UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, DC 20549
FORM 10-K
x | ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 |
For the fiscal year ended December 31, 20052006
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 1-12298
REGENCY CENTERS CORPORATION
(Exact name of registrant as specified in its charter)
FLORIDA | 59-3191743 | |
(State or other jurisdiction of incorporation or organization) | (I.R.S. Employer identification No.) |
Jacksonville, Florida 32202 | (904) 598-7000 | |
(Address of principal executive offices) (zip code) | (Registrant’s telephone No.) |
Securities registered pursuant to Section 12(b) of the Act:
Title of each class | Name of each exchange on which registered | |
Common Stock, $.01 par value | New York Stock Exchange | |
Depositary Shares, Liquidation Preference $25 per Depositary Share, each representing 1/10 of a share of 7.45% Series 3 Cumulative Redeemable Preferred Stock | New York Stock Exchange | |
Depositary Shares, Liquidation Preference $25 per Depositary Share, each representing 1/10 of a share of 7.25% Series 4 Cumulative Redeemable Preferred Stock | New York Stock Exchange | |
6.70% Series 5 Cumulative Redeemable Preferred Stock par value $0.01 | New York Stock Exchange |
Securities registered pursuant to Section 12(g) of the Act: None
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 ¨ NO x
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, and (2) has been subject to such filing requirements for the past 90 days.YES x NO ¨
Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K is not contained herein, and will not be contained, to the best of registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K.x
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, or a non-accelerated filer. (Check One):
Large accelerated filer x Accelerated filer ¨ Non-accelerated filer ¨
Indicate by check mark whether the registrant is a shell company. YES ¨ NO x
State the aggregate market value of the voting and non-voting common equity held by non-affiliates computed by reference to the price at which the common equity was last sold, or the average bid and asked price of such common equity, as of the last business day of the registrant’s most recently completed second fiscal quarter. $3,787,700,259$4,149,168,866
The number of shares outstanding of the registrant’s voting common stock was 68,200,49269,196,204 as of March 8, 2006.February 26, 2007.
Documents Incorporated by Reference
Portions of the registrant’s proxy statement in connection with its 20062007 Annual Meeting of Stockholders are incorporated by reference in Part III.
Forward-Looking Statements
In addition to historical information, the following information contains forward-looking statements as defined under federal securities laws. These forward-looking statements include statements about anticipated growth in revenues, the size of our development program, earnings per share, returns and portfolio value and expectations about our liquidity. These statements are based on current expectations, estimates and projections about the industry and markets in which Regency Centers Corporation (“Regency” or “Company”) operates, and management’s beliefs and assumptions. Forward-looking statements are not guarantees of future performance and involve certain known and unknown risks and uncertainties that could cause actual results to differ materially from those expressed or implied by such statements. Such risks and uncertainties include, but are not limited to, changes in national and local economic conditions; financial difficulties of tenants; competitive market conditions, including pricing of acquisitions and sales of properties and out-parcels; changes in expected leasing activity and market rents; timing of acquisitions, development starts and sales of properties and out-parcels; our inability to exercise voting control over the joint ventures through which we own or develop somemany of our properties; weather; consequences of any armed conflict or terrorist attack against the United States; the ability to obtain governmental approvals; and meeting development schedules. For additional information, see “Risk Factors” elsewhere herein. The following discussion should be read in conjunction with the accompanying Consolidated Financial Statements and Notes thereto of Regency Centers Corporation appearing elsewhere within.
Item 1. | Business |
Regency is a qualified real estate investment trust (“REIT”), which began operations in 1993. Our primary operating and investment goal is long-term growth in earnings per share and total shareholder return, which we hopework to achieve by focusing on a strategy of owning, operating and developing high-quality community and neighborhood shopping centers that are tenanted by market-dominant grocers, category-leading anchors, specialty retailers and restaurants located in areas with above average household incomes and population densities. We own, manage, lease, acquire,All of our operating, investing and develop shopping centersfinancing activities are performed through our operating partnership, Regency Centers, L.P. (“RCLP”), RCLP’s wholly owned subsidiaries, and through its investments in which wejoint ventures with third parties. Regency currently own approximately 98%owns 99% of the outstanding operating partnership units. Regency’s operating, investing and financing activities are generally performed by RCLP, its whollyunits of RCLP.
At December 31, 2006, we directly owned subsidiaries and its218 shopping centers (the “Consolidated Properties”) located in 22 states representing 24.7 million square feet of gross leasable area (“GLA”). Our cost of these shopping centers is $3.5 billion before depreciation. Through joint ventures, with third parties.
Currently, we operate and manage a real estate investment portfolio that totals $7.3 billion at cost before depreciation with 393own partial interests in 187 shopping centers (the “Unconsolidated Properties”) located in 2724 states and the District of Columbia including approximately $4.1 billionrepresenting 22.5 million square feet of GLA. Our investment, at cost, in real estate assets composed of 180 shopping centers owned by unconsolidated joint ventures in 23 states and the District of Columbia. PortfolioUnconsolidated Properties is $434.1 million. Certain portfolio information described within this Form 10-K is presented (a) on a combined basis, including unconsolidated joint ventures (“Combined Basis”),Basis, which is a total of the Consolidated Properties and the Unconsolidated Properties, (b) on a basis that excludes the unconsolidated joint ventures (“for our Consolidated Properties”)Properties only and (c) on a basisfor the Unconsolidated Properties that includes only the unconsolidatedwe own through joint ventures (“Unconsolidated Properties”).ventures. We believe that providing our shopping center portfoliopresenting the information under these methods provides a more complete understanding of the properties that we own, includingwholly-own versus those that we partially own andpartially-own, but for which we provide full property andmanagement, asset management, investing and financing services. At December 31, 2005, our gross leasable area (“GLA”)The shopping center portfolio that we manage, on a Combined Basis, totaled 46.2represents 405 shopping centers located in 28 states and the District of Columbia and contains 47.2 million square feet and was 91.3% leased. The portfolio contains 50.8 million square feet when anchored owned buildings are included. The GLA for the 213 Consolidated Properties totaled 24.4 million square feet and was 88.0% leased, including shopping centers under construction and partially pre-leased. The GLA for the Unconsolidated Properties totaled 21.8 million square feet and was 95.1% leased.of GLA.
We earn revenues and generate operating cash flow by leasing space in our shopping centers to market-leading grocers, and major retail anchors, as well as specialty side-shop retailers, and restaurants, and outparcel tenants in our shopping centers.including ground leasing or selling building pads (out-parcels) to these tenants. We experience growth in revenues by increasing occupancy and rental rates at currently owned shopping centers, and by acquiring and developing new shopping centers. Community and neighborhood shopping centers generate substantial daily traffic by conveniently offering daily necessities and services. This high traffic generates increased sales, thereby driving higher occupancy rental rates and rental-rate growth, for Regency, which we expect towill sustain our growth in earnings per share and increase the value of our portfolio over the long term.
We seek a range of strong national, regional and local specialty retailers, for the same reason that we choose to anchor our centers with leading grocers and major retailers.retailers who provide a mix of goods and services that meet consumer needs. We have created a formal partnering process —– the Premier Customer Initiative (“PCI”) —– to promote mutually beneficial relationships with our specialty retailers. The objective of PCI is for Regency to build a base of specialty tenants who represent the “best-in-class” operators in their respective merchandising categories. Such retailers reinforce the consumer appeal and other strengths of a center’s anchor, help to stabilize a center’s occupancy, reduce re-leasing downtime, reduce tenant turnover and yield higher sustainable rents.
We grow our shopping center portfolio through acquisitions of operating centers and new shopping center development, where we acquire the land and construct the building. Development is customer driven, meaning we generally have an executed lease from the anchor before we start construction. Developments serve the growth needs of our anchors, and specialty retailers, resulting in modern shopping centers with long-term anchor leases that produce attractive returns on our invested capital. This development process can require up to 36 months, or longer, from initial land or redevelopment acquisition through construction, lease-up and stabilization of rental income, depending upon the size of the project. Generally, anchor tenants begin operating their stores prior to the completion of construction of the entire center, resulting in rental income during the development phase.
We intend to maintain a conservative capital structure to fund our growth programs, which should preserve our investment-grade ratings. Our approach is founded on our self-funding business model. This model utilizes center “recycling” as a key component, which requires ongoing monitoring of each center to ensure that it meetscontinues to meet our stringent qualityinvestment standards. PropertiesWe sell the operating properties that do notno longer measure up to our standards are sold in combinationstandards. We also develop certain retail centers because of their attractive profit margins with non-core development sales.the intent of selling them to joint ventures or other third parties upon completion. These sale proceeds are re-deployed into new, higher-quality developments and acquisitions that are expected to generate sustainable revenue growth and more attractive returns.
Joint venturing of shopping centers also provides us with a capital source for new development,developments and acquisitions, as well as the opportunity to earn fees for asset and property management services. As asset manager, we are engaged by our partners to apply similar operating, investment, and capital strategies to the portfolios owned by the joint ventures. Joint ventures grow their shopping center investments through acquisitions from third parties or direct purchases from Regency. Although selling properties to joint ventures reduces our ownership interest, we continue to share in the risks and rewards of centers that meet our high quality standards and long-term investment strategy. We have no obligations or liabilities of the joint ventures beyond our ownership interest percentage.
There are many challenges affecting our industry, and we are addressing them accordingly. An economic downturn could result in declines in occupancy levels at our shopping centers, which would reduce our rental revenues; however, we believe that our investment focus on grocery and discount (Target and Wal-Mart) anchored shopping centers that conveniently provide daily necessities will minimize the impact of a downturn in the economy. The grocery anchor environment is changing constantly and increased competition from super-centers such as Wal-Mart and industry consolidation could result in grocery store closings. We closely monitor the operating performance and tenants’s sales in our shopping centers that operate near super-centers as well as those tenants operating retail formats that are experiencing significant changes in competition or business practice such as the video rental format. A slowdown in the demand for new shopping centers could cause a corresponding reduction in our shopping center development program and likely reduce our future operating revenues and gains from development sales. We believe that the presence of our development teams in key markets and their excellent relationships with leading anchor tenants will enable us to sustain our development program.
Competition
We are among the largest publicly-held owners of shopping centers in the nation based on revenues, number of properties, gross leaseableleasable area and market capitalization. There are numerous companies and private individuals engaged in the ownership, development, acquisition and operation of shopping centers which compete with us in our targeted markets. This results in competition for attracting anchor tenants, as well as the acquisition of existing shopping centers and new development sites. We believe that the principal competitive factors in attracting tenants in our market areas are location, demographics, rental costs, tenant mix, property age and maintenance. We believe that our competitive advantages include our locations within our market areas, the design quality of our shopping centers, the strong demographics surrounding our shopping centers, our relationships with our anchor tenants and our side-shop and out-parcel retailers, our PCI program which allows us to provide retailers with multiple locations, our practice of maintaining and renovating our shopping centers, and our ability to source and develop new shopping centers.
Changes in Policies
Our Board of Directors establishes the policies that govern our investment and operating strategies including, among others, development and acquisition of shopping centers, tenant and market focus, debt and equity financing policies, quarterly distributions to stockholders, and REIT tax status. The Board of Directors may amend these policies at any time without a vote of our stockholders.
Employees
Our headquarters are located at 121 West Forsyth Street,One Independent Drive, Suite 200,114, Jacksonville, Florida. We presently maintain 2021 market offices nationwide where we conduct management, leasing, construction, and investment activities. At December 31, 2005,2006, we had 457499 employees and we believe that our relations with our employees are good.
Compliance with Governmental Regulations
Under various federal, state and local laws, ordinances and regulations, we may be liable for the cost to remove or remediate certain hazardous or toxic substances at our shopping centers. These laws often impose liability without regard to whether the owner knew of, or was responsible for, the presence of the hazardous or toxic substances. The cost of required remediation and the owner’s liability for remediation could exceed the value of the
property and/or the aggregate assets of the owner. The presence of such substances, or the failure to properly
remediate such substances, may adversely affect our ability to sell or rent the property or borrow using the property as collateral. We have a number of properties that could require or are currently undergoing varying levels of environmental remediation. Environmental remediation is not currently expected to have a material financial effect on us due to reserves for remediation, insurance programs designed to mitigate the cost of remediation and various state-regulated programs that shift the responsibility and cost to the state.
Executive Officers
The executive officers of the Company are appointed each year by the Board of Directors. Each of the executive officers has been employed by the Company in the position or positions indicated in the list and pertinent notes below. Each of the executive officers has been employed by the Company for more than five years.
Name | Age | Title | Executive Officer in Position Shown Since | Age | Title | Executive Officer in Position Shown Since | ||||||
Martin E. Stein, Jr. | 53 | Chairman and Chief Executive Officer | 1993 | 54 | Chairman and Chief Executive Officer | 1993 | ||||||
Mary Lou Fiala | 54 | President and Chief Operating Officer | 1999 | 55 | President and Chief Operating Officer | 1999 | ||||||
Bruce M. Johnson | 58 | Managing Director and Chief Financial Officer | 1993 | 59 | Managing Director and Chief Financial Officer | 1993 | ||||||
Brian M. Smith | 51 | Managing Director and Chief Investment Officer | 2005 (1) | 52 | Managing Director and Chief Investment Officer | 2005(1) |
(1) | Mr. Smith was appointed Chief Investment Officer for the Company in September 2005. Mr. Smith was previously Managing Director – Investments – Pacific, Mid-Atlantic and Northeast since 1999. |
Company Website Access and SEC Filings
The Company’s website may be accessed atwww.regencycenters.com. All of our filings with the Securities and Exchange Commission (“SEC”) can be accessed through our website promptly after filing; however, in the event that the website is inaccessible, then we will provide paper copies of our most recent annual report on Form 10-K, the most recent quarterly report on Form 10-Q, current reports filed or furnished on Form 8-K, and all related amendments, excluding exhibits, free of charge upon request. These filings are also accessible on the SEC’s website atwww.sec.gov.
Item 1A. | Risk Factors |
Risk Factors Related to Our Industry and Real Estate Investments
Our revenues and cash flow could be adversely affected by poor market conditions where properties are geographically concentrated.
Regency’s performance depends on the economic conditions in markets in which our properties are concentrated. During the year ended December 31, 2005,2006, our properties in California, Florida and Texas accounted for 52.2%45% of our base rent.consolidated net operating income. Our revenues and cash available for distribution to stockholders could be adversely affected by this geographic concentration if market conditions in these areas, such as an oversupply of retail space or a reduction in the demand for shopping centers, become more competitive relative to other geographic areas.
Loss of revenues from major tenants could reduce distributions to stockholders.
We derive significant revenues from anchor tenants such as Kroger, Publix and Safeway that occupy more than one center. Distributions to stockholders could be adversely affected by the loss of revenues in the event a major tenant:
becomes bankrupt or insolvency;insolvent;
materially defaults on its lease;
does not renew its leases as they expire; or
renews at lower rental rates.
Vacated anchor space, including space owned by the anchor, can reduce rental revenues generated by the shopping center because of the loss of the departed anchor tenant’s customer drawing power. Most anchors have the right to vacate and prevent re-tenanting by paying rent for the balance of the lease term. If major tenants vacate a property, then other tenants may be entitled to terminate their leases at the property.
Downturns in the retailing industry likely will have a direct adverse impact on our revenues and cash flow.
Our properties consist primarily of grocery-anchored shopping centers. Our performance therefore is generally linked to economic conditions in the market for retail space. The market for retail space has been or could be adversely affected by any of the following:
the growth of super-centers, such as those operated by Wal-Mart, and their adverse effect on major grocery chains;
the impact of increased energy costs on consumers and its consequential effect on the number of shopping visits to our centers;
weakness in the national, regional and local economies;
consequences of any armed conflict involving, or terrorist attack against, the United States;
the adverse financial condition of some large retailing companies;
the ongoing consolidation in the retail sector;
the excess amount of retail space in a number of markets;
increasing consumer purchases through catalogs or the Internet;
reduction in the demand by tenants including video rental stores, to occupy our shopping centers as a result of the Internet and e-commerce;reduced consumer demand for certain retail formats such as video rental stores;
the timing and costs associated with property improvements and rentals;
changes in taxation and zoning laws; and
adverse government regulation.
To the extent that any of these conditions occur, they are likely to impact market rents for retail space and our cash available for distribution to stockholders.
Unsuccessful development activities or a slowdown in development activities could reduce distributions to stockholders.
We actively pursue development activities as opportunities arise. Development activities require various government and other approvals.approvals for entitlements which can significantly delay the development process. We may not recover our investment in development projects for which approvals are not received. We incur other risks associated with development activities, including:
the risk that the current size and continued growth in our development pipeline will strain the organization’s capacity to complete the developments within the targeted timelines and at the expected returns on invested capital;
the risk that we may abandon development opportunities and lose our investment in these developments;
delays in the development and construction process;
lack of cash flow during the construction period; and
the risk that occupancy rates and rents at a completed project will not be sufficient to make the project profitable.
If we sustain material losses due to an unsuccessful development project, our cash flow available for distribution to stockholders will be reduced.
We Our earnings and cash flow available for distribution to stockholders also may encounter difficultiesbe reduced if we experience a significant slowdown in assimilating the First Washington portfolio.
In June 2005, we acquired a 100-property portfolio from a joint venture between the California Public Employees Retirement System and First Washington Realty, Inc. Although we currently own 24.95% of the portfolio through a joint venture, we will be responsible for managing the entire portfolio once First Washington ends its transitional management and leasing services. The purchase agreement did not require us to acquire any First Washington offices, personnel or other infrastructure. We may encounter difficulties in integrating such a large portfolio with our existing systems and personnel, which could result in additional expense and adversely affect our results of operations.development activities.
Uninsured loss may adversely affect distributions to stockholders.
We carry comprehensive liability, fire, flood, extended coverage, rental loss and environmental insurance for our properties with policy specifications and insured limits customarily carried for similar properties. We believe that the insurance carried on our properties is adequate in accordance with industry standards. There are, however, some types of losses, such as from hurricanes, terrorism, wars or earthquakes, which may be uninsurable, or the cost of insuring against such losses may not be economically justifiable. If an uninsured loss occurs, we could lose both the invested capital in and anticipated revenues from the property, but we would still be obligated to repay any recourse mortgage debt on the property. In that event, our distributions to stockholders could be reduced.
We face competition from numerous sources.
The ownership of shopping centers is highly fragmented, with less than 10% owned by real estate investment trusts. We face competition from other real estate investment trusts as well as from numerous small owners in the acquisition, ownership and leasing of shopping centers. We compete to develop shopping centers with other real estate investment trusts engaged in development activities as well as with local, regional and national real estate developers.
We compete in the acquisition of properties through proprietary research that identifies opportunities in markets with high barriers to entry and higher-than-average population growth and household income. We seek to maximize rents per square foot by establishing relationships with supermarket chains that are first or second in their markets or other category-leading anchors and leasing non-anchor space in multiple centers to national or regional tenants. We compete to develop properties by applying our proprietary research methods to identify development and leasing opportunities and by pre-leasing a significant portion of a center before beginning construction.
There can be no assurance, however, that other real estate owners or developers will not utilize similar research methods and target the same markets and anchor tenants that we target. These entities may successfully control these markets and tenants to our exclusion. If we cannot successfully compete in our targeted markets, our cash flow, and therefore distributions to stockholders, may be adversely affected.
Costs of environmental remediation could reduce our cash flow available for distribution to stockholders.
Under various federal, state and local laws, an owner or manager of real property may be liable for the costs of removal or remediation of hazardous or toxic substances on the property. These laws often impose liability
without regard to whether the owner knew of, or was responsible for, the presence of hazardous or toxic substances. The cost of any required remediation could exceed the value of the property and/or the aggregate assets of the owner.
Our principalnumerous environmental risk is fromlaws and regulations as they apply to our shopping centers pertaining to chemicals used by the dry cleaning plants that currently operate, or have operatedindustry, the existence of asbestos in the past, at ourolder shopping centers.centers, and underground petroleum storage tanks (UST’s). The presence of, or the failure to properly remediate, hazardous or toxic substances may adversely affect our ability to sell or rent a contaminated property or to borrow using the property as collateral. Any of these developments could reduce cash flow and distributions to stockholders.
Risk Factors Related to Our Joint Ventures and Acquisition Structure
We do not have voting control over our joint venture investments, so we are unable to ensure that our objectives will be pursued.
We have invested as a co-venturer in the acquisition or development of properties. As of December 31, 2005,2006, our investments in real estate partnerships represented 15%11.8% of our total assets. These investments involve risks not present in a wholly-owned project. We do not have voting control over the ventures. The co-venturer might (1) have interests or goals that are inconsistent with our interests or goals or (2) otherwise impede our objectives. The co-venturer also might become insolvent or bankrupt.
Our joint ventures account for a significant portion of our revenues and net income in the form of management fees and are an important part of our growth strategy. The termination of our joint ventures could adversely affect distributions to stockholders.
Our management fee income has increased significantly as our participation in joint ventures has increased. If joint ventures owning a significant number of properties were dissolved for any reason, we would lose the asset management and property management fees from these joint ventures, which could adversely affect the amount of cash available for distribution to stockholders.
In addition, termination of the joint ventures without replacing them with new joint ventures could adversely affect our growth strategy. Property sales to the joint ventures provide us with an important source of funding for additional developments and acquisitions. Without this source of capital, our ability to grow and to increase distributions to stockholders could be adversely affected.
Our partnership structure may limit our flexibility to manage our assets.
We invest in retail shopping centers through Regency Centers, L.P., the operating partnership in which we currently own 98%99% of the outstanding common partnership units. From time to time, we acquire properties through our operating partnership in exchange for limited partnership interests. This acquisition structure may permit limited partners who contribute properties to us to defer some, if not all, of the income tax liability that they would incur if they sold the property.
Properties contributed to our operating partnership may have unrealized gain attributable to the difference between the fair market value and adjusted tax basis in the properties prior to contribution. As a result, the sale of these properties could cause adverse tax consequences to the limited partners who contributed them.
Generally, our operating partnership has no obligation to consider the tax consequences of its actions to any limited partner. However, our operating partnership may acquire properties in the future subject to material restrictions on refinancing or resale designed to minimize the adverse tax consequences to the limited partners who contribute those properties. These restrictions could significantly reduce our flexibility to manage our assets by preventing us from reducing mortgage debt or selling a property when such a transaction might be in our best interest in order to reduce interest costs or dispose of an under-performing property.
Risk Factors Related to Our Capital Recycling and Capital Structure
An increase in market capitalization rates could reduce the value of the centers we sell, requiring us to sell more properties than initially planned in order to fund our development program. An increase in property dispositions would dilute our earnings.
As part of our capital recycling program, we sell operating properties that no longer meet our investment standards. We also develop certain retail centers because of their attractive margins with the intent of selling them to joint ventures or other third parties for a profit. These sale proceeds are used to fund the construction of new developments. An increase in market capitalization rates could cause a reduction in the value of centers identified for sale, which would have an adverse impact on our capital recycling program by reducing the amount of cash generated and profits realized. In order to meet the cash requirements of our development program, we may be required to sell more properties than initially planned, which would have a dilutive impact on our earnings.
Our debt financing may reduce distributions to stockholders.
We do not expect to generate sufficient funds from operations to make balloon principal payments when due on our debt. If we are unable to refinance our debt on acceptable terms, we might be forced (1) to dispose of properties, which might result in losses, or (2) to obtain financing at unfavorable terms. Either could reduce the cash flow available for distributions to stockholders.
In addition, if we cannot make required mortgage payments, the mortgagee could foreclose on the property securing the mortgage, causing the loss of cash flow from that property. Furthermore, substantially all of our debt is cross-defaulted, which means that a default under one loan could trigger defaults under other loans.
On June 1, 2005, we incurred $275 million of additional debt to complete the funding of our portion of the joint venture that acquired the First Washington portfolio. As a result, our debt-to-equity ratio and the ratio of our debt-to-total assets have increased. Our lenders modified our line of credit to increase our debt-to-assets leverage ratio from 0.55 to 1.00 to 0.60 to 1.00. The line of credit has also been modified to impose limitations on the amount of recourse indebtedness that can be incurred by our unconsolidated affiliates. We intend to reduce our debt ratios through our capital recycling program, in which we sell properties that no longer meet our long-term investment criteria. However, there can be no assurance that we will be able to reduce our debt ratios in accordance with our plan. We could be required to seek an extension for our line of credit modification with our lenders, and a failure to do so could result in an event of default. In addition, the rating agencies could decide to lower our debt ratings, which would increase our borrowing costs and could make it more difficult for us to obtain financing on acceptable terms.
Our organizational documents do not limit the amount of debt that may be incurred. The degree to which we are leveraged could have important consequences, including the following:
leverage could affect our ability to obtain additional financing in the future to repay indebtedness or for working capital, capital expenditures, acquisitions, development or other general corporate purposes;
leverage could make us more vulnerable to a downturn in our business or the economy generally; and
as a result, our leverage could lead to reduced distributions to stockholders.
Covenants in our debt agreements may restrict our operating activities and adversely affect our financial condition.
Our revolving line of credit and our unsecured notes contain customary covenants, including compliance with financial ratios, such as ratios of total debt to gross asset value and fixed charge coverage ratios. Our line of credit also restricts our ability to enter into a transaction that would result in a change of control. These covenants may limit our operational flexibility and our acquisition activities. Moreover, if we breach any of these covenants, the resulting default could cause the acceleration of our indebtedness, even in the absence of a payment default. If we are not able to refinance our indebtedness after a default, or unable to refinance our indebtedness on favorable terms, distributions to stockholders and our financial condition would be adversely affected.
We depend on external sources of capital, which may not be available in the future.
To qualify as a REIT, we must, among other things, distribute to our stockholders each year at least 90% of our REIT taxable income (excluding any net capital gains). Because of these distribution requirements, we likely will not be able to fund all future capital needs, including capital for acquisitions, with income from operations. We therefore will have to rely on third-party sources of capital, which may or may not be available on favorable terms or at all. Our access to third-party sources of capital depends on a number of things, including the market’s perception of our growth potential and our current and potential future earnings. In addition, our line of credit imposes covenants that limit our flexibility in obtaining other financing, such as a prohibition on negative pledge agreements.
Additional equity offerings may result in substantial dilution of stockholders’ interests, and additional debt financing may substantially increase our degree of leverage.
Risk Factors Related to Interest Rates and the Market for Our Stock
Increased interest rates may reduce distributions to stockholders.
We are obligated on floating rate debt, and if we do not eliminate our exposure to increases in interest rates through interest rate protection or cap agreements, these increases may reduce cash flow and our ability to make distributions to stockholders.
Although swap agreements enable us to convert floating rate debt to fixed rate debt and cap agreements enable us to cap our maximum interest rate, they expose us to the risk that the counterparties to these hedge agreements may not perform, which could increase our exposure to rising interest rates. If we enter into swap agreements, decreases in interest rates will increase our interest expense as compared to the underlying floating rate debt. This could result in our making payments to unwind these agreements, such as in connection with a prepayment of the floating rate debt. Cap agreements do not protect us from increases up to the capped rate.
Increased market interest rates could reduce our stock prices.
The annual dividend rate on our common stock as a percentage of its market price may influence the trading price of our stock. An increase in market interest rates may lead purchasers to demand a higher annual dividend rate, which could adversely affect the market price of our stock. A decrease in the market price of our common stock could reduce our ability to raise additional equity in the public markets.
Outstanding SynDECs could adversely influence the market price for our common stock.
In June 2003, Citigroup Global Markets Holdings Inc., or CGMHI, sold an aggregate of 8,280,000 SynDECS (Debt Exchangeable for Common Stock). The SynDECS are a series of debt securities of CGMHI that will each be mandatorily exchanged upon maturity, on July 1, 2006, into our common stock or its value in cash based on a formula linked to the market price of our common stock. Any market for the SynDECS is likely to influence the market for our common stock. For example, the price of our common stock could become more volatile and could be depressed by investors’ anticipation of the potential distribution into the market of substantial additional amounts of our Selling common stock at the maturity of the SynDECS, by possible sales of our common stock by investors who view the SynDECS as a more attractive means of equity participation in Regency and by hedging or arbitrage trading activity that may develop involving the SynDECS and our common stock.decreased market price would have a dilutive impact on existing shareholders.
Risk Factors Related to Federal Income Tax Laws
If we fail to qualify as a REIT for federal income tax purposes, we would be subject to federal income tax at regular corporate rates.
We believe that we qualify for taxation as a REIT for federal income tax purposes, and we plan to operate so that we can continue to meet the requirements for taxation as a REIT. If we qualify as a REIT, we generally will not be subject to federal income tax on our income that we distribute currently to our stockholders. Many of the REIT requirements, however, are highly technical and complex. The determination that we are a REIT requires an analysis of various factual matters and circumstances, some of which may not be totally within our control and some of which involve questions of interpretation. For example, to qualify as a REIT, at least 95% of our gross income must come from specific passive sources, like rent, that are itemized in the REIT tax laws. There can be no assurance that the IRS or a court would agree with the positions we have taken in interpreting the REIT requirements. We also are required to distribute to our stockholders at least 90% of our REIT taxable income (excluding capital gains). The fact that we hold somemany of our assets through joint ventures and their subsidiaries further complicates the application of the REIT requirements. Even a technical or inadvertent mistake could jeopardize our REIT status. Furthermore, Congress and the Internal Revenue Service might make changes to the tax laws and regulations, and the courts might issue new rulings, that make it more difficult, or impossible, for us to remain qualified as a REIT.
Also, unless the IRS granted us relief under certain statutory provisions, we would remain disqualified as a REIT for four years following the year we first failed to qualify. If we failed to qualify as a REIT, we would have to pay significant income taxes. This likely would have a significant adverse affect on the value of our securities. In addition, we would no longer be required to pay any dividends to stockholders.
Even if we qualify as a REIT for federal income tax purposes, we are required to pay certain federal, state and local taxes on our income and property. For example, if we have net income from “prohibited transactions,” that income will be subject to a 100% tax. In general, prohibited transactions are sales or other dispositions of property held primarily for sale to customers in the ordinary course of business. The determination as to whether a particular sale is a prohibited transaction depends on the facts and circumstances related to that sale. While we have undertaken a significant number of asset sales in recent years, we do not believe that those sales should be considered prohibited transactions, but there can be no assurance that the IRS would not contend otherwise.
In addition, any net taxable income earned directly by our taxable affiliates, including Regency Realty Group, Inc., is subject to federal and state corporate income tax. Several provisions of the laws applicable to REITs and their subsidiaries ensure that a taxable REIT subsidiary will be subject to an appropriate level of federal income taxation. For example, a taxable REIT subsidiary is limited in its ability to deduct interest payments made to an affiliated REIT. In addition, a REIT has to pay a 100% penalty tax on some payments that it receives if the economic arrangements between the REIT, the REIT’s tenants and the taxable REIT subsidiary are not comparable to similar arrangements between unrelated parties. Finally, some state and local jurisdictions may tax some of our income even though as a REIT we are not subject to federal income tax on that income. To the extent that we and our affiliates are required to pay federal, state and local taxes, we will have less cash available for distributions to our stockholders.
A REIT may not own securities in any one issuer if the value of those securities exceeds 5% of the value of the REIT’s total assets or the securities owned by the REIT represent more than 10% of the issuer’s outstanding voting securities or 10% of the value of the issuer’s outstanding securities. An exception to these tests allows a REIT to own securities of a subsidiary that exceed the 5% value test and the 10% value tests if the subsidiary elects to be a “taxable REIT subsidiary.” We are not able to own securities of taxable REIT subsidiaries that represent in the aggregate more than 20% of the value of our total assets. We currently own more than 10% of the total value of the outstanding securities of Regency Realty Group, Inc., which has elected to be a taxable REIT subsidiary.
Risk Factors Related to Our Ownership Limitations, the Florida Business Corporation Act and Certain Other Matters
Restrictions on the ownership of our capital stock to preserve our REIT status could delay or prevent a change in control.
Ownership of more than 7% by value of our outstanding capital stock by certain persons is restricted for the purpose of maintaining our qualification as a REIT, with certain exceptions. This 7% limitation may discourage a
change in control and may also (i) deter tender offers for our capital stock, which offers may be attractive to our stockholders, or (ii) limit the opportunity for our stockholders to receive a premium for their capital stock that might otherwise exist if an investor attempted to assemble a block in excess of 7% of our outstanding capital stock or to effect a change in control.
The issuance of our capital stock could delay or prevent a change in control.
Our articles of incorporation authorize our board of directors to issue up to 30,000,000 shares of preferred stock and 10,000,000 shares of special common stock and to establish the preferences and rights of any shares issued. The issuance of preferred stock or special common stock could have the effect of delaying or preventing a change in control even if a change in control were in our stockholders’ interest. The provisions of the Florida Business Corporation Act regarding control share acquisitions and affiliated transactions could also deter potential acquisitions by preventing the acquiring party from voting the common stock it acquires or consummating a merger or other extraordinary corporate transaction without the approval of our disinterested stockholders.
Item 1B. Unresolved Staff Comments
Item 1B. | Unresolved Staff Comments |
The Company has received no written comments regarding its periodic or current reports from the staff of the Securities and Exchange Commission that were issued 180 days or more preceding December 31, 20052006 that remain unresolved.
Item 2. | Properties |
The following table is a list of the shopping centers summarized by state and in order of largest holdings presented on a Combined Basis (includes properties owned by unconsolidated joint ventures):
December 31, 2005 | December 31, 2004 | December 31, 2006 | December 31, 2005 | |||||||||||||||||||||||||||||||||||||
Location | # Properties | GLA | % of Total GLA | % Leased | # Properties | GLA | % of Total GLA | % Leased | # Properties | GLA | % of Total GLA | % Leased | # Properties | GLA | % of Total GLA | % Leased | ||||||||||||||||||||||||
California | 70 | 8,855,638 | 19.2 | % | 93.3 | % | 51 | 6,527,802 | 19.3 | % | 91.9 | % | 71 | 9,521,497 | 20.2 | % | 88.6 | % | 70 | 8,855,638 | 19.2 | % | 93.3 | % | ||||||||||||||||
Florida | 51 | 5,912,994 | 12.8 | % | 94.5 | % | 50 | 5,970,898 | 17.7 | % | 94.9 | % | 55 | 6,175,929 | 13.1 | % | 93.1 | % | 51 | 5,912,994 | 12.8 | % | 94.5 | % | ||||||||||||||||
Texas | 38 | 5,029,590 | 10.9 | % | 84.7 | % | 32 | 3,968,940 | 11.7 | % | 89.3 | % | 39 | 4,779,440 | 10.1 | % | 86.1 | % | 38 | 5,029,590 | 10.9 | % | 84.7 | % | ||||||||||||||||
Virginia | 31 | 3,628,732 | 7.8 | % | 95.0 | % | 12 | 1,488,324 | 4.4 | % | 91.1 | % | 33 | 3,884,864 | 8.2 | % | 94.1 | % | 31 | 3,628,732 | 7.8 | % | 95.0 | % | ||||||||||||||||
Georgia | 33 | 2,850,662 | 6.2 | % | 95.4 | % | 36 | 3,383,495 | 10.0 | % | 97.4 | % | 32 | 2,735,441 | 5.8 | % | 92.6 | % | 33 | 2,850,662 | 6.2 | % | 95.4 | % | ||||||||||||||||
Colorado | 22 | 2,507,634 | 5.4 | % | 84.3 | % | 15 | 1,639,055 | 4.8 | % | 98.0 | % | 21 | 2,345,224 | 5.0 | % | 91.8 | % | 22 | 2,507,634 | 5.4 | % | 84.3 | % | ||||||||||||||||
Maryland | 21 | 2,435,783 | 5.3 | % | 93.6 | % | 2 | 326,638 | 1.0 | % | 93.9 | % | ||||||||||||||||||||||||||||
Ohio | 16 | 2,292,515 | 4.9 | % | 85.3 | % | 16 | 2,045,260 | 4.4 | % | 82.3 | % | ||||||||||||||||||||||||||||
Illinois | 17 | 2,410,178 | 5.2 | % | 95.9 | % | 9 | 1,191,424 | 3.5 | % | 98.0 | % | 16 | 2,256,682 | 4.8 | % | 95.8 | % | 17 | 2,410,178 | 5.2 | % | 95.9 | % | ||||||||||||||||
North Carolina | 15 | 2,114,667 | 4.6 | % | 91.7 | % | 13 | 1,890,444 | 5.6 | % | 94.2 | % | 16 | 2,193,420 | 4.6 | % | 92.4 | % | 15 | 2,114,667 | 4.6 | % | 91.7 | % | ||||||||||||||||
Ohio | 16 | 2,045,260 | 4.4 | % | 82.3 | % | 14 | 1,876,013 | 5.5 | % | 87.7 | % | ||||||||||||||||||||||||||||
Maryland | 18 | 2,058,329 | 4.4 | % | 94.6 | % | 21 | 2,435,783 | 5.3 | % | 93.6 | % | ||||||||||||||||||||||||||||
Pennsylvania | 13 | 1,665,005 | 3.6 | % | 75.3 | % | 2 | 225,697 | 0.7 | % | 100.0 | % | 13 | 1,649,570 | 3.5 | % | 90.1 | % | 13 | 1,665,005 | 3.6 | % | 75.3 | % | ||||||||||||||||
Washington | 12 | 1,334,337 | 2.9 | % | 93.6 | % | 11 | 1,098,752 | 3.2 | % | 97.6 | % | 11 | 1,172,684 | 2.5 | % | 94.5 | % | 12 | 1,334,337 | 2.9 | % | 93.6 | % | ||||||||||||||||
Oregon | 8 | 854,729 | 1.8 | % | 97.1 | % | 8 | 838,056 | 2.5 | % | 95.5 | % | 10 | 1,011,678 | 2.1 | % | 91.5 | % | 8 | 854,729 | 1.8 | % | 97.1 | % | ||||||||||||||||
Delaware | 5 | 654,687 | 1.4 | % | 90.3 | % | 2 | 240,418 | 0.7 | % | 99.9 | % | 5 | 654,687 | 1.4 | % | 91.3 | % | 5 | 654,687 | 1.4 | % | 90.3 | % | ||||||||||||||||
Tennessee | 6 | 624,450 | 1.4 | % | 97.4 | % | 7 | 697,034 | 2.1 | % | 70.4 | % | ||||||||||||||||||||||||||||
Massachusetts | 3 | 568,099 | 1.2 | % | 83.7 | % | — | — | — | — | ||||||||||||||||||||||||||||||
South Carolina | 8 | 522,027 | 1.1 | % | 96.0 | % | 8 | 522,109 | 1.5 | % | 95.7 | % | 9 | 536,847 | 1.1 | % | 97.5 | % | 6 | 624,450 | 1.4 | % | 97.4 | % | ||||||||||||||||
Arizona | 4 | 496,087 | 1.1 | % | 99.4 | % | 5 | 588,486 | 1.7 | % | 93.1 | % | 4 | 496,087 | 1.1 | % | 99.3 | % | 8 | 522,027 | 1.1 | % | 96.0 | % | ||||||||||||||||
Wisconsin | 3 | 372,382 | 0.8 | % | 94.4 | % | — | — | — | — | ||||||||||||||||||||||||||||||
Kentucky | 2 | 302,670 | 0.7 | % | 94.7 | % | 2 | 302,670 | 0.9 | % | 97.5 | % | ||||||||||||||||||||||||||||
Tennessee | 7 | 488,050 | 1.0 | % | 94.4 | % | 4 | 496,087 | 1.1 | % | 99.4 | % | ||||||||||||||||||||||||||||
Minnesota | 2 | 299,097 | 0.6 | % | 97.3 | % | — | — | — | — | 3 | 483,938 | 1.0 | % | 96.5 | % | 2 | 299,097 | 0.6 | % | 97.3 | % | ||||||||||||||||||
Michigan | 3 | 282,408 | 0.6 | % | 95.5 | % | 4 | 368,348 | 1.1 | % | 93.4 | % | 4 | 303,412 | 0.6 | % | 87.6 | % | 3 | 282,408 | 0.6 | % | 95.5 | % | ||||||||||||||||
Kentucky | 2 | 302,670 | 0.6 | % | 95.0 | % | 2 | 302,670 | 0.7 | % | 94.7 | % | ||||||||||||||||||||||||||||
Wisconsin | 2 | 269,128 | 0.6 | % | 97.3 | % | 3 | 372,382 | 0.8 | % | 94.4 | % | ||||||||||||||||||||||||||||
Alabama | 3 | 267,689 | 0.6 | % | 84.8 | % | 4 | 324,044 | 1.0 | % | 86.7 | % | 2 | 193,558 | 0.4 | % | 82.2 | % | 3 | 267,689 | 0.6 | % | 84.8 | % | ||||||||||||||||
Indiana | 3 | 229,619 | 0.5 | % | 84.3 | % | 1 | 90,340 | 0.3 | % | 69.2 | % | 5 | 193,370 | 0.4 | % | 70.9 | % | 3 | 229,619 | 0.5 | % | 84.3 | % | ||||||||||||||||
Connecticut | 1 | 167,230 | 0.4 | % | 100.0 | % | — | — | — | — | 1 | 179,730 | 0.4 | % | 100.0 | % | 1 | 167,230 | 0.4 | % | 100.0 | % | ||||||||||||||||||
New Jersey | 2 | 156,482 | 0.3 | % | 97.8 | % | — | — | — | — | 2 | 156,482 | 0.3 | % | 97.8 | % | 2 | 156,482 | 0.3 | % | 97.8 | % | ||||||||||||||||||
New Hampshire | 2 | 112,752 | 0.2 | % | 67.8 | % | 2 | 138,488 | 0.4 | % | 50.0 | % | 2 | 125,173 | 0.3 | % | 74.8 | % | 2 | 112,752 | 0.2 | % | 67.8 | % | ||||||||||||||||
Nevada | 1 | 93,516 | 0.2 | % | 73.6 | % | 1 | 118,495 | 0.4 | % | 45.5 | % | 1 | 119,313 | 0.3 | % | 87.4 | % | 1 | 93,516 | 0.2 | % | 73.6 | % | ||||||||||||||||
Dist. of Columbia | 1 | 16,834 | — | 100.0 | % | — | — | — | — | 2 | 39,645 | 0.1 | % | 89.4 | % | 1 | 16,834 | — | 100.0 | % | ||||||||||||||||||||
Total | 393 | 46,243,139 | 100.0 | % | 91.3 | % | 291 | 33,815,970 | 100.0 | % | 92.7 | % | 405 | 47,187,462 | 100.0 | % | 91.0 | % | 393 | 46,243,139 | 100.0 | % | 91.3 | % | ||||||||||||||||
Item 2. Properties (continued)
Item 2. | Properties (continued) |
The following table is a list of the shopping centers summarized by state and in order of largest holdings presented for Consolidated Properties (excludes properties owned by unconsolidated joint ventures):
December 31, 2005 | December 31, 2004 | December 31, 2006 | December 31, 2005 | |||||||||||||||||||||||||||||||||||||
Location | # Properties | GLA | % of Total GLA | % Leased | # Properties | GLA | % of Total GLA | % Leased | # Properties | GLA | % of Total GLA | % Leased | # Properties | GLA | % of Total GLA | % Leased | ||||||||||||||||||||||||
California | 45 | 5,319,464 | 21.8 | % | 91.2 | % | 44 | 5,479,470 | 22.3 | % | 90.5 | % | 46 | 5,861,515 | 23.8 | % | 84.9 | % | 45 | 5,319,464 | 21.8 | % | 91.2 | % | ||||||||||||||||
Florida | 35 | 4,185,221 | 17.2 | % | 95.6 | % | 38 | 4,684,299 | 19.1 | % | 94.6 | % | 34 | 4,054,604 | 16.4 | % | 93.6 | % | 35 | 4,185,221 | 17.2 | % | 95.6 | % | ||||||||||||||||
Texas | 30 | 3,890,913 | 16.0 | % | 81.6 | % | 29 | 3,652,338 | 14.9 | % | 88.8 | % | 30 | 3,629,118 | 14.7 | % | 82.5 | % | 30 | 3,890,913 | 16.0 | % | 81.6 | % | ||||||||||||||||
Ohio | 15 | 1,936,337 | 7.9 | % | 81.5 | % | 13 | 1,767,110 | 7.2 | % | 87.1 | % | 14 | 2,037,134 | 8.3 | % | 83.6 | % | 15 | 1,936,337 | 7.9 | % | 81.5 | % | ||||||||||||||||
Georgia | 16 | 1,410,412 | 5.8 | % | 93.7 | % | 17 | 1,656,297 | 6.8 | % | 96.1 | % | 16 | 1,408,407 | 5.7 | % | 89.7 | % | 16 | 1,410,412 | 5.8 | % | 93.7 | % | ||||||||||||||||
Colorado | 14 | 1,321,080 | 5.4 | % | 73.4 | % | 11 | 1,093,403 | 4.4 | % | 97.6 | % | 13 | 1,158,670 | 4.7 | % | 89.0 | % | 14 | 1,321,080 | 5.4 | % | 73.4 | % | ||||||||||||||||
Virginia | 9 | 973,744 | 4.0 | % | 93.5 | % | 8 | 925,491 | 3.8 | % | 86.4 | % | 9 | 1,018,531 | 4.1 | % | 89.1 | % | 9 | 973,744 | 4.0 | % | 93.5 | % | ||||||||||||||||
North Carolina | 9 | 970,506 | 4.0 | % | 96.6 | % | 9 | 970,508 | 3.9 | % | 97.5 | % | 9 | 947,413 | 3.8 | % | 95.3 | % | 9 | 970,506 | 4.0 | % | 96.6 | % | ||||||||||||||||
Oregon | 7 | 657,008 | 2.7 | % | 88.8 | % | 5 | 500,059 | 2.0 | % | 97.4 | % | ||||||||||||||||||||||||||||
Pennsylvania | 4 | 587,592 | 2.4 | % | 78.1 | % | 3 | 573,410 | 2.3 | % | 37.0 | % | ||||||||||||||||||||||||||||
Washington | 7 | 717,319 | 2.9 | % | 89.4 | % | 9 | 747,440 | 3.0 | % | 97.3 | % | 6 | 555,666 | 2.3 | % | 90.3 | % | 7 | 717,319 | 2.9 | % | 89.4 | % | ||||||||||||||||
Tennessee | 6 | 624,450 | 2.6 | % | 97.4 | % | 6 | 633,034 | 2.6 | % | 67.4 | % | 7 | 488,050 | 2.0 | % | 94.4 | % | 6 | 624,450 | 2.6 | % | 97.4 | % | ||||||||||||||||
Pennsylvania | 3 | 573,410 | 2.3 | % | 37.0 | % | 2 | 225,697 | 0.9 | % | 100.0 | % | ||||||||||||||||||||||||||||
Oregon | 5 | 500,059 | 2.0 | % | 97.4 | % | 6 | 574,458 | 2.3 | % | 96.1 | % | ||||||||||||||||||||||||||||
Illinois | 3 | 415,011 | 1.7 | % | 95.6 | % | 3 | 415,011 | 1.7 | % | 97.4 | % | 3 | 415,011 | 1.7 | % | 93.6 | % | 3 | 415,011 | 1.7 | % | 95.6 | % | ||||||||||||||||
Arizona | 3 | 388,440 | 1.6 | % | 99.3 | % | 4 | 480,839 | 2.0 | % | 91.6 | % | 3 | 388,440 | 1.6 | % | 99.1 | % | 3 | 388,440 | 1.6 | % | 99.3 | % | ||||||||||||||||
Massachusetts | 2 | 382,820 | 1.5 | % | 76.1 | % | — | — | — | — | ||||||||||||||||||||||||||||||
Michigan | 3 | 282,408 | 1.1 | % | 95.5 | % | 4 | 368,348 | 1.5 | % | 93.4 | % | 4 | 303,412 | 1.2 | % | 87.6 | % | 3 | 282,408 | 1.1 | % | 95.5 | % | ||||||||||||||||
Delaware | 2 | 240,418 | 1.0 | % | 97.8 | % | 2 | 240,418 | 1.0 | % | 99.9 | % | 2 | 240,418 | 1.0 | % | 98.7 | % | 2 | 240,418 | 1.0 | % | 97.8 | % | ||||||||||||||||
South Carolina | 2 | 140,900 | 0.6 | % | 91.2 | % | 2 | 140,982 | 0.6 | % | 85.7 | % | ||||||||||||||||||||||||||||
Maryland | 1 | 121,050 | 0.5 | % | 49.6 | % | — | — | — | — | 1 | 129,940 | 0.5 | % | 67.0 | % | 1 | 121,050 | 0.5 | % | 49.6 | % | ||||||||||||||||||
New Hampshire | 2 | 112,752 | 0.5 | % | 67.8 | % | 2 | 138,488 | 0.6 | % | 50.0 | % | 2 | 125,173 | 0.5 | % | 74.8 | % | 2 | 112,752 | 0.5 | % | 67.8 | % | ||||||||||||||||
Nevada | 1 | 93,516 | 0.4 | % | 73.6 | % | 1 | 118,495 | 0.5 | % | 45.5 | % | 1 | 119,313 | 0.5 | % | 87.4 | % | 1 | 93,516 | 0.4 | % | 73.6 | % | ||||||||||||||||
South Carolina | 2 | 91,361 | 0.4 | % | 94.7 | % | 2 | 140,900 | 0.6 | % | 91.2 | % | ||||||||||||||||||||||||||||
Indiana | 1 | 90,735 | 0.4 | % | 72.2 | % | 1 | 90,340 | 0.4 | % | 69.2 | % | 3 | 54,486 | 0.2 | % | 23.5 | % | 1 | 90,735 | 0.4 | % | 72.2 | % | ||||||||||||||||
Alabama | 1 | 74,131 | 0.3 | % | 96.8 | % | 2 | 130,486 | 0.5 | % | 97.3 | % | — | — | — | — | 1 | 74,131 | 0.3 | % | 96.8 | % | ||||||||||||||||||
Total | 213 | 24,382,276 | 100.0 | % | 88.0 | % | 213 | 24,532,952 | 100.0 | % | 91.2 | % | 218 | 24,654,082 | 100.0 | % | 87.3 | % | 213 | 24,382,276 | 100.0 | % | 88.0 | % | ||||||||||||||||
The Consolidated Properties are encumbered by notes payable of $250.6$255.6 million.
Item 2. Properties (continued)
Item 2. | Properties (continued) |
The following table is a list of the shopping centers summarized by state and in order of largest holdings presented for Unconsolidated Properties (only properties owned by unconsolidated joint ventures):
December 31, 2005 | December 31, 2004 | December 31, 2006 | December 31, 2005 | |||||||||||||||||||||||||||||||||||||
Location | # Properties | GLA | % of Total GLA | % Leased | # Properties | GLA | % of Total GLA | % Leased | # Properties | GLA | % of Total GLA | % Leased | # Properties | GLA | % of Total GLA | % Leased | ||||||||||||||||||||||||
California | 25 | 3,536,174 | 16.2 | % | 96.5 | % | 7 | 1,048,332 | 11.3 | % | 99.1 | % | 25 | 3,659,982 | 16.2 | % | 94.5 | % | 25 | 3,536,174 | 16.2 | % | 96.5 | % | ||||||||||||||||
Virginia | 22 | 2,654,988 | 12.2 | % | 95.6 | % | 4 | 562,833 | 6.1 | % | 98.9 | % | 24 | 2,866,333 | 12.7 | % | 95.8 | % | 22 | 2,654,988 | 12.2 | % | 95.6 | % | ||||||||||||||||
Florida | 21 | 2,121,325 | 9.4 | % | 92.1 | % | 16 | 1,727,773 | 7.9 | % | 91.7 | % | ||||||||||||||||||||||||||||
Maryland | 20 | 2,314,733 | 10.6 | % | 95.9 | % | 2 | 326,638 | 3.5 | % | 93.9 | % | 17 | 1,928,389 | 8.6 | % | 96.4 | % | 20 | 2,314,733 | 10.6 | % | 95.9 | % | ||||||||||||||||
Illinois | 14 | 1,995,167 | 9.1 | % | 95.9 | % | 6 | 776,413 | 8.4 | % | 98.3 | % | 13 | 1,841,671 | 8.2 | % | 96.3 | % | 14 | 1,995,167 | 9.1 | % | 95.9 | % | ||||||||||||||||
Florida | 16 | 1,727,773 | 7.9 | % | 91.7 | % | 12 | 1,286,599 | 13.8 | % | 96.1 | % | ||||||||||||||||||||||||||||
Georgia | 17 | 1,440,250 | 6.6 | % | 97.0 | % | 19 | 1,727,198 | 18.6 | % | 98.6 | % | 16 | 1,327,034 | 5.9 | % | 95.7 | % | 17 | 1,440,250 | 6.6 | % | 97.0 | % | ||||||||||||||||
North Carolina | 7 | 1,246,007 | 5.5 | % | 90.1 | % | 6 | 1,144,161 | 5.2 | % | 87.6 | % | ||||||||||||||||||||||||||||
Colorado | 8 | 1,186,554 | 5.4 | % | 96.3 | % | 4 | 545,652 | 5.9 | % | 98.7 | % | 8 | 1,186,554 | 5.3 | % | 94.5 | % | 8 | 1,186,554 | 5.4 | % | 96.3 | % | ||||||||||||||||
North Carolina | 6 | 1,144,161 | 5.2 | % | 87.6 | % | 4 | 919,936 | 9.9 | % | 90.7 | % | ||||||||||||||||||||||||||||
Texas | 8 | 1,138,677 | 5.2 | % | 95.4 | % | 3 | 316,602 | 3.4 | % | 94.6 | % | 9 | 1,150,322 | 5.1 | % | 97.4 | % | 8 | 1,138,677 | 5.2 | % | 95.4 | % | ||||||||||||||||
Pennsylvania | 10 | 1,091,595 | 5.0 | % | 95.5 | % | — | — | — | — | 9 | 1,061,978 | 4.7 | % | 96.8 | % | 10 | 1,091,595 | 5.0 | % | 95.5 | % | ||||||||||||||||||
Washington | 5 | 617,018 | 2.8 | % | 98.4 | % | 2 | 351,312 | 3.8 | % | 98.1 | % | 5 | 617,018 | 2.7 | % | 98.3 | % | 5 | 617,018 | 2.8 | % | 98.4 | % | ||||||||||||||||
Minnesota | 3 | 483,938 | 2.2 | % | 96.5 | % | 2 | 299,097 | 1.4 | % | 97.3 | % | ||||||||||||||||||||||||||||
South Carolina | 7 | 445,486 | 2.0 | % | 98.0 | % | 6 | 381,127 | 1.7 | % | 97.9 | % | ||||||||||||||||||||||||||||
Delaware | 3 | 414,269 | 1.9 | % | 85.9 | % | — | — | — | — | 3 | 414,269 | 1.8 | % | 87.0 | % | 3 | 414,269 | 1.9 | % | 85.9 | % | ||||||||||||||||||
South Carolina | 6 | 381,127 | 1.7 | % | 97.9 | % | 6 | 381,127 | 4.1 | % | 99.3 | % | ||||||||||||||||||||||||||||
Wisconsin | 3 | 372,382 | 1.7 | % | 94.4 | % | — | — | — | — | ||||||||||||||||||||||||||||||
Oregon | 3 | 354,670 | 1.6 | % | 96.6 | % | 2 | 263,598 | 2.8 | % | 94.3 | % | 3 | 354,670 | 1.6 | % | 96.5 | % | 3 | 354,670 | 1.6 | % | 96.6 | % | ||||||||||||||||
Kentucky | 2 | 302,670 | 1.4 | % | 94.7 | % | 2 | 302,670 | 3.3 | % | 97.5 | % | 2 | 302,670 | 1.3 | % | 95.0 | % | 2 | 302,670 | 1.4 | % | 94.7 | % | ||||||||||||||||
Minnesota | 2 | 299,097 | 1.4 | % | 97.3 | % | — | — | — | — | ||||||||||||||||||||||||||||||
Wisconsin | 2 | 269,128 | 1.2 | % | 97.3 | % | 3 | 372,382 | 1.7 | % | 94.4 | % | ||||||||||||||||||||||||||||
Ohio | 2 | 255,381 | 1.1 | % | 99.0 | % | 1 | 108,923 | 0.5 | % | 97.6 | % | ||||||||||||||||||||||||||||
Alabama | 2 | 193,558 | 0.9 | % | 80.2 | % | 2 | 193,558 | 2.1 | % | 79.6 | % | 2 | 193,558 | 0.9 | % | 82.2 | % | 2 | 193,558 | 0.9 | % | 80.2 | % | ||||||||||||||||
Massachusetts | 1 | 185,279 | 0.8 | % | 99.4 | % | — | — | — | — | ||||||||||||||||||||||||||||||
Connecticut | 1 | 167,230 | 0.8 | % | 100.0 | % | — | — | — | — | 1 | 179,730 | 0.8 | % | 100.0 | % | 1 | 167,230 | 0.8 | % | 100.0 | % | ||||||||||||||||||
New Jersey | 2 | 156,482 | 0.7 | % | 97.8 | % | — | — | — | — | 2 | 156,482 | 0.7 | % | 97.8 | % | 2 | 156,482 | 0.7 | % | 97.8 | % | ||||||||||||||||||
Indiana | 2 | 138,884 | 0.6 | % | 92.2 | % | — | — | — | — | 2 | 138,884 | 0.6 | % | 89.5 | % | 2 | 138,884 | 0.6 | % | 92.2 | % | ||||||||||||||||||
Ohio | 1 | 108,923 | 0.5 | % | 97.6 | % | 1 | 108,903 | 1.2 | % | 96.1 | % | ||||||||||||||||||||||||||||
Arizona | 1 | 107,647 | 0.5 | % | 100.0 | % | 1 | 107,647 | 1.1 | % | 100.0 | % | 1 | 107,647 | 0.5 | % | 100.0 | % | 1 | 107,647 | 0.5 | % | 100.0 | % | ||||||||||||||||
Dist. of Columbia | 1 | 16,834 | 0.1 | % | 100.0 | % | — | — | — | — | 2 | 39,645 | 0.2 | % | 89.4 | % | 1 | 16,834 | 0.1 | % | 100.0 | % | ||||||||||||||||||
Tennessee | — | — | — | — | 1 | 64,000 | 0.7 | % | 100.0 | % | ||||||||||||||||||||||||||||||
Total | 180 | 21,860,863 | 100.0 | % | 95.1 | % | 78 | 9,283,018 | 100.0 | % | 96.7 | % | 187 | 22,533,380 | 100.0 | % | 95.0 | % | 180 | 21,860,863 | 100.0 | % | 95.1 | % | ||||||||||||||||
The Unconsolidated Properties are encumbered by mortgage loans of $2.4 billion.
Item 2. Properties (continued)
Item 2. | Properties (continued) |
The following table summarizes the largest tenants occupying our shopping centers for Consolidated Properties plus Regency’s pro-rata share of Unconsolidated Properties as of December 31, 20052006 based upon a percentage of total annualized base rent exceeding .5%..5%.
Percent to | Percentage of | Number of | Anchor | |||||||||||||||||||||||
Company | Annualized | Leased | Owned | |||||||||||||||||||||||
Tenant | GLA | Owned GLA | Rent | Base Rent | Stores | Stores (a) | GLA | Percent to Company Owned GLA | Rent | Percentage of Annualized Base Rent | Number of Leased Stores | Anchor Owned Stores (a) | ||||||||||||||
Kroger | 2,875,637 | 9.2% | $ | 26,749,815 | 6.59% | 62 | 5 | 2,825,054 | 9.5% | $ | 26,677,947 | 6.42% | 61 | 6 | ||||||||||||
Publix | 1,879,573 | 6.3% | 17,136,135 | 4.12% | 64 | 1 | ||||||||||||||||||||
Safeway | 1,922,085 | 6.2% | 17,682,085 | 4.35% | 64 | 7 | 1,739,928 | 5.8% | 16,132,896 | 3.88% | 59 | 6 | ||||||||||||||
Publix | 1,818,534 | 5.8% | 15,603,307 | 3.84% | 61 | — | ||||||||||||||||||||
Blockbuster | 382,213 | 1.2% | 7,832,305 | 1.93% | 96 | — | ||||||||||||||||||||
Albertsons | 837,485 | 2.7% | 7,739,750 | 1.91% | 24 | 7 | ||||||||||||||||||||
Supervalu | 1,073,407 | 3.6% | 12,132,690 | 2.92% | 34 | 1 | ||||||||||||||||||||
Blockbuster Video | 325,679 | 1.1% | 6,927,385 | 1.67% | 86 | — | ||||||||||||||||||||
CVS | 284,405 | 1.0% | 4,419,208 | 1.06% | 43 | — | ||||||||||||||||||||
Walgreens | 229,889 | 0.8% | 4,087,458 | 0.98% | 23 | — | ||||||||||||||||||||
TJX Companies | 369,164 | 1.2% | 3,686,315 | 0.89% | 23 | — | ||||||||||||||||||||
H.E.B. | 380,228 | 1.2% | 4,497,612 | 1.11% | 5 | — | 319,534 | 1.1% | 3,672,613 | 0.88% | 5 | — | ||||||||||||||
SuperValu | 385,422 | 1.2% | 4,215,096 | 1.04% | 14 | — | ||||||||||||||||||||
Harris Teeter | 322,607 | 1.0% | 3,835,686 | 0.94% | 8 | — | 296,407 | 1.0% | 3,663,500 | 0.88% | 8 | — | ||||||||||||||
Walgreens | 220,732 | 0.7% | 3,367,829 | 0.83% | 21 | — | ||||||||||||||||||||
Washington Mutual Bank | 111,413 | 0.4% | 3,084,840 | 0.76% | 44 | — | ||||||||||||||||||||
TJX Companies | 331,407 | 1.1% | 3,002,641 | 0.74% | 21 | 1 | ||||||||||||||||||||
CVS | 210,886 | 0.7% | 2,998,764 | 0.74% | 33 | — | ||||||||||||||||||||
Whole Foods | 83,169 | 0.3% | 2,958,883 | 0.73% | 4 | — | ||||||||||||||||||||
Stater Brothers | 185,312 | 0.6% | 2,836,896 | 0.70% | 5 | — | ||||||||||||||||||||
Sears Holdings | 439,422 | 1.5% | 3,240,761 | 0.78% | 17 | 1 | ||||||||||||||||||||
Washington Mutual | 106,099 | 0.4% | 3,197,978 | 0.77% | 42 | — | ||||||||||||||||||||
Ahold | 202,374 | 0.7% | 3,030,936 | 0.73% | 11 | — | ||||||||||||||||||||
Starbucks | 95,873 | 0.3% | 2,948,145 | 0.71% | 87 | — | ||||||||||||||||||||
Hallmark | 179,090 | 0.6% | 2,833,952 | 0.70% | 65 | — | 160,009 | 0.5% | 2,665,788 | 0.64% | 60 | — | ||||||||||||||
Sears / K-Mart | 464,818 | 1.5% | 2,767,510 | 0.68% | 21 | 1 | ||||||||||||||||||||
Starbucks | 91,801 | 0.3% | 2,715,797 | 0.67% | 80 | — | ||||||||||||||||||||
Rite Aid | 191,218 | 0.6% | 2,549,893 | 0.63% | 23 | — | ||||||||||||||||||||
Bank of America | 65,702 | 0.2% | 2,639,990 | 0.63% | 32 | — | ||||||||||||||||||||
Long’s Drugs | 211,818 | 0.7% | 2,516,809 | 0.61% | 15 | — | ||||||||||||||||||||
Subway | 90,333 | 0.3% | 2,419,034 | 0.58% | 111 | — | ||||||||||||||||||||
Movie Gallery | 110,211 | 0.4% | 2,331,583 | 0.56% | 35 | — | ||||||||||||||||||||
Stater Bros. | 154,211 | 0.5% | 2,323,129 | 0.56% | 5 | — | ||||||||||||||||||||
Petco | 151,065 | 0.5% | 2,539,356 | 0.63% | 17 | — | 137,488 | 0.5% | 2,322,006 | 0.56% | 17 | — | ||||||||||||||
Movie Gallery | 118,838 | 0.4% | 2,515,149 | 0.62% | 33 | — | ||||||||||||||||||||
The UPS Store | 108,482 | 0.3% | 2,422,456 | 0.60% | 112 | — | 97,359 | 0.3% | 2,293,231 | 0.55% | 109 | — | ||||||||||||||
Subway | 93,959 | 0.3% | 2,390,410 | 0.59% | 109 | — | ||||||||||||||||||||
Long’s Drug | 230,338 | 0.7% | 2,323,740 | 0.57% | 15 | — | ||||||||||||||||||||
Bank of America | 62,076 | 0.2% | 2,076,947 | 0.51% | 31 | — | ||||||||||||||||||||
Kohl’s | 266,566 | 0.9% | 2,044,616 | 0.50% | 3 | 3 |
(a) | Stores owned by anchor tenant that are attached to our centers. |
Regency’s leases have terms generally ranging from three to five years for tenant space under 5,000 square feet. Leases greater than 10,000 square feet generally have lease terms in excess of five years, mostly comprised of anchor tenants. Many of the anchor leases contain provisions allowing the tenant the option of extending the term of the lease at expiration. The leases provide for the monthly payment in advance of fixed minimum rentals, additional rents calculated as a percentage of the tenant’s sales, the tenant’s pro-rata share of real estate taxes, insurance, and common area maintenance expenses, and reimbursement for utility costs if not directly metered.
