Leasing Vs. Owning a Medical Facility

While opinions widely differ among the ranks of healthcare providers, most would agree that the financial ramifications of long term commitments for medical real estate space will continue to weigh heavily on growth in people or technology. Some see real estate as a cost of doing business, yet, we attempt to dispute this notion and advise that it can be a tremendous avenue for personal wealth if performed with diligence and comprehension. The leasing vs. ownership model for a medical building still significantly benefits the providers seeking to purchase or development. That said, is the advantage of real estate ownership appropriate for you and your organization?

Providers, especially small to mid-size physician practices, need to answer several questions in order to determine if ownership is the right strategy going forward.

  • Will the provider own the building alone or should a joint venture with other practices be considered?
  • Will partnering with a hospital be considered?
  • Will a third-party developer or investment partner be considered to help guide the practice through the development process?
  • What are the front-end cash requirements?
  • What is the tolerance for debt guarantees?
  • How does ownership align with long-term practice strategies or goals?
  • What is a viable exit strategy?

The answers to these questions will help guide the physician group (and broker/developer/investor) to the right decision regarding equity participation in a medical office project. In today’s tight lending environment, the more cash invested, the better the borrowing terms available. Although borrowing for commercial real estate today has become increasing more challenging, especially compared to residential, we routinely take calls from lenders who will fund medical single and multi-tenant buildings by qualified buyers that will use the space.

How will the provider’s occupancy help to determine the cost of the building? Follow me here, as this is difficult for medical tenants to grasp. Rents are based on the cost of the entire project and cost of borrowed funds along with the return on cash investment desired, rather than the availability of space. In today’s medical real estate investment climate, the typical cash on annual return ranges from 9% to 15% per year based on a fully occupied building. As time lapses and rents improve, two favorable investment events happen: The cash return increases on an annual basis, and the market value of the property increases. Both of these events create increased value and wealth for their owners.

The inherent risk is the inability to maintain building occupancy with a practice group or medical rent-paying tenants. Empty buildings are extremely volatile and difficult to price. Prices parallel the availability of space coupled with the absorption of space in the regional and local marketplace. Rarely do vacant buildings increase in value unless the land underneath appreciates in value.

If you have a question regarding leasing, ownership, or simple investment into a medical building, please contact MREA at 713.701.7900.

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Medical Office Buildings: A Class Of Its Own

Ninety-nine percent of real estate service platforms consider office and medical office one in the same. They are not. There are numerous differences between medical office space and standard office space. The most obvious are rental rates, expenses, tenant mix, construction costs, tenant improvement allowance, and building features such as elevators and parking. In addition, the proximity and the financial condition of an adjoining hospital should be examined. These examples do not even begin to touch upon the intricacies within the healthcare system itself, which is of unique consideration when purchasing a medical office building.

Medical office buildings (MOBs) are deemed “specialty use” real estate. From our perspective, many lenders will consider financing MOBs, but most lack the experience in transactions or simple dealings. Thus, identifying capable players within this asset class is critical. Whether traditional debt, fully amortized structures or even shorter term, higher leverage deals, the MOB is becoming a greater diversification tool for lenders and investors alike.

While government involvement has had a tremendous impact on the past, present and future of the healthcare industry, demographic changes that include an aging population and a increasingly informed and health conscious society is guaranteed to increase demand for years to come. Consolidation will remain a continuing trend for practice groups that lack association with stronger, more diverse physician networks and/or hospital systems. This will have a negative impact on buildings with small, not very well connected and/or aging physician groups.

As for funding, financial sponsorship remains essential to MOB transactions, especially off-campus assets. Here, owner-occupied doctor groups or hospitals themselves receive favorable underwriting treatment. The commitment to their investments and their businesses will be of tremendous importance. Of greater impact is sponsorship that features a commercial real estate firm or private equity company who joint ventures with tenants. Some of the most aggressive lending structures are dedicated to this type of partnership.

Lenders prefer on-campus MOBs, however locating and underwriting these investments can become complicated due to bond financing or land lease issues. Thus, finding the medical office property within the tight radius of the hospital might just be as easy to work, if not easier.

In terms of the lender’s perception of the development and ownership of real estate, a lot has changed after a strong run in the middle of the last decade. Healthcare is no longer deemed recession-proof and, without government support (loose term), it instead operates like the majority of for-profit businesses which became severely impacted by the credit crisis of 2008/09.

