | Conroe | TX | — |
| 860 |
| 32,671 |
| 1,163 |
| 860 |
| 33,834 |
| 34,694 |
| 9,074 |
| 25,620 |
| 1997 | 2011 | 35 years |
|
| | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State / Province | Encumbrances | Land and Improvements | Buildings and Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and Improvements | Buildings and Improvements | Total | Accumulated Depreciation | NBV | Year of Construction | Year Acquired | Life on Which Depreciation in Income Statement is Computed |
| Flower Mound | Flower Mound | TX | — |
| 900 |
| 5,512 |
| — |
| 900 |
| 5,512 |
| 6,412 |
| 1,499 |
| 4,913 |
| 1995 | 2011 | 35 years |
| Bridgewater Memory Care | Granbury | TX | — |
| 390 |
| 8,186 |
| — |
| 390 |
| 8,186 |
| 8,576 |
| 1,834 |
| 6,742 |
| 2007 | 2012 | 35 years |
| Copperfield Estates | Houston | TX | — |
| 1,216 |
| 21,135 |
| — |
| 1,216 |
| 21,135 |
| 22,351 |
| 4,299 |
| 18,052 |
| 2009 | 2013 | 35 years |
| Elmcroft of Braeswood | Houston | TX | — |
| 3,970 |
| 15,919 |
| 1,417 |
| 3,970 |
| 17,336 |
| 21,306 |
| 4,942 |
| 16,364 |
| 1999 | 2011 | 35 years |
| Elmcroft of Cy-Fair | Houston | TX | — |
| 1,580 |
| 21,801 |
| 1,358 |
| 1,593 |
| 23,146 |
| 24,739 |
| 6,213 |
| 18,526 |
| 1998 | 2011 | 35 years |
| Whitley Place | Keller | TX | — |
| — |
| 5,100 |
| 773 |
| — |
| 5,873 |
| 5,873 |
| 1,902 |
| 3,971 |
| 1998 | 2008 | 35 years |
| Elmcroft of Lake Jackson | Lake Jackson | TX | — |
| 710 |
| 14,765 |
| 1,209 |
| 710 |
| 15,974 |
| 16,684 |
| 4,462 |
| 12,222 |
| 1998 | 2011 | 35 years |
| Polo Park Estates | Midland | TX | — |
| 765 |
| 29,447 |
| — |
| 765 |
| 29,447 |
| 30,212 |
| 5,969 |
| 24,243 |
| 1996 | 2013 | 35 years |
| Arbor Hills Memory Care Community | Plano | TX | — |
| 1,014 |
| 5,719 |
| — |
| 1,014 |
| 5,719 |
| 6,733 |
| 1,206 |
| 5,527 |
| 2013 | 2013 | 35 years |
| Lakeshore Assisted Living and Memory Care | Rockwall | TX | — |
| 1,537 |
| 12,883 |
| — |
| 1,537 |
| 12,883 |
| 14,420 |
| 2,908 |
| 11,512 |
| 2009 | 2012 | 35 years |
| Elmcroft of Windcrest | San Antonio | TX | — |
| 920 |
| 13,011 |
| 1,058 |
| 925 |
| 14,064 |
| 14,989 |
| 4,144 |
| 10,845 |
| 1999 | 2011 | 35 years |
| Paradise Springs | Spring | TX | — |
| 1,488 |
| 24,556 |
| — |
| 1,488 |
| 24,556 |
| 26,044 |
| 4,997 |
| 21,047 |
| 2008 | 2013 | 35 years |
| Canyon Creek Memory Care | Temple | TX | — |
| 473 |
| 6,750 |
| — |
| 473 |
| 6,750 |
| 7,223 |
| 1,516 |
| 5,707 |
| 2008 | 2012 | 35 years |
| Elmcroft of Cottonwood | Temple | TX | — |
| 630 |
| 17,515 |
| 1,005 |
| 630 |
| 18,520 |
| 19,150 |
| 5,101 |
| 14,049 |
| 1997 | 2011 | 35 years |
| Elmcroft of Mainland | Texas City | TX | — |
| 520 |
| 14,849 |
| 1,273 |
| 523 |
| 16,119 |
| 16,642 |
| 4,533 |
| 12,109 |
| 1996 | 2011 | 35 years |
| Elmcroft of Victoria | Victoria | TX | — |
| 440 |
| 13,040 |
| 1,182 |
| 446 |
| 14,216 |
| 14,662 |
| 3,996 |
| 10,666 |
| 1997 | 2011 | 35 years |
| Windsor Court Senior Living | Weatherford | TX | — |
| 233 |
| 3,347 |
| — |
| 233 |
| 3,347 |
| 3,580 |
| 752 |
| 2,828 |
| 1994 | 2012 | 35 years |
| Elmcroft of Wharton | Wharton | TX | — |
| 320 |
| 13,799 |
| 1,011 |
| 320 |
| 14,810 |
| 15,130 |
| 4,340 |
| 10,790 |
| 1996 | 2011 | 35 years |
| Mountain Ridge | South Ogden | UT | — |
| 1,243 |
| 24,659 |
| 99 |
| 1,243 |
| 24,758 |
| 26,001 |
| 4,140 |
| 21,861 |
| 2001 | 2014 | 35 years |
| Elmcroft of Chesterfield | Richmond | VA | — |
| 829 |
| 6,534 |
| 556 |
| 836 |
| 7,083 |
| 7,919 |
| 2,639 |
| 5,280 |
| 1999 | 2006 | 35 years |
| Pheasant Ridge | Roanoke | VA | — |
| 1,813 |
| 9,027 |
| — |
| 1,813 |
| 9,027 |
| 10,840 |
| 2,130 |
| 8,710 |
| 1999 | 2012 | 35 years |
| Cascade Valley Senior Living | Arlington | WA | — |
| 1,413 |
| 6,294 |
| — |
| 1,413 |
| 6,294 |
| 7,707 |
| 1,059 |
| 6,648 |
| 1995 | 2014 | 35 years |
| The Bellingham at Orchard | Bellingham | WA | — |
| 3,383 |
| 17,553 |
| (10 | ) | 3,381 |
| 17,545 |
| 20,926 |
| 2,684 |
| 18,242 |
| 1999 | 2015 | 35 years |
| Bay Pointe Retirement | Bremerton | WA | — |
| 2,114 |
| 21,006 |
| (23 | ) | 2,114 |
| 20,983 |
| 23,097 |
| 3,160 |
| 19,937 |
| 1999 | 2015 | 35 years |
| Edmonds Landing | Edmonds | WA | — |
| 4,273 |
| 27,852 |
| (188 | ) | 4,273 |
| 27,664 |
| 31,937 |
| 4,029 |
| 27,908 |
| 2001 | 2015 | 35 years |
| The Terrace at Beverly Lake | Everett | WA | — |
| 1,515 |
| 12,520 |
| 35 |
| 1,514 |
| 12,556 |
| 14,070 |
| 1,902 |
| 12,168 |
| 1998 | 2015 | 35 years |
| Madison House | Kirkland | WA | — |
| 4,291 |
| 26,787 |
| 782 |
| 4,351 |
| 27,509 |
| 31,860 |
| 2,596 |
| 29,264 |
| 1978 | 2017 | 35 years |
| Delaware Plaza | Longview | WA | 4,021 |
| 620 |
| 5,116 |
| 136 |
| 815 |
| 5,057 |
| 5,872 |
| 582 |
| 5,290 |
| 1972 | 2017 | 35 years |
| Canterbury Gardens | Longview | WA | 5,451 |
| 444 |
| 13,715 |
| 157 |
| 444 |
| 13,872 |
| 14,316 |
| 1,300 |
| 13,016 |
| 1998 | 2017 | 35 years |
| Canterbury Inn | Longview | WA | 14,568 |
| 1,462 |
| 34,664 |
| 837 |
| 1,462 |
| 35,501 |
| 36,963 |
| 3,317 |
| 33,646 |
| 1989 | 2017 | 35 years |
| Canterbury Park | Longview | WA | — |
| 969 |
| 30,109 |
| — |
| 969 |
| 30,109 |
| 31,078 |
| 2,836 |
| 28,242 |
| 2000 | 2017 | 35 years |
| Bishop Place Senior Living | Pullman | WA | — |
| 1,780 |
| 33,608 |
| — |
| 1,780 |
| 33,608 |
| 35,388 |
| 5,556 |
| 29,832 |
| 1998 | 2014 | 35 years |
| Willow Gardens | Puyallup | WA | — |
| 1,959 |
| 35,492 |
| — |
| 1,959 |
| 35,492 |
| 37,451 |
| 7,218 |
| 30,233 |
| 1996 | 2013 | 35 years |
| Clearwater Springs | Vancouver | WA | — |
| 1,269 |
| 9,840 |
| (126 | ) | 1,269 |
| 9,714 |
| 10,983 |
| 1,599 |
| 9,384 |
| 2003 | 2015 | 35 years |
| Cascade Inn | Vancouver | WA | 12,378 |
| 3,201 |
| 19,024 |
| 2,321 |
| 3,527 |
| 21,019 |
| 24,546 |
| 2,263 |
| 22,283 |
| 1979 | 2017 | 35 years |
| The Hampton & Ashley Inn | Vancouver | WA | — |
| 1,855 |
| 21,047 |
| — |
| 1,855 |
| 21,047 |
| 22,902 |
| 1,974 |
| 20,928 |
| 1992 | 2017 | 35 years |
| The Hampton at Salmon Creek | Vancouver | WA | 11,636 |
| 1,256 |
| 21,686 |
| — |
| 1,256 |
| 21,686 |
| 22,942 |
| 1,852 |
| 21,090 |
| 2013 | 2017 | 35 years |
| Elmcroft of Teays Valley | Hurricane | WV | — |
| 1,950 |
| 14,489 |
| 365 |
| 1,955 |
| 14,849 |
| 16,804 |
| 3,657 |
| 13,147 |
| 1999 | 2011 | 35 years |
|
| | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State / Province | Encumbrances | Land and Improvements | Buildings and Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and Improvements | Buildings and Improvements | Total | Accumulated Depreciation | NBV | Year of Construction | Year Acquired | Life on Which Depreciation in Income Statement is Computed |
| Elmcroft of Martinsburg | Martinsburg | WV | — |
| 248 |
| 8,320 |
| 699 |
| 248 |
| 9,019 |
| 9,267 |
| 3,315 |
| 5,952 |
| 1999 | 2006 | 35 years |
| Matthews of Appleton I | Appleton | WI | — |
| 130 |
| 1,834 |
| (41 | ) | 130 |
| 1,793 |
| 1,923 |
| 527 |
| 1,396 |
| 1996 | 2011 | 35 years |
| Matthews of Appleton II | Appleton | WI | — |
| 140 |
| 2,016 |
| 301 |
| 140 |
| 2,317 |
| 2,457 |
| 651 |
| 1,806 |
| 1997 | 2011 | 35 years |
| Hunters Ridge | Beaver Dam | WI | — |
| 260 |
| 2,380 |
| — |
| 260 |
| 2,380 |
| 2,640 |
| 667 |
| 1,973 |
| 1998 | 2011 | 35 years |
| Azura Memory Care of Beloit | Beloit | WI | — |
| 150 |
| 4,356 |
| 427 |
| 191 |
| 4,742 |
| 4,933 |
| 1,202 |
| 3,731 |
| 1990 | 2011 | 35 years |
| Azura Memory Care of Clinton | Clinton | WI | — |
| 290 |
| 4,390 |
| — |
| 290 |
| 4,390 |
| 4,680 |
| 1,147 |
| 3,533 |
| 1991 | 2011 | 35 years |
| Creekside | Cudahy | WI | — |
| 760 |
| 1,693 |
| — |
| 760 |
| 1,693 |
| 2,453 |
| 509 |
| 1,944 |
| 2001 | 2011 | 35 years |
| Azura Memory Care of Eau Claire | Eau Claire | WI | — |
| 210 |
| 6,259 |
| — |
| 210 |
| 6,259 |
| 6,469 |
| 1,609 |
| 4,860 |
| 1996 | 2011 | 35 years |
| Azura Memory Care of Eau Claire II | Eau Claire | WI | — |
| 1,188 |
| 6,654 |
| — |
| 1,188 |
| 6,654 |
| 7,842 |
| 201 |
| 7,641 |
| 2019 | 2019 | 35 years |
| Chapel Valley | Fitchburg | WI | — |
| 450 |
| 2,372 |
| — |
| 450 |
| 2,372 |
| 2,822 |
| 673 |
| 2,149 |
| 1998 | 2011 | 35 years |
| Matthews of Milwaukee II | Fox Point | WI | — |
| 1,810 |
| 943 |
| 37 |
| 1,820 |
| 970 |
| 2,790 |
| 397 |
| 2,393 |
| 1999 | 2011 | 35 years |
| Laurel Oaks | Glendale | WI | — |
| 2,390 |
| 43,587 |
| 5,130 |
| 2,510 |
| 48,597 |
| 51,107 |
| 12,828 |
| 38,279 |
| 1988 | 2011 | 35 years |
| Layton Terrace | Greenfield | WI | — |
| 3,490 |
| 39,201 |
| 566 |
| 3,480 |
| 39,777 |
| 43,257 |
| 10,562 |
| 32,695 |
| 1999 | 2011 | 35 years |
| Matthews of Hartland | Hartland | WI | — |
| 640 |
| 1,663 |
| 43 |
| 652 |
| 1,694 |
| 2,346 |
| 601 |
| 1,745 |
| 1985 | 2011 | 35 years |
| Matthews of Horicon | Horicon | WI | — |
| 340 |
| 3,327 |
| (95 | ) | 345 |
| 3,227 |
| 3,572 |
| 1,018 |
| 2,554 |
| 2002 | 2011 | 35 years |
| Jefferson | Jefferson | WI | — |
| 330 |
| 2,384 |
| — |
| 330 |
| 2,384 |
| 2,714 |
| 668 |
| 2,046 |
| 1997 | 2011 | 35 years |
| Azura Memory Care of Kenosha | Kenosha | WI | — |
| 710 |
| 3,254 |
| 3,765 |
| 1,165 |
| 6,564 |
| 7,729 |
| 1,656 |
| 6,073 |
| 1996 | 2011 | 35 years |
| Azura Memory Care of Manitowoc | Manitowoc | WI | — |
| 140 |
| 1,520 |
| — |
| 140 |
| 1,520 |
| 1,660 |
| 418 |
| 1,242 |
| 1997 | 2011 | 35 years |
| The Arboretum | Menomonee Falls | WI | — |
| 5,640 |
| 49,083 |
| 2,158 |
| 5,640 |
| 51,241 |
| 56,881 |
| 14,173 |
| 42,708 |
| 1989 | 2011 | 35 years |
| Matthews of Milwaukee I | Milwaukee | WI | — |
| 1,800 |
| 935 |
| 119 |
| 1,800 |
| 1,054 |
| 2,854 |
| 416 |
| 2,438 |
| 1999 | 2011 | 35 years |
| Hart Park Square | Milwaukee | WI | — |
| 1,900 |
| 21,628 |
| 69 |
| 1,900 |
| 21,697 |
| 23,597 |
| 5,749 |
| 17,848 |
| 2005 | 2011 | 35 years |
| Azura Memory Care of Monroe | Monroe | WI | — |
| 490 |
| 4,964 |
| — |
| 490 |
| 4,964 |
| 5,454 |
| 1,309 |
| 4,145 |
| 1990 | 2011 | 35 years |
| Matthews of Neenah I | Neenah | WI | — |
| 710 |
| 1,157 |
| 64 |
| 713 |
| 1,218 |
| 1,931 |
| 439 |
| 1,492 |
| 2006 | 2011 | 35 years |
| Matthews of Neenah II | Neenah | WI | — |
| 720 |
| 2,339 |
| (50 | ) | 720 |
| 2,289 |
| 3,009 |
| 743 |
| 2,266 |
| 2007 | 2011 | 35 years |
| Matthews of Irish Road | Neenah | WI | — |
| 320 |
| 1,036 |
| 87 |
| 320 |
| 1,123 |
| 1,443 |
| 412 |
| 1,031 |
| 2001 | 2011 | 35 years |
| Matthews of Oak Creek | Oak Creek | WI | — |
| 800 |
| 2,167 |
| (2 | ) | 812 |
| 2,153 |
| 2,965 |
| 655 |
| 2,310 |
| 1997 | 2011 | 35 years |
| Azura Memory Care of Oak Creek | Oak Creek | WI | — |
| 733 |
| 6,248 |
| 11 |
| 733 |
| 6,259 |
| 6,992 |
| 940 |
| 6,052 |
| 2017 | 2017 | 35 years |
| Azura Memory Care of Oconomowoc | Oconomowoc | WI | — |
| 400 |
| 1,596 |
| 4,674 |
| 709 |
| 5,961 |
| 6,670 |
| 1,176 |
| 5,494 |
| 2016 | 2015 | 35 years |
| Wilkinson Woods of Oconomowoc | Oconomowoc | WI | — |
| 1,100 |
| 12,436 |
| 157 |
| 1,100 |
| 12,593 |
| 13,693 |
| 3,342 |
| 10,351 |
| 1992 | 2011 | 35 years |
| Azura Memory Care of Oshkosh | Oshkosh | WI | — |
| 190 |
| 949 |
| — |
| 190 |
| 949 |
| 1,139 |
| 319 |
| 820 |
| 1993 | 2011 | 35 years |
| Matthews of Pewaukee | Pewaukee | WI | — |
| 1,180 |
| 4,124 |
| 206 |
| 1,197 |
| 4,313 |
| 5,510 |
| 1,354 |
| 4,156 |
| 2001 | 2011 | 35 years |
| Azura Memory Care of Sheboygan | Sheboygan | WI | — |
| 1,060 |
| 6,208 |
| 1,400 |
| 1,060 |
| 7,608 |
| 8,668 |
| 1,648 |
| 7,020 |
| 1995 | 2011 | 35 years |
| Matthews of St. Francis I | St. Francis | WI | — |
| 1,370 |
| 1,428 |
| (113 | ) | 1,389 |
| 1,296 |
| 2,685 |
| 457 |
| 2,228 |
| 2000 | 2011 | 35 years |
| Matthews of St. Francis II | St. Francis | WI | — |
| 1,370 |
| 1,666 |
| 15 |
| 1,377 |
| 1,674 |
| 3,051 |
| 550 |
| 2,501 |
| 2000 | 2011 | 35 years |
| Howard Village of St. Francis | St. Francis | WI | — |
| 2,320 |
| 17,232 |
| — |
| 2,320 |
| 17,232 |
| 19,552 |
| 4,649 |
| 14,903 |
| 2001 | 2011 | 35 years |
| Azura Memory Care of Stoughton | Stoughton | WI | — |
| 450 |
| 3,191 |
| — |
| 450 |
| 3,191 |
| 3,641 |
| 896 |
| 2,745 |
| 1992 | 2011 | 35 years |
| Oak Hill Terrace | Waukesha | WI | — |
| 2,040 |
| 40,298 |
| — |
| 2,040 |
| 40,298 |
| 42,338 |
| 10,726 |
| 31,612 |
| 1985 | 2011 | 35 years |
| Azura Memory Care of Wausau | Wausau | WI | — |
| 350 |
| 3,413 |
| — |
| 350 |
| 3,413 |
| 3,763 |
| 909 |
| 2,854 |
| 1997 | 2011 | 35 years |
|
| | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State / Province | Encumbrances | Land and Improvements | Buildings and Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and Improvements | Buildings and Improvements | Total | Accumulated Depreciation | NBV | Year of Construction | Year Acquired | Life on Which Depreciation in Income Statement is Computed |
| Library Square | West Allis | WI | — |
| 1,160 |
| 23,714 |
| — |
| 1,160 |
| 23,714 |
| 24,874 |
| 6,240 |
| 18,634 |
| 1996 | 2011 | 35 years |
| Matthews of Wrightstown | Wrightstown | WI | — |
| 140 |
| 376 |
| 12 |
| 140 |
| 388 |
| 528 |
| 182 |
| 346 |
| 1999 | 2011 | 35 years |
| Garden Square Assisted Living of Casper | Casper | WY | — |
| 355 |
| 3,197 |
| — |
| 355 |
| 3,197 |
| 3,552 |
| 814 |
| 2,738 |
| 1996 | 2011 | 35 years |
| Whispering Chase | Cheyenne | WY | — |
| 1,800 |
| 20,354 |
| — |
| 1,800 |
| 20,354 |
| 22,154 |
| 4,156 |
| 17,998 |
| 2008 | 2013 | 35 years |
| Ashridge Court | Bexhill-on-Sea | SXE | — |
| 2,274 |
| 4,791 |
| (705 | ) | 2,047 |
| 4,313 |
| 6,360 |
| 837 |
| 5,523 |
| 2010 | 2015 | 40 years |
| Inglewood Nursing Home | Eastbourne | SXE | — |
| 1,908 |
| 3,021 |
| (491 | ) | 1,718 |
| 2,720 |
| 4,438 |
| 608 |
| 3,830 |
| 2010 | 2015 | 40 years |
| Pentlow Nursing Home | Eastbourne | SXE | — |
| 1,964 |
| 2,462 |
| (441 | ) | 1,768 |
| 2,217 |
| 3,985 |
| 526 |
| 3,459 |
| 2007 | 2015 | 40 years |
| Willows Care Home | Romford | ESX | — |
| 4,695 |
| 6,983 |
| (1,164 | ) | 4,227 |
| 6,287 |
| 10,514 |
| 1,119 |
| 9,395 |
| 1986 | 2015 | 40 years |
| Cedars Care Home | Southend-on-Sea | ESX | — |
| 2,649 |
| 4,925 |
| (755 | ) | 2,385 |
| 4,434 |
| 6,819 |
| 813 |
| 6,006 |
| 2014 | 2015 | 40 years |
| Mayflower Care Home | Northfleet | GSD | — |
| 4,330 |
| 7,519 |
| (1,180 | ) | 3,899 |
| 6,770 |
| 10,669 |
| 1,228 |
| 9,441 |
| 2012 | 2015 | 40 years |
| Maples Care Home | Bexleyheath | KNT | — |
| 5,042 |
| 7,525 |
| (1,252 | ) | 4,540 |
| 6,775 |
| 11,315 |
| 1,217 |
| 10,098 |
| 2007 | 2015 | 40 years |
| Barty House Nursing Home | Maidstone | KNT | — |
| 3,769 |
| 3,089 |
| (683 | ) | 3,393 |
| 2,782 |
