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Community Healthcare Trust's Q1 2025: Unpacking Contradictions in Occupancy, Tenant Management, and Acquisition Strategies

Earnings DecryptTuesday, May 13, 2025 11:09 am ET
2min read
Occupancy expectations, tenant on watchlist and crisis management, funding strategy for acquisitions, tenant resolution and lease payment, acquisition strategy and pipeline are the key contradictions discussed in Community Healthcare Trust's latest 2025Q1 earnings call.



Revenue and Financial Performance:
- Community Healthcare Trust Incorporated reported total revenue of $30.1 million in Q1 2025, representing a 2.5% annual growth over Q1 2024.
- The growth was driven by incremental revenue from late 2024 acquisitions, seasonal increases in operating expense reimbursements, and rent and interest payments from a geriatric psychiatric hospital operator.

Dividend Increase:
- The company declared a dividend for the first quarter, raising it to $0.47 per common share, equating to an annualized dividend of $1.88 per share.
- This increase marks the continuation of a trend where the dividend has been raised every quarter since the company's IPO.

Acquisition Activity and Pipeline:
- During Q1 2025, Community Healthcare Trust acquired a behavioral residential treatment facility and signed definitive purchase agreements for seven properties.
- The company maintains a strong acquisition pipeline, with plans to close on properties throughout 2025, 2026, and 2027. The focus on acquisitions is balanced by the need to maintain modest leverage levels, affecting capital allocation decisions.

Geriatric Psychiatric Hospital Operator Challenges:
- The company's geriatric psychiatric hospital operator, a tenant in six properties representing 79,000 square feet and $3.2 million in annual base rent, continues to face operational challenges.
- The operator is evaluating strategic alternatives, including the potential sale of all or selected hospitals within its portfolio, with the process expected to provide more certainty by the end of Q2 or early Q3.

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