While this distinct type of investment is certainly not immune to the juggling act that is supply and demand in a highly levered world, as the economy rehabilitates, the medical office building is becoming one of the most aggressively sought after asset types within the healthcare real estate sector. Call 713-701-7900 to request assistance with one of our several MOB opportunities.

Stop, Go, Stop, Go, Stop…Go!

2012 is shaping up to be a good year for commercial real estate practitioners with a recession now becoming less of a reality.  By simply observing search queries that funnel to this blog (by no means an economic indicator), it would appear that we will see steeper interest in the consummation of land purchases for proposed developments, as well as the disconnection of locked down building construction plans.

It is our responsibility to observe and record trends on how the money migrates within commercial real estate sectors to properly advise our clients within health care.  And, over the past few years, we have remained exceedingly cautious in advocating large, speculative investments into the sector.  As my financial advisors always remind me, the trend is your friend and the trend remains down.

But, as the stock market has remained trapped in a trading range for more than a year, coupled with a stable outlook for real estate investment trusts (REITS), where pent up demand has the potential to make a bold re-emergence, our interest, as well as our clients, is certainly improving.

As for a simple analysis on capital migration, the last year+ has witnessed investor interest rocket higher in areas such multifamily and farmland with, and without, fundamental, long-term supportive cases for upside to continue within the either sector.  See, one investment type can be characterized as deflationary and the other inflationary, and both are highly speculative with the potential be burned if the glut of homes is efficiently dealt with and economy/dollar stabilizes.

This type of investment activity implies that money is burning holes in the wealthiest of investment capital and/or non-domestic capital is playing a larger role than is being reported.  In any case, this risky capital allocation suggests that once a firmer footing in the economy is gained, the beaten down sectors within commercial real estate sectors will see tremendous activity.

What are indicators that suggest money is moving into commercial real estate?  Certainly, studying the largest investment houses is important, but also leasing activity through tenant relocation or expansion is another.  From a middle market perspective, we believe keeping an eye on investment in land by seasoned developers or JV interest in more speculative plays could be the catalyst in determining when to enter the neglected business investment sector.  For instance, if news publications get a hold of large plots of land or large urban infill tracts transferring, it may be time to contact your brokers again.

Until then, we are all running the red light.

Hospital Real Estate Strategy: 2012 and Beyond

The following approaches, which are being implemented by hospitals and indicative of the strategies that our firm is undertaking, are beginning to take effect across the nation.

Monetization.

For an example, Baylor Health Care System chose to extract capital from its existing medical real estate portfolio through a real estate monetization process. In addition to generating funds that could be used to support new strategic initiatives, the system’s leaders believed that the proceeds generated from the disposition of to-be-constructed and existing facilities would enable the organization to obtain more favorable debt yields, as the liquidity from the monetization was perceived as a positive offset to the new liabilities it will pose. In this case, the health system started the initiative by identifying and qualifying real estate advisors. The organization selected an advisory group that had the capabilities of analyzing both owned and leased real estate, had access to an extensive database of investors and developers, and was experienced in working with physician real estate owners. After running a competitive bidding process, the health system selected one group to acquire its real estate portfolio. The transaction generated a tremendous amount of liquidity for the health system and created a future real estate partnership. The formal transaction process also served to inform major healthcare real estate investors/developers of the health system’s growth strategy. Doing so has created a potential set of financing options for the organization’s future real estate development capital needs. Any monetization process does not come without its challenges, however, given the fact that several potential parties may become involved (health systems, developers, investors and physician group owners, international, etc) seeking to purchase the facilities, all with separate, unique objectives. Also, the time required for the ideal purchaser to perform due diligence is usually much longer than what is anticipated. However, if the purchaser is knowledgeable about keeping open transparency, it alleviates the concern that may be among the staff and physician groups who have knowledge of the potential transaction.

Renovation.

Another approach that which will save cost and time, one that we will see for years to come, is to renovate existing facilities rather than building new. Clear Lake Hospital recently decided to redevelop/expand the woman’s and children’s units as well as the Heart and Vascular unit. They are incorporating a new 150,000 square-foot facility Patient Tower with state-of-the-art operating rooms, pre-operating and recovery rooms plus a 30-bed adult ICU. As hospitals will continue their growth via acquisition or partnership with physicians, new facilities are necessary in a competitive healthcare arena. As hospitals slow their growth, they will monetize and either pay down debt, growth through outpatient facilities, search for other partnered projects or renovate other existing facilities.

