Q3 2024 Acadia Realty Trust Earnings Call

AJ Levine

Thanks Ken. Good morning, everyone. So we have a lot to go over this morning. So I’ll start with an update on internal growth and we’ll finish things off with an exciting update on our Henderson portfolio down in Dallas. So jumping right into leasing and internal growth in the third quarter, we signed a record $7 million in core leases and we’ve already exceeded the total volume of leases signed in 2023 with another quarter of leasing ahead of us.
We’ve increased the SNO pipeline to $10 million and with no signs of a slowdown, we have several more leases in advanced stages of negotiation. In terms of fundamentals, our tenant sales continue to grow and remain well above where they were in 2019. And when we speak with our tenants, they’re telling us that positive performance in relation to 2019 continues to outweigh any concern around short term choppiness and they remain focused on long term growth.
A direct to consumer or DTC, brick-and-mortar strategy is priority number one for our retailers, that includes categories that may have historically relied more on wholesale and department stores like luxury, advanced contemporary and aspirational, and that sentiment is reflected clearly on our high growth streets including SoHo, Williamsburg, M street and Georgetown and at our newly acquired Bleecker Street portfolio.
DTC allows our tenants to better control the brand narrative and how they interact with the consumer. It allows them to better control pricing and have better control over which other retailers to cluster with to create the most productive ecosystem to drive sales. And with the data that’s available to today’s tenants, they are making informed disciplined decisions around where to open stores and the rents that they can afford to pay, more than any time in the past, tenants know very clearly where their customers are and where they can operate a profitable store.
A healthy tenant along with a very favorable supply demand dynamic allows our leasing team to continue to improve the merchandizing on our streets with more dynamic, higher volume tenants which will in turn drive sales and over time increase rents. We’ve continued to watch this dynamic play out on streets like Armitage Avenue where rents have increased 20% over the last year and 50% since 2019.
In the third quarter, on Armitage, we signed new leases with Levain Bakery and the contemporary fashion tenant rails both at healthy double-digit spreads. In terms of merchandizing, rails is just one of the many contemporary tenants that have shown up in our markets like SoHo and M Street as they shift away from wholesale and towards a direct-to-consumer strategy. And Levine, who has been a long term tenant of ours in Williamsburg and has a presence on a number of our streets. We’ll add a new F&B component to Armitage and drive a new layer of traffic that will benefit the entire street.
We’ve already seen it happen firsthand in Williamsburg, on M street in Georgetown, on Newbury Street in Boston and elsewhere. And it’s that depth of experience and insight that tells us who we can add to our streets to drive overall market performance in another word, curation. On Michigan Avenue, we are increasingly encouraged by the interest and activity we’re seeing on the street and this past quarter at 664 North Michigan, we successfully signed a lease with the fashion brand Mango for the entire building which includes approximately 8,000 square feet of ground floor space.
And just a few blocks north on the Gold Coast we completed a new lease again for the entire building including approximately 4,500 feet at grade with an exciting New York based fashion and lifestyle brand. And we are actively negotiating a lease with another leading fashion retailer for our final vacancy on Walton Street which we expect to have signed in the coming days.
Elsewhere in the portfolio, we’re seeing continued growth in both sales and rents and we’re especially encouraged by the recent additions to our existing high growth streets doubling down in markets like SoHo, Williamsburg and M Street. And expanding into new markets like Bleecker Street will continue to provide fuel for future internal growth. In SoHo for example, rents are up double-digits year over year and 30% to 40% since 2019.
Over the last year in our portfolio alone, we’ve added great luxury and advanced contemporary brands like Zimmerman, STAUD and Madewell and the market continues to see a steady influx of today’s most relevant brands like Kate, Valentino, Jacquemus and Tatum.