Item 2. Properties (continued)
Item 2. | Properties (continued) |
The following table sets forth a schedule of lease expirations for the next ten years, assuming no tenants renew their leases:
Percent of | Minimum | Percent of | ||||||||||||||||||||
Lease | Total | Rent | Total | |||||||||||||||||||
Expiration | Expiring | Company | Expiring | Minimum | ||||||||||||||||||
Year | GLA (2) | GLA (2) | Leases (3) | Rent (3) | ||||||||||||||||||
Lease Expiration Year | Expiring GLA (2) | Percent of Total Company GLA (2) | Minimum Rent Expiring Leases (3) | Percent of Total Minimum Rent (3) | ||||||||||||||||||
(1) | 418,428 | 1.6 | % | $ | 6,685,153 | 1.7 | % | 485,733 | 2.8 | % | $ | 9,146,621 | 3.1 | % | ||||||||
2006 | 2,215,825 | 8.4 | % | 34,855,461 | 9.1 | % | ||||||||||||||||
2007 | 2,962,433 | 11.2 | % | 49,073,388 | 12.8 | % | 1,924,969 | 11.0 | % | 35,170,585 | 11.7 | % | ||||||||||
2008 | 2,863,105 | 10.8 | % | 46,759,667 | 12.2 | % | 2,441,464 | 14.0 | % | 42,275,232 | 14.1 | % | ||||||||||
2009 | 2,813,289 | 10.7 | % | 47,780,504 | 12.4 | % | 2,680,219 | 15.3 | % | 48,562,907 | 16.2 | % | ||||||||||
2010 | 2,594,145 | 9.8 | % | 44,269,363 | 11.5 | % | 2,402,453 | 13.7 | % | 43,146,062 | 14.4 | % | ||||||||||
2011 | 1,646,081 | 6.2 | % | 22,540,169 | 5.9 | % | 2,801,981 | 16.0 | % | 47,813,463 | 15.9 | % | ||||||||||
2012 | 1,129,697 | 4.3 | % | 15,831,158 | 4.1 | % | 1,697,300 | 9.7 | % | 24,925,379 | 8.3 | % | ||||||||||
2013 | 835,792 | 3.2 | % | 12,441,293 | 3.2 | % | 767,748 | 4.4 | % | 12,723,505 | 4.3 | % | ||||||||||
2014 | 809,587 | 3.1 | % | 11,425,110 | 3.0 | % | 750,504 | 4.3 | % | 10,862,314 | 3.6 | % | ||||||||||
2015 | 701,941 | 2.7 | % | 11,065,967 | 2.9 | % | 724,034 | 4.1 | % | 11,813,608 | 3.9 | % | ||||||||||
2016 | 814,819 | 4.7 | % | 13,588,941 | 4.5 | % | ||||||||||||||||
10 Year Total | 18,990,323 | 72.0 | % | $ | 302,727,233 | 78.8 | % | 17,491,224 | 100.0 | % | 300,028,617 | 100.0 | % | |||||||||
(1) | leased currently under month to month rent or in process of renewal |
(2) | represents GLA for Consolidated Properties plus Regency’s pro-rata share of Unconsolidated Properties |
(3) | total minimum rent includes current minimum rent and future contractual rent steps for the Consolidated properties plus Regency’s pro-rata share from Unconsolidated Properties, but excludes additional rent such as percentage rent, common area maintenance, real estate taxes and insurance reimbursements |
See the following Combined Basis property table and also see Item 7, Management’s Discussion and Analysis for further information about Regency’s properties.
Property Name | Year Acquired | Year Constructed (1) | Gross Leaseable Area (GLA) | Percent Leased (2) | Grocery Anchor | Drug Store & Other Anchors > | |||||||
CALIFORNIA | |||||||||||||
Los Angeles/Southern CA | |||||||||||||
4S Commons Town Center (3) | 2004 | 2004 | 240,133 | 88.1 | % | Ralph’s | Metropolis Funiture, Griffin Ace Hardware, Jimbo’s…Naturally!, Sav-On Drugs, Cost Plus, Bed Bath & Beyond, LA Fitness | ||||||
Amerige Heights Town Center (5) | 2000 | 2000 | 96,679 | 100.0 | % | Albertson’s | Target (4) | ||||||
Bear Creek Phase II (3) | 2005 | 2005 | 24,175 | 57.9 | % | — | — | ||||||
Bear Creek Village Center (5) | 2003 | 2004 | 75,220 | 100.0 | % | Stater Bros. | — | ||||||
Brea Marketplace (5) | 2005 | 1987 | 298,311 | 83.0 | % | — | 24 Hour Fitness, Circuit City, Big 5 Sporting Goods, Toys ‘‘R’’ Us, Beverages & More, Childtime Childcare, Crown Books Liquidation Center | ||||||
Campus Marketplace (5) | 2000 | 2000 | 144,288 | 99.2 | % | Ralph’s | Long’s Drug, Discovery Isle Child Development Center | ||||||
Costa Verde | 1999 | 1988 | 178,622 | 100.0 | % | Albertson’s | Bookstar, The Boxing Club | ||||||
El Camino | 1999 | 1995 | 135,884 | 100.0 | % | Von’s Food & Drug | Sav-On Drugs | ||||||
El Norte Pkwy Plaza | 1999 | 1984 | 87,990 | 100.0 | % | Von’s Food & Drug | Long’s Drug | ||||||
Falcon Ridge | 2003 | 2004 | 235,654 | 76.8 | % | Stater Bros. | Target (4), Sports Authority, Ross Dress for Less, Linen’s-N-Things, Michaels, Pier 1 Imports | ||||||
Falcon Ridge Town Center Phase II (3) | 2005 | 2005 | 66,864 | 62.3 | % | — | 24 Hour Fitness, Sav On | ||||||
Five Points Shopping Center (5) | 2005 | 1960 | 144,553 | 100.0 | % | Albertson’s | Long’s Drug, Ross Dress for Less, Big 5 Sporting Goods | ||||||
French Valley (3) | 2004 | 2004 | 104,248 | 81.7 | % | Stater Bros. | — | ||||||
Friars Mission | 1999 | 1989 | 146,898 | 98.8 | % | Ralph’s | Long’s Drug | ||||||
Garden Village Shopping Center (5) | 2000 | 2000 | 112,767 | 98.7 | % | Albertson’s | Rite Aid | ||||||
Gelson’s Westlake Market Plaza | 2002 | 2002 | 84,975 | 98.2 | % | Gelson’s Markets | John of Italy Salon & Spa | ||||||
Granada Village (5) | 2005 | 1965 | 224,649 | 93.6 | % | Ralph’s | Rite Aid, TJ Maxx, Stein Mart | ||||||
Hasley Canyon Village | 2003 | 2003 | 65,801 | 100.0 | % | Ralph’s | — | ||||||
Heritage Plaza | 1999 | 1981 | 231,602 | 99.9 | % | Ralph’s | Sav-On Drugs, Hands On Bicycles, Inc., Total Woman, Irvine Ace Hardware | ||||||
Laguna Niguel Plaza (5) | 2005 | 1985 | 42,124 | 94.1 | % | Albertson’s (4) | Sav-On Drugs | ||||||
Lake Forest Village (5) | 2005 | 1979 | 119,741 | 98.8 | % | Albertson’s | Sav-On Drugs, Environments for Learning | ||||||
Morningside Plaza | 1999 | 1996 | 91,600 | 99.8 | % | Stater Bros. | — | ||||||
Friars Mission | 1999 | 1989 | 146,898 | 98.8 | % | Ralph’s | Long’s Drug | ||||||
Newland Center | 1999 | 1985 | 149,174 | 100.0 | % | Albertson’s | — | ||||||
Oakbrook Plaza | 1999 | 1982 | 83,279 | 100.0 | % | Albertson’s | Long’s Drug (4) | ||||||
Park Plaza Shopping Center (5) | 2001 | 1991 | 197,166 | 97.5 | % | Von’s Food & Drug | Sav-On Drugs, Petco, Ross Dress For Less, Office Depot | ||||||
Plaza Hermosa | 1999 | 1984 | 94,941 | 100.0 | % | Von’s Food & Drug | Sav-On Drugs | ||||||
Point Loma Plaza (5) | 2005 | 1987 | 213,195 | 96.1 | % | Von’s Food & Drug | Sport Chalet 5, 24 Hour Fitness, Jo-Ann Fabrics | ||||||
Rancho San Diego Village (5) | 2005 | 1981 | 152,895 | 100.0 | % | Von’s Food & Drug | Long’s Drug (4), 24 Hour Fitness | ||||||
Rio Vista Town Center (3) | 2005 | 2005 | 87,947 | 49.9 | % | Stater Bros. | CVS (4) | ||||||
Rona Plaza | 1999 | 1989 | 51,754 | 98.1 | % | Food 4 Less | — | ||||||
Santa Ana Downtown | 1999 | 1987 | 100,305 | 100.0 | % | Food 4 Less | Famsa, Inc. | ||||||
Santa Maria Commons (3) | 2005 | 2005 | 117,482 | 75.6 | % | — | Kohl’s, Rite Aid | ||||||
Seal Beach (3) (5) | 2002 | 1966 | 90,863 | 64.0 | % | Safeway | Sav-On Drugs | ||||||
Soquel Canyon Crossings (3) | 2005 | 2005 | 38,495 | 57.9 | % | — | Rite Aid | ||||||
The Shops of Santa Barbara | 2003 | 2004 | 51,568 | 92.2 | % | — | Circuit City | ||||||
The Shops of Santa Barbara Phase II (3) | 2004 | 2004 | 69,354 | 87.3 | % | Whole Foods | — | ||||||
The Vine at Castaic (3) | 2005 | 2005 | 34,775 | 0.0 | % | — | — | ||||||
Twin Oaks Shopping Center (5) | 2005 | 1978 | 98,399 | 100.0 | % | Ralph’s | Rite Aid | ||||||
Twin Peaks | 1999 | 1988 | 198,139 | 99.3 | % | Albertson’s | Target | ||||||
Valencia Crossroads | 2002 | 2003 | 167,857 | 100.0 | % | Whole Foods | Kohl’s | ||||||
Ventura Village | 1999 | 1984 | 76,070 | 100.0 | % | Von’s Food & Drug | — | ||||||
Vista Village Phase I | 2002 | 2003 | 129,009 | 100.0 | % | Sprout’s Markets | Krikorian Theaters, Linen’s-N-Things, Lowe’s (4) | ||||||
Vista Village Phase II | 2002 | 2003 | 55,000 | 100.0 | % | — | Staples (4) | ||||||
Westlake Village Plaza and Center | 1999 | 1975 | 190,519 | 98.0 | % | Von’s Food & Drug | Sav-On Drugs (4), Long’s Drug, Total Woman | ||||||
Westridge | 2001 | 2003 | 92,287 | 100.0 | % | Albertson’s | Beverages & More! | ||||||
Woodman Van Nuys | 1999 | 1992 | 107,614 | 100.0 | % | Gigante | — |
Property Name | Year Acquired | Year Constructed (1) | Gross Leaseable Area (GLA) | Percent Leased (2) | Grocery Anchor | Drug Store & Other Anchors > 10,000 Sq Ft | ||||||
CALIFORNIA (continued) | ||||||||||||
San Francisco/Northern CA | ||||||||||||
Alameda Bridgeside Shopping Center (3) | 2003 | 2004 | 105,118 | 72.8% | Nob Hill | — | ||||||
Auburn Village (5) | 2005 | 1990 | 133,944 | 100.0% | Bel Air Market | Goodwill Industries, Long’s Drug(4) | ||||||
Bayhill Shopping Center (5) | 2005 | 1990 | 121,846 | 100.0% | Mollie Stone’s Market | Long’s Drug | ||||||
Blossom Valley | 1999 | 1990 | 93,316 | 100.0% | Safeway | Long’s Drug | ||||||
Clayton Valley (3) | 2003 | 2004 | 267,857 | 64.4% | — | Yardbirds Home Center, Long’s Drugs, Dollar Tree | ||||||
Clovis Commons (3) | 2004 | 2004 | 177,381 | 66.9% | — | Super Target(4), Petsmart, TJ Maxx, Office Depot | ||||||
Corral Hollow (5) | 2000 | 2000 | 167,184 | 100.0% | Safeway | Long’s Drug, Sears Orchard Supply & Hardware | ||||||
Diablo Plaza | 1999 | 1982 | 63,214 | 100.0% | Safeway (4) | Long’s Drug (4), Jo-Ann Fabrics | ||||||
El Cerrito Plaza (5) | 2000 | 2000 | 256,035 | 98.0% | Lucky’s (4), Trader Joe’s | Long’s Drug (4), Bed, Bath & Beyond, Barnes & Noble, Copelands Sports, Petco, Ross Dress For Less | ||||||
Encina Grande | 1999 | 1965 | 102,499 | 100.0% | Safeway | Walgreens | ||||||
Folsom Prairie City Crossing | 1999 | 1999 | 93,537 | 100.0% | Safeway | — | ||||||
Loehmanns Plaza California | 1999 | 1983 | 113,310 | 100.0% | Safeway (4) | Long’s Drug, Loehmann’s | ||||||
Mariposa Shopping Center (5) | 2005 | 1957 | 126,658 | 100.0% | Safeway | Long’s Drug, Ross Dress for Less | ||||||
Pleasant Hill Shopping Center (5) | 2005 | 1970 | 233,679 | 99.2% | — | Marshalls, Barnes & Noble, Toys “R” Us, Target | ||||||
Powell Street Plaza | 2001 | 1987 | 165,928 | 100.0% | Trader Joe’s | Circuit City, Copeland Sports, Ethan Allen, Jo-Ann Fabrics, Ross Dress For Less | ||||||
San Leandro | 1999 | 1982 | 50,432 | 100.0% | Safeway (4) | Long’s Drug (4) | ||||||
Sequoia Station | 1999 | 1996 | 103,148 | 100.0% | Safeway (4) | Long’s Drug, Barnes & Noble, Old Navy, Warehouse Music | ||||||
Silverado Plaza (5) | 2005 | 1974 | 84,916 | 100.0% | Nob Hill | Long’s Drug | ||||||
Snell & Branham Plaza (5) | 2005 | 1988 | 99,349 | 100.0% | Safeway | — | ||||||
Stanford Ranch Village (5) | 2005 | 1991 | 89,874 | 100.0% | Bel Air Market | Plum Pharmacy | ||||||
Strawflower Village | 1999 | 1985 | 78,827 | 100.0% | Safeway | Long’s Drug (4) | ||||||
Tassajara Crossing | 1999 | 1990 | 146,188 | 100.0% | Safeway | Long’s Drug, Ace Hardware | ||||||
West Park Plaza | 1999 | 1996 | 88,103 | 100.0% | Safeway | Rite Aid | ||||||
Woodside Central | 1999 | 1993 | 80,591 | 100.0% | — | CEC Entertainment, Marshalls. Target (4) | ||||||
Ygnacio Plaza (5) | 2005 | 1968 | 109,701 | 100.0% | Albertson’s | Rite Aid | ||||||
Subtotal/Weighted Average (CA) | 8,855,638 | 93.3% | ||||||||||
FLORIDA | ||||||||||||
Ft. Myers / Cape Coral | ||||||||||||
Grande Oak | 2000 | 2000 | 78,784 | 100.0% | Publix | — | ||||||
Jacksonville / North Florida | ||||||||||||
Anastasia Plaza (5) | 1993 | 1988 | 102,342 | 98.8% | Publix | — | ||||||
Carriage Gate | 1994 | 1978 | 76,783 | 97.7% | — | Leon County Tax Collector, TJ Maxx | ||||||
Courtyard Shopping Center | 1993 | 1987 | 137,256 | 100.0% | Albertson’s (4) | Target | ||||||
Fleming Island | 1998 | 2000 | 136,662 | 95.8% | Publix | Stein Mart, Target (4) | ||||||
Highland Square (5) | 1998 | 1999 | 262,194 | 77.6% | Publix | CVS, Bailey’s Powerhouse Gym, Beall’s Outlet, Big Lots | ||||||
John’s Creek Shopping Center | 2003 | 2004 | 89,921 | 98.4% | Publix | Walgreens | ||||||
Julington Village (5) | 1999 | 1999 | 81,820 | 100.0% | Publix | CVS (4) | ||||||
Millhopper | 1993 | 1974 | 84,065 | 100.0% | Publix | CVS, Jo-Ann Fabrics | ||||||
Newberry Square | 1994 | 1986 | 180,524 | 94.8% | Publix | Jo-Ann Fabrics, K-Mart | ||||||
Ocala Corners (5) | 2000 | 2000 | 86,772 | 94.5% | Publix | — | ||||||
Old St Augustine Plaza | 1996 | 1990 | 232,459 | 100.0% | Publix | CVS, Burlington Coat Factory, Hobby Lobby | ||||||
Palm Harbor Shopping Village (5) | 1996 | 1991 | 172,758 | 97.8% | Publix | CVS, Bealls | ||||||
Pine Tree Plaza | 1997 | 1999 | 63,387 | 100.0% | Publix | — | ||||||
Plantation Plaza (5) | 2004 | 2004 | 65,148 | 93.6% | Publix | — | ||||||
Plantation Plaza Phase II (3) (5) | 2004 | 2004 | 12,600 | 88.9% | — | — | ||||||
Regency Court | 1997 | 1992 | 218,649 | 98.5% | — | Sports Authority, Comp USA, Office Depot, Recreational Factory Warehouse, Sofa Express | ||||||
Starke | 2000 | 2000 | 12,739 | 100.0% | — | CVS | ||||||
The Shoppes at Bartram Park (5) | 2005 | 2004 | 104,617 | 82.5% | Publix | — | ||||||
The Shoppes at Bartram Park - Phase II (3) (5) | 2005 | 2005 | 28,310 | 33.8% | — | — | ||||||
The Shoppes at Bartram Park - Phase III (3) (5) | 2005 | 2005 | 12,002 | 0.0% | — | — | ||||||
The Shops at John’s Creek (3) | 2003 | 2004 | 15,490 | 35.0% | — | — | ||||||
Vineyard Shopping Center | 2001 | 2002 | 62,821 | 88.3% | Publix | — |
Property Name | Year Acquired | Year Constructed (1) | Gross Leaseable Area (GLA) | Percent Leased (2) | Grocery Anchor | Drug Store & Other Anchors > | |||||||
FLORIDA (continued) | |||||||||||||
Miami / Fort Lauderdale | |||||||||||||
Aventura Shopping Center | 1994 | 1974 | 102,876 | 89.5 | % | Publix | CVS | ||||||
Berkshire Commons | 1994 | 1992 | 106,354 | 100.0 | % | Publix | Walgreens | ||||||
Five Points Plaza (5) | 2005 | 2001 | 44,647 | 89.9 | % | Publix | — | ||||||
Garden Square | 1997 | 1991 | 90,258 | 100.0 | % | Publix | CVS | ||||||
Palm Trails Plaza | 1997 | 1998 | 76,067 | 100.0 | % | Winn-Dixie | — | ||||||
Pebblebrook Plaza (5) | 2000 | 2000 | 76,767 | 100.0 | % | Publix | Walgreens (4) | ||||||
Shoppes @ 104 (5) | 1998 | 1990 | 108,192 | 96.1 | % | Winn-Dixie | Navarro Discount Pharmacies | ||||||
Welleby | 1996 | 1982 | 109,949 | 99.5 | % | Publix | Bealls | ||||||
Tampa / Orlando | |||||||||||||
Beneva Village Shops | 1998 | 1987 | 141,532 | 98.6 | % | Publix | Walgreens, Bealls, Harbor Freight Tools | ||||||
Bloomingdale | 1998 | 1987 | 267,736 | 98.9 | % | Publix | Ace Hardware, Bealls, Wal-Mart | ||||||
East Towne Shopping Center | 2002 | 2003 | 69,841 | 97.1 | % | Publix | — | ||||||
Kings Crossing Sun City (5) | 1999 | 1999 | 75,020 | 100.0 | % | Publix | — | ||||||
Lynnhaven (5) | 2001 | 2001 | 63,871 | 100.0 | % | Publix | — | ||||||
Marketplace St Pete | 1995 | 1983 | 90,296 | 98.2 | % | Publix | Dollar Duck | ||||||
Peachland Promenade (5) | 1995 | 1991 | 82,082 | 100.0 | % | Publix | — | ||||||
Regency Square Brandon | 1993 | 1986 | 345,151 | 100.0 | % | — | AMC Theater, Dollar Tree, Marshalls, Michaels, S & K Famous Brands, Shoe Carnival, Staples, TJ Maxx, Petco, Best Buy (4), MacDil (4l) | ||||||
Regency Village (5) | 2000 | 2002 | 83,170 | 94.2 | % | Publix | Walgreens (4) | ||||||
Town Square | 1997 | 1999 | 44,380 | 100.0 | % | — | Petco, Pier 1 Imports | ||||||
University Collection | 1996 | 1984 | 106,899 | 93.6 | % | Kash N Karry (4) | CVS, Dockside Imports, Jo-Ann Fabrics. Staples (4) | ||||||
Village Center 6 | 1995 | 1993 | 181,110 | 96.4 | % | Publix | Walgreens, Stein Mart | ||||||
Willa Springs Shopping Center | 2000 | 2000 | 89,930 | 99.5 | % | Publix | — | ||||||
West Palm Beach / Treasure Cove | |||||||||||||
Boynton Lakes Plaza | 1997 | 1993 | 130,924 | 98.2 | % | Winn-Dixie | World Gym | ||||||
Chasewood Plaza | 1993 | 1986 | 155,603 | 99.6 | % | Publix | Bealls, Books-A-Million | ||||||
East Port Plaza | 1997 | 1991 | 235,842 | 61.5 | % | Publix | Walgreens | ||||||
Martin Downs Village Center | 1993 | 1985 | 121,946 | 99.6 | % | — | Bealls, Coastal Care | ||||||
Martin Downs Village Shoppes | 1993 | 1998 | 48,907 | 100.0 | % | — | Walgreens | ||||||
Ocean Breeze | 1993 | 1985 | 108,209 | 85.3 | % | Publix | Beall’s Outlet, Coastal Care | ||||||
Shops of San Marco (5) | 2002 | 2002 | 96,408 | 96.1 | % | Publix | Walgreens | ||||||
Town Center at Martin Downs | 1996 | 1996 | 64,546 | 97.8 | % | Publix | — | ||||||
Village Commons Shopping Center (5) | 2005 | 1986 | 169,053 | 98.4 | % | Publix | CVS | ||||||
Wellington Town Square | 1996 | 1982 | 107,325 | 100.0 | % | Publix | CVS | ||||||
Subtotal/Weighted Average (FL) | 5,912,994 | 94.5 | % | ||||||||||
TEXAS | |||||||||||||
Austin | |||||||||||||
Hancock | 1999 | 1998 | 410,438 | 98.1 | % | H.E.B. | Sears, Old Navy, Petco, 24 Hour Fitness | ||||||
Market at Round Rock | 1999 | 1987 | 123,046 | 93.8 | % | Albertson’s | — | ||||||
North Hills | 1999 | 1995 | 144,019 | 96.2 | % | H.E.B. | — | ||||||
Dallas / Ft. Worth | |||||||||||||
Bethany Park Place | 1998 | 1998 | 74,066 | 91.7 | % | Kroger | — | ||||||
Casa Linda Plaza | 1999 | 1997 | 324,640 | 81.5 | % | Albertson’s | Casa Linda Cafeteria, Dollar Tree, Petco, 24 Hour Fitness | ||||||
Hebron Park (5) | 1999 | 1999 | 46,800 | 91.0 | % | Albertson’s (4) | — | ||||||
Highland Village (3) | 2005 | 2005 | 360,594 | 7.5 | % | — | AMC Theater, Barnes & Noble | ||||||
Hillcrest Village | 1999 | 1991 | 14,530 | 100.0 | % | — | — | ||||||
Lebanon/Legacy Center | 2000 | 2002 | 56,669 | 87.9 | % | Albertson’s (4) | — | ||||||
Main Street Center | 2002 | 2002 | 42,832 | 83.1 | % | Albertson’s (4) | — | ||||||
Market at Preston Forest | 1999 | 1990 | 91,624 | 100.0 | % | Tom Thumb | Petco | ||||||
Mockingbird Common | 1999 | 1987 | 120,321 | 89.6 | % | Tom Thumb | — | ||||||
Preston Park | 1999 | 1985 | 273,396 | 82.0 | % | Tom Thumb | Gap, Williams Sonoma | ||||||
Prestonbrook | 1998 | 1998 | 91,274 | 97.0 | % | Kroger | — | ||||||
Prestonwood Park | 1999 | 1999 | 101,167 | 71.5 | % | Albertson’s (4) | — | ||||||
Rockwall Town Center (3) | 2002 | 2004 | 46,556 | 13.2 | % | Kroger (4) | Walgreens (4) | ||||||
Shiloh Springs | 1998 | 1998 | 110,040 | 100.0 | % | Kroger | — | ||||||
Signature Plaza | 2003 | 2004 | 32,416 | 83.0 | % | Kroger (4) | — | ||||||
Valley Ranch Centre | 1999 | 1997 | 117,187 | 86.7 | % | Tom Thumb | — | ||||||
Cooper Street | 1999 | 1992 | 133,196 | 98.5 | % | — | Home Depot (4), Office Max | ||||||
Keller Town Center | 1999 | 1999 | 114,937 | 95.3 | % | Tom Thumb | — | ||||||
Trophy Club | 1999 | 1999 | 106,507 | 85.6 | % | Tom Thumb | Walgreens (4) |
Property Name | Year Acquired | Year Constructed (1) | Gross Leaseable Area (GLA) | Percent Leased (2) | Grocery Anchor | Drug Store & Other Anchors > | |||||||
TEXAS (Continued) | |||||||||||||
Houston | |||||||||||||
Alden Bridge | 2002 | 1998 | 138,953 | 96.8 | % | Kroger | Walgreens | ||||||
Atascocita Center | 2002 | 2003 | 31,500 | 41.0 | % | Kroger (4) | — | ||||||
Cochran’s Crossing | 2002 | 1994 | 138,192 | 97.1 | % | Kroger | CVS | ||||||
First Colony Marketplace (5) | 2005 | 1993 | 111,675 | 97.3 | % | Randall’s Food | Sears | ||||||
Fort Bend Center | 2000 | 2000 | 30,166 | 83.6 | % | Kroger (4) | — | ||||||
Indian Springs Center (5) | 2002 | 2003 | 136,625 | 99.2 | % | H.E.B. | — | ||||||
Kleinwood Center | 2002 | 2003 | 155,463 | 87.7 | % | H.E.B. | Walgreens (4) | ||||||
Kleinwood Center II (3) | 2005 | 2005 | 45,001 | 100.0 | % | — | LA Fitness | ||||||
Memorial Collection Shopping Center (5) | 2005 | 1974 | 103,330 | 100.0 | % | Randall’s Food | Walgreens | ||||||
Panther Creek | 2002 | 1994 | 165,560 | 100.0 | % | Randall’s Food | CVS, Sears Paint & Hardware | ||||||
South Shore (3) | 2005 | 2005 | 23,920 | 0.0 | % | Kroger (4) | — | ||||||
Spring West Center (3) | 2003 | �� | 2004 | 144,060 | 79.7 | % | H.E.B. | — | |||||
Sterling Ridge | 2002 | 2000 | 128,643 | 100.0 | % | Kroger | CVS | ||||||
Sweetwater Plaza (5) | 2001 | 2000 | 134,045 | 98.3 | % | Kroger | Walgreens | ||||||
Weslayan Plaza East (5) | 2005 | 1969 | 174,192 | 100.0 | % | — | Berings, Ross Dress for Less, Michaels, Linens-N-Things, Berings Warehouse, Chuck E Cheese, Next Level | ||||||
Weslayan Plaza West (5) | 2005 | 1969 | 185,069 | 94.5 | % | Randall’s Food | Walgreens, Petco, Jo Ann’s | ||||||
Westheimer Marketplace (5) | 2005 | 1993 | 135,936 | 81.2 | % | Randall’s Food | Petsmart | ||||||
Woodway Collection (5) | 2005 | 1974 | 111,005 | 94.5 | % | Randall’s Food | Eckerd | ||||||
Subtotal/Weighted Average (TX) | 5,029,590 | 84.7 | % | ||||||||||
VIRGINIA | |||||||||||||
Richmond | |||||||||||||
Gayton Crossing (5) | 2005 | 1983 | 156,916 | 96.0 | % | Ukrop’s | — | ||||||
Glen Lea Centre (5) | 2005 | 1969 | 78,493 | 54.3 | % | — | Eckerd | ||||||
Hanover Village (5) | 2005 | 1971 | 96,146 | 59.3 | % | — | Rite Aid | ||||||
Laburnum Park Shopping Center (5) | 2005 | 1977 | 64,992 | 100.0 | % | Ukrop’s (4) | Rite Aid | ||||||
Village Shopping Center (5) | 2005 | 1948 | 111,177 | 95.7 | % | Ukrop’s | CVS | ||||||
Other Virginia | |||||||||||||
601 King Street (5) | 2005 | 1980 | 8,349 | 98.2 | % | — | — | ||||||
Ashburn Farm Market Center | 2000 | 2000 | 91,905 | 100.0 | % | Giant Food | — | ||||||
Ashburn Farm Village Center (5) | 2005 | 1996 | 88,917 | 100.0 | % | Shoppers Food Warehouse | — | ||||||
Braemar Shopping Center (5) | 2004 | 2004 | 96,439 | 100.0 | % | Safeway | — | ||||||
Brafferton Center (5) | 2005 | 1997 | 94,731 | 97.9 | % | Giant Food (6) | — | ||||||
Centre Ridge Marketplace (5) | 2005 | 1996 | 104,154 | 100.0 | % | Shoppers Food Warehouse | Sears | ||||||
Cheshire Station | 2000 | 2000 | 97,156 | 100.0 | % | Safeway | Petco | ||||||
Festival at Manchester Lakes (5) | 2005 | 1990 | 165,568 | 91.0 | % | Shoppers Food Warehouse | — | ||||||
Fortuna | 2004 | 2004 | 90,132 | 100.0 | % | Shoppers Food Warehouse | Target (4), Rite Aid | ||||||
Fox Mill Shopping Center (5) | 2005 | 1977 | 103,269 | 100.0 | % | Giant Food | — | ||||||
Greenbriar Town Center (5) | 2005 | 1972 | 345,935 | 100.0 | % | Giant Food | CVS, HMY Roomstore, Total Beverage, Ross Dress for Less, Marshalls, Petco | ||||||
Kamp Washington Shopping Center (5) | 2005 | 1960 | 71,825 | 88.6 | % | — | Borders Books | ||||||
Kings Park Shopping Center (5) | 2005 | 1966 | 77,202 | 100.0 | % | Giant Food | CVS | ||||||
Saratoga Shopping Center (5) | 2005 | 1977 | 101,587 | 97.0 | % | Giant Food | — | ||||||
Signal Hill | 2003 | 2004 | 95,173 | 100.0 | % | Shoppers Food Warehouse | — | ||||||
Somerset Crossing (5) | 2002 | 2002 | 104,128 | 100.0 | % | Shoppers Food Warehouse | — | ||||||
Tall Oaks Village Center | 2002 | 1998 | 71,953 | 98.6 | % | Giant Food | — | ||||||
The Market at Opitz Crossing | 2003 | 2003 | 149,810 | 100.0 | % | Safeway | Boat U.S., USA Discounters | ||||||
The Shops at County Center (3) | 2005 | 2005 | 90,392 | 65.9 | % | Harris Teeter | — | ||||||
Town Center at Sterling Shopping Center (5) | 2005 | 1980 | 190,069 | 100.0 | % | Giant Food | Washington Sports Club, Party Depot | ||||||
Village Center at Dulles (5) | 2002 | 1991 | 298,601 | 99.3 | % | Shoppers Food Warehouse | CVS, Advance Auto Parts, Chuck E. Cheese, Gold’s Gym, Petco, Staples, The Thrift Store | ||||||
Willston Centre I (5) | 2005 | 1952 | 105,376 | 99.5 | % | — | CVS, Balleys Health Care | ||||||
Willston Centre II (5) | 2005 | 1986 | 127,449 | 100.0 | % | Safeway | — |
Property Name | Year Acquired | Year Constructed (1) | Gross Leaseable Area (GLA) | Percent Leased (2) | Grocery Anchor | Drug Store & Other Anchors > | |||||||
VIRGINIA (continued) | |||||||||||||
Other Virginia | |||||||||||||
Brookville Plaza (5) | 1998 | 1991 | 63,665 | 100.0 | % | Kroger | — | ||||||
Hollymead Town Center | 2003 | 2004 | 153,563 | 86.7 | % | Harris Teeter | Target (4), Petsmart | ||||||
Statler Square Phase I | 1998 | 1996 | 133,660 | 91.4 | % | Kroger | Staples | ||||||
Subtotal/Weighted Average (VA) | 3,628,732 | 95.0 | % | ||||||||||
GEORGIA | |||||||||||||
Atlanta | |||||||||||||
Ashford Place | 1997 | 1993 | 53,450 | 100.0 | % | — | — | ||||||
Bethesda Walk (5) | 2004 | 2003 | 68,271 | 95.3 | % | Publix | — | ||||||
Briarcliff La Vista | 1997 | 1962 | 39,203 | 100.0 | % | — | Michaels | ||||||
Briarcliff Village | 1997 | 1990 | 187,156 | 98.9 | % | Publix | La-Z-Boy Furniture Galleries, Office Depot, Party City, Petco, TJ Maxx | ||||||
Brookwood Village (5) | 2004 | 2000 | 28,774 | 90.2 | % | — | CVS | ||||||
Buckhead Court | 1997 | 1984 | 58,130 | 84.6 | % | — | — | ||||||
Buckhead Crossing (5) | 2004 | 1989 | 221,874 | 97.8 | % | — | Office Depot, HomeGoods, Marshalls, Michaels, Hancock Fabrics, Ross Dress for Less | ||||||
Cambridge Square Shopping Ctr | 1996 | 1979 | 71,475 | 100.0 | % | Kroger | — | ||||||
Chapel Hill (3) | 2005 | 2005 | 55,400 | 0.0 | % | — | Kohl’s (4) | ||||||
Cobb Center (5) | 2004 | 1996 | 69,547 | 100.0 | % | Publix | Rich’s Department Store (4) | ||||||
Coweta Crossing (5) | 2004 | 1994 | 68,489 | 98.1 | % | Publix | — | ||||||
Cromwell Square | 1997 | 1990 | 70,283 | 96.4 | % | — | CVS, Hancock Fabrics, Haverty’s-Antiques & Interiors of Sandy Springs | ||||||
Delk Spectrum | 1998 | 1991 | 100,539 | 100.0 | % | Publix | — | ||||||
Dunwoody Hall | 1997 | 1986 | 89,351 | 100.0 | % | Publix | Eckerd | ||||||
Dunwoody Village | 1997 | 1975 | 120,598 | 96.7 | % | Fresh Market | Walgreens, Dunwoody Prep | ||||||
Howell Mill Village (5) | 2004 | 1984 | 97,990 | 96.0 | % | Save Rite Grocery Store | Eckerd | ||||||
Killian Hill Center (5) | 2000 | 2000 | 113,216 | 97.5 | % | Publix | — | ||||||
Lindbergh Crossing (5) | 2004 | 1998 | 27,059 | 100.0 | % | — | CVS | ||||||
Loehmanns Plaza Georgia | 1997 | 1986 | 137,601 | 94.2 | % | — | Loehmann’s, Dance 101 | ||||||
Northlake Promenade (5) | 2004 | 1986 | 25,394 | 84.6 | % | — | — | ||||||
Orchard Square (5) | 1995 | 1987 | 93,222 | 98.3 | % | Publix | Harbor Freight Tools, Remax Elite | ||||||
Paces Ferry Plaza | 1997 | 1987 | 61,696 | 93.5 | % | — | Harry Norman Realtors | ||||||
Peachtree Parkway Plaza (5) | 2004 | 2001 | 95,509 | 92.6 | % | — | Goodwill | ||||||
Powers Ferry Kroger (5) | 2004 | 1983 | 45,528 | 100.0 | % | Kroger | — | ||||||
Powers Ferry Square | 1997 | 1987 | 97,708 | 100.0 | % | — | CVS, Pearl Arts & Crafts | ||||||
Powers Ferry Village | 1997 | 1994 | 78,996 | 99.9 | % | Publix | CVS, Mardi Gras | ||||||
Rivermont Station | 1997 | 1996 | 90,267 | 100.0 | % | Kroger | — | ||||||
Rose Creek (5) | 2004 | 1993 | 69,790 | 96.7 | % | Publix | — | ||||||
Roswell Crossing (5) | 2004 | 1999 | 201,979 | 95.4 | % | — | PetsMart, Office Max, Pike Nursery, Party City, Walgreens, LA Fitness | ||||||
Russell Ridge | 1994 | 1995 | 98,559 | 96.6 | % | Kroger | — | ||||||
Thomas Crossroads (5) | 2004 | 1995 | 84,928 | 100.0 | % | Kroger | — | ||||||
Trowbridge Crossing (5) | 2004 | 1998 | 62,558 | 100.0 | % | Publix | — | ||||||
Woodstock Crossing (5) | 2004 | 1994 | 66,122 | 100.0 | % | Kroger | — | ||||||
Subtotal/Weighted Average (GA) | 2,850,662 | 95.4 | % | ||||||||||
COLORADO | |||||||||||||
Colorado Springs | |||||||||||||
Cheyenne Meadows (5) | 1998 | 1998 | 89,893 | 100.0 | % | King Soopers | — | ||||||
Falcon Marketplace (3) | 2005 | 2005 | 20,840 | 0.0 | % | Wal-Mart (4) | — | ||||||
Monument Jackson Creek | 1998 | 1999 | 85,263 | 100.0 | % | King Soopers | — | ||||||
Woodmen Plaza | 1998 | 1998 | 116,233 | 90.8 | % | King Soopers | — |
Property Name | Year Acquired | Year Constructed (1) | Gross Leaseable Area (GLA) | Percent Leased (2) | Grocery Anchor | Drug Store & Other Anchors > | |||||||
COLORADO (continued) | |||||||||||||
Denver | |||||||||||||
Applewood Shopping Center (5) | 2005 | 1956 | 375,622 | 96.7 | % | King Soopers | Applejack Liquors, Petsmart, Wells Fargo Bank, Wal-Mart | ||||||
Arapahoe Village (5) | 2005 | 1957 | 159,237 | 97.8 | % | Safeway | Jo-Ann Fabrics, Petco, Pier 1 Imports | ||||||
Belleview Square | 2004 | 1978 | 117,085 | 100.0 | % | King Soopers | — | ||||||
Boulevard Center | 1999 | 1986 | 88,512 | 94.8 | % | Safeway (4) | One Hour Optical | ||||||
Buckley Square | 1999 | 1978 | 111,146 | 97.7 | % | King Soopers | True Value Hardware | ||||||
Centerplace of Greeley (5) | 2002 | 2003 | 148,575 | 97.0 | % | Safeway | Target (4), Ross Dress For Less, Famous Footwear | ||||||
Cherrywood Square (5) | 2005 | 1978 | 86,161 | 94.5 | % | King Soopers | — | ||||||
Crossroads Commons (5) | 2001 | 1986 | 144,288 | 91.8 | % | Whole Foods | Barnes & Noble, Mann Theatres, Bicycle Village | ||||||
Fort Collins Center (3) | 2005 | 2005 | 99,359 | 0.0 | % | — | JC Penney | ||||||
Hilltop Village (5) | 2002 | 2003 | 100,028 | 93.2 | % | King Soopers | — | ||||||
Leetsdale Marketplace | 1999 | 1993 | 119,916 | 92.7 | % | Safeway | — | ||||||
Littleton Square | 1999 | 1997 | 94,257 | 100.0 | % | King Soopers | Walgreens | ||||||
Lloyd King Center | 1998 | 1998 | 83,326 | 100.0 | % | King Soopers | — | ||||||
Longmont Center (3) | 2005 | 2005 | 97,900 | 0.0 | % | — | JC Penney | ||||||
Loveland Shopping Center (3) | 2005 | 2005 | 97,930 | 0.0 | % | — | Murdoch’s Ranch | ||||||
New Windsor Marketplace | 2002 | 2003 | 95,877 | 92.7 | % | King Soopers | — | ||||||
Ralston Square Shopping Center (5) | 2005 | 1977 | 82,750 | 100.0 | % | King Soopers | — | ||||||
Stroh Ranch | 1998 | 1998 | 93,436 | 98.5 | % | King Soopers | — | ||||||
Subtotal/Weighted Average (CO) | 2,507,634 | 84.3 | % | ||||||||||
MARYLAND | |||||||||||||
Baltimore | |||||||||||||
Elkridge Corners (5) | 2005 | 1990 | 73,529 | 100.0 | % | Super Fresh | Rite Aid | ||||||
Festival at Woodholme (5) | 2005 | 1986 | 81,027 | 93.3 | % | Trader Joe’s | — | ||||||
Lee Airport (3) | 2005 | 2005 | 121,050 | 49.6 | % | Giant Food | — | ||||||
Northway Shopping Center (5) | 2005 | 1987 | 98,016 | 96.5 | % | Shoppers Food Warehouse | Goodwill Industries | ||||||
Parkville Shopping Center (5) | 2005 | 1961 | 162,434 | 99.6 | % | Super Fresh | Rite Aid, Parkville Lanes, Castlewood Realty | ||||||
Southside Marketplace (5) | 2005 | 1990 | 125,147 | 100.0 | % | Shoppers Food Warehouse | Rite Aid | ||||||
Valley Centre (5) | 2005 | 1987 | 247,312 | 96.4 | % | — | TJ Maxx, Sony Theatres, Ross Dress for Less, Homegoods, Staples, Annie Sez | ||||||
Other Maryland | |||||||||||||
Bowie Plaza (5) | 2005 | 1966 | 104,037 | 99.2 | % | Giant Food | CVS | ||||||
Clinton Park (5) | 2003 | 2003 | 206,050 | 97.6 | % | Giant Food | Sears, GCO Carpet Outlet, Toys “R” Us (4) | ||||||
Clinton Square (5) | 2005 | 1979 | 18,961 | 78.6 | % | — | — | ||||||
Cloppers Mill Village (5) | 2005 | 1995 | 137,035 | 100.0 | % | Shoppers Food Warehouse | CVS | ||||||
Firstfield Shopping Center (5) | 2005 | 1978 | 22,328 | 100.0 | % | — | — | ||||||
Goshen Plaza (5) | 2005 | 1987 | 45,654 | 100.0 | % | — | CVS | ||||||
King Farm Apartments (5) | 2004 | 2001 | 64,775 | 77.3 | % | — | — | ||||||
King Farm Village Center (5) | 2004 | 2001 | 120,326 | 96.7 | % | Safeway | — | ||||||
Mitchellville Plaza (5) | 2005 | 1991 | 156,124 | 95.8 | % | Food Lion | — | ||||||
Penn Station Shopping Center (5) | 2005 | 1989 | 244,815 | 93.3 | % | Safeway (4), Save-a-Lot | Citi Trends, Factory Card Outlet, New Horizons Child Development Center, National Wholesale Liquidators | ||||||
Rosecroft Shopping Center (5) | 2005 | 1963 | 119,010 | 82.0 | % | Food Lion (6) | Day Care Center, Elite Restaurant | ||||||
Takoma Park (5) | 2005 | 1960 | 108,168 | 98.4 | % | Shoppers Food Warehouse | — | ||||||
Watkins Park Plaza (5) | 2005 | 1985 | 113,443 | 100.0 | % | Safeway | CVS | ||||||
Woodmoor Shopping Center (5) | 2005 | 1954 | 66,542 | 95.7 | % | — | CVS | ||||||
Subtotal/Weighted Average (MD) | 2,435,783 | 93.6 | % | ||||||||||
Property Name | Year Acquired | Year Constructed (1) | Gross Leaseable Area (GLA) | Percent Leased (2) | Grocery Anchor | Drug Store & Other Anchors > | |||||||
ILLINOIS | |||||||||||||
Chicago | |||||||||||||
Baker Hill Center (5) | 2004 | 1998 | 135,285 | 97.1 | % | Dominick’s | — | ||||||
Brentwood Commons (5) | 2005 | 1962 | 125,585 | 88.8 | % | Dominick’s | Dollar Tree | ||||||
Civic Center Plaza (5) | 2005 | 1989 | 265,024 | 96.5 | % | Dominick’s (6) | Petsmart, Murray’s Discount Auto, Home Depot | ||||||
Deer Grove Center (5) | 2004 | 1996 | 214,168 | 98.7 | % | Dominick’s | Target (4), Linen’s-N-Things, Michaels, Petco, Factory Card Outlet, Dress Barn | ||||||
Deer Grove Phase II (3) (5) | 2004 | 2004 | 25,188 | 80.9 | % | — | Staples | ||||||
Frankfort Crossing Shpg Ctr | 2003 | 1992 | 114,534 | 96.4 | % | Jewel / OSCO | Ace Hardware | ||||||
Geneva Crossing (5) | 2004 | 1997 | 123,182 | 100.0 | % | Dominick’s | John’s Christian Stores | ||||||
Heritage Plaza—Chicago (5) | 2005 | 2005 | 128,871 | 97.5 | % | Jewel / OSCO | Ace Hardware | ||||||
Heritage Plaza Phase II (3) (5) | 2005 | 2005 | 9,920 | 0.0 | % | — | — | ||||||
Hinsdale | 1998 | 1986 | 178,975 | 100.0 | % | Dominick’s | Ace Hardware, Murray’s Party Time Supplies | ||||||
Mallard Creek Shopping Center (5) | 2005 | 1987 | 143,576 | 96.9 | % | Dominick’s | — | ||||||
McHenry Commons Shopping Center (5) | 2005 | 1988 | 100,526 | 94.1 | % | Dominick’s | — | ||||||
Riverside Sq & River’s Edge (5) | 2005 | 1986 | 169,436 | 99.3 | % | Dominick’s | Ace Hardware, Party City | ||||||
Riverview Plaza (5) | 2005 | 1981 | 139,256 | 100.0 | % | Dominick’s | Walgreens, Toys “R” Us | ||||||
Shorewood Crossing (5) | 2004 | 2001 | 87,705 | 100.0 | % | Dominick’s | — | ||||||
Stearns Crossing (5) | 2004 | 1999 | 96,613 | 95.7 | % | Dominick’s | — | ||||||
Stonebrook Plaza Shopping Center (5) | 2005 | 1984 | 95,825 | 100.0 | % | Dominick’s | — | ||||||
The Oaks Shopping Center (5) | 2005 | 1983 | 135,007 | 87.2 | % | Dominick’s | — | ||||||
Westbrook Commons | 2001 | 1984 | 121,502 | 88.4 | % | Dominick’s | — | ||||||
Subtotal/Weighted Average (IL) | 2,410,178 | 95.9 | % | ||||||||||
NORTH CAROLINA | |||||||||||||
Charlotte | |||||||||||||
Carmel Commons | 1997 | 1979 | 132,651 | 91.4 | % | Fresh Market | Chuck E. Cheese, Party City, Eckerd | ||||||
Jetton Village (5) | 2005 | 1998 | 70,097 | 84.9 | % | Harris Teeter | — | ||||||
Union Square Shopping Center | 1996 | 1989 | 97,191 | 91.3 | % | Harris Teeter | Walgreens (4), Consolidated Theaters | ||||||
Greensboro | |||||||||||||
Kernersville Plaza | 1998 | 1997 | 72,590 | 100.0 | % | Harris Teeter | — | ||||||
Raleigh / Durham | |||||||||||||
Bent Tree Plaza (5) | 1998 | 1994 | 79,503 | 98.5 | % | Kroger | — | ||||||
Cameron Village (5) | 2004 | 1949 | 635,918 | 89.8 | % | Harris Teeter, Fresh Market | Eckerd, Talbots, Wake County Public Library, Great Outdoor Provision Co., Blockbuster Video, York Properties, Carolina Antique Mall, The Junior League of Raleigh, K&W Cafeteria, Johnson-Lambe Sporting Goods, Home Economics, Pier 1 Imports | ||||||
Fuquay Crossing (5) | 2004 | 2002 | 124,774 | 98.7 | % | Kroger | Gold’s Gym, Dollar Tree | ||||||
Garner | 1998 | 1998 | 221,776 | 98.9 | % | Kroger | Office Max, Petsmart, Shoe Carnival, Target (4), United Artist Theater, Home Depot (4) | ||||||
Glenwood Village | 1997 | 1983 | 42,864 | 96.1 | % | Harris Teeter | — | ||||||
Greystone Village (5) | 2004 | 1986 | 85,665 | 100.0 | % | Food Lion | Eckerd | ||||||
Lake Pine Plaza | 1998 | 1997 | 87,691 | 95.2 | % | Kroger | — | ||||||
Maynard Crossing | 1998 | 1997 | 122,782 | 97.6 | % | Kroger | — | ||||||
Shoppes of Kildaire (5) | 2005 | 1986 | 148,204 | 57.0 | % | — | Athletic Clubs Inc, Home Comfort Furniture | ||||||
Southpoint Crossing | 1998 | 1998 | 103,128 | 98.6 | % | Kroger | — | ||||||
Woodcroft Shopping Center | 1996 | 1984 | 89,833 | 100.0 | % | Food Lion | True Value Hardware | ||||||
Subtotal/Weighted Average (NC) | 2,114,667 | 91.7 | % | ||||||||||
OHIO | |||||||||||||
Cincinnati | |||||||||||||
Beckett Commons | 1998 | 1995 | 121,498 | 100.0 | % | Kroger | Stein Mart | ||||||
Cherry Grove | 1998 | 1997 | 195,497 | 89.8 | % | Kroger | Hancock Fabrics, Shoe Carnival, TJ Maxx | ||||||
Hyde Park | 1997 | 1995 | 397,893 | 97.4 | % | Kroger, Biggs | Walgreens, Jo-Ann Fabrics, Famous Footwear, Michaels, Staples | ||||||
Indian Springs Market Center (3) | 2005 | 2005 | 52,606 | 100.0 | % | — | Kohl’s, Office Depot | ||||||
Regency Commons (3) | 2004 | 2004 | 30,770 | 49.7 | % | — | — | ||||||
Regency Milford Center (5) | 2001 | 2001 | 108,923 | 97.6 | % | Kroger | CVS (4) | ||||||
Shoppes at Mason | 1998 | 1997 | 80,800 | 100.0 | % | Kroger | — | ||||||
Westchester Plaza | 1998 | 1988 | 88,182 | 98.4 | % | Kroger | — |
Property Name | Year Acquired | Year Constructed (1) | Gross Leaseable Area (GLA) | Percent Leased (2) | Grocery Anchor | Drug Store & Other Anchors > | |||||||
OHIO (continued) | |||||||||||||
Columbus | |||||||||||||
East Pointe | 1998 | 1993 | 86,503 | 100.0 | % | Kroger | — | ||||||
Kingsdale Shopping Center | 1997 | 1999 | 266,878 | 47.7 | % | Giant Eagle | — | ||||||
Kroger New Albany Center | 1999 | 1999 | 91,722 | 99.3 | % | Kroger | — | ||||||
Maxtown Road (Northgate) | 1998 | 1996 | 85,100 | 100.0 | % | Kroger | Home Depo (4) | ||||||
Park Place Shopping Center | 1998 | 1988 | 106,834 | 60.7 | % | — | Big Lots | ||||||
Windmiller Plaza Phase I | 1998 | 1997 | 120,362 | 96.5 | % | Kroger | Sears Orchard | ||||||
Worthington Park Centre | 1998 | 1991 | 93,095 | 92.7 | % | Kroger | Dollar Tree | ||||||
Other Ohio | |||||||||||||
Wadsworth Crossing (3) | 2005 | 2005 | 118,597 | 0.0 | % | — | Bed, Bath & Beyond, TJ Maxx, Staples, Petco, Kohl’s (4), Lowe’s (4), Target (4) | ||||||
Subtotal/Weighted Average (OH) | 2,045,260 | 82.3 | % | ||||||||||
PENNSYLVANIA | |||||||||||||
Allentown / Bethlehem | |||||||||||||
Allen Street Shopping Center (5) | 2005 | 1958 | 46,420 | 100.0 | % | Ahart Market | Eckerd | ||||||
Stefko Boulevard Shopping Center (5) | 2005 | 1976 | 133,824 | 94.1 | % | Valley Farm Market | — | ||||||
Harrisburg | |||||||||||||
Colonial Sq/ PA (5) | 2005 | 1955 | 28,640 | 73.0 | % | — | Minnich’s Pharmacy | ||||||
Silver Spring Square (3) | 2005 | 2005 | 347,713 | 0.0 | % | Wegmans | Target (4) | ||||||
Philadelphia | |||||||||||||
City Avenue Shopping Center (5) | 2005 | 1960 | 154,533 | 96.1 | % | — | Ross Dress for Less, TJ Maxx, Sears | ||||||
Gateway Shopping Center | 2004 | 1960 | 219,697 | 93.8 | % | Trader Joe’s | Gateway Pharmacy, Staples, TJ Maxx, Famous Footwear, JoAnn Fabrics | ||||||
Mayfair Shopping Center (5) | 2005 | 1988 | 112,276 | 97.5 | % | Shop ‘N Bag | Eckerd, Dollar Tree | ||||||
Mercer Square Shopping Center (5) | 2005 | 1988 | 91,400 | 100.0 | % | Genuardi’s | — | ||||||
Newtown Square Shopping Center (5) | 2005 | 1970 | 146,893 | 95.0 | % | Acme Markets | Eckerd | ||||||
Towamencin Village Square (5) | 2005 | 1990 | 122,916 | 100.0 | % | Genuardi’s | Eckerd, Sears, Dollar Tree | ||||||
Warwick Square Shopping (5) | 2005 | 1999 | 93,269 | 96.1 | % | Genuardi’s | — | ||||||
Other Pennsylvania | |||||||||||||
Kenhorst Plaza (5) | 2005 | 1990 | 161,424 | 91.4 | % | Redner’s Market | Rite Aid, Sears, US Post Office | ||||||
Hershey | 2000 | 2000 | 6,000 | 100.0 | % | — | — | ||||||
Subtotal/Weighted Average (PA) | 1,665,005 | 75.3 | % | ||||||||||
WASHINGTON | |||||||||||||
Portland | |||||||||||||
Orchard Market Center | 2002 | 2004 | 51,959 | 100.0 | % | — | Jo-Ann Fabrics, Petco | ||||||
Orchards Phase II (3) | 2005 | 2005 | 91,333 | 22.9 | % | — | Wallace Theaters, Office Depot | ||||||
Seattle | |||||||||||||
Aurora Marketplace (5) | 2005 | 1991 | 106,921 | 100.0 | % | Safeway | TJ Maxx | ||||||
Cascade Plaza (5) | 1999 | 1999 | 211,072 | 99.4 | % | Safeway | Bally Total Fitness, Fashion Bug, Jo-Ann Fabrics, Long’s Drug, Ross Dress For Less | ||||||
Eastgate Plaza (5) | 2005 | 1956 | 78,230 | 100.0 | % | Albertson’s | Rite Aid | ||||||
Inglewood Plaza | 1999 | 1985 | 17,253 | 100.0 | % | — | — | ||||||
James Center (5) | 1999 | 1999 | 140,240 | 93.6 | % | Fred Myer | Rite Aid | ||||||
Overlake Fashion Plaza (5) | 2005 | 1987 | 80,555 | 100.0 | % | — | Marshalls, Sears (4) | ||||||
Pine Lake Village | 1999 | 1989 | 102,953 | 100.0 | % | Quality Foods | Rite Aid | ||||||
Sammamish Highland | 1999 | 1992 | 101,289 | 96.1 | % | Safeway (4) | Bartell Drugs, Ace Hardware | ||||||
South Point Plaza | 1999 | 1997 | 190,378 | 100.0 | % | Cost Cutters Grocery | Rite Aid, Office Depot, Pacific Fabrics, Pep Boys | ||||||
Southcenter | 1999 | 1990 | 58,282 | 100.0 | % | — | Target (4) | ||||||
Thomas Lake | 1999 | 1998 | 103,872 | 98.8 | % | Albertson’s | Rite Aid | ||||||
Subtotal/Weighted Average (WA) | 1,334,337 | 93.6 | % | ||||||||||
Property Name | Year Acquired | Year Constructed (1) | Gross Leaseable Area (GLA) | Percent Leased (2) | Grocery Anchor | Drug Store & Other Anchors > | |||||||
OREGON | |||||||||||||
Portland | |||||||||||||
Cherry Park Market (5) | 1999 | 1997 | 113,518 | 91.9 | % | Safeway | — | ||||||
Greenway Town Center (5) | 2005 | 1979 | 93,101 | 100.0 | % | Unified Western Grocers | Rite Aid, Dollar Tree | ||||||
Hillsboro Market Center (5) | 2000 | 2000 | 148,051 | 98.1 | % | Albertson’s | Petsmart, Marshalls | ||||||
Murrayhill Marketplace | 1999 | 1988 | 149,215 | 95.2 | % | Safeway | Segal’s Baby News | ||||||
Sherwood Crossroads | 1999 | 1999 | 84,267 | 97.3 | % | Safeway | — | ||||||
Sherwood Market Center | 1999 | 1995 | 124,257 | 97.1 | % | Albertson’s | — | ||||||
Sunnyside 205 | 1999 | 1988 | 52,710 | 100.0 | % | — | — | ||||||
Walker Center | 1999 | 1987 | 89,610 | 100.0 | % | — | Sportmart | ||||||
Subtotal/Weighted Average (OR) | 854,729 | 97.1 | % | ||||||||||
DELAWARE | |||||||||||||
Dover | |||||||||||||
White Oak—Dover, DE | 2000 | 2000 | 10,908 | 100.0 | % | — | Eckerd | ||||||
Wilmington | |||||||||||||
First State Plaza (5) | 2005 | 1988 | 164,576 | 87.2 | % | Shop Rite | Cinemark | ||||||
Newark Shopping Center (5) | 2005 | 1987 | 183,017 | 82.0 | % | — | Blue Hen Lanes, Cinema Center, Dollar Express, La Tolteca Restaurant, Goodwill Industries | ||||||
Pike Creek | 1998 | 1981 | 229,510 | 97.7 | % | Acme Markets | K-Mart, Eckerd | ||||||
Shoppes of Graylyn (5) | 2005 | 1971 | 66,676 | 93.7 | % | — | Rite Aid | ||||||
Subtotal/Weighted Average (DE) | 654,687 | 90.3 | % | ||||||||||
TENNEESSEE | |||||||||||||
Nashville | |||||||||||||
Harding Mall | 2004 | 2004 | 205,051 | 97.6 | % | — | Wal-Mart | ||||||
Harpeth Village Fieldstone | 1997 | 1998 | 70,091 | 100.0 | % | Publix | — | ||||||
Nashboro | 1998 | 1998 | 86,811 | 94.9 | % | Kroger | Walgreens (4) | ||||||
Northlake Village I & II | 2000 | 1988 | 141,685 | 95.0 | % | Kroger | CVS, Petco | ||||||
Peartree Village | 1997 | 1997 | 109,904 | 100.0 | % | Harris Teeter | Eckerd, Office Max | ||||||
Other Tenneessee | |||||||||||||
Dickson Tn | 1998 | 1998 | 10,908 | 100.0 | % | — | Eckerd | ||||||
Subtotal/Weighted Average (TN) | 624,450 | 97.4 | % | ||||||||||
SOUTH CAROLINA | |||||||||||||
Charleston | |||||||||||||
Merchants Village (5) | 1997 | 1997 | 79,724 | 100.0 | % | Publix | — | ||||||
Queensborough (5) | 1998 | 1993 | 82,333 | 100.0 | % | Publix | — | ||||||
Columbia | |||||||||||||
Murray Landing | 2002 | 2003 | 64,359 | 95.6 | % | Publix | — | ||||||
North Pointe (5) | 2004 | 1996 | 64,257 | 100.0 | % | Publix | — | ||||||
Rosewood Shopping Center (5) | 2001 | 2001 | 36,887 | 94.3 | % | Publix | — | ||||||
Greenville | |||||||||||||
Fairview Market (5) | 2004 | 1998 | 53,888 | 90.8 | % | Publix | — | ||||||
Pelham Commons | 2002 | 2003 | 76,541 | 87.4 | % | Publix | — | ||||||
Poplar Springs (5) | 2004 | 1995 | 64,038 | 98.2 | % | Publix | — | ||||||
Subtotal/Weighted Average (SC) | 522,027 | 96.0 | % | ||||||||||
Property Name | Year Acquired | Year Constructed (1) | Gross Leaseable Area (GLA) | Percent Leased (2) | Grocery Anchor | Drug Store & Other Anchors > | |||||||
ARIZONA | |||||||||||||
Phoenix | |||||||||||||
Anthem Marketplace | 2003 | 2000 | 113,292 | 100.0 | % | Safeway | — | ||||||
Palm Valley Marketplace (5) | 2001 | 1999 | 107,647 | 100.0 | % | Safeway | — | ||||||
Pima Crossing | 1999 | 1996 | 239,438 | 100.0 | % | — | Bally Total Fitness, Chez Antiques, E & J Designer Shoe Outlet, Paddock Pools Store, Pier 1 Imports, Stein Mart | ||||||
The Shops | 2003 | 2000 | 35,710 | 92.1 | % | — | Ace Hardware | ||||||
Subtotal/Weighted Average (AZ) | 496,087 | 99.4 | % | ||||||||||
WISCONSIN | |||||||||||||
Cudahy Center Shopping Center (5) | 2005 | 1972 | 103,254 | 82.7 | % | Pick ‘N’ Save | Walgreens | ||||||
Whitnall Square Shopping Center (5) | 2005 | 1989 | 133,301 | 98.8 | % | Pick ‘N’ Save | Harbor Freight Tools, Dollar Tree | ||||||
Racine Centre Shopping Center (5) | 2005 | 1988 | 135,827 | 99.1 | % | Piggly Wiggly | Office Depot, Factory Card Outlet, Dollar Tree | ||||||
Subtotal/Weighted Average (WI) | 372,382 | 94.4 | % | ||||||||||
KENTUCKY | |||||||||||||
Silverlake (5) | 1998 | 1988 | 99,352 | 95.3 | % | Kroger | — | ||||||
Franklin Square (5) | 1998 | 1988 | 203,318 | 94.4 | % | Kroger | Rite Aid, Chakeres Theatre, JC Penney, Office Depot | ||||||
Subtotal/Weighted Average (KY) | 302,670 | 94.7 | % | ||||||||||
MINNESOTA | |||||||||||||
Colonial Square (5) | 2005 | 1959 | 93,200 | 100.0 | % | Lund’s | — | ||||||
Rockford Road Plaza (5) | 2005 | 1991 | 205,897 | 96.0 | % | Rainbow Foods | Petsmart, Homegoods, TJ Maxx | ||||||
Subtotal/Weighted Average (MN) | 299,097 | 97.3 | % | ||||||||||
MICHIGAN | |||||||||||||
Independence Square | 2003 | 2004 | 89,083 | 95.1 | % | Kroger | — | ||||||
Waterford Towne Center | 1998 | 1998 | 96,101 | 92.9 | % | Kroger | — | ||||||
Fenton Marketplace | 1999 | 1999 | 97,224 | 98.6 | % | Farmer Jack | Michaels | ||||||
Subtotal/Weighted Average (MI) | 282,408 | 95.5 | % | ||||||||||
ALABAMA | |||||||||||||
Southgate Village Shopping Ctr (5) | 2001 | 1988 | 75,092 | 100.0 | % | Publix | Pet Supplies Plus | ||||||
Trace Crossing | 2001 | 2002 | 74,131 | 96.8 | % | Publix | — | ||||||
Valleydale Village Shop Center (5) | 2002 | 2003 | 118,466 | 67.7 | % | Publix | — | ||||||
Subtotal/Weighted Average (AL) | 267,689 | 84.8 | % | ||||||||||
Property Name | Year Acquired | Year Constructed (1) | Gross Leaseable Area (GLA) | Percent Leased (2) | Grocery Anchor | Drug Store & Other Anchors > | |||||||
INDIANA | |||||||||||||
Greenwood Springs (3) | 2004 | 2004 | 90,735 | 72.2 | % | Wal-Mart (4) | Gander Mountain | ||||||
Willow Lake Shopping Center (5) | 2005 | 1987 | 85,923 | 91.4 | % | Kroger (4) | Factory Card Outlet | ||||||
Willow Lake West Shopping Center (5) | 2005 | 2001 | 52,961 | 93.6 | % | Trader Joe’s | — | ||||||
Subtotal/Weighted Average (IN) | 229,619 | 84.3 | % | ||||||||||
CONNECTICUT | |||||||||||||
Corbin’s Corner (5) | 2005 | 1962 | 167,230 | 100.0 | % | Trader Joe’s | Toys “R” Us, Best Buy, Old Navy, Office Depot, Pier 1 Imports | ||||||
Subtotal/Weighted Average (CT) | 167,230 | 100.0 | % | ||||||||||
NEW JERSEY | |||||||||||||
Plaza Square (5) | 2005 | 1990 | 103,842 | 100.0 | % | Shop Rite | — | ||||||
Haddon Commons (5) | 2005 | 1985 | 52,640 | 93.4 | % | Acme Markets | CVS | ||||||
Subtotal/Weighted Average (NJ) | 156,482 | 97.8 | % | ||||||||||
NEW HAMPSHIRE | |||||||||||||
Amherst Street Village Center (3) | 2004 | 2004 | 33,481 | 65.5 | % | — | Petsmart, Walgreens | ||||||
Merrimack Shopping Center (3) | 2004 | 2004 | 79,271 | 68.7 | % | Shaw’s | — | ||||||
Subtotal/Weighted Average (NH) | 112,752 | 67.8 | % | ||||||||||
NEVADA | |||||||||||||
Athem Highland Shopping Center (3) | 2004 | 2004 | 93,516 | 73.6 | % | Albertson’s | Sav-On Drugs | ||||||
— | |||||||||||||
Subtotal/Weighted Average (NV) | 93,516 | 73.6 | % | ||||||||||
DISTRICT OF COLUMBIA | |||||||||||||
Spring Valley Shopping Center (5) | 2005 | 1930 | 16,834 | 100.0 | % | — | CVS | ||||||
Subtotal/Weighted Average (DC) | 16,834 | 100.0 | % | ||||||||||
Total Weighted Average | 46,243,139 | 91.3 | % | ||||||||||
Property Name | Year Acquired | Year Con- structed (1) | Gross Leasable Area (GLA) | Percent Leased (2) | Grocery Anchor | Drug Store & Other Anchors > 10,000 Sq Ft | |||||||
CALIFORNIA | |||||||||||||
Los Angeles/ Southern CA | |||||||||||||
4S Commons Town Center | 2004 | 2004 | 240,239 | 93.7 | % | Ralphs | Metropolis Funiture, Griffin Ace Hardware, Jimbo’s…Naturally!, Sav-On Drugs, Cost Plus, Bed Bath & Beyond, LA Fitness | ||||||
Amerige Heights Town Center (4) | 2000 | 2000 | 96,679 | 97.9 | % | Albertsons | (Target) | ||||||
Bear Creek Phase II (3) | 2005 | 2005 | 23,001 | 80.3 | % | — | — | ||||||
Bear Creek Village Center (4) | 2003 | 2004 | 75,220 | 96.1 | % | Stater Bros. | — | ||||||
Brea Marketplace (4) | 2005 | 1987 | 298,311 | 69.7 | % | — | 24 Hour Fitness, Circuit City, Big 5 Sporting Goods, Toys “R” Us, Beverages & More, Childtime Childcare, Crown Books Liquidation Center | ||||||
Campus Marketplace (4) | 2000 | 2000 | 144,289 | 99.2 | % | Ralphs | Long’s Drug, Discovery Isle Child Development Center | ||||||
Costa Verde | 1999 | 1988 | 178,623 | 100.0 | % | Albertsons | Bookstar, The Boxing Club | ||||||
El Camino | 1999 | 1995 | 135,728 | 100.0 | % | Von’s Food & Drug | Sav-On Drugs | ||||||
El Norte Pkwy Plaza | 1999 | 1984 | 90,679 | 98.3 | % | Von’s Food & Drug | Long’s Drug | ||||||
Falcon Ridge Town Center (4) | 2003 | 2004 | 232,754 | 100.0 | % | Stater Bros. | (Target), Sports Authority, Ross Dress for Less, Linen’s-N-Things, Michaels, Pier 1 Imports | ||||||
Falcon Ridge Town Center Phase II | 2005 | 2005 | 66,864 | 100.0 | % | — | 24 Hour Fitness, Sav On | ||||||
Five Points Shopping Center (4) | 2005 | 1960 | 144,553 | 100.0 | % | Albertsons | Long’s Drug, Ross Dress for Less, Big 5 Sporting Goods | ||||||
French Valley | 2004 | 2004 | 99,020 | 98.5 | % | Stater Bros. | — | ||||||
Friars Mission | 1999 | 1989 | 146,898 | 99.0 | % | Ralphs | Long’s Drug | ||||||
Garden Village Shopping Center (4) | 2000 | 2000 | 112,767 | 100.0 | % | Albertsons | Rite Aid | ||||||
Gelson’s Westlake Market Plaza | 2002 | 2002 | 84,975 | 97.6 | % | Gelson’s Markets | John of Italy Salon & Spa | ||||||