Cost Control.

Materials costs are another area that hospitals will be more aware for expense control. As an example of this approach, a hospital that our firm has negotiated, sought bids for the development of a new satellite medical office building. The process yielded many proposals, but one developer’s proposal to use tilt-wall construction for the building, rather than a more costly method, was deemed more favorable than the others. The developer’s construction budget was approximately a moderate percentage lower than that of other bidders. After careful consideration, the hospital ultimately chose the developer for the project—with favorable results. By keeping the construction costs low, the facility has been able to attract tenants with market-competitive rental rates as well as construct a well built facility that will endure the elements.

Joint ventures.

Real estate owners have enjoyed attractive financing by using sizable portfolios of real estate as collateral for bank loans or lines of credit. Hospitals that partner with a real estate investment trust (REIT) or a private real estate company can also benefit from the partner’s core “real estate competency.” For example, real estate companies are able to bring services such as property management, development, and space planning services to the hospital’s assets. Some also are able to share savings related to the packaging of the medical facilities that they may acquire or develop, creating cost savings opportunities through economies of scale. As is typical of such arrangements, once the medical facility was completed, the real estate owner became the landlord and leases the facility back to the hospital, thereby allowing the hospital to simply play the role of tenant and focus on its core competency: providing healthcare services. This underscores the symbiotic relationship between real estate owners and their healthcare clients which will be more prevalent in the future as hospitals exit the real estate business. The owner-partner will rely on the medical tenants’ present and future credit quality for their own cost of capital, so they have an incentive to align their interests with those of their tenants. This relationship between the hospital and the real estate capital source allows the hospital to focus its funds on its core mission.

Robert S. “Bob” Lowery is Managing Partner with MREA | Medical Real Estate Advisors, a full-service Houston-based healthcare real estate firm.

When Will Liquidity Shift Into Commercial Real Estate?

As most finance professionals will tell you, and ever since 2007, when the liquidity died in failed financial instruments, we remain in a period of high volatility created by tremendous liquidity shifts.  Most of the  liquidity that has been created in the past is now attempting to find yield in hot sectors, with others left abandoned until the appropriate time to jump back in.
The assets that receive attention from the ‘sloshing around of capital’ are very liquid.  Well, they remain liquid until something changes or bubble pops.
The ease of the flow has been interesting to watch, similar to a far reaching fireworks display.   Because capital can flow so freely from market to market, or country to country, and this flow can take place almost immediately, various segments of the capital markets can see enormous activity as sentiment or information changes.  As long as the markets remain liquid, the movements will continue until the volatility is erased.  This would suggest that the global economic environment settles into a more normalized risk assessment model.
But, as most commercial real estate professionals will admit, it is the ease of this flow that creates issues, specifically for our slow moving asset sector.  It is no doubt that more global interconnectivity and less US regulation will need to occur to stifle this increased volatility, but of greater importance to the professionals in the sector, it will remain a wait-and-see time period until this massive fireworks display hovers over the sector.  When it happens — BOOM!

What is Wrong With Commercial Real Estate?

It has been well documented that commercial real estate prices have dropped significantly since 2007 and continue to suffer today, albeit a push forward in 2010.  As a practitioner in the ‘middle market’ then, and today, the disruption to the commercial real estate flow and communication has been nothing but extraordinary.

The decline is the result of three very simple causes that most of us have a tendency to forget.  The first reason for reduced prices is the downward pressure on rents and increasing vacancy rates.  The second is increasing capitalization rates and third factor can be considered a result of the first two results – rising capital requirements.

The easiest way to obtain a value for commercial real estate, especially when comparables (recent sales) are so few, is by dividing the net operating income of a property by the capitalization rate. The capitalization rate is the market’s way of quantifying the risk for the collection of an income stream in the future. Capitalization rates are affected by macroeconomic factors such as liquidity and taxing, and microeconomic factors such as local unemployment rates and supply and demand of the certain type of asset. A lower capitalization rate will result in a higher property value and a higher capitalization rate will result in a lower property value. Capitalization rates are problematic when a market is in flux, as ours continues to be, where there is limited liquidity and decreased demand.