Now with the recent acquisition of two more storefronts on Green Street between Prince and Spring, along with the Bang & Olufsen we already owned on the block. We can control a meaningful portion of the most coveted luxury block in SoHo with neighbors including Louis Vuitton, Dior, Stella McCartney and Cartier. This will give us 17 storefronts in SoHo, which is an essential market for our retailers. And the team is excited to get to work prying loose those under market leases and taking advantage of the incredible growth we’ve seen over the last several years.
Williamsburg is another market that has seen rents grow 40% to 50% since 2019 and 10% to 15%. Over the last year alone, Williamsburg has firmly established itself as a must have location for brands like Lululemon, Alo Yoga, Sephora, On Running, Off and now Hermes by purchasing older vintage leases with short term expirations we can get to work extracting that embedded rent growth. And again, because of our history in the market, we can see firsthand how demand continues to outpace supply and drive rents.
Turning to Bleecker Street, as Ken mentioned over the last several years, Bleecker Street has emerged as a highly coveted landing spot for many of the same advanced contemporary and luxury brands that we’ve seen in markets like Madison Avenue, M Street, Melrose Place and the Gold Coast. And while we’re entering Bleecker Street in the relatively early innings, it already shares many of the same attributes as our other high growth markets.
High demand and extremely tight supply, a noticeable improvement in sales performance resulting in healthy tenants and has recently emerged as one of New York’s premier shopping destinations, with where we see sales and rents today on Bleecker. It’s clear that we’re entering the market at the opportune time to capture significant rent growth moving forward. And to M Street, we’re in the third quarter, we successfully signed two new leases including a new 5,000 square foot Tesla flagship.
The story in Georgetown continues to be a pivot away from older mall brands and towards more dynamic higher volume retailers. We know from our portfolio that year over year sales growth is north of 10% and several of our tenants have experienced over 40% sales growth since 2019. Demand on M Street has never been stronger. And with the addition of several great brands like Alo Yoga, Vuori, Skims, Cezanne, Veronica Beard. We expect demand to only accelerate as we continue to curate the street.
And last but certainly not least, we are excited to announce that in partnership with Mark [Minter], Tristan Simon and their team at Ignite Rebs. We have kicked off the next phase of our Henderson portfolio in Dallas. We first entered Dallas in 2022 by purchasing 15 retail buildings on Henderson Avenue with younger tenants in place like Tecnobus and Warby Parker, a Sprouts Market as well as a fully entitled bland parcel.
At the time, it was clear that the center of gravity in Dallas had for years been shifting towards the Knox Henderson Corridor. Additionally, there was a noticeable void in the market for a walkable open air shopping district where today’s most relevant and contemporary tenants could cluster and thrive. Henderson Avenue was clearly a diamond in the rough.
Since that time, we’ve seen firsthand rents grow between 40%, 50%. Sales today on Henderson are on par with markets like Armitage Avenue, but rents are half as high. Now after years of patience and planning, we are adding the next phase of retail on Henderson. The project will consist of 10 architecturally distinct buildings and will be completed in several phases with an incremental project cost of approximately $100 million.
This highly curated retail is designed to appeal to the same tenants you’ll find on our other high growth streets like SoHo, M Street and Armitage. Those tenants have been eagerly awaiting the next phase on Henderson. And just two weeks after breaking ground, we are already in negotiations with over a dozen retail brands. Upon completion in 2027, Henderson will emerge as one of the most vibrant stretches of walkable street retail in the country. And we expect rents on the street to stabilize at levels on par with our other more established high growth streets. In the meantime, we will continue to keep you updated as we make progress towards stabilization.
So all in all another exciting eventful quarter and now I will turn things over to John.