Golden Hills Promenade (3) | 2006 | 2006 | 291,732 | 58.0 | % | — | Lowe’s | ||||||
Granada Village (4) | 2005 | 1965 | 224,649 | 95.0 | % | Ralphs | Rite Aid, TJ Maxx, Stein Mart | ||||||
Hasley Canyon Village | 2003 | 2003 | 65,801 | 100.0 | % | Ralphs | — | ||||||
Heritage Plaza | 1999 | 1981 | 231,582 | 99.9 | % | Ralphs | Sav-On Drugs, Hands On Bicycles, Inc., Total Woman, Irvine Ace Hardware | ||||||
Indio-Jackson (3) | 2006 | 2006 | 295,194 | 1.7 | % | — | — | ||||||
Laguna Niguel Plaza (4) | 2005 | 1985 | 41,943 | 93.7 | % | (Albertsons) | Sav-On Drugs | ||||||
Morningside Plaza | 1999 | 1996 | 91,336 | 98.2 | % | Stater Bros. | — | ||||||
Navajo Shopping Center (4) | 2005 | 1964 | 102,138 | 100.0 | % | Albertsons | Rite Aid, Kragen Auto Parts | ||||||
Newland Center | 1999 | 1985 | 149,174 | 100.0 | % | Albertsons | — | ||||||
Oakbrook Plaza | 1999 | 1982 | 83,279 | 100.0 | % | Albertsons | (Long’s Drug) | ||||||
Park Plaza Shopping Center (4) | 2001 | 1991 | 197,166 | 98.9 | % | Henry’s Marketplace | Sav-On Drugs, Petco, Ross Dress For Less, Office Depot | ||||||
Plaza Hermosa | 1999 | 1984 | 94,940 | 100.0 | % | Von’s Food & Drug | Sav-On Drugs | ||||||
Point Loma Plaza (4) | 2005 | 1987 | 212,796 | 94.3 | % | Von’s Food & Drug | Sport Chalet 5, 24 Hour Fitness, Jo-Ann Fabrics | ||||||
Rancho San Diego Village (4) | 2005 | 1981 | 152,896 | 90.6 | % | Von’s Food & Drug | (Long’s Drug), 24 Hour Fitness | ||||||
Rio Vista Town Center (3) | 2005 | 2005 | 88,760 | 54.3 | % | Stater Bros. | (CVS) | ||||||
Rona Plaza | 1999 | 1989 | 51,754 | 94.4 | % | Food 4 Less | — | ||||||
Santa Ana Downtown | 1999 | 1987 | 100,306 | 97.8 | % | Food 4 Less | Famsa, Inc. | ||||||
Santa Maria Commons | 2005 | 2005 | 113,514 | 85.3 | % | — | Kohl’s, Rite Aid | ||||||
Seal Beach (3)(4) | 2002 | 1966 | 102,235 | 91.5 | % | Safeway | Sav-On Drugs | ||||||
Shops of Santa Barbara | 2003 | 2004 | 51,568 | 97.3 | % | — | Circuit City | ||||||
Shops of Santa Barbara Phase II (3) | 2004 | 2004 | 69,354 | 93.7 | % | Whole Foods | — | ||||||
Soquel Canyon Crossings (3) | 2005 | 2005 | 38,926 | 90.0 | % | — | Rite Aid | ||||||
Twin Oaks Shopping Center (4) | 2005 | 1978 | 98,399 | 100.0 | % | Ralphs | Rite Aid |
Property Name Year Acquired Year Con- structed (1) Gross Leasable Area (GLA) Percent Leased (2) Grocery Anchor Drug Store & Other Anchors > 10,000 Sq Ft CALIFORNIA (continued) Los Angeles/ Southern CA Twin Peaks Valencia Crossroads Ventura Village Vine at Castaic (3) Vista Village Phase I Vista Village Phase II Vista Village IV (3) Westlake Village Plaza and Center Westridge Woodman Van Nuys San Francisco/ Northern CA Alameda Bridgeside Shopping Center (3) Applegate Ranch Shopping Center (3) Auburn Village (4) Bayhill Shopping Center (4) Blossom Valley Clayton Valley (3) Clovis Commons (3) Corral Hollow (4) Diablo Plaza El Cerrito Plaza (4) Encina Grande Folsom Prairie City Crossing Loehmanns Plaza California Mariposa Shopping Center (4) Pleasant Hill Shopping Center (4) Powell Street Plaza San Leandro Sequoia Station Silverado Plaza (4) Snell & Branham Plaza (4) Stanford Ranch Village (4) Strawflower Village Tassajara Crossing West Park Plaza Woodside Central Ygnacio Plaza (4) Subtotal/Weighted Average (CA) FLORIDA Ft. Myers / Cape Coral First Street Village (3) Grande Oak 1999 1988 198,139 100.0 % Albertsons Target 2002 2003 167,857 100.0 % Whole Foods Kohl’s 1999 1984 76,070 97.9 % Von’s Food
& Drug — 2005 2005 30,268 44.5 % — — 2002 2003 129,009 100.0 % Sprout’s
Markets Krikorian Theaters, Linen’s-N-Things, (Lowe’s) 2002 2003 55,000 100.0 % — (Staples) 2006 2006 11,000 54.5 % — — 1999 1975 190,519 100.0 % Von’s Food
& Drug (Sav-On Drugs), Long’s Drug, Total Woman 2001 2003 94,410 100.0 % Albertsons Beverages & More! 1999 1992 107,614 100.0 % Gigante — 2003 2004 105,118 81.0 % Nob Hill — 2006 2006 179,450 0.0 % (Super
Target) (Super Target), (Home Depot) 2005 1990 133,944 97.2 % Bel Air
Market Bel Air Market, Goodwill Industries, (Long’s Drug) 2005 1990 121,846 100.0 % Mollie
Stone’s
Market Long’s Drug 1999 1990 93,316 100.0 % Safeway Long’s Drug 2003 2004 275,785 62.4 % — Yardbirds Home Center, Long’s Drugs, Dollar Tree 2004 2004 182,185 76.7 % (Super Target) (Super Target), Petsmart, TJ Maxx, Office Depot 2000 2000 167,184 100.0 % Safeway Long’s Drug, Sears Orchard Supply & Hardware 1999 1982 63,265 100.0 % (Safeway) (Long’s Drug), Jo-Ann Fabrics 2000 2000 256,035 85.3 % (Lucky’s),
Trader Joe’s (Long’s Drug), Bed, Bath & Beyond, Barnes & Noble, Copelands Sports, Petco, Ross Dress For Less 1999 1965 102,499 99.1 % Safeway Walgreens 1999 1999 90,237 100.0 % Safeway — 1999 1983 113,310 96.5 % (Safeway) Long’s Drug, Loehmann’s 2005 1957 126,658 100.0 % Safeway Long’s Drug, Ross Dress for Less 2005 1970 233,679 99.2 % — Marshalls, Barnes & Noble, Toys “R” Us, Target 2001 1987 165,928 100.0 % Trader Joe’s Circuit City, Copeland Sports, Ethan Allen, Jo-Ann Fabrics, Ross Dress For Less 1999 1982 50,432 100.0 % (Safeway) (Long’s Drug) 1999 1996 103,148 100.0 % (Safeway) Long’s Drug, Barnes & Noble, Old Navy, Warehouse Music 2005 1974 84,916 99.5 % Nob Hill Long’s Drug 2005 1988 99,349 100.0 % Safeway — 2005 1991 89,875 89.3 % Bel Air
Market Plum Pharmacy 1999 1985 78,827 100.0 % Safeway (Long’s Drug) 1999 1990 146,188 100.0 % Safeway Long’s Drug, Ace Hardware 1999 1996 88,103 98.3 % Safeway Rite Aid 1999 1993 80,591 100.0 % — CEC Entertainment, Marshalls. (Target) 2005 1968 109,701 100.0 % Albertsons Rite Aid 9,521,497 88.6 % 2006 2006 91,860 42.7 % Publix — 2000 2000 78,784 98.2 % Publix —
Property Name Year Acquired Year Con- structed (1) Gross Leasable Area (GLA) Percent Leased (2) Grocery Anchor Drug Store & Other Anchors > 10,000 Sq Ft FLORIDA (continued) Jacksonville / North Florida Anastasia Plaza (4) Canopy Oak Center (3)(4) Carriage Gate Courtyard Shopping Center East San Marco—Condo (3)(4) East San Marco—Retail (3)(4) Fleming Island Hibernia Plaza (3) Highland Square (4) John’s Creek Shopping Center Julington Village (4) Millhopper Newberry Square Oakleaf Plaza (3) Ocala Corners (4) Old St Augustine Plaza Palm Harbor Shopping Village (4) Pine Tree Plaza Plantation Plaza (4) Regency Court Shoppes at Bartram Park (4) Shoppes at Bartram Park - Phase II (3)(4) Shoppes at Bartram Park - Phase III (3)(4) Shops at John’s Creek (3) Starke Vineyard Shopping Center (4) Miami / Fort Lauderdale Aventura Shopping Center Berkshire Commons Five Points Plaza (4) Garden Square Pebblebrook Plaza (4) Shoppes @ 104 (4) Welleby Tampa / Orlando Beneva Village Shops Bloomingdale East Towne Shopping Center Kings Crossing Sun City (4) Lynnhaven (4) Marketplace St Pete Merchants Crossing (4) Peachland Promenade (4) Regency Square Brandon Regency Village (4) Town Square Village Center 6 Willa Springs Shopping Center 1993 1988 102,342 100.0 % Publix — 2006 2006 90,043 60.3 % Publix — 1994 1978 76,783 100.0 % — Leon County Tax Collector, TJ Maxx 1993 1987 137,256 100.0 % (Publix) Target 2006 2006 — — — — 2006 2006 54,464 56.2 % Publix — 1998 2000 136,662 97.7 % Publix Stein Mart, (Target) 2006 2006 59,103 66.3 % Publix (Walgreens) 1998 1999 262,195 77.0 % Publix CVS, Bailey’s Powerhouse Gym, Beall’s Outlet, Big Lots 2003 2004 89,921 96.9 % Publix Walgreens 1999 1999 81,820 100.0 % Publix (CVS) 1993 1974 84,065 100.0 % Publix CVS, Jo-Ann Fabrics 1994 1986 180,524 95.8 % Publix Jo-Ann Fabrics, K-Mart 2006 2006 73,719 61.9 % Publix — 2000 2000 86,772 96.6 % Publix — 1996 1990 232,459 100.0 % Publix CVS, Burlington Coat Factory, Hobby Lobby 1996 1991 172,758 99.7 % Publix CVS, Bealls 1997 1999 63,387 100.0 % Publix — 2004 2004 77,747 100.0 % Publix — 1997 1992 218,649 97.1 % — Sports Authority, Comp USA, Office Depot, Recreational Factory Warehouse, Sofa Express 2005 2004 77,067 100.0 % Publix — 2005 2005 28,345 92.0 % — — 2005 2005 12,002 — — — 2003 2004 15,490 89.5 % — — 2000 2000 12,739 100.0 % — CVS 2001 2002 62,821 94.2 % Publix — 1994 1974 102,876 89.5 % Publix CVS 1994 1992 106,354 100.0 % Publix Walgreens 2005 2001 44,647 100.0 % Publix — 1997 1991 90,258 100.0 % Publix CVS 2000 2000 76,767 100.0 % Publix (Walgreens) 1998 1990 108,192 100.0 % Winn-Dixie Navarro Discount Pharmacies 1996 1982 109,949 95.7 % Publix Bealls 1998 1987 141,532 100.0 % Publix Walgreens, Bealls, Harbor Freight Tools 1998 1987 267,736 100.0 % Publix Ace Hardware, Bealls, Wal-Mart 2002 2003 69,841 100.0 % Publix — 1999 1999 75,020 98.4 % Publix — 2001 2001 63,871 93.4 % Publix — 1995 1983 90,296 97.0 % Publix Dollar Duck 2006 1990 213,739 94.7 % Publix Beall’s, Office Depot, Walgreens 1995 1991 82,082 100.0 % Publix — 1993 1986 349,848 97.8 % — AMC Theater, Dollar Tree, Marshalls, Michaels, S & K Famous Brands, Shoe Carnival, Staples, TJ Maxx, Petco, (Best Buy), (MacDill) 2000 2002 83,170 96.2 % Publix (Walgreens) 1997 1999 44,380 100.0 % — Petco, Pier 1 Imports 1995 1993 181,110 96.5 % Publix Walgreens, Stein Mart 2000 2000 89,930 98.9 % Publix —
Property Name Year Acquired Year Con- structed (1) Gross Leasable Area (GLA) Percent Leased (2) Grocery Anchor Drug Store & Other Anchors > 10,000 Sq Ft FLORIDA (continued) West Palm Beach / Treasure Cove Boynton Lakes Plaza Chasewood Plaza East Port Plaza Martin Downs Village Center Martin Downs Village Shoppes Shops of San Marco (4) Town Center at Martin Downs Village Commons Shopping Center (4) Wellington Town Square Subtotal/Weighted Average (FL) TEXAS Austin Hancock Market at Round Rock North Hills Dallas / Ft. Worth Bethany Park Place Cooper Street Hickory Creek Plaza (3) Highland Village (3) Hillcrest Village Keller Town Center Lebanon/Legacy Center Main Street Center (4) Market at Preston Forest Mockingbird Common Preston Park Prestonbrook Prestonwood Park Rockwall Town Center (3) Shiloh Springs Signature Plaza Trophy Club Valley Ranch Centre Houston Alden Bridge Atascocita Center Cochran’s Crossing First Colony Marketplace (4) Fort Bend Center Indian Springs Center (4) Kleinwood Center (4) Kleinwood Center II Memorial Collection Shopping Center (4) Panther Creek South Shore (3) Spring West Center (3) Sterling Ridge Sweetwater Plaza (4) Weslayan Plaza East (4) Weslayan Plaza West (4) West Village (3) Woodway Collection (4) Subtotal/Weighted Average (TX) 1997 1993 124,924 99.4 % Winn-Dixie World Gym 1993 1986 155,603 99.4 % Publix Bealls, Books-A-Million 1997 1991 235,842 61.8 % Publix Walgreens 1993 1985 121,946 95.8 % — Bealls, Coastal Care 1993 1998 48,907 93.9 % — Walgreens 2002 2002 96,408 97.1 % Publix Walgreens 1996 1996 64,546 100.0 % Publix — 2005 1986 169,053 98.3 % Publix CVS 1996 1982 107,325 98.8 % Publix CVS 6,175,929 93.1 % 1999 1998 410,438 97.9 % H.E.B. Sears, Old Navy, Petco, 24 Hour Fitness 1999 1987 123,046 93.2 % Albertsons — 1999 1995 144,019 96.9 % H.E.B. — 1998 1998 74,066 98.1 % Kroger — 1999 1992 133,196 87.5 % — (Home Depot), Office Max 2006 2006 27,786 — (Kroger) (Kroger) 2005 2005 355,906 52.8 % — AMC Theater, Barnes & Noble 1999 1991 14,530 79.6 % — — 1999 1999 114,937 96.3 % Tom Thumb — 2000 2002 56,674 100.0 % (Albertsons) — 2002 2002 42,754 87.4 % (Albertsons) — 1999 1990 91,624 96.9 % Tom Thumb Petco 1999 1987 120,321 94.3 % Tom Thumb — 1999 1985 273,396 78.1 % Tom Thumb Gap, Williams Sonoma 1998 1998 91,537 95.4 % Kroger — 1999 1999 101,167 65.3 % (Albertsons) — 2002 2004 46,409 63.2 % (Kroger) (Walgreens) 1998 1998 110,040 96.1 % Kroger — 2003 2004 32,415 79.4 % (Kroger) — 1999 1999 106,507 83.4 % Tom Thumb (Walgreens) 1999 1997 117,187 89.0 % Tom Thumb — 2002 1998 138,953 96.8 % Kroger Walgreens 2002 2003 97,240 83.5 % Kroger — 2002 1994 138,192 97.4 % Kroger CVS 2005 1993 111,675 97.3 % Randalls Food Sears 2000 2000 30,164 79.0 % (Kroger) — 2002 2003 136,625 100.0 % H.E.B. — 2002 2003 155,463 89.9 % H.E.B. (Walgreens) 2005 2005 45,001 100.0 % — LA Fitness 2005 1974 103,330 100.0 % Randalls Food Walgreens 2002 1994 165,560 100.0 % Randalls Food CVS, Sears Paint & Hardware 2005 2005 27,922 34.0 % (Kroger) — 2003 2004 144,060 79.7 % H.E.B. — 2002 2000 128,643 100.0 % Kroger CVS 2001 2000 134,045 100.0 % Kroger Walgreens 2005 1969 169,693 100.0 % — Berings, Ross Dress for Less, Michaels, Linens-N-Things, Berings Warehouse, Chuck E Cheese, Next Level 2005 1969 185,732 97.3 % Randalls Food Walgreens, Petco, Jo Ann’s 2006 2006 168,182 13.1 % — (Target) 2005 1974 111,005 98.8 % Randalls Food Eckerd 4,779,440 86.1 %
Property Name Year Acquired Year Con- structed (1) Gross Leasable Area (GLA) Percent Leased (2) Grocery Anchor Drug Store & Other Anchors > 10,000 Sq Ft VIRGINIA Richmond Gayton Crossing (4) Glen Lea Centre (4) Hanover Village (4) Laburnum Park Shopping Center (4) Village Shopping Center (4) Other Virginia 601 King Street (4) Ashburn Farm Market Center Ashburn Farm Village Center (4) Braemar Shopping Center (4) Brafferton Center (4) Centre Ridge Marketplace (4) Cheshire Station Culpeper Colonnade (3) Festival at Manchester Lakes (4) Fortuna Fox Mill Shopping Center (4) Greenbriar Town Center (4) Kamp Washington Shopping Center (4) Kings Park Shopping Center (4) Lorton Station Marketplace (4) Lorton Town Center (4) Lorton Town Center Phase II (3)(4) Market at Opitz Crossing Saratoga Shopping Center (4) Shops at County Center (3) Signal Hill Somerset Crossing (4) Town Center at Sterling Shopping Center (4) Village Center at Dulles (4) Willston Centre I (4) Willston Centre II (4) Brookville Plaza (4) Hollymead Town Center Statler Square Phase I Subtotal/Weighted Average (VA) 2005 1983 156,916 91.8 % Ukrop’s — 2005 1969 78,493 54.3 % — Eckerd 2005 1971 96,146 88.0 % — Rite Aid 2005 1977 64,992 94.1 % (Ukrop’s) Rite Aid 2005 1948 111,177 96.4 % Ukrop’s CVS 2005 1980 8,349 97.8 % — — 2000 2000 91,905 100.0 % Giant Food — 2005 1996 88,897 100.0 % Shoppers Food
Warehouse — 2004 2004 96,439 100.0 % Safeway — 2005 1997 94,731 97.9 % — Sport and Health Clubs 2005 1996 104,154 98.8 % Shoppers Food
Warehouse Sears 2000 2000 97,156 100.0 % Safeway Petco 2006 2006 97,366 42.3 % — PetSmart, Staples, (Target) 2005 1990 165,130 97.4 % Shoppers Food
Warehouse — 2004 2004 90,131 100.0 % Shoppers Food
Warehouse (Target), Rite Aid 2005 1977 103,269 100.0 % Giant Food — 2005 1972 345,935 100.0 % Giant Food CVS, HMY Roomstore, Total Beverage, Ross Dress for Less, Marshalls, Petco 2005 1960 71,825 100.0 % — Borders Books 2005 1966 74,703 100.0 % Giant Food CVS 2006 2005 132,445 100.0 % Shoppers Food
Warehouse Advanced Design Group 2006 2005 39,177 100.0 % — — 2006 2005 43,000 — — — 2003 2003 149,810 100.0 % Safeway Boat U.S., USA Discounters 2005 1977 101,587 100.0 % Giant Food — 2005 2005 109,589 68.4 % Harris Teeter — 2003 2004 95,172 96.2 % Shoppers Food
Warehouse — 2002 2002 104,128 100.0 % Shoppers Food
Warehouse — 2005 1980 190,069 100.0 % Giant Food Washington Sports Club, Party Depot 2002 1991 298,281 100.0 % Shoppers Food
Warehouse CVS, Advance Auto Parts, Chuck E. Cheese, Gold’s Gym, Petco, Staples, The Thrift Store 2005 1952 105,376 99.5 % — CVS, Balleys Health Care 2005 1986 127,449 100.0 % Safeway — 1998 1991 63,665 100.0 % Kroger — 2003 2004 153,742 96.3 % Harris Teeter (Target), Petsmart 1998 1996 133,660 91.4 % Kroger Staples 3,884,864 94.1 %
Property Name Year Acquired Year Con- structed (1) Gross Leasable Area (GLA) Percent Leased (2) Grocery Anchor Drug Store & Other Anchors > 10,000 Sq Ft GEORGIA Atlanta Ashford Place Bethesda Walk (4) Briarcliff La Vista Briarcliff Village Brookwood Village (4) Buckhead Court Buckhead Crossing (4) Cambridge Square Shopping Ctr Chapel Hill (3) Cobb Center (4) Coweta Crossing (4) Cromwell Square Delk Spectrum Dunwoody Hall Dunwoody Village Howell Mill Village (4) Lindbergh Crossing (4) Loehmanns Plaza Georgia Northlake Promenade (4) Orchard Square (4) Paces Ferry Plaza Peachtree Parkway Plaza (4) Powers Ferry Kroger (4) Powers Ferry Square Powers Ferry Village Rivermont Station Rose Creek (4) Roswell Crossing (4) Russell Ridge Thomas Crossroads (4) Trowbridge Crossing (4) Woodstock Crossing (4) Subtotal/Weighted Average (GA) COLORADO Colorado Springs Cheyenne Meadows (4) Falcon Marketplace (3) Marketplace at Briargate (3) Monument Jackson Creek Woodmen Plaza Denver Applewood Shopping Center (4) Arapahoe Village (4) Belleview Square Boulevard Center Buckley Square Centerplace of Greeley (4) Cherrywood Square (4) Crossroads Commons (4) Fort Collins Center Hilltop Village (4) Leetsdale Marketplace 1997 1993 53,450 100.0 % — — 2004 2003 68,271 90.6 % Publix — 1997 1962 39,203 100.0 % — Michaels 1997 1990 187,156 89.6 % Publix La-Z-Boy Furniture Galleries, Office Depot, Party City, Petco, TJ Maxx 2004 2000 28,774 75.9 % — CVS 1997 1984 58,130 81.6 % — — 2004 1989 221,874 97.8 % — Office Depot, HomeGoods, Marshalls, Michaels, Hancock Fabrics, Ross Dress for Less 1996 1979 71,474 97.0 % Kroger — 2005 2005 55,400 6.0 % — (Kohl’s) 2004 1996 69,547 97.8 % Publix (Rich’s Department Store) 2004 1994 68,489 100.0 % Publix — 1997 1990 70,283 91.5 % — CVS, Hancock Fabrics, Haverty’s-Antiques & Interiors of Sandy Springs 1998 1991 100,539 93.4 % Publix — 1997 1986 89,351 100.0 % Publix Eckerd 1997 1975 120,598 93.7 % Fresh Market Walgreens, Dunwoody Prep 2004 1984 97,990 96.0 % Publix Eckerd 2004 1998 27,059 100.0 % — CVS 1997 1986 137,601 83.8 % — Loehmann’s, Dance 101 2004 1986 25,394 81.1 % — — 1995 1987 93,222 97.0 % Publix Harbor Freight Tools, Remax Elite 1997 1987 61,696 93.5 % — Harry Norman Realtors 2004 2001 95,509 92.4 % — Goodwill 2004 1983 45,528 100.0 % Kroger — 1997 1987 95,704 99.3 % — CVS, Pearl Arts & Crafts 1997 1994 78,996 99.9 % Publix CVS, Mardi Gras 1997 1996 90,267 95.9 % Kroger — 2004 1993 69,790 93.0 % Publix — 2004 1999 201,979 95.9 % Trader Joe’s PetsMart, Office Max, Pike Nursery, Party City, Walgreens, LA Fitness 1994 1995 98,559 90.4 % Kroger — 2004 1995 84,928 96.3 % Kroger — 2004 1998 62,558 100.0 % Publix — 2004 1994 66,122 96.2 % Kroger — 2,735,441 92.6 % 1998 1998 89,893 100.0 % King Soopers — 2005 2005 22,920 12.2 % (Wal-Mart) — 2006 2006 29,075 13.3 % King Soopers — 1998 1999 85,263 100.0 % King Soopers — 1998 1998 116,233 95.0 % King Soopers — 2005 1956 375,622 93.4 % King Soopers Applejack Liquors, Petsmart, Wells Fargo Bank, Wal-Mart 2005 1957 159,237 89.4 % Safeway Jo-Ann Fabrics, Petco, Pier 1 Imports 2004 1978 117,085 100.0 % King Soopers — 1999 1986 88,512 96.3 % (Safeway) One Hour Optical 1999 1978 116,146 96.1 % King Soopers True Value Hardware 2002 2003 148,575 96.7 % Safeway (Target), Ross Dress For Less, Famous Footwear 2005 1978 86,161 95.8 % King Soopers — 2001 1986 144,288 91.3 % Whole Foods Barnes & Noble, Mann Theatres, Bicycle Village 2005 2005 99,359 100.0 % — JC Penney 2002 2003 100,028 97.3 % King Soopers — 1999 1993 119,916 87.8 % Safeway —
Property Name Year Acquired Year Con- structed (1) Gross Leasable Area (GLA) Percent Leased (2) Grocery Anchor Drug Store & Other Anchors > 10,000 Sq Ft COLORADO (continued) Denver Littleton Square Lloyd King Center Loveland Shopping Center (3) Ralston Square Shopping Center (4) Stroh Ranch Subtotal/Weighted Average (CO) OHIO Cincinnati Beckett Commons Cherry Grove Hyde Park Indian Springs Market Center (4) Red Bank Village (3) Regency Commons (3) Regency Milford Center (4) Shoppes at Mason Westchester Plaza Columbus East Pointe Kingsdale Shopping Center Kroger New Albany Center Maxtown Road (Northgate) Park Place Shopping Center Windmiller Plaza Phase I OHIO (continued) Other Ohio Wadsworth Crossing (3) Subtotal/Weighted Average (OH) ILLINOIS Chicago Baker Hill Center (4) Brentwood Commons (4) Civic Center Plaza (4) Deer Grove Center (4) Frankfort Crossing Shpg Ctr Geneva Crossing (4) Heritage Plaza—Chicago (4) Hinsdale McHenry Commons Shopping Center (4) Oaks Shopping Center (4) Riverside Sq & River’s Edge (4) Riverview Plaza (4) Shorewood Crossing (4) Stearns Crossing (4) Stonebrook Plaza Shopping Center (4) Westbrook Commons Subtotal/Weighted Average (IL) 1999 1997 94,257 97.9 % King Soopers Walgreens 1998 1998 83,326 100.0 % King Soopers — 2005 2005 93,142 44.7 % — Murdoch’s Ranch 2005 1977 82,750 100.0 % King Soopers — 1998 1998 93,436 100.0 % King Soopers — 2,345,224 91.8 % 1998 1995 121,498 100.0 % Kroger Stein Mart 1998 1997 195,497 90.0 % Kroger Hancock Fabrics, Shoe Carnival, TJ Maxx 1997 1995 397,893 94.6 % Kroger, Biggs Walgreens, Jo-Ann Fabrics, Famous Footwear, Michaels, Staples 2005 2005 146,458 100.0 % — Kohl’s, Office Depot 2006 2006 233,084 87.4 % — — 2004 2004 30,770 62.9 % — — 2001 2001 108,923 97.6 % Kroger (CVS) 1998 1997 80,800 96.5 % Kroger — 1998 1988 88,182 98.4 % Kroger — 1998 1993 86,503 100.0 % Kroger — 1997 1999 266,878 45.6 % Giant Eagle — 1999 1999 91,722 97.8 % Kroger — 1998 1996 85,100 96.7 % Kroger (Home Depot) 1998 1988 106,833 53.8 % — Big Lots 1998 1997 141,110 100.0 % Kroger Sears Orchard 2005 2005 111,264 55.6 % — Bed, Bath & Beyond, TJ Maxx, Staples, Petco, (Kohl’s), (Lowe’s), (Target) 2,292,515 85.3 % 2004 1998 135,285 89.2 % Dominick’s — 2005 1962 125,585 88.8 % Dominick’s Dollar Tree 2005 1989 265,024 100.0 % Dominick’s
(5) Petsmart, Murray’s Discount Auto, Home Depot 2004 1996 239,356 97.2 % Dominick’s (Target), Linen’s-N-Things, Michaels, Petco, Factory Card Outlet, Dress Barn, Staples 2003 1992 114,534 92.8 % Jewel /OSCO Ace Hardware 2004 1997 123,182 100.0 % Dominick’s John’s Christian Stores 2005 2005 128,871 94.8 % Jewel /OSCO Ace Hardware 1998 1986 178,975 99.4 % Dominick’s Ace Hardware, Murray’s Party Time Supplies 2005 1988 100,526 94.1 % Dominick’s — 2005 1983 135,007 90.1 % Dominick’s — 2005 1986 169,436 100.0 % Dominick’s Ace Hardware, Party City 2005 1981 139,256 97.8 % Dominick’s Walgreens, Toys “R” Us 2004 2001 87,705 94.8 % Dominick’s — 2004 1999 96,613 100.0 % Dominick’s — 2005 1984 95,825 100.0 % Dominick’s — 2001 1984 121,502 85.7 % Dominick’s — 2,256,682 95.8 %
Property Name Year Acquired Year Con- structed (1) Gross Leasable Area (GLA) Percent Leased (2) Grocery Anchor Drug Store & Other Anchors > 10,000 Sq Ft NORTH CAROLINA Charlotte Carmel Commons Jetton Village (4) Greensboro Kernersville Plaza Raleigh / Durham Bent Tree Plaza (4) Cameron Village (4) Fuquay Crossing (4) Garner Glenwood Village Greystone Village (4) Lake Pine Plaza Maynard Crossing Middle Creek Commons (3) Shoppes of Kildaire (4) Southpoint Crossing Sutton Square (4) Woodcroft Shopping Center Subtotal/Weighted Average (NC) MARYLAND Baltimore Elkridge Corners (4) Festival at Woodholme (4) Lee Airport (3) Northway Shopping Center (4) Parkville Shopping Center (4) Southside Marketplace (4) Valley Centre (4) Other Maryland Bowie Plaza (4) Clinton Park (4) Cloppers Mill Village (4) Firstfield Shopping Center (4) Goshen Plaza (4) King Farm Apartments (4) King Farm Village Center (4) Mitchellville Plaza (4) Takoma Park (4) Watkins Park Plaza (4) Woodmoor Shopping Center (4) Subtotal/Weighted Average (MD) 1997 1979 132,651 96.0 % Fresh Market Chuck E. Cheese, Party City, Eckerd 2005 1998 70,097 88.5 % Harris Teeter — 1998 1997 72,590 96.7 % Harris Teeter — 1998 1994 79,503 98.5 % Kroger — 2004 1949 635,918 88.4 % Harris Teeter,
Fresh Market Eckerd, Talbots, Wake County Public Library, Great Outdoor Provision Co., Blockbuster Video, York Properties, Carolina Antique Mall, The Junior League of Raleigh, K&W Cafeteria, Johnson-Lambe Sporting Goods, Home Economics, Pier 1 Imports 2004 2002 124,774 97.1 % Kroger Gold’s Gym, Dollar Tree 1998 1998 221,776 98.3 % Kroger Office Max, Petsmart, Shoe Carnival, (Target), United Artist Theater, (Home Depot) 1997 1983 42,864 90.5 % Harris Teeter — 2004 1986 85,665 96.2 % Food Lion Eckerd 1998 1997 87,691 96.8 % Kroger — 1998 1997 122,782 100.0 % Kroger — 2006 2006 74,098 66.8 % Lowes Foods — 2005 1986 148,204 85.2 % Trader Joe’s Athletic Clubs Inc, Home Comfort Furniture, Gold’s Gym, Staples 1998 1998 103,128 98.6 % Kroger — 2006 1985 101,846 89.2 % Harris Teeter Eckerd 1996 1984 89,833 100.0 % Food Lion True Value Hardware 2,193,420 92.4 % 2005 1990 73,529 100.0 % Super Fresh Rite Aid 2005 1986 81,027 93.3 % Trader Joe’s — 2005 2005 129,940 67.0 % Giant Food — 2005 1987 98,016 96.5 % Shoppers Food
Warehouse Goodwill Industries 2005 1961 162,435 94.9 % Super Fresh Rite Aid, Parkville Lanes, Castlewood Realty 2005 1990 125,147 87.2 % Shoppers Food
Warehouse Rite Aid 2005 1987 247,312 97.1 % — TJ Maxx, Sony Theatres, Ross Dress for Less, Homegoods, Staples, Annie Sez 2005 1966 104,037 94.0 % Giant Food CVS 2003 2003 206,050 97.6 % Giant Food Sears, GCO Carpet Outlet, (Toys “R” Us) 2005 1995 137,035 98.9 % Shoppers Food
Warehouse CVS 2005 1978 22,328 100.0 % — — 2005 1987 45,654 100.0 % — CVS 2004 2001 64,775 93.5 % — — 2004 2001 120,326 100.0 % Safeway — 2005 1991 156,124 95.5 % Food Lion — 2005 1960 106,469 100.0 % Shoppers Food
Warehouse — 2005 1985 113,443 98.5 % Safeway CVS 2005 1954 64,682 95.1 % — CVS 2,058,329 94.6 %
Property Name Year Acquired Year Con- structed (1) Gross Leasable Area (GLA) Percent Leased (2) Grocery Anchor Drug Store & Other Anchors > 10,000 Sq Ft PENNSYLVANIA Allentown / Bethlehem Allen Street Shopping Center (4) Stefko Boulevard Shopping Center (4) Harrisburg Silver Spring Square (3) Philadelphia City Avenue Shopping Center (4) Gateway Shopping Center Kulpsville Village Center (3) Mayfair Shopping Center (4) Mercer Square Shopping Center (4) Newtown Square Shopping Center (4) Towamencin Village Square (4) Warwick Square Shopping (4) Other Pennsylvania Kenhorst Plaza (4) Hershey Subtotal/Weighted Average (PA) WASHINGTON Portland Orchard Market Center Orchards Phase II (3) Seattle Aurora Marketplace (4) Cascade Plaza (4) Eastgate Plaza (4) Inglewood Plaza James Center (4) Overlake Fashion Plaza (4) Pine Lake Village Sammamish Highland Southcenter Thomas Lake Subtotal/Weighted Average (WA) OREGON Portland Cherry Park Market (4) Greenway Town Center (4) 2005 1958 46,420 100.0 % Ahart Market Eckerd 2005 1976 133,824 96.2 % Valley Farm
Market — 2005 2005 347,435 66.9 % Wegmans (Target) 2005 1960 159,419 97.6 % — Ross Dress for Less, TJ Maxx, Sears 2004 1960 219,337 93.8 % Trader Joe’s Gateway Pharmacy, Staples, TJ Maxx, Famous Footwear, JoAnn Fabrics 2006 2006 14,820 100.0 % — Walgreens 2005 1988 112,276 97.5 % Shop ‘N Bag Eckerd, Dollar Tree 2005 1988 91,400 100.0 % Genuardi’s — 2005 1970 146,893 95.8 % Acme Markets Eckerd 2005 1990 122,916 98.7 % Genuardi’s Eckerd, Sears, Dollar Tree 2005 1999 89,680 92.6 % Genuardi’s — 2005 1990 159,150 95.0 % Redner’s
Market Rite Aid, Sears, US Post Office 2000 2000 6,000 100.0 % — — 1,649,570 90.1 % 2002 2004 51,959 100.0 % — Jo-Ann Fabrics, Petco 2005 2005 120,058 61.2 % — Wallace Theaters, Office Depot 2005 1991 106,921 100.0 % Safeway TJ Maxx 1999 1999 211,072 97.9 % Safeway Bally Total Fitness, Fashion Bug, Jo-Ann Fabrics, Long’s Drug, Ross Dress For Less 2005 1956 78,230 100.0 % Albertsons Rite Aid 1999 1985 17,253 100.0 % — — 1999 1999 140,240 95.7 % Fred Myer Rite Aid 2005 1987 80,555 100.0 % — Marshalls, (Sears) 1999 1989 102,953 100.0 % Quality Foods Rite Aid 1999 1992 101,289 92.6 % (Safeway) Bartell Drugs, Ace Hardware 1999 1990 58,282 100.0 % — (Target) 1999 1998 103,872 100.0 % Albertsons Rite Aid 1,172,684 94.5 % 1999 1997 113,518 93.2 % Safeway — 2005 1979 93,101 100.0 % Unified Western
Grocers Rite Aid, Dollar Tree
Property Name Year Acquired Year Con- structed (1) Gross Leasable Area (GLA) Percent Leased (2) Grocery Anchor Drug Store & Other Anchors > 10,000 Sq Ft OREGON (continued) Portland Hillsboro Market Center (4) Murrayhill Marketplace Sherwood Crossroads Sherwood Market Center Sunnyside 205 Tanasbourne Market (3) Walker Center Other Oregon Corvallis Market Center (3) Subtotal/Weighted Average (OR) DELAWARE Dover White Oak—Dover, DE Wilmington First State Plaza (4) Newark Shopping Center (4) Pike Creek Shoppes of Graylyn (4) Subtotal/Weighted Average (DE) MASSACHUSETTS Boston Shops at Saugus (3) Speedway Plaza (4) Twin City Plaza Subtotal/Weighted Average (MA) SOUTH CAROLINA Charleston Merchants Village (4) Orangeburg (3) Queensborough (4) Columbia Murray Landing (4) North Pointe (4) Rosewood Shopping Center (4) Greenville Fairview Market (4) Pelham Commons Poplar Springs (4) Subtotal/Weighted Average (SC) 2000 2000 148,051 96.9 % Albertsons Petsmart, Marshalls 1999 1988 149,215 99.8 % Safeway Segal’s Baby News 1999 1999 87,966 100.0 % Safeway — 1999 1995 124,257 100.0 % Albertsons — 1999 1988 52,710 100.0 % — — 2006 2006 71,000 88.0 % Whole Foods — 1999 1987 89,610 100.0 % — Sportmart 2006 2006 82,250 21.3 % — TJ Maxx, Michael’s 1,011,678 91.5 % 2000 2000 10,908 100.0 % — Eckerd 2005 1988 164,576 93.6 % Shop Rite Cinemark 2005 1987 183,017 77.6 % — Blue Hen Lanes, Cinema Center, Dollar Express, La Tolteca Restaurant, Goodwill Industries 1998 1981 229,510 98.7 % Acme Markets K-Mart, Eckerd 2005 1971 66,676 96.1 % — Rite Aid 654,687 91.3 % 2006 2006 101,117 20.7 % — La-Z-Boy 2006 1988 185,279 99.4 % Stop & Shop BJ’s Wholesale 2006 2004 281,703 95.9 % Shaw’s Brooks Pharmacy, K&G Fashion, Dollar Tree, Gold’s Gym, Marshall’s 568,099 83.7 % 1997 1997 79,724 100.0 % Publix — 2006 2006 14,820 100.0 % — Walgreens 1998 1993 82,333 100.0 % Publix — 2002 2003 64,359 93.4 % Publix — 2004 1996 64,257 100.0 % Publix — 2001 2001 36,887 94.3 % Publix — 2004 1998 53,888 97.4 % Publix — 2002 2003 76,541 93.7 % Publix — 2004 1995 64,038 98.2 % Publix — 536,847 97.5 %
Property Name Year Acquired Year Con- structed (1) Gross Leasable Area (GLA) Percent Leased (2) Grocery Anchor Drug Store & Other Anchors > 10,000 Sq Ft ARIZONA Phoenix Anthem Marketplace Palm Valley Marketplace (4) Pima Crossing Shops at Arizona Subtotal/Weighted Average (AZ) TENNESSEE Nashville Harding Place Lebanon Center (3) Harpeth Village Fieldstone Nashboro Northlake Village I & II Peartree Village Other Tennessee Dickson Tn Subtotal/Weighted Average (TN) MINNESOTA Apple Valley Square (4) Colonial Square (4) Rockford Road Plaza (4) Subtotal/Weighted Average (MN) MICHIGAN Independence Square Fenton Marketplace State Street Crossing (3) Waterford Towne Center Subtotal/Weighted Average (MI) KENTUCKY Franklin Square (4) Silverlake (4) Subtotal/Weighted Average (KY) WISCONSIN Racine Centre Shopping Center (4) Whitnall Square Shopping Center (4) Subtotal/Weighted Average (WI) 2003 2000 113,292 98.8 % Safeway — 2001 1999 107,647 100.0 % Safeway — 1999 1996 239,438 100.0 % — Bally Total Fitness, Chez Antiques, E & J Designer Shoe Outlet, Paddock Pools Store, Pier 1 Imports, Stein Mart 2003 2000 35,710 94.1 % — Ace Hardware 496,087 99.3 % 2004 2004 4,849 62.3 % — (Wal-Mart) 2006 2006 63,802 71.5 % Publix — 1997 1998 70,091 100.0 % Publix — 1998 1998 86,811 100.0 % Kroger (Walgreens) 2000 1988 141,685 94.7 % Kroger CVS, Petco 1997 1997 109,904 100.0 % Harris Teeter Eckerd, Office Max 1998 1998 10,908 100.0 % — Eckerd 488,050 94.4 % 2006 1998 184,841 95.2 % Rainbow
Foods Petco, Jo-Ann Fabrics, (Burlington Coat Factory) 2005 1959 93,200 97.9 % Lund’s — 2005 1991 205,897 97.1 % Rainbow
Foods Petsmart, Homegoods, TJ Maxx 483,938 96.5 % 2003 2004 89,083 96.7 % Kroger — 1999 1999 97,224 92.9 % Farmer Jack Michaels 2006 2006 21,004 — — (Wal-Mart) 1998 1998 96,101 92.9 % Kroger — 303,412 87.6 % 1998 1988 203,318 93.9 % Kroger Rite Aid, Chakeres Theatre, JC Penney, Office Depot 1998 1988 99,352 97.3 % Kroger — 302,670 95.0 % 2005 1988 135,827 98.2 % Piggly
Wiggly Office Depot, Factory Card Outlet, Dollar Tree 2005 1989 133,301 96.3 % Pick ‘N’
Save Harbor Freight Tools, Dollar Tree 269,128 97.3 %
Property Name Year Acquired Year Con- structed (1) Gross Leasable Area (GLA) Percent Leased (2) Grocery Anchor Drug Store & Other Anchors > 10,000 Sq Ft ALABAMA Southgate Village Shopping Ctr (4) Valleydale Village Shop Center (4) Subtotal/Weighted Average (AL) INDIANA Chicago Airport Crossing (3) Augusta Center (3) Indianapolis Greenwood Springs Willow Lake Shopping Center (4) Willow Lake West Shopping Center (4) Subtotal/Weighted Average (IN) CONNECTICUT Corbin’s Corner (4) Subtotal/Weighted Average (CT) NEW JERSEY Haddon Commons (4) Plaza Square (4) Subtotal/Weighted Average (NJ) NEW HAMPSHIRE Amherst Street Village Center Merrimack Shopping Center (3) Subtotal/Weighted Average (NH) NEVADA Anthem Highland Shopping Center (3) Subtotal/Weighted Average (NV) DISTRICT OF COLUMBIA Shops at The Columbia (4) Spring Valley Shopping Center (4) Subtotal/Weighted Average (DC) Total Weighted Average 2001 1988 75,092 100.0 % Publix Pet Supplies Plus 2002 2003 118,466 70.8 % Publix — 193,558 82.2 % 2006 2006 11,921 — — (Kohl’s) 2006 2006 14,537 20.5 % — — 2004 2004 28,028 35.0 % (Wal-Mart
Supercenter) (Gander Mountain) 2005 1987 85,923 91.4 % (Kroger) Factory Card Outlet 2005 2001 52,961 86.5 % Trader Joe’s — 193,370 70.9 % 2005 1962 179,730 100.0 % Trader Joe’s Toys “R” Us, Best Buy, Old Navy, Office Depot, Pier 1 Imports 179,730 100.0 % 2005 1985 52,640 93.4 % Acme Markets CVS 2005 1990 103,842 100.0 % Shop Rite — 156,482 97.8 % 2004 2004 33,481 91.6 % — Petsmart, Walgreens 2004 2004 91,692 68.7 % Shaw’s — 125,173 74.8 % 2004 2004 119,313 87.4 % Albertsons Sav-On Drugs 119,313 87.4 % 2006 2006 22,811 81.5 % Trader Joe’s — 2005 1930 16,834 100.0 % — CVS 39,645 89.4 % 47,187,462 91.0 %
(1) | Or latest renovation. |
(2) | Includes development properties. If development properties are excluded, the total percentage leased would be |
(3) | Property under development or redevelopment. |
(4) |
Owned by a joint venture with outside investors in which RCLP or an affiliate is the general partner. |
Dark Grocer |
Note: | Shadow anchor is indicated by parentheses. |
Item 3. | Legal Proceedings |
We are a party to various legal proceedings, which arise, in the ordinary course of our business. We are not currently involved in any litigation nor to our knowledge, is any litigation threatened against us, the outcome of which would, in our judgment based on information currently available to us, have a material adverse effect on our financial position or results of operations.
Item 4. Submission of Matters to a Vote of Security Holders
Item 4. | Submission of Matters to a Vote of Security Holders |
No matters were submitted for stockholder vote during the fourth quarter of 2005.2006.
Item 5. Market for the Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities
Item 5. | Market for the Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities |
Our common stock is traded on the New York Stock Exchange (“NYSE”) under the symbol “REG”. We currently have approximately 19,80023,900 stockholders. The following table sets forth the high and low prices and the cash dividends declared on our common stock by quarter for 20052006 and 2004.2005.
2005 | 2004 | 2006 | 2005 | |||||||||||||||||||||||
Quarter Ended | High Price | Low Price | Cash Dividends Declared | High Price | Low Price | Cash Dividends Declared | High Price | Low Price | Cash Dividends Declared | High Price | Low Price | Cash Dividends Declared | ||||||||||||||
March 31 | $ | 55.39 | 47.00 | .55 | 46.73 | 38.90 | .53 | $ | 69.00 | 58.64 | .595 | 55.39 | 47.00 | .55 | ||||||||||||
June 30 | 59.79 | 47.30 | .55 | 47.35 | 34.52 | .53 | 67.99 | 59.18 | .595 | 59.79 | 47.30 | .55 | ||||||||||||||
September 30 | 63.20 | 55.53 | .55 | 47.70 | 41.98 | .53 | 69.06 | 60.86 | .595 | 63.20 | 55.53 | .55 | ||||||||||||||
December 31 | 60.07 | 52.02 | .55 | 55.40 | 46.03 | .53 | 81.42 | 67.59 | .595 | 60.07 | 52.02 | .55 |
We intend to pay regular quarterly distributions to our common stockholders. Future distributions will be declared and paid at the discretion of our Board of Directors, and will depend upon cash generated by operating activities, our financial condition, capital requirements, annual distribution requirements under the REIT provisions of the Internal Revenue Code of 1986, as amended, and such other factors as our Board of Directors deem relevant. We anticipate that for the foreseeable future, cash available for distribution will be greater than earnings and profits due to non-cash expenses, primarily depreciation and amortization, to be incurred by us. Distributions by us to the extent of our current and accumulated earnings and profits for federal income tax purposes will be taxable to stockholders as either ordinary dividend income or capital gain income if so declared by us. Distributions in excess of earnings and profits generally will be treated as a non-taxable return of capital. Such distributions have the effect of deferring taxation until the sale of a stockholder’s common stock. In order to maintain our qualification as a REIT, we must make annual distributions to stockholders of at least 90% of our taxable income. Under certain circumstances, which we do not expect to occur, we could be required to make distributions in excess of cash available for distributions in order to meet such requirements. We currently maintain the Regency Centers Corporation Dividend Reinvestment and Stock Purchase Plan which enables our stockholders to automatically reinvest distributions, as well as, make voluntary cash payments towards the purchase of additional shares.
Under our loan agreement for our line of credit, distributions may not exceed 95% of Funds from Operations (“FFO”) based on the immediately preceding four quarters. FFO is defined in accordance with the NAREIT definition available on their website at www.nareit.com.www.nareit.com. Also, in the event of any monetary default, we may not make distributions to stockholders.
Item 5. Market for the Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities (continued)
Item 5. | Market for the Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities (continued) |
We sold the following equity securities during the quarter ended December 31, 20052006 that we did not report on Form 8-K because they represent in the aggregate less than 1% of our outstanding common stock. All shares were issued to one accredited investor, an unrelated party, in a transaction exempt from registration pursuant to Section 4(2) of the Securities Act of 1933, in exchange for an equal number of common units of our operating partnership, Regency Centers, L.P.
Date | Number of Shares | |
10/05/06 | ||
11/01/06 | 6,250 | |
12/06/06 | 10,000 |
The following table provides information about the Company’s purchases of equity securities that are registered by the Company pursuant to Section 12 of the Exchange Act during the quarter ended December 31, 2005:2006:
Period | Total number of shares purchased(1) | Average price paid 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, 2005 | — | — | — | — | |||||
November 1 through November 30, 2005 | — | — | — | — | |||||
December 1 through December 31, 2005 | 2,821 | $ | 59.16 | — | — | ||||
Total | 2,821 | $ | 59.16 | — | — | ||||
Period | Total number of shares purchased(1) | Average price paid 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, 2006 | 22,223 | $ | 70.78 | — | — | ||||
November 1 through November 30, 2006 | 1,638 | $ | 74.74 | — | — | ||||
December 1 through December 31, 2006 | 101,605 | $ | 79.27 | — | — | ||||
Total | 125,466 | $ | 77.71 | — | — | ||||
(1) | Represents shares delivered in payment of withholding taxes in connection with stock option exercises by participants under Regency’s Long-Term Omnibus Plan. |
Item 6. Selected Consolidated Financial Data
Item 6. | Selected Consolidated Financial Data |
(in thousands, except per share data and number of properties)
The following table sets forth Selected Consolidated Financial Data for Regency on a historical basis for the five years ended December 31, 2005.2006. This information should be read in conjunction with the consolidated financial statements of Regency (including the related notes thereto) and Management’s Discussion and Analysis of the Financial Condition and Results of Operations, each included elsewhere in this Form 10-K. This historical Selected Consolidated Financial Data has been derived from the audited consolidated financial statements and restated for discontinued operations.
2005 | 2004 | 2003 | 2002 | 2001 | 2006 | 2005 | 2004 | 2003 | 2002 | |||||||||||||
Operating Data: | ||||||||||||||||||||||
Revenues | $ | 394,038 | 370,910 | 345,907 | 322,822 | 290,409 | $ | 420,338 | 380,636 | 357,641 | 332,853 | 329,995 | ||||||||||
Operating expenses | 213,517 | 203,206 | 181,329 | 161,492 | 151,233 | 240,521 | 205,560 | 195,434 | 174,328 | 164,500 | ||||||||||||
Other expenses (income) | 69,004 | 41,164 | 33,545 | 60,802 | 38,436 | 14,090 | 67,559 | 40,802 | 33,545 | 60,801 | ||||||||||||
Minority interests | 10,451 | 22,123 | 32,644 | 35,609 | 35,830 | 10,582 | 10,330 | 22,028 | 32,511 | 35,712 | ||||||||||||
Income from continuing operations | 101,066 | 104,417 | 98,389 | 64,919 | 64,910 | 155,145 | 97,187 | 99,377 | 92,469 | 68,982 | ||||||||||||
Income from discontinued operations | 61,581 | 31,910 | 32,400 | 45,605 | 35,754 | 63,366 | 65,460 | 36,950 | 38,320 | 41,542 | ||||||||||||
Net income | 162,647 | 136,327 | 130,789 | 110,524 | 100,664 | 218,511 | 162,647 | 136,327 | 130,789 | 110,524 | ||||||||||||
Preferred stock dividends | 16,744 | 8,633 | 4,175 | 2,858 | 2,965 | 19,675 | 16,744 | 8,633 | 4,175 | 2,858 | ||||||||||||
Net income for common stockholders | 145,903 | 127,694 | 126,614 | 107,666 | 97,699 | 198,836 | 145,903 | 127,694 | 126,614 | 107,666 | ||||||||||||
Income per common share - diluted: | ||||||||||||||||||||||
Income from continuing operations | $ | 1.28 | 1.56 | 1.57 | 1.07 | 1.07 | $ | 1.97 | 1.22 | 1.47 | 1.48 | 0.99 | ||||||||||
Net income for common stockholders | $ | 2.23 | 2.08 | 2.12 | 1.84 | 1.69 | $ | 2.89 | 2.23 | 2.08 | 2.12 | 1.84 | ||||||||||
Balance Sheet Data: | ||||||||||||||||||||||
Real estate investments before accumulated depreciation | $ | 3,775,433 | 3,332,671 | 3,166,346 | 3,094,071 | 3,156,831 | $ | 3,901,633 | 3,775,433 | 3,332,671 | 3,166,346 | 3,094,071 | ||||||||||
Total assets | 3,616,215 | 3,243,824 | 3,098,229 | 3,068,928 | 3,109,314 | 3,671,785 | 3,616,215 | 3,243,824 | 3,098,229 | 3,068,928 | ||||||||||||
Total debt | 1,613,942 | 1,493,090 | 1,452,777 | 1,333,524 | 1,396,721 | 1,575,386 | 1,616,386 | 1,493,090 | 1,452,777 | 1,333,524 | ||||||||||||
Total liabilities | 1,739,225 | 1,610,743 | 1,562,530 | 1,426,349 | 1,478,811 | 1,734,572 | 1,739,225 | 1,610,743 | 1,562,530 | 1,426,349 | ||||||||||||
Minority interests | 88,165 | 134,364 | 254,721 | 420,859 | 411,452 | 83,896 | 88,165 | 134,364 | 254,721 | 420,859 | ||||||||||||
Stockholders’ equity | 1,788,825 | 1,498,717 | 1,280,978 | 1,221,720 | 1,219,051 | 1,853,317 | 1,788,825 | 1,498,717 | 1,280,978 | 1,221,720 | ||||||||||||
Other Information: | ||||||||||||||||||||||
Common dividends declared per share | $ | 2.20 | 2.12 | 2.08 | 2.04 | 2.00 | $ | 2.38 | 2.20 | 2.12 | 2.08 | 2.04 | ||||||||||
Common stock outstanding including convertible preferred stock and operating partnership units | 69,218 | 64,297 | 61,227 | 61,512 | 60,645 | 69,759 | 69,218 | 64,297 | 61,227 | 61,512 | ||||||||||||
Combined Basis gross leasable area (GLA) | 46,243 | 33,816 | 30,348 | 29,483 | 29,089 | 47,187 | 46,243 | 33,816 | 30,348 | 29,483 | ||||||||||||
Combined Basis number of properties owned | 393 | 291 | 265 | 262 | 272 | 405 | 393 | 291 | 265 | 262 | ||||||||||||
Ratio of earnings to fixed charges | 2.1 | 2.2 | 1.8 | 1.4 | 1.4 | 2.3 | 2.1 | 2.1 | 1.8 | 1.5 |
Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations
Item 7. | Management’s Discussion and Analysis of Financial Condition and Results of Operations |
Overview and Operating Philosophy
Regency is a qualified real estate investment trust (“REIT”), which began operations in 1993. Our primary operating and investment goal is long-term growth in earnings per share and total shareholder return, which we hopework to achieve by focusing on a strategy of owning, operating and developing high-quality community and neighborhood shopping centers that are tenanted by market-dominant grocers, category-leading anchors, specialty retailers and restaurants located in areas with above average household incomes and population densities. We own, manage, lease, acquire,All of our operating, investing and develop shopping centersfinancing activities are performed through our operating partnership, Regency Centers, L.P. (“RCLP”), RCLP’s wholly owned subsidiaries, and through its investments in which wejoint ventures with third parties. Regency currently own approximately 98%owns 99% of the outstanding operating partnership units. Regency’s operating, investing and financing activities are generally performed by RCLP, its whollyunits of RCLP.
At December 31, 2006, we directly owned subsidiaries and its218 shopping centers (the “Consolidated Properties”) located in 22 states representing 24.7 million square feet of gross leasable area (“GLA”). Our cost of these shopping centers is $3.5 billion before depreciation. Through joint ventures, with third parties.
Currently, we operate and manage a real estate investment portfolio that totals $7.3 billion at cost before depreciation with 393own partial interests in 187 shopping centers (the “Unconsolidated Properties”) located in 2724 states and the District of Columbia including approximately $4.1 billionrepresenting 22.5 million square feet of GLA. Our investment, at cost, in real estate assets composed of 180 shopping centers owned by unconsolidated joint ventures in 23 states and the District of Columbia. PortfolioUnconsolidated Properties is $434.1 million. Certain portfolio information described below is presented (a) on a combined basis, including unconsolidated joint ventures (“Combined Basis”),Basis, which is a total of the Consolidated Properties and the Unconsolidated Properties, (b) on a basis that excludes the unconsolidated joint ventures (“for our Consolidated Properties”)Properties only and (c) on a basisfor the Unconsolidated Properties that includes only the unconsolidatedwe own through joint ventures (“Unconsolidated Properties”).ventures. We believe that providing our shopping center portfoliopresenting the information under these methods provides a more complete understanding of the properties that we own, includingwholly-own versus those that we partially own andpartially-own, but for which we provide full property andmanagement, asset management, investing and financing services. At December 31, 2005, our gross leasable area (“GLA”)The shopping center portfolio that we manage, on a Combined Basis, totaled 46.2represents 405 shopping centers located in 28 states and the District of Columbia and contains 47.2 million square feet and was 91.3% leased. The portfolio contains 50.8 million square feet when anchored owned buildings are included. The GLA for the 213 Consolidated Properties totaled 24.4 million square feet and was 88.0% leased, including shopping centers under construction and partially pre-leased. The GLA for the Unconsolidated Properties totaled 21.8 million square feet and was 95.1% leased.of GLA.
We earn revenues and generate operating cash flow by leasing space in our shopping centers to market-leading grocers, and major retail anchors, as well as specialty side-shop retailers, and restaurants, and outparcel tenants in our shopping centers.including ground leasing or selling building pads (out-parcels) to these tenants. We experience growth in revenues by increasing occupancy and rental rates at currently owned shopping centers, and by acquiring and developing new shopping centers. Community and neighborhood shopping centers generate substantial daily traffic by conveniently offering daily necessities and services. This high traffic generates increased sales, thereby driving higher occupancy rental rates and rental-rate growth, for Regency, which we expect towill sustain our growth in earnings per share and increase the value of our portfolio over the long term.
We seek a range of strong national, regional and local specialty retailers, for the same reason that we choose to anchor our centers with leading grocers and major retailers.retailers who provide a mix of goods and services that meet consumer needs. We have created a formal partnering process—process — the Premier Customer Initiative (“PCI”) — to promote mutually beneficial relationships with our specialty retailers. The objective of PCI is for Regency to build a base of specialty tenants who represent the “best-in-class” operators in their respective merchandising categories. Such retailers reinforce the consumer appeal and other strengths of a center’s anchor, help to stabilize a center’s occupancy, reduce re-leasing downtime, reduce tenant turnover and yield higher sustainable rents.
We grow our shopping center portfolio through acquisitions of operating centers and new shopping center development, where we acquire the land and construct the building. Development is customer driven, meaning we generally have an executed lease from the anchor before we start construction. Developments serve the growth needs of our anchors, and specialty retailers, resulting in modern shopping centers with long-term anchor leases that produce attractive returns on our invested capital. This development process can require up to 36 months, or longer, from initial land or redevelopment acquisition through construction, lease-up and stabilization of rental income, depending upon the size of the project. Generally, anchor tenants begin operating their stores prior to the completion of construction of the entire center, resulting in rental income during the development phase.