For all of the commercial real estate (excluding multi-family), capitalization rates have increased significantly since 2007, which has in turn tormented appraisal values for commercial real estate. As a result, many borrowers, those who have paid their making monthly mortgage payments on time, have found themselves in technical default because of low appraisal values that do not satisfy loan-to-value requirements.

This is a significant problem and poses the greatest risk of continued pressure on prices.  That borrowers of performing assets are finding themselves in maturity defaults, unable to refinance expiring debt is commercial real estate’s largest issue. Unlike residential loans, which can fully amortize over a 30-year term, permanent commercial loans normally partially amortize over a 5, 7, or 10-year term. As a result, the borrower must refinance a balloon payment at these intervals.

As stewards of the industry, we hope to allow the free market determine the income stream, or risk, that is required for investor demand to re-enter the market and price stability to occur.  Until we are able to obtain a clearer picture of what the future may look like, capitalization rates will continue to rise as the industry is deemed ‘too risky’ to enter.

Healthcare Real Estate: Past, Present, and Future

Continuing on our path towards emerging from what some have considered the worst downturn since the Great Depression, the majority of the Greater Houston medical landscape has weathered the storm in good shape. Now, with the advent of healthcare insurance reform, many supply-demand economists are predicting a solid future for the healthcare real estate industry and its continued growth.

Availability of Capital

Although medical real estate did not experience the same severe disruption to capital lines that commercial real estate faced in late ’08 and through ’09, capital remained available to the sector; albeit at a higher cost. Debt financing demanded greater equity, higher pricing, guarantees and committed take-out financing, which made it it difficult to finance real estate projects. Many institutional investors were on the sidelines. However, the projects with average to good fundamentals were funded.

From this experience, the industry was forced to adapt to a lower tolerance to risky ventures. Thus, due to this collapse in rick beginning in ’08, we can guarantee investors will no longer come to expect 90 percent debt financing, sub-6.25 percent cap rates and lax underwriting by lenders. Significantly higher equity requirements, a strict focus on Class A and newly built  properties, rigid due diligence procedures, and higher pricing have become the standard.

Pre-2008, many of the larger banks consumed financial instruments that we now know were toxic waste, subprime mortgages being the most publicized. In 2007, and well into 2008, banks were issuing funding commitments on development projects with 0-25% pre-leasing. When the credit markets turned south, most of those projects were canceled, foreclosed upon, or the related hospitals booted the developer and either shelved the project or turned it over to another managing entity. Those institutions that maintained sensible lending criteria and stuck to their knitting remained in the market and found a loyal group of developers/borrowers. Lender due diligence has become more rigid. Pre-leasing requirements of 65-75 % on new development projects are now required.

Unfortunately, many real estate practioners are attempting to enter this sacred market without ever stepping a toe in.  These recent entrants into the market will find themselves redlined and eliminated from further consideration, due to a lack of reliable capital, a depth of experience, or both.  On top of this, the relationships that have been developed by hospital to physician, physician to physician, and physician to developer requires a long history of accomplishments prior to jumping in head first.

Hot Investment Sector

Throughout the recession and the credit crisis, an imbalance between the supply of buildings and the capital seeking to acquire them has caused values to remain buoyant. Prior to the recession, capitalization rates were firmly trending downward, driven by higher prices and sustaining a seller’s market. Cap rates were in the mid- to low-6s with a few trades breaking the 6 percent barrier. Once the recession hit, the volume of transactions subsided as credit was difficult to obtain, driving down values and sending cap rates north of 8.5%. Meanwhile, most medical buildings continued to exhibit strong fundamentals during this period, unlike commercial office, industrial and retail properties which have suffered increasing vacancies, delinquent tenants, past due loan payments and lenders calling loans.

This imbalance is more pronounced today as institutional investors such as REITs are flush with cash seeking quality investments. Hospitals are the main source of supply as they consider monetization strategies to sell non-core real estate assets. Because a financial strategy of diversifying capital sources is gaining strength among the hospital community, the volume of monetization transactions and outsourcing new development projects to ‘established’ healthcare real estate players should increase. There is ample capital awaiting these opportunities.