John Gottfried

Thanks AJ and good morning. We have had another busy and productive quarter. As Ken mentioned, three key things are becoming increasingly clear to us. First, our balance sheet is right where we want it. As the capital markets opened up, we move quickly securing over a $1billion of debt and equity capital. And not only did this allow us to achieve our targeted ratios and liquidity, we were able to do it on a non-diluted basis.
Secondly, our multi-year core internal growth remains intact. As our team continues to beat our leasing goals both in terms of deal volume, along with the rents we are achieving, we have increased confidence and visibility on not only meeting but exceeding our multi-year internal growth goal in excess of 5%. And just to highlight this 5 percentage plus growth is even before we layer in the creative impact of the external growth that Ken just discussed.
And finally, external growth. As Ken mentioned as the bid as spread narrowed, our team moved quickly to lock up over $0.5 billion of accretive investments that were in our pipeline. So when we put these three pieces together, our business is poised to achieve a powerful combination of internal and external growth, which is fueled by a strong balance sheet that has both the liquidity and flexibility to fund it.
I’m now going to spend the next few minutes highlighting on some of these key highlights starting with our balance sheet in a short period of time and on a non-diluted basis, we completed approximately $1.5 billion of debt and equity transactions resulting in a reduction of our debt to GAV to about 30% along with reducing our debt to EBITA ratio in excess of a full turn to 5.6 times.
Have to be clear the 5.6 times is our total debt to EBIDA ratio inclusive of our share of debt from the investment management business, which means that on a standalone basis or core debt to EBITA is about a half a turn lower.
Additionally, with the strong support of our banking partners, we increased our revolver capacity again during the quarter, doubling it over the course of the year to $525 million with virtually no amounts currently drawn on the facility. And we have no meaningful core debt maturities until 2028 along with a fully hatched balance sheet for the next several years, which means that our internal growth of 5% plus will drop to our bottom line.
And a final point on the balance sheet, we have secured the capital that we need to close our pipeline. Thus, our balance sheet has the flexibility and liquidity to continue to transact on the accretive external growth opportunities that we are seeing. And as evidenced by the equity issuance that we completed a few weeks ago, we will continue to match fund our external growth on a leverage neutral basis to ensure that not only do we retain our balance sheet strength and liquidity, but that we proactively lock in our cost of capital to achieve the day one earnings and NAV, the accretion that we target on each transaction.
Moving to our quarter results along with an update on internal growth. Consistent with the quarterly run rate that we laid out a few calls ago, we reported FFO of $32 a share which reflects sequential growth of a $1 along with year over year earnings growth of $5 a share or 20%. When excluding the realized gains on our Albertson shares.
We have also successfully maintained our full year guidance and this is even in after taking into account the $320 million of equity, representing over 10% of our market cap that we issued over the past few months to pre fund our acquisition pipeline. Thus, we continue to reaffirm our projected range of $32 to $34 for the fourth quarter.
Moving to Same Store on NOI, we reported Core Same Store NOI growth of 5.9% for the quarter and 5.7% for the year which has us trending towards the upper end of our 5% to 6% annual same store guidance. Additionally, during the quarter, our street portfolio outperformed our suburban assets by approximately 250 basis points.
Moving on to leasing, we increased our signed not yet open pipeline by over 20% bring it to approximately $10 million at September 30. As a reminder, the $10 million is at our pro rata share and represents core same store only, meaning it excludes any leases that were signed in our core redevelopment pipeline as well as within our investment management platform including city point.
Additionally, the entire $10 million of signed that open pipeline represents incremental ABR as it excludes any leases that we have not executed on space that is currently occupied. As AJ discussed, it as outlined in our release. We had a strong leasing quarter signing $7 million of new core leases representing about 5% of our ABR, the $7 million is comprised of $3 million on vacant space and $4 million on space that is currently occupied.
In regards to the $4 million of occupied space our team was able to successfully pry loose several below market spaces across our portfolio and we were able to recapture these spaces at a nominal cost of under $500,000. Further, as outlined in our release, the capture of these spaces will result in incremental ABR of $1.6 million upon commencement of the new leases.
So when we combine the $10 million in our signed not yet open pipeline, with this $1.6 million we have approximately $11.6 million of incremental core ABR representing core growth of approximately 8%. For those modeling given the magnitude of growth, I thought it would be helpful to walk through a bit of granularity on the timing of this incremental $11.6 million.
We anticipate approximately 25% of the ABR will commence in the fourth quarter of 2024, and will contribute an incremental $200,000 to $400,000 during the quarter, with the remaining 70% expected to commence in 2025 contributing an incremental $3 million to $5 million throughout the year skewed towards the second half. Now keep in mind that this incremental amounts in 2024 and ’25. Our net of the downtime associated with the profitable recapture of $2.4 million of occupied ABR that we highlighted in our release. Thus, the full impact of the incremental $11.6 million will show up in our 2026 results.
In summary, our core portfolio continues to exceed our expectations and given our highly differentiated street retail portfolio, we continue to see this playing out over the next several years driven by a powerful combination of 3% contractual growth, double-digit spreads on expiring leases and fair market value resets and ongoing lease up.
Ken has already laid out the earnings accretion that we expect from our recent acquisitions. So I won’t repeat his remarks, but when we layer in that accretion along with our internal growth, we are well poised for several years of strong bottom line earnings growth.
And with that, we will now open up the call for questions.

Operator

(Operator Instructions)
Linda Tsai, Jefferies.

Linda Tsai

Hi, good morning, exciting quarter. I know the acquisitions you’ve announced didn’t happen overnight, but just given what you’ve accomplished here today, is this indicative of the pace and level of opportunities you see going forward in your term.

Kenneth Bernstein

Short answer is yes. Obviously, the stars have to align. It has to check the boxes that I’ve outlined frankly over the last year, Linda. And you’re right, it may feel like it’s overnight, but our team has been working all year to tee up these kind of deals, but provided we can find deals that are accretive to earnings, creative to net asset value and that extend the strong growth that has come primarily from internal growth for the last few years. As long as we can extend that, we feel pretty good that we’re in a position to establish Acadia as the highly differentiated street retail owners in the public market. So that’s the longer answer of yes, we can do this.