| 6,175 |
| 674 |
| 5,501 |
| 2013 | 2015 | 40 years |
| Tunbridge Wells Care Centre | Tunbridge Wells | KNT | — |
| 4,323 |
| 5,869 |
| (1,016 | ) | 3,892 |
| 5,284 |
| 9,176 |
| 982 |
| 8,194 |
| 2010 | 2015 | 40 years |
| Heathlands Care Home | Chingford | LON | — |
| 5,398 |
| 7,967 |
| (1,332 | ) | 4,860 |
| 7,173 |
| 12,033 |
| 1,315 |
| 10,718 |
| 1980 | 2015 | 40 years |
| Hampton Care | Hampton | MDX | — |
| 4,119 |
| 29,021 |
| (2,154 | ) | 3,852 |
| 27,134 |
| 30,986 |
| 2,107 |
| 28,879 |
| 2007 | 2017 | 40 years |
| Parkfield House Nursing Home | Uxbridge | MDX | — |
| 1,974 |
| 1,009 |
| (194 | ) | 1,846 |
| 943 |
| 2,789 |
| 93 |
| 2,696 |
| 2000 | 2017 | 40 years |
| Boréa | Blainville | QC | 36,125 |
| 2,678 |
| 56,643 |
| — |
| 2,678 |
| 56,643 |
| 59,321 |
| 448 |
| 58,873 |
| 2016 | 2019 | 57 years |
| Caléo | Boucherville | QC | 38,090 |
| 6,009 |
| 71,056 |
| — |
| 6,009 |
| 71,056 |
| 77,065 |
| 527 |
| 76,538 |
| 2018 | 2019 | 59 years |
| L'Avantage | Brossard | QC | 20,606 |
| 8,771 |
| 44,920 |
| — |
| 8,771 |
| 44,920 |
| 53,691 |
| 394 |
| 53,297 |
| 2011 | 2019 | 52 years |
| Sevä | Candiac | QC | 47,744 |
| 4,030 |
| 64,251 |
| — |
| 4,030 |
| 64,251 |
| 68,281 |
| 475 |
| 67,806 |
| 2018 | 2019 | 59 years |
| L'Initial | Gatineau | QC | 36,953 |
| 6,720 |
| 62,928 |
| — |
| 6,720 |
| 62,928 |
| 69,648 |
| 478 |
| 69,170 |
| 2019 | 2019 | 60 years |
| La Croisée de l'Est | Granby | QC | 15,856 |
| 1,136 |
| 40,998 |
| — |
| 1,136 |
| 40,998 |
| 42,134 |
| 374 |
| 41,760 |
| 2009 | 2019 | 50 years |
| Ambiance | Ile-des-Soeurs, Verdun | QC | 21,657 |
| 5,007 |
| 51,624 |
| — |
| 5,007 |
| 51,624 |
| 56,631 |
| 470 |
| 56,161 |
| 2005 | 2019 | 46 years |
| Le Savignon | Lachine | QC | 26,429 |
| 5,271 |
| 46,919 |
| — |
| 5,271 |
| 46,919 |
| 52,190 |
| 390 |
| 51,800 |
| 2013 | 2019 | 54 years |
| Le Cavalier | Lasalle | QC | 15,744 |
| 5,892 |
| 38,926 |
| — |
| 5,892 |
| 38,926 |
| 44,818 |
| 393 |
| 44,425 |
| 2004 | 2019 | 45 years |
| Quartier Sud | Lévis | QC | 30,213 |
| 1,933 |
| 47,731 |
| — |
| 1,933 |
| 47,731 |
| 49,664 |
| 374 |
| 49,290 |
| 2015 | 2019 | 56 years |
| Margo | Lévis | QC | 36,653 |
| 2,034 |
| 63,523 |
| — |
| 2,034 |
| 63,523 |
| 65,557 |
| 472 |
| 65,085 |
| 2017 | 2019 | 60 years |
| Les Promenades du Parc | Longueuil | QC | 22,562 |
| 5,832 |
| 47,101 |
| — |
| 5,832 |
| 47,101 |
| 52,933 |
| 461 |
| 52,472 |
| 2006 | 2019 | 47 years |
| Elogia | Montréal | QC | 27,124 |
| 2,808 |
| 55,175 |
| — |
| 2,808 |
| 55,175 |
| 57,983 |
| 456 |
| 57,527 |
| 2007 | 2019 | 48 years |
| Les Jardins Millen | Montréal | QC | 28,728 |
| 4,325 |
| 82,121 |
| — |
| 4,325 |
| 82,121 |
| 86,446 |
| 634 |
| 85,812 |
| 2012 | 2019 | 53 years |
| Le 22 | Montréal | QC | 39,428 |
| 6,728 |
| 70,601 |
| — |
| 6,728 |
| 70,601 |
| 77,329 |
| 540 |
| 76,789 |
| 2016 | 2019 | 57 years |
| Station Est | Montréal | QC | 44,471 |
| 4,660 |
| 59,110 |
| — |
| 4,660 |
| 59,110 |
| 63,770 |
| 469 |
| 63,301 |
| 2017 | 2019 | 58 years |
| Ora | Montréal | QC | 50,995 |
| 10,282 |
| 82,095 |
| — |
| 10,282 |
| 82,095 |
| 92,377 |
| 575 |
| 91,802 |
| 2019 | 2019 | 60 years |
| Elogia II | Montréal | QC | 13,279 |
| 2,519 |
| 25,244 |
| — |
| 2,519 |
| 25,244 |
| 27,763 |
| — |
| 27,763 |
| CIP | CIP | CIP |
| Le Quartier Mont-St-Hilaire | Mont-Saint-Hilaire | QC | 14,649 |
| 1,020 |
| 32,554 |
| — |
| 1,020 |
| 32,554 |
| 33,574 |
| 311 |
| 33,263 |
| 2008 | 2019 | 49 years |
| L'Image d'Outremont | Outremont | QC | 16,424 |
| 4,565 |
| 32,030 |
| — |
| 4,565 |
| 32,030 |
| 36,595 |
| 280 |
| 36,315 |
| 2008 | 2019 | 49 years |
|
| | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State / Province | Encumbrances | Land and Improvements | Buildings and Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and Improvements | Buildings and Improvements | Total | Accumulated Depreciation | NBV | Year of Construction | Year Acquired | Life on Which Depreciation in Income Statement is Computed |
| Le Gibraltar | Québec | QC | 21,145 |
| 1,191 |
| 42,766 |
| — |
| 1,191 |
| 42,766 |
| 43,957 |
| 350 |
| 43,607 |
| 2013 | 2019 | 54 years |
| Ékla | Québec | QC | 53,306 |
| 2,256 |
| 87,772 |
| — |
| 2,256 |
| 87,772 |
| 90,028 |
| 653 |
| 89,375 |
| 2017 | 2019 | 57 years |
| Le Notre-Dame | Repentigny | QC | 14,512 |
| 3,290 |
| 41,474 |
| — |
| 3,290 |
| 41,474 |
| 44,764 |
| 435 |
| 44,329 |
| 2002 | 2019 | 43 years |
| Vent de l'Ouest | Sainte-Geneviève | QC | 13,023 |
| 4,713 |
| 32,526 |
| — |
| 4,713 |
| 32,526 |
| 37,239 |
| 334 |
| 36,905 |
| 2007 | 2019 | 48 years |
| Les Verrières du Golf | Saint-Laurent | QC | 11,556 |
| 5,183 |
| 44,363 |
| — |
| 5,183 |
| 44,363 |
| 49,546 |
| 429 |
| 49,117 |
| 2003 | 2019 | 44 years |
| Les Jardins du Campanile | Shawinigan | QC | 12,196 |
| 578 |
| 16,580 |
| — |
| 578 |
| 16,580 |
| 17,158 |
| 202 |
| 16,956 |
| 2007 | 2019 | 48 years |
| VÜ | Sherbrooke | QC | 35,893 |
| 706 |
| 58,073 |
| — |
| 706 |
| 58,073 |
| 58,779 |
| 450 |
| 58,329 |
| 2015 | 2019 | 56 years |
| La Cité des Tours | St-Jean-sur-Richelieu | QC | 22,328 |
| 1,744 |
| 44,357 |
| — |
| 1,744 |
| 44,357 |
| 46,101 |
| 395 |
| 45,706 |
| 2012 | 2019 | 53 years |
| IVVI | St-Laurent | QC | 20,904 |
| 4,730 |
| 41,459 |
| — |
| 4,730 |
| 41,459 |
| 46,189 |
| — |
| 46,189 |
| CIP | CIP | CIP |
| VAST | St-Laurent | QC | 12,121 |
| 3,847 |
| 30,401 |
| — |
| 3,847 |
| 30,401 |
| 34,248 |
| — |
| 34,248 |
| CIP | CIP | CIP |
| Cornelius | St-Laurent | QC | — |
| 7,480 |
| 13,066 |
| — |
| 7,480 |
| 13,066 |
| 20,546 |
| — |
| 20,546 |
| CIP | CIP | CIP |
| Liz | St-Laurent | QC | 10,665 |
| 11,534 |
| 17,335 |
| — |
| 11,534 |
| 17,335 |
| 28,869 |
| — |
| 28,869 |
| CIP | CIP | CIP |
| Floréa | Terrebonne | QC | 42,207 |
| 3,275 |
| 63,246 |
| — |
| 3,275 |
| 63,246 |
| 66,521 |
| 503 |
| 66,018 |
| 2016 | 2019 | 57 years |
| Le Félix Vaudreuil-Dorion | Vaudreuil-Dorion | QC | 16,201 |
| 7,531 |
| 34,624 |
| — |
| 7,531 |
| 34,624 |
| 42,155 |
| 332 |
| 41,823 |
| 2010 | 2019 | 51 years |
| TOTAL FOR OTHER SENIORS HOUSING COMMUNITIES | | | 1,145,360 |
| 628,999 |
| 6,210,124 |
| 156,472 |
| 624,012 |
| 6,371,583 |
| 6,995,595 |
| 1,090,105 |
| 5,905,490 |
| | | |
| TOTAL FOR SENIORS HOUSING COMMUNITIES | | | 1,450,240 |
| 1,594,669 |
| 15,238,274 |
| 932,063 |
| 1,608,280 |
| 16,156,726 |
| 17,765,006 |
| 4,280,453 |
| 13,484,553 |
| | | |
| MEDICAL OFFICE BUILDINGS | | | | | | | | | | | | | | |
| St. Vincent's Medical Center East #46 | Birmingham | AL | — |
| — |
| 25,298 |
| 4,899 |
| — |
| 30,197 |
| 30,197 |
| 11,335 |
| 18,862 |
| 2005 | 2010 | 35 years |
| St. Vincent's Medical Center East #48 | Birmingham | AL | — |
| — |
| 12,698 |
| 914 |
| — |
| 13,612 |
| 13,612 |
| 4,546 |
| 9,066 |
| 1989 | 2010 | 35 years |
| St. Vincent's Medical Center East #52 | Birmingham | AL | — |
| — |
| 7,608 |
| 1,732 |
| — |
| 9,340 |
| 9,340 |
| 3,867 |
| 5,473 |
| 1985 | 2010 | 35 years |
| Crestwood Medical Pavilion | Huntsville | AL | 2,215 |
| 625 |
| 16,178 |
| 472 |
| 625 |
| 16,650 |
| 17,275 |
| 4,914 |
| 12,361 |
| 1994 | 2011 | 35 years |
| West Valley Medical Center | Buckeye1 | AZ | — |
| 3,348 |
| 5,233 |
| — |
| 3,348 |
| 5,233 |
| 8,581 |
| 1,306 |
| 7,275 |
| 2011 | 2015 | 31 years |
| Canyon Springs Medical Plaza | Gilbert | AZ | — |
| — |
| 27,497 |
| 601 |
| — |
| 28,098 |
| 28,098 |
| 7,640 |
| 20,458 |
| 2007 | 2012 | 35 years |
| Mercy Gilbert Medical Plaza 1 | Gilbert | AZ | — |
| 720 |
| 11,277 |
| 1,460 |
| 772 |
| 12,685 |
| 13,457 |
| 4,401 |
| 9,056 |
| 2007 | 2011 | 35 years |
| Mercy Gilbert Medical Plaza II | Gilbert | AZ | 15,033 |
| — |
| 18,610 |
| — |
| — |
| 18,610 |
| 18,610 |
| 281 |
| 18,329 |
| 2019 | 2019 | 35 years |
| Thunderbird Paseo Medical Plaza | Glendale | AZ | — |
| — |
| 12,904 |
| 1,305 |
| 20 |
| 14,189 |
| 14,209 |
| 3,915 |
| 10,294 |
| 1997 | 2011 | 35 years |
| Thunderbird Paseo Medical Plaza II | Glendale | AZ | — |
| — |
| 8,100 |
| 839 |
| 20 |
| 8,919 |
| 8,939 |
| 2,544 |
| 6,395 |
| 2001 | 2011 | 35 years |
| Arrowhead Physicians Plaza | Glendale | AZ | 10,186 |
| 308 |
| 19,671 |
| 65 |
| 308 |
| 19,736 |
| 20,044 |
| 762 |
| 19,282 |
| 2004 | 2018 | 35 years |
| 1432 S Dobson | Mesa | AZ | — |
| — |
| 32,768 |
| 1,015 |
| — |
| 33,783 |
| 33,783 |
| 7,109 |
| 26,674 |
| 2003 | 2013 | 35 years |
| 1450 S Dobson | Mesa | AZ | — |
| — |
| 11,923 |
| 1,271 |
| 4 |
| 13,190 |
| 13,194 |
| 3,501 |
| 9,693 |
| 1977 | 2011 | 35 years |
| 1500 S Dobson | Mesa | AZ | — |
| — |
| 7,395 |
| 2,150 |
| 4 |
| 9,541 |
| 9,545 |
| 2,434 |
| 7,111 |
| 1980 | 2011 | 35 years |
| 1520 S Dobson | Mesa | AZ | — |
| — |
| 13,665 |
| 1,991 |
| — |
| 15,656 |
| 15,656 |
| 4,406 |
| 11,250 |
| 1986 | 2011 | 35 years |
| Deer Valley Medical Office Building II | Phoenix | AZ | — |
| — |
| 22,663 |
| 1,524 |
| 14 |
| 24,173 |
| 24,187 |
| 6,345 |
| 17,842 |
| 2002 | 2011 | 35 years |
| Deer Valley Medical Office Building III | Phoenix | AZ | — |
| — |
| 19,521 |
| 492 |
| 12 |
| 20,001 |
| 20,013 |
| 5,597 |
| 14,416 |
| 2009 | 2011 | 35 years |
| Papago Medical Park | Phoenix | AZ | — |
| — |
| 12,172 |
| 2,202 |
| — |
| 14,374 |
| 14,374 |
| 4,148 |
| 10,226 |
| 1989 | 2011 | 35 years |
|
| | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State / Province | Encumbrances | Land and Improvements | Buildings and Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and Improvements | Buildings and Improvements | Total | Accumulated Depreciation | NBV | Year of Construction | Year Acquired | Life on Which Depreciation in Income Statement is Computed |
| North Valley Orthopedic Surgery Center | Phoenix | AZ | — |
| 2,800 |
| 10,150 |
| — |
| 2,800 |
| 10,150 |
| 12,950 |
| 1,898 |
| 11,052 |
| 2006 | 2015 | 35 years |
| Davita Dialysis - Marked Tree | Marked Tree | AR | — |
| 179 |
| 1,580 |
| — |
| 179 |
| 1,580 |
| 1,759 |
| 320 |
| 1,439 |
| 2009 | 2015 | 35 years |
| Burbank Medical Plaza I | Burbank | CA | — |
| 1,241 |
| 23,322 |
| 2,094 |
| 1,268 |
| 25,389 |
| 26,657 |
| 8,022 |
| 18,635 |
| 2004 | 2011 | 35 years |
| Burbank Medical Plaza II | Burbank | CA | 32,328 |
| 491 |
| 45,641 |
| 586 |
| 497 |
| 46,221 |
| 46,718 |
| 12,661 |
| 34,057 |
| 2008 | 2011 | 35 years |
| Eden Medical Plaza | Castro Valley | CA | — |
| 258 |
| 2,455 |
| 416 |
| 328 |
| 2,801 |
| 3,129 |
| 1,513 |
| 1,616 |
| 1998 | 2011 | 25 years |
| Sutter Medical Center | Castro Valley | CA | — |
| — |
| 25,088 |
| 1,415 |
| — |
| 26,503 |
| 26,503 |
| 5,328 |
| 21,175 |
| 2012 | 2012 | 35 years |
| United Healthcare - Cypress | Cypress | CA | — |
| 12,883 |
| 38,309 |
| 7 |
| 12,883 |
| 38,316 |
| 51,199 |
| 9,126 |
| 42,073 |
| 1985 | 2015 | 29 years |
| NorthBay Corporate Headquarters | Fairfield | CA | — |
| — |
| 19,187 |
| — |
| — |
| 19,187 |
| 19,187 |
| 4,286 |
| 14,901 |
| 2008 | 2012 | 35 years |
| Gateway Medical Plaza | Fairfield | CA | — |
| — |
| 12,872 |
| 328 |
| — |
| 13,200 |
| 13,200 |
| 2,893 |
| 10,307 |
| 1986 | 2012 | 35 years |
| Solano NorthBay Health Plaza | Fairfield | CA | — |
| — |
| 8,880 |
| 39 |
| — |
| 8,919 |
| 8,919 |
| 1,988 |
| 6,931 |
| 1990 | 2012 | 35 years |
| NorthBay Healthcare MOB | Fairfield | CA | — |
| — |
| 8,507 |
| 2,280 |
| — |
| 10,787 |
| 10,787 |
| 3,149 |
| 7,638 |
| 2014 | 2013 | 35 years |
| UC Davis Medical Group | Folsom | CA | — |
| 1,873 |
| 10,156 |
| 224 |
| 1,873 |
| 10,380 |
| 12,253 |
| 2,076 |
| 10,177 |
| 1995 | 2015 | 35 years |
| Verdugo Hills Medical Bulding I | Glendale | CA | — |
| 6,683 |
| 9,589 |
| 2,298 |
| 6,726 |
| 11,844 |
| 18,570 |
| 4,890 |
| 13,680 |
| 1972 | 2012 | 23 years |
| Verdugo Hills Medical Bulding II | Glendale | CA | — |
| 4,464 |
| 3,731 |
| 2,809 |
| 4,514 |
| 6,490 |
| 11,004 |
| 3,408 |
| 7,596 |
| 1987 | 2012 | 19 years |
| Grossmont Medical Terrace | La Mesa | CA | — |
| 88 |
| 14,192 |
| 322 |
| 88 |
| 14,514 |
| 14,602 |
| 1,872 |
| 12,730 |
| 2008 | 2016 | 35 years |
| Los Alamitos Medical & Wellness Pavilion | Los Alamitos | CA | 11,838 |
| 488 |
| 31,720 |
| 22 |
| 488 |
| 31,742 |
| 32,230 |
| 1,226 |
| 31,004 |
| 2013 | 2018 | 35 years |
| St. Francis Lynwood Medical | Lynwood | CA | — |
| 688 |
| 8,385 |
| 1,857 |
| 697 |
| 10,233 |
| 10,930 |
| 4,396 |
| 6,534 |
| 1993 | 2011 | 32 years |
| Facey Mission Hills | Mission Hills | CA | — |
| 15,468 |
| 30,116 |
| 4,729 |
| 15,468 |
| 34,845 |
| 50,313 |
| 7,077 |
| 43,236 |
| 2012 | 2012 | 35 years |
| Mission Medical Plaza | Mission Viejo | CA | 54,019 |
| 1,916 |
| 77,022 |
| 1,838 |
| 1,916 |
| 78,860 |
| 80,776 |
| 22,403 |
| 58,373 |
| 2007 | 2011 | 35 years |
| St Joseph Medical Tower | Orange | CA | 43,121 |
| 1,752 |
| 61,647 |
| 2,745 |
| 1,761 |
| 64,383 |
| 66,144 |
| 18,307 |
| 47,837 |
| 2008 | 2011 | 35 years |
| Huntington Pavilion | Pasadena | CA | — |
| 3,138 |
| 83,412 |
| 10,142 |
| 3,138 |
| 93,554 |
| 96,692 |
| 32,070 |
| 64,622 |
| 2009 | 2011 | 35 years |
| Western University of Health Sciences Medical Pavilion | Pomona | CA | — |
| 91 |
| 31,523 |
| — |
| 91 |
| 31,523 |
| 31,614 |
| 8,496 |
| 23,118 |
| 2009 | 2011 | 35 years |
| Pomerado Outpatient Pavilion | Poway | CA | — |
| 3,233 |
| 71,435 |
| 3,108 |
| 3,233 |
| 74,543 |
| 77,776 |
| 23,174 |
| 54,602 |
| 2007 | 2011 | 35 years |
| San Bernardino Medical Plaza I | San Bernadino | CA | — |
| 789 |
| 11,133 |
| 1,511 |
| 797 |
| 12,636 |
| 13,433 |
| 11,424 |
| 2,009 |
| 1971 | 2011 | 27 years |
| San Bernardino Medical Plaza II | San Bernadino | CA | — |
| 416 |
| 5,625 |
| 1,165 |
| 421 |
| 6,785 |
| 7,206 |
| 3,712 |
| 3,494 |
| 1988 | 2011 | 26 years |
| Sutter Van Ness | San Francisco | CA | 102,249 |
| — |
| 157,404 |
| — |
| — |
| 157,404 |
| 157,404 |
| 3,517 |
| 153,887 |
| CIP | CIP | CIP |
| San Gabriel Valley Medical Plaza | San Gabriel | CA | — |
| 914 |
| 5,510 |
| 948 |
| 963 |
| 6,409 |
| 7,372 |
| 2,969 |
| 4,403 |
| 2004 | 2011 | 35 years |
| Santa Clarita Valley Medical Plaza | Santa Clarita | CA | 21,370 |
| 9,708 |
| 20,020 |
| 1,951 |
| 9,782 |
| 21,897 |
| 31,679 |
| 6,802 |
| 24,877 |
| 2005 | 2011 | 35 years |
| Kenneth E Watts Medical Plaza | Torrance | CA | — |
| 262 |
| 6,945 |
| 3,435 |
| 343 |
| 10,299 |
| 10,642 |
| 4,679 |
| 5,963 |
| 1989 | 2011 | 23 years |
| Vaca Valley Health Plaza | Vacaville | CA | — |
| — |
| 9,634 |
| 716 |
| — |
| 10,350 |
| 10,350 |
| 2,184 |
| 8,166 |
| 1988 | 2012 | 35 years |
| NorthBay Center For Primary Care - Vacaville | Vacaville | CA | — |
| 777 |
| 5,632 |
| 300 |
| 777 |