Search for Stability

Many hospitals and health systems suspended projects during the recession. Why? Inaccessibility of capital, weaker operating performance due to declining patient revenue and increasing bad debt and charity care, uncertainty surrounded the economy and employment, and the political gamesmanship regarding healthcare reform. Even when capital was available, hospital CEOs and their staffs made strategic decisions to delay expansion efforts because of these market uncertainties.

Overarching all of this, however, is the future pace of an economic recovery. As of today, economists are debating the threat of deflation, a double-dip recession, and the potential onset of inflation. We are in tenuous economic times, both domestically and internationally. Consumer confidence is lower than estimates. Housing prices continue to search for a bottom. Commercial real estate loans are defaulting at an alarming pace. Corporations hoard cash awaiting the next economic shoe to drop, thereby delaying capital spending… hiring. Until the economy finds its footing, our country will face high unemployment rates, depressed capital spending levels and consumer cautiousness. Healthcare providers will continue to struggle over decisions to proceed with new facilities.

Construction Costs..Up or Down?

One of the recession’s benefits has been the resulting decrease in construction labor and materials. Depending on the region of the country, developers have experienced a 10-20 percent reduction in construction costs over the past 18-24 months. This phenomenon, though, may be short lived as the market has experienced increases in most construction items. However, with little competition from the commercial real estate market for new construction resources, stable construction prices may prevail a bit longer.

A Final Word

All  said, where the healthcare real estate industry goes from here may appear promising or frightening, depends entirely on your working experience within the sector.  While I would implore real estate professionals to always seek more education and relationships within this sector, be prepared to serve an already serviced industry.

A Status Update on Banks, Credit and CRE Loans

From the Daily Capitalist:

I want to follow up on several things I mentioned yesterday, mainly the state of banks and credit in America.

In yesterday’s article, “Goldman Says Fed May Need To Print $4 Trillion To Start Inflation,” I said:

Before we get back to the Fed, I think it is important that we are seeing a growing trend in regional and local banks to dump nonperforming assets. This is critical to any recovery. Banks have been reluctant to foreclose on commercial real estate (CRE) for a lot of reasons, but mainly that it would negatively impact their Tier 1 capital. Recent reports show that they are making money mainly by releasing nonperforming loan reserves which were set aside to reserve against loan losses. This indicates that they are more aggressively dumping nonperforming loans. In the banks surveyed by American BankerFifth Third, BB&T Corp., SunTrust Banks Inc., First Horizon National Corp., Comerica, M&T Bank Corp., and TCF Financial Corp., all were selling off hundreds of millions of dollar of CRE and more aggressively foreclosing on residential loans.

Based on the data I am seeing, it appears that banks, especially the regional and local banks, are starting to solve their nonperforming loan problems. This is very relevant to the credit crunch we are having. There are two aspects to it. First is that banks have tightened credit because they are unsure of the future with a ton of problem commercial and residential real estate on their books. They would rather hold on to their capital until they see a recovery in the economy. Second is that businesses aren’t borrowing, at least not as much as they would if we were in a recovery. Business owners also see uncertainty ahead because of a lack of consumer demand and because of the impact of Obama’s legislation and the political future (regime uncertainty).

There are two bits of data that are actually encouraging in the face of a lot of bad data. I will describe them and then put them in perspective.

First, regional and local banks are reducing their problem RE loans, mainly CRE loans. Instead of extend and pretend, they are starting to foreclose and sell off the properties, as noted above. Since these banks are the source of loan capital for most small businesses (under 500 employees) who create half of the jobs in America, it is important for a recovery that they clean up their balance sheets, raise new capital, and prepare for the future. They have a lot of incentive to do this since the large banks see a promising business strategy by poaching on their territories.

This fact is showing up in the following nonperforming loan data:

As you can see these nonperforming loans of small banks ($1B to $10B) are starting to flatten out for the latter part of 2010.

Also, as evidence that they are disposing of the loans or the foreclosed properties, their loan loss reserves are also declining. What this means, as noted in the above quote, as loan are dealt with, banks can remove capital from reserves and that shows up as revenue for them. See this chart which shows a reduction in loan loss reserves starting in about Q2 2010 — the first time since Q4 2009:

Don’t get too excited because consumer loans are still way down:

But there is a change in business loans from all banks. This chart shows YoY percentage change in business loans:

This chart is a bit exaggerated to show the change in percentage terms, and it is significant, but it distorts the data. Here is a chart showing loans of large commercial banks:

It is flattening out, a good sign as it has stopped declining.

