Latest news with #ChrisHunter
Yahoo
5 days ago
- Business
- Yahoo
GHD and SLA teaming up to deliver major infrastructure design for Toronto's newest island
TORONTO, June 02, 2025 (GLOBE NEWSWIRE) -- GHD, a leading global professional services company, and SLA, a renowned Danish nature-based design studio, have been awarded the role of prime consultant by Waterfront Toronto for phase one of infrastructure and streetscape design for a new island community. Formerly known as Villiers Island, Ookwemin Minising is a new island born from one of the world's most ambitious flood protection and river restoration projects. A historic gathering place, the Don River will be at the heart of this future community. Planned to be home to more than 15,000 people, the island will also be a destination where people will visit to relax and explore. The first new residents of this island community are expected to move in by 2031. A once in a generation opportunity For the project, GHD (prime consultant and technical lead) and SLA (design lead for urban realm and landscape) will deliver a bold new urban environment that honours the legacy of the Don River through an approach rooted in resilient infrastructure, cultural memory and deep ecological integration. Drawing inspiration from global precedents and local Indigenous knowledge, the team's 'Growing Streets' concept proposes streetscapes that evolve like living ecosystems – simultaneously boosting biodiversity, sequestering carbon and reconnecting people with nature. "This project represents a significant milestone for Toronto's waterfront revitalization," said Chris Hunter, GHD Chief Executive Officer for the Americas. "By integrating innovative engineering with responsive design, our team will help create infrastructure that's not just functional, but truly adaptive to community needs while honoring the ecological transformation nearing completion at the Don River mouth. This approach exemplifies our commitment to building resilient systems that evolve with the communities they serve.' The team, which includes architects Allies and Morrison, will integrate design for streetscapes and public realm with a review of the density and built form on the island, building on years of planning to realize this new neighbourhood. 'Tri-government investment unlocked the potential of the Port Lands, allowing us to create a brand-new island,' says Chris Glaisek, Chief Planning and Design Officer at Waterfront Toronto. 'Now, renewed investment in waterfront revitalization means this new island is ready to launch. By integrating design for streets and public realm with a review of built form on the island, this team can build on the planning done by the City of Toronto, Waterfront Toronto and CreateTO to deliver as much new housing as possible, while building a truly world-class neighbourhood.' A living cityscape At the heart of the team's vision for Ookwemin Minising lies a next-practice model for climate-adaptive urbanism. Guided by seven core principles – including surface-level rainwater management, soil repurposing, native vegetation and social spaces that foster mobility and interaction – the design will champion active mobility through integrated pedestrian and biodiversity corridors woven throughout the island. These corridors can provide optimal microclimates for outdoor comfort while simultaneously managing storm water, linking and strengthening ecologies and connecting people with nature to support a sense of belonging, safety, community and place. Creating streets that allow for all life to grow and thrive together, now and in the future. Informed by leading examples from cities like Copenhagen and London, the design will seek to maximize sustainability without relying on future technologies. Instead, it elevates the immediate power of nature to address urban challenges like flooding, heat and social disconnection. 'We're thrilled to bring our Growing Streets vision to life in Toronto,' said Rasmus Astrup, Design Principal and Partner at SLA. 'This is urban design at its most alive – where trees, water, wind, soil and people grow and flow together. The streetscape design of Ookwemin Minising is not just about infrastructure, it's about creating a living cityscape that breathes with the seasons, nurtures biodiversity and supports everyday life in inspiring, joyful ways. In Ookwemin Minising, every street becomes a celebration – of the land, of the water, of our heritage and of all the life of Toronto.' The infrastructure designs for Ookwemin Minising will incorporate generous plantings, nature-integrated public seating and climate-buffering vegetation to create a vibrant and adaptive civic experience. By exploring ways to place nature visibly and functionally at the forefront – such as potential innovative water systems that could make rainwater flows part of the aesthetic – the team envisions a design that would build public awareness of ecological processes while enhancing urban resilience and well-being. The vision embraces a holistic design approach that