| 5,932 |
| 6,709 |
| 468 |
| 6,241 |
| 1998 | 2017 | 35 years |
| Potomac Medical Plaza | Aurora | CO | — |
| 2,401 |
| 9,118 |
| 4,190 |
| 2,800 |
| 12,909 |
| 15,709 |
| 6,594 |
| 9,115 |
| 1986 | 2007 | 35 years |
| Briargate Medical Campus | Colorado Springs | CO | — |
| 1,238 |
| 12,301 |
| 1,134 |
| 1,269 |
| 13,404 |
| 14,673 |
| 5,443 |
| 9,230 |
| 2002 | 2007 | 35 years |
| Printers Park Medical Plaza | Colorado Springs | CO | — |
| 2,641 |
| 47,507 |
| 3,367 |
| 2,652 |
| 50,863 |
| 53,515 |
| 20,884 |
| 32,631 |
| 1999 | 2007 | 35 years |
| Green Valley Ranch MOB | Denver | CO | 5,130 |
| — |
| 12,139 |
| 1,177 |
| 235 |
| 13,081 |
| 13,316 |
| 2,703 |
| 10,613 |
| 2007 | 2012 | 35 years |
| Community Physicians Pavilion | Lafayette | CO | — |
| — |
| 10,436 |
| 1,801 |
| — |
| 12,237 |
| 12,237 |
| 4,529 |
| 7,708 |
| 2004 | 2010 | 35 years |
|
| | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State / Province | Encumbrances | Land and Improvements | Buildings and Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and Improvements | Buildings and Improvements | Total | Accumulated Depreciation | NBV | Year of Construction | Year Acquired | Life on Which Depreciation in Income Statement is Computed |
| Exempla Good Samaritan Medical Center | Lafayette | CO | — |
| — |
| 4,393 |
| (75 | ) | — |
| 4,318 |
| 4,318 |
| 751 |
| 3,567 |
| 2013 | 2013 | 35 years |
| Dakota Ridge | Littleton | CO | — |
| 2,540 |
| 12,901 |
| 2,027 |
| 2,549 |
| 14,919 |
| 17,468 |
| 2,487 |
| 14,981 |
| 2007 | 2015 | 35 years |
| Avista Two Medical Plaza | Louisville | CO | — |
| — |
| 17,330 |
| 1,882 |
| — |
| 19,212 |
| 19,212 |
| 7,333 |
| 11,879 |
| 2003 | 2009 | 35 years |
| The Sierra Medical Building | Parker | CO | — |
| 1,444 |
| 14,059 |
| 3,366 |
| 1,516 |
| 17,353 |
| 18,869 |
| 8,074 |
| 10,795 |
| 2009 | 2009 | 35 years |
| Crown Point Healthcare Plaza | Parker | CO | — |
| 852 |
| 5,210 |
| 167 |
| 855 |
| 5,374 |
| 6,229 |
| 1,256 |
| 4,973 |
| 2008 | 2013 | 35 years |
| Lutheran Medical Office Building II | Wheat Ridge | CO | — |
| — |
| 2,655 |
| 1,324 |
| — |
| 3,979 |
| 3,979 |
| 1,834 |
| 2,145 |
| 1976 | 2010 | 35 years |
| Lutheran Medical Office Building IV | Wheat Ridge | CO | — |
| — |
| 7,266 |
| 2,431 |
| — |
| 9,697 |
| 9,697 |
| 3,417 |
| 6,280 |
| 1991 | 2010 | 35 years |
| Lutheran Medical Office Building III | Wheat Ridge | CO | — |
| — |
| 11,947 |
| 1,673 |
| — |
| 13,620 |
| 13,620 |
| 4,327 |
| 9,293 |
| 2004 | 2010 | 35 years |
| DePaul Professional Office Building | Washington | DC | — |
| — |
| 6,424 |
| 2,724 |
| — |
| 9,148 |
| 9,148 |
| 4,256 |
| 4,892 |
| 1987 | 2010 | 35 years |
| Providence Medical Office Building | Washington | DC | — |
| — |
| 2,473 |
| 1,214 |
| — |
| 3,687 |
| 3,687 |
| 1,838 |
| 1,849 |
| 1975 | 2010 | 35 years |
| RTS Cape Coral | Cape Coral | FL | — |
| 368 |
| 5,448 |
| — |
| 368 |
| 5,448 |
| 5,816 |
| 1,596 |
| 4,220 |
| 1984 | 2011 | 34 years |
| RTS Ft. Myers | Fort Myers | FL | — |
| 1,153 |
| 4,127 |
| — |
| 1,153 |
| 4,127 |
| 5,280 |
| 1,451 |
| 3,829 |
| 1989 | 2011 | 31 years |
| RTS Key West | Key West | FL | — |
| 486 |
| 4,380 |
| — |
| 486 |
| 4,380 |
| 4,866 |
| 1,146 |
| 3,720 |
| 1987 | 2011 | 35 years |
| JFK Medical Plaza | Lake Worth | FL | — |
| 453 |
| 1,711 |
| (147 | ) | — |
| 2,017 |
| 2,017 |
| 921 |
| 1,096 |
| 1999 | 2004 | 35 years |
| East Pointe Medical Plaza | Lehigh Acres | FL | — |
| 327 |
| 11,816 |
| — |
| 327 |
| 11,816 |
| 12,143 |
| 2,039 |
| 10,104 |
| 1994 | 2015 | 35 years |
| Palms West Building 6 | Loxahatchee | FL | — |
| 965 |
| 2,678 |
| (811 | ) | — |
| 2,832 |
| 2,832 |
| 1,286 |
| 1,546 |
| 2000 | 2004 | 35 years |
| Bay Medical Plaza | Lynn Haven | FL | — |
| 4,215 |
| 15,041 |
| (13,601 | ) | 3,644 |
| 2,011 |
| 5,655 |
| 2,376 |
| 3,279 |
| 2003 | 2015 | 35 years |
| RTS Naples | Naples | FL | — |
| 1,152 |
| 3,726 |
| — |
| 1,152 |
| 3,726 |
| 4,878 |
| 1,105 |
| 3,773 |
| 1999 | 2011 | 35 years |
| Bay Medical Center | Panama City | FL | — |
| 82 |
| 17,400 |
| (10,999 | ) | 25 |
| 6,458 |
| 6,483 |
| 2,389 |
| 4,094 |
| 1987 | 2015 | 35 years |
| RTS Pt. Charlotte | Pt Charlotte | FL | — |
| 966 |
| 4,581 |
| — |
| 966 |
| 4,581 |
| 5,547 |
| 1,423 |
| 4,124 |
| 1985 | 2011 | 34 years |
| RTS Sarasota | Sarasota | FL | — |
| 1,914 |
| 3,889 |
| — |
| 1,914 |
| 3,889 |
| 5,803 |
| 1,274 |
| 4,529 |
| 1996 | 2011 | 35 years |
| Capital Regional MOB I | Tallahassee | FL | — |
| 590 |
| 8,773 |
| (324 | ) | 193 |
| 8,846 |
| 9,039 |
| 1,386 |
| 7,653 |
| 1998 | 2015 | 35 years |
| Athens Medical Complex | Athens | GA | — |
| 2,826 |
| 18,339 |
| 45 |
| 2,826 |
| 18,384 |
| 21,210 |
| 3,274 |
| 17,936 |
| 2011 | 2015 | 35 years |
| Doctors Center at St. Joseph's Hospital | Atlanta | GA | — |
| 545 |
| 80,152 |
| 23,318 |
| 545 |
| 103,470 |
| 104,015 |
| 20,024 |
| 83,991 |
| 1978 | 2015 | 20 years |
| Augusta POB I | Augusta | GA | — |
| 233 |
| 7,894 |
| 2,364 |
| 233 |
| 10,258 |
| 10,491 |
| 6,069 |
| 4,422 |
| 1978 | 2012 | 14 years |
| Augusta POB II | Augusta | GA | — |
| 735 |
| 13,717 |
| 4,211 |
| 735 |
| 17,928 |
| 18,663 |
| 6,530 |
| 12,133 |
| 1987 | 2012 | 23 years |
| Augusta POB III | Augusta | GA | — |
| 535 |
| 3,857 |
| 828 |
| 535 |
| 4,685 |
| 5,220 |
| 2,404 |
| 2,816 |
| 1994 | 2012 | 22 years |
| Augusta POB IV | Augusta | GA | — |
| 675 |
| 2,182 |
| 2,190 |
| 691 |
| 4,356 |
| 5,047 |
| 2,301 |
| 2,746 |
| 1995 | 2012 | 23 years |
| Cobb Physicians Center | Austell | GA | — |
| 1,145 |
| 16,805 |
| 1,664 |
| 1,145 |
| 18,469 |
| 19,614 |
| 6,715 |
| 12,899 |
| 1992 | 2011 | 35 years |
| Summit Professional Plaza I | Brunswick | GA | — |
| 1,821 |
| 2,974 |
| 286 |
| 1,821 |
| 3,260 |
| 5,081 |
| 3,395 |
| 1,686 |
| 2004 | 2012 | 31 years |
| Summit Professional Plaza II | Brunswick | GA | — |
| 981 |
| 13,818 |
| 252 |
| 981 |
| 14,070 |
| 15,051 |
| 4,413 |
| 10,638 |
| 1998 | 2012 | 35 years |
| Fayette MOB | Fayetteville | GA | — |
| 895 |
| 20,669 |
| 829 |
| 895 |
| 21,498 |
| 22,393 |
| 3,842 |
| 18,551 |
| 2004 | 2015 | 35 years |
| Woodlawn Commons 1121/1163 | Marietta | GA | — |
| 5,495 |
| 16,028 |
| 1,930 |
| 5,586 |
| 17,867 |
| 23,453 |
| 3,269 |
| 20,184 |
| 1991 | 2015 | 35 years |
| PAPP Clinic | Newnan | GA | — |
| 2,167 |
| 5,477 |
| 68 |
| 2,167 |
| 5,545 |
| 7,712 |
| 1,441 |
| 6,271 |
| 1994 | 2015 | 30 years |
| Parkway Physicians Center | Ringgold | GA | — |
| 476 |
| 10,017 |
| 1,327 |
| 476 |
| 11,344 |
| 11,820 |
| 3,959 |
| 7,861 |
| 2004 | 2011 | 35 years |
| Riverdale MOB | Riverdale | GA | — |
| 1,025 |
| 9,783 |
| 259 |
| 1,025 |
| 10,042 |
| 11,067 |
| 1,980 |
| 9,087 |
| 2005 | 2015 | 35 years |
| Rush Copley POB I | Aurora | IL | — |
| 120 |
| 27,882 |
| 505 |
| 120 |
| 28,387 |
| 28,507 |
| 5,035 |
| 23,472 |
| 1996 | 2015 | 34 years |
| Rush Copley POB II | Aurora | IL | — |
| 49 |
| 27,217 |
| 471 |
| 49 |
| 27,688 |
| 27,737 |
| 4,683 |
| 23,054 |
| 2009 | 2015 | 35 years |
| Good Shepherd Physician Office Building I | Barrington | IL | — |
| 152 |
| 3,224 |
| 785 |
| 152 |
| 4,009 |
| 4,161 |
| 807 |
| 3,354 |
| 1979 | 2013 | 35 years |
|
| | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State / Province | Encumbrances | Land and Improvements | Buildings and Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and Improvements | Buildings and Improvements | Total | Accumulated Depreciation | NBV | Year of Construction | Year Acquired | Life on Which Depreciation in Income Statement is Computed |
| Good Shepherd Physician Office Building II | Barrington | IL | — |
| 512 |
| 12,977 |
| 1,160 |
| 512 |
| 14,137 |
| 14,649 |
| 3,155 |
| 11,494 |
| 1996 | 2013 | 35 years |
| Trinity Hospital Physician Office Building | Chicago | IL | — |
| 139 |
| 3,329 |
| 1,521 |
| 139 |
| 4,850 |
| 4,989 |
| 1,272 |
| 3,717 |
| 1971 | 2013 | 35 years |
| Advocate Beverly Center | Chicago | IL | — |
| 2,227 |
| 10,140 |
| 355 |
| 2,231 |
| 10,491 |
| 12,722 |
| 2,675 |
| 10,047 |
| 1986 | 2015 | 25 years |
| Crystal Lakes Medical Arts | Crystal Lake | IL | — |
| 2,490 |
| 19,504 |
| 389 |
| 2,535 |
| 19,848 |
| 22,383 |
| 3,687 |
| 18,696 |
| 2007 | 2015 | 35 years |
| Advocate Good Shepherd | Crystal Lake | IL | — |
| 2,444 |
| 10,953 |
| 926 |
| 2,444 |
| 11,879 |
| 14,323 |
| 2,455 |
| 11,868 |
| 2008 | 2015 | 33 years |
| Physicians Plaza East | Decatur | IL | — |
| — |
| 791 |
| 2,522 |
| — |
| 3,313 |
| 3,313 |
| 1,210 |
| 2,103 |
| 1976 | 2010 | 35 years |
| Physicians Plaza West | Decatur | IL | — |
| — |
| 1,943 |
| 1,204 |
| — |
| 3,147 |
| 3,147 |
| 1,252 |
| 1,895 |
| 1987 | 2010 | 35 years |
| SIU Family Practice | Decatur | IL | — |
| — |
| 3,900 |
| 3,778 |
| — |
| 7,678 |
| 7,678 |
| 3,028 |
| 4,650 |
| 1996 | 2010 | 35 years |
| 304 W Hay Building | Decatur | IL | — |
| — |
| 8,702 |
| 2,080 |
| 29 |
| 10,753 |
| 10,782 |
| 3,630 |
| 7,152 |
| 2002 | 2010 | 35 years |
| 302 W Hay Building | Decatur | IL | — |
| — |
| 3,467 |
| 858 |
| — |
| 4,325 |
| 4,325 |
| 1,773 |
| 2,552 |
| 1993 | 2010 | 35 years |
| ENTA | Decatur | IL | — |
| — |
| 1,150 |
| 16 |
| — |
| 1,166 |
| 1,166 |
| 484 |
| 682 |
| 1996 | 2010 | 35 years |
| 301 W Hay Building | Decatur | IL | — |
| — |
| 640 |
| — |
| — |
| 640 |
| 640 |
| 357 |
| 283 |
| 1980 | 2010 | 35 years |
| South Shore Medical Building | Decatur | IL | — |
| 902 |
| 129 |
| 56 |
| 958 |
| 129 |
| 1,087 |
| 219 |
| 868 |
| 1991 | 2010 | 35 years |
| Kenwood Medical Center | Decatur | IL | — |
| — |
| 1,689 |
| 1,520 |
| — |
| 3,209 |
| 3,209 |
| 1,137 |
| 2,072 |
| 1997 | 2010 | 35 years |
| DMH OCC Health & Wellness Partners | Decatur | IL | — |
| 934 |
| 1,386 |
| 168 |
| 943 |
| 1,545 |
| 2,488 |
| 707 |
| 1,781 |
| 1996 | 2010 | 35 years |
| Rock Springs Medical | Decatur | IL | — |
| 399 |
| 495 |
| 109 |
| 399 |
| 604 |
| 1,003 |
| 273 |
| 730 |
| 1990 | 2010 | 35 years |
| 575 W Hay Building | Decatur | IL | — |
| 111 |
| 739 |
| 24 |
| 111 |
| 763 |
| 874 |
| 340 |
| 534 |
| 1984 | 2010 | 35 years |
| Good Samaritan Physician Office Building I | Downers Grove | IL | — |
| 407 |
| 10,337 |
| 1,270 |
| 407 |
| 11,607 |
| 12,014 |
| 2,657 |
| 9,357 |
| 1976 | 2013 | 35 years |
| Good Samaritan Physician Office Building II | Downers Grove | IL | — |
| 1,013 |
| 25,370 |
| 862 |
| 1,013 |
| 26,232 |
| 27,245 |
| 5,814 |
| 21,431 |
| 1995 | 2013 | 35 years |
| Eberle Medical Office Building ("Eberle MOB") | Elk Grove Village | IL | — |
| — |
| 16,315 |
| 883 |
| — |
| 17,198 |
| 17,198 |
| 7,371 |
| 9,827 |
| 2005 | 2009 | 35 years |
| 1425 Hunt Club Road MOB | Gurnee | IL | — |
| 249 |
| 1,452 |
| 889 |
| 352 |
| 2,238 |
| 2,590 |
| 921 |
| 1,669 |
| 2005 | 2011 | 34 years |
| 1445 Hunt Club Drive | Gurnee | IL | — |
| 216 |
| 1,405 |
| 370 |
| 216 |
| 1,775 |
| 1,991 |
| 957 |
| 1,034 |
| 2002 | 2011 | 31 years |
| Gurnee Imaging Center | Gurnee | IL | — |
| 82 |
| 2,731 |
| — |
| 82 |
| 2,731 |
| 2,813 |
| 848 |
| 1,965 |
| 2002 | 2011 | 35 years |
| Gurnee Center Club | Gurnee | IL | — |
| 627 |
| 17,851 |
| — |
| 627 |
| 17,851 |
| 18,478 |
| 5,687 |
| 12,791 |
| 2001 | 2011 | 35 years |
| South Suburban Hospital Physician Office Building | Hazel Crest | IL | — |
| 191 |
| 4,370 |
| 850 |
| 191 |
| 5,220 |
| 5,411 |
| 1,281 |
| 4,130 |
| 1989 | 2013 | 35 years |
| 755 Milwaukee MOB | Libertyville | IL | — |
| 421 |
| 3,716 |
| 3,292 |
| 630 |
| 6,799 |
| 7,429 |
| 3,497 |
| 3,932 |
| 1990 | 2011 | 18 years |
| 890 Professional MOB | Libertyville | IL | — |
| 214 |
| 2,630 |
| 568 |
| 214 |
| 3,198 |
| 3,412 |
| 1,334 |
| 2,078 |
| 1980 | 2011 | 26 years |
| Libertyville Center Club | Libertyville | IL | — |
| 1,020 |
| 17,176 |
| — |
| 1,020 |
| 17,176 |
| 18,196 |
| 5,748 |
| 12,448 |
| 1988 | 2011 | 35 years |
| Christ Medical Center Physician Office Building | Oak Lawn | IL | — |
| 658 |
| 16,421 |
| 2,843 |
| 658 |
| 19,264 |
| 19,922 |
| 3,767 |
| 16,155 |
| 1986 | 2013 | 35 years |
| Methodist North MOB | Peoria | IL | — |
| 1,025 |
| 29,493 |
| 15 |
| 1,025 |
| 29,508 |
| 30,533 |
| 5,180 |
| 25,353 |
| 2010 | 2015 | 35 years |
| Davita Dialysis - Rockford | Rockford | IL | — |
| 256 |
| 2,543 |
| — |
| 256 |
| 2,543 |
| 2,799 |
| 526 |
| 2,273 |
| 2009 | 2015 | 35 years |
| Round Lake ACC | Round Lake | IL | — |
| 758 |
| 370 |
| 402 |
| 799 |
| 731 |
| 1,530 |
| 650 |
| 880 |
| 1984 | 2011 | 13 years |
| Vernon Hills Acute Care Center | Vernon Hills | IL | — |
| 3,376 |
| 694 |
| 416 |
| 3,413 |
| 1,073 |
| 4,486 |
| 852 |
| 3,634 |
| 1986 | 2011 | 15 years |
| Wilbur S. Roby Building | Anderson | IN | — |
| — |
| 2,653 |
| 1,159 |
| — |
| 3,812 |
| 3,812 |
| 1,822 |
| 1,990 |
| 1992 | 2010 | 35 years |
| Ambulatory Services Building | Anderson | IN | — |
| — |
| 4,266 |
| 1,926 |
| — |
| 6,192 |
| 6,192 |
| 2,952 |
| 3,240 |
| 1995 | 2010 | 35 years |
| St. John's Medical Arts Building | Anderson | IN | — |
| — |
| 2,281 |
| 2,050 |
| — |
| 4,331 |
| 4,331 |
| 1,779 |
| 2,552 |
| 1973 | 2010 | 35 years |
|
| | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State / Province | Encumbrances | Land and Improvements | Buildings and Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and Improvements | Buildings and Improvements | Total | Accumulated Depreciation | NBV | Year of Construction | Year Acquired | Life on Which Depreciation in Income Statement is Computed |
| Carmel I | Carmel | IN | — |
| 466 |
| 5,954 |
| 708 |
| 466 |
| 6,662 |
| 7,128 |
| 2,470 |
| 4,658 |
| 1985 | 2012 | 30 years |
| Carmel II | Carmel | IN | — |
| 455 |
| 5,976 |
| 1,046 |
| 455 |
| 7,022 |
| 7,477 |
| 2,327 |
| 5,150 |
| 1989 | 2012 | 33 years |
| Carmel III | Carmel | IN | — |
| 422 |
| 6,194 |
| 857 |
| 422 |
| 7,051 |
| 7,473 |
| 2,225 |
| 5,248 |
| 2001 | 2012 | 35 years |
| Elkhart | Elkhart | IN | — |
| 1,256 |
| 1,973 |
| — |
| 1,256 |
| 1,973 |
| 3,229 |
| 1,443 |
| 1,786 |
| 1994 | 2011 | 32 years |
| Lutheran Medical Arts | Fort Wayne | IN | — |
| 702 |
| 13,576 |
| 148 |
| 702 |
| 13,724 |
| 14,426 |
| 2,413 |
| 12,013 |
| 2000 | 2015 | 35 years |
| Dupont Road MOB | Fort Wayne | IN | — |
| 633 |
| 13,479 |
| 313 |
| 672 |
| 13,753 |
| 14,425 |
| 2,645 |
| 11,780 |
| 2001 | 2015 | 35 years |
| Harcourt Professional Office Building | Indianapolis | IN | — |
| 519 |
| 28,951 |
| 4,610 |
| 519 |
| 33,561 |
| 34,080 |
| 10,892 |
| 23,188 |
| 1973 | 2012 | 28 years |
| Cardiac Professional Office Building | Indianapolis | IN | — |
| 498 |
| 27,430 |
| 2,092 |
| 498 |
| 29,522 |
| 30,020 |
