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The overarching future storyline 
for HTA is the certainty of growth 
in the healthcare industry. “The 
demand for medical care is going 
to continue to increase,” Armstrong 
says. “The need is always going to 
be there.” 

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 The team is excited 

about strategically adding scale 
in regions and markets like New 
England and Boston Area, where 
under Peters’ leadership, HTA 
expanded its portfolio by invested 
dollars to exceed $1 billion and 
$385 million respectively. “We 
look forward to aggressively 
continuing to acquire properties in 

a disciplined ‘rifle shot’ approach, 
as part of a larger strategic vision. 
Our senior team is committed 
to maintaining a conservative 
balance sheet and benefiting 

from our low cost of capital in 
order to make these accretive 
investments,” Atkinson says. 

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Closer to home in Tucson, there 
will be significant improvements 
made to HTA’s La Cholla MOB 
in Tucson, which is adjacent to 
Northwest Medical Center.  Other 
local projects include a renovation 
at HTA’s Phoenix Baptist MOB.  In 
total, approximately $4 million in 
capital and tenant improvements 
have been injected into Phoenix 
properties including facilities 
with higher occupancy rates. 

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HTA continues to advance their 
brand in the MOB space with a 
strategic excellence and a tactical 
granularity,” Hunt says. “Phoenix 
has been one of our key markets 
for the last decade. We have 
developed dedicated, long-term 
relationships with our healthcare 
systems and key physician groups 
and we want to continue to create 
value in this sector while exceeding 
expectations.” 

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 HTA CEO Scott 

Peters and the senior management 
team are committed to HTA’s 
disciplined strategy to own, operate, 
and grow a best-in-class portfolio 
of MOBs and most importantly to 
continue to achieve superior results 
for HTA’s shareholders. 

Amidst the political discussion of repealing and replacing of the Affordable Care Act, Atkinson states 

“we invest in assets leased by the top health providers that are best equipped to withstand shifts in 

health insurance coverage, reimbursements, and regulations. With over 10,000 individuals turning 65 

every day, there will be continue demand for medical office space. These dynamics contribute to HTA’s 

staying power despite regulatory shifts.” 

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 Creating a more client-centric offering in their markets will 

still be held as top priority. “Locally, we have both on-campus and off-campus MOBs, which provide 

our tenants with the opportunity to offer their patients choice and access, and as a result, our tenants 

can take advantage of leasing space from the same owner in different submarkets. In fact, a number 

of our tenants have more than one location within our portfolio.”  Hunt says. 

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 The professional trio 

also sees MOBs becoming more customized as clients demand space that will benefit the physicians, 

staff and patients further. “We are definitely seeing an increased demand for more customized tenant 

spaces,” Armstrong says. 

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 Another trend that is becoming apparent is a shift toward “community core” 

locations, where academic centers, hospitals, and physician groups are located within close proximity 

to one another. Atkinson sites an example locally is HTA’s Desert Ridge Medical Campus, consisting 

of 2 MOBs leased to approximately 30 tenants in 118,000 SF. This campus is located in the heart of 

Desert Ridge within minutes of at least four different hospitals. Another example of this new model is 

in affluent White Plains, New York where HTA owns a 260,000-SF campus comprised of six buildings. 

“The campus includes over 40 tenants practicing a variety of healthcare specialties, and is anchored by 

market-leaders including White Plains Hospital and WESTMED Medical Group,” she says. “In both 

examples, the tenant composition drives great energy and referral patterns between practices.”

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