Linda Tsai

And then if street retail is back, how do you deal effectively with competition?

Kenneth Bernstein

Yeah, perfect world there wouldn’t be any but it’s never a perfect world. And frankly, when there’s no competition, sellers tend to go into hiding. So what’s different this time than perhaps other cycles for street retail. We are seeing competition but it’s highly professional competition that are thoughtful and good landlords. So if they’re opening across the street from us, we like that, it’s the less professional landlords that are more problematic and given our cost of capital given the fact that this is what we do. We have a high level of confidence that we can move faster, we can identify the transactions. So even with competition, we certainly got our fair share this past quarter and we look forward to quarters in the future.

Linda Tsai

Thanks and then a question for John, what percentage of NOI, NYC currently? And do you have an internal view of how high New York could become or any other urban MSA or is it all just a byproduct of individual opportunities?

John Gottfried

Yeah. So Linda, I think it’s right now not. I think it is about a third of our NOI Core comes from New York with the concentration in SoHo and in Williamsburg and then, you know, that can expand on the how, where we see that growing. But I think what I would say is that to the extent of checks those boxes the day one earnings accretion, the long term growth and NAV creation and we’re seeing those trends across all of our key markets, whether it’s in Georgetown, certainly in Dallas.
You know, we’re going to continue to do that and diversify. So I think it’s turn it over to Ken, but I think there’s not a set target that we have, but just where can we knowing where our cost of capital is and what we need to do to achieve our long term strategy. We think we can do that amongst our portfolio on a pretty diversified basis.

Kenneth Bernstein

Yeah, so I totally agree with what John said and diversification, I think does benefit our shareholders. But I would say that as or more importantly is from AJ and the leasing team’s perspective, it also by being geographically diverse, enables us to remain highly relevant for a broad group of our retailers throughout the United States.
Because a lot of the decisions of where we’re seeing our performance comes from conversations with retailers of what — where are you doing best? Where do you want to be next? And by adding assets as we’ve referenced in today’s call in Georgetown in D.C. or our expansions in Henderson and Dallas, all of those bode well, from a perspective of making sure that we’re capturing the right growth amongst our retailers.

Linda Tsai

Sorry, sneaking one last one in for AJ just when you look at the pipeline of deals being signed. Is it more domestic brands or international?

AJ Levine

Yeah, it’s a nice mix. Certainly, a market like SoHo has always been a preferred landing spot for international brands, right. Not just luxury but even a lot of the younger brands. I think Zimmerman is a great example of that’s a brand that started in Australia and decided to go international and their first landing spot was in SoHo.
Linda, what’s more encouraging to me is when you start to see these brands notice and show up in markets like M street, right. Tenants like Cezanne and Degan Voltaire, Lugano Diamonds, right those are traditionally SoHo tenants that are starting to focus on perhaps some of those next entry market. So that’s when you really know you’re turning the corner.

Kenneth Bernstein

Thanks, Linda.

Operator

Floris Van Dijkum, Compass Point.

Floris Van Dijkum

Hey, thanks guys for taking my question. Good set of results encouraging. Question I have is I guess maybe for AJ or can you might have plan on this as well? But I’m curious as to how you look at OCR and how does OCR compare across the various markets and in particular SoHo versus Bleecker versus Williamsburg and maybe touch upon Chicago. And then, you talked about the upside potential in Henderson and how does Henderson compared to all of those other markets as well? If you can give us some more details, that’d be great.

Kenneth Bernstein

So let me set the table and I again assume for us you’re referring to just the rent to sales ratio tenant occupancy cost relative to. So the very encouraging news more or less across the board is as opposed to prior cycles. Two important areas of distinction.
One is, in fact, the top line sales growth has improved over the last several years. AJ touched on it relative to 2019 and has improved well in access of the rental growth so far. So that means that tenants have room to run. That means that rent to sales ratios are substantially healthier than certainly at prior peak. And that room to run gives us a fair amount of comfort as we think about going forward.
And that’s confirmed by our retailers who are saying they’re very comfortable at rents where they are right now and their ability to grow it. The other piece that I’d say is equally encouraging is we are now absolutely in an omni channel environment. Whereas tenants in the past were kind of guessing as to whether or not there would be a halo effect from online sales.
Now, they know for certainty that there is a benefit of having a great store and driving online sales. They’re also much better, much more sophisticated in the use of technology, the use of AI in terms of site selection that it’s less guess work, more science. And in omni channel world, OCR of an individual store is still critically important, but for the kind of locations we’re talking about that are mission critical, they can look beyond just simply the sales out of that store and look at the overall sales that are generated from when they open the store.
AJ why don’t you touch on the different markets and the distinctions that we’re seeing in the Henderson’s versus the SoHo’s and the Williamsburg.