thoughtfully integrates street configurations, building scales and public spaces to create a cohesive and sustainable community. Rooted in the values of the surrounding Port Lands and celebrating the area's enduring industrial, maritime and Indigenous histories, the team's design for Ookwemin Minising will aim to set a new benchmark for culturally and ecologically responsive waterfront development in North America. Strategic collaboration The project will be brought to life by a group of industry-leading consultants, including: GHD (prime consultant): Engineering design services, planning services, environmental services and construction administration SLA: Design lead for urban realm and landscape Trophic Design: Co-designer with SLA for Indigenous landscape design and knowledge Transsolar: Sustainability and low-carbon infrastructure systems Monumental Projects: Public engagement and community outreach Level Playing Field: Accessibility services Allies and Morrison: Architectural lead The team brings significant experience from landmark Toronto projects including Downsview Framework Plan, Quayside, David Crombie Park revitalization, Alexandra Park Revitalization and Toronto Water and Transportation Improvements Program. Internationally, the team's design experience ranges from King's Cross London, Queen Elizabeth Olympic Park London, London's Southbank, Sankt Kjelds Climate Square in Copenhagen, Abu Dhabi's Al Fay Park, the Bjørvika Harbour Revitalization in Oslo and the Earls Court Masterplan in London, King's Cross and Queen Elizabeth Olympic Park in London. About Ookwemin Minising Formerly known as Villiers Island, Ookwemin Minising is a new island born from one of the world's most ambitious flood protection and river restoration projects. With Port Lands Flood Protection complete, this is the first new community to be developed in the Port Lands, one of several new districts identified in the City of Toronto's Port Lands Planning Framework. Ookwemin Minising will be a new waterfront community embracing its distinct industrial functions alongside spectacular new parks, public spaces and ecological features resulting from the naturalization of the mouth of the Don River. In January 2025, all orders of government invested CAD 975 million to accelerate the delivery of over 14,000 new homes on Toronto's waterfront, with first occupancy on Ookwemin Minising targeted for 2031. About GHD GHD is a leading professional services company operating in the global markets of water, energy and resources, environment, property and buildings, and transportation. Committed to a vision to make water, energy, and communities sustainable for generations to come, GHD delivers advisory, digital, engineering, architecture, environmental and construction solutions to public and private sector clients. Established in 1928 and privately owned by its people, GHD's network of 12,000+ professionals is connected across 160 offices located on five continents. About SLASLA is an internationally renowned nature-based design studio, working globally with cities, nature, people, and places. Based in Copenhagen, SLA has designed some of the most notable public spaces and masterplans in the world for 30 years. In Canada, SLA is the landscape architect behind projects such as the Downsview Framework Plan, Quayside and David Crombie Park. SLA comprises 130 landscape architects, architects, anthropologists, biologists, planting specialists, lighting designers and urban planners. About Allies and Morrison Allies and Morrison is a practice of architects and urbanists based in London and working around the world. Winner of more than 50 Royal Institute of British Architects (RIBA) Awards, we design beautiful buildings that have long life and can adapt over the generations. We also shape enduring places, new pieces of city or settlements at any scale. All our projects are concerned with the crafting of detail and an appreciation for the uniqueness of each context. Following several appointments in the city, we have recently opened a studio in Toronto. For more information or to arrange an interview please contact: Alex MangiolaPilot PMR+ in to access your portfolio
Yahoo
5 days ago
- Business
- Yahoo
GHD and SLA teaming up to deliver major infrastructure design for Toronto's newest island