We intend to maintain a conservative capital structure to fund our growth programs, which should preserve our investment-grade ratings. Our approach is founded on our self-funding business model. This model utilizes center “recycling” as a key component, which requires ongoing monitoring of each center to ensure that it meetscontinues to meet our stringent qualityinvestment standards. PropertiesWe sell the operating properties that do notno longer measure up to our standards are sold in combinationstandards. We also develop certain retail centers because of their attractive profit margins with non-core development sales.the intent of selling them to joint ventures or other third parties upon completion. These sale proceeds are re-deployed into new, higher-quality developments and acquisitions that are expected to generate sustainable revenue growth and more attractive returns.
Joint venturing of shopping centers also provides us with a capital source for new development,developments and acquisitions, as well as the opportunity to earn fees for asset and property management services. As asset manager, we are engaged by our partners to apply similar operating, investment, and capital strategies to the portfolios owned by the joint ventures. Joint ventures grow their shopping center investments through acquisitions from third parties or direct purchases from Regency. Although selling properties to joint ventures reduces our ownership interest, we continue to share in the risks and rewards of centers that meet our high quality standards and long-term investment strategy. We have no obligations or liabilities of the joint ventures beyond our ownership interest percentage.
We have identified certain significant risks and challenges affecting our industry, and we are addressing them accordingly. An economic downturn could result in declines in occupancy levels at our shopping centers, which would reduce our rental revenues; however, we believe that our investment focus on groceryneighborhood and discount (Target and Wal-Mart) anchoredcommunity shopping centers that conveniently provide daily necessities will minimize the impact of a downturn in the economy. Increased competition from super-centers such as Wal-Mart and industry consolidation could result in groceryretailer store closings. Weclosings; however, we closely monitor the operating performance and tenants’ sales in our shopping centers that operate near super-centers as well as those tenants operating retail formats that are experiencing significant changes in competition or business practice such as the video rental format.practice. We also continue to monitor retail trends and merchandise our shopping centers based on consumer demand. A significant slowdown in theretailer demand for new shopping centersstores could cause a corresponding reduction in our shopping center development program andthat would likely reduce our future operatingrental revenues and gainsprofits from development sales. We believe thatsales; as well as, increase our operating expenses as a result of reducing our capitalized employee costs (See Critical Accounting Policies and Estimates – Capitalization of Costs described further below). However, based upon our current pipeline of development projects undergoing due diligence, which is our best indication of retailer expansion plans, the presence of our development teams in key markets andin combination with their excellent relationships with leading anchor tenants, we believe that we will enable usbe able to sustain our development program.program at current averages in the foreseeable three to five year period.
Shopping Center Portfolio
The following tables summarize general operating statistics related to our shopping center portfolio, which we use to evaluate and monitor our performance. The portfolio information below is presented (a) on a Combined Basis, (b) for Consolidated Properties and (c) for Unconsolidated Properties, the definitions of which are provided above:
December 31, 2005 | December 31, 2004 | |||||
Number of Properties (a) | 393 | 291 | ||||
Number of Properties (b) | 213 | 213 | ||||
Number of Properties (c) | 180 | 78 | ||||
Properties in Development (a) | 31 | 34 | ||||
Properties in Development (b) | 30 | 32 | ||||
Properties in Development (c) | 1 | 2 | ||||
Gross Leaseable Area (a) | 46,243,139 | 33,815,970 | ||||
Gross Leaseable Area (b) | 24,382,276 | 24,532,952 | ||||
Gross Leaseable Area (c) | 21,860,863 | 9,283,018 | ||||
Percent Leased (a) | 91.3 | % | 92.7 | % | ||
Percent Leased (b) | 88.0 | % | 91.2 | % | ||
Percent Leased (c) | 95.1 | % | 96.7 | % |
December 31, 2006 | December 31, 2005 | |||
Number of Properties (a) | 405 | 393 | ||
Number of Properties (b) | 218 | 213 | ||
Number of Properties (c) | 187 | 180 | ||
Properties in Development (a) | 47 | 31 | ||
Properties in Development (b) | 43 | 30 | ||
Properties in Development (c) | 4 | 1 | ||
Gross Leaseable Area (a) | 47,187,462 | 46,243,139 | ||
Gross Leaseable Area (b) | 24,654,082 | 24,382,276 | ||
Gross Leaseable Area (c) | 22,533,380 | 21,860,863 | ||
Percent Leased (a) | 91.0% | 91.3% | ||
Percent Leased (b) | 87.3% | 88.0% | ||
Percent Leased (c) | 95.0% | 95.1% |
We seek to reduce our operating and leasing risks through diversification which we achieve by geographically diversifying our shopping centers; avoiding dependence on any single property, market, or tenant, and owning a portion of our shopping centers through joint ventures.
The following table is a list of the shopping centers summarized by state and in order of largest holdings presented on a Combined Basis:
December 31, 2005 | December 31, 2004 | December 31, 2006 | December 31, 2005 | |||||||||||||||||||||||||||||||||||||
Location | # Properties | GLA | % of Total GLA | % Leased | # Properties | GLA | % of Total GLA | % Leased | # Properties | GLA | % of Total GLA | % Leased | # Properties | GLA | % of Total GLA | % Leased | ||||||||||||||||||||||||
California | 70 | 8,855,638 | 19.2 | % | 93.3 | % | 51 | 6,527,802 | 19.3 | % | 91.9 | % | 71 | 9,521,497 | 20.2 | % | 88.6 | % | 70 | 8,855,638 | 19.2 | % | 93.3 | % | ||||||||||||||||
Florida | 51 | 5,912,994 | 12.8 | % | 94.5 | % | 50 | 5,970,898 | 17.7 | % | 94.9 | % | 55 | 6,175,929 | 13.1 | % | 93.1 | % | 51 | 5,912,994 | 12.8 | % | 94.5 | % | ||||||||||||||||
Texas | 38 | 5,029,590 | 10.9 | % | 84.7 | % | 32 | 3,968,940 | 11.7 | % | 89.3 | % | 39 | 4,779,440 | 10.1 | % | 86.1 | % | 38 | 5,029,590 | 10.9 | % | 84.7 | % | ||||||||||||||||
Virginia | 31 | 3,628,732 | 7.8 | % | 95.0 | % | 12 | 1,488,324 | 4.4 | % | 91.1 | % | 33 | 3,884,864 | 8.2 | % | 94.1 | % | 31 | 3,628,732 | 7.8 | % | 95.0 | % | ||||||||||||||||
Georgia | 33 | 2,850,662 | 6.2 | % | 95.4 | % | 36 | 3,383,495 | 10.0 | % | 97.4 | % | 32 | 2,735,441 | 5.8 | % | 92.6 | % | 33 | 2,850,662 | 6.2 | % | 95.4 | % | ||||||||||||||||
Colorado | 22 | 2,507,634 | 5.4 | % | 84.3 | % | 15 | 1,639,055 | 4.8 | % | 98.0 | % | 21 | 2,345,224 | 5.0 | % | 91.8 | % | 22 | 2,507,634 | 5.4 | % | 84.3 | % | ||||||||||||||||
Maryland | 21 | 2,435,783 | 5.3 | % | 93.6 | % | 2 | 326,638 | 1.0 | % | 93.9 | % | ||||||||||||||||||||||||||||
Ohio | 16 | 2,292,515 | 4.9 | % | 85.3 | % | 16 | 2,045,260 | 4.4 | % | 82.3 | % | ||||||||||||||||||||||||||||
Illinois | 17 | 2,410,178 | 5.2 | % | 95.9 | % | 9 | 1,191,424 | 3.5 | % | 98.0 | % | 16 | 2,256,682 | 4.8 | % | 95.8 | % | 17 | 2,410,178 | 5.2 | % | 95.9 | % | ||||||||||||||||
North Carolina | 15 | 2,114,667 | 4.6 | % | 91.7 | % | 13 | 1,890,444 | 5.6 | % | 94.2 | % | 16 | 2,193,420 | 4.6 | % | 92.4 | % | 15 | 2,114,667 | 4.6 | % | 91.7 | % | ||||||||||||||||
Ohio | 16 | 2,045,260 | 4.4 | % | 82.3 | % | 14 | 1,876,013 | 5.5 | % | 87.7 | % | ||||||||||||||||||||||||||||
Maryland | 18 | 2,058,329 | 4.4 | % | 94.6 | % | 21 | 2,435,783 | 5.3 | % | 93.6 | % | ||||||||||||||||||||||||||||
Pennsylvania | 13 | 1,665,005 | 3.6 | % | 75.3 | % | 2 | 225,697 | 0.7 | % | 100.0 | % | 13 | 1,649,570 | 3.5 | % | 90.1 | % | 13 | 1,665,005 | 3.6 | % | 75.3 | % | ||||||||||||||||
Washington | 12 | 1,334,337 | 2.9 | % | 93.6 | % | 11 | 1,098,752 | 3.2 | % | 97.6 | % | 11 | 1,172,684 | 2.5 | % | 94.5 | % | 12 | 1,334,337 | 2.9 | % | 93.6 | % | ||||||||||||||||
Oregon | 8 | 854,729 | 1.8 | % | 97.1 | % | 8 | 838,056 | 2.5 | % | 95.5 | % | 10 | 1,011,678 | 2.1 | % | 91.5 | % | 8 | 854,729 | 1.8 | % | 97.1 | % | ||||||||||||||||
Delaware | 5 | 654,687 | 1.4 | % | 90.3 | % | 2 | 240,418 | 0.7 | % | 99.9 | % | 5 | 654,687 | 1.4 | % | 91.3 | % | 5 | 654,687 | 1.4 | % | 90.3 | % | ||||||||||||||||
Tennessee | 6 | 624,450 | 1.4 | % | 97.4 | % | 7 | 697,034 | 2.1 | % | 70.4 | % | ||||||||||||||||||||||||||||
Massachusetts | 3 | 568,099 | 1.2 | % | 83.7 | % | — | — | — | — | ||||||||||||||||||||||||||||||
South Carolina | 8 | 522,027 | 1.1 | % | 96.0 | % | 8 | 522,109 | 1.5 | % | 95.7 | % | 9 | 536,847 | 1.1 | % | 97.5 | % | 6 | 624,450 | 1.4 | % | 97.4 | % | ||||||||||||||||
Arizona | 4 | 496,087 | 1.1 | % | 99.4 | % | 5 | 588,486 | 1.7 | % | 93.1 | % | 4 | 496,087 | 1.1 | % | 99.3 | % | 8 | 522,027 | 1.1 | % | 96.0 | % | ||||||||||||||||
Wisconsin | 3 | 372,382 | 0.8 | % | 94.4 | % | — | — | — | — | ||||||||||||||||||||||||||||||
Kentucky | 2 | 302,670 | 0.7 | % | 94.7 | % | 2 | 302,670 | 0.9 | % | 97.5 | % | ||||||||||||||||||||||||||||
Tennessee | 7 | 488,050 | 1.0 | % | 94.4 | % | 4 | 496,087 | 1.1 | % | 99.4 | % | ||||||||||||||||||||||||||||
Minnesota | 2 | 299,097 | 0.6 | % | 97.3 | % | — | — | — | — | 3 | 483,938 | 1.0 | % | 96.5 | % | 2 | 299,097 | 0.6 | % | 97.3 | % | ||||||||||||||||||
Michigan | 3 | 282,408 | 0.6 | % | 95.5 | % | 4 | 368,348 | 1.1 | % | 93.4 | % | 4 | 303,412 | 0.6 | % | 87.6 | % | 3 | 282,408 | 0.6 | % | 95.5 | % | ||||||||||||||||
Kentucky | 2 | 302,670 | 0.6 | % | 95.0 | % | 2 | 302,670 | 0.7 | % | 94.7 | % | ||||||||||||||||||||||||||||
Wisconsin | 2 | 269,128 | 0.6 | % | 97.3 | % | 3 | 372,382 | 0.8 | % | 94.4 | % | ||||||||||||||||||||||||||||
Alabama | 3 | 267,689 | 0.6 | % | 84.8 | % | 4 | 324,044 | 1.0 | % | 86.7 | % | 2 | 193,558 | 0.4 | % | 82.2 | % | 3 | 267,689 | 0.6 | % | 84.8 | % | ||||||||||||||||
Indiana | 3 | 229,619 | 0.5 | % | 84.3 | % | 1 | 90,340 | 0.3 | % | 69.2 | % | 5 | 193,370 | 0.4 | % | 70.9 | % | 3 | 229,619 | 0.5 | % | 84.3 | % | ||||||||||||||||
Connecticut | 1 | 167,230 | 0.4 | % | 100.0 | % | — | — | — | — | 1 | 179,730 | 0.4 | % | 100.0 | % | 1 | 167,230 | 0.4 | % | 100.0 | % | ||||||||||||||||||
New Jersey | 2 | 156,482 | 0.3 | % | 97.8 | % | — | — | — | — | 2 | 156,482 | 0.3 | % | 97.8 | % | 2 | 156,482 | 0.3 | % | 97.8 | % | ||||||||||||||||||
New Hampshire | 2 | 112,752 | 0.2 | % | 67.8 | % | 2 | 138,488 | 0.4 | % | 50.0 | % | 2 | 125,173 | 0.3 | % | 74.8 | % | 2 | 112,752 | 0.2 | % | 67.8 | % | ||||||||||||||||
Nevada | 1 | 93,516 | 0.2 | % | 73.6 | % | 1 | 118,495 | 0.4 | % | 45.5 | % | 1 | 119,313 | 0.3 | % | 87.4 | % | 1 | 93,516 | 0.2 | % | 73.6 | % | ||||||||||||||||
Dist. of Columbia | 1 | 16,834 | — | 100.0 | % | — | — | — | — | 2 | 39,645 | 0.1 | % | 89.4 | % | 1 | 16,834 | — | 100.0 | % | ||||||||||||||||||||
Total | 393 | 46,243,139 | 100.0 | % | 91.3 | % | 291 | 33,815,970 | 100.0 | % | 92.7 | % | 405 | 47,187,462 | 100.0 | % | 91.0 | % | 393 | 46,243,139 | 100.0 | % | 91.3 | % | ||||||||||||||||
The following table is a list of the shopping centers summarized by state and in order of largest holdings presented for the Consolidated Properties:
December 31, 2005 | December 31, 2004 | December 31, 2006 | December 31, 2005 | |||||||||||||||||||||||||||||||||||||
Location | # Properties | GLA | % of Total GLA | % Leased | # Properties | GLA | % of Total GLA | % Leased | # Properties | GLA | % of Total GLA | % Leased | # Properties | GLA | % of Total GLA | % Leased | ||||||||||||||||||||||||
California | 45 | 5,319,464 | 21.8 | % | 91.2 | % | 44 | 5,479,470 | 22.3 | % | 90.5 | % | 46 | 5,861,515 | 23.8 | % | 84.9 | % | 45 | 5,319,464 | 21.8 | % | 91.2 | % | ||||||||||||||||
Florida | 35 | 4,185,221 | 17.2 | % | 95.6 | % | 38 | 4,684,299 | 19.1 | % | 94.6 | % | 34 | 4,054,604 | 16.4 | % | 93.6 | % | 35 | 4,185,221 | 17.2 | % | 95.6 | % | ||||||||||||||||
Texas | 30 | 3,890,913 | 16.0 | % | 81.6 | % | 29 | 3,652,338 | 14.9 | % | 88.8 | % | 30 | 3,629,118 | 14.7 | % | 82.5 | % | 30 | 3,890,913 | 16.0 | % | 81.6 | % | ||||||||||||||||
Ohio | 15 | 1,936,337 | 7.9 | % | 81.5 | % | 13 | 1,767,110 | 7.2 | % | 87.1 | % | 14 | 2,037,134 | 8.3 | % | 83.6 | % | 15 | 1,936,337 | 7.9 | % | 81.5 | % | ||||||||||||||||
Georgia | 16 | 1,410,412 | 5.8 | % | 93.7 | % | 17 | 1,656,297 | 6.8 | % | 96.1 | % | 16 | 1,408,407 | 5.7 | % | 89.7 | % | 16 | 1,410,412 | 5.8 | % | 93.7 | % | ||||||||||||||||
Colorado | 14 | 1,321,080 | 5.4 | % | 73.4 | % | 11 | 1,093,403 | 4.4 | % | 97.6 | % | 13 | 1,158,670 | 4.7 | % | 89.0 | % | 14 | 1,321,080 | 5.4 | % | 73.4 | % | ||||||||||||||||
Virginia | 9 | 973,744 | 4.0 | % | 93.5 | % | 8 | 925,491 | 3.8 | % | 86.4 | % | 9 | 1,018,531 | 4.1 | % | 89.1 | % | 9 | 973,744 | 4.0 | % | 93.5 | % | ||||||||||||||||
North Carolina | 9 | 970,506 | 4.0 | % | 96.6 | % | 9 | 970,508 | 3.9 | % | 97.5 | % | 9 | 947,413 | 3.8 | % | 95.3 | % | 9 | 970,506 | 4.0 | % | 96.6 | % | ||||||||||||||||
Oregon | 7 | 657,008 | 2.7 | % | 88.8 | % | 5 | 500,059 | 2.0 | % | 97.4 | % | ||||||||||||||||||||||||||||
Pennsylvania | 4 | 587,592 | 2.4 | % | 78.1 | % | 3 | 573,410 | 2.3 | % | 37.0 | % | ||||||||||||||||||||||||||||
Washington | 7 | 717,319 | 2.9 | % | 89.4 | % | 9 | 747,440 | 3.0 | % | 97.3 | % | 6 | 555,666 | 2.3 | % | 90.3 | % | 7 | 717,319 | 2.9 | % | 89.4 | % | ||||||||||||||||
Tennessee | 6 | 624,450 | 2.6 | % | 97.4 | % | 6 | 633,034 | 2.6 | % | 67.4 | % | 7 | 488,050 | 2.0 | % | 94.4 | % | 6 | 624,450 | 2.6 | % | 97.4 | % | ||||||||||||||||
Pennsylvania | 3 | 573,410 | 2.3 | % | 37.0 | % | 2 | 225,697 | 0.9 | % | 100.0 | % | ||||||||||||||||||||||||||||
Oregon | 5 | 500,059 | 2.0 | % | 97.4 | % | 6 | 574,458 | 2.3 | % | 96.1 | % | ||||||||||||||||||||||||||||
Illinois | 3 | 415,011 | 1.7 | % | 95.6 | % | 3 | 415,011 | 1.7 | % | 97.4 | % | 3 | 415,011 | 1.7 | % | 93.6 | % | 3 | 415,011 | 1.7 | % | 95.6 | % | ||||||||||||||||
Arizona | 3 | 388,440 | 1.6 | % | 99.3 | % | 4 | 480,839 | 2.0 | % | 91.6 | % | 3 | 388,440 | 1.6 | % | 99.1 | % | 3 | 388,440 | 1.6 | % | 99.3 | % | ||||||||||||||||
Massachusetts | 2 | 382,820 | 1.5 | % | 76.1 | % | — | — | — | — | ||||||||||||||||||||||||||||||
Michigan | 3 | 282,408 | 1.1 | % | 95.5 | % | 4 | 368,348 | 1.5 | % | 93.4 | % | 4 | 303,412 | 1.2 | % | 87.6 | % | 3 | 282,408 | 1.1 | % | 95.5 | % | ||||||||||||||||
Delaware | 2 | 240,418 | 1.0 | % | 97.8 | % | 2 | 240,418 | 1.0 | % | 99.9 | % | 2 | 240,418 | 1.0 | % | 98.7 | % | 2 | 240,418 | 1.0 | % | 97.8 | % | ||||||||||||||||
South Carolina | 2 | 140,900 | 0.6 | % | 91.2 | % | 2 | 140,982 | 0.6 | % | 85.7 | % | ||||||||||||||||||||||||||||
Maryland | 1 | 121,050 | 0.5 | % | 49.6 | % | — | — | — | — | 1 | 129,940 | 0.5 | % | 67.0 | % | 1 | 121,050 | 0.5 | % | 49.6 | % | ||||||||||||||||||
New Hampshire | 2 | 112,752 | 0.5 | % | 67.8 | % | 2 | 138,488 | 0.6 | % | 50.0 | % | 2 | 125,173 | 0.5 | % | 74.8 | % | 2 | 112,752 | 0.5 | % | 67.8 | % | ||||||||||||||||
Nevada | 1 | 93,516 | 0.4 | % | 73.6 | % | 1 | 118,495 | 0.5 | % | 45.5 | % | 1 | 119,313 | 0.5 | % | 87.4 | % | 1 | 93,516 | 0.4 | % | 73.6 | % | ||||||||||||||||
South Carolina | 2 | 91,361 | 0.4 | % | 94.7 | % | 2 | 140,900 | 0.6 | % | 91.2 | % | ||||||||||||||||||||||||||||
Indiana | 1 | 90,735 | 0.4 | % | 72.2 | % | 1 | 90,340 | 0.4 | % | 69.2 | % | 3 | 54,486 | 0.2 | % | 23.5 | % | 1 | 90,735 | 0.4 | % | 72.2 | % | ||||||||||||||||
Alabama | 1 | 74,131 | 0.3 | % | 96.8 | % | 2 | 130,486 | 0.5 | % | 97.3 | % | — | — | — | — | 1 | 74,131 | 0.3 | % | 96.8 | % | ||||||||||||||||||
Total | 213 | 24,382,276 | 100.0 | % | 88.0 | % | 213 | 24,532,952 | 100.0 | % | 91.2 | % | 218 | 24,654,082 | 100.0 | % | 87.3 | % | 213 | 24,382,276 | 100.0 | % | 88.0 | % | ||||||||||||||||
The Consolidated Properties are encumbered by notes payablemortgage loans of $250.6$255.6 million.
The following table is a list of the shopping centers summarized by state and in order of largest holdings presented for the Unconsolidated Properties owned in joint ventures:
December 31, 2005 | December 31, 2004 | December 31, 2006 | December 31, 2005 | |||||||||||||||||||||||||||||||||||||
Location | # Properties | GLA | % of Total GLA | % Leased | # Properties | GLA | % of Total GLA | % Leased | # Properties | GLA | % of Total GLA | % Leased | # Properties | GLA | % of Total GLA | % Leased | ||||||||||||||||||||||||
California | 25 | 3,536,174 | 16.2 | % | 96.5 | % | 7 | 1,048,332 | 11.3 | % | 99.1 | % | 25 | 3,659,982 | 16.2 | % | 94.5 | % | 25 | 3,536,174 | 16.2 | % | 96.5 | % | ||||||||||||||||
Virginia | 22 | 2,654,988 | 12.2 | % | 95.6 | % | 4 | 562,833 | 6.1 | % | 98.9 | % | 24 | 2,866,333 | 12.7 | % | 95.8 | % | 22 | 2,654,988 | 12.2 | % | 95.6 | % | ||||||||||||||||
Florida | 21 | 2,121,325 | 9.4 | % | 92.1 | % | 16 | 1,727,773 | 7.9 | % | 91.7 | % | ||||||||||||||||||||||||||||
Maryland | 20 | 2,314,733 | 10.6 | % | 95.9 | % | 2 | 326,638 | 3.5 | % | 93.9 | % | 17 | 1,928,389 | 8.6 | % | 96.4 | % | 20 | 2,314,733 | 10.6 | % | 95.9 | % | ||||||||||||||||
Illinois | 14 | 1,995,167 | 9.1 | % | 95.9 | % | 6 | 776,413 | 8.4 | % | 98.3 | % | 13 | 1,841,671 | 8.2 | % | 96.3 | % | 14 | 1,995,167 | 9.1 | % | 95.9 | % | ||||||||||||||||
Florida | 16 | 1,727,773 | 7.9 | % | 91.7 | % | 12 | 1,286,599 | 13.8 | % | 96.1 | % | ||||||||||||||||||||||||||||
Georgia | 17 | 1,440,250 | 6.6 | % | 97.0 | % | 19 | 1,727,198 | 18.6 | % | 98.6 | % | 16 | 1,327,034 | 5.9 | % | 95.7 | % | 17 | 1,440,250 | 6.6 | % | 97.0 | % | ||||||||||||||||
North Carolina | 7 | 1,246,007 | 5.5 | % | 90.1 | % | 6 | 1,144,161 | 5.2 | % | 87.6 | % | ||||||||||||||||||||||||||||
Colorado | 8 | 1,186,554 | 5.4 | % | 96.3 | % | 4 | 545,652 | 5.9 | % | 98.7 | % | 8 | 1,186,554 | 5.3 | % | 94.5 | % | 8 | 1,186,554 | 5.4 | % | 96.3 | % | ||||||||||||||||
North Carolina | 6 | 1,144,161 | 5.2 | % | 87.6 | % | 4 | 919,936 | 9.9 | % | 90.7 | % | ||||||||||||||||||||||||||||
Texas | 8 | 1,138,677 | 5.2 | % | 95.4 | % | 3 | 316,602 | 3.4 | % | 94.6 | % | 9 | 1,150,322 | 5.1 | % | 97.4 | % | 8 | 1,138,677 | 5.2 | % | 95.4 | % | ||||||||||||||||
Pennsylvania | 10 | 1,091,595 | 5.0 | % | 95.5 | % | — | — | — | — | 9 | 1,061,978 | 4.7 | % | 96.8 | % | 10 | 1,091,595 | 5.0 | % | 95.5 | % | ||||||||||||||||||
Washington | 5 | 617,018 | 2.8 | % | 98.4 | % | 2 | 351,312 | 3.8 | % | 98.1 | % | 5 | 617,018 | 2.7 | % | 98.3 | % | 5 | 617,018 | 2.8 | % | 98.4 | % | ||||||||||||||||
Minnesota | 3 | 483,938 | 2.2 | % | 96.5 | % | 2 | 299,097 | 1.4 | % | 97.3 | % | ||||||||||||||||||||||||||||
South Carolina | 7 | 445,486 | 2.0 | % | 98.0 | % | 6 | 381,127 | 1.7 | % | 97.9 | % | ||||||||||||||||||||||||||||
Delaware | 3 | 414,269 | 1.9 | % | 85.9 | % | — | — | — | — | 3 | 414,269 | 1.8 | % | 87.0 | % | 3 | 414,269 | 1.9 | % | 85.9 | % | ||||||||||||||||||
South Carolina | 6 | 381,127 | 1.7 | % | 97.9 | % | 6 | 381,127 | 4.1 | % | 99.3 | % | ||||||||||||||||||||||||||||
Wisconsin | 3 | 372,382 | 1.7 | % | 94.4 | % | — | — | — | — | ||||||||||||||||||||||||||||||
Oregon | 3 | 354,670 | 1.6 | % | 96.6 | % | 2 | 263,598 | 2.8 | % | 94.3 | % | 3 | 354,670 | 1.6 | % | 96.5 | % | 3 | 354,670 | 1.6 | % | 96.6 | % | ||||||||||||||||
Kentucky | 2 | 302,670 | 1.4 | % | 94.7 | % | 2 | 302,670 | 3.3 | % | 97.5 | % | 2 | 302,670 | 1.3 | % | 95.0 | % | 2 | 302,670 | 1.4 | % | 94.7 | % | ||||||||||||||||
Minnesota | 2 | 299,097 | 1.4 | % | 97.3 | % | — | — | — | — | ||||||||||||||||||||||||||||||
Wisconsin | 2 | 269,128 | 1.2 | % | 97.3 | % | 3 | 372,382 | 1.7 | % | 94.4 | % | ||||||||||||||||||||||||||||
Ohio | 2 | 255,381 | 1.1 | % | 99.0 | % | 1 | 108,923 | 0.5 | % | 97.6 | % | ||||||||||||||||||||||||||||
Alabama | 2 | 193,558 | 0.9 | % | 80.2 | % | 2 | 193,558 | 2.1 | % | 79.6 | % | 2 | 193,558 | 0.9 | % | 82.2 | % | 2 | 193,558 | 0.9 | % | 80.2 | % | ||||||||||||||||
Massachusetts | 1 | 185,279 | 0.8 | % | 99.4 | % | — | — | — | — | ||||||||||||||||||||||||||||||
Connecticut | 1 | 167,230 | 0.8 | % | 100.0 | % | — | — | — | — | 1 | 179,730 | 0.8 | % | 100.0 | % | 1 | 167,230 | 0.8 | % | 100.0 | % | ||||||||||||||||||
New Jersey | 2 | 156,482 | 0.7 | % | 97.8 | % | — | — | — | — | 2 | 156,482 | 0.7 | % | 97.8 | % | 2 | 156,482 | 0.7 | % | 97.8 | % | ||||||||||||||||||
Indiana | 2 | 138,884 | 0.6 | % | 92.2 | % | — | — | — | — | 2 | 138,884 | 0.6 | % | 89.5 | % | 2 | 138,884 | 0.6 | % | 92.2 | % | ||||||||||||||||||
Ohio | 1 | 108,923 | 0.5 | % | 97.6 | % | 1 | 108,903 | 1.2 | % | 96.1 | % | ||||||||||||||||||||||||||||
Arizona | 1 | 107,647 | 0.5 | % | 100.0 | % | 1 | 107,647 | 1.1 | % | 100.0 | % | 1 | 107,647 | 0.5 | % | 100.0 | % | 1 | 107,647 | 0.5 | % | 100.0 | % | ||||||||||||||||
Dist. of Columbia | 1 | 16,834 | 0.1 | % | 100.0 | % | — | — | — | — | 2 | 39,645 | 0.2 | % | 89.4 | % | 1 | 16,834 | 0.1 | % | 100.0 | % | ||||||||||||||||||
Tennessee | — | — | — | — | 1 | 64,000 | 0.7 | % | 100.0 | % | ||||||||||||||||||||||||||||||
Total | 180 | 21,860,863 | 100.0 | % | 95.1 | % | 78 | 9,283,018 | 100.0 | % | 96.7 | % | 187 | 22,533,380 | 100.0 | % | 95.0 | % | 180 | 21,860,863 | 100.0 | % | 95.1 | % | ||||||||||||||||
The Unconsolidated Properties are encumbered by mortgage loans of $2.4 billion.
The following summarizes the four largest grocery tenants occupying our shopping centers at December 31, 2005:2006:
Grocery Anchor | Number of Stores (a) | Percentage of Company-owned GLA (b) | Percentage of Annualized Base Rent (b) | |||||
Kroger | 67 | 9.2 | % | 6.6 | % | |||
Safeway | 71 | 6.2 | % | 4.4 | % | |||
Publix | 61 | 5.8 | % | 3.9 | % | |||
Albertsons (c) | 31 | 2.7 | % | 2.0 | % |
Grocery Anchor | Number of Stores (a) | Percentage of Company- owned GLA (b) | Percentage of Base Rent (b) | |||||
Kroger | 67 | 9.5 | % | 6.4 | % | |||
Publix | 65 | 6.3 | % | 4.1 | % | |||
Safeway | 65 | 5.8 | % | 3.9 | % | |||
Super Valu | 35 | 3.6 | % | 2.9 | % |
(a) | For the Combined Properties including stores owned by grocery anchors that are attached to our centers. |
(b) | GLA and annualized base rent include the Consolidated Properties plus Regency’s pro-rata share of the Unconsolidated Properties. |
Liquidity and Capital Resources
General
We expect that cash generated from revenues, including gains from the sale of real estate, will provide the necessary funds on a short-term basis to pay our operating expenses, interest expense, scheduled principal payments on outstanding indebtedness, capital expenditures necessary to maintain and improve our shopping centers, and dividends to stockholders. Net cash provided by operating activities was $208.2 million, $183.9 million and $180.6 million for the years ended December 31, 2005, 2004 and 2003, respectively. Operating cash flow increased 13.2% during 2005 primarily as a result of a 19.3% increase in net income as described below under Results of Operations. For the years ended December 31, 2005, 2004 and 2003, our gains from the sale of real estate were $76.7 million, $60.5 million and $65.9 million, the details of which are discussed below under Shopping Center Developments, Acquisitions and Sales. We incurred capital expenditures of $14.4 million, $11.7 million and $13.5 million to improve our shopping centers, we paid scheduled principal payments of $5.5 million, $5.7 million and $4.1 million to our lenders on mortgage loans, and we paid dividends of $170.1 million, $157.2 million and $157.9 million to our stockholders, respectively. The increase in dividends of 8.2% during 2005 was primarily related to a $200 million equity offering as described below under Equity Capital Transactions.
Although base rent is supported by long-term lease contracts, tenants who file bankruptcy are able to cancel their leases and close thetheir related stores. In the event that a tenant with a significant number of leases in our shopping centers files bankruptcy and cancels its leases, we could experience a significant reduction in our revenues. On February 21, 2005, Winn-Dixie Stores, Inc. filed a voluntary petition for reorganization under Chapter 11We continually monitor industry trends and sales data to help us identify declines in retail categories or tenants who might be experiencing financial difficulties. We continue to monitor the video rental industry while its operators transition to different rental formats including on-line rental programs. At December 31, 2006, we had leases with 137 video rental stores representing $9.8 million of the U.S. Bankruptcy Code. We currently lease three storesannual rental income pertaining to Winn-Dixie, two of which are owned directly by usConsolidated Properties and one is owned in a joint venture. Our annualized base rent from Winn-Dixie including our pro rata share of the joint venture is $1.2 million. Winn-Dixie currently owes Regency $34,750 in pre-petition rent related to common area expense reimbursements, and is current on all rent post-petition.Unconsolidated Properties. We are not aware at this time of the current or pending bankruptcy of any of our other tenants that would cause a significant reduction in our revenues, and no tenant represents more than 7% of the total of our annual base rental revenues and our pro-rata share of the base revenues of the Unconsolidated Properties.
Liquidity and Capital Resources
We intend to continue to grow our portfolio by investing in shopping centers through ground up development of new centers or acquisition of existing centers. Because development and acquisition activities are discretionary in nature, they are not expected to burden the capital resources we have currently available for liquidity requirements. We expect to meet our long-term capital investment requirements for redeemabledevelopment and acquisitions, as well as, the redemption of preferred stock and units,the repayment of maturing debt the acquisition of real estate, investments in joint ventures, and the renovation or development of shopping centers from: (i) residual cash generated from operating activities after the payments described above, (ii) proceeds from the sale of real estate, (iii) joint venturing of real estate, (iv) refinancing of debt, or our line of credit, and (v) equity raised in the private or publiccapital markets.
The following table summarizes net cash flows related to operating, investing and financing activities (in thousands):
2006 | 2005 | 2004 | ||||||||
Net cash provided by operating activities | $ | 216,815 | 205,403 | 181,522 | ||||||
Net cash provided by (used in) investing activities | 38,231 | (484,778 | ) | (38,318 | ) | |||||
Net cash (used in) provided by financing activities | (263,458 | ) | 226,513 | (77,753 | ) | |||||
Net (decrease) increase in cash and equivalents | $ | (8,412 | ) | (52,862 | ) | 65,451 | ||||
At December 31, 2005,2006, we had $123.6 million available for equity securitiesan unlimited amount under our shelf registration for equity securities based on the new Securities and Exchange Commission (“SEC”) rules and RCLP had $600.0$600 million available for debt under its shelf registration.
We intendbelieve that our ability to continue to grow our portfolio through new developments and acquisitions, either directly or through our joint venture relationships. Because development and acquisition activities are discretionary in nature, they are not expected to burdenaccess the capital resources we have currently available for liquidity requirements. Capital necessary to complete developments-in-process will be funded from our linemarkets as a source of credit and our capital recycling program as previously described. We expect that cash provided by operating activities, proceeds from the sale of real estate, unused amounts available under our line of credit and cash reserves are adequatefunds to meet short-term and committed long-term liquidity requirements.capital requirements is good.
Shopping Center Developments, Acquisitions and Sales
On a Consolidated Basis,At December 31, 2006 we had 30 projects47 properties under construction or undergoing major renovations at December 31, 2005,on a Combined Basis, which when completed, will represent a net investment of $1.1 billion after projected sales of adjacent land and out-parcels. This compares to 31 projects that were under construction at the end of 2005 representing an investment of $778.9$735.1 million before the estimated reimbursement of certain tenant-related costs and projected sales proceeds from adjacent land and out-parcels of $81.9 million.upon completion. We estimate that we will earn an average return on our investment on theseour current development projects of 9.7% upon completion. This7.9% on a fully allocated basis including direct internal costs and the cost to acquire any residual interests held by minority development partners. These average return on investment isreturns are approximately 50 to 75110 basis points less than our experience in prior years andthe projected yields on the developments that were under construction at the end of 2005, which is primarily the result of higher costs associated with the acquisition of land and construction. While the average return on investment has decreaseddeclined from historical experience,levels, the Company believes the returnthat our development returns are sufficient on a risk adjusted basis is very adequate because expected profit margins are well in excess of historic margins.basis. Costs necessary to complete the current in process developmentsdevelopment projects, net of projected land sales are estimated to be $475.7$532 million and will likely be expended through 2009.2010. The costs to complete these developments will be funded from the Company’s unsecuredour $500 million line of credit, which had $338.0$379 million of available funding at December 31, 2005,2006, and also from expected proceeds from the future sale of shopping centers as part of the capital recycling program described above. Our expected total investmentIn February 2007, we increased the commitment of our line of credit to $600 million with the ability to expand it to $750 million as discussed further below in new developments increased 16.7% at December 31, 2005. At December 31, 2004,Notes Payable.
On April 11, 2006, we had 32 consolidated projects under construction representing an investment at completionacquired a 100% interest in a shopping center for a purchase price of $682.5 million. Our estimated return on investment$63.1 million which includes the assumption of $44.0 million in debt. The acquisition was accounted for as a business combination purchase and the projects under construction at the endresults of 2004 was 10.2%. We expect to continue increasing our development pipelineits operations are included in the future subject toconsolidated financial statements from the on-going demanddate of acquisition. During 2006, we also acquired six shopping centers through our joint ventures for new retail space by our retail customers.a combined purchase price of $159.3 million as further described below.
During 2005, the Company2006, we sold 100% of itsour interest in 1411 properties for net proceeds of $175.2 million.$149.6 million, net of debt repayments and closing costs. The operating income and gains from these properties and properties classified as held for sale are included in discontinued operations. We also sold partial interests in six completed development properties to our joint ventures for $135.0 million, or $100 million net after excluding our ownership interests in the joint ventures. The revenues from properties included in discontinued operations were $19.4 million, $30.9 million and $40.4 million fordetails of the years ended December 31, 2005, 2004 and 2003, respectively.sales to joint ventures are further described below.
Off Balance Sheet Arrangements
Investments in Unconsolidated Real Estate Partnerships (Joint Ventures)
At December 31, 2005,2006, we had investments in unconsolidated real estate partnerships of $545.6$434.1 million. The following is a summary of unconsolidated combined assets and liabilities of these joint ventures and our pro-rata share (see note below) at December 31, 2006 and 2005 and 2004 (in(dollars in thousands):
2005 | 2004 | |||||||
Number of Joint Ventures | 15 | 11 | ||||||
Regency’s Ownership | 20%-50 | % | 20%-50 | % | ||||
Number of Properties | 180 | 78 | ||||||
Combined Assets | $ | 4,318,581 | $ | 1,439,617 | ||||
Combined Liabilities | 2,533,991 | 689,988 | ||||||
Combined Equity | 1,784,590 | 749,629 | ||||||
Regency’s Share of: | ||||||||
Assets | $ | 1,383,069 | $ | 374,430 | ||||
Liabilities | 818,439 | 179,459 |
Number of Joint Ventures Regency’s Ownership Number of Properties Combined Assets Combined Liabilities Combined Equity Regency’s Share of(1) : Assets LiabilitiesNote: Pro rata financial information is not and is not intended to be a presentation in accordance with generally accepted accounting principles. However, management believes that providing such information is useful to investors in assessing the impact of its unconsolidated real estate partnership activities on the operations of the Company which include such items on a single line presentation under the equity method in the Company’s Consolidated 2006 2005 18 15 20%-50% 20%-50% 187 180 $4,365,675 $4,318,581 2,574,860 2,533,991 1,790,815 1,784,590 $1,106,803 $1,383,069 646,346 818,439
(1) | Pro rata financial information is not, and is not intended to be, a presentation in accordance with generally accepted accounting principles. However, management believes that providing such information is useful to investors in assessing the impact of its unconsolidated real estate partnership activities on the operations of Regency, which includes such items on a single line presentation under the equity method in its consolidated financial statements. |
We account for all investments in which we own 50% or less and do not have a controlling financial interest using the equity method. We have determined that these investments are not variable interest entities, and therefore are subject to the voting interest model in determining our basis of accounting. Major decisions, including property acquisitions andnot meeting pre-established investment criteria, dispositions, financings, annual budgets and dissolution of the ventures are subject to the approval of all partners. Investments in real estate partnerships are primarily composed of joint ventures where we invest with three co-investment partners and a recently formed open-end real estate fund (“Regency Retail Partners”), as further described below. In addition to earning our pro-rata share of net income in each of these partnerships, these partnerships pay uswe receive fees for asset management, property management, investment and acquisition and dispositionfinancing services. During the years ended December 31, 2006, 2005 2004 and 2003,2004, we received fees from these joint ventures of $30.8 million, $26.8 million $9.3 million and $5.6$9.3 million, respectively. Our investments in real estate partnerships as of December 31, 20052006 and 20042005 consist of the following (in thousands):
Ownership | 2005 | 2004 | Ownership | 2006 | 2005 | ||||||||||
Macquarie CountryWide-Regency (MCWR) | 25.00 | % | $ | 61,375 | 65,134 | ||||||||||
Macquarie CountryWide Direct (MCWR) | 25.00 | % | 7,433 | 8,001 | |||||||||||
Macquarie CountryWide-Regency (MCWR I) | 25.00% | $ | 60,651 | 61,375 | |||||||||||
Macquarie CountryWide Direct (MCWR I) | 25.00% | 6,822 | 7,433 | ||||||||||||
Macquarie CountryWide-Regency II (MCWR II) | 35.00 | % | 363,563 | — | 24.95% | 234,378 | 363,563 | ||||||||
Macquarie CountryWide-Regency III (MCWR III) | 24.95 | % | 606 | — | |||||||||||
Macquarie CountryWide-Regency III (MCWR II) | 24.95% | 1,140 | 606 | ||||||||||||
Columbia Regency Retail Partners (Columbia) | 20.00 | % | 36,659 | 41,380 | 20.00% | 36,096 | 36,659 | ||||||||
Cameron Village LLC (Columbia) | 30.00 | % | 21,633 | 21,612 | 30.00% | 20,826 | 21,633 | ||||||||
Columbia Regency Partners II (Columbia) | 20.00 | % | 2,093 | 3,107 | 20.00% | 11,516 | 2,093 | ||||||||
RegCal, LLC (RegCal) | 25.00 | % | 14,921 | 13,232 | 25.00% | 18,514 | 14,921 | ||||||||
Regency Retail Partners (the Fund) | 26.80% | 5,139 | — | ||||||||||||
Other investments in real estate partnerships | 50.00 | % | 37,334 | 27,211 | 50.00% | 39,008 | 37,334 | ||||||||
Total | $ | 545,617 | 179,677 | $ | 434,090 | 545,617 | |||||||||
(1) | At December 31, 2005, our ownership interest in Macquarie CountryWide-Regency II was 35% prior to the partial sale which is described below. |
We co-invest with the Oregon Public Employees Retirement Fund in three joint ventures (collectively “Columbia”), in which we have ownership interests of 20% or 30%. As of December 31, 2005,2006, Columbia owned 1620 shopping centers, had total assets of $465.5$558.1 million, and net income of $22.3$11.6 million for the year ended. Our share of Columbia’s total assets and net income was $105.7$123.9 million and
$4.2 $2.3 million, respectively. Our share of Columbia represents 2.9%3.4% of our total assets and 1.2% of our net income available for common stockholders, respectively.stockholders. During 2006 Columbia acquired four shopping centers from unrelated parties for $97.0 million. We contributed $9.6 million for our proportionate share of the purchase price, which was net of $36.4 million of assumed mortgage debt and $13.3 million of financing obtained by Columbia. Columbia did not acquire any properties in 2005 and sold two shopping centers to an unrelated party for $47.6 million to unrelated parties at a gain of $8.9 million. During 2004, Columbia acquired eight shopping centers from unrelated parties for a purchase price of $250.8 million. We contributed $31.9 million for our proportionate share of the purchase price. Columbia sold three shopping centers during 2004 for $74.0 million to unrelated parties at a gain of $10.0 million.
We co-invest with the California State Teachers’ Retirement System (“CalSTRS”) in a joint venture called (“RegCal”) in which we have a 25% ownership interest. As of December 31, 2005,2006, RegCal owned sevennine shopping centers, had total assets of $146.8$182.9 million, and had net income of $2.0$1.7 million for the year ended. Our share of RegCal’s total assets and net income was $36.7$45.7 million and $609,316,$516,613, respectively. Our share of RegCal represents 1.2% of our total assets and less than 1% of our total assets and net income available for common stockholders, respectively. During 2006 RegCal acquired two shopping centers from unrelated parties for $37.3 million. We contributed $4.1 million for our proportionate share of the purchase price, which was net of financing obtained by RegCal. During 2005, RegCal acquired two shopping centers from an unrelated party for a purchase price of $20.0 million. WeThe Company contributed $1.7 million for ourits proportionate share of the purchase price, which was net of loan financing assumed by RegCal. During 2004, RegCal acquired four shopping centers from us valued at $124.5 million, for which it assumed debt from us of $34.8 million and paid cash to us of $73.9 million.
We co-invest with Macquarie CountryWide Trust of Australia (“MCW”) in four joint ventures, two in which we have an ownership interest of 25% (“MCWR”), one in which we have an ownership interest of 35% (“MCWR II”I”), and onetwo in which we have an ownership interest of 24.95% (“MCWR III) as of December 31, 2005. We reduced our ownership interest in MCWR II to 24.95% in January 2006 as described further below.II).
As of December 31, 2005,2006, MCWR I owned 5150 shopping centers, had total assets of $738.8$728.3 million, and net income of $7.3$18.2 million for the year ended. Our share of MCWR’sMCWR I’s total assets and net income was $184.8$181.5 million and $2.2$5.4 million, respectively. During 2006, MCWR I sold two shopping centers for $28.0 million to unrelated parties for a gain of $7.8 million, and acquired one shopping center from an unrelated party for a purchase price of $25.0 million. We contributed $748,466 for our proportionate share of the purchase price, which was net of $12.5 million of assumed mortgage debt and $10.4 million in 1031 proceeds. During 2005, MCWR I acquired one shopping center from an unrelated party for a purchase price of $24.4 million. WeThe Company contributed $4.5 million for ourits proportionate share of the purchase price, which was net of loan financing placed on the shopping center by MCWR.MCWR I. In addition, MCWR I acquired two shopping centersproperties from usthe Company valued at $31.9 million, for which wethe Company received cash of $25.7 million for MCW’s portion.proportionate share. During 2005, MCWR I sold four shopping centers during 2005to unrelated parties for $34.7 million to unrelated parties with a gain of $582,910. During 2004, MCWR acquired 23 shopping centers from unrelated parties for a purchase price of $274.5 million. We contributed $34.8 million for our proportionate share of the purchase price. In addition, MCWR acquired three shopping centers from us valued at $69.7 million, for which we received cash of $63.7 million for MCW’s portion. MCWR sold one shopping center during 2004 to an unrelated party for $12.8 million at a gain of $190,559.
On June 1, 2005, Macquarie CountryWide-RegencyMCWR II LLC (MCWR II) closed on the acquisition of 100a retail shopping centerscenter portfolio (the “First Washington Portfolio”) totaling approximately 12.6 million square feet located throughout 17 states and the District of Columbia fromfor a joint venture between CalPERS and an affiliate of First Washington Realty, Inc. (the “Sellers”) pursuant to a Purchase and Sale Agreement dated February 14, 2005. The total purchase price wasof approximately $2.8 billion, including the assumption of approximately $68.6 million of mortgage debt and the issuance of approximately $1.6 billion of new mortgage loans on the properties acquired. The First Washington Portfolio acquisition was accounted for as a purchase business combination by MCWR II. At December 31, 2005, MCWR II iswas owned 64.95% by an affiliate of MCW, 34.95% by Regency and 0.1% by Macquarie-Regency Management, LLC (“US Manager”). US Manager is owned 50% by Regency and 50% by an affiliate of Macquarie Bank Limited. On January 13, 2006, we sold a portion of our investment in MCWR II to MCW for net cash of $113.2 million and reduced our ownership interest from 35% to 24.95%, and recorded a gain of $9.5 million on the partial sale of our interest. The proceeds from the sale were used to reduce our unsecured line of credit. At December 31, 2006, MCWR II is owned 75% by MCW’s affiliate, 24.90% by Regency and 0.1% by US Manager. Including itsour share of US Manager, Regency’sour effective ownership is 35% as of December 31, 200524.95% and is reflected as such under the equity method in the accompanying consolidated financial statements. Regency’s required equity investment in MCWR II was approximately $397 million and was paid in cash. The fair value of the consideration paid by MCW and Regency was used as the valuation basis for the First Washington Portfolio. The costs of the assets acquired and liabilities assumed in conjunction with the First Washington Portfolio were revalued based on their respective fair values as of the effective date of the acquisition in accordance with SFAS No. 141, “Business Combinations” (“Statement 141”).
Upon closing of the acquisition into the joint venture, MCWR II paid us acquisition, due diligence and capital restructuring fees totaling $21.2 million, of which we recognized $13.8 million as fee income. We only recognized fee income on that portion of the joint venture not owned by us and as a result, recorded $7.4 million of the fee as a reduction to our investment in MCWR II. We have the ability to earn additional acquisition fees of approximately $9.2 million (the “Contingent Acquisition Fees”) subject to achieving certain targeted income levels in 2006 and 2007; and accordingly, the Contingent Acquisition Fee will only be recognized in 2006 and 2007 if earned. We will also earn recurring fees for asset and property management on a quarterly and monthly basis, respectively. To assist in the transition of the portfolio to us, the Seller agreed to provide property management services for up to two years on approximately 50% of the portfolio which will result in lower property management fee income to us during the transition period. During 2005, MCWR II sold one shopping center for $9.7 million to an unrelated party with a gain of $35,127. As of December 31, 2005,2006, MCWR II owned 9997 shopping centers, had total assets of $2.8$2.7 billion and a net loss of $32.3 million.$24.7 million for the year ended. Our share of MCWR II’s total assets and net loss was $995.0$676.0 million and $11.2$7.0 million, respectively. As a result of the significant amount of depreciation and amortization expense being recorded by MCWR II in connection with the acquisition of the First Washington Portfolio, we expect that the joint venture willmay continue to report a net loss in future years, but shouldis expected to produce positive cash flow from operations.
As During 2006, MCWR II sold eight shopping centers for $122.4 million to unrelated parties for a gain of December 31,$1.5 million. MCWR II acquired four shopping centers from us for a sales price of $62.4 million, or $46.8 million on a net basis after excluding our 24.95% ownership interest. During 2005, MCWR III ownedII sold one shopping center had total assetsfor $9.7 million to an unrelated party with a gain of $12.2 million, and a net loss of $46,921 for the year ended. Our share of MCWR III’s total assets and the net loss was $3.1 million and $11,707, respectively. The shopping center owned by MCWR III was acquired from us in December 2005 and we received cash of $4.1 million and a short-term notes receivable of $6.2 million.$35,127.
Our investment in the four joint ventures with MCW totals $433.0$303.0 million and represents 12%8.3% of our total assets at December 31, 2005.2006. Our pro-rata share of the assets and net loss of these ventures was $1.2 billion$857.5 million and $9.1$1.6 million, respectively, which represents 33.2%23.4% and 6.2%less than 1% of our total assets and net income available for common stockholders, respectively. On January 13,
In December, 2006, we sold a portionformed Regency Retail Partners (the “Fund”), an open-end, infinite-life investment fund in which we currently have an ownership interest of our investment in MCWR II26.8%. We expect to MCW for $113.2 million in cash and reducedreduce our ownership interest in MCWR IIto 20% during 2007 as other partners are admitted into the Fund. The Fund will have the exclusive right to acquire all future Regency-developed large format community centers upon stabilization that meet the Fund’s investment criteria. A community center is generally defined as a shopping center with at least 250,000 square feet of GLA including tenant-owned GLA.
As of December 31, 2006, the Fund owned two shopping centers, had total assets of $76.1 million and net income of $25,633 for the year ended. The Fund acquired two community shopping centers from 35% to 24.95%. The proceeds fromus for a sales price of $72.6 million, or $53.1 million on a net basis after excluding our 26.8% ownership interest. Our share of the sale were used to reduceFund’s total assets and net income was $20.4 million and $6,870, respectively. Our share of the unsecured lineFund represents less than 1% of credit (the “Line”).our total assets and net income available for common stockholders.
Recognition of gains from sales to joint ventures is recorded on only that portion of the sales not attributable to our ownership interest. The gains and operations are not recorded as discontinued operations because of our continuing involvement in these shopping centers. Columbia, RegCal, and the joint ventures with MCW, and the Fund intend to continue to acquire retail shopping centers, some of which they may acquire directly from us. For those properties acquired from unrelated parties, we are required to contribute our pro-rata share of the purchase price to the partnerships.
On June 1, 2005, Regency entered into a credit agreement that provided for a $275 million unsecured term loan maturing on March 1, 2006 (the “Bridge Loan”) which was fully repaid on August 1, 2005 using proceeds from the sale of common stock and the issuance of fixed rate debt described below. The Bridge Loan was used to provide partial financing necessary for Regency’s 35% equity investment of $397 million in MCWR II which closed on June 1, 2005. Our remaining equity investment was funded from the line of credit. The interest rate was a floating rate of LIBOR plus 65 basis points, which was subject to adjustment based on the credit ratings assigned by Regency’s rating agencies with interest only paid monthly.
On April 5, 2005, we entered into a forward stock purchase contract with an affiliate of Citigroup Global Markets Inc. (“Citigroup”) pursuant to which we agreed to issue 4.3 million of Regency’s common shares and Citigroup agreed to purchase the shares for $46.60 per share (the “Forward Sale Agreement”). On August 1, 2005, we completed the sale of 3.8 million shares to Citigroup and received proceeds of $175.5 million. The proceeds were used to redeem the Series E Preferred Units, reduce our line of credit and repay the balance of the Bridge Loan. On September 7, 2005, the remaining 530,000 shares under the Forward Sale Agreement were settled for $24.4 million and the net proceeds were used to redeem the Series F Preferred Units.
Shopping center acquisitions, sales and the net acquisitions or sales activities within our investments in real estate partnerships are included in investing activities in the accompanying consolidated statements of cash flows. Net cash used in investing activities was $484.8 million, $38.3 million and $49.0 million for the years ended December 31, 2005, 2004 and 2003, respectively. The significant increase in net cash used in investing activities of $446.5 million was primarily related to our investment in MCWR II, and an increase in the number of projects under development as described previously.
Contractual Obligations
We have debt obligations related to our mortgage loans, unsecured notes, and our unsecured line of credit as described further below. We have shopping centers that are subject to non-cancelable long-term ground leases where a third party owns and has leased the underlying land to us to construct and/or operate a shopping center. In addition, we have non-cancelable operating leases pertaining to office space from which we conduct our business. The table excludes obligations for approximately $2.7$3.8 million related to environmental remediation as discussed below under Environmental Matters as the timing of the remediation is not currently known, andknown. The table also excludes obligations related to construction or development contracts where payment isbecause payments are only due upon the satisfactory performance byunder the contractor.contract. Costs necessary to complete the 47 development projects currently in process are estimated to be $532 million and will likely be expended through 2010. The following table summarizes our debt maturities including interest, (excluding recorded debt premiums that are not obligations), and obligations under non-cancelable operating leases as of December 31, 20052006 including our pro-rata share of obligations within unconsolidated joint ventures (in thousands).:
Contractual Obligations | 2006 | 2007 | 2008 | 2009 | 2010 | Beyond 5 years | Total | ||||||||
Notes Payable: | |||||||||||||||
Regency(1) | $ | 132,462 | 352,874 | 110,145 | 139,630 | 257,361 | 1,201,496 | 2,193,968 | |||||||
Regency's share of JV | 125,607 | 16,276 | 14,412 | 32,835 | 232,416 | 339,497 | 761,043 | ||||||||
Operating Leases: | |||||||||||||||
Regency | 2,916 | 1,868 | 1,388 | 1,160 | 938 | 3,508 | 11,778 | ||||||||
Regency's share of JV | — | — | — | — | — | — | — | ||||||||
Ground Leases: | |||||||||||||||
Regency | 190 | 190 | 190 | 190 | 199 | 2,616 | 3,575 | ||||||||
Regency's share of JV | 309 | 309 | 309 | 309 | 318 | 16,359 | 17,913 | ||||||||
Total | $ | 261,484 | 371,517 | 126,444 | 174,124 | 491,232 | 1,563,476 | 2,988,277 | |||||||
Contractual Obligations | 2007 | 2008 | 2009 | 2010 | 2011 | Beyond 5 years | Total | ||||||||
Notes Payable: | |||||||||||||||
Regency(1) | $ | 309,306 | 110,879 | 147,394 | 301,393 | 382,087 | 936,093 | 2,187,152 | |||||||
Regency’s share of JV | 23,337 | 21,918 | 34,868 | 163,854 | 129,460 | 234,839 | 608,276 | ||||||||
Operating Leases: | |||||||||||||||
Regency | 4,740 | 4,478 | 4,322 | 4,169 | 4,094 | 18,055 | 39,858 | ||||||||
Regency’s share of JV | — | — | — | — | — | — | — | ||||||||
Ground Leases: | |||||||||||||||
Regency | 1,205 | 534 | 534 | 541 | 542 | 23,456 | 26,812 | ||||||||
Regency’s share of JV | 261 | 261 | 262 | 270 | 269 | 13,383 | 14,706 | ||||||||
Total | $ | 338,849 | 138,070 | 187,380 | 470,227 | 516,452 | 1,225,826 | 2,876,804 | |||||||
(1) | Amounts include interest payments based on contractual terms and current interest rates for variable rate debt. |
Notes Payable
Outstanding debt at December 31, 20052006 and 20042005 consists of the following (in thousands):
2005 | 2004 | ||||
Notes Payable: | |||||
Fixed rate mortgage loans | $ | 175,403 | 275,726 | ||
Variable rate mortgage loans | 77,906 | 68,418 | |||
Fixed rate unsecured loans | 1,198,633 | 948,946 | |||
Total notes payable | 1,451,942 | 1,293,090 | |||
Unsecured line of credit | 162,000 | 200,000 | |||
Total | $ | 1,613,942 | 1,493,090 | ||
2006 | 2005 | ||||
Notes Payable: | |||||
Fixed rate mortgage loans | $ | 186,897 | 175,403 | ||
Variable rate mortgage loans | 68,662 | 77,906 | |||
Fixed rate unsecured loans | 1,198,827 | 1,198,633 | |||
Total notes payable | 1,454,386 | 1,451,942 | |||
Unsecured Line of Credit | 121,000 | 162,000 | |||
Total | $ | 1,575,386 | 1,613,942 | ||
Mortgage loans are secured and may be prepaid, but could be subject to yield maintenance premiums. Mortgage loans are generally due in monthly installments of interest and principal, and mature over various terms through 2017. Variable interest rates on mortgage loans are currently based on LIBOR, plus a spread in a range of 90 to 150130 basis points. Fixed interest rates on mortgage loans range from 5.22% to 8.95% and average 6.61%6.53%.
We haveAt December 31, 2006, we had an unsecured revolving line of credit (the “Line”) with a commitment of $500 million, and the right to expand the Line by an additional $150 million subject to additional lender syndication. Theoutstanding balance of the Line on December 31, 2005 was $162.0$121 million. Contractual interest rates on the Line, which are based on LIBOR plus .75%, were 5.125%6.125% and 3.1875%5.125% at December 31, 20052006 and 2004,2005, respectively. The spread that we pay on the Line is dependent upon maintaining specific investment-grade ratings. We are also required to comply, and are in compliance, with certain financial covenants such as Minimum Net Worth, Total Liabilities to Gross Asset Value (“GAV”), Recourse Secured IndebtednessDebt to GAV, Fixed Charge Coverage and other covenants customary with this type of unsecured financing. The Line is used primarily to finance the development and acquisition of real estate, but is also available for general working-capital purposes.
On
In February, 15, 2005,2007, we executedentered into a commitment letter related tonew loan agreement under the Line which temporarily modified certain Line covenants relatedincreased the commitment to our borrowing capacity and leverage in conjunction$600 million with the $275 million Bridge Loan as part ofright to increase the First Washington Portfolio acquisition. The Bridge Loan was fully repaid on August 1, 2005.
The combined borrowings under the Line of $122 million and the $275 million Bridge Loan provided the funding of our $397 million equity investment in MCWR II. On July 18, 2005, we issued $350 million of unsecured notes, the proceeds of which were usedfacility size to reduce the Bridge Loan by $180 million to $95 million and reduce the Line by approximately $170$750 million. The notes bearcontractual interest at 5.25%rate will be reduced to LIBOR plus .55% based upon our current debt ratings and mature August 1, 2015. On August 1, 2005, we received proceedswill have an initial term of approximately $175.5 million from the sale of common shares,48 months followed by a 12 month extension option. The Line will continue to be subject to similar financial covenants and investment-grade ratings as further described below, which were used to repay the Bridge Loan in full, further reduce the balance of the Line and redeem the Series E Preferred Units.exist currently.
As of December 31, 2005,2006, scheduled principal repayments on notes payable and the Line were as follows (in thousands):
Scheduled Payments by Year | Scheduled Principal Payments | Term Loan Maturities | Total Payments | |||||||||||
2006 | 4,065 | 28,043 | 32,108 | |||||||||||
Scheduled Principal Payments by Year | Scheduled Payments | Term Loan Maturities | Total Payments | |||||||||||
2007 (includes the Line) | 3,577 | 256,401 | 259,978 | 3,505 | 213,134 | 216,639 | ||||||||
2008 | 3,429 | 19,617 | 23,046 | 3,352 | 19,618 | 22,970 | ||||||||
2009 | 3,436 | 53,088 | 56,524 | 3,352 | 53,088 | 56,440 | ||||||||
2010 | 3,281 | 177,188 | 180,469 | 3,190 | 177,208 | 180,398 | ||||||||
2011 | 3,191 | 251,123 | 254,314 | |||||||||||
Beyond 5 Years | 11,978 | 1,047,167 | 1,059,145 | 8,764 | 834,292 | 843,056 | ||||||||
Unamortized debt premiums | — | 2,672 | 2,672 | — | 1,569 | 1,569 | ||||||||
Total | $ | 29,766 | 1,584,176 | 1,613,942 | $ | 25,354 | 1,550,032 | 1,575,386 | ||||||
Our investments in real estate partnerships had notes and mortgage loans payable of $2.4 billion at December 31, 2005,2006, which mature through 2028. Our proportionate share of these loans was $764.2$610.8 million, of which 82.6%94.7% had average fixed interest rates of 5.08%5.2% and the remaining had variable interest rates based on LIBOR plus a spread in a range of 7590 to 100125 basis points. The loans are primarily non-recourse, but for those that are guaranteed by a joint venture, our liability does not extend beyond our ownership percentage of the joint venture.
We are exposed to capital market risk such as changes in interest rates. In order to manage the volatility related to interest-rate risk, we originate new debt with fixed interest rates, or we consider enteringmay enter into interest-rate hedging arrangements. We do not utilize derivative financial instruments for trading or speculative purposes. We engage outside experts who evaluate and make recommendations about hedging strategies when appropriate. We account for derivative instruments under Statement of Financial Accounting Standards SFAS No. 133, “Accounting for Derivative Instruments and Hedging Activities” as amended (“Statement 133”). On April 1, 2005,March 10, 2006, we entered into threefour forward-starting interest rate swaps of approximately $65.6totaling $396.7 million each, with fixed rates of 5.029%5.399%, 5.05%5.415%, 5.399% and 5.05%5.415%. WeThe Company designated the $196.7 millionthese swaps as cash flow hedges to fix the rate on unsecured notes issued during July 2005,$400 million of new financing expected to occur in 2010 and 2011 the proceeds of which werewill be used to reduce the Line. As described above, we issued $350repay maturing debt at that time. The change in fair value of these swaps from inception was a liability of $2.9 million of unsecured notes priced to yield 5.25%. On July 13, 2005, we settled the swaps with a payment to the counter-parties for $7.3 million, whichat December 31, 2006, and is recorded in accounts payable and other liabilities in the accompanying consolidated balance sheet and in accumulated other comprehensive lossincome (loss) in ourthe consolidated balance sheets and statementsstatement of stockholder’sstockholders’ equity and comprehensive income (loss). The swap settlement is being amortized to interest expense as interest is incurred on the $350 million of ten-year unsecured notes sold July 18, 2005. The effective interest rate on the notes including the amortization of the swap settlement amount is 5.48%.