AJ Levine

Yeah, look, I think generally speaking in the more established markets like the Gold Coast, like SoHo, Madison Avenue, you’re seeing mid-teens occupancy costs, which is, as I mentioned, gives you a good amount of room to run. These tenants could push comfortably up towards 20 into the low 20%. You know, markets like Bleecker and perhaps some of the younger markets, the markets that are in earlier innings, we’re seeing occupancy costs that are closer to that 10% range, which just gives us confidence along with seeing market rent growth, right. Deals getting signed at higher rents than what we’re purchasing room to run in terms of pushing those occupancy costs pretty considerably higher, right. So it really varies from market to market.

Floris Van Dijkum

And is that the same in Williamsburg or how does Williamsburg compare to Bleecker versus so is it in between or is it more like SoHo in terms of the mid-teens occupancy cost?

AJ Levine

I’d say it’s pretty comparable to SoHo?

Floris Van Dijkum

Okay. And then Dallas even sub-10%?

AJ Levine

Yeah, there are a number of tenants in Dallas just because the vintage of those leases and the improvement that we’ve seen. Yes, it’s several of those tenants are sub 10%.

Floris Van Dijkum

Great. And thanks, AJ. My follow up question if I may, obviously you’ve got $270 million of acquisition sort of earmarks, you’ve got, 120 close 150 for the core, I think in the final stages. How big of a pipeline do you have behind that? I mean, I guess because part of this is, it stems from the fact, well, you’ve done very little over the last years, partly because the market wasn’t giving you the cost of capital. But I know some people have also questioned, well, jeez, how deep is the street retail market and how much capital can be put to work in this segment.
And again, maybe if you can expand about upon the total size of the market, how much, I understand it to be pretty big. But if you could maybe expand on that, Ken and the potential here to it is, I suspect, several billion dollars can be invested comfortably, but I’d love to hear your thoughts on that.

Kenneth Bernstein

Yeah, so for a bunch of different reasons, we remain very bullish on what the pipeline could look like. And you’re right, the way we think about it is both in terms of what is our internal capacity to digest in the normal course of business. And this $0.5 billion of acquisitions that John referred to because, but whether it’s the investment management platform or core portfolio, the team needs to be able to digest a certain amount and I think we are proving that is a rate we can live with.
So then the question is the opportunity set and your spot on cost of capital is one of the metrics because we do have to check those boxes. The stars have to align to the extent we have a competitive cost of capital and to the extent that sellers are beginning to emerge and they are only beginning just now. We think we can continue at this growth rate for several years for as long as the stars align, there are enough deals both in the markets that we are currently active in.
And I think most importantly in those markets because I think that’s where you will see the majority of our growth. But there are also additional markets, a handful of them that either we’ve been active in the past or our retailers are saying these are now established, must have markets that you can also see us get involved with.
So I don’t doubt that there are several billions of dollars of potential scalable assets for us. I don’t doubt the team’s ability proven now to digest them. And so then it’s just a matter of the negotiations of the pricing, it has to be attractive because here’s the final good news Floris you know, on one hand, it was quiet for a couple of years for all the obvious reasons, but our growth was pretty darn good. We have very strong internal growth for many years in front of us. So if the deals are not accretive, if they’re not at a sit, if they don’t make sense, we will have really powerful top line and bottom line growth just based on what we have right now.

Floris Van Dijkum

Thanks.

Operator

Jeffrey Spector, Bank of America Securities.

Jeffrey Spector

Great, good morning and congratulations on the quarter. Maybe Ken, the first question I have, if it’s for you or AJ on the strength in leasing and demand for space. Would you say it’s the result of strong luxury fashion retail says the last couple of years, is it these retailers are continue to move away from wholesale. Is it a combination? What are your thoughts?