TORONTO, June 02, 2025 (GLOBE NEWSWIRE) -- GHD, a leading global professional services company, and SLA, a renowned Danish nature-based design studio, have been awarded the role of prime consultant by Waterfront Toronto for phase one of infrastructure and streetscape design for a new island community. Formerly known as Villiers Island, Ookwemin Minising is a new island born from one of the world's most ambitious flood protection and river restoration projects. A historic gathering place, the Don River will be at the heart of this future community. Planned to be home to more than 15,000 people, the island will also be a destination where people will visit to relax and explore. The first new residents of this island community are expected to move in by 2031. A once in a generation opportunity For the project, GHD (prime consultant and technical lead) and SLA (design lead for urban realm and landscape) will deliver a bold new urban environment that honours the legacy of the Don River through an approach rooted in resilient infrastructure, cultural memory and deep ecological integration. Drawing inspiration from global precedents and local Indigenous knowledge, the team's 'Growing Streets' concept proposes streetscapes that evolve like living ecosystems – simultaneously boosting biodiversity, sequestering carbon and reconnecting people with nature. "This project represents a significant milestone for Toronto's waterfront revitalization," said Chris Hunter, GHD Chief Executive Officer for the Americas. "By integrating innovative engineering with responsive design, our team will help create infrastructure that's not just functional, but truly adaptive to community needs while honoring the ecological transformation nearing completion at the Don River mouth. This approach exemplifies our commitment to building resilient systems that evolve with the communities they serve.' The team, which includes architects Allies and Morrison, will integrate design for streetscapes and public realm with a review of the density and built form on the island, building on years of planning to realize this new neighbourhood. 'Tri-government investment unlocked the potential of the Port Lands, allowing us to create a brand-new island,' says Chris Glaisek, Chief Planning and Design Officer at Waterfront Toronto. 'Now, renewed investment in waterfront revitalization means this new island is ready to launch. By integrating design for streets and public realm with a review of built form on the island, this team can build on the planning done by the City of Toronto, Waterfront Toronto and CreateTO to deliver as much new housing as possible, while building a truly world-class neighbourhood.' A living cityscape At the heart of the team's vision for Ookwemin Minising lies a next-practice model for climate-adaptive urbanism. Guided by seven core principles – including surface-level rainwater management, soil repurposing, native vegetation and social spaces that foster mobility and interaction – the design will champion active mobility through integrated pedestrian and biodiversity corridors woven throughout the island. These corridors can provide optimal microclimates for outdoor comfort while simultaneously managing storm water, linking and strengthening ecologies and connecting people with nature to support a sense of belonging, safety, community and place. Creating streets that allow for all life to grow and thrive together, now and in the future. Informed by leading examples from cities like Copenhagen and London, the design will seek to maximize sustainability without relying on future technologies. Instead, it elevates the immediate power of nature to address urban challenges like flooding, heat and social disconnection. 'We're thrilled to bring our Growing Streets vision to life in Toronto,' said Rasmus Astrup, Design Principal and Partner at SLA. 'This is urban design at its most alive – where trees, water, wind, soil and people grow and flow together. The streetscape design of Ookwemin Minising is not just about infrastructure, it's about creating a living cityscape that breathes with the seasons, nurtures biodiversity and supports everyday life in inspiring, joyful ways. In Ookwemin Minising, every street becomes a celebration – of the land, of the water, of our heritage and of all the life of Toronto.' The infrastructure designs for Ookwemin Minising will incorporate generous plantings, nature-integrated public seating and climate-buffering vegetation to create a vibrant and adaptive civic experience. By exploring ways to place nature visibly and functionally at the forefront – such as potential innovative water systems that could make rainwater flows part of the aesthetic – the team envisions a design that would build public awareness of ecological processes while enhancing urban resilience and well-being. The vision embraces a holistic design approach that thoughtfully integrates street configurations, building scales and public spaces to create a cohesive and sustainable community. Rooted in the values of the surrounding Port Lands and celebrating the area's enduring industrial, maritime and Indigenous histories, the team's design for Ookwemin Minising will aim to set a new benchmark for culturally and ecologically responsive waterfront development in North America. Strategic collaboration The project will be brought to life by a group of industry-leading consultants, including: GHD (prime consultant): Engineering design services, planning services, environmental services and construction administration SLA: Design lead for urban realm and landscape Trophic Design: Co-designer with SLA for Indigenous landscape design and knowledge Transsolar: Sustainability and low-carbon infrastructure systems Monumental Projects: Public engagement and community outreach