At December 31, 2005, 85.1%2006, 88.0% of our total debt had fixed interest rates, compared with 82.0%85.1% at December 31, 2004.2005. We intend to limit the percentage of variable interest-rate debt to be no more than 30% of total debt, which we believe to be an acceptable risk. At December 31, 2005,Currently, our variable rate debt represented 14.9%12.0% of our total debt. Based upon the variable interest-rate debt outstanding at December 31, 2005,2006, if variable interest rates were to increase by 1%, our annual interest expense would increase by $2.4$1.9 million.
Equity Capital Transactions
From time to time, we issue equity in the form of exchangeable operating partnership units or preferred units of RCLP, or in the form of common or preferred stock of Regency Centers Corporation. As previously discussed, these sources of long-term equity financing allow us to fund our growth while maintaining a conservative capital structure. The following describes our equity capital transactions during 2005.
Preferred Units
We have issued Preferred Units in various amounts since 1998, the net proceeds of which wewere used to reduce the balance of the Line. We issue Preferred Units primarily to institutional investors in private placements. Generally, the Preferred Units may be exchanged by the holders for Cumulative Redeemable Preferred Stock at an exchange rate of one share for one unit. The Preferred Units and the related Preferred Stock are not convertible into Regency common stock. At December 31, 2006 and 2005, and 2004,only the Series D Preferred Units were outstanding with a face value of total Preferred Units issued was $50 million and $104 million, respectively with a weighted average fixed distribution rate of 7.45% and 8.13%, respectively. As of December 31, 2005, only Series D Preferred Units remained outstanding.. These Units may be called by us in 2009, and have no stated maturity or mandatory redemption, and pay a cumulative, quarterly dividend of 7.45%.redemption. Included in the Series D Preferred Units are original issuance costs of $842,023 that will be expensed whenif they are redeemed in the future.
On August 1, 2005, we redeemed the $30 million Series E Preferred Units and expensed their related issuance costs of $762,180. The redemption was funded from the proceeds of the common stock sale completed August 1, 2005 as discussed below under Common Stock. On September 7, 2005, we redeemed the $24 million Series F Preferred Units and expensed their related issuance costs of $634,201. This redemption was funded from the additional sale of common shares as further discussed below under Common Stock.
Preferred Stock
AtAs of December 31, 20052006 we had three series of Preferred stock outstanding, , two of which underlie depositary shares held by the public. The depositary shares each represent 1/10th of a share of the underlying preferred stock and have a liquidation preference of $25 per depository share. In 2003, we issued 7.45% Series 3 Cumulative Redeemable Preferred Stock underlying 3 million depositary shares. In 2004, we issued 7.25% Series 4 Cumulative Redeemable preferred stock underlying 5 million depositary shares. On August 2,In 2005, we issued 3 million shares, or $75 million of 6.70% Series 5 Preferred Stock, with a liquidation preference of $25 per share, the proceeds of which were used to reduce the balance of the Line.share. All series of Preferred Stock are perpetual, are not convertible into common stock of the Company and are redeemable at par upon our election five years after the issuance date. The terms of the Preferred Stock do not contain any unconditional obligations that would require us to redeem the securities at any time or for any purpose.
Common Stock
On April 5, 2005, we entered into the Forward Sale Agreementan agreement to sell 4,312,500 shares of our common stock to an affiliate of Citigroup Global Markets Inc. (“Citigroup”) at $46.60 per share, to Citigroup in connection with the acquisition of the First Washington Portfolio described above.a forward sale agreement (the “Forward Sale Agreement”). On August 1, 2005, we completed the sale ofissued 3,782,500 shares and receivedto Citigroup for net proceeds of approximately $175.5 million. Onmillion and on September 7, 2005, we completed the sale of the remaining 530,000 shares and receivedwere issued for net proceeds of approximately $24.4 million. The proceeds from these sales were used to reduce the unsecured line of credit and redeem the Series E and Series F Preferred Units, repay the Bridge Loan, and reduce the Line.
In summary, net cash provided by financing activities was $223.8 million for the year ended December 31, 2005 and net cash used in financing activities was $80.1 million and $158.2 million for the years ended December 31, 2004 and 2003, respectively. The significant increase in net cash provided by financing activities was primarily related to a net increase in outstanding debt of $120.9 million and the $200 million Forward Sale Agreement described above.Units.
Critical Accounting Policies and Estimates
Knowledge about our accounting policies is necessary for a complete understanding of our financial results, and discussion and analysis of these results. The preparation of our financial statements requires that we make certain estimates that impact the balance of assets and liabilities at a financial statement date and the reported amount of income and expenses during a financial reporting period. These accounting estimates are based upon, but not limited to, our judgments about historical results, current economic activity, and industry accounting standards. They are considered to be critical because of their significance to the financial statements and the possibility that future events may differ from those judgments, or that the use of different assumptions could result in materially different estimates. We review these estimates on a periodic basis to ensure reasonableness. However, the amounts we may ultimately realize could differ from such estimates.
Revenue Recognition and Tenant Receivables – Tenant Receivablesreceivables represent revenues recognized in our financial statements, and include base rent, percentage rent, and expense recoveries from tenants for common area maintenance costs, insurance and real estate taxes. We analyze tenant receivables, historical bad debt levels, customer credit worthiness and current economic trends when evaluating the adequacy of our allowance for doubtful accounts. In addition, we analyze the accounts of tenants in bankruptcy, and we estimate the recovery of pre-petition and post-petition claims. Our reported net income is directly affected by our estimate of the recoverability of tenant receivables.
Recognition of Gains from the Sales of Real Estate -– We account for profit recognition on sales of real estate in accordance with SFAS Statement No. 66, “Accounting for Sales of Real Estate.” Profits from sales of real estate will not be recognized by us unless (i) a sale has been consummated; (ii) the buyer’s initial and continuing investment is adequate to demonstrate a commitment to pay for the property; (iii) we have transferred to the buyer the usual risks and rewards of ownership; and (iv) we do not have substantialsignificant continuing involvement with the property. Recognition of gains from sales to joint ventures is recorded on only that portion of the sales not attributable to our ownership interest.
Capitalization of Costs -– We capitalize the acquisition of land, the construction of buildings and other specifically identifiable development costs incurred by recording them into “Properties in Development” on our consolidated balance sheets. Other development costs include pre-development costs essential to the development of the property, as well as, interest, real estate taxes, and direct employee costs incurred during the development period. Pre-development costs are incurred prior to land acquisition during the due diligence phase and include contract deposits, legal, engineering and other professional fees related to evaluating the feasibility of developing a shopping center. If we were to determine that the development of a specific project undergoing due diligence was no longer probable, we would immediately expense all related capitalized pre-development costs not considered recoverable. Interest costs are capitalized into each development project based on applying our weighted average borrowing rate to that portion of the actual development costs expended. We cease interest capitalization when the property is available for occupancy upon substantial completion of tenant improvements. We have an investment services group with an established infrastructure that supportsa large staff of employees who support the due diligence, land acquisition, construction, leasing, financial analysis and accounting of our development properties.program. All direct internal costs related to thesedevelopment activities are capitalized. Included in these costs are interest and real estate taxes incurred during construction,capitalized as well as estimates for the portionpart of internal costs that are incremental and deemed directly or indirectly related to oureach development activity.project. If future accounting standards limit the amount of internal costs that may be capitalized, or if our development activity were to decline significantly without a proportionate decrease in internal costs, we could incur a significant increase in our operating expenses.
Real Estate Acquisitions -– Upon acquisition of operating real estate properties, we estimate the fair value of acquired tangible assets (consisting of land, building and improvements), and identified intangible assets, and liabilities (consisting of above- and below-market leases, in-place leases and tenant relationships) and assumed debt in accordance with SFAS No. 141, “Business Combinations” (“Statement 141.141”). Based on these estimates, we allocate the purchase price to the applicable assets and liabilities. We utilize methods similar to those used by independent appraisers in estimating the fair value of acquired assets and liabilities. We evaluate the useful lives of amortizable intangible assets each reporting period and account for any changes in estimated useful lives over the revised remaining useful life.
Valuation of Real Estate Investments -– Our long-lived assets, primarily real estate held for investment, are carried at cost unless circumstances indicate that the carrying value of the assets may not be recoverable. We review long-lived assets for impairment whenever events or changes in circumstances indicate such an evaluation is warranted. The review involves a number of assumptions and estimates used to determine whether impairment exists. Depending on the asset, we use varying methods such as i) estimating future cash flows, ii) determining resale values by market, or iii) applying a capitalization rate to net operating income using prevailing rates in a given market. These methods of determining fair value can fluctuate significantly as a result of a number of factors, including changes in the general economy of those markets in which we operate, tenant credit quality and demand for new retail stores. If we determine that the carrying amount of a property is not recoverable and exceeds its fair value, we will write down the asset to fair value for “held-and-used” assets and to fair value less costs to sell for “held-for-sale” assets.
Discontinued Operations -– The application of current accounting principles that govern the classification of any of our properties as held-for-sale on the balance sheet, or the presentation of results of operations and gains on the sale of these properties as discontinued, requires management to make certain significant judgments. In evaluating whether a property meets the criteria set forth by SFAS No. 144 “Accounting for the Impairment and Disposal of Long-Lived Assets” (“Statement 144”), the Company makes a determination as to the point in time that it can be reasonably certain that a sale will be consummated. Given the nature of all real estate sales contracts, it is not unusual for such contracts to allow potential buyers a period of time to evaluate the property prior to formal acceptance of the contract. In addition, certain other matters critical to the final sale, such as financing arrangements often remain pending even upon contract acceptance. As a result, properties under contract may not close within the expected time period, or may not close at all. Due to these uncertainties, it is not likely that the Company can meet the criteria of Statement 144 prior to the sale formally closing. Therefore, any properties categorized as held for sale represent only those properties that management has determined are likely to close within the requirements set forth in Statement 144. The Company also makes judgments regarding the extent of involvement it will have with a property subsequent to its sale, in order to determine if the results of operations and gain on sale should be reflected as discontinued. Consistent with Statement 144, any property sold to an entity in which the Company has significant continuing involvement (most often joint ventures) is not considered to be discontinued. In addition, any property which the Company sells to an unrelated third party, but retains a property or asset management function, is also not considered discontinued. Therefore, only properties sold, or to be sold, to unrelated third parties that the Company, in its judgment, has no significant continuing involvement with are classified as discontinued.
Investments in Real Estate Joint Ventures – In addition to owning real estate directly, we invest in real estate through our co-investment joint ventures. Joint venturing provides us with a capital source to
acquire real estate, and to earn our pro-rata share of the net income from the joint ventures in addition to fees for services. As asset and property manager, we conduct the business of the shopping centersUnconsolidated Properties held in the joint ventures in the same way that we conduct the business of our wholly-owned shopping centers;the Consolidated Properties that are wholly-owned; therefore, the Critical Accounting Policies as described are also applicable to our investments in the joint ventures and the fees that we earn.ventures. We account for all investments in which we own 50% or less and do not have a controlling financial interest using the equity method. We have determined that these investments are not variable interest entities as defined in the FASB Interpretation No. 46(R) “Consolidation of Variable Interest Entities” and do not require consolidation under EITF Issue No. 04-5 “Determining Whether a General Partner, or the General Partners as a Group, Controls a Limited Partnership or Similar Entity When the Limited Partners Have Certain Rights”, and therefore, are subject to the voting interest model in determining our basis of accounting. Major decisions, including property acquisitions and dispositions, financings, annual budgets and dissolution of the ventures are subject to the approval of all partners.partners, or in the case of The Fund, its advisory committee.
Income Tax Status -– The prevailing assumption underlying the operation of our business is that we will continue to operate in order to qualify as a REIT, as defined under the Internal Revenue Code. We are required to meet certain income and asset tests on a periodic basis to ensure that we continue to qualify as a REIT. As a REIT, we are allowed to reduce taxable income by all or a portion of our distributions to stockholders. We evaluate the transactions that we enter into and determine their impact on our REIT status. Determining our taxable income, calculating distributions, and evaluating transactions requires us to make certain judgments and estimates as to the positions we take in our interpretation of the Internal Revenue Code. Because many types of transactions are susceptible to varying interpretations under federal and state income tax laws and regulations, our positions are subject to change at a later date upon final determination by the taxing authorities.
Recent Accounting Pronouncements
In September 2006, the SEC’s staff issued Staff Accounting Bulletin (SAB) No. 108 “Considering the Effects of Prior Year Misstatements when Quantifying Misstatements in Current Year Financial Statements.” This Bulletin requires that registrants quantify errors using both a balance sheet and income statement approach and evaluate whether either approach results in a misstated amount that, when all relevant quantitative and qualitative factors are considered, is material. The guidance in this Bulletin must be applied to financial reports covering the first fiscal year ending after November 15, 2006. The adoption of SAB 108 did not have a material affect on our consolidated financial statements.
In September 2006, the FASB issued Statement No. 157 “Fair Value Measurements.” This Statement defines fair value, establishes a framework for measuring fair value in generally accepted accounting principles, and expands disclosures about fair value measurements. This Statement applies to accounting pronouncements that require or permit fair value measurements, except for share-based payments transactions under FASB Statement No. 123(R). This Statement is effective for financial statements issued for fiscal years beginning after November 15, 2007. As Statement No. 157 does not require any new fair value measurements or remeasurements of previously computed fair values, we do not believe adoption of this Statement will have a material effect on our consolidated financial statements.
In June 2006, the FASB issued FASB Interpretation No. 48, “Accounting for Uncertainty in Income Taxes, an interpretation of FASB Statement No. 109” (“FIN 48”). FIN 48 clarifies the accounting and reporting for uncertainties in income tax law. This Interpretation prescribes a comprehensive model for the financial statement recognition, measurement, presentation and disclosure of uncertain tax positions taken or expected to be taken in income tax returns. Under FIN 48, tax positions shall initially be recognized in the financial statements when it is more likely than not the position will be sustained upon examination by the tax authorities. Such tax positions shall initially and subsequently be measured as the largest amount of tax benefit that is greater than 50% likely of being realized upon ultimate settlement with the tax authority assuming full knowledge of the position and relevant facts. We will adopt this Interpretation in the first quarter of 2007. The cumulative effects, if any, of applying this Interpretation will be recorded as an adjustment to retained earnings as of the beginning of the period of adoption. We have begun the process of evaluating the expected effect of FIN 48 and the adoption is not expected to have a material effect on our consolidated financial statements.
In April 2006, the FASB issued FSP FIN 46(R)-6, “Determining the Variability to Be Considered in Applying FASB Interpretation No. 46(R)”, that became effective beginning in the third quarter of 2006. FSP FIN No. 46(R)-6 clarifies that the variability to be considered in applying Interpretation 46(R) shall be based on an analysis of the design of the variable interest entity. The adoption of this FSP has not had a material effect on our consolidated financial statements.
In October 2005, the Financial Accounting Standards Board (“FASB”)FASB Issued Staff Position No. FAS 13-1 “Accounting for Rental Costs Incurred during a Construction Period”. This FSP requires that rental costs associated with ground or building operating leases incurred during a construction period be recognized as rental expense. However, FSP No. FAS 13-1 does not address lessees that account for the sale or rental of real estate projects under FASB Statement No. 67 “Accounting for Costs and Initial Rental Operations of Real Estate Projects”.
In June 2005, the FASB ratified the EITF’s consensus on Issue No. 04-5 “Determining Whether a General Partner, or the General Partners as a Group, Controls a Limited Partnership or Similar Entity When the Limited Partners Have Certain Rights.” This consensus establishes the presumption that general partners in a limited partnership control that limited partnership regardless of the extent of the general partners’ ownership interest in the limited partnership. The consensus further establishes that the rights of the limited partners can overcome the presumption of control by the general partners, if the limited partners have either (a) the substantive ability, and therefore we will continue to dissolve (liquidate) the limited partnership or otherwise remove the general partners without cause or (b) substantive participating rights. Whether the presumption of control is overcome is a matter of judgment based on the facts and circumstances, for which the consensus provides additional guidance. This consensus is currently applicable to us for new partnerships created in 2005, and will be applicable to all partnerships beginning January 1, 2006. This consensus applies to limited partnerships or similar entities, such as limited liability companies that have governing provisions that are the functional equivalent of a limited partnership. We have applied EITF Issue No. 04-5 to our joint ventures and concluded that it does not require the consolidation of additional entities.
In May 2005, the FASB issued SFAS No. 154, Accounting Changes and Error Corrections (“Statement 154”). Statement 154 requires restatement of prior periods’ financial statements for changes in accounting principle, unless it is impracticable to determine either the period-specific effects or the cumulative effect of the change. Statement 154 also requires that retrospective application of a change in accounting principle be limited to the direct effects of the change. Statement 154 is effective for accounting changes and corrections of errors made in fiscal years beginning after December 15, 2005. We are not currently aware of any future potential accounting changes which would require the retrospective application described in Statement 154.
In March 2005 the FASB issued FIN 47, Accounting for Asset Retirement Obligations (as amended). FIN 47 clarifies that the term conditional asset retirement obligation as used inapply FASB Statement No. 143, Accounting for Asset Retirement Obligations, refers to a legal obligation to perform an asset retirement activity in which the timing and (or) method of settlement are conditional on a future event that may or may not be within the control of the entity. The obligation to perform the asset retirement activity is unconditional even though uncertainty exists about the timing and (or) method of settlement. Thus, the timing and (or) method of settlement may be conditional on a future event. Accordingly, an entity is required to recognize a liability for the fair value of a conditional asset retirement obligation if the fair value of the liability can be reasonably estimated. FIN 47 is effective for fiscal years ending after December 15, 2005. We are not currently aware of any asset retirement obligations beyond those currently recorded in the consolidated balance sheets which would have a material effect on our financial condition.67.
On December 16, 2004, the Financial Accounting Standards Board (“FASB”) issued SFAS No. 123 (revised 2004), “Share-Based Payment” (“Statement 123(R)”), which is a revision of SFAS No. 123, “Accounting for Stock-Based Compensation” (“Statement 123”). Statement 123(R) supersedes Accounting Principles Board Opinion No. 25, “Accounting for Stock Issued to Employees” (“Opinion 25”) and generally, the approach is similar to the approach described in Statement 123. However, Statement 123(R) requires all share-based payments to employees, including grants of employee stock options, to be recognized in the statement of operations based on their fair values and pro-forma disclosure is no longer an alternative. Statement 123(R) is effective for fiscal years beginning after December 31, 2005, however we elected early adoption effective January 1, 2005. As permitted by Statement 123(R), we have applied the “modified prospective” method in which compensation cost is recognized beginning with the effective date (a) based on the requirements of Statement 123(R) for all share-based payments granted after the effective date and (b) based on the requirements of Statement 123 for all awards granted to employees prior to the effective date of Statement 123(R) that remain unvested on the effective date.
Prior to 2005, we followed the provisions of SFAS No. 148, “Accounting for Stock-Based Compensation - Transition and Disclosure” (“Statement 148”), which provided alternative methods of transition for a voluntary change to the fair value based method of accounting for stock-based employee compensation. In addition, Statement 148 amended the disclosure requirements of Statement 123, to require more prominent and frequent disclosures in financial statements about the effects of stock-based compensation. As permitted under Statement 123 and Statement 148, we previously followed the accounting guidelines pursuant to Opinion 25, for stock-based compensation and furnished the pro-forma disclosures as required under Statement 148. During 2004 and 2003, we accounted for share-based payments to employees using Opinion 25’s intrinsic value method and recognized no compensation cost for employee stock options.
In December 2004, the FASB issued Statement No. 153, Exchange of Non-monetary Assets - an amendment of APB Opinion No 29 (“Statement 153”). The guidance in APB Opinion No. 29, Accounting for Non-monetary Transactions, is based on the principle that exchanges of non-monetary assets should be measured based on the fair value of the assets exchanged. The guidance in that Opinion, however, included certain exceptions to that principle. Statement 153 amends Opinion No. 29 to eliminate the exception for non-monetary assets that do not have commercial substance. A non-monetary exchange has commercial substance if the future cash flows of the entity are expected to change significantly as a result of the exchange. Statement 153 is effective for non-monetary asset exchanges occurring in fiscal periods beginning after June 15, 2005. The impact of adopting Statement 153 has not had a material adverse impact on the Company’s financial position or results of operations.
Results from Operations
Comparison of the years ended December 31, 20052006 to 20042005
At December 31, 2005,2006, on a Combined Basis, we were operating or developing 393405 shopping centers, as compared to 291393 shopping centers at the end of 2004.2005. We identify our shopping centers as either development properties or stabilizedoperating properties. Development properties are defined as properties that are in the construction or initial lease-up process and have not reached their initial full occupancy (reaching full occupancy generally means achieving at least 93% leased and rent paying on newly constructed or renovated GLA). At December 31, 2006, on a Combined Basis, we were developing 47 properties, as compared to 31 properties at the end of 2005.
Our revenues increased by $39.7 million, or 10%, to $420.3 million in 2006 as summarized in the following table (in thousands):
2006 | 2005 | Change | ||||||
Minimum rent | $ | 295,391 | 273,405 | 21,986 | ||||
Percentage rent | 4,428 | 4,364 | 64 | |||||
Recoveries from tenants | 86,134 | 77,756 | 8,378 | |||||
Management and other fees | 31,805 | 28,019 | 3,786 | |||||
Equity in income (loss) of investments in real estate partnerships | 2,580 | (2,908 | ) | 5,488 | ||||
Total revenues | $ | 420,338 | 380,636 | 39,702 | ||||
The increase in revenues was primarily related to higher minimum rent from growth in rental rates from renewing expiring leases or re-leasing vacant space in the operating properties, and from new minimum rent generated from recently completed developments commencing operations in the current year. In addition to collecting minimum rent from our tenants, we also collect percentage rent based upon their sales volumes. Recoveries from tenants represents reimbursements from tenants for their pro-rata share of the operating, maintenance and real estate tax expenses that we incur to operate our shopping centers.
We earn fees for asset management, property management, leasing, investing and financing services that we provide to our joint ventures and third parties summarized as follows (in thousands):
2006 | 2005 | Change | ||||||
Property management fees | $ | 11,041 | 7,496 | 3,545 | ||||
Asset management fees | 5,977 | 5,106 | 871 | |||||
Commissions | 3,104 | 947 | 2,157 | |||||
Investing and financing fees | 11,683 | 14,470 | (2,787 | ) | ||||
$ | 31,805 | 28,019 | 3,786 | |||||
Property management fees increased in 2006 as a result of managing the First Washington Portfolio for MCWR II, which was acquired on June 1, 2005. This also resulted in higher leasing commissions earned during 2006. Investing and financing fees are transaction based and not necessarily recurring. The fees earned in 2005 related to the initial acquisition of the First Washington Portfolio by MCWR II. During 2006, we earned additional fees from MCWR II for achieving certain income performance results related to the First Washington Portfolio although lower than the amount earned in 2005.
Our equity in income of real estate partnerships (joint ventures) increased $5.5 million to $2.6 million in 2006 as follows (in thousands):
2006 | 2005 | Change | ||||||||
Macquarie CountryWide-Regency (MCWR I) | $ | 4,747 | 1,601 | 3,146 | ||||||
Macquarie CountryWide Direct (MCWR I) | 615 | 578 | 37 | |||||||
Macquarie CountryWide-Regency II (MCWR II) | (7,005 | ) | (11,228 | ) | 4,223 | |||||
Macquarie CountryWide-Regency III (MCWR II) | (38 | ) | (47 | ) | 9 | |||||
Columbia Regency Retail Partners (Columbia) | 2,350 | 4,241 | (1,891 | ) | ||||||
Cameron Village LLC (Columbia) | (119 | ) | (98 | ) | (21 | ) | ||||
Columbia Regency Partners II (Columbia) | 62 | 63 | (1 | ) | ||||||
RegCal, LLC (RegCal) | 517 | 609 | (92 | ) | ||||||
Regency Retail Partners (the Fund) | 7 | — | 7 | |||||||
Other investments in real estate partnerships | 1,444 | 1,373 | 71 | |||||||
Total | $ | 2,580 | (2,908 | ) | 5,488 | |||||
The increase was primarily a result of MCWR II earning revenues for a full year from the First Washington Portfolio as compared to seven months during 2005 and incurring lower amortization expense in the First Washington Portfolio during 2006. MCWR I recorded higher gains in 2006 from the sale of real estate as compared to 2005.
Our operating expenses increased by $35.0 million, or 17%, to $240.5 million in 2006 related to increased operating and maintenance costs, general and administrative costs and depreciation expense, as further described below. The following table summarizes our operating expenses (in thousands):
2006 | 2005 | Change | |||||
Operating, maintenance and real estate taxes | $ | 94,405 | 88,062 | 6,343 | |||
General and administrative | 45,495 | 37,815 | 7,680 | ||||
Depreciation and amortization | 84,694 | 76,925 | 7,769 | ||||
Other expenses | 15,927 | 2,758 | 13,169 | ||||
Total operating expenses | $ | 240,521 | 205,560 | 34,961 | |||
The increase in operating, maintenance, and real estate taxes was primarily due to shopping center developments that were recently completed and did not incur operating expenses for a full 12 months during the previous year, and to general price increases incurred by the operating properties. On average, approximately 80% of these costs are recovered from our tenants as expense reimbursements and included in our revenues.
The increase in general and administrative expense is related to additional salary costs for new employees hired to manage the First Washington Portfolio under a property management agreement with MCWR II as well as staffing increases related to increases in our shopping center development program.
The increase in depreciation and amortization expense is primarily related to new development properties recently completed and placed in service in the current year, or if placed in service in the previous year, were not operational for a full 12 months.
The increase in other expenses pertains to an increase in the income tax provision of Regency Realty Group, Inc. (“RRG”), our taxable REIT subsidiary, from $493,709 in 2005 to $11.8 million in 2006. RRG is subject to federal and state income taxes and files separate tax returns. RCLP also incurred intangible taxes of $1.8 million in 2006 as compared to $352,416 in 2005.
Our interest expense, net of interest capitalization decreased $6.8 million to $79.7 million in 2006 from
$86.5 million in 2005. This decrease is attributable to a higher level of interest incurred that is directly related to the construction of new shopping centers and therefore capitalized into properties under development. During 2006, we capitalized interest of $24.0 million as compared to $12.4 million in 2005. The average balance of development in process was $553 million in 2006 as compared to $390 million in 2005. Average interest rates on our outstanding debt increased to 6.45% at December 31, 2006 compared to 6.34% at December 31, 2005. Our weighted average outstanding debt at December 31, 2006 and 2005 was $1.6 billion.
Gains from the sale of real estate were $65.6 million in 2006 as compared to $19.0 million in 2005. 2006 includes $20.2 million from the sale of 30 out-parcels for net proceeds of $53.5 million, $35.9 million from the sale of six shopping centers to joint ventures for net proceeds of $122.7 million; and a $9.5 million gain related to the partial sale of our interest in MCWR II as discussed previously. 2005 includes $8.7 million in gains from the sale of 26 out-parcels for net proceeds of $29.0 million and $10.3 million in gains related to the sale of three development properties and one operating property. These gains are included in continuing operations rather than discontinued operations because they were either properties that had no operating income, or they were properties sold to joint ventures where we have continuing involvement through our equity investment.
We review our real estate portfolio for impairment whenever events or changes in circumstances indicate that we may not be able to recover the carrying amount of an asset. We determine whether impairment has occurred by comparing the property’s carrying value to an estimate of fair value based upon methods described in our Critical Accounting Policies. In the event a property is impaired, we write down the asset to fair value for “held-and-used” assets and to fair value less costs to sell for “held-for- sale” assets. During 2006 and 2005 we established provisions for loss of $500,000 and $550,000 respectively, to adjust operating properties to their estimated fair values.
Income from discontinued operations was $63.4 million in 2006 related to eight operating and three development properties sold to unrelated parties for net proceeds of $149.6 million. Income from discontinued operations was $65.5 million in 2005 related to nine operating and five development properties sold to unrelated parties for net proceeds of $175.2 million and to the operations of shopping centers sold or classified as held-for-sale in 2006 and 2005. In compliance with Statement 144, if we sell an asset in the current year, we are required to reclassify its operating income into discontinued operations for all prior periods. This practice results in a reclassification of amounts previously reported as continuing operations into discontinued operations. Our income from discontinued operations is shown net of minority interest of exchangeable operating partnership units totaling $881,971 and $1.3 million, for the years ended December 31, 2006 and 2005, respectively, and income taxes totaling $3.6 million for the year ended December 31, 2005.
Minority interest of preferred units declined $4.4 million to $3.7 million in 2006 as a result of redeeming $125 million of preferred units in 2005. Preferred stock dividends increased $2.9 million to $19.7 million in 2006 as a result of the issuance of $75 million of preferred stock in 2005.
Net income for common stockholders increased $52.9 million to $198.8 million in 2006 as compared with $145.9 million in 2005 primarily related to increases in revenues described above and higher gains recognized from sale of real estate. Diluted earnings per share was $2.89 in 2006 as compared to $2.23 in 2005 or 30% higher.
Comparison of the years ended December 31, 2005 to 2004
At December 31, 2005, on a Combined Basis, we were operating or developing 393 shopping centers, as compared to 291 shopping centers at the end of 2004. At December 31, 2005, on a Combined Basis, we were developing 31 properties, as compared to 34 properties at the end of 2004.
Our revenues increased by $23.1$23 million, or 6%, to $394.0$380.6 million in 2005. 2005 as summarized in the following table (in thousands):
2005 | 2004 | Change | |||||||
Minimum rent | $ | 273,405 | 259,684 | 13,721 | |||||
Percentage rent | 4,364 | 3,738 | 626 | ||||||
Recoveries from tenants | 77,756 | 73,362 | 4,394 | ||||||
Management and other fees | 28,019 | 10,663 | 17,356 | ||||||
Equity in (loss) income of investments in real estate partnerships | (2,908 | ) | 10,194 | (13,102 | ) | ||||
Total revenues | $ | 380,636 | 357,641 | 22,995 | |||||
The increase in revenues was primarily related to higher minimum rent from growth in rental rates from renewing expiring leases or re-leasing vacant space in the operating properties, and from new minimum rent generated from recently completed developments commencing operations in the current year. In addition to collecting minimum rent from our tenants, we also collect percentage rent based upon their sales volumes. During 2005, increased tenant sales volumes resulted in a 17% increase in our percentage rent. Recoveries from tenants represents reimbursements from tenants for their pro-rata share of the operating, maintenance and real estate tax expenses that we incur to operate our shopping centers.
We earn fees for asset management, property management, leasing, investing and financing services that we provide to our joint ventures and third parties summarized as follows (in thousands):
2005 | 2004 | Change | ||||||
Property management fees | $ | 7,496 | 3,777 | 3,719 | ||||
Asset management fees | 5,106 | 3,101 | 2,005 | |||||
Commissions | 947 | 1,263 | (316 | ) | ||||
Investing and financing fees | 14,470 | 2,522 | 11,948 | |||||
$ | 28,019 | 10,663 | 17,356 | |||||
As a result of MCWR II acquiring the First Washington Portfolio on June 1, 2005, we recorded $13.8 million in fees related to acquisition, due diligenceinvestment and capital restructuringfinancing services that we provided to MCWR II. MCWR II paid us approximately $21.2 million for these services, however, as previously discussed, the amount recognized as fee income includes only that portion of fees paid by the venture not owned by us.
The We managed the First Washington Portfolio for a period of seven months during 2005 and received property management fees from MCWR II, which accounted for the majority of the increase in revenues wasproperty management fees above 2004. We also received higher property management and asset management fees from our other joint ventures during 2005 related to changes in occupancy in the portfolio of stabilized and development properties, growth in re-leasing rental rates and revenues from new developments commencing operations in the current year. In addition to collecting minimum rent from our tenants for the GLAacquisitions that they lease from us, we also collect percentage rent based upon tenant sales. Tenants are also responsible for reimbursing us for their pro-rata share of the expenses associated with operating our shopping centers. In 2005, our minimum rent increased by $14.1 million, or 5%,completed during 2004 and our recoveries from tenants increased $4.3 million, or 6%. Percentage rent was $4.4 million in 2005, compared with $3.8 million in 2004.2005.
The
Our equity in income of real estate partnerships (joint ventures) declined $13.1 million to a loss of $2.9 million in 2005. 2005 as follows (in thousands):
2005 | 2004 | Change | |||||||
Macquarie CountryWide-Regency (MCWR I) | $ | 1,601 | 2,997 | (1,396 | ) | ||||
Macquarie CountryWide Direct (MCWR I) | 578 | 535 | 43 | ||||||
Macquarie CountryWide-Regency II (MCWR II) | (11,228 | ) | — | (11,228 | ) | ||||
Macquarie CountryWide-Regency III (MCWR II) | (47 | ) | — | (47 | ) | ||||
Columbia Regency Retail Partners (Columbia) | 4,241 | 4,103 | 138 | ||||||
Cameron Village LLC (Columbia) | (98 | ) | 8 | (106 | ) | ||||
Columbia Regency Partners II (Columbia) | 63 | 1 | 62 | ||||||
RegCal, LLC (RegCal) | 609 | 18 | 591 | ||||||
Other investments in real estate partnerships | 1,373 | 2,532 | (1,159 | ) | |||||
Total | $ | (2,908 | ) | 10,194 | (13,102 | ) | |||
The loss was a result of the significant amount of depreciation and amortization expense being recorded by MCWR II since therelated to its acquisition of the First Washington Portfolio on June 1, 2005. Excluding the depreciation and amortization, MCWR II produced positive cash flow from operations during the period.
Our operating expenses increased by $10.3$10.1 million, or 5%, to $213.5$205.6 million in 2005 related to increased operating and maintenance costs, general and administrative costs and depreciation expense, as further described below. The following table summarizes our operating expenses (in thousands):
Our combined
2005 | 2004 | Change | ||||||
Operating, maintenance and real estate taxes | $ | 88,062 | 84,340 | 3,722 | ||||
General and administrative | 37,815 | 30,282 | 7,533 | |||||
Depreciation and amortization | 76,925 | 72,769 | 4,156 | |||||
Other expenses | 2,758 | 8,043 | (5,285 | ) | ||||
Total operating expenses | $ | 205,560 | 195,434 | 10,126 | ||||
The increase in operating, maintenance, and real estate taxes increased by $3.7 million, or 4%, for the year ended December 31, 2005 to $92.3 million. This increase was primarily due to shopping center developments that were recently began operating;completed and therefore, did not incur operating expenses for a full comparable 12 months induring the previous year. Duringyear, and to general price increases incurred by the 2005 hurricane season, we did not incur any significant damages tooperating properties. On average, approximately 80% of these costs are recovered from our shopping centers.tenants as expense reimbursements and included in our revenues.
OurThe increase in general and administrative expenses increased $7.5 million to $37.8 million during 2005. The increaseexpense is related to additional salary costs for new employees necessary to manage the First Washington Portfolio under a property management agreement with MCWR II and higher stock based compensation expenses associated with the early adoption of Statement 123(R), which requires the expensing of stock options. During 2005, we recorded compensation expense associated with stock options of $1.4 million.
OurThe increase in depreciation and amortization expense increased $4.3 million to $80.7 million in 2005is primarily related to new development properties recently completed and placed in service in the current year, that had no operations duringor if placed in service in the comparable priorprevious year, period.were not operational for a full 12 months.
The reduction in other expenses pertains to a decline in the income tax provision of RRG from $6.5 million in 2004 to $493,709 in 2005.
Our net interest expense, net of interest capitalization, increased $7.7$6.8 million to $87.4$86.5 million in 2005
from $79.7 million in 2004 primarily related to the financing of our investment in MCWR II. During 2005, we capitalized interest of $12.4 million as compared to $11.2 million in 2004. Interest incurred that is directly related to the construction of new shopping centers is capitalized into properties under development. On June 1, 2005 we borrowed $275 million on the Bridge Loan and $122 million on the Line to fund our investment. During July and August, we repaid the Bridge Loan and reduced the Line using a portion of the proceeds from the $200 million Forward Sale Agreement, a $75 million preferred stock offering and the issuance of $350 million of 5.48% fixed rate debt. Average interest rates on our outstanding debt increased to 6.34% at December 31, 2005 compared to 6.24% at December 31, 2004. Our weighted average outstanding debt at December 31, 2005 was $1.6 billion compared to $1.5 billion at December 31, 2004.
Gains from the sale of operating properties and properties in development during 2005 includes $8.7were $19.0 million in 2005 as compared to $39.4 million in 2004. Included in 2005 are gains of $8.7 million from the sale of 26 out-parcels for net proceeds of $29.0 million and gains of $10.3 million in
gains related to the sale of three development properties and one operating property. InIncluded in 2004 theare gains from the sale of operating and development properties included $18.9 million from the sale of 41 out-parcels for net proceeds of $60.4 million and gains of $20.5 million in gains from shopping centers sold. These gains are included in continuing operations rather than discontinued operations because they were either properties that had no operating income, or they were properties sold to joint ventures where we have continuing involvement through our equity investment.
We review our real estate portfolio for impairment whenever events or changes in circumstances indicate that we may not be able to recover the carrying amount of an asset. We determine whether impairment has occurred by comparing the property’s carrying value to an estimate of fair value based upon methods described in our Critical Accounting Policies. In the event a property is impaired, we write down the asset to fair value for “held-and-used” assets and to fair value less costs to sell for “held-for- sale” assets. During 2005 and 2004 we established provisions for loss of $550,000 and $810,000 respectively, to adjust operating properties to their estimated fair values. The provision for loss on properties subsequently sold to third parties is included in operating income from discontinued operations.
Income from discontinued operations was $61.6$65.5 million in 2005 related to 14 properties sold to unrelated parties for net proceeds of $175.2 million and four properties classified as held-for-sale. Income from discontinued operations was $31.9$36.9 million in 2004 related to the operations of shopping centers sold or classified as held-for-sale in 2005 as well asand 2004. In compliance with Statement 144, if we sell an asset in the current year, we are required to reclassify its operating income into discontinued operations for all prior periods. This practice results in a reclassification of amounts previously reported as continuing operations into discontinued operations. Our income from discontinued operations is shown net of minority interest of exchangeable partnership units totaling $1.2$1.3 million and $603,727,$699,059, and income taxes totaling $3.6 million and $2.3 million for the years ended December 31, 2005 and 2004, respectively.
Minority interest of preferred units declined $11.7 million to $8.1 million in 2005 as a result of redeeming $54 million of preferred units in 2005 and redeeming $125 million of preferred units in 2004. Preferred stock dividends increased $8.1 million to $16.7 million in 2005 as a result of the issuance of $75 million of preferred stock in 2005 and $125 million of preferred stock in 2004.
Net income for common stockholders increased $18.2 million to $145.9 million in 2005 as compared with $127.7 million in 2004. Diluted earnings per share were $2.23 in 2005, compared with $2.08 in 2004, or 7% higher, a result of the increase in net income and an increase in weighted average common shares associated with the Forward Sale Agreement discussed above.
Comparison of the years ended December 31, 2004 to 2003
At December 31, 2004, on a Combined Basis, we were operating or developing 291 shopping centers, as compared to 265 shopping centers at the end of 2003, and we were developing 34 properties at the end of 2004, as compared to 36 properties at the end of 2003.
Our revenues increased by $25.0 million, or 7%, to $370.9 million in 2004. This increase was related to changes in occupancy in the portfolio of stabilized and development properties, growth in re-leasing rental rates, shopping centers acquired during 2004, and revenues from new developments commencing operations in 2004. In 2004, our minimum rent increased by $18.2 million, or 7%, and our recoveries from tenants increased $4.2 million, or 6%. Percentage rent was $3.8 million in 2004, compared with $4.3 million in 2003. The reduction was primarily related to renewing anchor tenant leases with minimum rent increases, which had a corresponding reduction to percentage rent.
Our operating expenses increased by $21.9 million, or 12%, to $203.2 million in 2004 related to increased operating and maintenance costs, general and administrative costs and depreciation expense, as further described below.
Our combined operating, maintenance, and real estate taxes increased by $5.0 million, or 6%, during 2004 to $88.6 million. This increase was primarily due to shopping centers acquired in 2004, new
developments that only recently began operating and therefore incurred operating expenses for only a portion of the previous year, normal increases in operating expenses on the stabilized properties and the cost to repair our shopping centers impacted by hurricanes during 2004. During 2004, three hurricanes affected 42 of our shopping centers in Florida and our repair costs related to the hurricanes were approximately $1 million.
Our general and administrative expenses were $30.3 million during 2004, compared with $24.2 million in 2003, or 25% higher, related to an increase in the total number of employees necessary to properly manage our real estate portfolio and costs related to implementing new regulations for public companies imposed by the Sarbanes-Oxley Act.
Our depreciation and amortization expense increased $7.8 million during 2004 primarily related to shopping centers acquired during the year and new development properties placed in service during 2004.
Our net interest expense decreased to $79.7 million in 2004 from $82.3 million in 2003. Average interest rates on our outstanding debt declined to 6.24% at December 31, 2004, compared with 6.49% at December 31, 2003. The reduction was primarily related to reducing the interest rate spread on the Line and issuing $150 million of 4.95% Notes in April 2004, the proceeds of which were used to repay maturing Notes that had fixed rates of 7.4%. Our weighted average outstanding debt during 2004 was $1.5 billion, compared with $1.4 billion in 2003.
Gains from the sale of operating and development properties includes $18.9 million in gains from the sale of 41 out-parcels for proceeds of $60.4 million and $20.5 million for properties sold to joint ventures. During 2003, the gains from the sale of operating and development properties included $11.6 million from the sale of 45 out-parcels for proceeds of $53.0 million and $37.1 million for properties sold. These gains are included in continuing operations rather than discontinued operations because they were either properties that had no operating income, or they were properties sold to joint ventures where we have continuing involvement through our minority investment.
During 2004 and 2003 we established provisions for loss of $810,000 and $2.0 million respectively, to adjust operating properties to their estimated fair values. Provisions for loss on properties subsequently sold are reclassified to discontinued operations; therefore the $2.0 million recorded in 2003 has been reclassified.
Income from discontinued operations was $31.9 million in 2004 as compared to $32.4 million in 2003. Discontinued operations pertain to properties either held-for-sale or properties sold to third parties that had operations during the period. Our income from discontinued operations is shown net of minority interest of exchangeable partnership units totaling $603,727 and $727,117, and income taxes totaling $2.3 million and $560,402 for the years ended December 31, 2004 and 2003, respectively.
Minority interest of preferred units declined $10 million to $19.8 million in 2004 as a result of redeeming $125 million of preferred units during 2004. Preferred stock dividends increased $4.5 million to $8.6 million in 2004 as a result of the issuance of $125 million of preferred stock, the proceeds of which were used to redeem the preferred units.
Net income for common stockholders was $127.7 million in 2004, compared with $126.6 million in 2003 or a 1% increase for the reasons described above. Diluted earnings per share were $2.08 in 2004, compared with $2.12 in 2003, or 2% lower. Although net income for common stockholders increased $1.1 million during 2004, the increase was diluted as a result of an increase in weighted average common shares associated with the $67 million common stock offering completed in August 2004.income.
Environmental Matters
We are subject to numerous environmental laws and regulations as they apply to our shopping centers pertaining to chemicals used by the dry cleaning industry, the existence of asbestos in older
shopping centers, and underground petroleum storage tanks (UST’s). We believe that the tenants who currently operate dry cleaning plants or gas stations do so in accordance with current laws and
regulations. Generally, we use all legal means to cause tenants to remove dry cleaning plants from our shopping centers or convert them to non-chlorinated solvent systems. Where available, we have applied and been accepted into state-sponsored environmental programs. We have a blanket environmental insurance policy that covers us against third-party liabilities and remediation costs on shopping centers that currently have no known environmental contamination. We have also placed environmental insurance, where possible, on specific properties with known contamination, in order to mitigate our environmental risk. We monitor the shopping centers containing environmental issues and in certain cases voluntarily remediate the sites. We also have legal obligations to remediate certain sites and we are in the process of doing so. We estimate the cost associated with these legal obligations to be approximately $2.7 million.$3.8 million, all of which has been reserved. We believe that the ultimate disposition of currently known environmental matters will not have a material affect on Regency’sour financial position, liquidity, or operations; however, we can give no assurance that existing environmental studies with respect to our shopping centers have revealed all potential environmental liabilities; that any previous owner, occupant or tenant did not create any material environmental condition not known to us; that the current environmental condition of the shopping centers will not be affected by tenants and occupants, by the condition of nearby properties, or by unrelated third parties; or that changes in applicable environmental laws and regulations or their interpretation will not result in additional environmental liability to us.
Inflation
Inflation has remained relatively low and has had a minimal impact on the operating performance of our shopping centers; however, substantially all of our long-term leases contain provisions designed to mitigate the adverse impact of inflation. Such provisions include clauses enabling us to receive percentage rent based on tenants’ gross sales, which generally increase as prices rise; and/or escalation clauses, which generally increase rental rates during the terms of the leases. Such escalation clauses are often related to increases in the consumer price index or similar inflation indices. In addition, many of our leases are for terms of less than ten years, which permits us to seek increased rents upon re-rental at market rates. Most of our leases require tenants to pay their pro-rata share of operating expenses, including common-area maintenance, real estate taxes, insurance and utilities, thereby reducing our exposure to increases in costs and operating expenses resulting from inflation.
Item 7A. Quantitative and Qualitative Disclosures about Market Risk
Item 7A. | Quantitative and Qualitative Disclosures about Market Risk |
Market Risk
We are exposed to interest-rate changes primarily related to the variable interest rate on the Line and the refinancing of long-term debt, which currently contain fixed interest rates. The objective of our interest-rate risk management is to limit the impact of interest-rate changes on earnings and cash flows and to lower our overall borrowing costs. To achieve these objectives, we borrow primarily at fixed interest rates and may enter into derivative financial instruments such as interest-rate swaps, caps or treasury locks in order to mitigate our interest-rate risk on a related financial instrument. We have no plans todo not enter into derivative or interest-rate transactions for speculative purposes.
Our interest-rate risk is monitored using a variety of techniques. The table below presents the principal cash flows (in thousands), weighted average interest rates of remaining debt, and the fair value of total debt (in thousands) as of December 31, 2005,2006, by year of expected maturity to evaluate the expected cash flows and sensitivity to interest-rate changes.
2007 | 2008 | 2009 | 2010 | 2011 | Thereafter | Total | Fair Value | |||||||||||||||||||||||||||||||||||||||
2006 | 2007 | 2008 | 2009 | 2010 | Thereafter | Total | Fair Value | |||||||||||||||||||||||||||||||||||||||
Fixed rate debt | $ | 25,140 | 27,040 | 23,046 | 56,524 | 180,469 | 1,059,145 | 1,371,364 | 1,400,148 | $ | 26,977 | 22,970 | 56,440 | 180,398 | 254,314 | 843,056 | 1,384,155 | 1,440,585 | ||||||||||||||||||||||||||||
Average interest rate for all fixed rate debt | 6.68 | % | 6.65 | % | 6.65 | % | 6.59 | % | 6.29 | % | 5.79 | % | 6.61 | % | 6.61 | % | 6.55 | % | 6.26 | % | 5.77 | % | 5.77 | % | ||||||||||||||||||||||
Variable rate LIBOR debt | $ | 6,968 | 232,938 | — | — | — | — | 239,906 | 239,906 | $ | 189,662 | — | — | — | — | — | 189,662 | 189,662 | ||||||||||||||||||||||||||||
Average interest rate for all variable rate debt | 4.12 | % | 4.12 | % | — | — | — | — | 5.64 | % | — | — | — | — | — |
We currently have $434.7 million of fixed rate debt maturing in 2010 and 2011. On March 10, 2006, the Company entered into four forward-starting interest rate swaps totaling $396.7 million with fixed rates of 5.399%, 5.415%, 5.399% and 5.415%. The Company designated these swaps as cash flow hedges to fix $400 million of fixed rate financing expected to occur in 2010 and 2011, the proceeds of which will be used to repay debt maturing in those years. The change in fair value of these swaps from inception has generated a liability of $2.9 million at December 31, 2006, which is recorded in accounts payable and other liabilities in the accompanying consolidated balance sheet. As the table incorporates only those exposures that exist as of December 31, 2005,2006, it does not consider those exposures or positions that could arise after that date. Moreover, because firm commitments are not presented in the table above, the information presented above has limited predictive value. As a result, our ultimate realized gain or loss with respect to interest-rate fluctuations will depend on the exposures that arise during the period, our hedging strategies at that time, and actual interest rates.
Item 8. Consolidated Financial Statements and Supplementary Data
Item 8. | Consolidated Financial Statements and Supplementary Data |
The Consolidated Financial Statements and supplementary data included in this Report are listed in Part IV, Item 15(a).
Item 9. Changes in and Disagreements with Accountants on Accounting and Financial Disclosure
Item 9. | Changes in and Disagreements with Accountants on Accounting and Financial Disclosure |
None.
Item 9A. Controls and Procedures
Item 9A. | Controls and Procedures |
Conclusion Regarding the Effectiveness of Disclosure Controls and Procedures
Under the supervision and with the participation of our management, including our chief executive officer, chief operating officer and chief financial officer, we conducted an evaluation of our disclosure controls and procedures, as such term is defined under Rule 13a-15(e) promulgated under the Securities Exchange Act of 1934, as amended (the Exchange Act). Based on this evaluation, our chief executive officer, chief operating officer and our chief financial officer concluded that our disclosure controls and procedures were effective as of the end of the period covered by this annual report. There have been no changes in the Company’s internal controls over financial reporting identified in connection with this evaluation that occurred during the fourth quarter of 20052006 and that have materially affected, or are reasonably likely to materially affect, the Company’s internal controls over financial reporting.
Management’s Report on Internal Control over Financial Reporting
Our management is responsible for establishing and maintaining adequate internal control over financial reporting, as such term is defined in Exchange Act Rules 13a-15(f). Under the supervision and with the participation of our management, including our chief executive officer, chief operating officer and chief financial officer, we conducted an evaluation of the effectiveness of our internal control over financial reporting based on the framework inInternal Control - Control—Integrated Frameworkissued by the Committee of Sponsoring Organizations of the Treadway Commission. Based on our evaluation under the framework inInternal Control —Integrated— Integrated Framework, our management concluded that our internal control over financial reporting was effective as of December 31, 2005.2006.
KPMG LLP, an independent registered public accounting firm, has issued an attestation report on management’s assessment of the Company’s internal control over financial reporting as stated in their report which is included herein.
Regency’s system of internal control over financial reporting was designed to provide reasonable assurance regarding the preparation and fair presentation of published financial statements in accordance with accounting principles generally accepted in the United States. All internal control systems, no mater how well designed, have inherent limitations. Therefore, even those systems determined to be effective can provide only reasonable assurance and 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.
Item 9B. | Other Information |
Not applicable
Item 10. Directors and Executive Officers of the Registrant
Item 10. | Directors, Executive Officers and Corporate Governance |
Information concerning the directors of Regency is incorporated herein by reference to Regency’s definitive proxy statement to be filed with the Securities and Exchange Commission within 120 days after the end of the fiscal year covered by this Form 10-K with respect to its 20062007 Annual Meeting of Stockholders.
Information regarding executive officers is included in Part I of this Form 10-K as permitted by General Instruction G(3).
Audit Committee, Independence, Financial Experts. Incorporated herein by reference to Regency’s definitive proxy statement to be filed with the Securities and Exchange Commission within 120 days after the end of the fiscal year covered by this Form 10-K with respect to its 20062007 Annual Meeting of Stockholders.
Compliance with Section 16(a) of the Exchange Act. Information concerning filings under Section 16(a) of the Exchange Act by the directors or executive officers of Regency is incorporated herein by reference to Regency’s definitive proxy statement to be filed with the Securities and Exchange Commission within 120 days after the end of the fiscal year covered by this Form 10-K with respect to its 20062007 Annual Meeting of Stockholders.
Code of Ethics. We have adopted a code of ethics applicable to our Board of Directors, principal executive officers, principal financial officer, principal accounting officer and persons performing similar functions. The text of this code of ethics may be found on our web site at “www.regencycenters.com.” We intend to post notice of any waiver from, or amendment to, any provision of our code of ethics on our web site.
Item 11. Executive Compensation
Item 11. | Executive Compensation |
Incorporated herein by reference to Regency’s definitive proxy statement to be filed with the Securities and Exchange Commission within 120 days after the end of the fiscal year covered by this Form 10-K with respect to its 20062007 Annual Meeting of Stockholders.
Item 12. Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters
Item 12. | Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters |
Equity Compensation Plan Information
(a) | (b) | (c) | (a) | (b) | (c) | ||||||||||
Plan Category | Number of securities to be issued upon exercise of outstanding options, warrants and rights | Weighted-average exercise price of outstanding options, warrants and rights(1) | Number of securities remaining available for future issuance under equity compensation plans (excluding securities reflected in column (a)) | Number of securities to be issued upon exercise of outstanding options, warrants and rights | Weighted-average exercise price of outstanding options, warrants and rights(1) | Number of securities remaining available for future issuance under equity compensation plans (excluding securities reflected in column (a)) | |||||||||
Equity compensation plans approved by security holders | 2,024,900 | $ | 45.88 | (2) | 1,195,551 | $ | 48.90 | ||||||||
Equity compensation plans not approved by security holders | N/A | N/A | 7,388 | N/A | N/A | N/A | |||||||||
Total | 2,024,900 | $ | 45.88 | 7,388 | 1,195,551 | $ | 48.90 | ||||||||
(1) | The weighted average exercise price excludes stock rights awards, which we sometimes refer to as unvested restricted stock. |
(2) | Our Long Term Omnibus Plan, as amended and approved by stockholders at our 2003 annual meeting, provides for the issuance of up to 5.0 million shares of common stock or stock options for stock compensation; however, outstanding unvested grants plus vested but unexercised options cannot exceed 12% of our outstanding common stock and common stock equivalents (excluding options and other stock equivalents outstanding under the plan). The plan permits the grant of any type of share-based award but limits restricted stock awards, stock rights awards, performance shares, dividend equivalents settled in stock and other forms of stock grants to 2.75 million shares, of which 1.4 million shares were available at December 31, |
Our Stock Grant Plan for non-key employees, while terminated in January 2006, was the only equity compensation plan in effect at year end 2005 that our stockholders had not approved. This Plan provides for the award of a stock bonus of a specified value to each non-key employee on the 1st anniversary date and every 5th anniversary date of their employment. For example, each non-manager employee received $500 in shares at the specified anniversary dates based on the average fair market value of Regency’s common stock for the most recent quarter prior to the anniversary date. A total of 30,000 shares of common stock were reserved for issuance under this Plan, of which 7,388 shares were available at December 31, 2005 for future issuance. In January 2006, we amended our Long-Term Omnibus Plan to allow similar anniversary stock bonuses to employees who are not otherwise eligible to receive awards under that Plan.
Information about security ownership is incorporated herein by reference to Regency’s definitive proxy statement to be filed with the Securities and Exchange Commission within 120 days after the end of the fiscal year covered by this Form 10-K with respect to its 20062007 Annual Meeting of Stockholders.
Item 13. Certain Relationships and Related Transactions
Item 13. | Certain Relationships and Related Transactions, and Director Independence |
Incorporated herein by reference to Regency’s definitive proxy statement to be filed with the Securities and Exchange Commission within 120 days after the end of the fiscal year covered by this Form 10-K with respect to its 20062007 Annual Meeting of Stockholders.
Item 14. Principal Accounting Fees and Services
Item 14. | Principal Accounting Fees and Services |
Incorporated herein by reference to Regency’s definitive proxy statement to be filed with the Securities and Exchange Commission within 120 days after the end of the fiscal year covered by this Form 10-K with respect to its 20062007 Annual Meeting of Stockholders.
Item 15. | Exhibits and Financial Statement Schedules |
(a) | Financial Statements and Financial Statement Schedules: |
Regency’s 20052006 financial statements and financial statement schedule, together with the report of KPMG LLP are listed on the index immediately preceding the financial statements at the end of this report.
(b) | Exhibits: |
2. | (a | ) | Purchase and Sale Agreement among Macquarie CountryWide-Regency II, LLC, Macquarie CountryWide Trust, Regency Centers Corporation, USRP Texas GP, LLC, Eastern Shopping Center Holdings, LLC, First Washington Investment I, LLC and California Public Employees’ Retirement System dated February 14, 2005 (incorporated by reference to Exhibit 10.1 to the Company’s Form 10-Q filed May 10, 2005) |
3. | Articles of Incorporation and Bylaws |
(i) | Restated Articles of Incorporation of Regency Centers Corporation as amended to date (incorporated by reference to Exhibits 3.1 and 3.2 to the Company’s Form 8-A filed July 29, 2005). |
(ii) | Amended and Restated Bylaws of Regency Centers Corporation (incorporated by reference to Exhibit |
4. | (a | ) | See exhibits 3(i) and 3(ii) for provisions of the Articles of Incorporation and Bylaws of Regency Centers Corporation defining rights of security holders. |
(b) |
Indenture dated March 9, 1999 between Regency Centers, L.P., the guarantors named therein and First Union National Bank, as trustee (incorporated by reference to Exhibit 4.1 to the registration statement on Form S-3 of Regency Centers, L.P., No. 333-72899). |
Indenture dated December 5, 2001 between Regency Centers, L.P., the guarantors named therein and First Union National Bank, as trustee (incorporated by referenced to Exhibit 4.4 of Form 8-K of Regency Centers, L.P. filed December 10, 2001, File No. 0-24763). |
Indenture dated July 18, 2005 between Regency Centers, L.P., the guarantors named therein and Wachovia Bank, National Association, as trustee (incorporated by referenced to Exhibit 4.1 of Form S-4 of Regency Centers, L.P. filed August 5, 2005, No. 333-127274). |
10. | Material Contracts |
(a) | ||||
|
|
(i) | Amendment No. 1 to Regency Centers Corporation Long Term Omnibus Plan (incorporated by reference to Exhibit 10(a)(i) to the Company’s Form 10-K filed March 12, 2004). |
Amendment to |
~ | ) | Form of Stock Rights Award | |||
~ | ) | Form of Nonqualified Stock Option | |||
~ | ) | Stock Rights Award Agreement dated as of December 17, 2002 between the Company and Martin E. Stein, Jr. (incorporated by reference to Exhibit 10(d) to the Company’s Form 10-K filed March 12, 2004). | |||
~ | ) | Stock Rights Award Agreement dated as of December 17, 2002 between the Company and Mary Lou Fiala (incorporated by reference to Exhibit 10(e) to the Company’s Form 10-K filed March 12, 2004). | |||
~ | ) | Stock Rights Award Agreement dated as of December 17, 2002 between the Company and Bruce M. Johnson (incorporated by reference to Exhibit 10(f) to the Company’s Form 10-K filed March 12, 2004). | |||
~* | ) | Form of Option Award Agreement for Key Employees. | |||
~* | ) | Form of Option Award Agreement for Non-Employee Directors. | |||
~* | ) | Form of Director/Officer Indemnification Agreement. | |||
~ | ) | Amended and Restated Deferred Compensation Plan dated May 6, 2003 (incorporated by reference to Exhibit 10(k) to the Company’s Form 10-K filed March 12, 2004). |
) | Stock Grant Plan adopted on January 31, 1994 to grant stock to employees (incorporated by reference to the Company’s Form 10-Q filed May 12, 1994). |
~ | Management contract or compensatory plan or arrangement filed pursuant to S-K 601(10)(iii)(A). |
* | Included as an exhibit to Pre-effective Amendment No. 2 to the Company’s registration statement on Form S-11 filed October 5, 1993 (33-67258), and incorporated herein by reference. |
(l) | Fourth Amended and Restated Agreement of Limited Partnership of Regency Centers, L.P., as amended (incorporated by reference to Exhibit 10(m) to the Company’s Form 10-K filed March 12, 2004). |
(i) | Amendment to Fourth Amended and Restated Agreement of Limited Partnership of Regency Centers, L.P. relating to 6.70% Series 5 Cumulative Redeemable Preferred Units, effective as of July 28, 2005 (incorporated by reference to Exhibit 3.3 to the Company’s Form 8-K filed August 1, 2005). |
(m) | Credit Agreement dated as of March 26, 2004 by and among Regency Centers, L.P., Regency, each of the financial institutions initially a signatory thereto, and Wells Fargo Bank, National Association (incorporated by reference to Exhibit 10.1 of the Company’s Form 10-Q filed May 10, 2004). |
(i) | First Amendment dated as of March 28, 2005 to Amended and Restated Credit Agreement by and among Regency Centers, L.P., as Borrower, Regency Centers Corporation, each of the Lenders signatory thereto, and Wells Fargo Bank, National Association, as Agent (incorporated by reference to Exhibit 10.1 to |
~ |
| ) | Amended and Restated Severance and Change of Control Agreement dated as of March, 2002 by and between the Company and Martin E. Stein, Jr. (incorporated by reference to Exhibit 10(r) of the Company’s Form 10-K/A filed April 15, 2002). |
~ |
| ) | Amended and Restated Severance and Change of Control Agreement dated as of March, 2002 by and between the Company and Mary Lou Fiala (incorporated by reference to Exhibit 10(s) of the Company’s Form 10-K/A filed April 15, 2002). | ||||
~ |
| ) | Amended and Restated Severance and Change of Control Agreement dated as of March, 2002 by and between the Company and Bruce M. Johnson (incorporated by reference to Exhibit 10(t) of the Company’s Form 10-K/A filed April 15, 2002). | ||||
~ |
| ) | Regency Centers Corporation 2005 Deferred Compensation Plan (incorporated by reference to Exhibit 10(s) to the Company’s Form 8-K filed December 21, 2004). |
(i) | First Amendment to Regency Centers Corporation 2005 Deferred Compensation Plan dated December, |
(r) | Regency Centers Corporation 2005 Incentive Compensation Plan (incorporated by reference to Exhibit 10.1 to the Company’s Form 10-Q filed August 8, 2005). |
~ | Management contract or compensatory plan or arrangement filed pursuant to S-K 601(10)(iii)(A). |
* |
|
| Amended and Restated Limited Liability Company Agreement of Macquarie CountryWide-Regency II, LLC dated as of June 1, 2005 by and among Regency Centers, L.P., Macquarie CountryWide (US) No. 2 LLC, Macquarie-Regency Management, LLC, Macquarie CountryWide (US) No. 2 Corporation and Macquarie CountryWide Management Limited (incorporated by reference to Exhibit 10.3 to the Company’s Form 10-Q filed August 8, 2005). |
(t) | Purchase Agreement and Amendment to Amended and Restated Limited Liability Agreement relating to Macquarie CountryWide-Regency II, L.L.C. dated as of January 13, 2006 among Macquarie CountryWide (U.S.) No. 2 LLC, Regency Centers, L.P., and Macquarie-Regency Management, LLC (incorporated by reference to Exhibit 10.1 to Form 10-Q filed May 8, 2006). |
(u) | Limited Partnership Agreement dated as of December 21, 2006 of RRP Operating, LP. |
21. | Subsidiaries of the Registrant. |
23. | Consent of KPMG LLP. |
31.1 | Rule 13a-14 Certification of Chief Executive Officer. |
31.2 | Rule 13a-14 Certification of Chief Financial Officer. |
31.3 | Rule 13a-14 Certification of Chief Operating Officer. |
32.1 | Section 1350 Certification of Chief Executive Officer. |
32.2 | Section 1350 Certification of Chief Financial Officer. |
32.3 | Section 1350 Certification of Chief Operating Officer. |
SIGNATURES
Pursuant to the requirements of Section 13 or 15(d) of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorized.
REGENCY CENTERS CORPORATION | ||
| /s/ Martin E. Stein, Jr. Martin E. Stein, Jr., Chairman of the Board and Chief Executive Officer |
Pursuant to the requirements of the Securities Exchange Act of 1934, this report has been signed below by the following persons on behalf of the registrant and in the capacities and on the dates indicated.
| /s/Martin E. Stein, Jr. Martin E. Stein, Jr., Chairman of the Board and Chief Executive Officer | |
| /s/ Mary Lou Fiala Mary Lou Fiala, President, Chief Operating Officer and Director | |
| /s/ Bruce M. Johnson Bruce M. Johnson, Managing Director, Chief Financial Officer (Principal Financial Officer) and Director | |
| /s/ J. Christian Leavitt J. Christian Leavitt, Senior Vice President, Secretary and Treasurer (Principal Accounting Officer) | |
| /s/Raymond L. Bank Raymond L. Bank, Director | |
| /s/ C. Ronald Blankenship C. Ronald Blankenship, Director | |
| /s/ A. R. Carpenter A. R. Carpenter, Director |
| /s/ J. Dix Druce J. Dix Druce, Director |
SIGNATURES
(continued)
| /s/ Douglas S. Luke Douglas S. Luke, Director | ||
| /s/ John C. Schweitzer John C. Schweitzer, Director | ||
| /s/ Thomas G. Wattles Thomas G. Wattles, Director | ||
| /s/ Terry N. Worrell Terry N. Worrell, Director |
Index to Financial Statements
Regency Centers Corporation | ||
F-2 | ||
Consolidated Balance Sheets as of December 31, | F-5 | |
Consolidated Statements of Operations for the years ended December 31, 2006, 2005 | F-6 | |
F-7 | ||
Consolidated Statements of Cash Flows for the years ended December 31, 2006, 2005 | F-8 | |
F-10 | ||
Financial Statement Schedule | ||
S-1 |
All other schedules are omitted because of the absence of conditions under which they are not applicablerequired, materiality or because information required therein is shown in the consolidated financial statements or notes thereto.