Kenneth Bernstein

Yeah. It is a combination and AJ feel free to chime in as well. First of all, let’s acknowledge the headwinds that we experienced for several years. First was fears around confusion around the so called retail Armageddon.
Then there was certainly COVID and lockdown and all of the issues around and concerns around, where would people settle? Would they ever come back to places like SoHo. Now going forward, those headwinds or tailwinds I mean, as follows, one asked and answered retailers recognize the critical nature of the store.
Second was the so called, concerned about e-commerce has become a halo and in fact where you can have stores that benefit from omni channel, it’s a net benefit. And then as you pointed out, there has been a notable shift into what we refer to as direct to consumer DTC. A shift out of wholesale and retailers saying they need to connect directly with their customers and the store, especially these key stores is critical to that is then notwithstanding a lot of noise around the economy, the fact that the job market is still pretty darn strong, the economy is still pretty strong inflation which as long as it’s not out of control continues to drive top line sales or bode well for our portfolio and the ability to continue to drive rent. AJ, I said a lot but anything you want to add to that.

AJ Levine

Yeah, the only thing I would say is again, don’t discount the data, right, kind of know exactly where their consumers want to be and they want to be open air and that’s where they’re choosing to plant their flag.

Jeffrey Spector

Thank you. And then my follow up for John and I’m sorry if I missed this. Did you discuss the renewal rental spread from the quarter? And was this skewed by one deal or a combination?

John Gottfried

Really a suburban quick service restaurant that small space that our leasing team just renewed. So really just down to a single small space.

Jeffrey Spector

Thank you.

Operator

[Seth Birgie], Citi.

Craig Newman

Hi, it’s Craig Newman here. Just a question for you, Ken. It sounds like you think it’s replicable to maybe do 300 million maybe 400 million of acquisitions a year in the near term assuming stars align. You guys were able to kind of issue a lot of equity this quarter and the market seems to be giving you the green light, but as you move forward, if you want to continue to deploy this level of capital annually, maybe for the next year or two and keep leverage kind of in check, what should we think about the right mix or how to think about kind of debt equity and maybe asset sales to fund the growth on the creative earnings in that basis.

Kenneth Bernstein

John, you want to touch on that?

John Gottfried

Absolutely. So I think Craig as I put in my put in our remarks that our balance sheets right where we want it and we’re going to keep it there, right. So I think that’s a start at that starting point. So anything we do is going to be leverage, neutral and whatever we do, we’re going to be very well aware of our cost of capital is where we know what it needs to be FFO a creative day one.
But I think more importantly, we know what the growth we have. So I think we’re we look at our acquisition meetings, that’s why it’s critical that we look at and we check all those boxes so day one earnings growth, NAV accretive and that we do have the growth that we have as we have today. So I think those are the ways that we’re going to approach it, leverage, neutral and what we’re buying is accretive to what we’re already doing.

Kenneth Bernstein

And then just to add to that Craig in terms of asset sales do keep in mind as we monetize assets in our investment management platform, we get a fair amount of capital coming back from that as well, whether that is redeployed into future investment management deals or otherwise, cash is relatively agnostic. So we do have several hours in our quiver without having to lever up and that’s what you should expect to see.

Craig Newman

And then on Henderson, as you guys move forward, sounds like the yields, there are pretty attractive but from a risk mitigation standpoint, is there a targeted level of pre-leasing or at least deals in maybe an LoI stage that aren’t signed yet, but just to give you the confidence to go forward with additional build out there to hit those returns without a higher level of risk to the extent they’re not released.

Kenneth Bernstein

Yeah, and thankfully, and it just happens to be the situation there, we can proceed in phases. So we expect to have a pretty high level of leasing as we do each phase of this which will provide some level of mitigation. But again, thankfully, the tenant demands feel strong. So I’d have to see a major shift for us to lose the enthusiasm that we have right now.

Craig Newman

Okay. Then maybe just one last word, it sounds like North Mish leasing picking up a bit any update on potentially selling part of the building next to waterside. I know you guys have talked about maybe monetizing a piece of that as an option to the developer next door or is it getting to a point where you would think you can release to existing retail?

Kenneth Bernstein

So, first of all, leasing demand is improving and that’s positive we remain open minded and have variety of conversations around monetization opportunities there. I don’t think anyone should expect any significant earnings solution if we were to go that route. So we think what we have on North Mish thankfully is rebounding and should be a creative.
John, anything.

John Gottfried

No, I think that sums it up. Nothing to add there.

Craig Newman

Great. Thanks.

Operator

Todd Thomas, KeyBanc Capital Markets.

Todd Thomas

Hi, thanks. Good morning, Ken. I first I wanted to go back to the investment management platform. And while you’re acquiring assets with partners, you did sell a fund five asset in the quarter and you mentioned you have potential to raise capital there. You have over $100 million of annualized rent being generated in fund five alone.
Should we assume fund dispositions accelerate as off balance sheet acquisition activity picks up? Is it more of a capital recycling exercise within the investment management platform? Or should we think about growth in the size of that platform? And then what’s the impact to the model that we should be thinking about from transaction activity in the investment management platform?