| 7,988 |
| 22,032 |
| 1995 | 2012 | 35 years |
| Oncology Medical Office Building | Indianapolis | IN | — |
| 470 |
| 5,703 |
| 432 |
| 470 |
| 6,135 |
| 6,605 |
| 2,085 |
| 4,520 |
| 2003 | 2012 | 35 years |
| CorVasc Medical Office Building | Indianapolis | IN | — |
| 514 |
| 9,617 |
| 533 |
| 871 |
| 9,793 |
| 10,664 |
| 1,315 |
| 9,349 |
| 2004 | 2016 | 36 years |
| St. Francis South Medical Office Building | Indianapolis | IN | — |
| — |
| 20,649 |
| 1,586 |
| 7 |
| 22,228 |
| 22,235 |
| 5,153 |
| 17,082 |
| 1995 | 2013 | 35 years |
| Methodist Professional Center I | Indianapolis | IN | — |
| 61 |
| 37,411 |
| 7,000 |
| 61 |
| 44,411 |
| 44,472 |
| 14,748 |
| 29,724 |
| 1985 | 2012 | 25 years |
| Indiana Orthopedic Center of Excellence | Indianapolis | IN | — |
| 967 |
| 83,746 |
| 3,106 |
| 967 |
| 86,852 |
| 87,819 |
| 12,320 |
| 75,499 |
| 1997 | 2015 | 35 years |
| United Healthcare - Indy | Indianapolis | IN | — |
| 5,737 |
| 32,116 |
| — |
| 5,737 |
| 32,116 |
| 37,853 |
| 6,066 |
| 31,787 |
| 1988 | 2015 | 35 years |
| LaPorte | La Porte | IN | — |
| 553 |
| 1,309 |
| — |
| 553 |
| 1,309 |
| 1,862 |
| 620 |
| 1,242 |
| 1997 | 2011 | 34 years |
| Mishawaka | Mishawaka | IN | — |
| 3,787 |
| 5,543 |
| — |
| 3,787 |
| 5,543 |
| 9,330 |
| 4,212 |
| 5,118 |
| 1993 | 2011 | 35 years |
| Cancer Care Partners | Mishawaka | IN | — |
| 3,162 |
| 28,633 |
| — |
| 3,162 |
| 28,633 |
| 31,795 |
| 4,903 |
| 26,892 |
| 2010 | 2015 | 35 years |
| Michiana Oncology | Mishawaka | IN | — |
| 4,577 |
| 20,939 |
| 15 |
| 4,581 |
| 20,950 |
| 25,531 |
| 3,760 |
| 21,771 |
| 2010 | 2015 | 35 years |
| DaVita Dialysis - Paoli | Paoli | IN | — |
| 396 |
| 2,056 |
| — |
| 396 |
| 2,056 |
| 2,452 |
| 435 |
| 2,017 |
| 2011 | 2015 | 35 years |
| South Bend | South Bend | IN | — |
| 792 |
| 2,530 |
| — |
| 792 |
| 2,530 |
| 3,322 |
| 990 |
| 2,332 |
| 1996 | 2011 | 34 years |
| Eberly Farm Professional Building | Wichita | KS | — |
| 1,883 |
| 7,428 |
| (4,324 | ) | 1,883 |
| 3,104 |
| 4,987 |
| 1,485 |
| 3,502 |
| 2006 | 2015 | 35 years |
| OLBH Same Day Surgery Center MOB | Ashland | KY | — |
| 101 |
| 19,066 |
| 1,433 |
| 101 |
| 20,499 |
| 20,600 |
| 6,467 |
| 14,133 |
| 1997 | 2012 | 26 years |
| St. Elizabeth Covington | Covington | KY | — |
| 345 |
| 12,790 |
| 166 |
| 345 |
| 12,956 |
| 13,301 |
| 3,927 |
| 9,374 |
| 2009 | 2012 | 35 years |
| St. Elizabeth Florence MOB | Florence | KY | — |
| 402 |
| 8,279 |
| 1,644 |
| 402 |
| 9,923 |
| 10,325 |
| 3,623 |
| 6,702 |
| 2005 | 2012 | 35 years |
| Jefferson Clinic | Louisville | KY | — |
| — |
| 673 |
| 2,018 |
| — |
| 2,691 |
| 2,691 |
| 416 |
| 2,275 |
| 2013 | 2013 | 35 years |
| East Jefferson Medical Plaza | Metairie | LA | — |
| 168 |
| 17,264 |
| 2,930 |
| 168 |
| 20,194 |
| 20,362 |
| 7,634 |
| 12,728 |
| 1996 | 2012 | 32 years |
| East Jefferson MOB | Metairie | LA | — |
| 107 |
| 15,137 |
| 2,671 |
| 107 |
| 17,808 |
| 17,915 |
| 6,459 |
| 11,456 |
| 1985 | 2012 | 28 years |
| Lakeside POB I | Metairie | LA | — |
| 3,334 |
| 4,974 |
| 624 |
| 342 |
| 8,590 |
| 8,932 |
| 4,645 |
| 4,287 |
| 1986 | 2011 | 22 years |
| Lakeside POB II | Metairie | LA | — |
| 1,046 |
| 802 |
| (165 | ) | 53 |
| 1,630 |
| 1,683 |
| 1,171 |
| 512 |
| 1980 | 2011 | 7 years |
| Fresenius Medical | Metairie | LA | — |
| 1,195 |
| 3,797 |
| 74 |
| 1,269 |
| 3,797 |
| 5,066 |
| 721 |
| 4,345 |
| 2012 | 2015 | 35 years |
| RTS Berlin | Berlin | MD | — |
| — |
| 2,216 |
| — |
| — |
| 2,216 |
| 2,216 |
| 709 |
| 1,507 |
| 1994 | 2011 | 29 years |
| Charles O. Fisher Medical Building | Westminster | MD | 10,458 |
| — |
| 13,795 |
| 1,849 |
| — |
| 15,644 |
| 15,644 |
| 7,599 |
| 8,045 |
| 2009 | 2009 | 35 years |
| Medical Specialties Building | Kalamazoo | MI | — |
| — |
| 19,242 |
| 1,666 |
| — |
| 20,908 |
| 20,908 |
| 6,984 |
| 13,924 |
| 1989 | 2010 | 35 years |
| North Professional Building | Kalamazoo | MI | — |
| — |
| 7,228 |
| 1,653 |
| — |
| 8,881 |
| 8,881 |
| 3,721 |
| 5,160 |
| 1983 | 2010 | 35 years |
| Borgess Navigation Center | Kalamazoo | MI | — |
| — |
| 2,391 |
| — |
| — |
| 2,391 |
| 2,391 |
| 817 |
| 1,574 |
| 1976 | 2010 | 35 years |
| Borgess Health & Fitness Center | Kalamazoo | MI | — |
| — |
| 11,959 |
| 605 |
| — |
| 12,564 |
| 12,564 |
| 4,313 |
| 8,251 |
| 1984 | 2010 | 35 years |
| Heart Center Building | Kalamazoo | MI | — |
| — |
| 8,420 |
| 716 |
| 176 |
| 8,960 |
| 9,136 |
| 3,387 |
| 5,749 |
| 1980 | 2010 | 35 years |
| Medical Commons Building | Kalamazoo Township | MI | — |
| — |
| 661 |
| 651 |
| — |
| 1,312 |
| 1,312 |
| 698 |
| 614 |
| 1979 | 2010 | 35 years |
|
| | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State / Province | Encumbrances | Land and Improvements | Buildings and Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and Improvements | Buildings and Improvements | Total | Accumulated Depreciation | NBV | Year of Construction | Year Acquired | Life on Which Depreciation in Income Statement is Computed |
| RTS Madison Heights | Madison Heights | MI | — |
| 401 |
| 2,946 |
| — |
| 401 |
| 2,946 |
| 3,347 |
| 905 |
| 2,442 |
| 2002 | 2011 | 35 years |
| Bronson Lakeview OPC | Paw Paw | MI | — |
| 3,835 |
| 31,564 |
| — |
| 3,835 |
| 31,564 |
| 35,399 |
| 6,117 |
| 29,282 |
| 2006 | 2015 | 35 years |
| Pro Med Center Plainwell | Plainwell | MI | — |
| — |
| 697 |
| 7 |
| — |
| 704 |
| 704 |
| 262 |
| 442 |
| 1991 | 2010 | 35 years |
| Pro Med Center Richland | Richland | MI | — |
| 233 |
| 2,267 |
| 213 |
| 233 |
| 2,480 |
| 2,713 |
| 801 |
| 1,912 |
| 1996 | 2010 | 35 years |
| Henry Ford Dialysis Center | Southfield | MI | — |
| 589 |
| 3,350 |
| — |
| 589 |
| 3,350 |
| 3,939 |
| 643 |
| 3,296 |
| 2002 | 2015 | 35 years |
| Metro Health | Wyoming | MI | — |
| 1,325 |
| 5,479 |
| — |
| 1,325 |
| 5,479 |
| 6,804 |
| 1,112 |
| 5,692 |
| 2008 | 2015 | 35 years |
| Spectrum Health | Wyoming | MI | — |
| 2,463 |
| 14,353 |
| — |
| 2,463 |
| 14,353 |
| 16,816 |
| 2,912 |
| 13,904 |
| 2006 | 2015 | 35 years |
| Cogdell Duluth MOB | Duluth | MN | — |
| — |
| 33,406 |
| (19 | ) | — |
| 33,387 |
| 33,387 |
| 7,070 |
| 26,317 |
| 2012 | 2012 | 35 years |
| Allina Health | Elk River | MN | — |
| 1,442 |
| 7,742 |
| 114 |
| 1,455 |
| 7,843 |
| 9,298 |
| 1,925 |
| 7,373 |
| 2002 | 2015 | 35 years |
| Unitron Hearing | Plymouth | MN | — |
| 2,646 |
| 8,962 |
| 5 |
| 2,646 |
| 8,967 |
| 11,613 |
| 2,547 |
| 9,066 |
| 2011 | 2015 | 29 years |
| HealthPartners Medical & Dental Clinics | Sartell | MN | — |
| 2,492 |
| 15,694 |
| 55 |
| 2,503 |
| 15,738 |
| 18,241 |
| 5,094 |
| 13,147 |
| 2010 | 2012 | 35 years |
| University Physicians - Grants Ferry | Flowood | MS | — |
| 2,796 |
| 12,125 |
| (12 | ) | 2,796 |
| 12,113 |
| 14,909 |
| 3,972 |
| 10,937 |
| 2010 | 2012 | 35 years |
| Arnold Urgent Care | Arnold | MO | — |
| 1,058 |
| 556 |
| 403 |
| 1,097 |
| 920 |
| 2,017 |
| 587 |
| 1,430 |
| 1999 | 2011 | 35 years |
| DePaul Health Center North | Bridgeton | MO | — |
| 996 |
| 10,045 |
| 2,954 |
| 996 |
| 12,999 |
| 13,995 |
| 6,249 |
| 7,746 |
| 1976 | 2012 | 21 years |
| DePaul Health Center South | Bridgeton | MO | — |
| 910 |
| 12,169 |
| 2,562 |
| 910 |
| 14,731 |
| 15,641 |
| 5,218 |
| 10,423 |
| 1992 | 2012 | 30 years |
| St. Mary's Health Center MOB D | Clayton | MO | — |
| 103 |
| 2,780 |
| 1,321 |
| 106 |
| 4,098 |
| 4,204 |
| 1,982 |
| 2,222 |
| 1984 | 2012 | 22 years |
| Fenton Urgent Care Center | Fenton | MO | — |
| 183 |
| 2,714 |
| 367 |
| 189 |
| 3,075 |
| 3,264 |
| 1,336 |
| 1,928 |
| 2003 | 2011 | 35 years |
| Broadway Medical Office Building | Kansas City | MO | — |
| 1,300 |
| 12,602 |
| 9,559 |
| 1,336 |
| 22,125 |
| 23,461 |
| 8,327 |
| 15,134 |
| 1976 | 2007 | 35 years |
| St. Joseph Medical Building | Kansas City | MO | — |
| 305 |
| 7,445 |
| 2,297 |
| 305 |
| 9,742 |
| 10,047 |
| 2,784 |
| 7,263 |
| 1988 | 2012 | 32 years |
| St. Joseph Medical Mall | Kansas City | MO | — |
| 530 |
| 9,115 |
| 613 |
| 530 |
| 9,728 |
| 10,258 |
| 3,167 |
| 7,091 |
| 1995 | 2012 | 33 years |
| Carondelet Medical Building | Kansas City | MO | — |
| 745 |
| 12,437 |
| 3,236 |
| 745 |
| 15,673 |
| 16,418 |
| 5,542 |
| 10,876 |
| 1979 | 2012 | 29 years |
| St. Joseph Hospital West Medical Office Building II | Lake Saint Louis | MO | — |
| 524 |
| 3,229 |
| 840 |
| 524 |
| 4,069 |
| 4,593 |
| 1,502 |
| 3,091 |
| 2005 | 2012 | 35 years |
| St. Joseph O'Fallon Medical Office Building | O'Fallon | MO | — |
| 940 |
| 5,556 |
| 332 |
| 960 |
| 5,868 |
| 6,828 |
| 1,817 |
| 5,011 |
| 1992 | 2012 | 35 years |
| Sisters of Mercy Building | Springfield | MO | — |
| 3,427 |
| 8,697 |
| — |
| 3,427 |
| 8,697 |
| 12,124 |
| 1,877 |
| 10,247 |
| 2008 | 2015 | 35 years |
| St. Joseph Health Center Medical Building 1 | St. Charles | MO | — |
| 503 |
| 4,336 |
| 1,338 |
| 503 |
| 5,674 |
| 6,177 |
| 2,901 |
| 3,276 |
| 1987 | 2012 | 20 years |
| St. Joseph Health Center Medical Building 2 | St. Charles | MO | — |
| 369 |
| 2,963 |
| 1,423 |
| 369 |
| 4,386 |
| 4,755 |
| 1,792 |
| 2,963 |
| 1999 | 2012 | 32 years |
| Physicians Office Center | St. Louis | MO | — |
| 1,445 |
| 13,825 |
| 894 |
| 1,445 |
| 14,719 |
| 16,164 |
| 6,460 |
| 9,704 |
| 2003 | 2011 | 35 years |
| 12700 Southford Road Medical Plaza | St. Louis | MO | — |
| 595 |
| 12,584 |
| 2,756 |
| 595 |
| 15,340 |
| 15,935 |
| 5,989 |
| 9,946 |
| 1993 | 2011 | 32 years |
| Mercy South MOB A | St. Louis | MO | — |
| 409 |
| 4,687 |
| 1,668 |
| 409 |
| 6,355 |
| 6,764 |
| 3,276 |
| 3,488 |
| 1975 | 2011 | 20 years |
| Mercy South MOB B | St. Louis | MO | — |
| 350 |
| 3,942 |
| 1,088 |
| 350 |
| 5,030 |
| 5,380 |
| 2,795 |
| 2,585 |
| 1980 | 2011 | 21 years |
| Lemay Urgent Care Center | St. Louis | MO | — |
| 2,317 |
| 3,120 |
| 696 |
| 2,355 |
| 3,778 |
| 6,133 |
| 2,254 |
| 3,879 |
| 1983 | 2011 | 22 years |
| St. Mary's Health Center MOB B | St. Louis | MO | — |
| 119 |
| 4,161 |
| 12,546 |
| 119 |
| 16,707 |
| 16,826 |
| 3,382 |
| 13,444 |
| 1979 | 2012 | 23 years |
| St. Mary's Health Center MOB C | St. Louis | MO | — |
| 136 |
| 6,018 |
| 3,825 |
| 136 |
| 9,843 |
| 9,979 |
| 3,083 |
| 6,896 |
| 1969 | 2012 | 20 years |
| Carson Tahoe Specialty Medical Center | Carson City | NV | — |
| 2,748 |
| 27,010 |
| 3,444 |
| 2,898 |
| 30,304 |
| 33,202 |
| 6,030 |
| 27,172 |
| 1981 | 2015 | 35 years |
| Carson Tahoe MOB West | Carson City | NV | — |
| 802 |
| 11,855 |
| 213 |
| 703 |
| 12,167 |
| 12,870 |
| 2,262 |
| 10,608 |
| 2007 | 2015 | 29 years |
| Del E Webb Medical Plaza | Henderson | NV | — |
| 1,028 |
| 16,993 |
| 2,469 |
| 1,028 |
| 19,462 |
| 20,490 |
| 6,932 |
| 13,558 |
| 1999 | 2011 | 35 years |
| Durango Medical Plaza | Las Vegas | NV | — |
| 3,787 |
| 27,738 |
| (2,855 | ) | 3,683 |
| 24,987 |
| 28,670 |
| 4,710 |
| 23,960 |
| 2008 | 2015 | 35 years |
|
| | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State / Province | Encumbrances | Land and Improvements | Buildings and Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and Improvements | Buildings and Improvements | Total | Accumulated Depreciation | NBV | Year of Construction | Year Acquired | Life on Which Depreciation in Income Statement is Computed |
| The Terrace at South Meadows | Reno | NV | 6,418 |
| 504 |
| 9,966 |
| 685 |
| 504 |
| 10,651 |
| 11,155 |
| 3,975 |
| 7,180 |
| 2004 | 2011 | 35 years |
| Cooper Health MOB I | Willingboro | NJ | — |
| 1,389 |
| 2,742 |
| 4 |
| 1,398 |
| 2,737 |
| 4,135 |
| 699 |
| 3,436 |
| 2010 | 2015 | 35 years |
| Cooper Health MOB II | Willingboro | NJ | — |
| 594 |
| 5,638 |
| 65 |
| 594 |
| 5,703 |
| 6,297 |
| 1,025 |
| 5,272 |
| 2012 | 2015 | 35 years |
| Salem Medical | Woodstown | NJ | — |
| 275 |
| 4,132 |
| 6 |
| 275 |
| 4,138 |
| 4,413 |
| 742 |
| 3,671 |
| 2010 | 2015 | 35 years |
| Albany Medical Center MOB | Albany | NY | — |
| 321 |
| 18,389 |
| 32 |
| 321 |
| 18,421 |
| 18,742 |
| 2,839 |
| 15,903 |
| 2010 | 2015 | 35 years |
| St. Peter's Recovery Center | Guilderland | NY | — |
| 1,059 |
| 9,156 |
| — |
| 1,059 |
| 9,156 |
| 10,215 |
| 1,900 |
| 8,315 |
| 1990 | 2015 | 35 years |
| Central NY Medical Center | Syracuse | NY | — |
| 1,786 |
| 26,101 |
| 3,393 |
| 1,792 |
| 29,488 |
| 31,280 |
| 9,472 |
| 21,808 |
| 1997 | 2012 | 33 years |
| Northcountry MOB | Watertown | NY | — |
| 1,320 |
| 10,799 |
| 310 |
| 1,320 |
| 11,109 |
| 12,429 |
| 2,234 |
| 10,195 |
| 2001 | 2015 | 35 years |
| Randolph | Charlotte | NC | — |
| 6,370 |
| 2,929 |
| 2,494 |
| 6,418 |
| 5,375 |
| 11,793 |
| 4,280 |
| 7,513 |
| 1973 | 2012 | 4 years |
| Mallard Crossing I | Charlotte | NC | — |
| 3,229 |
| 2,072 |
| 852 |
| 3,269 |
| 2,884 |
| 6,153 |
| 2,143 |
| 4,010 |
| 1997 | 2012 | 25 years |
| Medical Arts Building | Concord | NC | — |
| 701 |
| 11,734 |
| 1,171 |
| 701 |
| 12,905 |
| 13,606 |
| 5,111 |
| 8,495 |
| 1997 | 2012 | 31 years |
| Gateway Medical Office Building | Concord | NC | — |
| 1,100 |
| 9,904 |
| 698 |
| 1,100 |
| 10,602 |
| 11,702 |
| 4,094 |
| 7,608 |
| 2005 | 2012 | 35 years |
| Copperfield Medical Mall | Concord | NC | — |
| 1,980 |
| 2,846 |
| 539 |
| 2,139 |
| 3,226 |
| 5,365 |
| 1,902 |
| 3,463 |
| 1989 | 2012 | 25 years |
| Weddington Internal & Pediatric Medicine | Concord | NC | — |
| 574 |
| 688 |
| 37 |
| 574 |
| 725 |
| 1,299 |
| 391 |
| 908 |
| 2000 | 2012 | 27 years |
| Duke Health Center South Durham | Durham | NC | — |
| 4,347 |
| 75,728 |
| — |
| 4,347 |
| 75,728 |
| 80,075 |
| 1,260 |
| 78,815 |
| 2017 | 2019 | 35 years |
| Rex Wellness Center | Garner | NC | — |
| 1,348 |
| 5,330 |
| 438 |
| 1,354 |
| 5,762 |
| 7,116 |
| 1,356 |
| 5,760 |
| 2003 | 2015 | 34 years |
| Gaston Professional Center | Gastonia | NC | — |
| 833 |
| 24,885 |
| 3,110 |
| 863 |
| 27,965 |
| 28,828 |
| 8,110 |
| 20,718 |
| 1997 | 2012 | 35 years |
| Harrisburg Family Physicians | Harrisburg | NC | — |
| 679 |
| 1,646 |
| 73 |
| 679 |
| 1,719 |
| 2,398 |
| 625 |
| 1,773 |
| 1996 | 2012 | 35 years |
| Harrisburg Medical Mall | Harrisburg | NC | — |
| 1,339 |
| 2,292 |
| 311 |
| 1,339 |
| 2,603 |
| 3,942 |
| 1,291 |
| 2,651 |
| 1997 | 2012 | 27 years |
| Northcross | Huntersville | NC | — |
| 623 |
| 278 |
| 229 |
| 623 |
| 507 |
| 1,130 |
| 299 |
| 831 |
| 1993 | 2012 | 22 years |
| REX Knightdale MOB & Wellness Center | Knightdale | NC | — |
| — |
| 22,823 |
| 989 |
| 50 |
| 23,762 |
| 23,812 |
| 5,256 |
| 18,556 |
| 2009 | 2012 | 35 years |
| Midland Medical Park | Midland | NC | — |
| 1,221 |
| 847 |
| 120 |
| 1,221 |
| 967 |
| 2,188 |
| 637 |
| 1,551 |
| 1998 | 2012 | 25 years |