Report of Independent Registered Public Accounting Firm
The Stockholders and Board of Directors
Regency Centers Corporation:
We have audited the accompanying consolidated balance sheets of Regency Centers Corporation and subsidiaries as of December 31, 20052006 and 2004,2005, and the related consolidated statements of operations, stockholders’ equity and comprehensive income (loss), and cash flows for each of the years in the three-year period ended December 31, 2005.2006. In connection with our audits of the consolidated financial statements, we also have audited financial statement schedule III. These consolidated financial statements and financial statement schedule are the responsibility of the Company’s management. Our responsibility is to express an opinion on these consolidated financial statements and financial statement schedule based on our audits.
We conducted our audits in accordance with the standards of the Public Company Accounting Oversight Board (United States). Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the accounting principles used and significant estimates made by management, as well as evaluating the overall financial statement presentation. We believe that our audits provide a reasonable basis for our opinion.
In our opinion, the consolidated financial statements referred to above present fairly, in all material respects, the financial position of Regency Centers Corporation and subsidiaries as of December 31, 20052006 and 2004,2005, and the results of their operations and their cash flows for each of the years in the three-year period ended December 31, 2005,2006, in conformity with U.S. generally accepted accounting principles. Also in our opinion, the related financial statement schedule, when considered in relation to the basic consolidated financial statements taken as a whole, present fairly, in all material respects, the information set forth therein.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States), the effectiveness of Regency Centers Corporation’s internal control over financial reporting as of December 31, 2005,2006, based on criteria established in Internal Control—Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (COSO), and our report dated, March 9, 2006February 27, 2007 expressed an unqualified opinion on management’s assessment of, and the effective operation of, internal control over financial reporting.
/s/ KPMG LLP |
Certified Public Accountants
Jacksonville, Florida
March 9, 2006
Certified Public AccountantsFebruary 27, 2007
Report of Independent Registered Public Accounting Firm
The Stockholders and Board of Directors of
Regency Centers Corporation:
We have audited management’s assessment, included in the accompanying Management’s Annual Report on Internal Control Over Financial Reporting, that Regency Centers Corporation maintained effective internal control over financial reporting as of December 31, 2005,2006, based on criteria established in Internal Control—Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (COSO). Regency Centers Corporation’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. Our responsibility is to express an opinion on management’s assessment and an opinion on the effectiveness of the Company’s internal control over financial reporting based on our audit.
We conducted our audit in accordance with the standards of the Public Company Accounting Oversight Board (United States). 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 included obtaining an understanding of internal control over financial reporting, evaluating management’s assessment, testing and evaluating the design and operating effectiveness of internal control, and performing such other procedures as we considered necessary in the circumstances. We believe that our audit provides a reasonable basis for our opinion.
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.
In our opinion, management’s assessment that Regency Centers Corporation maintained effective internal control over financial reporting as of December 31, 2005,2006, is fairly stated, in all material respects, based on criteria established in Internal Control—Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (COSO). Also, in our opinion, Regency Centers Corporation maintained, in all material respects, effective internal control over financial reporting as of December 31, 2005,2006, based on criteria established in Internal
Control—Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (COSO).
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States), the consolidated balance sheets of Regency Centers Corporation and subsidiaries as of December 31, 20052006 and 2004,2005, and the related consolidated statements of operations, stockholders’ equity and comprehensive income (loss), and cash flows for each of the years in the three-year period ended December 31, 2005,2006, and related financial statement schedule and our report dated March 9, 2006February 27, 2007 expressed an unqualified opinion on those consolidated financial statements and related financial statement schedule.
/s/ KPMG LLP |
Certified Public Accountants
Jacksonville, Florida
March 9, 2006
Certified Public AccountantsFebruary 27, 2007
Consolidated Balance Sheets
December 31, 20052006 and 20042005
(in thousands, except share data)
2005 | 2004 | 2006 | 2005 | |||||||||||
Assets | ||||||||||||||
Real estate investments at cost (notes 2, 4 and 12): | ||||||||||||||
Land | $ | 853,275 | 806,207 | $ | 862,851 | 853,275 | ||||||||
Buildings and improvements | 1,926,297 | 1,915,655 | 1,963,634 | 1,926,297 | ||||||||||
2,779,572 | 2,721,862 | 2,826,485 | 2,779,572 | |||||||||||
Less: accumulated depreciation | 380,613 | 338,609 | 427,389 | 380,613 | ||||||||||
2,398,959 | 2,383,253 | 2,399,096 | 2,398,959 | |||||||||||
Properties in development | 413,677 | 426,216 | ||||||||||||
Operating properties held for sale | 36,567 | 4,916 | ||||||||||||
Properties in development, net | 615,450 | 413,677 | ||||||||||||
Operating properties held for sale, net | 25,608 | 36,567 | ||||||||||||
Investments in real estate partnerships (note 4) | 545,617 | 179,677 | 434,090 | 545,617 | ||||||||||
Net real estate investments | 3,394,820 | 2,994,062 | 3,474,244 | 3,394,820 | ||||||||||
Cash and cash equivalents | 42,458 | 95,320 | 34,046 | 42,458 | ||||||||||
Notes receivable (note 5) | 46,473 | 25,646 | 19,988 | 46,473 | ||||||||||
Tenant receivables, net of allowance for uncollectible accounts of $3,849 and $3,393 at December 31, 2005 and 2004, respectively | 56,878 | 60,911 | ||||||||||||
Deferred costs, less accumulated amortization of $31,846 and $25,735 at December 31, 2005 and 2004, respectively | 41,657 | 41,002 | ||||||||||||
Acquired lease intangible assets, less accumulated amortization of $6,593 and $2,602 at December 31, 2005 and 2004, respectively (note 6) | 10,182 | 14,172 | ||||||||||||
Tenant receivables, net of allowance for uncollectible accounts of $3,532 and $3,849 at December 31, 2006 and 2005, respectively | 67,162 | 56,878 | ||||||||||||
Deferred costs, less accumulated amortization of $36,227 and $31,846 at December 31, 2006 and 2005, respectively | 40,989 | 41,657 | ||||||||||||
Acquired lease intangible assets, less accumulated amortization of $10,511 and $6,593 at December 31, 2006 and 2005, respectively (note 6) | 12,315 | 10,182 | ||||||||||||
Other assets | 23,747 | 12,711 | 23,041 | 23,747 | ||||||||||
$ | 3,616,215 | 3,243,824 | $ | 3,671,785 | 3,616,215 | |||||||||
Liabilities and Stockholders’ Equity | ||||||||||||||
Liabilities: | ||||||||||||||
Notes payable (note 7) | $ | 1,451,942 | 1,293,090 | $ | 1,454,386 | 1,451,942 | ||||||||
Unsecured line of credit (note 7) | 162,000 | 200,000 | 121,000 | 162,000 | ||||||||||
Accounts payable and other liabilities | 110,800 | 102,443 | 140,940 | 110,800 | ||||||||||
Acquired lease intangible liabilities, net (note 6) | 4,207 | 5,161 | 7,729 | 4,207 | ||||||||||
Tenants’ security and escrow deposits | 10,276 | 10,049 | 10,517 | 10,276 | ||||||||||
Total liabilities | 1,739,225 | 1,610,743 | 1,734,572 | 1,739,225 | ||||||||||
Preferred units (note 9) | 49,158 | 101,762 | 49,158 | 49,158 | ||||||||||
Exchangeable operating partnership units | 27,919 | 30,775 | 16,941 | 27,919 | ||||||||||
Limited partners’ interest in consolidated partnerships | 11,088 | 1,827 | 17,797 | 11,088 | ||||||||||
Total minority interest | 88,165 | 134,364 | 83,896 | 88,165 | ||||||||||
Commitments and contingencies (notes 12 and 13) | ||||||||||||||
Stockholders’ equity (notes 8, 9, 10 and 11): | ||||||||||||||
Preferred stock, $.01 par value per share, 30,000,000 shares authorized; 3,000,000 and 800,000 shares issued and outstanding at December 31, 2005 with liquidation preferences of $25 and $250 per share, respectively; 800,000 shares issued and outstanding at December 31, 2004, liquidation preference of $250 | 275,000 | 200,000 | ||||||||||||
Common stock $.01 par value per share, 150,000,000 shares authorized; 73,263,472 and 67,970,538 shares issued at December 31, 2005 and 2004, respectively | 733 | 680 | ||||||||||||
Treasury stock at cost, 5,297,129 and 5,161,559 shares held at December 31, 2005 and 2004, respectively | (111,414 | ) | (111,414 | ) | ||||||||||
Preferred stock, $.01 par value per share, 30,000,000 shares authorized; 3,000,000 and 800,000 shares issued and outstanding at both December 31, 2006 and 2005 with liquidation preferences of $25 and $250 per share, respectively | 275,000 | 275,000 | ||||||||||||
Common stock $.01 par value per share, 150,000,000 shares authorized; 74,431,787 and 73,263,472 shares issued at December 31, 2006 and 2005, respectively | 744 | 733 | ||||||||||||
Treasury stock at cost, 5,413,792 and 5,297,129 shares held at December 31, 2006 and 2005, respectively | (111,414 | ) | (111,414 | ) | ||||||||||
Additional paid in capital | 1,713,620 | 1,511,156 | 1,744,201 | 1,713,620 | ||||||||||
Restricted stock deferred compensation | — | (16,844 | ) | |||||||||||
Accumulated other comprehensive loss | (11,692 | ) | (5,291 | ) | (13,317 | ) | (11,692 | ) | ||||||
Distributions in excess of net income | (77,422 | ) | (79,570 | ) | (41,897 | ) | (77,422 | ) | ||||||
Total stockholders’ equity | 1,788,825 | 1,498,717 | 1,853,317 | 1,788,825 | ||||||||||
Commitments and contingencies (notes 12 and 13) | ||||||||||||||
$ | 3,616,215 | 3,243,824 | $ | 3,671,785 | 3,616,215 | |||||||||
See accompanying notes to consolidated financial statements.
Consolidated Statements of Operations
For the years ended December 31, 2006, 2005 2004 and 20032004
(in thousands, except per share data)
2005 | 2004 | 2003 | 2006 | 2005 | 2004 | |||||||||||||||
Revenues: | ||||||||||||||||||||
Minimum rent (note 12) | $ | 283,626 | 269,553 | 251,384 | $ | 295,391 | 273,405 | 259,684 | ||||||||||||
Percentage rent | 4,353 | 3,819 | 4,342 | 4,428 | 4,364 | 3,738 | ||||||||||||||
Recoveries from tenants | 80,948 | 76,681 | 72,486 | 86,134 | 77,756 | 73,362 | ||||||||||||||
Management, acquisition and other fees | 28,019 | 10,663 | 6,419 | 31,805 | 28,019 | 10,663 | ||||||||||||||
Equity in (loss) income of investments in real estate partnerships | (2,908 | ) | 10,194 | 11,276 | ||||||||||||||||
Equity in income (loss) of investments in real estate partnerships (note 4) | 2,580 | (2,908 | ) | 10,194 | ||||||||||||||||
Total revenues | 394,038 | 370,910 | 345,907 | 420,338 | 380,636 | 357,641 | ||||||||||||||
Operating expenses: | ||||||||||||||||||||
Depreciation and amortization | 80,653 | 76,309 | 68,519 | 84,694 | 76,925 | 72,769 | ||||||||||||||
Operating and maintenance | 51,709 | 50,361 | 47,963 | 51,580 | 49,501 | 48,219 | ||||||||||||||
General and administrative | 37,815 | 30,282 | 24,229 | 45,495 | 37,815 | 30,282 | ||||||||||||||
Real estate taxes | 40,582 | 38,211 | 35,625 | 42,825 | 38,561 | 36,121 | ||||||||||||||
Other expenses | 2,758 | 8,043 | 4,993 | 15,927 | 2,758 | 8,043 | ||||||||||||||
Total operating expenses | 213,517 | 203,206 | 181,329 | 240,521 | 205,560 | 195,434 | ||||||||||||||
�� | ||||||||||||||||||||
Other expense (income) | ||||||||||||||||||||
Interest expense, net of interest income of $2,361, $3,125 and $2,357 in 2005, 2004 and 2003, respectively | 87,424 | 79,741 | 82,262 | |||||||||||||||||
Interest expense, net of interest income of $4,312, $2,361 and $3,125 in 2006, 2005 and 2004, respectively | 79,690 | 86,530 | 79,739 | |||||||||||||||||
Gain on sale of operating properties and properties in development | (18,970 | ) | (39,387 | ) | (48,717 | ) | (65,600 | ) | (18,971 | ) | (39,387 | ) | ||||||||
Provision for loss on operating properties | 550 | 810 | — | — | — | 450 | ||||||||||||||
Total other expense (income) | 69,004 | 41,164 | 33,545 | 14,090 | 67,559 | 40,802 | ||||||||||||||
Income before minority interests | 111,517 | 126,540 | 131,033 | 165,727 | 107,517 | 121,405 | ||||||||||||||
Minority interest of preferred units | (8,105 | ) | (19,829 | ) | (29,826 | ) | (3,725 | ) | (8,105 | ) | (19,829 | ) | ||||||||
Minority interest of exchangeable operating partnership units | (2,083 | ) | (1,975 | ) | (2,317 | ) | (1,994 | ) | (1,962 | ) | (1,880 | ) | ||||||||
Minority interest of limited partners | (263 | ) | (319 | ) | (501 | ) | (4,863 | ) | (263 | ) | (319 | ) | ||||||||
Income from continuing operations | 101,066 | 104,417 | 98,389 | 155,145 | 97,187 | 99,377 | ||||||||||||||
Discontinued operations, net: | ||||||||||||||||||||
Discontinued operations, net (note 3): | ||||||||||||||||||||
Operating income from discontinued operations | 8,341 | 13,034 | 16,411 | 4,999 | 12,220 | 18,074 | ||||||||||||||
Gain on sale of operating properties and properties in development | 53,240 | 18,876 | 15,989 | 58,367 | 53,240 | 18,876 | ||||||||||||||
Income from discontinued operations | 61,581 | 31,910 | 32,400 | 63,366 | 65,460 | 36,950 | ||||||||||||||
Net income | 162,647 | 136,327 | 130,789 | 218,511 | 162,647 | 136,327 | ||||||||||||||
Preferred stock dividends | (16,744 | ) | (8,633 | ) | (4,175 | ) | (19,675 | ) | (16,744 | ) | (8,633 | ) | ||||||||
Net income for common stockholders | $ | 145,903 | 127,694 | 126,614 | $ | 198,836 | 145,903 | 127,694 | ||||||||||||
Income per common share - basic (note 11): | ||||||||||||||||||||
Continuing operations | $ | 1.29 | 1.56 | 1.58 | $ | 1.98 | 1.23 | 1.47 | ||||||||||||
Discontinued operations | 0.96 | 0.52 | 0.55 | 0.93 | 1.02 | 0.61 | ||||||||||||||
Net income for common stockholders per share | $ | 2.25 | 2.08 | 2.13 | $ | 2.91 | 2.25 | 2.08 | ||||||||||||
Income per common share - diluted (note 11): | ||||||||||||||||||||
Continuing operations | $ | 1.28 | 1.56 | 1.57 | $ | 1.97 | 1.22 | 1.47 | ||||||||||||
Discontinued operations | 0.95 | 0.52 | 0.55 | 0.92 | 1.01 | 0.61 | ||||||||||||||
Net income for common stockholders per share | $ | 2.23 | 2.08 | 2.12 | $ | 2.89 | 2.23 | 2.08 | ||||||||||||
See accompanying notes to consolidated financial statements.
Consolidated Statements of Stockholders’ Equity and Comprehensive Income (Loss)
For the years ended December 31, 2006, 2005 2004 and 20032004
(in thousands, except per share data)
Preferred Stock | Common Stock | Treasury Stock | Additional Paid In Capital | Restricted Stock Deferred Compensation | Accumulated Other Comprehensive Income (Loss) | Distributions in Excess of Net Income | Total Stockholders’ Equity | Preferred Stock | Common Stock | Treasury Stock | Additional Paid In Capital | Restricted Stock Deferred Compensation | Accumulated Other Comprehensive Income (Loss) | Distributions in Excess of Net Income | Total Stockholders’ Equity | ||||||||||||||||||||||||||||||||
Balance at December 31, 2002 | $ | 10,506 | 635 | (77,699 | ) | 1,379,564 | (11,756 | ) | — | (79,530 | ) | 1,221,720 | |||||||||||||||||||||||||||||||||||
Balance at December 31, 2003 | $ | 75,000 | 650 | (111,414 | ) | 1,409,421 | (15,060 | ) | 175 | (77,794 | ) | 1,280,978 | |||||||||||||||||||||||||||||||||||
Comprehensive Income: | |||||||||||||||||||||||||||||||||||||||||||||||
Net income | — | — | — | — | — | — | 130,789 | 130,789 | |||||||||||||||||||||||||||||||||||||||
Change in fair value of derivative instruments | — | — | — | — | — | 175 | — | 175 | |||||||||||||||||||||||||||||||||||||||
Total comprehensive income | 130,964 | ||||||||||||||||||||||||||||||||||||||||||||||
Restricted stock issued | — | 4 | — | 10,664 | (10,668 | ) | — | — | — | ||||||||||||||||||||||||||||||||||||||
Amortization of restricted stock deferred compensation | — | — | — | — | 7,364 | — | — | 7,364 | |||||||||||||||||||||||||||||||||||||||
Common stock issued for stock options exercised, net | — | 5 | (429 | ) | 1,002 | — | — | — | 578 | ||||||||||||||||||||||||||||||||||||||
Tax benefit for issuance of stock options | — | — | — | 1,682 | — | — | — | 1,682 | |||||||||||||||||||||||||||||||||||||||
Treasury stock issued for common stock offering | — | — | 117,216 | 6,279 | — | — | — | 123,495 | |||||||||||||||||||||||||||||||||||||||
Common stock issued for partnership units exchanged | — | 1 | — | 3,615 | — | — | — | 3,616 | |||||||||||||||||||||||||||||||||||||||
Common stock issued for Series 2 preferred stock exchanged | (10,506 | ) | 5 | — | 10,501 | — | — | — | — | ||||||||||||||||||||||||||||||||||||||
Series 3 preferred stock issued | 75,000 | — | — | (2,705 | ) | — | — | — | 72,295 | ||||||||||||||||||||||||||||||||||||||
Reallocation of minority interest | — | — | — | (1,181 | ) | — | — | — | (1,181 | ) | |||||||||||||||||||||||||||||||||||||
Repurchase of common stock | — | — | (150,502 | ) | — | — | — | — | (150,502 | ) | |||||||||||||||||||||||||||||||||||||
Cash dividends declared: | |||||||||||||||||||||||||||||||||||||||||||||||
Preferred stock | — | — | — | — | — | — | (4,175 | ) | (4,175 | ) | |||||||||||||||||||||||||||||||||||||
Common stock ($2.08 per share) | — | — | — | — | — | — | (124,878 | ) | (124,878 | ) | |||||||||||||||||||||||||||||||||||||
Balance at December 31, 2003 | $ | 75,000 | 650 | (111,414 | ) | 1,409,421 | (15,060 | ) | 175 | (77,794 | ) | 1,280,978 | |||||||||||||||||||||||||||||||||||
Comprehensive Income (note 8): | |||||||||||||||||||||||||||||||||||||||||||||||
Net income | — | — | — | — | — | — | 136,327 | 136,327 | — | — | — | — | — | — | 136,327 | 136,327 | |||||||||||||||||||||||||||||||
Loss on settlement of derivative instruments | — | — | — | — | — | (5,895 | ) | — | (5,895 | ) | — | — | — | — | — | (5,895 | ) | — | (5,895 | ) | |||||||||||||||||||||||||||
Amortization of loss on derivative instruments | — | — | — | — | — | 429 | — | 429 | — | — | — | — | — | 429 | — | 429 | |||||||||||||||||||||||||||||||
Total comprehensive income | 130,861 | 130,861 | |||||||||||||||||||||||||||||||||||||||||||||
Restricted stock issued | — | 3 | — | 11,935 | (11,938 | ) | — | — | — | — | 3 | — | 11,935 | (11,938 | ) | — | — | — | |||||||||||||||||||||||||||||
Amortization of restricted stock deferred compensation (note 10) | — | — | — | — | 10,154 | — | — | 10,154 | |||||||||||||||||||||||||||||||||||||||
Common stock issued for stock options exercised, net | — | 9 | — | 8,482 | — | — | — | 8,491 | |||||||||||||||||||||||||||||||||||||||
Amortization of restricted stock deferred compensation | — | — | — | — | 10,154 | — | — | 10,154 | |||||||||||||||||||||||||||||||||||||||
Common stock redeemed for taxes withheld for stock based compensation, net | — | 9 | — | 8,482 | — | — | — | 8,491 | |||||||||||||||||||||||||||||||||||||||
Tax benefit for issuance of stock options | — | — | — | 4,376 | — | — | — | 4,376 | — | — | — | 4,376 | — | — | — | 4,376 | |||||||||||||||||||||||||||||||
Common stock issued for partnership units exchanged | — | 3 | — | 7,151 | — | — | — | 7,154 | — | 3 | — | 7,151 | — | — | — | 7,154 | |||||||||||||||||||||||||||||||
Common stock issued in stock offering (note 9) | — | 15 | — | 67,395 | — | — | — | 67,410 | |||||||||||||||||||||||||||||||||||||||
Common stock issued in stock offering | — | 15 | — | 67,395 | — | — | — | 67,410 | |||||||||||||||||||||||||||||||||||||||
Series 4 preferred stock issued (note 9) | 125,000 | — | — | (4,288 | ) | — | — | — | 120,712 | 125,000 | — | — | (4,288 | ) | — | — | — | 120,712 | |||||||||||||||||||||||||||||
Reallocation of minority interest | — | — | — | 6,684 | — | — | — | 6,684 | — | — | — | 6,684 | — | — | — | 6,684 | |||||||||||||||||||||||||||||||
Cash dividends declared: | |||||||||||||||||||||||||||||||||||||||||||||||
Preferred stock | — | — | — | — | — | — | (8,633 | ) | (8,633 | ) | — | — | — | — | — | — | (8,633 | ) | (8,633 | ) | |||||||||||||||||||||||||||
Common stock ($2.12 per share) | — | — | — | — | — | — | (129,470 | ) | (129,470 | ) | — | — | — | — | — | — | (129,470 | ) | (129,470 | ) | |||||||||||||||||||||||||||
Balance at December 31, 2004 | $ | 200,000 | 680 | (111,414 | ) | 1,511,156 | (16,844 | ) | (5,291 | ) | (79,570 | ) | 1,498,717 | $ | 200,000 | 680 | (111,414 | ) | 1,511,156 | (16,844 | ) | (5,291 | ) | (79,570 | ) | 1,498,717 | |||||||||||||||||||||
Comprehensive Income (note 8): | |||||||||||||||||||||||||||||||||||||||||||||||
Net income | — | — | — | — | — | — | 162,647 | 162,647 | — | — | — | — | — | — | 162,647 | 162,647 | |||||||||||||||||||||||||||||||
Loss on settlement of derivative instruments | — | — | — | — | — | (7,310 | ) | — | (7,310 | ) | — | — | — | — | — | (7,310 | ) | — | (7,310 | ) | |||||||||||||||||||||||||||
Amortization of loss on derivative instruments | — | — | — | — | — | 909 | — | 909 | — | — | — | — | — | 909 | — | 909 | |||||||||||||||||||||||||||||||
Total comprehensive income | 156,246 | 156,246 | |||||||||||||||||||||||||||||||||||||||||||||
Reclassification of unearned deferred compensation upon adoption of FAS 123(R) (note 10) | — | — | — | (16,844 | ) | 16,844 | — | — | — | ||||||||||||||||||||||||||||||||||||||
Reclassification of unearned deferred compensation upon adoption of FAS 123(R) | — | — | — | (16,844 | ) | 16,844 | — | — | — | ||||||||||||||||||||||||||||||||||||||
Restricted stock issued, net of amortization (note 10) | — | 4 | — | 16,951 | — | — | — | 16,955 | — | 4 | — | 16,951 | — | — | — | 16,955 | |||||||||||||||||||||||||||||||
Common stock issued for stock options exercised, net | — | 3 | — | 1,484 | — | — | — | 1,487 | |||||||||||||||||||||||||||||||||||||||
Common stock redeemed for taxes withheld for stock based compensation, net | — | 3 | — | 1,484 | — | — | — | 1,487 | |||||||||||||||||||||||||||||||||||||||
Tax benefit for issuance of stock options | — | — | — | 305 | — | — | — | 305 | — | — | — | 305 | — | — | — | 305 | |||||||||||||||||||||||||||||||
Common stock issued for partnership units exchanged | — | 3 | — | 6,383 | — | — | — | 6,386 | — | 3 | — | 6,383 | — | — | — | 6,386 | |||||||||||||||||||||||||||||||
Common stock issued for stock offering (note 9) | — | 43 | — | 199,632 | — | — | — | 199,675 | — | 43 | — | 199,632 | — | — | — | 199,675 | |||||||||||||||||||||||||||||||
Series 5 preferred stock issued (note 9) | 75,000 | — | — | (2,284 | ) | — | — | — | 72,716 | 75,000 | — | — | (2,284 | ) | — | — | — | 72,716 | |||||||||||||||||||||||||||||
Reallocation of minority interest | — | — | — | (3,163 | ) | — | — | — | (3,163 | ) | — | — | — | (3,163 | ) | — | — | — | (3,163 | ) | |||||||||||||||||||||||||||
Cash dividends declared: | |||||||||||||||||||||||||||||||||||||||||||||||
Preferred stock | — | — | — | — | — | — | (16,744 | ) | (16,744 | ) | — | — | — | — | — | — | (16,744 | ) | (16,744 | ) | |||||||||||||||||||||||||||
Common stock ($2.20 per share) | — | — | — | — | — | — | (143,755 | ) | (143,755 | ) | — | — | — | — | — | — | (143,755 | ) | (143,755 | ) | |||||||||||||||||||||||||||
Balance at December 31, 2005 | $ | 275,000 | 733 | (111,414 | ) | 1,713,620 | — | (11,692 | ) | (77,422 | ) | 1,788,825 | $ | 275,000 | 733 | (111,414 | ) | 1,713,620 | — | (11,692 | ) | (77,422 | ) | 1,788,825 | |||||||||||||||||||||||
Comprehensive Income (note 8): | |||||||||||||||||||||||||||||||||||||||||||||||
Net income | — | — | — | — | — | — | 218,511 | 218,511 | |||||||||||||||||||||||||||||||||||||||
Amortization of loss on derivative instruments | — | — | — | — | — | 1,306 | — | 1,306 | |||||||||||||||||||||||||||||||||||||||
Change in fair value of derivative instruments | — | — | — | — | — | (2,931 | ) | — | (2,931 | ) | |||||||||||||||||||||||||||||||||||||
Total comprehensive income | 216,886 | ||||||||||||||||||||||||||||||||||||||||||||||
Restricted stock issued, net of amortization (note 10) | — | 3 | — | 16,581 | — | — | — | 16,584 | |||||||||||||||||||||||||||||||||||||||
Common stock redeemed for taxes withheld for stock based compensation, net | — | 3 | — | 1,169 | — | — | — | 1,172 | |||||||||||||||||||||||||||||||||||||||
Tax benefit for issuance of stock options | — | — | — | 1,624 | — | — | — | 1,624 | |||||||||||||||||||||||||||||||||||||||
Common stock issued for partnership units exchanged | — | 5 | — | 21,490 | — | — | — | 21,495 | |||||||||||||||||||||||||||||||||||||||
Reallocation of minority interest | — | — | — | (10,283 | ) | — | — | — | (10,283 | ) | |||||||||||||||||||||||||||||||||||||
Cash dividends declared: | |||||||||||||||||||||||||||||||||||||||||||||||
Preferred stock | — | — | — | — | — | — | (19,675 | ) | (19,675 | ) | |||||||||||||||||||||||||||||||||||||
Common stock ($2.38 per share) | — | — | — | — | — | — | (163,311 | ) | (163,311 | ) | |||||||||||||||||||||||||||||||||||||
Balance at December 31, 2006 | $ | 275,000 | 744 | (111,414 | ) | 1,744,201 | — | (13,317 | ) | (41,897 | ) | 1,853,317 | |||||||||||||||||||||||||||||||||||
See accompanying notes to consolidated financial statements.
Consolidated Statements of Cash Flows
For the years ended December 31, 2006, 2005 2004 and 20032004
(in thousands)
2005 | 2004 | 2003 | 2006 | 2005 | 2004 | |||||||||||||||
Cash flows from operating activities: | ||||||||||||||||||||
Net income | $ | 162,647 | 136,327 | 130,789 | $ | 218,511 | 162,647 | 136,327 | ||||||||||||
Adjustments to reconcile net income to net cash provided by operating activities: | ||||||||||||||||||||
Depreciation and amortization | 83,495 | 81,936 | 75,023 | 87,413 | 84,449 | 82,890 | ||||||||||||||
Deferred loan cost and debt premium amortization | 2,740 | 1,739 | 1,099 | 4,411 | 2,740 | 1,739 | ||||||||||||||
Stock based compensation | 17,315 | 14,432 | 11,327 | 17,950 | 18,755 | 14,425 | ||||||||||||||
Minority interest of preferred units | 8,105 | 19,829 | 29,826 | 3,725 | 8,105 | 19,829 | ||||||||||||||
Minority interest of exchangeable operating partnership units | 3,284 | 2,579 | 3,044 | 2,876 | 3,284 | 2,579 | ||||||||||||||
Minority interest of limited partners | 263 | 319 | 501 | 4,863 | 263 | 319 | ||||||||||||||
Equity in loss (income) of investments in real estate partnerships | 2,908 | (10,194 | ) | (11,276 | ) | |||||||||||||||
Equity in (income) loss of investments in real estate partnerships | (2,580 | ) | 2,908 | (10,194 | ) | |||||||||||||||
Net gain on sale of properties | (76,664 | ) | (60,539 | ) | (65,877 | ) | (124,781 | ) | (76,664 | ) | (60,539 | ) | ||||||||
Provision for loss on operating properties | 550 | 810 | 1,969 | 500 | 550 | 810 | ||||||||||||||
Distributions from operations of investments in real estate partnerships | 28,661 | 13,342 | 8,341 | |||||||||||||||||
Distributions in excess of earnings from operations of investments in real estate partnerships | 28,788 | 28,661 | 13,342 | |||||||||||||||||
Hedge settlement | (7,310 | ) | (5,720 | ) | — | — | (7,310 | ) | (5,720 | ) | ||||||||||
Changes in assets and liabilities: | ||||||||||||||||||||
Tenant receivables | (1,186 | ) | (5,849 | ) | (6,590 | ) | (10,284 | ) | (1,186 | ) | (5,849 | ) | ||||||||
Deferred leasing costs | (6,829 | ) | (6,199 | ) | (11,021 | ) | (7,285 | ) | (6,829 | ) | (6,199 | ) | ||||||||
Other assets | (13,426 | ) | 1,449 | 1,245 | (3,508 | ) | (13,426 | ) | 1,449 | |||||||||||
Accounts payable and other liabilities | 3,374 | (574 | ) | 11,735 | (2,638 | ) | (818 | ) | (2,946 | ) | ||||||||||
Above and below market lease intangibles, net | (1,387 | ) | (954 | ) | (954 | ) | ||||||||||||||
Tenants’ security and escrow deposits | 228 | 214 | 510 | 241 | 228 | 214 | ||||||||||||||
Net cash provided by operating activities | 208,155 | 183,901 | 180,645 | 216,815 | 205,403 | 181,522 | ||||||||||||||
Cash flows from investing activities: | ||||||||||||||||||||
Acquisition of operating real estate | — | (60,358 | ) | (86,780 | ) | (19,337 | ) | — | (60,358 | ) | ||||||||||
Development of real estate including land acquired | (326,662 | ) | (340,217 | ) | (328,920 | ) | (404,836 | ) | (326,662 | ) | (340,217 | ) | ||||||||
Proceeds from sale of real estate investments | 237,135 | 317,178 | 237,033 | 455,972 | 237,135 | 317,178 | ||||||||||||||
(Issuance) repayment of notes receivable, net | (8,456 | ) | 64,009 | 117,643 | ||||||||||||||||
Repayment (issuance) of notes receivable, net | 14,770 | (8,456 | ) | 64,009 | ||||||||||||||||
Investments in real estate partnerships | (417,713 | ) | (66,299 | ) | (14,881 | ) | (21,790 | ) | (417,713 | ) | (66,299 | ) | ||||||||
Distributions received from investments in real estate partnerships | 30,918 | 47,369 | 26,902 | 13,452 | 30,918 | 47,369 | ||||||||||||||
Net cash used in investing activities | (484,778 | ) | (38,318 | ) | (49,003 | ) | ||||||||||||||
Net cash provided by (used in) investing activities | 38,231 | (484,778 | ) | (38,318 | ) | |||||||||||||||
Cash flows from financing activities: | ||||||||||||||||||||
Net proceeds from common stock issuance | 205,601 | 81,662 | 127,428 | 5,994 | 205,601 | 81,662 | ||||||||||||||
Repurchase of common stock | — | — | (150,502 | ) | ||||||||||||||||
Redemption of preferred units | (54,000 | ) | (125,000 | ) | (155,750 | ) | — | (54,000 | ) | (125,000 | ) | |||||||||
Redemption of exchangeable operating partnership units | — | (20,402 | ) | (1,794 | ) | — | — | (20,402 | ) | |||||||||||
(Distributions) contributions from limited partners in consolidated partnerships | (50 | ) | 373 | (10,676 | ) | |||||||||||||||
(Distributions to) contributions from limited partners in consolidated partnerships | (2,619 | ) | (50 | ) | 373 | |||||||||||||||
Distributions to exchangeable operating partnership unit holders | (2,918 | ) | (2,509 | ) | (2,900 | ) | (2,270 | ) | (2,918 | ) | (2,509 | ) | ||||||||
Distributions to preferred unit holders | (6,709 | ) | (16,593 | ) | (25,954 | ) | (3,725 | ) | (6,709 | ) | (16,593 | ) | ||||||||
Dividends paid to common stockholders | (143,755 | ) | (129,470 | ) | (124,878 | ) | (159,507 | ) | (141,003 | ) | (127,091 | ) | ||||||||
Dividends paid to preferred stockholders | (16,744 | ) | (8,633 | ) | (4,175 | ) | (19,675 | ) | (16,744 | ) | (8,633 | ) | ||||||||
Net proceeds from issuance of preferred stock | 72,716 | 120,712 | 72,295 | — | 72,716 | 120,712 | ||||||||||||||
Repayment of fixed rate unsecured notes | (100,000 | ) | (200,000 | ) | — | — | (100,000 | ) | (200,000 | ) | ||||||||||
Proceeds from issuance of fixed rate unsecured notes, net | 349,505 | 148,646 | — | |||||||||||||||||
(Repayments) proceeds from unsecured line of credit, net | (38,000 | ) | 5,000 | 115,000 | ||||||||||||||||
Proceeds from issuance of fixed rate unsecured notes | — | 349,505 | 148,646 | |||||||||||||||||
(Repayment) proceeds of unsecured line of credit, net | (41,000 | ) | (38,000 | ) | 5,000 | |||||||||||||||
Proceeds from notes payable | 10,000 | 84,223 | 30,822 | — | 10,000 | 84,223 | ||||||||||||||
Repayment of notes payable | (43,169 | ) | (8,176 | ) | (22,840 | ) | (36,131 | ) | (43,169 | ) | (8,176 | ) | ||||||||
Scheduled principal payments | (5,499 | ) | (5,711 | ) | (4,099 | ) | (4,516 | ) | (5,499 | ) | (5,711 | ) | ||||||||
Deferred loan costs | (3,217 | ) | (4,254 | ) | (197 | ) | (9 | ) | (3,217 | ) | (4,254 | ) | ||||||||
Net cash provided by (used in) financing activities | 223,761 | (80,132 | ) | (158,220 | ) | |||||||||||||||
Net cash (used in) provided by financing activities | (263,458 | ) | 226,513 | (77,753 | ) | |||||||||||||||
Net (decrease) increase in cash and cash equivalents | (52,862 | ) | 65,451 | (26,578 | ) | (8,412 | ) | (52,862 | ) | 65,451 | ||||||||||
Cash and cash equivalents at beginning of the year | 95,320 | 29,869 | 56,447 | 42,458 | 95,320 | 29,869 | ||||||||||||||
Cash and cash equivalents at end of the year | $ | 42,458 | 95,320 | 29,869 | $ | 34,046 | 42,458 | 95,320 | ||||||||||||
REGENCY CENTERS CORPORATION
Consolidated Statements of Cash Flows
For the years ended December 31, 2006, 2005 2004 and 20032004
(in thousands)
2005 | 2004 | 2003 | 2006 | 2005 | 2004 | |||||||||
Supplemental disclosure of cash flow information - cash paid for interest (net of capitalized interest of $12,400, $11,228, and $13,106 in 2005, 2004, and 2003, respectively) | $ | 84,839 | 85,416 | 84,531 | ||||||||||
Supplemental disclosure of cash flow information—cash paid for interest (net of capitalized interest of $23,952, $12,400 and $11,228 in 2006, 2005 and 2004, respectively) | $ | 82,285 | 84,839 | 85,416 | ||||||||||
Supplemental disclosure of non-cash transactions: | ||||||||||||||
Mortgage debt assumed by purchaser on sale of real estate | $ | — | 44,684 | 13,557 | $ | — | — | 44,684 | ||||||
Common stock issued for partnership units exchanged | $ | 6,386 | 7,154 | 3,616 | $ | 21,495 | 6,386 | 7,154 | ||||||
Mortgage loans assumed for the acquisition of real estate | $ | — | 61,717 | 15,342 | $ | 44,000 | — | 61,717 | ||||||
Real estate contributed as investments in real estate partnerships | $ | 10,715 | 31,312 | 24,100 | $ | 15,967 | 10,715 | 31,312 | ||||||
Exchangeable operating partnership units issued for the acquisition of real estate | $ | — | 38,400 | — | $ | — | — | 38,400 | ||||||
Notes receivable taken in connection with sales of operating properties, properties in development and out parcels | $ | 12,370 | 3,255 | 131,794 | ||||||||||
Common stock issued for dividend reinvestment plan | $ | 3,806 | 2,752 | 2,379 | ||||||||||
Notes receivable taken in connection with out-parcel sales | $ | 490 | 12,370 | 3,255 | ||||||||||
Change in fair value of derivative instrument | $ | — | — | 175 | $ | 2,931 | — | — | ||||||
See accompanying notes to consolidated financial statements.
Notes to Consolidated Financial Statements
December 31, 20052006
1. | Summary of Significant Accounting Policies |
(a) | Organization and Principles of Consolidation |
General
Regency Centers Corporation (“Regency” or the “Company”) began its operations as a Real Estate Investment Trust (“REIT”) in 1993, and is the managing general partner of its operating partnership, Regency Centers, L.P. (“RCLP” or the “Partnership”). Regency currently owns approximately 98%99% of the outstanding common partnership units (“Units”) of the Partnership. Regency engages in the ownership, management, leasing, acquisition, and development of retail shopping centers through the Partnership, and has no other assets or liabilities other than through its investment in the Partnership. At December 31, 2005,2006, the Partnership directly owned 213218 retail shopping centers and held partial interests in 180an additional 187 retail shopping centers through investments in joint ventures.
Consolidation
The accompanying consolidated financial statements include the accounts of the Company and the Partnership and its wholly owned subsidiaries, and joint ventures in which the Partnership has a majority ownership or controlling interest. The equity interests of third parties held in the Partnership or its majority owned joint ventures are included in the consolidated financial statements as preferred units, exchangeable operating partnership units or limited partners’ interest in consolidated partnerships. All significant inter-company balances and transactions have been eliminated in the consolidated financial statements.
Investments in joint ventures not controlled by the Company (Unconsolidated(“Unconsolidated Joint Ventures)Ventures”) are accounted for under the equity method. The Company has evaluated its investment in the Unconsolidated Joint Ventures and has concluded that they are not variable interest entities as defined in the Financial Accounting Standards Board (“FASB”) Interpretation No. 46(R) “Consolidation of Variable Interest Entities” (“FIN 46R.46R”). The other venture partners in the Unconsolidated Joint Ventures have significant ownership rights, including approval over operating budgets and strategic plans, capital spending, sale or financing, and admission of new partners; therefore, the Company has concluded that the equity method of accounting is appropriate for these interests.interests which do not require consolidation under EITF Issue No. 04-5 “Determining Whether a General Partner, or the General Partners as a Group, Controls a Limited Partnership or Similar Entity When the Limited Partners Have Certain Rights”. Under the equity method of accounting, investments in the Unconsolidated Joint Ventures are initially recorded at cost, and subsequently increased for additional contributions and allocations of income and reduced for distributions received and allocation of losses. These investments are included in the consolidated financial statements as Investments in Real Estate Partnerships.real estate partnerships.
Ownership of the Company
Regency has a single class of common stock outstanding and three series of preferred stock outstanding (Series 3, 4, and 5)5 Preferred Stock). The dividends on the Series 3, 4, and 5 preferred stockPreferred Stock are cumulative and payable in arrears on or before the last day of each calendar quarter. The Company owns corresponding Series 3, 4, and 5 preferred unit interests (“Series 3, 4, and 5 Preferred Units”) in the Partnership that entitle the Company to income and distributions from the Partnership in amounts equal to the dividends paid on the Company’s Series 3, 4, and 5 preferred stock.Preferred Stock.
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 20052006
(a) | Organization and Principles of Consolidation (continued) |
Ownership of the Operating Partnership
The Partnership’s capital includes general and limited common partnership Units, and four classes of preferred units (SeriesSeries 3, 4, and 5 Preferred Units owned by the Company, and Series D Preferred Units). Units owned by institutional investors.
At December 31, 20052006, the Company owned approximately 98%99% or 67,966,34369,017,995 Partnership Units of the total 69,218,48369,758,821 Partnership Units outstanding. Each outstanding common Partnership Unit not owned by the Company is exchangeable for one share of Regency common stock. The Company revalues the minority interest associated with the Units each quarter to maintain a proportional relationship between the book value of equity associated with common stockholders relative to that of the Unit holders since both have equivalent rights and Units are convertible into shares of common stock on a one-for-one basis.
Net income and distributions of the Partnership are allocable first to the Preferred Units, and the remaining amounts to the general and limited partners’ Units in accordance with their ownership percentage. The Series 3, 4, and 5 Preferred Units are owned by the Company and are eliminated in consolidation. The Series D Preferred Units are owned by institutional investors.
(b) | Revenues |
The Company leases space to tenants under agreements with varying terms. Leases are accounted for as operating leases with minimum rent recognized on a straight-line basis over the term of the lease regardless of when payments are due. Accrued rents are included in tenant receivables. As part of the leasing process, the Company may provide the lessee with an allowance for the construction of leasehold improvements. Leasehold improvements are capitalized as part of the building and recorded as tenant improvements and depreciated over the shorter of the useful life of the improvements or the lease term. If the allowance represents a payment for a purpose other than funding leasehold improvements, or in the event the Company is not considered the owner of the improvements, the allowance is considered to be a lease incentive and is recognized over the lease term as a reduction of rental revenue. Factors considered during this evaluation include, among others, who holds legal title to the improvements, and other controlling rights provided by the lease agreement (e.g. unilateral control of the tenant space during the build-out process). Determination of the appropriate accounting for a tenant allowance is made on a case-by-case basis, considering the facts and circumstances of the individual tenant lease. Lease revenue recognition commences when the lessee is given possession of the leased space upon completion of tenant improvements. Accrued rentsimprovements when the Company is the owner of the leasehold improvements; however, when the leasehold improvements are included inowned by the tenant, receivables.the lease inception date is when the tenant obtains possession of the leased space for purposes of constructing its leasehold improvements.
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 2006
(b) | Revenues (continued) |
Substantially all of the lease agreements contain provisions that grantprovide for additional rents based on tenants’ sales volume (contingent or percentage(percentage rent) and reimbursement of the tenants’ share of real estate taxes, insurance and common area maintenance (“CAM”) costs.
Percentage rents are recognized when the tenants achieve the specified targets as defined in their lease agreements. Recovery of real estate taxes, insurance and CAM costs are recognized as the respective costs are incurred in accordance with the lease agreements.
The Company accounts for profit recognition on sales of real estate in accordance with Statement of Financial Accounting Standards (“SFAS”) Statement No. 66, “Accounting for Sales of Real Estate.” In summary, profits from sales will not be recognized by the Company unless a sale has been consummated; the buyer’s initial and continuing investment is adequate to demonstrate a commitment to pay for the property; the Company’s receivable, if applicable, is not subject to future subordination; the Company has transferred to the buyer the usual risks and rewards of ownership; and the Company does not have substantial continuing involvement with the property.
The Company has been engaged by joint ventures under agreements to provide asset management, property management; and property managementleasing, investing and financing services for such ventures’ shopping centers. The fees are market based and generally calculated as a percentage of either revenues earned or the estimated values of the properties managed, and are recognized as services are provided.
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 2005rendered, when fees due are determinable and collectibility is reasonably assured.
(c) | Real Estate Investments |
Land, buildings and improvements are recorded at cost. All specifically identifiable costs related to development activities are capitalized into properties in development on the consolidated balance sheets. The capitalized costs include pre-development costs essential to the development of the property, development costs, construction costs, interest costs, real estate taxes, and direct employee costs incurred during the period of development.
The Company incurs costs prior to land acquisition including contract deposits, as well as legal, engineering and other external professional fees related to evaluating the feasibility of developing a shopping center. These pre-development costs are included in properties in development. If the Company determines that the development of a particular shopping center is no longer probable, any related pre-development costs previously incurred are immediately expensed. At December 31, 20052006 and 2004,2005, the Company had capitalized pre-development costs of $23.3 million and $12.2 million, respectively of which $10.0 million and $10.5$5.7 million, respectively.respectively were refundable deposits.
The Company’s method of capitalizing interest is based upon applying its weighted average borrowing rate to that portion of the actual development costs expended. The Company ceases cost capitalization when the property is available for occupancy upon substantial completion of tenant improvements. In no event would the Company capitalize interest on the project beyond 12 months after substantial completion of the building shell.
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 2006
(c) | Real Estate Investments (continued) |
Maintenance and repairs that do not improve or extend the useful lives of the respective assets are reflectedrecorded in operating and maintenance expense.
Depreciation is computed using the straight-line method over estimated useful lives of up to 40 years for buildings and improvements, term of lease for tenant improvements, and three to seven years for furniture and equipment.
The Company and the Unconsolidated Joint Venturesunconsolidated joint ventures allocate the purchase price of assets acquired (net tangible and identifiable intangible assets) and liabilities assumed based on their relative fair values at the date of acquisition pursuant to the provisions of SFAS No. 141, “Business Combinations” (“Statement 141”). Statement 141 provides guidance on allocating a portion of the purchase price of a property to intangible assets. The Company’s methodology for this allocation includes estimating an “as-if vacant” fair value of the physical property, which is allocated to land, building and improvements. The difference between the purchase price and the “as-if vacant” fair value is allocated to intangible assets. There are three categories of intangible assets to be considered: (i) value of in-place leases, (ii) above and below-market value of in-place leases and (iii) customer relationship value.
The value of in-place leases is estimated based on the value associated with the costs avoided in originating leases compared to the acquired in-place leases as well as the value associated with lost rental and recovery revenue during the assumed lease-up period. The value of in-place leases is amortizedrecorded to amortization expense over the remaining initial term of the respective leases.
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 2005
Above-market and below-market in-place lease values for acquired properties are recorded based on the present value of the difference between (i) the contractual amounts to be paid pursuant to the in-place leases and (ii) management’s estimate of fair market lease rates for the comparable in-place leases, measured over a period equal to the remaining non-cancelable term of the lease. The value of above-market leases is amortized as a reduction of base rental revenueminimum rent over the remaining terms of the respective leases. The value of below-market leases is accreted as an increase to base rental revenueminimum rent over the remaining terms of the respective leases, including renewal options.
The Company allocates no value to customer relationship intangibles if it has pre-existing business relationships with the major retailers in the acquired property since those associated with the acquired propertythey provide no incremental value over the Company’s existing relationships.
The Company follows the provisions of SFAS No. 144, “Accounting for the Impairment or Disposal of Long-Lived Assets” (“Statement 144”). In accordance with Statement 144, the Company classifies an operating property as held–for-saleheld-for-sale when it determines that the property is available for immediate sale in its present condition, the property is being actively marketed for sale and management is reasonably certain that a sale will be consummated. Operating properties held-for-sale are carried at the lower of cost or fair value less costs to sell. Depreciation and amortization are suspended during the held-for-sale period. The operations of properties held-for-sale are reclassified into discontinued operations for all periods presented.
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 2006
(c) | Real Estate Investments (continued) |
In accordance with Statement 144, when the Company sells a property and will not have continuing involvement or significant cash flows after disposition, the operations and cash flows of the property are eliminated and its operations and gain on sale are reported in discontinued operations whenso that the operations and cash flows are clearly distinguished. Once classified asin discontinued operations, these properties are eliminated from ongoing operations. Prior periods are also restatedrepresented to reflect the operations of these properties as discontinued operations. When the Company sells operating properties to its joint ventures or to third parties, and it will have continuing involvement, the operations and gains on sales are included in income from continuing operations.
The Company reviews its real estate portfolio for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable based upon expected undiscounted cash flows from the property. The Company determines impairment by comparing the property’s carrying value to an estimate of fair value based upon varying methods such as i) estimating future cash flows, ii) determining resale values by market, or iii) applying a capitalization rate to net operating income using prevailing rates in a given market. These methods of determining fair value can fluctuate significantly as a result of a number of factors, including changes in the general economy of those markets in which the Company operates, tenant credit quality and demand for new retail stores. In the event that the carrying amount of a property is not recoverable and exceeds its fair value, the Company will write down the asset to fair value for “held-and-used” assets and to fair value less costs to sell for “held-for-sale” assets. During 2006, 2005 2004 and 20032004, the Company recordedestablished a provision for loss of approximately$500,000, $550,000 $810,000, and $2.0 million$810,000 based upon the criteria described above. The provision for loss on properties subsequently sold to third parties is included as part ofin operating income from discontinued operations.
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 2005
(d) | Income Taxes |
The Company believes it qualifies, and intends to continue to qualify, as a REIT under the Internal Revenue Code (the “Code”). As a REIT, the Company will generally not be subject to federal income tax, provided that distributions to its stockholders are at least equal to REIT taxable income.
Income taxes are accounted for under the asset and liability method. Deferred tax assets and liabilities are recognized for the estimated tax consequences attributable to differences between the financial statement carrying amounts of existing assets and liabilities and their respective tax bases. Deferred tax assets and liabilities are measured using the enacted tax rates in effect for the year in which these temporary differences are expected to be recovered or settled.
Earnings and profits, which determine the taxability of dividends to stockholders, differs from net income reported for financial reporting purposes primarily because of differences in depreciable lives and cost bases of the shopping centers, as well as other timing differences.
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 2006
(d) | Income Taxes (continued) |
The net book basis of real estate assets exceeds the tax basis by approximately $131.3$158.4 million and $103.9$161.9 million at December 31, 20052006 and 2004,2005, respectively, primarily due to the difference between the cost basis of the assets acquired and their carryover basis recorded for tax purposes.
The following summarizes the tax status of dividends paid during the respective years:
2005 | 2004 | 2003 | 2006 | 2005 | 2004 | |||||||||||||||
Dividend per share | $ | 2.20 | 2.12 | 2.08 | $ | 2.38 | 2.20 | 2.12 | ||||||||||||
Ordinary income | 79.00 | % | 82.00 | % | 74.04 | % | 64 | % | 79 | % | 82 | % | ||||||||
Capital gain | 11.00 | % | 6.00 | % | .49 | % | 21 | % | 11 | % | 6 | % | ||||||||
Return of capital | — | 3.00 | % | 12.84 | % | — | — | 3 | % | |||||||||||
Unrecaptured Section 1250 gain | 10.00 | % | 9.00 | % | 7.16 | % | 15 | % | 10 | % | 9 | % | ||||||||
Post-May 5 gain | — | — | 5.47 | % |
Regency Realty Group, Inc. (“RRG”), a wholly-owned subsidiary of RCLP, is a Taxable REIT Subsidiary as defined in Section 856(l) of the Code. RRG is subject to federal and state income taxes and files separate tax returns. Income tax expense consists of the following for the years ended December 31, 2006, 2005 and 2004 and 2003 which(in thousands):
2006 | 2005 | 2004 | |||||||
Income tax expense | |||||||||
Current | $ | 10,256 | 4,980 | 10,730 | |||||
Deferred | 1,516 | (891 | ) | (1,978 | ) | ||||
Total income tax expense | $ | 11,772 | 4,089 | 8,752 | |||||
Income tax expense is included in either other expenses if the related income is from continuing operations or discontinued operations on the consolidated statements of operations as follows for the years ended December 31, 2006, 2005 and 2004 (in thousands):
2005 | 2004 | 2003 | ||||||||
Income tax expense | ||||||||||
Current | $ | 4,980 | 10,730 | 4,179 | ||||||
Deferred | (891 | ) | (1,978 | ) | (1,230 | ) | ||||
Total income tax expense | $ | 4,089 | 8,752 | 2,949 | ||||||
2006 | 2005 | 2004 | ||||
Income tax expense from: | ||||||
Continuing operations | 11,772 | 494 | 6,487 | |||
Discontinued operations | — | 3,595 | 2,265 | |||
Total income tax expense | 11,772 | 4,089 | 8,752 | |||
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 20052006
(d) | Income Taxes (continued) |
Income tax expense differed from the amounts computed by applying the U.S. Federal income tax rate of 35% to pretax income for the years ended December 31, 2006 and 2005, respectively and 34% for the year ended December 31, 2005 and 34% for December 31, 2004 and 2003, respectively as follows (in thousands):
2005 | 2004 | 2003 | 2006 | 2005 | 2004 | ||||||||||
Computed expected tax expense | $ | 3,304 | 5,759 | 3,539 | $ | 4,094 | 3,304 | 5,759 | |||||||
Increase in income taxes resulting from state taxes | 368 | 913 | 308 | ||||||||||||
Increase in income tax resulting from state taxes | 456 | 368 | 913 | ||||||||||||
All other items | 417 | 2,080 | (898 | ) | 7,222 | 417 | 2,080 | ||||||||
Total income tax expense | $ | 4,089 | 8,752 | 2,949 | $ | 11,772 | 4,089 | 8,752 | |||||||
All other items principally represent the tax effect of gains associated with the sale of properties to unconsolidated ventures.
RRG had net deferred tax assets of $11.2$9.7 million and $10.3$11.2 million at December 31, 20052006 and 2004,2005, respectively. The majority of the deferred tax assets relate to deferred interest expense and tax costs capitalized on projects under development. No valuation allowance was provided and the Company believes it is more likely than not that the future benefits associated with these deferred tax assets will be realized.
(e) | Deferred Costs |
Deferred costs include deferred leasing costs and deferred loan costs, net of accumulated amortization. Such costs are amortized over the periods through lease expiration or loan maturity, respectively. Deferred leasing costs consist of internal and external commissions associated with leasing the Company’s shopping centers. Net deferred leasing costs were $30.6$33.3 million and $30.8$30.6 million at December 31, 20052006 and 2004,2005, respectively. Deferred loan costs consist of initial direct and incremental costs associated with financing activities. Net deferred loan costs were $11.1$7.7 million and $10.2$11.1 million at December 31, 20052006 and 2004,2005, respectively.
(f) | Earnings per Share and Treasury Stock |
Basic net income per share of common stock is computed based upon the weighted average number of common shares outstanding during the period. Diluted net income per share also includes common share equivalents for stock options, restricted stock and exchangeable operating partnership units, if dilutive. See note 11 for the calculation of earnings per share (“EPS”).
Repurchases of the Company’s common stock are recorded at cost and are reflected as Treasury stock in the consolidated statementstatements of stockholders’ equity and comprehensive income (loss). Outstanding shares do not include treasury shares.
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 2006
(g) | Cash and Cash Equivalents |
Any instruments which have an original maturity of 90 days or less when purchased are considered cash equivalents. Cash distributions of normal operating earnings from investments in real estate partnerships are included in cash flows from operations in the consolidated statements of cash flows.
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 2005 Cash distributions from the sale or loan proceeds from the placement of debt on a property included in investments in real estate partnerships is included in cash flows from investing activities in the consolidated statements of cash flows.
(h) | Estimates |
The preparation of financial statements in conformity with U.S. generally accepted accounting principles requires the Company’s management to make estimates and assumptions that affect the reported amounts of assets and liabilities, and 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.
(i) | Stock-Based Compensation |
Regency grants stock-based compensation to its employees all of which are employed by the Partnership.and directors. When Regency issues common shares as compensation, it receives a comparable number of common units from the Partnership including stock options. Regency is committed to contribute to the Partnership all proceeds from the exercise of stock options or other stock-based awards granted under Regency’s Long-Term Omnibus Plan. Accordingly, Regency’s ownership in the Partnership will increase based on the amount of proceeds contributed to the Partnership for the common units it receives. As a result of the issuance of common units to Regency for stock-based compensation, the Partnership accounts for stock-based compensation in the same manner as Regency.
OnIn December 16, 2004, the Financial Accounting Standards Board (“FASB”)FASB issued SFAS No. 123 (revised 2004),123(R) “Share-Based Payment���Payment” (“Statement 123(R)”), which is a revisionan amendment of SFAS No. 123, “Accounting for Stock-Based Compensation” (“Statement 123”).123. Statement 123(R) supersedes Accounting Principles Board Opinion No. 25, “Accounting for Stock Issued to Employees” (“Opinion 25”) and generally, the approach is similar to the approach described in Statement 123. However,. Statement 123(R) requires all share-based payments to employees, including grants of employee stock options, to be recognized in the statementconsolidated statements of operations based on their fair values and pro-forma disclosure is no longer an alternative. Statement 123(R) is effective for fiscal years beginning after December 31, 2005, however theThe Company elected early adoption effectiveof Statement 123(R) on January 1, 2005.2005, even though it was not effective until January 1, 2006. As permitted by Statement 123(R), the Company has applied the “modified prospective” method in which compensation cost is recognized beginning with the effective date (a) based on the requirements of Statement 123(R) for all share-based payments granted after the effective date and (b) based on the requirements of Statement 123 for all awards granted to employees prior to the effective date of Statement 123(R) that remain unvested on the effective date. See Note 10 for further discussion.
Prior to 2005, the Company followed the provisions of SFAS No. 148, “Accounting for Stock-Based Compensation—Transition and Disclosure” (“Statement 148”), which provided alternative methods of transition for a voluntary change to the fair value based method of accounting for stock-based employee compensation. In addition, Statement 148 amended the disclosure requirements of Statement 123, to require more prominent and frequent disclosures in financial statements about the effects of stock-based compensation. As permitted under Statement 123 and Statement 148, the Company previously followed the accounting guidelines pursuant to Opinion 25, for stock-based compensation and furnished the pro-forma disclosures as required under Statement 148. During 2004 and 2003, the Company accounted for share-based payments to employees using Opinion 25’s intrinsic value method and recognized no compensation cost for employee stock options. Had the Company adopted Statement 123(R) in 2004 and 2003, the impact of that standard would have approximated the impact of Statement 123 in the disclosure of pro-forma net income and earnings per share as further described in Note 10.
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 20052006
(j) | Segment Reporting |
The Company’s business is investing in retail shopping centers through direct ownership or through joint ventures. The Company actively manages its portfolio of retail shopping centers and may from time to time make decisions to sell lower performing properties or developments not meeting its long-term investment objectives. The proceeds offrom sales are reinvested into higher quality retail shopping centers through acquisitions or new developments, which management believes will meet its planned rate of return. It is management’s intent that all retail shopping centers will be owned or developed for investment purposes.purposes; however, the Company may decide to sell all or a portion of a development upon completion. The Company’s revenue and net income are generated from the operation of its investment portfolio. The Company also earns fees from third parties for services provided to manage and lease retail shopping centers owned through joint ventures.
The Company’s portfolio is located throughout the United States; however, management does not distinguish or group its operations on a geographical basis for purposes of allocating resources or measuring performance. The Company reviews operating and financial data for each property on an individual basis, therefore, the Company defines an operating segment as its individual properties. No individual property constitutes more than 10% of the Company’s combined revenue, net income or assets, and thus the individual properties have been aggregated into one reportable segment based upon their similarities with regard to both the nature and economics of the centers, tenants and operational processes, as well as long-term average financial performance. In addition, no single tenant accounts for 10%7% or more of revenue and none of the shopping centers are located outside the United States.
(k) | Derivative Financial Instruments |
The Company adopted SFAS No. 133 “Accounting for Derivative Instruments and Hedging Activities” (“Statement 133”) as amended by SFAS No. 149. Statement 133 requires that all derivative instruments, whether designated in hedging relationships or not, be recorded on the balance sheet at their fair value. Gains or losses resulting from changes in the values of those derivatives are accounted for depending on the use of the derivative and whether it qualifies for hedge accounting. The Company’s use of derivative financial instruments is normally to mitigate its interest rate risk on a related financial instrument or forecasted transaction through the use of interest rate swaps. The Company designates these interest rate swaps as cash flow hedges.
Statement 133 requires that changes in fair value of derivatives that qualify as cash flow hedges be recognized in other comprehensive income (“OCI”) while the ineffective portion of the derivative’s change in fair value be recognized immediately in earnings.the income statement as interest expense. Upon the settlement of a hedge, gains and losses associated with the transaction are recorded in OCI and amortized over the underlying term of the hedge transaction. HistoricallyThe Company formally documents all relationships between hedging instruments and hedged items, as well as its risk management objectives and strategies for undertaking various hedge transactions. The Company assesses, both at inception of the Company’s derivative instruments have qualified for hedge accounting.and on an ongoing basis, whether the derivatives that are used in hedging transactions are highly effective in offsetting changes in the cash flows of the hedged items.
To determine
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 2006
(k) | Derivative Financial Instruments (continued) |
In assessing the fair value of derivative instruments,hedge, the Company uses standard market conventions and techniques such as discounted cash flow analysis, option pricing models and termination costs at each balance sheet date. All methods of assessing fair value result in a general approximation of value, and such value may never actually be realized.
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 2005 See Note 8 for further discussion.
(l) | Financial Instruments with Characteristics of Both Liabilities and Equity |
In May 2003, the FASB issued SFAS No. 150, “Accounting for Certain Financial Instruments with Characteristics of Both Liabilities and Equity” (“Statement 150”). Statement 150 affects the accounting for certain financial instruments, which requires companies having consolidated entities with specified termination dates to treat minority owners’ interests in such entities as liabilities in an amount based on the fair value of the entities. Although Statement 150 was originally effective July 1, 2003, the FASB has indefinitely deferred certain provisions related to classification and measurement requirements for mandatory redeemable financial instruments that become subject to Statement 150 solely as a result of consolidation, including minority interests of entities with specified termination dates. As a result, Statement 150 had no impact on the Company’s consolidated statements of operations for the periods ended December 31, 2005, 2004 and 2003.
At December 31, 2005,2006, the Company held a majority interest in two consolidated entities with specified termination dates of 2017 and 2049. The minority owners’ interests in these entities will be settled upon termination by distribution or transfer of either cash or specific assets of the underlying entities. The estimated fair value of minority interests in entities with specified termination dates was approximately $7.2$8.3 million at December 31, 2005 as compared to their2006. The related carrying value is $1.3 million and $1.1 million as of $1.1 million.December 31, 2006 and 2005, respectively which is included within limited partners’ interest in consolidated partnerships in the accompanying consolidated balance sheet. The Company has no other financial instruments that are affected by Statement 150.
(m) | Recent Accounting Pronouncements |
In September 2006, the Securities and Exchange Commission’s (“SEC”) staff issued Staff Accounting Bulletin (SAB) No. 108 “Considering the Effects of Prior Year Misstatements when Quantifying Misstatements in Current Year Financial Statements.” This Bulletin requires that registrants quantify errors using both a balance sheet and income statement approach and evaluate whether either approach results in a misstated amount that, when all relevant quantitative and qualitative factors are considered, is material. The guidance in this Bulletin must be applied to financial reports covering the first fiscal year ending after November 15, 2006. The adoption of SAB 108 did not have a material affect on the Company’s consolidated financial statements.