Kenneth Bernstein

So let me start but John, I want you to chime in, what we think is prudent for now is to assume stability. Yes, it could ramp up and grow Todd. But we also want to continue to monetize as you pointed out this last deal we sold in fund five was north of a 2x equity, multiple north of a 20% IRR. If we can achieve those for fund five, there’s a lot of economic benefit to our shareholders and to our investors. And that’s what the buy, fix, sell platform does. It could ramp up but for now for modeling purposes assume stability, John.

John Gottfried

Yeah, that’s what I was just going to just to expand at that time, just assume stability. And for now a capital recycling. And what I would say that we really like about this model is that we are putting deals in separate vehicles that do not have cross promote. So I think this will enable us to get to promotes earlier and more visibility into those. So I think that’s where what we like about it is the stability and the ability to get to a promote in a faster pace. But I would say for a model, I would assume it remains stable.

Todd Thomas

Okay. And then John, just a question on the math around the 1% accretion on every $200 million of acquisitions. I think you’ve been discussing that level of accretion for some time. But the company’s cost of capital has improved meaningfully here over the last year. I’m just curious about the way this the formula there. Why it has not improved relative to the spread that you’re able to invest at or are you just being conservative as you think about the accretion from external growth with some of the other pieces.

Kenneth Bernstein

I’ll let you think about that for a second. But yes, he’s being conservative but also Todd going in accretion is just one of the box to check the growth rate of what we teed up here is higher than perhaps we theoretically thought about.

John Gottfried

And we’re allowed to be at 1% every $200 million. So I think it’s acknowledge all your points. But yeah, we’re allowed to be the time.

Kenneth Bernstein

7% growth Todd feels pretty darn good.

Todd Thomas

Okay, thank you.

Operator

Ki Bin Kim, Truist.

Ki Bin Kim

Thank you. Good morning. Just want to go back to the topic about occupancy costs and your more established markets being in the mid-teens and maybe can go too low to mid-20s. Can you remind us where that was the prior healthy peak for that occupancy cost ratio? And ultimately, do you think you can get there through renewals or do you need a different slate of retailers to get to the higher occupancy cost ratio? Thank you.

Kenneth Bernstein

AJ, why don’t you take that

AJ Levine

I’d say the last go around occupancy costs were probably closer to that 20% range. Again, one of the quivers that we or one of the hours that we have is fair market value resets, right. So that’s really how we’re going to pry loose a lot of that value. So the tenants that can afford to stay at market will those that can’t, we will try that space loose and mark to market at a pretty positive sprint.

Ki Bin Kim

And how prevalent are the fair market value recess in your street retail portfolio?

AJ Levine

More often than not? We have a fair market value reset. I can’t think of a recent example of a deal we’ve done in our streets over the last however many years, several years that doesn’t have some form of a reset.

Ki Bin Kim

Okay, great. And in terms of watch list, as we look forward, any particular reason to think of it, up or down from what we’ve seen in the past couple of years.

Kenneth Bernstein

Anyone take that?

John Gottfried

Yeah. So Ki Bin, I think we’ve been as an industry really fortunate in terms of watch list and retailers. So I would say that we’re prepared that there will be retailers that will struggle. Fortunately, we have a lot of confidence where we’re at as we sit today. So long winded way of saying I think we are aware that there will be and all the well-known names that are out there, that we’re certainly watching,
I think the difference now is that the retailer, the demand that’s behind it and our ability to quickly on spaces having multiple tenants that are interested that there’s just not supply of high quality space. So I think, we should be very aware and we are of retailers and AJ and his team are proactively pulling that space back. And if we’re very comfortable, we get at least.

Ki Bin Kim

Okay, thank you.

Operator

Paulina Rojas-Schmidt, Green Street.

Paulina Rojas-Schmidt

Good morning. And do you think it’s fair to say that today going in yields for street retail are inside those you can find for grocery and neighborhood centers. And then having IRRs in mind, can you comment on how you think market rent growth for these two sub types looks like over the next five years. And what do you think are the driver behind that gross differential from a fundamental perspective?