| East Rocky Mount Kidney Center | Rocky Mount | NC | — |
| 803 |
| 998 |
| 19 |
| 805 |
| 1,015 |
| 1,820 |
| 467 |
| 1,353 |
| 2000 | 2012 | 33 years |
| Rocky Mount Kidney Center | Rocky Mount | NC | — |
| 479 |
| 1,297 |
| 51 |
| 479 |
| 1,348 |
| 1,827 |
| 643 |
| 1,184 |
| 1990 | 2012 | 25 years |
| Rocky Mount Medical Park | Rocky Mount | NC | — |
| 2,552 |
| 7,779 |
| 2,665 |
| 2,652 |
| 10,344 |
| 12,996 |
| 4,002 |
| 8,994 |
| 1991 | 2012 | 30 years |
| Trinity Health Medical Arts Clinic | Minot | ND | — |
| 935 |
| 15,482 |
| 372 |
| 951 |
| 15,838 |
| 16,789 |
| 3,876 |
| 12,913 |
| 1995 | 2015 | 26 years |
| Anderson Medical Arts Building I | Cincinnati | OH | — |
| — |
| 9,632 |
| 2,299 |
| 146 |
| 11,785 |
| 11,931 |
| 5,419 |
| 6,512 |
| 1984 | 2007 | 35 years |
| Anderson Medical Arts Building II | Cincinnati | OH | — |
| — |
| 15,123 |
| 3,535 |
| — |
| 18,658 |
| 18,658 |
| 8,008 |
| 10,650 |
| 2007 | 2007 | 35 years |
| Riverside North Medical Office Building | Columbus | OH | — |
| 785 |
| 8,519 |
| 1,818 |
| 785 |
| 10,337 |
| 11,122 |
| 4,703 |
| 6,419 |
| 1962 | 2012 | 25 years |
| Riverside South Medical Office Building | Columbus | OH | — |
| 586 |
| 7,298 |
| 935 |
| 610 |
| 8,209 |
| 8,819 |
| 3,486 |
| 5,333 |
| 1985 | 2012 | 27 years |
| 340 East Town Medical Office Building | Columbus | OH | — |
| 10 |
| 9,443 |
| 1,259 |
| 10 |
| 10,702 |
| 10,712 |
| 3,652 |
| 7,060 |
| 1984 | 2012 | 29 years |
| 393 East Town Medical Office Building | Columbus | OH | — |
| 61 |
| 4,760 |
| 635 |
| 61 |
| 5,395 |
| 5,456 |
| 2,215 |
| 3,241 |
| 1970 | 2012 | 20 years |
| 141 South Sixth Medical Office Building | Columbus | OH | — |
| 80 |
| 1,113 |
| 2,922 |
| 80 |
| 4,035 |
| 4,115 |
| 950 |
| 3,165 |
| 1971 | 2012 | 14 years |
| Doctors West Medical Office Building | Columbus | OH | — |
| 414 |
| 5,362 |
| 835 |
| 414 |
| 6,197 |
| 6,611 |
| 2,240 |
| 4,371 |
| 1998 | 2012 | 35 years |
| Eastside Health Center | Columbus | OH | — |
| 956 |
| 3,472 |
| (2 | ) | 956 |
| 3,470 |
| 4,426 |
| 2,198 |
| 2,228 |
| 1977 | 2012 | 15 years |
| East Main Medical Office Building | Columbus | OH | — |
| 440 |
| 4,771 |
| 67 |
| 440 |
| 4,838 |
| 5,278 |
| 1,690 |
| 3,588 |
| 2006 | 2012 | 35 years |
| Heart Center Medical Office Building | Columbus | OH | — |
| 1,063 |
| 12,140 |
| 718 |
| 1,063 |
| 12,858 |
| 13,921 |
| 4,464 |
| 9,457 |
| 2004 | 2012 | 35 years |
| Wilkins Medical Office Building | Columbus | OH | — |
| 123 |
| 18,062 |
| 1,113 |
| 123 |
| 19,175 |
| 19,298 |
| 5,078 |
| 14,220 |
| 2002 | 2012 | 35 years |
| Grady Medical Office Building | Delaware | OH | — |
| 239 |
| 2,263 |
| 570 |
| 239 |
| 2,833 |
| 3,072 |
| 1,233 |
| 1,839 |
| 1991 | 2012 | 25 years |
|
| | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State / Province | Encumbrances | Land and Improvements | Buildings and Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and Improvements | Buildings and Improvements | Total | Accumulated Depreciation | NBV | Year of Construction | Year Acquired | Life on Which Depreciation in Income Statement is Computed |
| Dublin Northwest Medical Office Building | Dublin | OH | — |
| 342 |
| 3,278 |
| 281 |
| 342 |
| 3,559 |
| 3,901 |
| 1,459 |
| 2,442 |
| 2001 | 2012 | 34 years |
| Preserve III Medical Office Building | Dublin | OH | — |
| 2,449 |
| 7,025 |
| 1,211 |
| 2,449 |
| 8,236 |
| 10,685 |
| 2,893 |
| 7,792 |
| 2006 | 2012 | 35 years |
| Zanesville Surgery Center | Zanesville | OH | — |
| 172 |
| 9,403 |
| — |
| 172 |
| 9,403 |
| 9,575 |
| 2,722 |
| 6,853 |
| 2000 | 2011 | 35 years |
| Dialysis Center | Zanesville | OH | — |
| 534 |
| 855 |
| 99 |
| 534 |
| 954 |
| 1,488 |
| 661 |
| 827 |
| 1960 | 2011 | 21 years |
| Genesis Children's Center | Zanesville | OH | — |
| 538 |
| 3,781 |
| — |
| 538 |
| 3,781 |
| 4,319 |
| 1,492 |
| 2,827 |
| 2006 | 2011 | 30 years |
| Medical Arts Building I | Zanesville | OH | — |
| 429 |
| 2,405 |
| 666 |
| 436 |
| 3,064 |
| 3,500 |
| 1,598 |
| 1,902 |
| 1970 | 2011 | 20 years |
| Medical Arts Building II | Zanesville | OH | — |
| 485 |
| 6,013 |
| 1,537 |
| 532 |
| 7,503 |
| 8,035 |
| 3,539 |
| 4,496 |
| 1995 | 2011 | 25 years |
| Medical Arts Building III | Zanesville | OH | — |
| 94 |
| 1,248 |
| — |
| 94 |
| 1,248 |
| 1,342 |
| 615 |
| 727 |
| 1970 | 2011 | 25 years |
| Primecare Building | Zanesville | OH | — |
| 130 |
| 1,344 |
| 648 |
| 130 |
| 1,992 |
| 2,122 |
| 1,060 |
| 1,062 |
| 1978 | 2011 | 20 years |
| Outpatient Rehabilitation Building | Zanesville | OH | — |
| 82 |
| 1,541 |
| — |
| 82 |
| 1,541 |
| 1,623 |
| 654 |
| 969 |
| 1985 | 2011 | 28 years |
| Radiation Oncology Building | Zanesville | OH | — |
| 105 |
| 1,201 |
| — |
| 105 |
| 1,201 |
| 1,306 |
| 609 |
| 697 |
| 1988 | 2011 | 25 years |
| Healthplex | Zanesville | OH | — |
| 2,488 |
| 15,849 |
| 1,199 |
| 2,649 |
| 16,887 |
| 19,536 |
| 6,803 |
| 12,733 |
| 1990 | 2011 | 32 years |
| Physicians Pavilion | Zanesville | OH | — |
| 422 |
| 6,297 |
| 1,577 |
| 422 |
| 7,874 |
| 8,296 |
| 3,627 |
| 4,669 |
| 1990 | 2011 | 25 years |
| Zanesville Northside Pharmacy | Zanesville | OH | — |
| 42 |
| 635 |
| — |
| 42 |
| 635 |
| 677 |
| 278 |
| 399 |
| 1985 | 2011 | 28 years |
| Bethesda Campus MOB III | Zanesville | OH | — |
| 188 |
| 1,137 |
| 234 |
| 199 |
| 1,360 |
| 1,559 |
| 633 |
| 926 |
| 1978 | 2011 | 25 years |
| Tuality 7th Avenue Medical Plaza | Hillsboro | OR | 17,554 |
| 1,516 |
| 24,638 |
| 1,476 |
| 1,546 |
| 26,084 |
| 27,630 |
| 8,783 |
| 18,847 |
| 2003 | 2011 | 35 years |
| Professional Office Building I | Chester | PA | — |
| — |
| 6,283 |
| 3,330 |
| — |
| 9,613 |
| 9,613 |
| 5,057 |
| 4,556 |
| 1978 | 2004 | 30 years |
| DCMH Medical Office Building | Drexel Hill | PA | — |
| — |
| 10,424 |
| 2,612 |
| — |
| 13,036 |
| 13,036 |
| 7,072 |
| 5,964 |
| 1984 | 2004 | 30 years |
| Pinnacle Health | Harrisburg | PA | — |
| 2,574 |
| 16,767 |
| 943 |
| 2,766 |
| 17,518 |
| 20,284 |
| 3,556 |
| 16,728 |
| 2002 | 2015 | 35 years |
| Lancaster Rehabilitation Hospital | Lancaster | PA | — |
| 959 |
| 16,610 |
| (16 | ) | 959 |
| 16,594 |
| 17,553 |
| 5,141 |
| 12,412 |
| 2007 | 2012 | 35 years |
| Lancaster ASC MOB | Lancaster | PA | — |
| 593 |
| 17,117 |
| 491 |
| 593 |
| 17,608 |
| 18,201 |
| 5,964 |
| 12,237 |
| 2007 | 2012 | 35 years |
| St. Joseph Medical Office Building | Reading | PA | — |
| — |
| 10,823 |
| 811 |
| — |
| 11,634 |
| 11,634 |
| 4,326 |
| 7,308 |
| 2006 | 2010 | 35 years |
| Crozer - Keystone MOB I | Springfield | PA | — |
| 9,130 |
| 47,078 |
| — |
| 9,130 |
| 47,078 |
| 56,208 |
| 10,551 |
| 45,657 |
| 1996 | 2015 | 35 years |
| Crozer-Keystone MOB II | Springfield | PA | — |
| 5,178 |
| 6,523 |
| — |
| 5,178 |
| 6,523 |
| 11,701 |
| 1,555 |
| 10,146 |
| 1998 | 2015 | 25 years |
| Doylestown Health & Wellness Center | Warrington | PA | — |
| 4,452 |
| 17,383 |
| 1,191 |
| 4,497 |
| 18,529 |
| 23,026 |
| 6,248 |
| 16,778 |
| 2001 | 2012 | 34 years |
| Roper Medical Office Building | Charleston | SC | — |
| 127 |
| 14,737 |
| 4,116 |
| 127 |
| 18,853 |
| 18,980 |
| 7,044 |
| 11,936 |
| 1990 | 2012 | 28 years |
| St. Francis Medical Plaza (Charleston) | Charleston | SC | — |
| 447 |
| 3,946 |
| 711 |
| 447 |
| 4,657 |
| 5,104 |
| 1,874 |
| 3,230 |
| 2003 | 2012 | 35 years |
| Providence MOB I | Columbia | SC | — |
| 225 |
| 4,274 |
| 884 |
| 225 |
| 5,158 |
| 5,383 |
| 2,809 |
| 2,574 |
| 1979 | 2012 | 18 years |
| Providence MOB II | Columbia | SC | — |
| 122 |
| 1,834 |
| 289 |
| 150 |
| 2,095 |
| 2,245 |
| 1,104 |
| 1,141 |
| 1985 | 2012 | 18 years |
| Providence MOB III | Columbia | SC | — |
| 766 |
| 4,406 |
| 946 |
| 766 |
| 5,352 |
| 6,118 |
| 2,174 |
| 3,944 |
| 1990 | 2012 | 23 years |
| One Medical Park | Columbia | SC | — |
| 210 |
| 7,939 |
| 2,190 |
| 214 |
| 10,125 |
| 10,339 |
| 4,568 |
| 5,771 |
| 1984 | 2012 | 19 years |
| Three Medical Park | Columbia | SC | — |
| 40 |
| 10,650 |
| 1,912 |
| 40 |
| 12,562 |
| 12,602 |
| 5,219 |
| 7,383 |
| 1988 | 2012 | 25 years |
| St. Francis Millennium Medical Office Building | Greenville | SC | 14,161 |
| — |
| 13,062 |
| 10,711 |
| 30 |
| 23,743 |
| 23,773 |
| 12,135 |
| 11,638 |
| 2009 | 2009 | 35 years |
| 200 Andrews | Greenville | SC | — |
| 789 |
| 2,014 |
| 1,559 |
| 810 |
| 3,552 |
| 4,362 |
| 1,827 |
| 2,535 |
| 1994 | 2012 | 29 years |
| St. Francis CMOB | Greenville | SC | — |
| 501 |
| 7,661 |
| 1,068 |
| 501 |
| 8,729 |
| 9,230 |
| 2,850 |
| 6,380 |
| 2001 | 2012 | 35 years |
| St. Francis Outpatient Surgery Center | Greenville | SC | — |
| 1,007 |
| 16,538 |
| 997 |
| 1,007 |
| 17,535 |
| 18,542 |
| 6,253 |
| 12,289 |
| 2001 | 2012 | 35 years |
|
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State / Province | Encumbrances | Land and Improvements | Buildings and Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and Improvements | Buildings and Improvements | Total | Accumulated Depreciation | NBV | Year of Construction | Year Acquired | Life on Which Depreciation in Income Statement is Computed |
| St. Francis Professional Medical Center | Greenville | SC | — |
| 342 |
| 6,337 |
| 1,944 |
| 371 |
| 8,252 |
| 8,623 |
| 3,295 |
| 5,328 |
| 1984 | 2012 | 24 years |
| St. Francis Women's | Greenville | SC | — |
| 322 |
| 4,877 |
| 1,195 |
| 322 |
| 6,072 |
| 6,394 |
| 2,886 |
| 3,508 |
| 1991 | 2012 | 24 years |
| St. Francis Medical Plaza (Greenville) | Greenville | SC | — |
| 88 |
| 5,876 |
| 2,006 |
| 98 |
| 7,872 |
| 7,970 |
| 2,839 |
| 5,131 |
| 1998 | 2012 | 24 years |
| River Hills Medical Plaza | Little River | SC | — |
| 1,406 |
| 1,813 |
| 199 |
| 1,406 |
| 2,012 |
| 3,418 |
| 1,025 |
| 2,393 |
| 1999 | 2012 | 27 years |
| Mount Pleasant Medical Office Longpoint | Mount Pleasant | SC | — |
| 670 |
| 4,455 |
| 1,268 |
| 632 |
| 5,761 |
| 6,393 |
| 2,432 |
| 3,961 |
| 2001 | 2012 | 34 years |
| Medical Arts Center of Orangeburg | Orangeburg | SC | — |
| 823 |
| 3,299 |
| 492 |
| 823 |
| 3,791 |
| 4,614 |
| 1,487 |
| 3,127 |
| 1984 | 2012 | 28 years |
| Mary Black Westside Medical Office Bldg | Spartanburg | SC | — |
| 291 |
| 5,057 |
| 610 |
| 300 |
| 5,658 |
| 5,958 |
| 2,166 |
| 3,792 |
| 1991 | 2012 | 31 years |
| Spartanburg ASC | Spartanburg | SC | — |
| 1,333 |
| 15,756 |
| — |
| 1,333 |
| 15,756 |
| 17,089 |
| 2,564 |
| 14,525 |
| 2002 | 2015 | 35 years |
| Spartanburg Regional MOB | Spartanburg | SC | — |
| 207 |
| 17,963 |
| 760 |
| 286 |
| 18,644 |
| 18,930 |
| 3,385 |
| 15,545 |
| 1986 | 2015 | 35 years |
| Wellmont Blue Ridge MOB | Bristol | TN | — |
| 999 |
| 5,027 |
| 110 |
| 1,032 |
| 5,104 |
| 6,136 |
| 1,067 |
| 5,069 |
| 2001 | 2015 | 35 years |
| Health Park Medical Office Building | Chattanooga | TN | — |
| 2,305 |
| 8,949 |
| 701 |
| 2,305 |
| 9,650 |
| 11,955 |
| 3,116 |
| 8,839 |
| 2004 | 2012 | 35 years |
| Peerless Crossing Medical Center | Cleveland | TN | — |
| 1,217 |
| 6,464 |
| 22 |
| 1,217 |
| 6,486 |
| 7,703 |
| 2,128 |
| 5,575 |
| 2006 | 2012 | 35 years |
| St. Mary's Clinton Professional Office Building | Clinton | TN | — |
| 298 |
| 618 |
| 121 |
| 298 |
| 739 |
| 1,037 |
| 259 |
| 778 |
| 1988 | 2015 | 39 years |
| St. Mary's Farragut MOB | Farragut | TN | — |
| 221 |
| 2,719 |
| 175 |
| 221 |
| 2,894 |
| 3,115 |
| 697 |
| 2,418 |
| 1997 | 2015 | 39 years |
| Medical Center Physicians Tower | Jackson | TN | 12,693 |
| 549 |
| 27,074 |
| 97 |
| 598 |
| 27,122 |
| 27,720 |
| 9,104 |
| 18,616 |
| 2010 | 2012 | 35 years |
| St. Mary's Ambulatory Surgery Center | Knoxville | TN | — |
| 129 |
| 1,012 |
| — |
| 129 |
| 1,012 |
| 1,141 |
| 425 |
| 716 |
| 1999 | 2015 | 24 years |
| Texas Clinic at Arlington | Arlington | TX | — |
| 2,781 |
| 24,515 |
| 545 |
| 2,845 |
| 24,996 |
| 27,841 |
| 4,372 |
| 23,469 |
| 2010 | 2015 | 35 years |
| Seton Medical Park Tower | Austin | TX | — |
| 805 |
| 41,527 |
| 4,113 |
| 1,329 |
| 45,116 |
| 46,445 |
| 12,431 |
| 34,014 |
| 1968 | 2012 | 35 years |
| Seton Northwest Health Plaza | Austin | TX | — |
| 444 |
| 22,632 |
| 3,605 |
| 444 |
| 26,237 |
| 26,681 |
| 7,276 |
| 19,405 |
| 1988 | 2012 | 35 years |
| Seton Southwest Health Plaza | Austin | TX | — |
| 294 |
| 5,311 |
| 516 |
| 294 |
| 5,827 |
| 6,121 |
| 1,551 |
| 4,570 |
| 2004 | 2012 | 35 years |
| Seton Southwest Health Plaza II | Austin | TX | — |
| 447 |
| 10,154 |
| 71 |
| 447 |
| 10,225 |
| 10,672 |
| 2,879 |
| 7,793 |
| 2009 | 2012 | 35 years |
| BioLife Sciences Building | Denton | TX | — |
| 1,036 |
| 6,576 |
| — |
| 1,036 |
| 6,576 |
| 7,612 |
| 1,378 |
| 6,234 |
| 2010 | 2015 | 35 years |
| East Houston MOB, LLC | Houston | TX | — |
| 356 |
| 2,877 |
| 1,178 |
| 328 |
| 4,083 |
| 4,411 |
| 2,860 |
| 1,551 |
| 1982 | 2011 | 15 years |
| East Houston Medical Plaza | Houston | TX | — |
| 671 |
| 426 |
| 10 |
| 237 |
| 870 |
| 1,107 |
| 993 |
| 114 |
| 1982 | 2011 | 11 years |
| Memorial Hermann | Houston | TX | — |
| 822 |
| 14,307 |
| — |
| 822 |
| 14,307 |
| 15,129 |
| 2,445 |
| 12,684 |
| 2012 | 2015 | 35 years |
| Scott & White Healthcare | Kingsland | TX | — |
| 534 |
| 5,104 |
| — |
| 534 |
| 5,104 |
| 5,638 |
| 1,000 |
| 4,638 |
| 2012 | 2015 | 35 years |
| Lakeway Medical Plaza | Lakeway | TX | 9,169 |
| 270 |
| 20,169 |
| 372 |
| 270 |
| 20,541 |
| 20,811 |
| 766 |
| 20,045 |
| 2011 | 2018 | 35 years |
| Odessa Regional MOB | Odessa | TX | — |
| 121 |
| 8,935 |
| — |
| 121 |
| 8,935 |
| 9,056 |
| 1,588 |
| 7,468 |
| 2008 | 2015 | 35 years |
| Legacy Heart Center | Plano | TX | — |
| 3,081 |
| 8,890 |
| 94 |
| 3,081 |
| 8,984 |
| 12,065 |
| 1,945 |
| 10,120 |
| 2005 | 2015 | 35 years |
| Seton Williamson Medical Plaza | Round Rock | TX | — |
| — |
| 15,074 |
| 693 |
| — |
| 15,767 |
| 15,767 |
| 5,798 |
| 9,969 |
| 2008 | 2010 | 35 years |
| Sunnyvale Medical Plaza | Sunnyvale | TX | — |
| 1,186 |
| 15,397 |
| 439 |
| 1,243 |
| 15,779 |
| 17,022 |
| 3,074 |
| 13,948 |
| 2009 | 2015 | 35 years |
| Texarkana ASC | Texarkana | TX | — |
| 814 |
| 5,903 |
| 137 |
| 814 |
| 6,040 |
| 6,854 |
| 1,361 |
| 5,493 |
| 1994 | 2015 | 30 years |
| Spring Creek Medical Plaza | Tomball | TX | — |
| 2,165 |
| 8,212 |
| 155 |
| 2,165 |
| 8,367 |
| 10,532 |
| 1,475 |
| 9,057 |
| 2006 | 2015 | 35 years |
| MRMC MOB I | Mechanicsville | VA | — |
| 1,669 |
| 7,024 |
| 648 |
| 1,669 |
| 7,672 |
| 9,341 |
| 3,462 |
| 5,879 |
| 1993 | 2012 | 31 years |
| Henrico MOB | Richmond | VA | — |
| 968 |
| 6,189 |
| 1,354 |
| 359 |
| 8,152 |
| 8,511 |
| 3,589 |
| 4,922 |
| 1976 | 2011 | 25 years |
| St. Mary's MOB North (Floors 6 & 7) | Richmond | VA | — |
| 227 |