In September 2006, the FASB issued Statement No. 157 “Fair Value Measurements.” This Statement defines fair value, establishes a framework for measuring fair value in generally accepted accounting principles, and expands disclosures about fair value measurements. This Statement applies to accounting pronouncements that require or permit fair value measurements, except for share-based payments transactions under FASB Statement No. 123(R). This Statement is effective for financial statements issued for fiscal years beginning after November 15, 2007. As Statement No. 157 does not require any new fair value measurements or remeasurements of previously computed fair values, the Company does not believe adoption of this Statement will have a material effect on its consolidated financial statements.
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 2006
(m) | Recent Accounting Pronouncements (continued) |
In July 2006, the FASB issued FASB Interpretation No. 48, “Accounting for Uncertainty in Income Taxes, an interpretation of FASB Statement No. 109” (“FIN 48”). FIN 48 clarifies the accounting and reporting for uncertainties in income tax law. This Interpretation prescribes a comprehensive model for the financial statement recognition, measurement, presentation and disclosure of uncertain tax positions taken or expected to be taken in income tax returns. Under FIN 48, tax positions shall initially be recognized in the financial statements when it is more likely than not the position will be sustained upon examination by the tax authorities. Such tax positions shall initially and subsequently be measured as the largest amount of tax benefit that is greater than 50% likely of being realized upon ultimate settlement with the tax authority assuming full knowledge of the position and relevant facts.The Company will adopt this Interpretation in the first quarter of 2007. The cumulative effects, if any, of applying this Interpretation will be recorded as an adjustment to retained earnings as of the beginning of the period of adoption. The Company has begun the process of evaluating the expected effect of FIN 48 and the adoption is not expected to have a material effect on the Company’s consolidated financial statements.
In April 2006, the FASB issued FSP FIN 46(R)-6, “Determining the Variability to Be Considered in Applying FASB Interpretation No. 46(R)”, which became effective in the third quarter of 2006. FSP FIN No. 46(R)-6 clarifies that the variability to be considered in applying Interpretation 46(R) shall be based on an analysis of the design of the variable interest entity. The adoption of this FSP did not have an effect on the Company’s consolidated financial statements.
In October 2005, the FASB Issued Staff Positionissued FSP No. FAS 13-1 “Accounting for Rental Costs Incurred during a Construction Period”. This FSP requires that rental costs associated with ground or building operating leases incurred during a construction period be recognized as rental expense. However, FSP No. FAS 13-1 does not address lessees that account for the sale or rental of real estate projects under FASB Statement No. 67 “Accounting for Costs and Initial Rental Operations of Real Estate Projects”., and therefore the Company will continue to apply FASB Statement No. 67.
In June 2005, the FASB ratified the EITF’s consensus on Issue No. 04-5 “Determining Whether a General Partner, or the General Partners as a Group, Controls a Limited Partnership or Similar Entity When the Limited Partners Have
(n) | Reclassifications |
Certain Rights.” This consensus establishes the presumption that general partners in a limited partnership control that limited partnership regardless of the extent of the general partners’ ownership interest in the limited partnership. The consensus further establishes that the rights of the limited partners can overcome the presumption of control by the general partners, if the limited partnersreclassifications have either (a) the substantive ability to dissolve (liquidate) the limited partnership or otherwise remove the general partners without cause or (b) substantive participating rights. Whether the presumption of control is overcome is a matter of judgment based on the facts and circumstances, for which the consensus provides additional guidance. This consensus is currently applicablebeen made to the Company for new partnerships created in 2005 and will be applicable2004 amounts to all partnerships beginning January 1,conform to classifications adopted in 2006. This consensus applies to limited partnerships or similar entities, such as limited liability companies that have governing provisions that are the functional equivalent of a limited partnership. The Company has applied EITF Issue No. 04-5 to its joint ventures and concluded that it does not require consolidation of additional entities.
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 2005
In May 2005, the FASB issued SFAS No. 154, “Accounting Changes and Error Corrections” (“Statement 154”). Statement 154 requires restatement of prior periods’ financial statements for changes in accounting principle, unless it is impracticable to determine either the period-specific effects or the cumulative effect of the change. Statement 154 also requires that retrospective application of a change in accounting principle be limited to the direct effects of the change. Statement 154 is effective for accounting changes and corrections of errors made in fiscal years beginning after December 15, 2005. The Company is not currently aware of any future potential accounting changes which would require the retrospective application described in Statement 154.
In March 2005 the FASB issued FIN 47, Accounting for Asset Retirement Obligations (as amended). FIN 47 clarifies that the term conditional asset retirement obligation as used in FASB Statement No. 143, Accounting for Asset Retirement Obligations, refers to a legal obligation to perform an asset retirement activity in which the timing and (or) method of settlement are conditional on a future event that may or may not be within the control of the entity. The obligation to perform the asset retirement activity is unconditional even though uncertainty exists about the timing and (or) method of settlement. Thus, the timing and (or) method of settlement may be conditional on a future event. Accordingly, an entity is required to recognize a liability for the fair value of a conditional asset retirement obligation if the fair value of the liability can be reasonably estimated. FIN 47 is effective for fiscal years ending after December 15, 2005. The Company is not currently aware of any asset retirement obligations beyond those currently recorded in the consolidated balance sheets which would have a material effect on its financial condition.
In December 2004, the FASB issued SFAS No. 153, “Exchange of Non-monetary Assets”, an amendment of APB Opinion No 29 (“Statement 153”). The guidance in APB Opinion No. 29, Accounting for Non-monetary Transactions, is based on the principle that exchanges of non-monetary assets should be measured based on the fair value of the assets exchanged. The guidance in that Opinion, however, included certain exceptions to that principle. Statement 153 amends Opinion No. 29 to eliminate the exception for non-monetary assets that do not have commercial substance. A non-monetary exchange has commercial substance if the future cash flows of the entity are expected to change significantly as a result of the exchange. Statement 153 is effective for non-monetary asset exchanges occurring in fiscal periods beginning after June 15, 2005. The impact of adopting Statement 153 is not expected to have a material adverse impact on the Company’s financial position or results of operations.
Certain reclassifications have been made to the 2004 and 2003 amounts to conform to classifications adopted in 2005.
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 20052006
2. | Real Estate Investments |
During 2006, the Company acquired one shopping center for a purchase price of $63.1 million which included the assumption of $44.0 million in debt. In accordance with Statement 141, acquired lease intangible assets and acquired lease intangible liabilities of $6.1 million and $5.0 million, respectively were recorded for this acquisition. The acquisition was accounted for as a purchase business combination and the results of its operations are included in the consolidated financial statements from the date of acquisition. During 2005, the Company’s acquisition activity was through its joint ventures discussed further in Note 4. During 2004, the Company acquired five operating properties from third parties for $164.4 million. The purchase price included the assumption of $61.7 million in debt, the issuance of 920,562 exchangeable operating partnership units valued at $38.4 million, and cash. In accordance with Statement 141, acquired lease intangible assets of $6.3 million for in-place leases were recorded for the acquisitions in 2004. The acquisitions were accounted for as purchases and the results of their operations are included in the consolidated financial statements from the respective dates of acquisition, and neither was considered significant to the Company’s operations in the current or preceding periods.
3. | Discontinued Operations |
Regency maintains a conservative capital structure to fund its growth programs without compromising its investment-grade ratings. This approach is founded on a self-funding business model which utilizes center “recycling” as a key component and requires ongoing monitoring of each center to ensure that it meets our stringent qualityRegency’s investment standards. This recycling strategy calls for the Company to sell properties that do not measure up to its standards and re-deploy the proceeds into new, higher-quality developments and acquisitions that are expected to generate sustainable revenue growth and more attractive returns.
During 2005,2006, the Company sold 100% of its interest in 1411 properties for net proceeds of $175.2$149.6 million. The combined operating income and gains from these properties and properties classified as held-for-sale are included in discontinued operations. The revenues from properties included in discontinued operations, including properties sold in 2006, 2005 2004 and 2003,2004, as well as operating properties held for sale, were $19.4$14.6 million, $30.9$32.8 million and $40.4$44.2 million for the three years ended December 31, 2006, 2005 2004 and 2003,2004, respectively. The operating income and gains from properties included in discontinued operations are reported net of minority interest of exchangeable operating partnership units and income taxes, if the property is sold by RRG, as follows for the years ended December 31, 2006, 2005 and 2004 and 2003:(in thousands):
2005 | 2004 | 2003 | 2006 | 2005 | 2004 | |||||||||||||||||||||
Operating Income | Gain on sale of properties | Operating Income | Gain on sale of properties | Operating Income | Gain on sale of properties | Operating Income | Gain on sale of properties | Operating Income | Gain on sale of properties | Operating Income | Gain on sale of properties | |||||||||||||||
Operations and gain | $ | 8,684 | 57,693 | 13,628 | 21,151 | 16,828 | 16,859 | $ | 5,067 | 59,181 | 12,684 | 57,693 | 18,763 | 21,151 | ||||||||||||
Less: Minority interest | 160 | 1,041 | 260 | 344 | 362 | 365 | ||||||||||||||||||||
Less: Minority Interest | 68 | 814 | 281 | 1,041 | 355 | 344 | ||||||||||||||||||||
Less: Income taxes | 183 | 3,412 | 334 | 1,931 | 55 | 505 | — | — | 183 | 3,412 | 334 | 1,931 | ||||||||||||||
Discontinued operations, net | $ | 8,341 | 53,240 | 13,034 | 18,876 | 16,411 | 15,989 | $ | 4,999 | 58,367 | 12,220 | 53,240 | 18,074 | 18,876 | ||||||||||||
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 20052006
4. | Investments in Real Estate Partnerships |
The Company accounts for all investments in which it owns 50% or less and does not have a controlling financial interest using the equity method. The Company has determined that these investments are not variable interest entities as defined in FIN 46(R) and do not require consolidation under EITF 04-5, and therefore, subject to the voting interest model in determining its basis of accounting. Major decisions, including property acquisitions and dispositions, financings, annual budgets and dissolution of the ventures are subject to the approval of all partners. The Company’s combined investment in these partnerships was $545.6$434.1 million and $179.7$545.6 million at December 31, 20052006 and 2004,2005, respectively. Any difference between the carrying amount of these investments and the underlying equity in net assets is amortized or accreted to equity in income (loss) income of investments in real estate partnerships over the expected useful lives of the properties and other intangible assets which range in lives from 10 to 40 years. Net income (loss) from these partnerships, which includes all operating results, as well as gains and losses on sales of properties within the joint ventures, is allocated to the Company in accordance with the respective partnership agreements. Such allocations of net income (loss)or loss are recorded in equity in income (loss) income of investments in real estate partnerships in the accompanying consolidated statements of operations.
Investments in real estate partnerships are comprised primarily of joint ventures with three unrelated co-investment partners and a recently formed open-end real estate fund (“Regency Retail Partners”), as further described below. In addition to the Company earning its pro-rata share of net income (loss) in each of the partnerships, these partnerships pay the Company fees for asset management, property management, investment and acquisition and dispositionfinancing services. During 2006, 2005 2004 and 2003,2004, the Company received fees from these joint ventures of $30.8 million, $26.8 million $9.3 million and $5.6$9.3 million, respectively.
The Company co-invests with the Oregon Public Employees Retirement Fund in three joint ventures (collectively “Columbia”) in which the Company has ownership interests of 20% or 30%. As of December 31, 2005,2006, Columbia owned 1620 shopping centers, had total assets of $465.5$558.1 million, and net income of $22.3$11.6 million for the year ended. The Company’s share of Columbia’s total assets and net income was $105.7$123.9 million and $4.2$2.3 million, respectively. During 2006 Columbia acquired four shopping centers from third parties for $97.0 million. The Company contributed $9.6 million for its proportionate share of the purchase price, which was net of $36.4 million of assumed mortgage debt and $13.3 million of financing obtained by Columbia. Columbia did not acquire any properties in 2005 and sold two shopping centers to an unrelated party for $47.6 million at a gain of $8.9 million. During 2004, Columbia acquired eight shopping centers from unrelated parties for a purchase price of $250.8 million. The Company contributed $31.9 million for its proportionate share of the purchase price. Columbia sold three shopping centers to unrelated parties during 2004 for $74.0 million at a gain of $10.0 million.
The Company co-invests with the California State Teachers’ Retirement System (“CalSTRS”) in a joint venture called (“RegCal”) in which the Company has an ownership interest of 25%. As of December 31, 2005,2006, RegCal owned sevennine shopping centers, had total assets of $146.8$182.9 million, and net income of $2.0$1.7 million for the year ended. The Company’s share of RegCal’s total assets and net income was $36.7$45.7 million and $609,316,$516,613, respectively. During 2006, RegCal acquired two shopping centers from unrelated parties for a purchase price of $37.3 million. The Company contributed $4.1 million for its proportionate share of the purchase price, which was net of financing obtained by RegCal. During 2005, RegCal acquired two shopping centers from an unrelated party for a purchase price of $20.0 million. The Company contributed $1.7 million for its proportionate share of the purchase price, which was net of loan financing assumed by RegCal. During 2004, RegCal acquired four shopping centers from the Company valued at $124.5 million, assumed debt of $34.8 million and the Company received net proceeds of $73.9 million.
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 20052006
4. | Investments in Real Estate Partnerships (continued) |
The Company co-invests with Macquarie CountryWide Trust of Australia (“MCW”) in four joint ventures, two in which the Company has an ownership interest of 25% (collectively, “MCWR”“MCWR I”), oneand two in which it had an ownership interest of 35% (“MCWR II”), and one withhas an ownership interest of 24.95% (“MCWR III”(collectively, “MCWR II”) as of December 31, 2005..
As of December 31, 2005,2006, MCWR I owned 5150 shopping centers, had total assets of $738.8$728.3 million, and net income of $7.3$18.2 million for the year ended. Regency’s share of MCWR’sMCWR I’s total assets and net income was $184.8$181.5 million and $2.2$5.4 million, respectively. During 2006 MCWR I purchased one shopping center from a third party for $25.0 million. The Company contributed $748,466 for its proportionate share of the purchase price, which was net of $12.5 million of assumed mortgage debt and $10.4 million in 1031 proceeds. During 2006, MCWR I sold two shopping centers to unrelated parties for $28.0 million for a gain of $7.8 million. During 2005, MCWR I acquired one shopping center from an unrelated party for a purchase price of $24.4 million. The Company contributed $4.5 million for its proportionate share of the purchase price, which was net of loan financing placed on the shopping center by MCWR.MCWR I. In addition, MCWR I acquired two properties from the Company valued at $31.9 million, for which the Company received cash of $25.7 million for MCW’s proportionate share. During 2005, MCWR I sold four shopping centers to unrelated parties for $34.7 million with a gain of $582,910. During 2004,
On June 1, 2005, MCWR acquired 23II closed on the acquisition of a retail shopping centers from unrelated partiescenter portfolio (the “First Washington Portfolio”) for a purchase price of $274.5 million. The Company contributed $34.8 million for its proportionate share of the purchase price. In addition, MCWR acquired three shopping centers from the Company valued at $69.7 million and the Company received cash of $63.7 million for MCW’s proportionate share. MCWR sold one shopping center during 2004 to an unrelated party for $12.8 million at a gain of $190,559.
On June 1, 2005, Macquarie CountryWide-Regency II, LLC (MCWR II) closed on the acquisition of 100 retail shopping centers (the “First Washington Portfolio”) totaling approximately 12.6 million square feet located throughout 17 states and the District of Columbia from a joint venture between CalPERS and an affiliate of First Washington Realty, Inc. (the “Sellers”) pursuant to a Purchase and Sale Agreement dated February 14, 2005. The total purchase price was approximately $2.8 billion, including the assumption of approximately $68.6 million of mortgage debt and the issuance of approximately $1.6 billion of new mortgage loans on the properties acquired. The First Washington Portfolio acquisition was accounted for as a purchase business combination by MCWR II. At December 31, 2005, MCWR II iswas owned 64.95% by an affiliate of MCW, 34.95% by Regency and 0.1% by Macquarie-Regency Management, LLC (“US Manager”). US Manager is owned 50% by Regency and 50% by an affiliate of Macquarie Bank Limited. On January 13, 2006, the Company sold a portion of its investment in MCWR II to MCW which reduced its ownership interest from 35% to 24.95% for net cash of $113.2 million which is reflected in proceeds from sale of real estate investments in the consolidated statements of cash flows. The proceeds from the sale were used to reduce the unsecured line of credit. At December 31, 2006, MCWR II is owned 75% by a MCW affiliate, 24.90% by Regency and 0.1% by US Manager. Including its 50% share of US Manager, Regency’s effective ownership is 35% as of December 31, 200524.95% and is reflected as such onunder the equity method in the accompanying consolidated financial statements. Regency’s required equity investment in
Regency was paid an acquisition fee by MCWR II was approximately $397 million and was paid in cash. The fair valuerelated to the acquisition of the consideration paid by MCW and Regency was used as the valuation basis for the First Washington Portfolio. The costs of the assets acquired and liabilities assumed in conjunction with the First Washington Portfolio were revalued based on their respective fair values as of the effective date of the acquisition in accordance with SFAS No. 141, “Business Combinations” (“Statement 141”).
Upon closing of the acquisition into the joint venture, MCWR II paid2005. Regency acquisition, due diligence and capital restructuring fees totaling $21.2 million, of which Regency recognized $13.8 million as fee income. Regency recognized fee income on only that percentage of the joint venture not owned by it, and as a result, recorded $7.4 million of the fee as a reduction to its investment in MCWR II. The Company has the ability to earnreceive additional acquisition fees of approximately $9.2$14.2 million (the “Contingent Acquisition Fees”) subject to achieving certain targeted income levels in 2006 and 2007; and accordingly, the2007. The Contingent Acquisition FeeFees will only be recognized inif earned, and the recognition of income will be limited to that percentage of MCWR II, or 75.05%, of the joint venture not owned by the Company. During 2006, $9.0 million of the Contingent Acquisition Fees was earned and 2007, if earned.approximately $6.8 million was recognized by the Company.
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 20052006
4. | Investments in Real Estate Partnerships (continued) |
The Company earns recurring fees for asset and property management on a quarterly and monthly basis, respectively. To assist in the transition of the portfolio to Regency, the Seller agreed to provide property management services for up to two years on approximately 50% of the portfolio which will result in a lesser amount of property management fee income to Regency during the transition period. As of December 31, 2005,2006, MCWR II owned 9997 shopping centers, had total assets of $2.8$2.7 billion and recorded a net loss of $32.3$24.7 million for the period inception to date.year ended. Regency’s share of MCWR II’s total assets and net loss was $995.0$676.0 million and $11.2$7.0 million, respectively. The loss incurred by MCWR II wasAs a result of the resultsignificant amount of depreciation and amortization expense recorded by MCWR II in connection with the acquisition of the acquisition price recordedFirst Washington Portfolio, the joint venture may continue to report a net loss in accordance with Statement 141, and therefore, MCWR IIfuture years, but is expected to continue to recordproduce positive cash flow from operations. During 2006, MCWR II acquired four development properties from the Company for a net loss through December 31,sales price of $62.4 million and Regency received cash of $58.4 million. During 2006, but will produce positive operating cash flow.MCWR II sold eight shopping centers for $122.4 million to unrelated parties for a gain of $1.5 million. During 2005, MCWR II sold one shopping center for $9.7 million to an unrelated party with a gain of $35,127.
In December 2006, Regency formed Regency Retail Partners (the “Fund”), an open-end, infinite-life investment fund in which its ownership interest is 26.8%. The Company expects to reduce its ownership interest to 20% during 2007 as other partners invest in the Fund. The Fund will have the exclusive right to acquire all Regency-developed large format community centers upon stabilization that meet the Fund’s investment criteria.
As of December 31, 2005, MCWR III2006, the Fund owned onetwo shopping center,centers, had total assets of $12.2$76.1 million, and recorded a net lossincome of $46,921$25,633 for the year ended. The Company’sRegency’s share of MCWR III’sthe Fund’s total assets and net lossincome was $3.1$20.4 million and $11,707,$6,870, respectively. MCWR IIIAt closing, the Fund acquired this shopping centertwo properties from the Company valued at $12.3 and$72.6 million, for which the Company received cash of $4.1$63.7 million and a short-term note receivable of $6.2 million.
On January 13, 2006,for the Company sold a portion of its investment in MCWR II to MCW for $113.2 million in cash and reduced its ownership interest from 35% to 24.95%. The proceeds from the sale were used to reduce the unsecured line of credit.Fund’s proportionate share.
Recognition of gains from sales to joint ventures is recorded on only that portion of the sales not attributable to the Company’s ownership interest. The gains, operations and operationscash flows are not recorded as discontinued operations because of Regency’s substantial continuing involvement in these shopping centers. Columbia, RegCal, and the joint ventures with MCW and the Fund intend to continue to acquire retail shopping centers, some of which they may acquire directly from the Company. For those properties acquired from third parties, the Company is required to contribute its pro-rata share of the purchase price to the partnerships.
The Company’s investments in real estate partnerships as of December 31, 2005 and 2004 consist of the following (in thousands):
Ownership | 2006 | 2005 | ||||||
Macquarie CountryWide-Regency (MCWR I) | 25.00 | % | $ | 60,651 | 61,375 | |||
Macquarie CountryWide Direct (MCWR I) | 25.00 | % | 6,822 | 7,433 | ||||
Macquarie CountryWide-Regency II (MCWR II)(1) | 24.95 | % | 234,378 | 363,563 | ||||
Macquarie CountryWide-Regency III (MCWR II) | 24.95 | % | 1,140 | 606 | ||||
Columbia Regency Retail Partners (Columbia) | 20.00 | % | 36,096 | 36,659 | ||||
Cameron Village LLC (Columbia) | 30.00 | % | 20,826 | 21,633 | ||||
Columbia Regency Partners II (Columbia) | 20.00 | % | 11,516 | 2,093 | ||||
RegCal, LLC (RegCal) | 25.00 | % | 18,514 | 14,921 | ||||
Regency Retail Partners (the Fund) | 26.80 | % | 5,139 | — | ||||
Other investments in real estate partnerships | 50.00 | % | 39,008 | 37,334 | ||||
Total | $ | 434,090 | 545,617 | |||||
(1) | At December 31, 2005, Regency’s ownership interest in Macquarie CountryWide- Regency II was 35%. |
Ownership | 2005 | 2004 | ||||||
Macquarie CountryWide-Regency (MCWR) | 25.00 | % | $ | 61,375 | 65,134 | |||
Macquarie CountryWide Direct (MCWR) | 25.00 | % | 7,433 | 8,001 | ||||
Macquarie CountryWide-Regency II (MCWR II) | 35.00 | % | 363,563 | — | ||||
Macquarie CountryWide-Regency III (MCWR III) | 24.95 | % | 606 | — | ||||
Columbia Regency Retail Partners (Columbia) | 20.00 | % | 36,659 | 41,380 | ||||
Cameron Village LLC (Columbia) | 30.00 | % | 21,633 | 21,612 | ||||
Columbia Regency Partners II (Columbia) | 20.00 | % | 2,093 | 3,107 | ||||
RegCal, LLC (RegCal) | 25.00 | % | 14,921 | 13,232 | ||||
Other investments in real estate partnerships | 50.00 | % | 37,334 | 27,211 | ||||
Total | $ | 545,617 | 179,677 | |||||
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 20052006
4. | Investments in Real Estate Partnerships (continued) |
Summarized financial information for the unconsolidated investments on a combined basis, is as follows (in thousands):
December 31, 2005 | December 31, 2004 | December 31, 2006 | December 31, 2005 | |||||||
Investment in real estate, net | $ | 3,957,507 | 1,320,871 | $ | 4,029,389 | 3,957,507 | ||||
Acquired lease intangible assets, net | 259,033 | 79,240 | 200,835 | 259,033 | ||||||
Other assets | 102,041 | 39,506 | 135,451 | 102,041 | ||||||
Total assets | $ | 4,318,581 | 1,439,617 | $ | 4,365,675 | 4,318,581 | ||||
Notes payable | $ | 2,372,601 | 665,517 | $ | 2,435,229 | 2,372,601 | ||||
Acquired lease intangible liabilities, net | 86,108 | — | 69,336 | 86,108 | ||||||
Other liabilities | 75,282 | 24,471 | 70,295 | 75,282 | ||||||
Partners’ equity | 1,784,590 | 749,629 | ||||||||
Members’ capital | 1,790,815 | 1,784,590 | ||||||||
Total liabilities and equity | $ | 4,318,581 | 1,439,617 | $ | 4,365,675 | 4,318,581 | ||||
Unconsolidated investments in real estate partnerships had notes payable of $2.4 billion and $665.5 million as of December 31, 20052006 and 2004, respectively2005 and the Company’s proportionate share of these loans was $764.2$610.8 million and $168.1$764.2 million, respectively. The loans are primarily non-recourse, but for those that are guaranteed by a joint venture, Regency’s guarantee does not extend beyond its ownership percentage of the joint venture.
The revenues and expenses for the unconsolidated investments on a combined basis are summarized as follows for the years ended December 31, 2005, 2004 and 2003 (in thousands):
2005 | 2004 | 2003 | 2006 | 2005 | 2004 | |||||||||||||||
Total revenues | $ | 303,448 | 110,939 | 76,157 | $ | 413,864 | 303,448 | 110,939 | ||||||||||||
Operating expenses: | ||||||||||||||||||||
Depreciation and amortization | 145,669 | 28,538 | 17,031 | 173,812 | 145,669 | 28,538 | ||||||||||||||
Operating and maintenance | 42,206 | 16,513 | 11,114 | 57,844 | 42,206 | 16,513 | ||||||||||||||
General and administrative | 6,119 | 3,628 | 2,542 | 6,839 | 6,119 | 3,628 | ||||||||||||||
Real estate taxes | 33,726 | 13,448 | 8,931 | 48,983 | 33,726 | 13,448 | ||||||||||||||
Total operating expenses | 227,720 | 62,127 | 39,618 | 287,478 | 227,720 | 62,127 | ||||||||||||||
Other expense (income): | ||||||||||||||||||||
Interest expense, net | 83,352 | 20,000 | 10,697 | 125,378 | 83,352 | 20,000 | ||||||||||||||
Gain on sale of real estate | (9,499 | ) | (18,977 | ) | (13,760 | ) | (9,225 | ) | (9,499 | ) | (18,977 | ) | ||||||||
Other income | (356 | ) | — | — | 384 | (356 | ) | — | ||||||||||||
Total other expense (income) | 73,497 | 1,023 | (3,063 | ) | 116,537 | 73,497 | 1,023 | |||||||||||||
Net income | $ | 2,231 | 47,789 | 39,602 | $ | 9,849 | 2,231 | 47,789 | ||||||||||||
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 20052006
5. | Notes Receivable |
The Company has notes receivables outstanding of $46.5$20.0 million and $25.6$46.5 million at December 31, 20052006 and 2004,2005, respectively. The notes bear interest ranging from 4.25%6.75% to 8.0% with maturity dates through November 2014. Subsequent to year-end, two notes totaling $8.4 million were paid in full.
6. | Acquired Lease Intangibles |
The Company’sDuring 2006, the Company acquired one shopping center and in accordance with Statement 141, acquired lease intangible assets are all relatedand acquired lease intangible liabilities of $6.1 million and $5.0 million, respectively were recorded for the acquisition. The Company has acquired lease intangible assets of $12.3 million of which $11.7 million relates to in-place leases whichat December 31, 2006. These in-place leases have a remaining weighted average amortization period of approximately 4.5 years. The6.3 years and the aggregate amortization expense from acquired leases was approximately $3.8 million, $4.0 million and $2.2 million and $368,231 for the years ended December 31, 2006, 2005 and 2004, and 2003, respectively. The Company has above market lease intangible assets of $623,130 recorded net of a reduction to minimum rent of $81,753 at December 31, 2006. The remaining weighted average amortization period is approximately 7.2 years. Acquired lease intangible liabilities are all related to below-market rents and recorded net of previously accreted minimum rent of $2.9$4.3 million and $1.9$2.9 million at December 31, 20052006 and 2004,2005, respectively. The remaining weighted average amortizationaccretion period is approximately 5.27.2 years.
The estimated aggregate amortization and accretion amounts from acquired lease intangibles for each of the next five years are as follows (in thousands):
Year Ending December 31, | Amortization Expense | Minimum Rent | Amortization Expense | Minimum Rent | |||||
2006 | $ | 3,314 | 954 | ||||||
2007 | 2,236 | 954 | $2,686 | 1,297 | |||||
2008 | 1,064 | 954 | 1,464 | 1,130 | |||||
2009 | 976 | 954 | 1,377 | 1,121 | |||||
2010 | 867 | 391 | 1,347 | 570 | |||||
2011 | 1,008 | 541 |
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 2006
7. | Notes Payable and Unsecured Line of Credit |
The Company’s outstanding debt at December 31, 20052006 and 20042005 consists of the following (in thousands):
2005 | 2004 | 2006 | 2005 | |||||||
Notes Payable: | ||||||||||
Fixed rate mortgage loans | $ | 175,403 | 275,726 | $ | 186,897 | 175,403 | ||||
Variable rate mortgage loans | 77,906 | 68,418 | 68,662 | 77,906 | ||||||
Fixed rate unsecured loans | 1,198,633 | 948,946 | 1,198,827 | 1,198,633 | ||||||
Total notes payable | 1,451,942 | 1,293,090 | 1,454,386 | 1,451,942 | ||||||
Unsecured line of credit | 162,000 | 200,000 | 121,000 | 162,000 | ||||||
Total | $ | 1,613,942 | 1,493,090 | $ | 1,575,386 | 1,613,942 | ||||
The Company has an unsecured revolving line of credit (the “Line”) with a commitment of $500 million and the right to expand the Line by an additional $150 million subject to additional lender syndication. The Line has a three-year term which expires in 2007 with a one-year extension at the Company’s option atwith an interest rate of LIBOR plus .75%. At December 31, 2005,2006, the balance on the Line was $162.0$121 million. Contractual interest rates on the Line, which are based on LIBOR plus .75%, were 5.125%6.125% and 3.1875%5.125% at December 31, 2006 and 2005, and 2004, respectively.
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 2005
The spread paid on the Line is dependent upon the Company maintaining specific investment-grade ratings. The Company is also required to comply, and is in compliance, with certain financial covenants such as Minimum Net Worth, Total Liabilities to Gross Asset Value (“GAV”) and Recourse Secured IndebtednessDebt to GAV, Fixed Charge Coverage and other covenants customary with this type of unsecured financing. The Line is used primarily to finance the development of real estate, but is also available for general working-capital purposes.
On June 1, 2005, the CompanyIn February, 2007, Regency entered into a creditnew loan agreement that provided for a $275under the Line which increased the commitment to $600 million unsecured term loan maturing on March 1, 2006 (the “Bridge Loan”) which was fully repaid on August 1, 2005.with the right to increase the facility size to $750 million. The Bridge Loan was used to partially fund Regency’s equity investment in MCWR II. Thecontractual interest rate was a floating rate ofwill be reduced to LIBOR plus 65 basis points.
On July 18, 2005, RCLP completed the sale of $350 million of ten-year senior unsecured notes. The notes are due August 1, 2015.55% and were priced at 99.858% to yield 5.25%. The proceeds of the offering were used to reduce the balance on the Bridge Loan and the Line. As a result of the forward-starting interest rate swaps initiated on April 1, 2005, totaling $196.7 million, the effective interest rate on the notes is 5.48%. On July 13, 2005, the interest rate swaps were settled for $7.3 million, which is recorded in OCI and is being amortized over the underlyingwill have an initial term of the hedge transaction of ten years in interest expense.48 months followed by a 12 month extension option.
Mortgage loans are secured by certain real estate properties and may be prepaid, but could be subject to a yield-maintenance premium.premium or prepayment penalty. Mortgage loans are generally due in monthly installments of interest and principal and mature over various terms through 2017. The Company intends to repay mortgage loans at maturity from proceeds from the Line. Variable interest rates on mortgage loans are currently based on LIBOR plus a spread in a range of 90 to 150135 basis points. Fixed interest rates on mortgage loans range from 5.22% to 8.95%.
The fair value of the Company’s variable rate notes payable and the Line are considered to be atapproximate fair value, since the interest rates on such instruments re-price based on current market conditions. The fair value of fixed rate loans are estimated using cash flows discounted at current market rates available to the Company for debt with similar terms and average maturities. Fixed rate loans assumed in connection with real estate acquisitions are recorded in the accompanying consolidated financial statements at fair value. Based on the estimates used by the Company, the fair value of notes payable and the Line is approximately $1.6 billion.billion at December 31, 2006.
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 2006
7. | Notes Payable and Unsecured Line of Credit (continued) |
As of December 31, 2005,2006, scheduled principal repayments on notes payable and the Line were as follows (in thousands):
Scheduled Payments by Year | Scheduled Principal Payments | Term Loan Maturities | Total Payments | ||||
2006 | $ | 4,065 | 28,043 | 32,108 | |||
2007 (includes the Line) | 3,577 | 256,401 | 259,978 | ||||
2008 | 3,429 | 19,617 | 23,046 | ||||
2009 | 3,436 | 53,088 | 56,524 | ||||
2010 | 3,281 | 177,188 | 180,469 | ||||
Beyond 5 Years | 11,978 | 1,047,167 | 1,059,145 | ||||
Unamortized debt premiums | — | 2,672 | 2,672 | ||||
Total | $ | 29,766 | 1,584,176 | 1,613,942 | |||
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 2005
Scheduled Principal Payments by Year | Scheduled Principal Payments | Term Loan Maturities | Total Payments | |||
2007 (includes the Line) | 3,505 | 213,134 | 216,639 | |||
2008 | 3,352 | 19,618 | 22,970 | |||
2009 | 3,352 | 53,088 | 56,440 | |||
2010 | 3,190 | 177,208 | 180,398 | |||
2011 | 3,191 | 251,123 | 254,314 | |||
Beyond 5 Years | 8,764 | 834,292 | 843,056 | |||
Unamortized debt premiums | — | 1,569 | 1,569 | |||
Total | 25,354 | 1,550,032 | 1,575,386 | |||
8. | Derivative Financial Instruments |
The Company is exposeduses derivative instruments primarily to capital market risk, such as changes inmanage exposures to interest rates.rate risks. In order to manage the volatility relating to interest rate risk, the Company may enter into interest rate hedging arrangements from time to time. None of the Company’s derivatives are designated as fair value hedges. The Company does not utilize derivative financial instruments for trading or speculative purposes.
On March 10, 2006, the Company entered into four forward-starting interest rate swaps totaling $396.7 million with fixed rates of 5.399%, 5.415%, 5.399% and 5.415%. The Company designated these swaps as cash flow hedges to fix $400 million fixed rate financing expected to occur in 2010 and 2011. The change in fair value of these swaps from inception generated a liability of $2.9 million at December 31, 2006, which is recorded in accounts payable and other liabilities in the accompanying consolidated balance sheet.
On April 1, 2005, the Company entered into three forward-starting interest rate swaps of approximately $65.6 million each with fixed rates of 5.029%, 5.05% and 5.05%. The Company designated the $196.7 million swaps as cash flow hedges to fix the rate on the unsecured notes issued duringin July 2005. On July 13, 2005, the Company settled the swaps with a payment to the counter-parties for $7.3 million which is included as an adjustment to interest expense as interest is incurred on the $350 million of ten-year unsecured notes sold July 18, 2005. The interest expense that will be recorded in 2006 related to these swaps will be approximately $734,000.
million. During 2003, the Company entered into two forward-starting interest rate swaps for a total of $144.2 million to fix the rate on a refinancing in April 2004. On March 31, 2004, the Company settled thethese swaps previously entered into with a payment to the counter-party for $5.7 million. The adjustment to interest expense recorded in 2006 related to the settlement of these swaps is approximately $1.3 million and the unamortized balance at December 31, 2006 is $10.4 million.
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 2006
8. | Derivative Financial Instruments (continued) |
All of these swaps qualify for hedge accounting under Statement 133, therefore the133. Realized losses associated with the swaps settled in 2005 and 2004 and unrealized losses associated with the swaps entered into in 2006 have been included in accumulated other comprehensive income (loss) in the consolidated statements of stockholders’ equity and comprehensive income (loss) and the. The unamortized balance of the realized losses is being amortized as additional interest expense over the ten year terms of the hedged loans. Unrealized losses will not be amortized until such time that the expected debt issuance is completed in 2010 and 2011 as long as the swaps continue to qualify for hedge accounting.
9. | Stockholders’ Equity and Minority Interest |
(a) | Preferred Units |
At December 31, 20052006 and 2004,2005, the face value of totalthe Series D Preferred Units issued was $50 million and $104 million with a weighted average fixed distribution rate of 7.45% and 8.13%, respectively and is recorded on the accompanying consolidated balance sheets net of original issuance costs.
On August 1, 2005, the Company redeemed the $30 million Series E Preferred Units and expensed related issuance costs of $762,180. On September 7, 2005, the Company redeemed the $24 million Series F Preferred Units and expensed their related issuance costs of $634,201. The redemptions were funded from the net proceeds from issuing common stock related to a Forward Sale Agreement as discussed further below.
Terms and conditions for the Series D Preferred Units outstanding as of December 31, 20052006 are summarized as follows:
Units Outstanding | Amount Outstanding | Distribution Rate | Callable by Company | Exchangeable by Unit holder | Amount Outstanding | Distribution Rate | Callable by Company | Exchangeable by Unit holder | ||||||||||
500,000 | $ | 50,000,000 | 7.450 | % | 09/29/09 | 01/01/14 | $50,000,000 | 7.450% | 09/29/09 | 01/01/16 |
The Preferred Units, which may be called by RCLP at par after certain datesbeginning September 29, 2009, have no stated maturity or mandatory redemption and pay a cumulative, quarterly dividend at a fixed rate. The Preferred Units may be exchanged by the holder for Cumulative Redeemable Preferred Stock (“Preferred Stock”) at an exchange rate of one share for one unit. The Preferred Units and the related Preferred Stock are not convertible into common stock of the Company.
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 20052006
9. | Stockholders’ Equity and Minority Interest (continued) |
(b) | Preferred Stock |
Terms and conditions of the preferredthree series of Preferred stock outstanding as of December 31, 20052006 are summarized as follows:
Series | Shares Outstanding | Depositary Shares | Liquidation Preference | Distribution Rate | Callable by Company | Shares Outstanding | Depositary Shares | Liquidation Preference | Distribution Rate | Callable by Company | ||||||||||||
Series 3 | 300,000 | 3,000,000 | $ | 75,000,000 | 7.450 | % | 04/03/08 | 300,000 | 3,000,000 | $75,000,000 | 7.450% | 04/03/08 | ||||||||||
Series 4 | 500,000 | 5,000,000 | 125,000,000 | 7.250 | % | 08/31/09 | 500,000 | 5,000,000 | 125,000,000 | 7.250% | 08/31/09 | |||||||||||
Series 5 | 3,000,000 | — | 75,000,000 | 6.700 | % | 08/02/10 | 3,000,000 | — | 75,000,000 | 6.700% | 08/02/10 | |||||||||||
3,800,000 | 8,000,000 | $ | 275,000,000 | 3,800,000 | 8,000,000 | $275,000,000 | ||||||||||||||||
On August 2,In 2005, the Company issued 3 million shares, or $75 million, of 6.70% Series 5 Preferred Stock with a liquidation preference of $25 per share of which the proceeds were used to reduce the balance of the Line. The Series 3 and 4 depositary shares, which have a liquidation preference of $25, and the Series 5 preferred shares are perpetual, are not convertible into common stock of the Company, and are redeemable at par upon Regency’s election five years after the issuance date. None of the terms of the Preferred Stock contain any unconditional obligations that would require the Company to redeem the securities at any time or for any purpose.
(c) | Common Stock |
On April 5, 2005, the Company entered into an agreement to sell 4,312,500 shares of its common stock to an affiliate of Citigroup Global Markets Inc. (“Citigroup”) at $46.60 per share, in connection with a forward sale agreement (the “Forward Sale Agreement”). On August 1, 2005, the Company issued 3,782,500 shares to Citigroup for net proceeds of approximately $175.5 million. The proceeds from the offering were used to reduce the Company’s Line, repay the remaining balance of the Bridge Loanmillion and redeem the Series E Preferred Units. Onon September 7, 2005, the remaining 530,000 shares under the Forward Sale Agreement were issued to Citigroup and thefor net proceeds of $24.4 millionmillion. The proceeds from the sale were used to reduce the Line and redeem the Series E and Series F Preferred Units.
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 20052006
10. | Stock-Based Compensation and Other Employee Plan |
The Company recorded stock-based compensation expense for the years ended December 31, 2006, 2005 2004, and 20032004 as follows, the components of which are further described below (in thousands):
2005 | 2004 | 2003 | 2006 | 2005 | 2004 | |||||||||
Restricted stock | 16,955 | 10,154 | 7,364 | $ | 16,584 | 16,955 | 10,154 | |||||||
Stock options, dividends and equivalents | 1,440 | 3,928 | 3,673 | 960 | 1,440 | 3,928 | ||||||||
Directors’ fees paid in common stock | 406 | 360 | 343 | |||||||||||
Total | $ | 18,395 | 14,082 | 11,037 | $ | 17,950 | 18,755 | 14,425 | ||||||
The recorded amounts of stock-based compensation expense in 2005 represent amortization of deferred compensation related to share based payments in accordance with Statement 123(R). Compensation expense that is specifically identifiable to development activities is capitalized to the associated development project and is included above.
During 2004, and 2003, as permitted by Statement 123, the Company accounted for share-based payments to employees using Opinion 25’s intrinsic value method and recognized no compensation cost for employee stock options in prior years.options. Had the Company adopted Statement 123(R) in 2004, and 2003, the impact of that standard would have approximated the impact of Statement 123 in the disclosure of pro-forma net income and earnings per share described as follows (in thousands except per share data):
December 31, 2004 | December 31, 2003 | ||||
Net income for common stockholders as reported: | $ | 127,694 | 126,614 | ||
Add: stock-based employee compensation expense included in reported net income | 14,425 | 11,327 | |||
Deduct: total stock-based employee compensation expense determined under Fair value based methods for all awards | 21,067 | 15,455 | |||
Pro-forma net income | $ | 121,052 | 122,486 | ||
Earnings per share: | |||||
Basic – as reported | $ | 2.08 | 2.13 | ||
Basic – pro-forma | $ | 1.98 | 2.06 | ||
Diluted – as reported | $ | 2.08 | 2.12 | ||
Diluted – pro-forma | $ | 1.97 | 2.05 | ||
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 2005
December 31, 2004 | |||
Net income for common stockholders as reported | $ | 127,694 | |
Add: stock-based employee compensation expense included in reported net income | 14,425 | ||
Deduct: total stock-based employee compensation expense determined under fair value based methods for all awards | 21,067 | ||
Pro-forma net income | $ | 121,052 | |
Earnings per share: | |||
Basic – as reported | $ | 2.08 | |
Basic – pro-forma | $ | 1.98 | |
Diluted – as reported | $ | 2.08 | |
Diluted – pro-forma | $ | 1.97 | |
The Company has a Long-Term Omnibus Plan (the “Plan”) under which the Board of Directors may grant stock options and other stock-based awards to officers, directors and other key employees. The Plan allows the Company to issue up to 5.0 million shares in the form of common stock or stock options, but limits the issuance of common stock excluding stock options to no more than 2.75 million shares. At December 31, 2005,2006, there were approximately 1.4 million shares available for grant under the Plan either through options or restricted stock. The Plan also limits outstanding awards to no more than 12% of outstanding common stock.
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 2006
10. | Stock-Based Compensation and Other Employee Plan (continued) |
Stock options are granted under the Plan with an exercise price equal to the stock’s fair market value at the date of grant. All stock options granted have ten-year lives, contain vesting terms of one to five years from the date of grant and some have dividend equivalent rights. Stock options granted prior to 2005 also contained “reload” rights, which allowed for an option holder to receive new options each time existing options were exercised if the existing options were exercised under specific criteria provided for in the Plan. In January 2005, the Company offered to acquireacquired the “reload” rights of existing stock options from the option holders by issuing them additional stock options or restricted stock that will vest 25% per year and be expensed over a four-year period beginning in 2005 in accordance with Statement 123(R). As a result of the offer, on January 18, 2005, the Company grantedgranting 771,645 options to 37 employees withfor an exercise price of $51.36, the fair value on the date of grant, and granted 7,906 restricted shares to 11 employees representing value of $363,664, substantially canceling all of the “reload” rights on existing stock options. One employee chose to retain their reload rights. TheThese stock option reload right buy-out program was not offered to the non-employee directors.options and restricted shares vest 25% per year and are expensed over a four-year period beginning in 2005 in accordance with Statement 123(R). Options granted under the reload buy-out plan do not earn dividend equivalents.
The fair value of each option award is estimated on the date of grant using the Black-Scholes-Merton closed-form (“Black Scholes”) option valuation model that uses the assumptions noted in the following table. Expected volatilities are based on historical volatility of the Company’s stock.stock and other factors. The Company uses historical data and other factors to estimate option exercises and employee terminations within the valuation model. The expected term of options granted is derived from the output of the option valuation model and represents the period of time that options granted are expected to be outstanding. The risk-free rate for periods within the contractual life of the option is based on the U.S. Treasury yield curve in effect at the time of grant.
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 2005
The Company believes that the use of the Black-Scholes model meets the fair value measurement objectives of Statement 123(R) and reflects all substantive characteristics of the instruments being valued. The following table represents the assumptions used for the Black-Scholes option-pricing model for options granted in the respective year:
2005 | 2004 | 2003 | ||||||||
Per share weighted average fair value of stock options | $ | 5.91 | 4.75 | 2.23 | ||||||
Expected dividend yield | 4.3 | % | 4.0 | % | 5.5 | % | ||||
Risk-free interest rate | 3.7 | % | 2.9 | % | 2.2 | % | ||||
Expected volatility | 18.0 | % | 19.0 | % | 16.0 | % | ||||
Expected life in years | 4.4 | 2.1 | 2.4 |
Per share weighted average value of stock options Expected dividend yield Risk-free interest rate Expected volatility Expected life in yearsThe following table reports stock option activity during the years ended December 31, 2005, 2004 and 2003: 2006 2005 2004 $ 8.35 5.91 4.75 3.8 % 4.3 % 4.0 % 4.9 % 3.7 % 2.9 % 20.0 % 18.0 % 19.0 % 2.1 4.4 2.1
Number of Options | Weighted Average Exercise Price | Remaining (in years) | Intrinsic (in thousands) | ||||||||
Outstanding - December 31, 2002 | 3,097,860 | $ | 27.47 | ||||||||
Granted | 1,622,143 | 34.97 | |||||||||
Exercised | (2,215,924 | ) | 27.73 | $ | 16,294 | ||||||
Forfeited | (7,789 | ) | 22.95 | ||||||||
Outstanding - December 31, 2003 | 2,496,290 | 32.13 | |||||||||
Granted | 1,904,373 | 45.89 | |||||||||
Exercised | (2,719,007 | ) | 34.27 | $ | 30,725 | ||||||
Forfeited | (6,493 | ) | 28.63 | ||||||||
Outstanding - December 31, 2004 | 1,675,163 | 44.32 | |||||||||
Granted | 789,331 | 51.51 | |||||||||
Exercised | (437,700 | ) | 40.67 | $ | 7,190 | ||||||
Forfeited | (1,894 | ) | 47.04 | ||||||||
Outstanding - December 31, 2005 | 2,024,900 | $ | 47.91 | 8.5 | $ | 22,359 | |||||
Exercisable - December 31, 2005 | 1,245,755 | $ | 45.88 | 8.2 | $ | 16,285 | |||||
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 20052006
10. | Stock-Based Compensation and Other Employee Plan (continued) |
The following table presents information regarding unvestedreports stock option activity during the year ended December 31, 2005:2006:
Non-vested Number of Options | Weighted Average Grant-Date Fair Value | |||||
Non-vested at January 1, 2005 | 59,102 | $ | 2.22 | |||
Granted | 771,645 | 5.90 | ||||
Less: 2005 Vesting | (51,602 | ) | 2.26 | |||
Non-vested at December 31, 2005 | 779,145 | $ | 5.86 | |||
Number of Options | Weighted Average Exercise Price | Remaining (in years) | Intrinsic (in thousands) | ||||||||
Outstanding - December 31, 2005 | 2,024,900 | 47.91 | |||||||||
Granted | 18,827 | 70.98 | |||||||||
Exercised | (834,893 | ) | 46.96 | ||||||||
Forfeited | (13,283 | ) | 51.36 | ||||||||
Outstanding - December 31, 2006 | 1,195,551 | $ | 48.90 | 7.5 | $ | 34,997 | |||||
Vested and expected to vest - December 31, 2006 | 1,181,055 | $ | 48.87 | 7.5 | $ | 34,607 | |||||
Exercisable - December 31, 2006 | 626,779 | $ | 46.66 | 7.0 | $ | 19,748 | |||||
The total intrinsic value of options exercised during the years ended December 31, 2006, 2005 and 2004 was $17.3 million, $7.2 million and $30.7 million, respectively. As of December 31, 2005,2006, there was $2.9$2.0 million of total unrecognized compensation cost related to non-vested stock options granted under the Plan. That cost is expected to be recognized over athrough 2008. The Company issues new shares to fulfill option exercises from its authorized shares available.
The following table presents information regarding unvested option activity during the period of three years through 2008.ended December 31, 2006:
Non-vested Number of Options | Weighted Average Grant-Date Fair Value | ||||
Non-vested at January 1, 2006 | 779,145 | $ | 5.86 | ||
Less: 2006 Vesting | 197,091 | 5.75 | |||
Less: Forfeited | 13,283 | 5.90 | |||
Non-vested at December 31, 2006 | 568,771 | $ | 5.90 | ||
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 2006
10. | Stock-Based Compensation and Other Employee Plan (continued) |
The Company grants restricted stock under the Plan to its employees as a form of long-term compensation and retention. The terms of each grant vary depending upon the participant’s responsibilities and position within the Company. The Company’s stock grants to date can be categorized into three types: (a) 4-year vesting, (b) performance-based vesting, and (c) 8-year cliff vesting.
Performance grants and 8-year cliff vesting grants are currently only granted to the top executives in the Company.Company’s senior management. The Company considers the likelihood of meeting the performance criteria based upon management’s estimates and analysis of future earnings growth from which it determines the amounts recognized as expense on a periodic basis. The Company determines the grant date fair value of TSR Grants based upon a Monte Carlo Simulation model. Compensation expense is measured at the grant date and recognized over the vesting period.
The following table reports restricted stock activity during the year ended December 31, 2006:
Number of Shares | Intrinsic (in thousands) | Weighted Average Grant Price | |||||||
Unvested at December 31, 2005 | 923,765 | ||||||||
Shares Granted | 295,208 | $ | 63.75 | ||||||
Shares Vested and Distributed | (415,830 | ) | |||||||
Shares Forfeited | (24,083 | ) | |||||||
Unvested at December 31, 2006 | 779,060 | $ | 60,899 | $ | 51.67 | ||||
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 20052006
10. | Stock-Based Compensation and Other Employee Plan (continued) |
The weighed-average grant price for restricted stock granted during the years 2006, 2005 and 2004 was $63.75, $51.38 and $39.79, respectively. The total intrinsic value of restricted stock vested during the years ended December 31, 2006, 2005 and 2004 was $26.3 million, $16.5 million and $11.0 million, respectively. As of December 31, 2005,2006, there was $22.2$22.7 million of total unrecognized compensation cost related to non-vested restricted stock granted under the Plan, which is recorded when recognized in the additional paid in capital column of the consolidated statements of stockholders’ equity and comprehensive income (loss). This unrecognized compensation cost will be recognized over the next fourthree years through 2009.
The following table reports restricted stock activity duringCompany maintains a 401(k) retirement plan covering substantially all employees, which permits participants to defer up to the maximum allowable amount determined by the IRS of their eligible compensation. This deferred compensation, together with Company matching contributions equal to 100% of employee deferrals up to a maximum of $3,500 of their eligible compensation is fully vested and funded as of December 31, 2006. Costs relating to the matching portion of the plan were approximately $1.1 million, $603,415 and $588,482 for the years ended December 31, 2006, 2005 and 2004, and 2003:respectively.
Number of Shares | Intrinsic (in thousands) | Weighted Average Grant Price | |||||||
Unvested at December 31, 2002 | 665,131 | ||||||||
Shares Granted | 361,738 | $ | 30.54 | ||||||
Shares Vested and Distributed | (208,945 | ) | $ | 6,496 | |||||
Shares Forfeited | (14,260 | ) | |||||||
Unvested at December 31, 2003 | 803,664 | ||||||||
Shares Granted | 301,405 | $ | 39.79 | ||||||
Shares Vested and Distributed | (275,151 | ) | $ | 10,992 | |||||
Shares Forfeited | (2,894 | ) | |||||||
Unvested at December 31, 2004 | 827,024 | ||||||||
Shares Granted | 437,674 | $ | 51.38 | ||||||
Shares Vested and Distributed | (335,993 | ) | $ | 16,501 | |||||
Shares Forfeited | (4,940 | ) | |||||||
Unvested at December 31, 2005 | 923,765 | $ | 54,456 | ||||||
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 20052006
11. | Earnings per Share |
The following summarizes the calculation of basic and diluted earnings per share for the three years ended December 31, 2006, 2005 2004 and 2003,2004, respectively (in thousands except per share data):
2005 | 2004 | 2003 | 2006 | 2005 | 2004 | |||||||||
Numerator: | ||||||||||||||
Income from continuing operations | $ | 101,066 | 104,417 | 98,389 | $ | 155,145 | 97,187 | 99,377 | ||||||
Discontinued operations | 61,581 | 31,910 | 32,400 | 63,366 | 65,460 | 36,950 | ||||||||
Net income | 162,647 | 136,327 | 130,789 | 218,511 | 162,647 | 136,327 | ||||||||
Less: Preferred stock dividends | 16,744 | 8,633 | 4,175 | 19,675 | 16,744 | 8,633 | ||||||||
Net income for common stockholders | 145,903 | 127,694 | 126,614 | 198,836 | 145,903 | 127,694 | ||||||||
Less: Dividends paid on unvested restricted stock | 1,109 | 1,041 | 1,099 | 978 | 1,109 | 1,041 | ||||||||
Net income for common stockholders—basic | 144,794 | 126,653 | 125,515 | |||||||||||
Net income for common stockholders - basic | 197,858 | 144,794 | 126,653 | |||||||||||
Add: Dividends paid on Treasury Method restricted stock | 216 | 232 | 203 | 164 | 216 | 232 | ||||||||
Net income for common stockholders – diluted | $ | 145,010 | 126,885 | 125,718 | $ | 198,022 | 145,010 | 126,885 | ||||||
Denominator: | ||||||||||||||
Weighted average common shares outstanding for basic EPS | 64,459 | 60,665 | 58,751 | 68,037 | 64,459 | 60,665 | ||||||||
Incremental shares to be issued under common stock options using the Treasury method | 226 | 217 | 395 | 326 | 226 | 217 | ||||||||
Incremental shares to be issued under unvested restricted stock using the Treasury method | 98 | 110 | 98 | 69 | 98 | 110 | ||||||||
Incremental shares to be issued under Forward Equity Offering using the Treasury method | 149 | — | — | — | 149 | — | ||||||||
Weighted average common shares outstanding for diluted EPS | 64,932 | 60,992 | 59,244 | 68,432 | 64,932 | 60,992 | ||||||||
Income per common share – basic | ||||||||||||||
Income from continuing operations | $ | 1.29 | 1.56 | 1.58 | $ | 1.98 | 1.23 | 1.47 | ||||||
Discontinued operations | 0.96 | 0.52 | 0.55 | 0.93 | 1.02 | 0.61 | ||||||||
Net income for common stockholders per share | $ | 2.25 | 2.08 | 2.13 | $ | 2.91 | 2.25 | 2.08 | ||||||
Income per common share – diluted | ||||||||||||||
Income from continuing operations | $ | 1.28 | 1.56 | 1.57 | $ | 1.97 | 1.22 | 1.47 | ||||||
Discontinued operations | 0.95 | 0.52 | 0.55 | 0.92 | 1.01 | 0.61 | ||||||||
Net income for common stockholders per share | $ | 2.23 | 2.08 | 2.12 | $ | 2.89 | 2.23 | 2.08 | ||||||
The exchangeable operating partnership units were anti-dilutive to diluted EPS for the three years ended December 31, 2006, 2005 2004 and 2003,2004, therefore, the units and the related minority interest of exchangeable operating partnership units are excluded from the calculation of diluted EPS.
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 20052006
12. | Operating Leases |
The Company’s properties are leased to tenants under operating leases with expiration dates extending to the year 2031.2032. Future minimum rents under noncancelable operating leases as of December 31, 20052006 excluding both tenant reimbursements of operating expenses and excluding additional contingent rentalspercentage rent based on tenants’ sales volume are as follows (in thousands):
Year Ending December 31, | Amount | Amount | |||
2006 | $ | 278,574 | |||
2007 | 264,352 | $287,017 | |||
2008 | 230,293 | 268,928 | |||
2009 | 192,881 | 234,918 | |||
2010 | 156,695 | 199,077 | |||
2011 | 162,253 | ||||
Thereafter | 1,080,865 | 987,961 | |||
Total | $ | 2,203,660 | $2,140,154 | ||
The shopping centers’ tenant base includes primarily national and regional supermarkets, drug stores, discount department stores and other retailers and, consequently, the credit risk is concentrated in the retail industry. There were no tenants that individually represented more than 7% of the Company’s future minimum rents.
The Company has shopping centers that are subject to non-cancelable long-term ground leases where a third party owns and has leased the underlying land to Regency to construct and/or operate a shopping center. In addition, the Company has non-cancelable operating leases pertaining to office space from which it conducts its business. The following table summarizes the future obligations under non-cancelable operating leases as of December 31, 20052006 (in thousands):
Year Ending December 31, | Amount | Amount | |||
2006 | $ | 3,106 | |||
2007 | 2,059 | $5,945 | |||
2008 | 1,578 | 5,012 | |||
2009 | 1,351 | 4,856 | |||
2010 | 1,136 | 4,710 | |||
2011 | 4,636 | ||||
Thereafter | 41,511 | ||||
Total | $66,670 | ||||
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 20052006
13. | Commitments and Contingencies |
The Company is involved in litigation on a number of matters and is subject to certain claims which arise in the normal course of business, none of which, in the opinion of management, is expected to have a material adverse effect on the Company’s consolidated financial position, results of operations or liquidity. The Company is also subject to numerous environmental laws and regulations as they apply to real estate pertaining to chemicals used by the dry cleaning industry, the existence of asbestos in older shopping centers, and underground petroleum storage tanks (UST’s). The Company believes that the tenants who currently operate dry cleaning plants or gas stations do so in accordance with current laws and regulations. The Company has placed environmental insurance, where possible, on specific properties with known contamination, in order to mitigate its environmental risk. The Company monitors the shopping centers containing environmental issues and in certain cases voluntarily remediates the sites. The Company also has legal obligations to remediate certain sites and is in the process of doing so. The Company estimates the cost associated with these legal obligations to be approximately $2.7 million.$3.8 million of which has been accrued. The Company believes that the ultimate disposition of currently known environmental matters will not have a material affect on its financial position, liquidity, or operations; however, it can give no assurance that existing environmental studies with respect to the shopping centers have revealed all potential environmental liabilities; that any previous owner, occupant or tenant did not create any material environmental condition not known to it; that the current environmental condition of the shopping centers will not be affected by tenants and occupants, by the condition of nearby properties, or by unrelated third parties; or that changes in applicable environmental laws and regulations or their interpretation will not result in additional environmental liability to the Company.