You would think that if banks are making loans to some businesses, then it should show up in a reduction of banks’ excess reserves, and it does:

Another look (from Bloomberg):

As you can see, there is about a $100 billion reduction which has found its way into loans. Not huge, but not insignificant. The major banks are all reporting very modest loan gains from mid-size companies. This is significant because it is the first time since the crash in 2008. Note that the big 500 don’t need banks as much since they have access to the commercial paper and debt markets.

This is starting to show up in money supply. The True (Austrian) Money Supply has been rising, some from lending activity and some from QE1. Michael Pollaro, who collects this data says:

The money supply aggregates based on the Austrian definition of the money supply (TMS) continued their recent surge, with narrow TMS1 posting an annualized rate of increase of 10.7% in September and broad TMS2, The Contrarian Take’s preferred money supply metric, posting an annualized rate of increase of 16.5%.  As a result of this surge, the year over year rate of increase in The Contrarian Take’s preferred TMS2 metric has risen to 11.2%, 5 bps higher than August’s 10.7% and 9 bps higher than July’s 10.3%, the month of its most recent year over year low.  September not only marks the 21st consecutive month of double digit increases on TMS2, but as discussed below, may suggest a brewing acceleration in what is an already high rate of monetary inflation.  This even without the help of QE II.

Is there a trend? I think it is with regard to banks cleaning up their nonperforming loan portfolios. Word on the street is that investors are taking these projects off the banks’ hands after hard bargaining. While one could say that these investors are suckers, real estate investors take a longer term view of the world and cycle after cycle, the money is made at the bottom, buy-low-sell-high conditions. It takes a certain amount of guts to do this.

With the nonperforming loans at a ratio of 2.5% of all loans, normal being about 1.0%, we seem to have quite a way to go. But the important thing to keep in mind is that it is finally happening.

Will loan demand improve? This is the big question. A lot depends on political conditions and the ability of the government to keep its hands off businesses.  If the Democrats lose the Senate and/or shave down their House majority, legislative gridlock will be good for business. Perhaps even some of the more egregious aspects of Obamacare can be delayed or stopped. Perhaps the wasteful fiscal stimulus can be stopped. Watch and see.

A lot of it also depends on how much inflation the Fed will generate through QE2. If we have 2% price inflation, then demand will pick up temporarily and we’ll see a mini-boom from the new QE2 money. It will be another fake boom, but I’m not sure most businesses or consumers will understand that. How long it will last is anyone’s guess, but, because I believe we haven’t created enough real capital to sustain a real recovery, I don’t think it will last long. If inflation really takes off, then loan demand will fall as high inflation ruins capital investment, and the economy will stagnate and unemployment will stay high (stagflation).

CRExtract 10.20.2010

FDIC Aims to Shed Some Real-Estate Assets - With more banks collapsing because of commercial real-estate lending, the Federal Deposit Insurance Corp. is working on a new way to sell failed banks’ hard-to-value real-estate assets back to the private sector, according to people familiar with the matter. Up until now, the FDIC has mostly sold soured property loans to investors in partnerships with the agency. These arrangements enticed private investors to buy distressed real-estate assets while giving taxpayers the opportunity to make money should the assets rise in value. But as the volume of real-estate loans mount, the FDIC now is looking to bundle and sell some of them as commercial mortgage-backed securities, or CMBS. The agency is expected to launch its first CMBS deal, expected to be backed by at least $500 million of performing commercial mortgages, by the end of this year or in January, the people said. WSJ

$97 Billion Targeting U.S. Real Estate in 2011 - A new study by DTZ Research, a division of British real estate services firm DTZ, finds that global investors are prepared to plow some $97 billion into the U.S. commercial real estate market in 2011. That represents a 54% increase over DTZ’s previous estimate in December 2009, the same month it launched the study.On a global basis, DTZ estimates that $281 billion of capital will be available to invest in global real estate in 2011, a 22% increase over its previous estimate.The firm’s latest The Great Wall of Money report analyzed the capital being raised by an extensive range of investor groups. The greatest increase in available capital is forecast to be focused on the U.S. ($97 billion), which is in line with the “DTZ Fair Value Index” score of 89. That score indicates that most markets in the U.S. now offer an attractive opportunity to investors. NREI