| 2,961 |
| 689 |
| 227 |
| 3,650 |
| 3,877 |
| 1,731 |
| 2,146 |
| 1968 | 2012 | 22 years |
| Stony Point Medical Center | Richmond | VA | — |
| 3,822 |
| 16,127 |
| 21 |
| 3,822 |
| 16,148 |
| 19,970 |
| 3,020 |
| 16,950 |
| 2004 | 2015 | 35 years |
| St. Francis Cancer Center | Richmond | VA | — |
| 654 |
| 18,331 |
| 1,537 |
| 657 |
| 19,865 |
| 20,522 |
| 3,349 |
| 17,173 |
| 2006 | 2015 | 35 years |
|
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State / Province | Encumbrances | Land and Improvements | Buildings and Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and Improvements | Buildings and Improvements | Total | Accumulated Depreciation | NBV | Year of Construction | Year Acquired | Life on Which Depreciation in Income Statement is Computed |
| Bonney Lake Medical Office Building | Bonney Lake | WA | 10,320 |
| 5,176 |
| 14,375 |
| 205 |
| 5,176 |
| 14,580 |
| 19,756 |
| 5,127 |
| 14,629 |
| 2011 | 2012 | 35 years |
| Good Samaritan Medical Office Building | Puyallup | WA | 12,311 |
| 781 |
| 30,368 |
| 1,303 |
| 801 |
| 31,651 |
| 32,452 |
| 9,192 |
| 23,260 |
| 2011 | 2012 | 35 years |
| Holy Family Hospital Central MOB | Spokane | WA | — |
| — |
| 19,085 |
| 346 |
| — |
| 19,431 |
| 19,431 |
| 4,404 |
| 15,027 |
| 2007 | 2012 | 35 years |
| Physician's Pavilion | Vancouver | WA | — |
| 1,411 |
| 32,939 |
| 1,199 |
| 1,450 |
| 34,099 |
| 35,549 |
| 10,982 |
| 24,567 |
| 2001 | 2011 | 35 years |
| Administration Building | Vancouver | WA | — |
| 296 |
| 7,856 |
| 44 |
| 317 |
| 7,879 |
| 8,196 |
| 2,507 |
| 5,689 |
| 1972 | 2011 | 35 years |
| Medical Center Physician's Building | Vancouver | WA | — |
| 1,225 |
| 31,246 |
| 4,072 |
| 1,404 |
| 35,139 |
| 36,543 |
| 11,097 |
| 25,446 |
| 1980 | 2011 | 35 years |
| Memorial MOB | Vancouver | WA | — |
| 663 |
| 12,626 |
| 1,620 |
| 690 |
| 14,219 |
| 14,909 |
| 4,438 |
| 10,471 |
| 1999 | 2011 | 35 years |
| Salmon Creek MOB | Vancouver | WA | — |
| 1,325 |
| 9,238 |
| 605 |
| 1,325 |
| 9,843 |
| 11,168 |
| 2,991 |
| 8,177 |
| 1994 | 2011 | 35 years |
| Fisher's Landing MOB | Vancouver | WA | — |
| 1,590 |
| 5,420 |
| 434 |
| 1,613 |
| 5,831 |
| 7,444 |
| 2,089 |
| 5,355 |
| 1995 | 2011 | 34 years |
| Columbia Medical Plaza | Vancouver | WA | — |
| 281 |
| 5,266 |
| 409 |
| 331 |
| 5,625 |
| 5,956 |
| 1,935 |
| 4,021 |
| 1991 | 2011 | 35 years |
| Appleton Heart Institute | Appleton | WI | — |
| — |
| 7,775 |
| 46 |
| — |
| 7,821 |
| 7,821 |
| 2,511 |
| 5,310 |
| 2003 | 2010 | 39 years |
| Appleton Medical Offices West | Appleton | WI | — |
| — |
| 5,756 |
| 842 |
| — |
| 6,598 |
| 6,598 |
| 1,989 |
| 4,609 |
| 1989 | 2010 | 39 years |
| Appleton Medical Offices South | Appleton | WI | — |
| — |
| 9,058 |
| 200 |
| — |
| 9,258 |
| 9,258 |
| 3,174 |
| 6,084 |
| 1983 | 2010 | 39 years |
| Brookfield Clinic | Brookfield | WI | — |
| 2,638 |
| 4,093 |
| (2,198 | ) | 440 |
| 4,093 |
| 4,533 |
| 1,666 |
| 2,867 |
| 1999 | 2011 | 35 years |
| Lakeshore Medical Clinic - Franklin | Franklin | WI | — |
| 1,973 |
| 7,579 |
| 149 |
| 2,029 |
| 7,672 |
| 9,701 |
| 1,607 |
| 8,094 |
| 2008 | 2015 | 34 years |
| Lakeshore Medical Clinic - Greenfield | Greenfield | WI | — |
| 1,223 |
| 13,387 |
| 61 |
| 1,223 |
| 13,448 |
| 14,671 |
| 2,317 |
| 12,354 |
| 2010 | 2015 | 35 years |
| Aurora Health Care - Hartford | Hartford | WI | — |
| 3,706 |
| 22,019 |
| — |
| 3,706 |
| 22,019 |
| 25,725 |
| 4,292 |
| 21,433 |
| 2006 | 2015 | 35 years |
| Hartland Clinic | Hartland | WI | — |
| 321 |
| 5,050 |
| — |
| 321 |
| 5,050 |
| 5,371 |
| 1,756 |
| 3,615 |
| 1994 | 2011 | 35 years |
| Aurora Healthcare - Kenosha | Kenosha | WI | — |
| 7,546 |
| 19,155 |
| — |
| 7,546 |
| 19,155 |
| 26,701 |
| 3,815 |
| 22,886 |
| 2014 | 2015 | 35 years |
| Univ of Wisconsin Health | Monona | WI | — |
| 678 |
| 8,017 |
| — |
| 678 |
| 8,017 |
| 8,695 |
| 1,704 |
| 6,991 |
| 2011 | 2015 | 35 years |
| Theda Clark Medical Center Office Pavilion | Neenah | WI | — |
| — |
| 7,080 |
| 1,036 |
| — |
| 8,116 |
| 8,116 |
| 2,587 |
| 5,529 |
| 1993 | 2010 | 39 years |
| Aylward Medical Building Condo Floors 3 & 4 | Neenah | WI | — |
| — |
| 4,462 |
| 95 |
| — |
| 4,557 |
| 4,557 |
| 1,593 |
| 2,964 |
| 2006 | 2010 | 39 years |
| Aurora Health Care - Neenah | Neenah | WI | — |
| 2,033 |
| 9,072 |
| — |
| 2,033 |
| 9,072 |
| 11,105 |
| 1,898 |
| 9,207 |
| 2006 | 2015 | 35 years |
| New Berlin Clinic | New Berlin | WI | — |
| 678 |
| 7,121 |
| — |
| 678 |
| 7,121 |
| 7,799 |
| 2,663 |
| 5,136 |
| 1999 | 2011 | 35 years |
| United Healthcare - Onalaska | Onalaska | WI | — |
| 4,623 |
| 5,527 |
| — |
| 4,623 |
| 5,527 |
| 10,150 |
| 1,501 |
| 8,649 |
| 1995 | 2015 | 35 years |
| WestWood Health & Fitness | Pewaukee | WI | — |
| 823 |
| 11,649 |
| — |
| 823 |
| 11,649 |
| 12,472 |
| 4,380 |
| 8,092 |
| 1997 | 2011 | 35 years |
| Aurora Health Care - Two Rivers | Two Rivers | WI | — |
| 5,638 |
| 25,308 |
| — |
| 5,638 |
| 25,308 |
| 30,946 |
| 4,972 |
| 25,974 |
| 2006 | 2015 | 35 years |
| Watertown Clinic | Watertown | WI | — |
| 166 |
| 3,234 |
| — |
| 166 |
| 3,234 |
| 3,400 |
| 1,084 |
| 2,316 |
| 2003 | 2011 | 35 years |
| Southside Clinic | Waukesha | WI | — |
| 218 |
| 5,273 |
| — |
| 218 |
| 5,273 |
| 5,491 |
| 1,790 |
| 3,701 |
| 1997 | 2011 | 35 years |
| Rehabilitation Hospital | Waukesha | WI | — |
| 372 |
| 15,636 |
| — |
| 372 |
| 15,636 |
| 16,008 |
| 4,665 |
| 11,343 |
| 2008 | 2011 | 35 years |
| United Healthcare - Wauwatosa | Wawatosa | WI | — |
| 8,012 |
| 15,992 |
| 76 |
| 8,012 |
| 16,068 |
| 24,080 |
| 3,851 |
| 20,229 |
| 1995 | 2015 | 35 years |
| TOTAL FOR MEDICAL OFFICE BUILDINGS | | | 390,573 |
| 384,350 |
| 4,260,601 |
| 355,020 |
| 379,826 |
| 4,620,145 |
| 4,999,971 |
| 1,296,854 |
| 3,703,117 |
| | | |
| LIFE SCIENCES OFFICE BUILDINGS | | | | | | | | | | | | | | |
| Phoenix Biomedical Campus Phase I | Phoenix | AZ | — |
| — |
| 26,493 |
| — |
| — |
| 26,493 |
| 26,493 |
| — |
| 26,493 |
| CIP | CIP | CIP |
| 100 College Street | New Haven | CT | — |
| 2,706 |
| 186,570 |
| 6,213 |
| 2,706 |
| 192,783 |
| 195,489 |
| 13,295 |
| 182,194 |
| 2013 | 2016 | 59 years |
| 300 George Street | New Haven | CT | — |
| 2,262 |
| 122,144 |
| 6,217 |
| 2,582 |
| 128,041 |
| 130,623 |
| 9,486 |
| 121,137 |
| 2014 | 2016 | 50 years |
|
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State / Province | Encumbrances | Land and Improvements | Buildings and Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and Improvements | Buildings and Improvements | Total | Accumulated Depreciation | NBV | Year of Construction | Year Acquired | Life on Which Depreciation in Income Statement is Computed |
| Univ. of Miami Life Science and Technology Park | Miami | FL | — |
| 2,249 |
| 87,019 |
| 5,722 |
| 2,253 |
| 92,737 |
| 94,990 |
| 8,581 |
| 86,409 |
| 2014 | 2016 | 53 years |
| IIT | Chicago | IL | — |
| 30 |
| 55,620 |
| 678 |
| 30 |
| 56,298 |
| 56,328 |
| 4,500 |
| 51,828 |
| 2006 | 2016 | 46 years |
| 1030 Mass Ave | Cambridge | MA | — |
| 12,175 |
| 112,809 |
| — |
| 12,175 |
| 112,809 |
| 124,984 |
| 2,536 |
| 122,448 |
| 1986 | 2019 | 35 years |
| University of Maryland BioPark I Unit 1 | Baltimore | MD | — |
| 113 |
| 25,199 |
| 793 |
| 113 |
| 25,992 |
| 26,105 |
| 2,015 |
| 24,090 |
| 2005 | 2016 | 50 years |
| University of Maryland BioPark II | Baltimore | MD | — |
| 61 |
| 91,764 |
| 4,294 |
| 61 |
| 96,058 |
| 96,119 |
| 7,968 |
| 88,151 |
| 2007 | 2016 | 50 years |
| University of Maryland BioPark Garage | Baltimore | MD | — |
| 77 |
| 4,677 |
| 350 |
| 77 |
| 5,027 |
| 5,104 |
| 675 |
| 4,429 |
| 2007 | 2016 | 29 years |
| Tributary Street | Baltimore | MD | — |
| 4,015 |
| 15,905 |
| 597 |
| 4,015 |
| 16,502 |
| 20,517 |
| 1,925 |
| 18,592 |
| 1998 | 2016 | 45 years |
| Beckley Street | Baltimore | MD | — |
| 2,813 |
| 13,481 |
| 558 |
| 2,813 |
| 14,039 |
| 16,852 |
| 1,688 |
| 15,164 |
| 1999 | 2016 | 45 years |
| University of Maryland BioPark III | Baltimore | MD | — |
| 1,067 |
| — |
| — |
| 1,067 |
| — |
| 1,067 |
| — |
| 1,067 |
| CIP | CIP | CIP |
| Heritage at 4240 | Saint Louis | MO | — |
| 403 |
| 47,125 |
| 836 |
| 452 |
| 47,912 |
| 48,364 |
| 4,994 |
| 43,370 |
| 2013 | 2016 | 45 years |
| Cortex 1 | Saint Louis | MO | — |
| 631 |
| 26,543 |
| 1,142 |
| 631 |
| 27,685 |
| 28,316 |
| 3,091 |
| 25,225 |
| 2005 | 2016 | 50 years |
| BRDG Park | Saint Louis | MO | — |
| 606 |
| 37,083 |
| 2,193 |
| 606 |
| 39,276 |
| 39,882 |
| 3,326 |
| 36,556 |
| 2009 | 2016 | 52 years |
| 4220 Duncan Avenue | St Louis | MO | 13,856 |
| 1,871 |
| 35,044 |
| 4,150 |
| 1,871 |
| 39,194 |
| 41,065 |
| 2,633 |
| 38,432 |
| 2018 | 2018 | 35 years |
| 311 South Sarah Street | St. Louis | MO | — |
| 5,154 |
| — |
| — |
| 5,154 |
| — |
| 5,154 |
| 158 |
| 4,996 |
| CIP | CIP | CIP |
| 4300 Duncan | St. Louis | MO | — |
| 2,818 |
| 46,749 |
| 18 |
| 2,818 |
| 46,767 |
| 49,585 |
| 3,264 |
| 46,321 |
| 2008 | 2017 | 35 years |
| Weston Parkway | Cary | NC | — |
| 1,372 |
| 6,535 |
| 1,743 |
| 1,372 |
| 8,278 |
| 9,650 |
| 1,080 |
| 8,570 |
| 1990 | 2016 | 50 years |
| Patriot Drive | Durham | NC | — |
| 1,960 |
| 10,749 |
| 372 |
| 1,960 |
| 11,121 |
| 13,081 |
| 1,067 |
| 12,014 |
| 2010 | 2016 | 50 years |
| Chesterfield | Durham | NC | — |
| 3,594 |
| 57,781 |
| 4,801 |
| 3,619 |
| 62,557 |
| 66,176 |
| 9,602 |
| 56,574 |
| 2017 | 2017 | 60 years |
| Paramount Parkway | Morrisville | NC | — |
| 1,016 |
| 19,794 |
| 617 |
| 1,016 |
| 20,411 |
| 21,427 |
| 2,172 |
| 19,255 |
| 1999 | 2016 | 45 years |
| Wake 90 | Winston-Salem | NC | — |
| 2,752 |
| 79,949 |
| 1,296 |
| 2,752 |
| 81,245 |
| 83,997 |
| 8,056 |
| 75,941 |
| 2013 | 2016 | 40 years |
| Wake 91 | Winston-Salem | NC | — |
| 1,729 |
| 73,690 |
| 19 |
| 1,729 |
| 73,709 |
| 75,438 |
| 5,988 |
| 69,450 |
| 2011 | 2016 | 50 years |
| Wake 60 | Winston-Salem | NC | 15,000 |
| 1,243 |
| 83,414 |
| 1,370 |
| 1,243 |
| 84,784 |
| 86,027 |
| 9,164 |
| 76,863 |
| 2016 | 2016 | 35 years |
| Bailey Power Plant | Winston-Salem | NC | — |
| 1,930 |
| 34,122 |
| 155 |
| 846 |
| 35,361 |
| 36,207 |
| 2,737 |
| 33,470 |
| 2017 | 2017 | 35 years |
| Hershey Center Unit 1 | Hummelstown | PA | — |
| 813 |
| 23,699 |
| 937 |
| 813 |
| 24,636 |
| 25,449 |
| 2,213 |
| 23,236 |
| 2007 | 2016 | 50 years |
| 3737 Market Street | Philadelphia | PA | 67,945 |
| 40 |
| 141,981 |
| 6,110 |
| 40 |
| 148,091 |
| 148,131 |
| 9,961 |
| 138,170 |
| 2014 | 2016 | 54 years |
| 3711 Market Street | Philadelphia | PA | — |
| 12,320 |
| 69,278 |
| 6,796 |
| 12,320 |
| 76,074 |
| 88,394 |
| 6,103 |
| 82,291 |
| 2008 | 2016 | 48 years |
| 3675 Market Street | Philadelphia | PA | 111,876 |
| 11,370 |
| 109,846 |
| 42,275 |
| 11,370 |
| 152,121 |
| 163,491 |
| 5,101 |
| 158,390 |
| 2018 | 2018 | 35 years |
| 3701 Filbert Street | Philadelphia | PA | — |
| 3,655 |
| — |
| — |
| 3,655 |
| — |
| 3,655 |
| — |
| 3,655 |
| CIP | CIP | CIP |
| 115 North 38th Street | Philadelphia | PA | — |
| 2,165 |
| — |
| — |
| 2,165 |
| — |
| 2,165 |
| — |
| 2,165 |
| CIP | CIP | CIP |
| 225 North 38th Street | Philadelphia | PA | — |
| 9,672 |
| 1,260 |
| — |
| 9,672 |
| 1,260 |
| 10,932 |
| — |
| 10,932 |
| CIP | CIP | CIP |
| 3401 Market Street | Philadelphia | PA | — |
| 4,500 |
| 22,157 |
| 96 |
| 4,500 |
| 22,253 |
| 26,753 |
| 812 |
| 25,941 |
| 1923 | 2018 | 35 years |
| Drexel Academic Tower (6798) | Philadelphia | PA | — |
| — |
| 10,177 |
| — |
| — |
| 10,177 |
| 10,177 |
| — |
| 10,177 |
| CIP | CIP | CIP |
| 75 N. 38th Street (6799) | Philadelphia | PA | — |
| 9,432 |
| — |
| — |
| 9,432 |
| — |
| 9,432 |
| — |
| 9,432 |
| N/A | 2019 | N/A |
| One uCity Development | Philadelphia | PA | — |
| — |
| 6,162 |
| — |
| — |
| 6,162 |
| 6,162 |
| — |
| 6,162 |
| CIP | CIP | CIP |
| Pittsburgh Phase 1 | Pittsburg | PA | — |
| — |
| 28,342 |
| — |
| — |
| 28,342 |
| 28,342 |
| — |
| 28,342 |
| CIP | CIP | CIP |
| Pittsburgh Phase 2 | Pittsburg | PA | — |
| — |
| 1,999 |
| — |
| — |
| 1,999 |
| 1,999 |
| — |
| 1,999 |
| CIP | CIP | CIP |
|
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Location | | Initial Cost to Company | | Gross Amount Carried at Close of Period | | | | | | |
| Property Name | City | State / Province | Encumbrances | Land and Improvements | Buildings and Improvements | Costs Capitalized Subsequent to Acquisition1 | Land and Improvements | Buildings and Improvements | Total | Accumulated Depreciation | NBV | Year of Construction | Year Acquired | Life on Which Depreciation in Income Statement is Computed |
| South Street Landing | Providence | RI | — |
| 6,358 |
| 111,797 |
| (1,261 | ) | 6,358 |
| 110,536 |
| 116,894 |
| 4,406 |
| 112,488 |
| 2017 | 2017 | 45 years |
| 2/3 Davol Square | Providence | RI | — |
| 4,537 |
| 6,886 |
| 7,116 |
| 4,537 |
| 14,002 |
| 18,539 |
| 1,868 |
| 16,671 |
| 2005 | 2017 | 15 years |
| One Ship Street | Providence | RI | — |
| 1,943 |
| 1,734 |
| (29 | ) | 1,943 |
| 1,705 |
| 3,648 |
| 198 |
| 3,450 |
| 1980 | 2017 | 25 years |
| Brown Academic/R&D Building | Providence | RI | 43,575 |
| — |
| 68,335 |
| — |
| — |
| 68,335 |
| 68,335 |
| 423 |
| 67,912 |
| 2019 | 2019 | 35 years |
| Providence Phase 2 | Providence | RI | — |
| 2,251 |
| — |
| — |
| 2,251 |
| — |
| 2,251 |
| — |
| 2,251 |
| CIP | CIP | CIP |
| IRP I | Norfolk | VA | — |
| 60 |
| 20,084 |
| 775 |
| 60 |
| 20,859 |
| 20,919 |
| 1,702 |
| 19,217 |
| 2007 | 2016 | 55 years |
| IRP II | Norfolk | VA | — |
| 69 |
| 21,255 |
| 808 |
| 69 |
| 22,063 |
| 22,132 |
| 1,781 |
| 20,351 |
| 2007 | 2016 | 55 years |
| Wexford Biotech 8 | Richmond | VA | — |
| 2,615 |
| 85,514 |
| 988 |
| 2,615 |
| 86,502 |
| 89,117 |
| 6,318 |
| 82,799 |
| 2012 | 2017 | 35 years |
| VTR Pre Development Expense | | | — |
| — |
| 12,110 |
| — |
| — |
| 12,110 |
| 12,110 |
| — |
| 12,110 |
| CIP | CIP | CIP |
| TOTAL FOR LIFE SCIENCES OFFICE BUILDINGS | | | 252,252 |
| 126,447 |
| 2,042,875 |
| 108,745 |
| 125,761 |
| 2,152,306 |
| 2,278,067 |
| 150,887 |
| 2,127,180 |
| | | |
| TOTAL FOR OFFICE | | | 642,825 |
| 510,797 |
| 6,303,476 |
| 463,765 |
| 505,587 |
| 6,772,451 |
| 7,278,038 |
| 1,447,741 |
| 5,830,297 |
| | | |
| TOTAL FOR ALL PROPERTIES | | | $ | 2,093,065 |
| $ | 2,278,787 |
| $ | 23,393,356 |
| $ | 1,453,580 |
| $ | 2,283,929 |
| $ | 24,841,794 |
| $ | 27,125,723 |
| $ | 6,197,926 |
| $ | 20,927,797 |
| | | |
1 Adjustments to basis included provisions for asset impairments, partial dispositions, costs capitalized subsequent to acquisitions and foreign currency translation adjustments.