14. | Market and Dividend Information (Unaudited) |
The Company’s common stock is traded on the New York Stock Exchange (“NYSE”) under the symbol “REG”. The Company currently has approximately 19,80023,900 shareholders. The following table sets forth the high and low sales prices and the cash dividends declared on the Company’s common stock by quarter for 20052006 and 2004:2005:
2005 | 2004 | 2006 | 2005 | ||||||||||||||||||||||
Quarter Ended | High Price | Low Price | Cash Dividends Declared | High Price | Low Price | Cash Dividends Declared | High Price | Low Price | Cash Dividends Declared | High Price | Low Price | Cash Dividends Declared | |||||||||||||
March 31 | $ | 55.39 | 47.00 | .55 | 46.73 | 38.90 | .53 | $69.00 | 58.64 | .595 | 55.39 | 47.00 | .55 | ||||||||||||
June 30 | 59.79 | 47.30 | .55 | 47.35 | 34.52 | .53 | 67.99 | 59.18 | .595 | 59.79 | 47.30 | .55 | |||||||||||||
September 30 | 63.20 | 55.53 | .55 | 47.70 | 41.98 | .53 | 69.06 | 60.86 | .595 | 63.20 | 55.53 | .55 | |||||||||||||
December 31 | 60.07 | 52.02 | .55 | 55.40 | 46.03 | .53 | 81.42 | 67.59 | .595 | 60.07 | 52.02 | .55 |
Regency Centers Corporation
Notes to Consolidated Financial Statements
December 31, 20052006
15. | Summary of Quarterly Financial Data (Unaudited) |
Presented below is a summary of the consolidated quarterly financial data for the years ended December 31, 20052006 and 20042005 (in thousands except per share data):
First Quarter | Second Quarter | Third Quarter | Fourth Quarter | First Quarter | Second Quarter | Third Quarter | Fourth Quarter | |||||||||||||||||||
2005: | ||||||||||||||||||||||||||
2006: | ||||||||||||||||||||||||||
Revenues as originally reported | $ | 101,688 | 111,484 | 93,626 | 98,411 | $ | 104,069 | 108,825 | 105,633 | 111,048 | ||||||||||||||||
Reclassified to discontinued operations | (5,747 | ) | (3,368 | ) | (2,056 | ) | — | (3,489 | ) | (3,624 | ) | (2,123 | ) | — | ||||||||||||
Adjusted revenues | $ | 95,941 | 108,116 | 91,570 | 98,411 | |||||||||||||||||||||
Adjusted Revenues | $ | 100,580 | 105,201 | 103,510 | 111,048 | |||||||||||||||||||||
Net income for common stockholders | $ | 34,686 | 40,217 | 27,563 | 43,437 | $ | 65,856 | 32,128 | 39,392 | 61,461 | ||||||||||||||||
Net income per share: | ||||||||||||||||||||||||||
Basic | $ | .55 | .64 | .42 | .64 | $ | 0.97 | 0.47 | 0.57 | 0.89 | ||||||||||||||||
Diluted | $ | .55 | .63 | .41 | .64 | $ | 0.97 | 0.47 | 0.57 | 0.89 | ||||||||||||||||
2004: | ||||||||||||||||||||||||||
2005: | ||||||||||||||||||||||||||
Revenues as originally reported | $ | 95,810 | 95,935 | 98,991 | 107,024 | $ | 101,688 | 111,485 | 93,626 | 98,411 | ||||||||||||||||
Reclassified to discontinued operations | (7,247 | ) | (7,332 | ) | (6,123 | ) | (6,148 | ) | (9,023 | ) | (6,680 | ) | (5,501 | ) | (3,370 | ) | ||||||||||
Adjusted revenues | $ | 88,563 | 88,603 | 92,868 | 100,876 | |||||||||||||||||||||
Adjusted Revenues | $ | 92,665 | 104,805 | 88,125 | 95,041 | |||||||||||||||||||||
Net income for common stockholders | $ | 21,420 | 25,059 | 35,569 | 45,646 | $ | 34,686 | 40,217 | 27,563 | 43,437 | ||||||||||||||||
Net income per share: | ||||||||||||||||||||||||||
Basic | $ | .36 | .41 | .58 | .73 | $ | 0.55 | 0.64 | 0.42 | 0.64 | ||||||||||||||||
Diluted | $ | .35 | .41 | .58 | .73 | $ | 0.55 | 0.63 | 0.41 | 0.64 | ||||||||||||||||
Combined Real Estate and Accumulated Depreciation
December 31, 20052006
(in thousands)
Initial Cost | Cost Capitalized Subsequent to Acquisition (a) | Total Cost | Accumulated Depreciation | Total Cost Accumulated | Mortgages | Initial Cost | Cost Capitalized | Total Cost | Total Cost Net of | |||||||||||||||||||||||||||||||||
Land | Building & Improvements | Land | Building & Improvements | Properties held for Sale | Total | Land | Building & Improvements | Subsequent to Acquisition (a) | Land | Building & Improvements | Properties held for Sale | Total | Accumulated Depreciation | Accumulated Depreciation | Mortgages | |||||||||||||||||||||||||||
4S COMMONS TOWN CENTER | 28,009 | 32,692 | — | 28,009 | 32,692 | — | 60,701 | 95 | 60,606 | — | ||||||||||||||||||||||||||||||||
ALDEN BRIDGE | 12,937 | 10,146 | 1,902 | 13,810 | 11,175 | — | 24,985 | 1,858 | 23,127 | 9,925 | 12,937 | 10,146 | 1,902 | 13,810 | 11,175 | — | 24,985 | 2,406 | 22,579 | 9,733 | ||||||||||||||||||||||
AMHERST STREET VILLAGE CENTER | 1,609 | 5,759 | — | 1,609 | 5,759 | — | 7,368 | 163 | 7,205 | — | ||||||||||||||||||||||||||||||||
ANTHEM MARKETPLACE | 6,846 | 13,563 | (222 | ) | 6,714 | 13,473 | — | 20,187 | 1,074 | 19,113 | 14,870 | 6,846 | 13,563 | (107 | ) | 6,714 | 13,588 | — | 20,302 | 1,573 | 18,729 | 14,870 | ||||||||||||||||||||
ASHBURN FARM MARKET CENTER | 9,869 | 4,747 | (11 | ) | 9,835 | 4,770 | — | 14,605 | 1,055 | 13,550 | — | 9,869 | 4,747 | (11 | ) | 9,835 | 4,770 | — | 14,605 | 1,320 | 13,285 | — | ||||||||||||||||||||
ASHFORD PLACE | 2,804 | 9,944 | (373 | ) | 2,584 | 9,791 | — | 12,375 | 2,891 | 9,484 | 3,711 | 2,804 | 9,944 | (339 | ) | 2,584 | 9,825 | — | 12,409 | 3,210 | 9,199 | 3,521 | ||||||||||||||||||||
ATASCOCITA CENTER | 1,008 | 2,237 | — | 1,008 | 2,237 | — | 3,245 | 242 | 3,003 | — | 1,008 | 2,237 | 6,435 | 3,997 | 5,683 | — | 9,680 | 510 | 9,170 | — | ||||||||||||||||||||||
ATASCOCITA SHELL STATION | 1,474 | — | — | 1,474 | — | — | 1,474 | — | 1,474 | — | 1,474 | — | — | 1,474 | — | — | 1,474 | — | 1,474 | — | ||||||||||||||||||||||
AVENTURA SHOPPING CENTER | 2,751 | 9,318 | 1,050 | 2,751 | 10,368 | — | 13,119 | 5,797 | 7,322 | — | 2,751 | 9,318 | 1,050 | 2,751 | 10,368 | — | 13,119 | 6,329 | 6,790 | 8,750 | ||||||||||||||||||||||
BECKETT COMMONS | 1,625 | 5,845 | 4,915 | 1,625 | 10,760 | — | 12,385 | 1,784 | 10,601 | — | 1,625 | 5,845 | 5,011 | 1,625 | 10,856 | — | 12,481 | 2,086 | 10,395 | — | ||||||||||||||||||||||
BELLEVIEW SQUARE | 8,132 | 8,610 | 226 | 8,132 | 8,836 | — | 16,968 | 590 | 16,378 | 9,626 | 8,132 | 8,610 | 299 | 8,132 | 8,909 | — | 17,041 | 994 | 16,047 | 9,341 | ||||||||||||||||||||||
BENEVA VILLAGE SHOPS | 2,484 | 8,851 | 1,019 | 2,484 | 9,870 | — | 12,354 | 1,910 | 10,444 | — | 2,484 | 8,851 | 1,093 | 2,484 | 9,944 | — | 12,428 | 2,240 | 10,188 | — | ||||||||||||||||||||||
BERKSHIRE COMMONS | 2,295 | 8,151 | 338 | 2,295 | 8,489 | — | 10,784 | 2,786 | 7,998 | — | 2,295 | 8,151 | 535 | 2,295 | 8,686 | — | 10,981 | 3,060 | 7,921 | 8,750 | ||||||||||||||||||||||
BETHANY PARK PLACE | 4,605 | 5,792 | (211 | ) | 4,290 | 5,896 | — | 10,186 | 2,194 | 7,992 | — | 4,605 | 5,792 | (203 | ) | 4,290 | 5,904 | — | 10,194 | 2,519 | 7,675 | — | ||||||||||||||||||||
BLOOMINGDALE | 3,862 | 14,101 | 662 | 3,862 | 14,763 | — | 18,625 | 3,192 | 15,433 | — | 3,862 | 14,101 | 704 | 3,862 | 14,805 | — | 18,667 | 3,632 | 15,035 | — | ||||||||||||||||||||||
BLOSSOM VALLEY | 7,804 | 10,321 | 419 | 7,804 | 10,740 | — | 18,544 | 1,927 | 16,617 | — | 7,804 | 10,321 | 468 | 7,804 | 10,789 | — | 18,593 | 2,233 | 16,360 | — | ||||||||||||||||||||||
BOULEVARD CENTER | 3,659 | 9,658 | 725 | 3,659 | 10,383 | — | 14,042 | 1,927 | 12,115 | — | 3,659 | 9,658 | 803 | 3,659 | 10,461 | — | 14,120 | 2,254 | 11,866 | — | ||||||||||||||||||||||
BOYNTON LAKES PLAZA | 2,783 | 10,043 | 1,414 | 2,783 | 11,457 | — | 14,240 | 2,412 | 11,828 | — | 2,783 | 10,043 | 945 | 2,628 | 11,143 | — | 13,771 | 2,741 | 11,030 | — | ||||||||||||||||||||||
BRIARCLIFF LA VISTA | 694 | 2,463 | 829 | 694 | 3,292 | — | 3,986 | 1,269 | 2,717 | — | 694 | 2,463 | 829 | 694 | 3,292 | — | 3,986 | 1,373 | 2,613 | — | ||||||||||||||||||||||
BRIARCLIFF VILLAGE | 4,597 | 16,304 | 8,251 | 4,597 | 24,555 | — | 29,152 | 7,138 | 22,014 | 11,812 | 4,597 | 16,304 | 8,358 | 4,597 | 24,662 | — | 29,259 | 8,053 | 21,206 | — | ||||||||||||||||||||||
BUCKHEAD COURT | 1,738 | 6,163 | 1,806 | 1,628 | 8,079 | — | 9,707 | 2,341 | 7,366 | — | 1,738 | 6,163 | 1,981 | 1,628 | 8,254 | — | 9,882 | 2,631 | 7,251 | — | ||||||||||||||||||||||
BUCKLEY SQUARE | 2,970 | 5,126 | 500 | 2,970 | 5,626 | — | 8,596 | 1,183 | 7,413 | — | 2,970 | 5,126 | 702 | 2,970 | 5,828 | — | 8,798 | 1,380 | 7,418 | — | ||||||||||||||||||||||
CAMBRIDGE SQUARE SHOPPING CTR | 792 | 2,916 | 1,397 | 792 | 4,313 | — | 5,105 | 1,093 | 4,012 | — | 792 | 2,916 | 1,339 | 734 | 4,313 | — | 5,047 | 1,228 | 3,819 | — | ||||||||||||||||||||||
CARMEL COMMONS | 2,466 | 8,903 | 3,547 | 2,466 | 12,450 | — | 14,916 | 2,771 | 12,145 | — | 2,466 | 8,903 | 3,547 | 2,466 | 12,450 | — | 14,916 | 3,168 | 11,748 | — | ||||||||||||||||||||||
CARRIAGE GATE | 741 | 2,495 | 2,355 | 833 | 4,758 | — | 5,591 | 2,068 | 3,523 | — | 741 | 2,495 | 2,393 | 833 | 4,796 | — | 5,629 | 2,292 | 3,337 | — | ||||||||||||||||||||||
CASA LINDA PLAZA | 4,515 | 30,809 | 699 | 4,515 | 31,508 | — | 36,023 | 5,754 | 30,269 | — | ||||||||||||||||||||||||||||||||
CENTERPLACE OF GREELEY | 378 | — | — | 378 | — | — | 378 | — | 378 | — | ||||||||||||||||||||||||||||||||
CHASEWOOD PLAZA | 1,675 | 11,391 | 12,193 | 4,612 | 20,647 | — | 25,259 | 6,793 | 18,466 | — | 1,675 | 11,391 | 12,273 | 4,612 | 20,727 | — | 25,339 | 7,591 | 17,748 | 8,750 | ||||||||||||||||||||||
CHERRY GROVE | 3,533 | 12,710 | 2,472 | 3,533 | 15,182 | — | 18,715 | 3,053 | 15,662 | — | 3,533 | 12,710 | 2,662 | 3,533 | 15,372 | — | 18,905 | 3,481 | 15,424 | — | ||||||||||||||||||||||
CHESHIRE STATION | 10,182 | 8,443 | (421 | ) | 9,896 | 8,308 | — | 18,204 | 2,085 | 16,119 | — | 10,182 | 8,443 | (421 | ) | 9,896 | 8,308 | — | 18,204 | 2,642 | 15,562 | — | ||||||||||||||||||||
CLOVIS COMMONS | 11,097 | 22,699 | — | 11,097 | 22,699 | — | 33,796 | 701 | 33,095 | — | ||||||||||||||||||||||||||||||||
COCHRAN’S CROSSING | 13,154 | 10,066 | 2,194 | 13,154 | 12,260 | — | 25,414 | 1,956 | 23,458 | — | 13,154 | 10,066 | 2,205 | 13,154 | 12,271 | — | 25,425 | 2,536 | 22,889 | — | ||||||||||||||||||||||
COOPER STREET | 2,079 | 10,682 | 84 | 2,079 | 10,766 | — | 12,845 | 1,879 | 10,966 | — | 2,079 | 10,682 | 84 | 2,079 | 10,766 | — | 12,845 | 2,152 | 10,693 | — | ||||||||||||||||||||||
COSTA VERDE | 12,740 | 25,261 | 751 | 12,740 | 26,012 | — | 38,752 | 5,884 | 32,868 | — | 12,740 | 25,261 | 1,150 | 12,740 | 26,411 | — | 39,151 | 6,600 | 32,551 | — | ||||||||||||||||||||||
COURTYARD SHOPPING CENTER | 1,762 | 4,187 | (82 | ) | 5,867 | — | — | 5,867 | — | 5,867 | — | 1,762 | 4,187 | (78 | ) | 5,867 | 4 | — | 5,871 | — | 5,871 | — | ||||||||||||||||||||
CROMWELL SQUARE | 1,772 | 6,285 | 549 | 1,772 | 6,834 | — | 8,606 | 1,936 | 6,670 | — | 1,772 | 6,285 | 605 | 1,772 | 6,890 | — | 8,662 | 2,183 | 6,479 | — | ||||||||||||||||||||||
DELK SPECTRUM | 2,985 | 11,049 | 351 | 2,985 | 11,400 | — | 14,385 | 2,377 | 12,008 | — | 2,985 | 11,049 | 752 | 2,985 | 11,801 | — | 14,786 | 2,712 | 12,074 | — | ||||||||||||||||||||||
DIABLO PLAZA | 5,300 | 7,536 | 457 | 5,300 | 7,993 | — | 13,293 | 1,547 | 11,746 | — | 5,300 | 7,536 | 493 | 5,300 | 8,029 | — | 13,329 | 1,775 | 11,554 | — | ||||||||||||||||||||||
DICKSON TN | 675 | 1,568 | — | 675 | 1,568 | — | 2,243 | 243 | 2,000 | — | 675 | 1,568 | — | 675 | 1,568 | — | 2,243 | 283 | 1,960 | — | ||||||||||||||||||||||
DUNWOODY HALL | 1,819 | 6,451 | 5,712 | 2,529 | 11,453 | — | 13,982 | 2,939 | 11,043 | — | 1,819 | 6,451 | 5,739 | 2,529 | 11,480 | — | 14,009 | 3,388 | 10,621 | — | ||||||||||||||||||||||
DUNWOODY VILLAGE | 2,326 | 7,216 | 8,851 | 3,336 | 15,057 | — | 18,393 | 3,590 | 14,803 | — | 2,326 | 7,216 | 8,945 | 3,336 | 15,151 | — | 18,487 | 4,307 | 14,180 | — | ||||||||||||||||||||||
EAST POINTE | 1,868 | 6,743 | 183 | 1,730 | 7,064 | — | 8,794 | 1,726 | 7,068 | — | 1,868 | 6,743 | 205 | 1,730 | 7,086 | — | 8,816 | 1,959 | 6,857 | — | ||||||||||||||||||||||
EAST PORT PLAZA | 3,257 | 11,611 | (1,602 | ) | 3,257 | 10,009 | — | 13,266 | 1,344 | 11,922 | — | 3,257 | 11,611 | (1,579 | ) | 3,257 | 10,032 | — | 13,289 | 1,700 | 11,589 | — | ||||||||||||||||||||
EAST TOWNE SHOPPING CENTER | 2,957 | 4,881 | 16 | 2,957 | 4,897 | — | 7,854 | 512 | 7,342 | — | 2,957 | 4,881 | 41 | 2,957 | 4,922 | — | 7,879 | 753 | 7,126 | — | ||||||||||||||||||||||
EL CAMINO | 7,600 | 10,852 | 544 | 7,600 | 11,396 | — | 18,996 | 2,180 | 16,816 | — | 7,600 | 10,852 | 664 | 7,600 | 11,516 | — | 19,116 | 2,513 | 16,603 | — | ||||||||||||||||||||||
EL NORTE PKWY PLAZA | 2,834 | 6,332 | 777 | 2,834 | 7,109 | — | 9,943 | 1,339 | 8,604 | — | 2,834 | 6,332 | 900 | 2,834 | 7,232 | — | 10,066 | 1,569 | 8,497 | — | ||||||||||||||||||||||
ENCINA GRANDE | 5,040 | 10,379 | 707 | 5,040 | 11,086 | — | 16,126 | 2,030 | 14,096 | — | 5,040 | 10,379 | 931 | 5,040 | 11,310 | — | 16,350 | 2,362 | 13,988 | — | ||||||||||||||||||||||
FALCON RIDGE TOWN CENTER | 8,646 | 23,190 | — | 8,646 | 23,190 | — | 31,836 | 579 | 31,257 | — | ||||||||||||||||||||||||||||||||
FENTON MARKETPLACE | 3,020 | 10,153 | (346 | ) | 2,615 | 10,212 | — | 12,827 | 1,139 | 11,688 | — | 3,020 | 10,153 | (334 | ) | 2,615 | 10,224 | — | 12,839 | 1,398 | 11,441 | — | ||||||||||||||||||||
FLEMING ISLAND | 3,077 | 6,292 | 4,941 | 3,077 | 11,233 | — | 14,310 | 1,936 | 12,374 | 2,485 | 3,077 | 6,292 | 5,151 | 3,077 | 11,443 | — | 14,520 | 2,278 | 12,242 | 2,288 | ||||||||||||||||||||||
FOLSOM PRAIRIE CITY CROSSING | 3,944 | 11,258 | 1,863 | 4,164 | 12,901 | — | 17,065 | 1,445 | 15,620 | — | 3,944 | 11,258 | 1,942 | 4,164 | 12,980 | — | 17,144 | 1,826 | 15,318 | — | ||||||||||||||||||||||
FORT BEND CENTER | 6,966 | 4,197 | (2,910 | ) | 4,060 | 4,193 | — | 8,253 | 728 | 7,525 | — | 6,966 | 4,197 | (4,413 | ) | 2,552 | 4,198 | — | 6,750 | 934 | 5,816 | — | ||||||||||||||||||||
FORTUNA | 8,336 | 6,898 | — | 8,336 | 6,898 | — | 15,234 | 208 | 15,026 | — | 8,336 | 6,898 | 1,041 | 7,925 | 8,350 | — | 16,275 | 664 | 15,611 | — | ||||||||||||||||||||||
FRANKFORT CROSSING SHPG CTR | 8,325 | 6,067 | 978 | 7,874 | 7,496 | — | 15,370 | 1,308 | 14,062 | — | ||||||||||||||||||||||||||||||||
FRIARS MISSION | 6,660 | 27,277 | 534 | 6,660 | 27,811 | — | 34,471 | 4,721 | 29,750 | 1,020 | ||||||||||||||||||||||||||||||||
GARDEN SQUARE | 2,074 | 7,615 | 618 | 2,136 | 8,171 | — | 10,307 | 1,796 | 8,511 | — | ||||||||||||||||||||||||||||||||
GARNER | 5,591 | 19,897 | 1,935 | 5,591 | 21,832 | — | 27,423 | 4,006 | 23,417 | — |
REGENCY CENTERS CORPORATION
Combined Real Estate and Accumulated Depreciation
December 31, 20052006
(in thousands)
Initial Cost | Cost Capitalized Subsequent to Acquisition (a) | Total Cost | Accumulated Depreciation | Total Cost Accumulated | Mortgages | Initial Cost | Cost Capitalized | Total Cost | Total Cost Net of | |||||||||||||||||||||||||||||||||
Land | Building & Improvements | Land | Building & Improvements | Properties held for Sale | Total | Land | Building & Improvements | Subsequent to Acquisition (a) | Land | Building & Improvements | Properties held for Sale | Total | Accumulated Depreciation | Accumulated Depreciation | Mortgages | |||||||||||||||||||||||||||
FRANKFORT CROSSING SHPG CTR | 8,325 | 6,067 | 558 | 7,417 | 7,533 | — | 14,950 | 1,796 | 13,154 | — | ||||||||||||||||||||||||||||||||
FRIARS MISSION | 6,660 | 27,277 | 626 | 6,660 | 27,903 | — | 34,563 | 5,446 | 29,117 | 949 | ||||||||||||||||||||||||||||||||
GARDEN SQUARE | 2,074 | 7,615 | 635 | 2,136 | 8,188 | — | 10,324 | 2,021 | 8,303 | 8,750 | ||||||||||||||||||||||||||||||||
GARNER | 5,591 | 19,897 | 1,940 | 5,591 | 21,837 | — | 27,428 | 4,570 | 22,858 | — | ||||||||||||||||||||||||||||||||
GATEWAY SHOPPING CENTER | 51,719 | 4,545 | 1,123 | 52,610 | 4,777 | — | 57,387 | 888 | 56,499 | 22,043 | 51,719 | 4,545 | 1,580 | 52,610 | 5,234 | — | 57,844 | 1,652 | 56,192 | 21,427 | ||||||||||||||||||||||
GELSON’S WESTLAKE MARKET PLAZA | 2,332 | 8,316 | 3,375 | 3,145 | 10,878 | — | 14,023 | 883 | 13,140 | — | 2,332 | 8,316 | 3,523 | 3,157 | 11,014 | — | 14,171 | 1,251 | 12,920 | — | ||||||||||||||||||||||
GLENWOOD VILLAGE | 1,194 | 4,235 | 970 | 1,194 | 5,205 | — | 6,399 | 1,474 | 4,925 | — | 1,194 | 4,235 | 1,065 | 1,194 | 5,300 | — | 6,494 | 1,720 | 4,774 | — | ||||||||||||||||||||||
GRANDE OAK | 5,569 | 5,900 | (609 | ) | 4,976 | 5,884 | — | 10,860 | 1,022 | 9,838 | — | 5,569 | 5,900 | (481 | ) | 5,091 | 5,897 | — | 10,988 | 1,325 | 9,663 | — | ||||||||||||||||||||
HANCOCK | 8,232 | 24,249 | 3,273 | 8,232 | 27,522 | — | 35,754 | 5,185 | 30,569 | — | 8,232 | 24,249 | 3,313 | 8,232 | 27,562 | — | 35,794 | 6,048 | 29,746 | — | ||||||||||||||||||||||
HARDING PLACE | 545 | 567 | — | 545 | 567 | — | 1,112 | 23 | 1,089 | — | ||||||||||||||||||||||||||||||||
HARPETH VILLAGE FIELDSTONE | 2,284 | 5,559 | 3,858 | 2,284 | 9,417 | — | 11,701 | 1,860 | 9,841 | — | 2,284 | 5,559 | 3,858 | 2,284 | 9,417 | — | 11,701 | 2,109 | 9,592 | — | ||||||||||||||||||||||
HASLEY CANYON VILLAGE | 6,163 | 6,569 | — | 6,163 | 6,569 | — | 12,732 | 303 | 12,429 | — | 6,163 | 6,569 | 1,101 | 6,180 | 7,653 | — | 13,833 | 653 | 13,180 | — | ||||||||||||||||||||||
HERITAGE LAND | 12,390 | — | — | 12,390 | — | — | 12,390 | — | 12,390 | — | 12,390 | — | — | 12,390 | — | — | 12,390 | — | 12,390 | — | ||||||||||||||||||||||
HERITAGE PLAZA | — | 23,676 | 1,788 | — | 25,464 | — | 25,464 | 4,840 | 20,624 | — | — | 23,676 | 2,008 | — | 25,684 | — | 25,684 | 5,637 | 20,047 | — | ||||||||||||||||||||||
HERSHEY | 7 | 807 | 1 | 7 | 808 | — | 815 | 104 | 711 | — | 7 | 807 | 1 | 7 | 808 | — | 815 | 124 | 691 | — | ||||||||||||||||||||||
HILLCREST VILLAGE | 1,600 | 1,798 | 78 | 1,600 | 1,876 | — | 3,476 | 329 | 3,147 | — | 1,600 | 1,798 | 84 | 1,600 | 1,882 | — | 3,482 | 380 | 3,102 | — | ||||||||||||||||||||||
HINSDALE | 4,218 | 15,040 | 2,431 | 5,734 | 15,955 | — | 21,689 | 3,014 | 18,675 | — | 4,218 | 15,040 | 2,899 | 5,734 | 16,423 | — | 22,157 | 3,499 | 18,658 | — | ||||||||||||||||||||||
HOLLYMEAD | 12,781 | 16,989 | — | 12,781 | 16,989 | — | 29,770 | 178 | 29,592 | — | 12,781 | 16,989 | 987 | 13,038 | 17,719 | — | 30,757 | 900 | 29,857 | — | ||||||||||||||||||||||
HYDE PARK | 9,240 | 33,340 | 6,384 | 9,768 | 39,196 | — | 48,964 | 8,476 | 40,488 | — | 9,240 | 33,340 | 6,540 | 9,768 | 39,352 | — | 49,120 | 9,703 | 39,417 | — | ||||||||||||||||||||||
INDEPENDENCE SQUARE | 4,963 | 7,911 | — | 4,963 | 7,911 | — | 12,874 | 610 | 12,264 | — | 4,963 | 7,911 | 56 | 4,966 | 7,964 | — | 12,930 | 1,014 | 11,916 | — | ||||||||||||||||||||||
INGLEWOOD PLAZA | 1,300 | 1,862 | 181 | 1,300 | 2,043 | — | 3,343 | 409 | 2,934 | — | 1,300 | 1,862 | 297 | 1,300 | 2,159 | — | 3,459 | 478 | 2,981 | — | ||||||||||||||||||||||
JOHN’S CREEK SHOPPING CENTER | 5,480 | 7,758 | — | 5,480 | 7,758 | — | 13,238 | 417 | 12,821 | — | 5,480 | 7,758 | 184 | 5,489 | 7,933 | — | 13,422 | 838 | 12,584 | — | ||||||||||||||||||||||
KELLER TOWN CENTER | 2,294 | 12,239 | 470 | 2,294 | 12,709 | — | 15,003 | 2,240 | 12,763 | — | 2,294 | 12,239 | 516 | 2,294 | 12,755 | — | 15,049 | 2,593 | 12,456 | — | ||||||||||||||||||||||
KERNERSVILLE PLAZA | 1,742 | 6,081 | 558 | 1,742 | 6,639 | — | 8,381 | 1,308 | 7,073 | 4,557 | 1,742 | 6,081 | 558 | 1,742 | 6,639 | — | 8,381 | 1,483 | 6,898 | 4,425 | ||||||||||||||||||||||
KINGSDALE SHOPPING CENTER | 3,867 | 14,020 | 6,186 | 4,028 | 20,045 | — | 24,073 | 4,324 | 19,749 | — | 3,867 | 14,020 | 6,414 | 4,028 | 20,273 | — | 24,301 | 4,990 | 19,311 | — | ||||||||||||||||||||||
KLEINWOOD CENTER | 12,878 | 11,458 | — | 12,878 | 11,458 | — | 24,336 | 1,145 | 23,191 | — | ||||||||||||||||||||||||||||||||
KROGER NEW ALBANY CENTER | 2,770 | 6,379 | 1,238 | 3,844 | 6,543 | — | 10,387 | 1,726 | 8,661 | 6,968 | 2,770 | 6,379 | 1,265 | 3,844 | 6,570 | — | 10,414 | 2,022 | 8,392 | 6,162 | ||||||||||||||||||||||
LAKE PINE PLAZA | 2,008 | 6,909 | 676 | 2,008 | 7,585 | — | 9,593 | 1,500 | 8,093 | 5,685 | 2,008 | 6,909 | 679 | 2,008 | 7,588 | — | 9,596 | 1,702 | 7,894 | 5,517 | ||||||||||||||||||||||
LEBANON/LEGACY CENTER | 3,906 | 7,391 | 87 | 3,913 | 7,471 | — | 11,384 | 951 | 10,433 | — | 3,906 | 7,391 | 418 | 3,913 | 7,802 | — | 11,715 | 1,394 | 10,321 | — | ||||||||||||||||||||||
LEETSDALE MARKETPLACE | 3,420 | 9,934 | 237 | 3,420 | 10,171 | — | 13,591 | 1,785 | 11,806 | — | 3,420 | 9,934 | 317 | 3,420 | 10,251 | — | 13,671 | 2,071 | 11,600 | — | ||||||||||||||||||||||
LITTLETON SQUARE | 2,030 | 8,255 | 261 | 2,030 | 8,516 | — | 10,546 | 1,464 | 9,082 | — | 2,030 | 8,255 | 409 | 2,030 | 8,664 | — | 10,694 | 1,701 | 8,993 | — | ||||||||||||||||||||||
LLOYD KING CENTER | 1,779 | 8,855 | 278 | 1,779 | 9,133 | — | 10,912 | 1,692 | 9,220 | — | 1,779 | 8,855 | 1,138 | 1,779 | 9,993 | — | 11,772 | 2,128 | 9,644 | — | ||||||||||||||||||||||
LOEHMANNS PLAZA CALIFORNIA | 5,420 | 8,679 | 456 | 5,420 | 9,135 | — | 14,555 | 1,765 | 12,790 | — | 5,420 | 8,679 | 540 | 5,420 | 9,219 | — | 14,639 | 2,027 | 12,612 | — | ||||||||||||||||||||||
LOEHMANNS PLAZA GEORGIA | 3,982 | 14,118 | 1,502 | 3,982 | 15,620 | — | 19,602 | 4,499 | 15,103 | — | 3,982 | 14,118 | 1,550 | 3,982 | 15,668 | — | 19,650 | 5,052 | 14,598 | — | ||||||||||||||||||||||
MACARTHUR PARK REPURCHASE | 1,930 | — | (758 | ) | 1,172 | — | — | 1,172 | — | 1,172 | — | 1,930 | — | (758 | ) | 1,172 | — | — | 1,172 | — | 1,172 | — | ||||||||||||||||||||
MAIN STREET CENTER | 3,569 | 4,048 | — | 3,569 | 4,048 | — | 7,617 | 648 | 6,969 | — | ||||||||||||||||||||||||||||||||
MARKET AT OPITZ CROSSING | 9,902 | 8,339 | 909 | 9,902 | 9,248 | — | 19,150 | 1,696 | 17,454 | 12,053 | ||||||||||||||||||||||||||||||||
MARKET AT PRESTON FOREST | 4,400 | 10,753 | 92 | 4,400 | 10,845 | — | 15,245 | 1,844 | 13,401 | — | 4,400 | 10,753 | 107 | 4,400 | 10,860 | — | 15,260 | 2,123 | 13,137 | — | ||||||||||||||||||||||
MARKET AT ROUND ROCK | 2,000 | 9,676 | 281 | 2,000 | 9,957 | — | 11,957 | 1,774 | 10,183 | — | 2,000 | 9,676 | 338 | 2,000 | 10,014 | — | 12,014 | 2,054 | 9,960 | — | ||||||||||||||||||||||
MARKETPLACE ST PETE | 1,287 | 4,663 | 692 | 1,287 | 5,355 | — | 6,642 | 1,433 | 5,209 | — | 1,287 | 4,663 | 738 | 1,287 | 5,401 | — | 6,688 | 1,592 | 5,096 | — | ||||||||||||||||||||||
MARTIN DOWNS VILLAGE CENTER | 2,000 | 5,133 | 4,359 | 2,438 | 9,054 | — | 11,492 | 3,666 | 7,826 | — | 2,000 | 5,133 | 4,394 | 2,438 | 9,089 | — | 11,527 | 4,107 | 7,420 | — | ||||||||||||||||||||||
MARTIN DOWNS VILLAGE SHOPPES | 700 | 1,208 | 3,648 | 817 | 4,739 | — | 5,556 | 1,599 | 3,957 | — | 700 | 1,208 | 3,672 | 817 | 4,763 | — | 5,580 | 1,747 | 3,833 | — | ||||||||||||||||||||||
MAXTOWN ROAD (NORTHGATE) | 1,753 | 6,244 | 172 | 1,753 | 6,416 | — | 8,169 | 1,324 | 6,845 | 4,558 | 1,753 | 6,244 | 196 | 1,753 | 6,440 | — | 8,193 | 1,508 | 6,685 | — | ||||||||||||||||||||||
MAYNARD CROSSING | 4,066 | 14,084 | 1,383 | 4,066 | 15,467 | — | 19,533 | 3,061 | 16,472 | 10,227 | 4,066 | 14,084 | 1,450 | 4,066 | 15,534 | — | 19,600 | 3,476 | 16,124 | 9,931 | ||||||||||||||||||||||
MILLHOPPER | 1,073 | 3,594 | 1,724 | 1,073 | 5,318 | — | 6,391 | 2,714 | 3,677 | — | 1,073 | 3,594 | 1,724 | 1,073 | 5,318 | — | 6,391 | 3,003 | 3,388 | — | ||||||||||||||||||||||
MOCKINGBIRD COMMON | 3,000 | 9,676 | 530 | 3,000 | 10,206 | — | 13,206 | 1,985 | 11,221 | — | 3,000 | 9,676 | 809 | 3,000 | 10,485 | — | 13,485 | 2,306 | 11,179 | — | ||||||||||||||||||||||
MONUMENT JACKSON CREEK | 2,999 | 6,476 | 60 | 2,999 | 6,536 | — | 9,535 | 1,634 | 7,901 | — | 2,999 | 6,476 | 118 | 2,999 | 6,594 | — | 9,593 | 1,907 | 7,686 | — | ||||||||||||||||||||||
MORNINGSIDE PLAZA | 4,300 | 13,120 | 335 | 4,300 | 13,455 | — | 17,755 | 2,436 | 15,319 | — | 4,300 | 13,120 | 454 | 4,300 | 13,574 | — | 17,874 | 2,800 | 15,074 | — | ||||||||||||||||||||||
MURRAY LANDING | 3,655 | 4,587 | 25 | 3,655 | 4,612 | — | 8,267 | 628 | 7,639 | — | ||||||||||||||||||||||||||||||||
MURRAYHILL MARKETPLACE | 2,600 | 15,753 | 2,263 | 2,670 | 17,946 | — | 20,616 | 3,546 | 17,070 | 8,836 | 2,600 | 15,753 | 2,342 | 2,670 | 18,025 | — | 20,695 | 4,121 | 16,574 | 8,647 | ||||||||||||||||||||||
NASHBORO | 1,824 | 7,168 | 474 | 1,824 | 7,642 | — | 9,466 | 1,303 | 8,163 | — | 1,824 | 7,168 | 474 | 1,824 | 7,642 | — | 9,466 | 1,497 | 7,969 | — | ||||||||||||||||||||||
NEW WINDSOR MARKETPLACE | 1,978 | 3,543 | — | 1,978 | 3,543 | — | 5,521 | 463 | 5,058 | — | ||||||||||||||||||||||||||||||||
NEWBERRY SQUARE | 2,341 | 8,467 | 1,590 | 2,341 | 10,057 | — | 12,398 | 3,701 | 8,697 | — | 2,341 | 8,467 | 1,680 | 2,404 | 10,084 | — | 12,488 | 4,061 | 8,427 | — | ||||||||||||||||||||||
NEWLAND CENTER | 12,500 | 12,221 | (1,917 | ) | 12,500 | 10,304 | — | 22,804 | 2,451 | 20,353 | — | 12,500 | 12,221 | (1,739 | ) | 12,500 | 10,482 | — | 22,982 | 2,733 | 20,249 | — | ||||||||||||||||||||
NORTH HILLS | 4,900 | 18,972 | 303 | 4,900 | 19,275 | — | 24,175 | 3,341 | 20,834 | 6,559 | ||||||||||||||||||||||||||||||||
NORTHLAKE VILLAGE I | 2,662 | 9,685 | 1,276 | 2,662 | 10,961 | — | 13,623 | 1,517 | 12,106 | — | ||||||||||||||||||||||||||||||||
OAKBROOK PLAZA | 4,000 | 6,366 | 240 | 4,000 | 6,606 | — | 10,606 | 1,363 | 9,243 | — | ||||||||||||||||||||||||||||||||
OCEAN BREEZE | 1,250 | 3,341 | 4,334 | 1,527 | 7,398 | — | 8,925 | 2,696 | 6,229 | — | ||||||||||||||||||||||||||||||||
OLD ST AUGUSTINE PLAZA | 2,047 | 7,355 | 1,586 | 2,107 | 8,881 | — | 10,988 | 2,574 | 8,414 | — | ||||||||||||||||||||||||||||||||
ORCHARD MARKET CENTER | 2,451 | 3,212 | — | 2,451 | 3,212 | — | 5,663 | 49 | 5,614 | — |
REGENCY CENTERS CORPORATION
Combined Real Estate and Accumulated Depreciation
December 31, 20052006
(in thousands)
Initial Cost | Cost Capitalized Subsequent to Acquisition (a) | Total Cost | Accumulated Depreciation | Total Cost Accumulated | Mortgages | Initial Cost | Cost Capitalized | Total Cost | Total Cost Net of | |||||||||||||||||||||||||||||||||
Land | Building & Improvements | Land | Building & Improvements | Properties held for Sale | Total | Land | Building & Improvements | Subsequent to Acquisition (a) | Land | Building & Improvements | Properties held for Sale | Total | Accumulated Depreciation | Accumulated Depreciation | Mortgages | |||||||||||||||||||||||||||
NORTH HILLS | 4,900 | 18,972 | 355 | 4,900 | 19,327 | — | 24,227 | 3,841 | 20,386 | 6,103 | ||||||||||||||||||||||||||||||||
NORTHLAKE VILLAGE I | 2,662 | 9,685 | 1,511 | 2,662 | 11,196 | — | 13,858 | 1,895 | 11,963 | — | ||||||||||||||||||||||||||||||||
OAKBROOK PLAZA | 4,000 | 6,366 | 298 | 4,000 | 6,664 | — | 10,664 | 1,554 | 9,110 | — | ||||||||||||||||||||||||||||||||
OLD ST AUGUSTINE PLAZA | 2,047 | 7,355 | 3,946 | 2,368 | 10,980 | — | 13,348 | 2,904 | 10,444 | — | ||||||||||||||||||||||||||||||||
ORCHARD MARKET CENTER | 2,451 | 3,212 | — | 2,451 | 3,212 | — | 5,663 | 143 | 5,520 | — | ||||||||||||||||||||||||||||||||
PACES FERRY PLAZA | 2,812 | 9,968 | 2,320 | 2,812 | 12,288 | — | 15,100 | 3,448 | 11,652 | — | 2,812 | 9,968 | 2,483 | 2,812 | 12,451 | — | 15,263 | 3,858 | 11,405 | — | ||||||||||||||||||||||
PALM TRAILS PLAZA | 2,439 | 5,819 | (1,374 | ) | — | — | 6,884 | 6,884 | — | 6,884 | — | |||||||||||||||||||||||||||||||
PANTHER CREEK | 14,414 | 12,079 | 2,308 | 14,414 | 14,387 | — | 28,801 | 2,272 | 26,529 | 10,218 | 14,414 | 12,079 | 2,564 | 14,414 | 14,643 | — | 29,057 | 3,011 | 26,046 | 10,097 | ||||||||||||||||||||||
PARK PLACE SHOPPING CENTER | 2,232 | 7,974 | 1,365 | 2,232 | 9,339 | — | 11,571 | 1,637 | 9,934 | — | 2,232 | 7,974 | 1,375 | 2,232 | 9,349 | — | 11,581 | 2,020 | 9,561 | — | ||||||||||||||||||||||
PEARTREE VILLAGE | 5,197 | 8,733 | 10,830 | 5,197 | 19,563 | — | 24,760 | 4,425 | 20,335 | 11,275 | 5,197 | 8,733 | 10,970 | 5,197 | 19,703 | — | 24,900 | 4,981 | 19,919 | 10,979 | ||||||||||||||||||||||
PELHAM COMMONS | 3,714 | 5,436 | — | 3,714 | 5,436 | — | 9,150 | 729 | 8,421 | — | 3,714 | 5,436 | 42 | 3,714 | 5,478 | — | 9,192 | 1,041 | 8,151 | — | ||||||||||||||||||||||
PHENIX CROSSING | 1,544 | — | — | 1,544 | — | — | 1,544 | — | 1,544 | — | 1,544 | — | — | 1,544 | — | — | 1,544 | — | 1,544 | — | ||||||||||||||||||||||
PIKE CREEK | 5,077 | 18,860 | 1,628 | 5,077 | 20,488 | — | 25,565 | 4,236 | 21,329 | — | 5,077 | 18,860 | 1,750 | 5,077 | 20,610 | — | 25,687 | 4,871 | 20,816 | — | ||||||||||||||||||||||
PIMA CROSSING | 5,800 | 24,892 | 1,228 | 5,800 | 26,120 | — | 31,920 | 4,591 | 27,329 | — | 5,800 | 24,892 | 1,774 | 5,800 | 26,666 | — | 32,466 | 5,356 | 27,110 | — | ||||||||||||||||||||||
PINE LAKE VILLAGE | 6,300 | 10,522 | 139 | 6,300 | 10,661 | — | 16,961 | 1,863 | 15,098 | — | 6,300 | 10,522 | 147 | 6,300 | 10,669 | — | 16,969 | 2,137 | 14,832 | — | ||||||||||||||||||||||
PINE TREE PLAZA | 539 | 1,996 | 4,158 | 668 | 6,025 | — | 6,693 | 1,122 | 5,571 | — | 539 | 1,996 | 4,304 | 668 | 6,171 | — | 6,839 | 1,321 | 5,518 | — | ||||||||||||||||||||||
PLAZA HERMOSA | 4,200 | 9,370 | 632 | 4,200 | 10,002 | — | 14,202 | 1,783 | 12,419 | — | 4,200 | 9,370 | 645 | 4,200 | 10,015 | — | 14,215 | 2,045 | 12,170 | — | ||||||||||||||||||||||
POWELL STREET PLAZA | 8,248 | 29,279 | 271 | 8,248 | 29,550 | — | 37,798 | 3,001 | 34,797 | — | 8,248 | 29,279 | 499 | 8,248 | 29,778 | — | 38,026 | 3,758 | 34,268 | — | ||||||||||||||||||||||
POWERS FERRY SQUARE | 3,608 | 12,791 | 4,751 | 3,608 | 17,542 | — | 21,150 | 4,895 | 16,255 | — | 3,608 | 12,791 | 4,950 | 3,687 | 17,662 | — | 21,349 | 5,527 | 15,822 | — | ||||||||||||||||||||||
POWERS FERRY VILLAGE | 1,191 | 4,224 | 287 | 1,191 | 4,511 | — | 5,702 | 1,315 | 4,387 | 2,630 | 1,191 | 4,224 | 331 | 1,191 | 4,555 | — | 5,746 | 1,469 | 4,277 | 2,574 | ||||||||||||||||||||||
PRESTON PARK | 6,400 | 46,896 | 4,129 | 6,400 | 51,025 | — | 57,425 | 8,699 | 48,726 | — | 6,400 | 46,896 | 5,873 | 6,400 | 52,769 | — | 59,169 | 10,394 | 48,775 | — | ||||||||||||||||||||||
PRESTONBROOK | 4,704 | 10,762 | 174 | 7,069 | 8,571 | — | 15,640 | 2,267 | 13,373 | — | 4,704 | 10,762 | 194 | 7,069 | 8,591 | — | 15,660 | 2,641 | 13,019 | — | ||||||||||||||||||||||
PRESTONWOOD PARK | 8,077 | 14,938 | 282 | 8,077 | 15,220 | — | 23,297 | 2,885 | 20,412 | — | 8,077 | 14,938 | 390 | 8,077 | 15,328 | — | 23,405 | 3,343 | 20,062 | — | ||||||||||||||||||||||
REGENCY COURT | 3,571 | 12,664 | (383 | ) | 3,571 | 12,281 | — | 15,852 | 1,577 | 14,275 | — | 3,571 | 12,664 | (2,368 | ) | — | — | 13,867 | 13,867 | — | 13,867 | — | ||||||||||||||||||||
REGENCY SQUARE BRANDON | 578 | 18,157 | 10,752 | 4,770 | 24,717 | — | 29,487 | 11,547 | 17,940 | — | 578 | 18,157 | 10,928 | 4,770 | 24,893 | — | 29,663 | 12,418 | 17,245 | — | ||||||||||||||||||||||
RIVERMONT STATION | 2,887 | 10,445 | 164 | 2,887 | 10,609 | — | 13,496 | 2,308 | 11,188 | — | 2,887 | 10,445 | 181 | 2,887 | 10,626 | — | 13,513 | 2,580 | 10,933 | — | ||||||||||||||||||||||
RONA PLAZA | 1,500 | 4,356 | 90 | 1,500 | 4,446 | — | 5,946 | 766 | 5,180 | — | 1,500 | 4,356 | 272 | 1,500 | 4,628 | — | 6,128 | 892 | 5,236 | — | ||||||||||||||||||||||
RUSSELL RIDGE | 2,153 | — | 6,912 | 2,215 | 6,850 | — | 9,065 | 1,927 | 7,138 | 5,786 | 2,153 | — | 6,960 | 2,215 | 6,898 | — | 9,113 | 2,132 | 6,981 | 5,664 | ||||||||||||||||||||||
SAMMAMISH HIGHLAND | 9,300 | 7,553 | 200 | 9,300 | 7,753 | — | 17,053 | 1,378 | 15,675 | — | 9,300 | 7,553 | 284 | 9,300 | 7,837 | — | 17,137 | 1,590 | 15,547 | — | ||||||||||||||||||||||
SAN LEANDRO | 1,300 | 7,891 | 262 | 1,300 | 8,153 | — | 9,453 | 1,518 | 7,935 | — | 1,300 | 7,891 | 315 | 1,300 | 8,206 | — | 9,506 | 1,743 | 7,763 | — | ||||||||||||||||||||||
SANTA ANA DOWNTOWN | 4,240 | 7,319 | 931 | 4,240 | 8,250 | — | 12,490 | 1,685 | 10,805 | — | 4,240 | 7,319 | 933 | 4,240 | 8,252 | — | 12,492 | 1,967 | 10,525 | — | ||||||||||||||||||||||
SEQUOIA STATION | 9,100 | 17,900 | 190 | 9,100 | 18,090 | — | 27,190 | 3,168 | 24,022 | — | 9,100 | 17,900 | 197 | 9,100 | 18,097 | — | 27,197 | 3,641 | 23,556 | — | ||||||||||||||||||||||
SHERWOOD CROSSROADS | 2,731 | 3,612 | 1,783 | 2,731 | 5,395 | — | 8,126 | 542 | 7,584 | — | 2,731 | 3,612 | 1,788 | 2,731 | 5,400 | — | 8,131 | 701 | 7,430 | — | ||||||||||||||||||||||
SHERWOOD MARKET CENTER | 3,475 | 15,898 | 162 | 3,475 | 16,060 | — | 19,535 | 2,931 | 16,604 | — | 3,475 | 15,898 | 184 | 3,475 | 16,082 | — | 19,557 | 3,369 | 16,188 | — | ||||||||||||||||||||||
SHILOH SPRINGS | 4,968 | 7,859 | 4,461 | 5,739 | 11,549 | — | 17,288 | 4,204 | 13,084 | — | 4,968 | 7,859 | 4,514 | 5,739 | 11,602 | — | 17,341 | 4,670 | 12,671 | — | ||||||||||||||||||||||
SHOPPES AT MASON | 1,577 | 5,358 | 84 | 1,577 | 5,442 | — | 7,019 | 1,097 | 5,922 | 3,721 | 1,577 | 5,358 | 112 | 1,577 | 5,470 | — | 7,047 | 1,250 | 5,797 | 3,600 | ||||||||||||||||||||||
SIGNAL HILL | 7,287 | 10,084 | — | 7,287 | 10,084 | — | 17,371 | 560 | 16,811 | — | 7,287 | 10,084 | (177 | ) | 7,098 | 10,096 | — | 17,194 | 1,030 | 16,164 | — | |||||||||||||||||||||
SIGNATURE PLAZA | 2,055 | 4,159 | — | 2,055 | 4,159 | — | 6,214 | 151 | 6,063 | — | 2,055 | 4,159 | (26 | ) | 2,396 | 3,792 | — | 6,188 | 365 | 5,823 | — | |||||||||||||||||||||
SOUTH MOUNTAIN | 934 | ��� | (168 | ) | 766 | — | — | 766 | — | 766 | — | 934 | — | (168 | ) | 766 | — | — | 766 | — | 766 | — | ||||||||||||||||||||
SOUTH POINT PLAZA | 5,000 | 10,086 | (1,655 | ) | — | — | 13,431 | 13,431 | — | 13,431 | — | |||||||||||||||||||||||||||||||
SOUTHCENTER | 1,300 | 12,251 | 282 | 1,300 | 12,533 | — | 13,833 | 2,140 | 11,693 | — | 1,300 | 12,251 | 417 | 1,300 | 12,668 | — | 13,968 | 2,496 | 11,472 | — | ||||||||||||||||||||||
SOUTHPOINT CROSSING | 4,399 | 11,116 | 996 | 4,399 | 12,112 | — | 16,511 | 2,230 | 14,281 | — | 4,399 | 11,116 | 1,011 | 4,399 | 12,127 | — | 16,526 | 2,545 | 13,981 | — | ||||||||||||||||||||||
STARKE | 71 | 1,674 | 9 | 71 | 1,683 | — | 1,754 | 213 | 1,541 | — | 71 | 1,674 | 9 | 71 | 1,683 | — | 1,754 | 256 | 1,498 | — | ||||||||||||||||||||||
STATLER SQUARE PHASE I | 2,228 | 7,480 | 791 | 2,228 | 8,271 | — | 10,499 | 1,726 | 8,773 | 4,705 | 2,228 | 7,480 | 851 | 2,228 | 8,331 | — | 10,559 | 1,947 | 8,612 | — | ||||||||||||||||||||||
STERLING RIDGE | 12,846 | 10,085 | 1,932 | 12,846 | 12,017 | — | 24,863 | 1,911 | 22,952 | 10,420 | 12,846 | 10,085 | 2,008 | 12,846 | 12,093 | — | 24,939 | 2,484 | 22,455 | 10,260 | ||||||||||||||||||||||
STRAWFLOWER VILLAGE | 4,060 | 7,233 | 366 | 4,060 | 7,599 | — | 11,659 | 1,413 | 10,246 | — | 4,060 | 7,233 | 596 | 4,060 | 7,829 | — | 11,889 | 1,655 | 10,234 | — | ||||||||||||||||||||||
STROH RANCH | 4,138 | 7,111 | 982 | 4,280 | 7,951 | — | 12,231 | 1,919 | 10,312 | — | 4,138 | 7,111 | 1,046 | 4,280 | 8,015 | — | 12,295 | 2,253 | 10,042 | — | ||||||||||||||||||||||
SUNNYSIDE 205 | 1,200 | 8,703 | 515 | 1,200 | 9,218 | — | 10,418 | 1,652 | 8,766 | — | 1,200 | 8,703 | 635 | 1,200 | 9,338 | — | 10,538 | 1,919 | 8,619 | — | ||||||||||||||||||||||
TALL OAKS VILLAGE CENTER | 1,858 | 6,736 | 95 | 1,858 | 6,831 | — | 8,689 | 667 | 8,022 | 6,201 | ||||||||||||||||||||||||||||||||
TASSAJARA CROSSING | 8,560 | 14,900 | 183 | 8,560 | 15,083 | — | 23,643 | 2,613 | 21,030 | — | 8,560 | 14,900 | 208 | 8,560 | 15,108 | — | 23,668 | 3,001 | 20,667 | — | ||||||||||||||||||||||
THE MARKET AT OPITZ CROSSING | 9,902 | 8,339 | 915 | 9,902 | 9,254 | — | 19,156 | 1,221 | 17,935 | 12,208 | ||||||||||||||||||||||||||||||||
THE SHOPS | 3,293 | 2,320 | 720 | 3,173 | 3,160 | — | 6,333 | 348 | 5,985 | 4,714 | ||||||||||||||||||||||||||||||||
THE SHOPS OF SANTA BARBARA | 9,477 | 1,323 | 6 | 9,477 | 1,329 | — | 10,806 | 697 | 10,109 | 7,916 | ||||||||||||||||||||||||||||||||
SHOPS AT ARIZONA | 3,293 | 2,320 | 750 | 3,173 | 3,190 | — | 6,363 | 501 | 5,862 | 4,714 | ||||||||||||||||||||||||||||||||
SHOPS OF SANTA BARBARA | 9,477 | 1,323 | 8 | 9,477 | 1,331 | — | 10,808 | 1,038 | 9,770 | 7,916 | ||||||||||||||||||||||||||||||||
THOMAS LAKE | 6,000 | 10,302 | 256 | 6,000 | 10,558 | — | 16,558 | 1,842 | 14,716 | — | 6,000 | 10,302 | 294 | 6,000 | 10,596 | — | 16,596 | 2,150 | 14,446 | — | ||||||||||||||||||||||
TOWN CENTER AT MARTIN DOWNS | 1,364 | 4,985 | 145 | 1,364 | 5,130 | — | 6,494 | 1,185 | 5,309 | — | ||||||||||||||||||||||||||||||||
TOWN SQUARE | 438 | 1,555 | 6,999 | 883 | 8,109 | — | 8,992 | 1,608 | 7,384 | — | ||||||||||||||||||||||||||||||||
TRACE CROSSING | 4,356 | 4,896 | — | 4,356 | 4,896 | — | 9,252 | 619 | 8,633 | 8,438 | ||||||||||||||||||||||||||||||||
TROPHY CLUB | 2,595 | 10,467 | 261 | 2,595 | 10,728 | — | 13,323 | 1,707 | 11,616 | — | ||||||||||||||||||||||||||||||||
TWIN PEAKS | 5,200 | 25,120 | 217 | 5,200 | 25,337 | — | 30,537 | 4,443 | 26,094 | — |
REGENCY CENTERS CORPORATION
Combined Real Estate and Accumulated Depreciation
December 31, 20052006
(in thousands)
Initial Cost | Cost Capitalized Subsequent to Acquisition (a) | Total Cost | Accumulated Depreciation | Total Cost Accumulated | Mortgages | ||||||||||||||||
Land | Building & Improvements | Land | Building & Improvements | Properties held for Sale | Total | ||||||||||||||||
UNION SQUARE SHOPPING CENTER | 1,579 | 5,934 | (1,066 | ) | — | — | 6,447 | 6,447 | — | 6,447 | — | ||||||||||
UNIVERSITY COLLECTION | 2,530 | 8,972 | (1,697 | ) | — | — | 9,805 | 9,805 | — | 9,805 | — | ||||||||||
VALENCIA CROSSROADS | 17,913 | 17,357 | 192 | 17,921 | 17,541 | — | 35,462 | 2,657 | 32,805 | — | |||||||||||
VALLEY RANCH CENTRE | 3,021 | 10,728 | 86 | 3,021 | 10,814 | — | 13,835 | 1,884 | 11,951 | — | |||||||||||
VENTURA VILLAGE | 4,300 | 6,351 | 258 | 4,300 | 6,609 | — | 10,909 | 1,178 | 9,731 | — | |||||||||||
VILLAGE CENTER 6 | 3,885 | 10,799 | 2,427 | 3,885 | 13,226 | — | 17,111 | 3,297 | 13,814 | — | |||||||||||
VINEYARD SHOPPING CENTER | 2,802 | 3,916 | 127 | 2,958 | 3,887 | — | 6,845 | 618 | 6,227 | — | |||||||||||
VISTA VILLAGE | 9,721 | 24,832 | — | 9,721 | 24,832 | — | 34,553 | 1,773 | 32,780 | — | |||||||||||
WALKER CENTER | 3,840 | 6,418 | 420 | 3,840 | 6,838 | — | 10,678 | 1,269 | 9,409 | — | |||||||||||
WATERFORD TOWNE CENTER | 5,650 | 6,844 | 1,932 | 6,493 | 7,933 | — | 14,426 | 2,207 | 12,219 | — | |||||||||||
WELLEBY | 1,496 | 5,372 | 2,233 | 1,496 | 7,605 | — | 9,101 | 2,609 | 6,492 | — | |||||||||||
WELLINGTON TOWN SQUARE | 1,914 | 7,198 | 4,740 | 2,041 | 11,811 | — | 13,852 | 2,234 | 11,618 | — | |||||||||||
WEST PARK PLAZA | 5,840 | 4,992 | 323 | 5,840 | 5,315 | — | 11,155 | 956 | 10,199 | — | |||||||||||
WESTBROOK COMMONS | 3,366 | 11,928 | 942 | 3,366 | 12,870 | — | 16,236 | 1,596 | 14,640 | — | |||||||||||
WESTCHESTER PLAZA | 1,857 | 6,456 | 886 | 1,857 | 7,342 | — | 9,199 | 1,933 | 7,266 | — | |||||||||||
WESTLAKE VILLAGE CENTER | 7,043 | 25,744 | 1,096 | 7,043 | 26,840 | — | 33,883 | 5,242 | 28,641 | — | |||||||||||
WESTRIDGE | 9,516 | 10,789 | 582 | 9,516 | 11,371 | — | 20,887 | 952 | 19,935 | — | |||||||||||
WHITE OAK - DOVER, DE | 2,147 | 2,927 | 139 | 2,144 | 3,069 | — | 5,213 | 487 | 4,726 | — | |||||||||||
WILLA SPRINGS SHOPPING CENTER | 2,004 | 9,267 | (96 | ) | 2,144 | 9,031 | — | 11,175 | 1,398 | 9,777 | — | ||||||||||
WINDMILLER PLAZA PHASE I | 2,620 | 11,191 | 1,482 | 2,620 | 12,673 | — | 15,293 | 2,420 | 12,873 | — | |||||||||||
WOODCROFT SHOPPING CENTER | 1,419 | 5,212 | 641 | 1,419 | 5,853 | — | 7,272 | 1,559 | 5,713 | — | |||||||||||
WOODMAN VAN NUYS | 5,500 | 6,835 | 344 | 5,500 | 7,179 | — | 12,679 | 1,352 | 11,327 | 4,525 | |||||||||||
WOODMEN PLAZA | 6,014 | 10,078 | 2,203 | 7,621 | 10,674 | — | 18,295 | 3,223 | 15,072 | — | |||||||||||
WOODSIDE CENTRAL | 3,500 | 8,846 | 163 | 3,500 | 9,009 | — | 12,509 | 1,562 | 10,947 | — | |||||||||||
WORTHINGTON PARK CENTRE | 3,346 | 10,054 | 701 | 3,248 | 10,853 | — | 14,101 | 3,377 | 10,724 | — | |||||||||||
OPERATING BUILD TO SUIT PROPERTIES | 14,473 | 1,080 | — | 14,473 | 1,080 | — | 15,553 | 1,473 | 14,080 | — | |||||||||||
844,612 | 1,749,806 | 221,721 | 853,275 | 1,926,297 | 36,567 | 2,816,139 | 380,613 | 2,435,526 | 215,639 | ||||||||||||
Initial Cost | Cost Capitalized | Total Cost | Total Cost Net of | ||||||||||||||||||
Land | Building & Improvements | Subsequent to Acquisition (a) | Land | Building & Improvements | Properties held for Sale | Total | Accumulated Depreciation | Accumulated Depreciation | Mortgages | ||||||||||||
TOWN CENTER AT MARTIN DOWNS | 1,364 | 4,985 | 159 | 1,364 | 5,144 | — | 6,508 | 1,324 | 5,184 | — | |||||||||||
TOWN SQUARE | 438 | 1,555 | 7,015 | 883 | 8,125 | — | 9,008 | 1,923 | 7,085 | — | |||||||||||
TRACE CROSSING | 4,356 | 4,896 | (8,973 | ) | 279 | — | — | 279 | — | 279 | — | ||||||||||
TROPHY CLUB | 2,595 | 10,467 | 310 | 2,595 | 10,777 | — | 13,372 | 2,051 | 11,321 | — | |||||||||||
TWIN CITY PLAZA | 17,174 | 44,849 | (738 | ) | 17,245 | 44,040 | — | 61,285 | 1,057 | 60,228 | 44,000 | ||||||||||
TWIN PEAKS | 5,200 | 25,120 | 348 | 5,200 | 25,468 | — | 30,668 | 5,107 | 25,561 | — | |||||||||||
VALENCIA CROSSROADS | 17,913 | 17,357 | 233 | 17,921 | 17,582 | — | 35,503 | 3,839 | 31,664 | — | |||||||||||
VALLEY RANCH CENTRE | 3,021 | 10,728 | (2,008 | ) | — | — | 11,741 | 11,741 | — | 11,741 | — | ||||||||||
VENTURA VILLAGE | 4,300 | 6,351 | 244 | 4,300 | 6,595 | — | 10,895 | 1,361 | 9,534 | — | |||||||||||
VILLAGE CENTER 6 | 3,885 | 10,799 | 2,726 | 3,885 | 13,525 | — | 17,410 | 3,723 | 13,687 | — | |||||||||||
VISTA VILLAGE | 9,721 | 24,832 | 41 | 9,719 | 24,875 | — | 34,594 | 2,928 | 31,666 | — | |||||||||||
WALKER CENTER | 3,840 | 6,418 | 471 | 3,840 | 6,889 | — | 10,729 | 1,483 | 9,246 | — | |||||||||||
WATERFORD TOWNE CENTER | 5,650 | 6,844 | 2,022 | 6,493 | 8,023 | — | 14,516 | 2,596 | 11,920 | — | |||||||||||
WELLEBY | 1,496 | 5,372 | 2,233 | 1,496 | 7,605 | — | 9,101 | 2,919 | 6,182 | — | |||||||||||
WELLINGTON TOWN SQUARE | 1,914 | 7,198 | 4,755 | 2,041 | 11,826 | — | 13,867 | 2,593 | 11,274 | — | |||||||||||
WEST PARK PLAZA | 5,840 | 4,992 | 353 | 5,840 | 5,345 | — | 11,185 | 1,107 | 10,078 | — | |||||||||||
WESTBROOK COMMONS | 3,366 | 11,928 | 1,106 | 3,366 | 13,034 | — | 16,400 | 1,992 | 14,408 | — | |||||||||||
WESTCHESTER PLAZA | 1,857 | 6,456 | 1,025 | 1,857 | 7,481 | — | 9,338 | 2,198 | 7,140 | — | |||||||||||
WESTLAKE VILLAGE CENTER | 7,043 | 25,744 | 1,326 | 7,043 | 27,070 | — | 34,113 | 6,042 | 28,071 | — | |||||||||||
WESTRIDGE | 9,516 | 10,789 | 582 | 9,516 | 11,371 | — | 20,887 | 1,464 | 19,423 | — | |||||||||||
WHITE OAK – DOVER, DE | 2,147 | 2,927 | 139 | 2,144 | 3,069 | — | 5,213 | 958 | 4,255 | — | |||||||||||
WILLA SPRINGS SHOPPING CENTER | 2,004 | 9,267 | (38 | ) | 2,144 | 9,089 | — | 11,233 | 1,715 | 9,518 | — | ||||||||||
WINDMILLER PLAZA PHASE I | 2,620 | 11,191 | 2,167 | 2,599 | 13,379 | — | 15,978 | 2,853 | 13,125 | — | |||||||||||
WOODCROFT SHOPPING CENTER | 1,419 | 5,212 | 877 | 1,419 | 6,089 | — | 7,508 | 1,749 | 5,759 | — | |||||||||||
WOODMAN VAN NUYS | 5,500 | 6,835 | 344 | 5,500 | 7,179 | — | 12,679 | 1,567 | 11,112 | 4,218 | |||||||||||
WOODMEN PLAZA | 6,014 | 10,078 | 2,399 | 7,621 | 10,870 | — | 18,491 | 3,841 | 14,650 | — | |||||||||||
WOODSIDE CENTRAL | 3,500 | 8,846 | 287 | 3,500 | 9,133 | — | 12,633 | 1,803 | 10,830 | — | |||||||||||
OPERATING BUILD TO SUIT PROPERTIES | 20,082 | 43,317 | (1 | ) | 20,078 | 43,320 | 63,398 | 3,615 | 59,783 | — | |||||||||||
852,232 | 1,766,116 | 233,745 | 862,851 | 1,963,634 | 25,608 | 2,852,093 | 427,389 | 2,424,704 | 253,989 | ||||||||||||
(a) | The negative balance for costs capitalized subsequent to |
REGENCY CENTERS CORPORATION
Combined Real Estate and Accumulated Depreciation
December 31, 20052006
(in thousands)
Depreciation and amortization of the Company’sCompany's investment in buildings and improvements reflected in the statements of operation is calculated over the estimated useful lives of the assets as follows:
Buildings and improvements up to 40 years
Buildings and improvements | up to 40 years |
The aggregate cost for Federal income tax purposes was approximately $2.8$2.3 billion at December 31, 2005.2006.
The changes in total real estate assets for the years ended December 31, 2006, 2005 2004 and 2003:2004:
2005 | 2004 | 2003 | 2006 | 2005 | 2004 | |||||||||||||||
Balance, beginning of year | $ | 2,726,778 | 2,656,376 | 2,692,503 | $ | 2,816,139 | 2,726,778 | 2,656,376 | ||||||||||||
Developed or acquired properties | 303,303 | 322,659 | 238,963 | 233,138 | 303,303 | 322,660 | ||||||||||||||
Sale of properties | (221,188 | ) | (261,098 | ) | (287,547 | ) | (209,396 | ) | (221,188 | ) | (261,098 | ) | ||||||||
Provision for loss on operating properties | (550 | ) | (810 | ) | (1,969 | ) | (500 | ) | (550 | ) | (810 | ) | ||||||||
Reclass accumulated depreciation to adjust building basis | — | (1,010 | ) | 440 | — | — | (1,010 | ) | ||||||||||||
Reclass accumulated depreciation related to properties held for sale | (7,094 | ) | (997 | ) | (2,537 | ) | (4,164 | ) | (7,094 | ) | (997 | ) | ||||||||
Improvements | 14,890 | 11,658 | 16,522 | 16,876 | 14,890 | 11,658 | ||||||||||||||
Balance, end of year | $ | 2,816,139 | 2,726,778 | 2,656,375 | $ | 2,852,093 | 2,816,139 | 2,726,779 | ||||||||||||
The changes in accumulated depreciation for the years ended December 31, 2005, 2004 and 2003: | ||||||||||||||||||||
2005 | 2004 | 2003 | ||||||||||||||||||
Balance, beginning of year | $ | 338,609 | 285,665 | 244,596 | ||||||||||||||||
Sale of properties | (21,182 | ) | (16,151 | ) | (23,708 | ) | ||||||||||||||
Reclass accumulated depreciation to adjust building basis | — | (1,010 | ) | 440 | ||||||||||||||||
Reclass accumulated depreciation related to properties held for sale | (7,094 | ) | (997 | ) | (2,537 | ) | ||||||||||||||
Depreciation for year | 70,279 | 71,103 | 66,874 | |||||||||||||||||
Balance, end of year | $ | 380,612 | 338,610 | 285,665 | ||||||||||||||||
The changes in accumulated depreciation for the years ended December 31, 2006, 2005 and 2004:
2006 | 2005 | 2004 | ||||||||
Balance, beginning of year | $ | 380,613 | 338,609 | 285,665 | ||||||
Sale of properties | (20,908 | ) | (21,182 | ) | (16,152 | ) | ||||
Reclass accumulated depreciation to adjust building basis | — | — | (1,010 | ) | ||||||
Reclass accumulated depreciation related to properties held for sale | (4,164 | ) | (7,094 | ) | (997 | ) | ||||
Depreciation for year | 71,848 | 70,280 | 71,103 | |||||||
Balance, end of year | $ | 427,389 | 380,613 | 338,609 | ||||||
S-5