Kenneth Bernstein

Yeah, obviously it is to some degree comparing apples and oranges in terms of going in cap rates going in yield. But the best I can tell because supermarket anchored still is where most of the initial investment activity was and thus is probably the most crowded of the areas. In comparing going in yields for high demand, best in class supermarket anchored shopping centers versus high demand best in class street retail. I’d say the going in yields are pretty similar.
Now, historically, street retail had lower going in yields because of the growth. But as it sets up today feels like going in yields are about the same. And then the growth rate is about twice for street retail as it is for our supermarket anchor component of our portfolio and we own both and we like both. Now there is certainly the possibility that growth for one area versus the other is higher or low lower than I just said.
But in general, when I compare notes with my peers, that’s how it’s stacking up. That growth on the street being higher is one because of stronger contractual growth to the fair market value resets that AJ mentioned that we tend not to see in the supermarket side. So we think that the long term growth defined as the next five plus years for the street portfolio, assuming those assumptions should be materially higher than what we get out of our supermarket anchored assets.
Some would argue, well, supermarkets more defensive and therefore deserves. But if you assume going in yields in the fives and sixes for either, and that’s where it seems like they’re settling and growth rates of call it 4% to 5% maybe higher for street retail and 2% to 3% for supermarket anchored. Then you’re getting to high single-digit unlevered returns that feels pretty good for retail overall.

Paulina Rojas-Schmidt

Okay. And then regarding Henderson and I think you mentioned it, but I didn’t really un understood the details, what’s behind the wide range for the total development cost there. And it seems wide to me and, and then related to the, I think the original plan was to include some office space if I remember. Well, is that still the case or this is entirely a retail space? You were thinking about it?

Kenneth Bernstein

Yeah. So the reason that there is a very wide range and it is because we can do this in phases depending on demand. It will have a mixed use component, but it pencils out just fine even if we were not to add build and lease the office piece of this. So we’re feeling pretty good about it, but we recognize that new development has risks.
And so we want to do this in phases final point to keep in mind we own a lot of Henderson right now. We’re in fact going to add a few more existing buildings to this and this expansion if it happens in full phase I’m pretty confident it will is going to lift the whole Henderson Avenue. So then even separate of the unlevered 8% yield that I mentioned in the prepared remarks, there’s the lift to the existing portfolio where we’ve had really strong same store and market rent growth in the last few years that we’ve owned it and the overall street then thus gets a lift as well.
So give us some time to give you updates over the upcoming quarters, but we think we can do this in reasonable phases. But my goal would be to be at the upper end of that and to have AJ have at least so that accretion hits the bottom line sooner rather than later.

Paulina Rojas-Schmidt

Thank you very much.

Kenneth Bernstein

Thank you.

Operator

Michael Mueller, JP Morgan.

Michael Mueller

Yeah. Hi. I guess first sticking with Henderson. Where are the new locations going relative to the buildings you already own? Are they scattered throughout or is it an extension of what you have already?

AJ Levine

Yeah, I mean, it’s relatively an extension. They’re all clustered in the same area. There’s 10 architecturally distinct buildings. It right across, it’s right in the mix. That’s the 50 yard line of what we own.

John Gottfried

(inaudible) bought it, but we have the Sprouts Grocer on one end and we have the Tecnobus and where we park in the middle. And what AJ is talking about is the middle is that vacant land parcel that’s going to connect the entire street. So think of some of our other locations that we curate. That’s exactly what this is bringing connecting all of those and pushing rents from there.

Michael Mueller

Got it. Okay. And then maybe I guess looking at the street portfolio for a second occupy dipped a little bit. I think it’s around 84 to in the quarter. Can you walk through where you see that settling? Say by year end ’24 year end ’25 as the NOI ramp that you talked about, takes hold.

John Gottfried

Yeah, so Mike and just as a reminder for anyone new on the call, the percentage is somewhat, not somewhat is very irrelevant to the actual space we’re leaving just given the variation of rents, whether it’s first floor place, second floor space, etcetera. So dollars is probably the better way to look at it. But what I’ll talk about is two things.
One, I think in terms of occupancy percentage where we think we land by call it yearend ’25 when we just look at what’s in our sign that you had open. I think that gets us to — you can see with the least rate of that should get us into around 90. And I think we will get there throughout 2025 by the end of the year. And then I would say full occupancy both in terms of percentage and on economic occupancy. I would say by ’26 is where we would get to full occupancy, which we design is 94%, 95% both economic and actual percentage.

Michael Mueller

Got it. Okay. Thank you.

Operator

Thank you, ladies and gentlemen, I’m showing no further questions in the queue. I would now like to turn the call back over to Ken Bernstein for closing remarks.

Kenneth Bernstein

Thank you all for taking the time and we look forward to speaking with you again next quarter.

Operator

Ladies and gentlemen, this concludes today’s conference call. Thank you for your participation. You may now disconnect.