VENTAS, INC.
SCHEDULE IV
MORTGAGE LOANS ON REAL ESTATE
December 31, 20192020
|
| | | | | | | | | | | | | | | | | |
| | Location | Number of RE Assets | Interest Rate | Fixed / Variable | Maturity Date | Monthly Debt Service | Face Value | Net Book Value | Prior Liens |
| | | | | | | (In thousands) |
| First Mortgages | | | | | | | |
| | Ohio | 1 | 8.88% | V | 10/1/2021 | 568 |
| 78,448 |
| 78,448 |
| — |
|
| | Texas | 1 | 7.21% | V | 1/31/2029 | 12 |
| 1,900 |
| 1,900 |
| — |
|
| | | | | | | | | | |
| Mezzanine Loans | | | | | | | |
| | Multiple | 156 | 8.16% | V | 6/9/2021 | 2,005 |
| 489,752 |
| 487,246 |
| 1,024,482 |
|
| | California | 1 | 7.76% | V | 8/29/2024 | 14 |
| 6,428 |
| 6,428 |
| 34,252 |
|
| | California | 1 | 7.76% | V | 8/29/2024 | 20 |
| 9,336 |
| 9,336 |
| 11,181 |
|
| | | | | | | | | | |
| Construction Loans | | | | | | | |
| | Colorado | 1 | 8.75% | F | 11/1/2021 | 437 |
| 59,043 |
| 58,860 |
| — |
|
| Total | | | | | $ | 3,056 |
| $ | 644,907 |
| $ | 642,218 |
| $ | 1,069,915 |
|
| | | | | | | | | | |
|
| | | | | | | | | | | | | |
| | Mortgage Loan Reconciliation |
| |
| | | | 2019 | | 2018 | | 2017 |
| | | | (In thousands) |
| | Beginning Balance | | $ | 427,117 |
| | $ | 565,875 |
| | $ | 634,201 |
|
| | Additions: | | | | | | |
| | New loans | | 1,234,244 |
| | 9,900 |
| | — |
|
| | Construction draws | | — |
| | — |
| | — |
|
| | Total additions | | 1,234,244 |
| | 9,900 |
| | — |
|
| | Deductions: | | | | | | |
| | Principal repayments | | (1,011,353 | ) | | (148,658 | ) | | (68,326 | ) |
| | Total deductions | | (1,011,353 | ) | | (148,658 | ) | | (68,326 | ) |
| | Effect of foreign currency translation | | (7,790 | ) | | — |
| | — |
|
| | Ending Balance | | $ | 642,218 |
| | $ | 427,117 |
| | $ | 565,875 |
|
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| Location | Number of RE Assets | Interest Rate | Fixed / Variable | Maturity Date | Monthly Debt Service | Face Value | Net Book Value | Prior Liens |
| | | | | | (In thousands) |
| First Mortgages | | | | | | | |
| Multiple | 7 | 9.24% | V | 3/31/2025 | 388,310 | | 66,000 | | 66,000 | | 174,020 | |
| | | | | | | | | |
| Mezzanine Loans | | | | | | | |
| Multiple | 156 | 6.58% | V | 6/9/2021 | 2,889,690 | | 487,648 | | 486,797 | | 1,020,080 | |
| | | | | | | | | |
| Total | | | | | $ | 3,278,000 | | $ | 553,648 | | $ | 552,797 | | $ | 1,194,100 | |
| | | | | | | | | |
| | | | | | | | | | | | | | | | | | | | |
| Mortgage Loan Reconciliation |
|
| | 2020 | | 2019 | | 2018 |
| | (In thousands) |
| Beginning Balance | | $ | 642,218 | | | $ | 427,117 | | | $ | 565,875 | |
| Additions: | | | | | | |
| New loans | | 66,000 | | | 1,234,244 | | | 9,900 | |
| Construction draws | | 0 | | | 0 | | | 0 | |
| Total additions | | 66,000 | | | 1,234,244 | | | 9,900 | |
| Deductions: | | | | | | |
| Principal repayments | | (155,170) | | | (1,011,353) | | | (148,658) | |
| | | | | | |
| | | | | | |
| | | | | | |
| Total deductions | | (155,170) | | | (1,011,353) | | | (148,658) | |
| Effect of foreign currency translation | | (251) | | | (7,790) | | | 0 | |
| Ending Balance | | $ | 552,797 | | | $ | 642,218 | | | $ | 427,117 | |
ITEM 9. Changes in and Disagreements with Accountants on Accounting and Financial Disclosure
None.
ITEM 9A. Controls and Procedures
Evaluation of Disclosure Controls and Procedures
As required by Rules 13a-15(b) and 15d-15(b) of the Exchange Act, our management, with the participation of our Chief Executive Officer and Chief Financial Officer, has evaluated the effectiveness of our disclosure controls and procedures as of December 31, 2019.2020. Based on that evaluation, our Chief Executive Officer and Chief Financial Officer concluded that our disclosure controls and procedures (as defined in Rules 13a-15(e) and 15d-15(e) under the Exchange Act) were effective as of December 31, 2019,2020, at the reasonable assurance level.
Internal Control over Financial Reporting
The information set forth under “Management Report on Internal Control over Financial Reporting” and “Report of Independent Registered Public Accounting Firm on Internal Control over Financial Reporting” included in Part II, Item 8 of this Annual Report on Form 10-K is incorporated by reference into this Item 9A.
Internal Control Changes
During the fourth quarter of 2019,2020, there were no changes in our internal control over financial reporting (as defined in Rules 13a-15(f) and 15d-15(f) under the Exchange Act) that have materially affected, or are reasonably likely to materially affect, our internal control over financial reporting.
ITEM 9B. Other Information
Not applicable.
PART III
ITEM 10. Directors, Executive Officers and Corporate Governance
The information required by this Item 10 is incorporated by reference to the material under the headings “Proposals Requiring Your Vote—Proposal 1: Election“Elections of Directors,” “Our Executive Officers,” “Securities Ownership—Section 16(a) Beneficial Ownership, Reporting Compliance,” and “Corporate Governance—Governance Policies” and “Audit and Compliance Committee”Board Matters” in our definitive Proxy Statement for the 20202021 Annual Meeting of Stockholders, which we will file with the SEC not later than April 30, 2020.2021.
ITEM 11. Executive Compensation
The information required by this Item 11 is incorporated by reference to the material under the headings “Executive Compensation,” “Non-Employee Director Compensation” and “Executive Compensation Committee”“Corporate Governance and Board Matters” in our definitive Proxy Statement for the 20202021 Annual Meeting of Stockholders, which we will file with the SEC not later than April 30, 2020.2021.
ITEM 12. Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters
The information required by this Item 12 is incorporated by reference to the material under the headings “Equity Compensation Plan Information” and “Securities Ownership” in our definitive Proxy Statement for the 20202021 Annual Meeting of Stockholders, which we will file with the SEC not later than April 30, 2020.2021.
ITEM 13. Certain Relationships and Related Transactions, and Director Independence
The information required by this Item 13 is incorporated by reference to the material under the headingsheading “Corporate Governance—Transactions with Related Persons,” “OurGovernance and Board of Directors—Director Independence,Matters,” “Audit and Compliance Committee,” “Executive Compensation Committee” and “Nominating and Corporate Governance Committee” in our definitive Proxy Statement for the 20202021 Annual Meeting of Stockholders, which we will file with the SEC not later than April 30, 2020.2021.
ITEM 14. Principal Accountant Fees and Services
The information required by this Item 14 is incorporated by reference to the material under the heading “Proposals Requiring Your Vote—Proposal 2: Ratification of the Selection of KPMG LLP as Our Independent Registered Public Accounting Firm for Fiscal Year 2020”“Audit Matters” in our definitive Proxy Statement for the 20202021 Annual Meeting of Stockholders, which we will file with the SEC not later than April 30, 2020.2021.
PART IV
ITEM 15. Exhibits and Financial Statement Schedules
Financial Statements and Financial Statement Schedules
The following documents have been included in Part II, Item 8 of this Annual Report on Form 10-K: |
| | | | |
| Page |
| |
| |
| |
| |
| |
| |
| |
| Consolidated Financial Statement Schedules | |
| |
| |
| |
All other schedules have been omitted because they are inapplicable or not required or the information is included elsewhere in the Consolidated Financial Statements or notes thereto.
EXHIBITS
|
| | | | | | | | | | | | | | | | |
Exhibit
Number
| | Description of Document | | Location of Document | |
| | Amended and Restated Certificate of Incorporation, as amended, of Ventas, Inc. | | Incorporated by reference herein. Previously filed as Exhibit 3.1 to our Quarterly Report on Form 10-Q for the quarter ended June 30, 2011, filed on August 5, 2011, File No. 001-10989. | |
| | | | | |
| | Fifth Amended and Restated Bylaws, as amended, of Ventas, Inc. | | Incorporated by reference herein. Previously filed as Exhibit 3.2 to our Current Report on Form 8-K, filed on January 11, 2017, File No. 001-10989. | |
| | | | | |
| | Specimen common stock certificate. | | Incorporated by reference herein. Previously filed as Exhibit 4.1 to our Annual Report on Form 10-K for the fiscal year ended December 31, 2015, filed on February 12, 2016, File No. 001-10989. | |
| | | | | |
| | Indenture dated as of September 19, 2006 by and among Ventas, Inc., Ventas Realty, Limited Partnership and Ventas Capital Corporation, as Issuer(s), the Guarantors named therein, as Guarantors, and U.S. Bank National Association, as Trustee. | | Incorporated by reference herein. Previously filed as Exhibit 4.9 to our Registration Statement on Form S-3, filed on April 7, 2006, File No. 333-133115. | |
| | | | | |
| | Seventh Supplemental Indenture dated as of August 3, 2012 by and among Ventas Realty, Limited Partnership and Ventas Capital Corporation, as Issuers, Ventas, Inc., as Guarantor, and U.S. Bank National Association, as Trustee, relating to the 3.250% Senior Notes due 2022. | | Incorporated by reference herein. Previously filed as Exhibit 4.1 to our Quarterly Report on Form 10-Q for the quarter ended September 30, 2012, filed on October 26, 2012, File No. 001-10989. | |
| | | | | |
| | Indenture dated as of September 26, 2013 by and among Ventas, Inc., Ventas Realty, Limited Partnership, as Issuer, the Guarantors named therein, as Guarantors, and U.S. Bank National Association, as Trustee. | | Incorporated by reference herein. Previously filed as Exhibit 4.10 to our Annual Report on Form 10-K for the year ended December 31, 2016, filed on February 14, 2017, File No. 001-10989. | |
| | | | | |
| | Second Supplemental Indenture dated as of September 26, 2013 by and among Ventas Realty, Limited Partnership, as Issuer, Ventas, Inc., as Guarantor, and U.S. Bank National Association, as Trustee, relating to the 5.700% Senior Notes due 2043. | | Incorporated by reference herein. Previously filed as Exhibit 4.3 to our Current Report on Form 8-K, filed on September 26, 2013, File No. 001-10989. | |
| | | | | |
| | Fourth Supplemental Indenture dated as of April 17, 2014 by and among Ventas Realty, Limited Partnership, as Issuer, Ventas, Inc., as Guarantor, and U.S. Bank National Association, as Trustee, relating to the 3.750% Senior Notes due 2024. | | Incorporated by reference herein. Previously filed as Exhibit 4.3 to our Current Report on Form 8-K, filed on April 17, 2014, File No. 001-10989. | |
| | | | | |
| | Fifth Supplemental Indenture dated as of January 14, 2015 by and among Ventas Realty, Limited Partnership, as Issuer, Ventas, Inc., as Guarantor, and U.S. Bank National Association, as Trustee, relating to the 3.500% Senior Notes due 2025. | | Incorporated by reference herein. Previously filed as Exhibit 4.2 to our Current Report on Form 8-K, filed on January 14, 2015, File No. 001-10989. | |
| | | | | |
| | Sixth Supplemental Indenture dated as of January 14, 2015 by and among Ventas Realty, Limited Partnership, as Issuer, Ventas, Inc., as Guarantor, and U.S. Bank National Association, as Trustee, relating to the 4.375% Senior Notes due 2045. | | Incorporated by reference herein. Previously filed as Exhibit 4.3 to our Current Report on Form 8-K, filed on January 14, 2015, File No. 001-10989. | |
| | | | | |
| | Indenture dated as of August 19, 1997 by and between Nationwide Health Properties, Inc. and The Bank of New York, as Trustee, relating to the 6.90% Series C Medium-Term Notes due 2037 and the 6.59% Series C Medium-Term Notes due 2038. | | Incorporated by reference herein. Previously filed as Exhibit 1.2 to the Nationwide Health Properties, Inc. Current Report on Form 8-K, filed on August 19, 1997, File No. 001-09028 (see Exhibit 1.2 of complete submission text file). |
| | | | |
| | | | | | | | | | | | | | | | | |
Exhibit
Number
| | Description of Document | | Location of Document | |
| | Supplemental Indenture dated July 1, 2011 among Nationwide Health Properties, Inc., Needles Acquisition LLC, and The Bank of New York Mellon Trust Company, N.A., as successor Trustee, relating to the 6.90% Series C Medium-Term Notes due 2037 and the 6.59% Series C Medium-Term Notes due 2038. | | Incorporated by reference herein. Previously filed as Exhibit 4.17 to our Annual Report on Form 10-K for the year ended December 31, 2016, filed on February 14, 2017, File No. 001-10989. | |
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| | Indenture dated as September 24, 2014 by and among Ventas, Inc., Ventas Canadian Finance Limited, the Guarantors parties thereto from time to time and Computershare Trust Company of Canada, as Trustee. | | Incorporated by reference herein. Previously filed as Exhibit 4.1 to our Quarterly Report on Form 10-Q for the quarter ended September 30, 2014, filed on October 24, 2014, File No. 001-10989. | |
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| | Second Supplemental Indenture dated as of September 24, 2014 by and among Ventas Canada Finance Limited, as Issuer, Ventas, Inc., as Guarantor, and Computershare Trust Company of Canada, as Trustee, relating to the 4.125% Senior Notes, Series B due 2024. | | Incorporated by reference herein. Previously filed as Exhibit 4.3 to our Quarterly Report on Form 10-Q for the quarter ended September 30, 2014, filed on October 24, 2014, File No. 001-10989. | |
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| | Third Supplemental Indenture dated as of January 13, 2015 by and among Ventas Canada Finance Limited, as Issuer, Ventas, Inc., as Guarantor, and Computershare Trust Company of Canada, as Trustee, relating to the 3.30% Senior Notes, Series C due 2022. | | Incorporated by reference herein. Previously filed as Exhibit 4.24 to our Annual Report on Form 10-K for the year ended December 31, 2014, filed on February 13, 2015, File No. 001-10989. | |
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| | Fourth Supplemental Indenture dated as of June 1, 2017 by and among Ventas Canada Finance Limited, as Issuer, Ventas, Inc., as Guarantor, and Computershare Trust Company of Canada, as Trustee, relating to the 2.55% Senior Notes, Series D due 2023. | | Incorporated by reference herein. Previously filed as Exhibit 4.1 to our Quarterly Report on Form 10-Q for the quarter ended June 30, 2017, filed on July 28, 2017, File No. 001-10989. | |
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| | Fifth Supplemental Indenture dated as of November 12, 2019 by and among Ventas Canada Finance Limited, as Issuer, Ventas, Inc., as Guarantor, and Computershare Trust Company of Canada, as Trustee, relating to the 2.80% Senior Notes, Series E due 2024. | | Filed herewith.Incorporated by reference herein. Previously filed as Exhibit 4.15 to our Annual Report on Form 10-K for the year ended December 31, 2019, filed on February 24, 2020, File No. 001-10989. | |
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| | Sixth Supplemental Indenture dated as of November 12, 2019 by and among Ventas Canada Finance Limited, as Issuer, Ventas, Inc., as Guarantor, and Computershare Trust Company of Canada, as Trustee, relating to the Floating Rate Senior Notes, Series F due 2021. | | Filed herewith.Incorporated by reference herein. Previously filed as Exhibit 4.16 to our Annual Report on Form 10-K for the year ended December 31, 2019, filed on February 24, 2020, File No. 001-10989. | |
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| | Indenture dated as of July 16, 2015 by and among Ventas, Inc., Ventas Realty, Limited Partnership, as Issuer, the Guarantors named therein as Guarantors, and U.S. Bank National Association, as Trustee. | | Incorporated by reference herein. Previously filed as Exhibit 4.1 to our Current Report on Form 8-K, filed on July 16, 2015, File No. 001-10989. | |
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| | First Supplemental Indenture dated as of July 16, 2015 by and among Ventas Realty, Limited Partnership, as Issuer, Ventas Inc., as Guarantor, and U.S. Bank National Association, as Trustee, relating to the 4.125% Senior Notes due 2026. | | Incorporated by reference herein. Previously filed as Exhibit 4.2 to our Current Report on Form 8-K, filed on July 16, 2015, File No. 001-10989. | |
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| | Second Supplemental Indenture dated as of June 2, 2016 by and among Ventas Realty, Limited Partnership, as Issuer, Ventas Inc., as Guarantor, and U.S. Bank National Association, as Trustee, relating to the 3.125% Senior Notes due 2023. | | Incorporated by reference herein. Previously filed as Exhibit 4.2 to our Current Report on Form 8-K, filed on June 2, 2016, File No. 001-10989. |
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Exhibit
Number
| | Description of Document | | Location of Document | |
| | Third Supplemental Indenture dated as of September 21, 2016 by and among Ventas Realty, Limited Partnership, as Issuer, Ventas Inc., as Guarantor, and U.S. Bank National Association, as Trustee, relating to the 3.250% Senior Notes due 2026. | | Incorporated by reference herein. Previously filed as Exhibit 4.2 to our Current Report on Form 8-K, filed on September 21, 2016, File No. 001-10989. | |
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| | Fourth Supplemental Indenture dated as of March 29, 2017 by and among Ventas Realty, Limited Partnership, as Issuer, Ventas, Inc., as Guarantor, and U.S. Bank National Association, as Trustee, relating to the 3.100% Senior Notes due 2023 and the 3.850% Senior Notes due 2027. | | Incorporated by reference herein. Previously filed as Exhibit 4.2 to our Current Report on Form 8-K, filed on March 29, 2017, File No. 001-10989. | |
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| | Indenture dated February 23, 2018 among Ventas, Inc., Ventas Realty, Limited Partnership, the Guarantors named therein, and U.S. Bank National Association, as Trustee
| | Incorporated by reference herein. Previously filed as Exhibit 4.1 to our Current Report on Form 8-K, filed on February 23, 2018, File No. 001-10989.
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| | First Supplemental Indenture dated as of February 23, 2018 by and among Ventas Realty, Limited Partnership, as Issuer, Ventas, Inc., as Guarantor and U.S. Bank National Association, as Trustee relating to the 4.000% Senior Notes due 2028
| | Incorporated by reference herein. Previously filed as Exhibit 4.2 to our Current Report on Form 8-K, filed on February 23, 2018, File No. 001-10989.
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| | Second Supplemental Indenture dated as of August 15, 2018 by and among Ventas Realty, Limited Partnership, as Issuer, Ventas, Inc., as Guarantor and U.S. Bank National Association, as Trustee relating to the 4.400% Senior Notes due 2029
| | Incorporated by reference herein. Previously filed as Exhibit 4.2 to our Current Report on Form 8-K, filed on August 15, 2018, File No. 001-10989.
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| | Third Supplemental Indenture dated as of February 26, 2019 by and among Ventas Realty, Limited Partnership, as Issuer, Ventas, Inc., as Guarantor and U.S. Bank National Association, as Trustee relating to the 3.500% Senior Notes due 2024 and 4.875% Senior Notes due 2049 | | Incorporated by reference herein. Previously filed as Exhibit 4.2 to our Current Report on Form 8-K, filed on February 26, 2019, File No. 001-10989. | |
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| | Fourth Supplemental Indenture dated as of July 3, 2019 by and among Ventas Realty, Limited Partnership, as Issuer, Ventas, Inc., as Guarantor and U.S. Bank National Association, as Trustee relating to the 2.650% Senior Notes due 2025 | | Incorporated by reference herein. Previously filed as Exhibit 4.2 to our Current Report on Form 8-K, filed on July 3, 2019, File No. 001-10989. | |
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| | Fifth Supplemental Indenture dated as of August 21, 2019 by and among Ventas Realty, Limited Partnership, as Issuer, Ventas, Inc., as Guarantor and U.S. Bank National Association, as Trustee relating to the 3.000% Senior Notes due 2030 | | Incorporated by reference herein. Previously filed as Exhibit 4.2 to our Current Report on Form 8-K, filed on August 21, 2019, File No. 001-10989. | |
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| | Sixth Supplemental Indenture dated as of April 1, 2020 by and among Ventas Realty, Limited Partnership, as Issuer, Ventas, Inc., as Guarantor and U.S. Bank National Association, as Trustee relating to the 4.750% Senior Notes due 2030. | | Incorporated by reference herein. Previously filed as Exhibit 4.2 to our Current Report on Form 8-K, filed on April 1, 2020, File No. 001-10989. | |
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| | Description of the Registrant’s Securities. | | Filed herewith. | |
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| | First Amended and Restated Agreement of Limited Partnership of Ventas Realty, Limited Partnership. | | Incorporated by reference herein. Previously filed as Exhibit 3.5 to our Registration Statement on Form S-4, as amended, filed on May 29, 2002, File No. 333-89312.
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| | Credit and Guaranty Agreement dated July 26, 2018 among Ventas Realty, Limited Partnership, as Borrower, Ventas, Inc., as Guarantor, The Lenders party thereto from time to time, and Bank of America, N.A., as Administrative Agent
Agent. | | Incorporated by reference herein. Previously filed as Exhibit 10.1 to our Quarterly Report on Form 10-Q for the quarter ended September 30, 2018, filed on October 26, 2018, File No. 001.10989.
001-10989. |
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| | First Amended and Restated Agreement of Limited Partnership of Ventas Realty, Limited Partnership. | | Incorporated by reference herein. Previously filed as Exhibit 3.5 to our Registration Statement on Form S-4, as amended, filed on May 29, 2002, File No. 333-89312.
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Exhibit
Number
| | Description of Document | | Location of Document | |
| | First Amendment to the Credit and Guaranty Agreement, dated as of January 29, 2021, among Ventas Realty, Limited Partnership, as Borrower, Ventas, Inc., as Guarantor, the Lenders identified therein, and Bank of America, N.A., as Administrative Agent. | | Filed herewith. | |
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| | Second Amended and Restated Credit and Guaranty Agreement, dated as of April 25, 2017, among Ventas Realty, Limited Partnership, Ventas SSL Ontario II, Inc., Ventas SSL Ontario III, Inc., Ventas Canada Finance Limited, Ventas UK Finance, Inc., and Ventas Euro Finance, LLC, as Borrowers, Ventas, Inc., as Guarantor, the Lenders identified therein, and Bank of America, N.A., as Administrative Agent, and Alternative Currency Fronting Lender, Bank of America, N.A. and JP Morgan Chase Bank, N.A., as Swing Line Lenders and L/C Issuers. | | Incorporated by reference herein. Previously filed as Exhibit 10.3.1 to our Quarterly Report on Form 10-Q for the quarter ended March 31, 2017, filed on April 28, 2017, File No. 001-10989. | |
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| | Third Amended and Restated Credit and Guaranty Agreement, dated as of January 29, 2021, among Ventas Realty, Limited Partnership, Ventas SSL Ontario II, Inc., Ventas SSL Ontario III, Inc., Ventas Canada Finance Limited, Ventas UK Finance, Inc., and Ventas Euro Finance, LLC, as Borrowers, Ventas, Inc., as Guarantor, the Lenders identified therein, Bank of America, N.A., as Administrative Agent, and Bank of America, N.A. and JPMorgan Chase Bank, N.A., as L/C Issuers. | | Incorporated by reference herein. Previously filed as Exhibit 10.1 to our Current Report on Form 8-K, filed on February 2, 2021, File No. 001-10989. | |
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| | Ventas, Inc. 2004 Stock Plan for Directors, as amended. | | Incorporated by reference herein. Previously filed as Exhibit 10.16.1 to our Annual Report on Form 10-K for the year ended December 31, 2004, filed on March 1, 2005, File No. 33-107942. | |
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| | Ventas, Inc. 2006 Incentive Plan, as amended. | | Incorporated by reference herein. Previously filed as Exhibit 10.10.1 to our Annual Report on Form 10-K for the year ended December 31, 2008, filed on February 27, 2009, File No. 001-10989. | |
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| | Form of Stock Option Agreement—2006 Incentive Plan. | | Incorporated by reference herein. Previously filed as Exhibit 10.15.2 to our Annual Report on Form 10-K for the year ended December 31, 2006, filed on February 22, 2007, File No. 001-10989. | |
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| | Form of Restricted Stock Agreement—2006 Incentive Plan. | | Incorporated by reference herein. Previously filed as Exhibit 10.15.3 to our Annual Report on Form 10-K for the year ended December 31, 2006, filed on February 22, 2007, File No. 001-10989. | |
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| | Ventas, Inc. 2006 Stock Plan for Directors, as amended. | | Incorporated by reference herein. Previously filed as Exhibit 10.1 to our Quarterly Report on Form 10-Q for the quarter ended March 31, 2012, filed on April 27, 2012, File No. 001-10989. | |
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| | Form of Stock Option Agreement—2006 Stock Plan for Directors. | | Incorporated by reference herein. Previously filed as Exhibit 10.11.2 to our Annual Report on Form 10-K for the year ended December 31, 2008, filed on February 27, 2009, File No. 001-10989. | |
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| | Form of Amendment to Stock Option Agreement—2006 Stock Plan for Directors. | | Incorporated by reference herein. Previously filed as Exhibit 10.2 to our Quarterly Report on Form 10-Q for the quarter ended March 31, 2012, filed on April 27, 2012, File No. 001-10989. | |
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Exhibit
Number | | Description of Document | | Location of Document | |
| | Form of Restricted Stock Unit Agreement—2006 Stock Plan for Directors. | | Incorporated by reference herein. Previously filed as Exhibit 10.11.4 to our Annual Report on Form 10-K for the year ended December 31, 2008, filed on February 27, 2009, File No. 001-10989. | |
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| | Ventas, Inc. 2012 Incentive Plan. | | Incorporated by reference herein. Previously filed as Exhibit 10.1 to our Current Report on Form 8-K, filed on May 23, 2012, File No. 001-10989. | |
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| | First Amendment to the Ventas, Inc. 2012 Incentive Plan. | | Incorporated by reference herein. Previously filed as Exhibit 10.10.7 to our Quarterly Report on Form 10-Q for the quarter ended March 31, 2017, filed on April 28, 2017, File No. 001-10989. | |
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| | Form of Stock Option Agreement (Employees) under the Ventas, Inc. 2012 Incentive Plan. | | Incorporated by reference herein. Previously filed as Exhibit 10.6.2 to our Annual Report on Form 10-K for the year ended December 31, 2014, filed February 13, 2015, File No. 001-10989. |
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Exhibit
Number
| | Description of Document | | Location of Document |
| | Form of Restricted Stock Agreement (Employees) under the Ventas, Inc. 2012 Incentive Plan. | | Incorporated by reference herein. Previously filed as Exhibit 10.6.3 to our Annual Report on Form 10-K for the year ended December 31, 2014, filed on February 13, 2015, File No. 001-10989. | |
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| | Form of Stock Option Agreement (Directors) under the Ventas, Inc. 2012 Incentive Plan. | | Incorporated by reference herein. Previously filed as Exhibit 10.4 to our Registration Form on S-8, filed on August 7, 2012, File No. 333-183121. | |
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| | Form of Restricted Stock Agreement (Directors) under the Ventas, Inc. 2012 Incentive Plan. | | Incorporated by reference herein. Previously filed as Exhibit 10.5 to our Registration Form on S-8, filed on August 7, 2012, File No. 333-183121. | |
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| | Form of Restricted Stock Unit Agreement (Directors) under the Ventas, Inc. 2012 Incentive Plan. | | Incorporated by reference herein. Previously filed as Exhibit 10.6 to our Registration Form on S-8, filed on August 7, 2012, File No. 333-183121. | |
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| | Form of Performance-Based Restricted Stock Unit Agreement (CEO) under the Ventas, Inc. 2012 Incentive Plan. | | Incorporated by reference herein. Previously filed as Exhibit 10.10.8 to our Quarterly Report on Form 10-Q for the quarter ended March 31, 2017, filed on April 28, 2017, File No. 001-10989. | |
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| | Form of Restricted Stock Unit Agreement (CEO) under the Ventas, Inc. 2012 Incentive Plan. | | Incorporated by reference herein. Previously filed as Exhibit 10.10.9 to our Quarterly Report on Form 10-Q for the quarter ended March 31, 2017, filed on April 28, 2017, File No. 001-10989. | |
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| | Form of Transition Restricted Stock Unit Agreement (CEO) under the Ventas, Inc. 2012 Incentive Plan. | | Incorporated by reference herein. Previously filed as Exhibit 10.10.10 to our Quarterly Report on Form 10-Q for the quarter ended March 31, 2017, filed on April 28, 2017, File No. 001-10989. | |
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| | Form of Performance-Based Restricted Stock Unit Agreement (Non-CEO) under the Ventas, Inc. 2012 Incentive Plan. | | Incorporated by reference herein. Previously filed as Exhibit 10.10.11 to our Quarterly Report on Form 10-Q for the quarter ended March 31, 2017, filed on April 28, 2017, File No. 001-10989. | |
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| | Form of Restricted Stock Unit Agreement (Non-CEO) under the Ventas, Inc. 2012 Incentive Plan. | | Incorporated by reference herein. Previously filed as Exhibit 10.10.12 to our Quarterly Report on Form 10-Q for the quarter ended March 31, 2017, filed on April 28, 2017, File No. 001-10989. | |
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| | Form of Transition Restricted Stock Unit Agreement (Non-CEO) under the Ventas, Inc. 2012 Incentive Plan. | | Incorporated by reference herein. Previously filed as Exhibit 10.10.13 to our Quarterly Report on Form 10-Q for the quarter ended March 31, 2017, filed on April 28, 2017, File No. 001-10989. | |
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| | Ventas Executive Deferred Stock Compensation Plan, as amended and restated on December 7, 2017. | | Incorporated by reference herein. Previously filed as Exhibit 10.9.1 to our Annual Report on Form 10-K for the year ended December 31, 2017, filed on February 9, 2018, File No. 001-10989. | |
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Exhibit
Number | | Description of Document | | Location of Document | |
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| | Deferral Election Form under the Ventas Executive Deferred Stock Compensation Plan, as amended and restated on December 7, 2017. | | Incorporated by reference herein. Previously filed as Exhibit 10.9.2 to our Annual Report on Form 10-K for the year ended December 31, 2017, filed on February 9, 2018, File No. 001-10989.
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| | Ventas Nonemployee Directors’ Deferred Stock Compensation Plan, as amended. | | Incorporated by reference herein. Previously filed as Exhibit 10.13.1 to our Annual Report on Form 10-K for the year ended December 31, 2008, filed on February 27, 2009, File No. 001-10989. | |
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| | Deferral Election Form under the Ventas Nonemployee Directors’ Deferred Stock Compensation Plan. | | Incorporated by reference herein. Previously filed as Exhibit 10.13.2 to our Annual Report on Form 10-K for the year ended December 31, 2008, filed on February 27, 2009, File No. 001-10989. |
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Exhibit
| | Description of Document | | Location of Document |
| | Nationwide Health Properties, Inc. Retirement Plan for Directors, as amended and restated on April 20, 2006. | | Incorporated by reference herein. Previously filed as Exhibit 10.1 to the Nationwide Health Properties, Inc. Quarterly Report on Form 10-Q for the quarter ended March 31, 2006, filed on May 4, 2006, File No. 001-09028. | |
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| | Amendment dated October 28, 2008 to the Nationwide Health Properties, Inc. Retirement Plan for Directors, as amended and restated on April 20, 2006. | | Incorporated by reference herein. Previously filed as Exhibit 10.9 to the Nationwide Health Properties, Inc. Current Report on Form 8-K, filed on November 3, 2008, File No. 001-09028. | |
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| | Second Amended and Restated Employment Agreement dated as of March 22, 2011 between Ventas, Inc. and Debra A. Cafaro. | | Incorporated by reference herein. Previously filed as Exhibit 10.1 to our Current Report on Form 8-K, filed on March 24, 2011, File No. 001-10989. | |
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| | Consulting Agreement dated as of October 15, 2019 between Ventas, Inc. and T. Richard Riney. | | Filed herewith. |
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| | Consulting Agreement Amendment dated as of December 13, 2019 between Ventas, Inc. and T. Richard Riney. | | Filed herewith. |
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| | Employee Protection and Noncompetition Agreement dated as of October 21, 2013 between Ventas, Inc. and John D. Cobb. | | Incorporated by reference herein. Previously filed as Exhibit 10.18 to our Annual Report on Form 10-K for the year ended December 31, 2013, filed on February 18, 2014, File No. 001-10989. | |
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| | Amendment dated December 8, 2017 to Employee Protection and Noncompetition Agreement dated as of October 21, 2013 between Ventas, Inc. and John D. Cobb. | | Incorporated by reference herein. Previously filed as Exhibit 10.16.2 to our Annual Report on Form 10-K for the year ended December 31, 2017, filed on February 9, 2018, File No. 001-10989. | |
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| | Offer Letter dated September 16, 2014 from Ventas, Inc. to Robert F. Probst. | | Incorporated by reference herein. Previously filed as Exhibit 10.1 to our Current Report on Form 8-K, filed on September 29, 2014, File No. 001-10989. | |
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| | Employee Protection and Noncompetition Agreement dated September 16, 2014 between Ventas, Inc. and Robert F. Probst. | | Incorporated by reference herein. Previously filed as Exhibit 10.2 to our Current Report on Form 8-K, filed on September 29, 2014, File No. 001-10989. | |
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| | Amendment dated December 8, 2017 to Employee Protection and Noncompetition Agreement dated as of September 16, 2014 between Ventas, Inc. and Robert F. Probst. | | Incorporated by reference herein. Previously filed as Exhibit 10.17.3 to our Annual Report on Form 10-K for the year ended December 31, 2017, filed on February 9, 2018, File No. 001-10989.
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| | Offer of Employment Term Sheet dated March 20, 2018 from Ventas, Inc. to Peter J. Bulgarelli. | | Incorporated by reference herein. Previously filed as Exhibit 10.1.1 to our Quarterly Report on Form 10-Q for the quarter ended March 31, 2018, filed on April 27, 2018, File No. 001-10989.
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| | Employee Protection and Noncompetition Agreement dated March 20, 2018 between Ventas, Inc. and Peter J. Bulgarelli.
| | Incorporated by reference herein. Previously filed as Exhibit 10.1.2 to our Quarterly Report on Form 10-Q for the quarter ended March 31, 2018, filed on April 27, 2018, File No. 001-10989.
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| | Ventas Employee and Director Stock Purchase Plan, as amended. | | Incorporated by reference herein. Previously filed as Exhibit 10.18 to our Annual Report on Form 10-K for the year ended December 31, 2008, filed on February 27, 2009, File No. 001-10989. | |
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Exhibit
Number | | Description of Document | | Location of Document | |
| | Employee Protection and Restrictive Covenants Agreement dated January 21, 2020 between Ventas, Inc. and Carey Shea Roberts. | | Incorporated by reference herein. Previously filed as Exhibit 10.2.1 to our Quarterly Report on Form 10-Q for the quarter ended March 31, 2020, filed on May 8, 2020, File No. 001-10989. | |
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| | Employment Bonus Agreement dated March 4, 2020 between Ventas, Inc. and Carey Shea Roberts. | | Incorporated by reference herein. Previously filed as Exhibit 10.2.2 to our Quarterly Report on Form 10-Q for the quarter ended March 31, 2020, filed on May 8, 2020, File No. 001-10989. | |
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| | Offer Letter dated December 22, 2019 from Ventas, Inc. to Carey Shea Roberts. | | Filed herewith. | |
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| | Employee Protection and Restrictive Covenants Agreement dated February 7, 2020 between Ventas, Inc. and J. Justin Hutchens. | | Incorporated by reference herein. Previously filed as Exhibit 10.3 to our Quarterly Report on Form 10-Q for the quarter ended March 31, 2020, filed on May 8, 2020, File No. 001-10989. | |
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| | Offer Letter dated January 30, 2020 from Ventas, Inc. to J. Justin Hutchens. | | Filed herewith. | |
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| | Subsidiaries of Ventas, Inc. | | Filed herewith. | |
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| | List of Guarantors and Issuers of Guaranteed Securities. | | Filed herewith. | |
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| | Consent of KPMG LLP. | | Filed herewith. | |
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| | Certification of Debra A. Cafaro, Chairman and Chief Executive Officer, pursuant to Rule 13a-14(a) under the Exchange Act. | | Filed herewith. |
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Exhibit
Number
| | Description of Document | | Location of Document |
| | Certification of Robert F. Probst, Executive Vice President and Chief Financial Officer, pursuant to Rule 13a-14(a) under the Exchange Act. | | Filed herewith. | |
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| | Certification of Debra A. Cafaro, Chairman and Chief Executive Officer, pursuant to Rule 13a-14(b) under the Exchange Act and 18 U.S.C. 1350. | | Filed herewith. | |
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| | Certification of Robert F. Probst, Executive Vice President and Chief Financial Officer, pursuant to Rule 13a-14(b) under the Exchange Act and 18 U.S.C. 1350. | | Filed herewith. | |
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| 101 | | The following materials from the Company’s Annual Report on Form 10-K for the year ended December 31, 2020, formatted in iXBRL (Inline Extensible Business Reporting Language): (i) the Consolidated Balance Sheets, (ii) the Consolidated Statements of Income, (iii) the Consolidated Statements of Comprehensive Income, (iv) the Consolidated Statements of Equity, (v) the Consolidated Statements of Cash Flows, (vi) Notes to the Consolidated Financial Statements and (vii) Schedule III and IV. | | Filed herewith. | |
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| 104 | | Cover Page Interactive Data File.File (embedded within the Inline XBRL document). | | Filed herewith. | |
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* Management contract or compensatory plan or arrangement required to be filed as an exhibit pursuant to Item 15(b) of Form 10-K.
ITEM 16. Form 10-K Summary
None.
SIGNATURES
Pursuant to the requirements of Section 13 or 15(d) of the Securities Exchange Act of 1934, as amended, the Registrant has duly caused this Report to be signed on its behalf by the undersigned, thereunto duly authorized.
Date: February 21, 2020
| | | | | | | | | | | |
| | VENTAS, INC. |
| | | |
| | VENTAS, INC. |
| By: | | | |
| | By: | /s/ DEBRA A. CAFARO |
| | | Debra A. Cafaro
Chairman and Chief Executive Officer |
Pursuant to the requirements of the Securities Exchange Act of 1934, as amended, this Report has been signed below by the following persons on behalf of the Registrant and in the capacities and on the dates indicated.
| | | | | | | | |
| Signature | Title | Date |
| | |
Signature | Title | Date |
| | |
| /s/ DEBRA A. CAFARO | Chairman and Chief Executive Officer (Principal Executive Officer) | February 21, 202023, 2021 |
| Debra A. Cafaro | | |
| | |
| /s/ ROBERT F. PROBST | Executive Vice President and Chief Financial Officer (Principal Financial Officer) | February 21, 202023, 2021 |
| Robert F. Probst | | |
| | |
| /s/ GREGORY R. LIEBBE | Senior Vice President, Chief Accounting Officer and Controller (Principal Accounting Officer) | February 21, 202023, 2021 |
| Gregory R. Liebbe | | |
| | |
| /s/ MELODY C. BARNES | Director | February 21, 202023, 2021 |
| Melody C. Barnes | | |
| | |
| /s/ JAY M. GELLERT | Director | February 21, 202023, 2021 |
| Jay M. Gellert | | |
| | |
| /s/ RICHARD I. GILCHRIST | Director | February 21, 202023, 2021 |
| Richard I. Gilchrist | | |
| | |
| /s/ MATTHEW J. LUSTIG | Director | February 21, 202023, 2021 |
| Matthew J. Lustig | | |
| | |
| /s/ ROXANNE M. MARTINO | Director | February 21, 202023, 2021 |
| Roxanne M. Martino | | |
| | |
| /s/ MARGUERITE M. NADER | Director | February 23, 2021 |
| Marguerite M. Nader | | |
| | |
| /s/ SEAN P. NOLAN | Director | February 21, 202023, 2021 |
| Sean P. Nolan | | |
| | |
| /s/WALTER C. RAKOWICH | Director | February 21, 202023, 2021 |
| Walter C. Rakowich | | |
| | |
| /s/ ROBERT D. REED | Director | February 21, 202023, 2021 |
| Robert D. Reed | | |
| | |
| /s/ JAMES D. SHELTON | Director | February 21, 202023, 2021 |
| James D. Shelton | | |
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| /s/ MAURICE S. SMITH | Director | February 23, 2021 |
| Maurice S. Smith | | |
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