Level Playing Field: Accessibility services Allies and Morrison: Architectural lead The team brings significant experience from landmark Toronto projects including Downsview Framework Plan, Quayside, David Crombie Park revitalization, Alexandra Park Revitalization and Toronto Water and Transportation Improvements Program. Internationally, the team's design experience ranges from King's Cross London, Queen Elizabeth Olympic Park London, London's Southbank, Sankt Kjelds Climate Square in Copenhagen, Abu Dhabi's Al Fay Park, the Bjørvika Harbour Revitalization in Oslo and the Earls Court Masterplan in London, King's Cross and Queen Elizabeth Olympic Park in London. About Ookwemin Minising Formerly known as Villiers Island, Ookwemin Minising is a new island born from one of the world's most ambitious flood protection and river restoration projects. With Port Lands Flood Protection complete, this is the first new community to be developed in the Port Lands, one of several new districts identified in the City of Toronto's Port Lands Planning Framework. Ookwemin Minising will be a new waterfront community embracing its distinct industrial functions alongside spectacular new parks, public spaces and ecological features resulting from the naturalization of the mouth of the Don River. In January 2025, all orders of government invested CAD 975 million to accelerate the delivery of over 14,000 new homes on Toronto's waterfront, with first occupancy on Ookwemin Minising targeted for 2031. About GHD GHD is a leading professional services company operating in the global markets of water, energy and resources, environment, property and buildings, and transportation. Committed to a vision to make water, energy, and communities sustainable for generations to come, GHD delivers advisory, digital, engineering, architecture, environmental and construction solutions to public and private sector clients. Established in 1928 and privately owned by its people, GHD's network of 12,000+ professionals is connected across 160 offices located on five continents. About SLASLA is an internationally renowned nature-based design studio, working globally with cities, nature, people, and places. Based in Copenhagen, SLA has designed some of the most notable public spaces and masterplans in the world for 30 years. In Canada, SLA is the landscape architect behind projects such as the Downsview Framework Plan, Quayside and David Crombie Park. SLA comprises 130 landscape architects, architects, anthropologists, biologists, planting specialists, lighting designers and urban planners. About Allies and Morrison Allies and Morrison is a practice of architects and urbanists based in London and working around the world. Winner of more than 50 Royal Institute of British Architects (RIBA) Awards, we design beautiful buildings that have long life and can adapt over the generations. We also shape enduring places, new pieces of city or settlements at any scale. All our projects are concerned with the crafting of detail and an appreciation for the uniqueness of each context. Following several appointments in the city, we have recently opened a studio in Toronto. For more information or to arrange an interview please contact: Alex MangiolaPilot PMR+ in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Business Wire
12-05-2025
- Business
- Business Wire
Acadia Healthcare Reports First Quarter 2025 Results
FRANKLIN, Tenn.--(BUSINESS WIRE)--Acadia Healthcare Company, Inc. ('Acadia' or the 'Company') (NASDAQ: ACHC) today announced financial results for the first quarter ended March 31, 2025. First Quarter 2025 Highlights Revenue totaled $770.5 million, compared with $768.1 million for the first quarter of 2024 Same facility revenue increased 2.1% compared with the first quarter of 2024, including an increase in patient days of 2.2% Same facility revenue and patient day growth both included an unfavorable year-over-year impact from the leap year of approximately 1.1% Net income attributable to Acadia totaled $8.4 million, or $0.09 per diluted share Adjusted income attributable to Acadia totaled $36.9 million, or $0.40 per diluted share. Adjusted EBITDA totaled $134.2 million, including a previously disclosed $5 million year-over-year impact related to the decision to close one facility during the first quarter Continued progress on the execution of the Company's growth strategy, with the addition of 378 newly licensed beds during the first quarter, including 90 beds to existing facilities and 288 beds from newly constructed facilities. Adjusted income attributable to Acadia and Adjusted EBITDA are non-GAAP financial measures. A reconciliation of all non-GAAP financial measures in this press release begins on page 9. First Quarter Results Chris Hunter, Chief Executive Officer of Acadia, remarked, 'We are pleased to deliver first quarter results for both revenue and Adjusted EBITDA in line with our respective outlook ranges, with Adjusted EBITDA coming in at the high end of our expectations for the quarter. This year is setting up to be the largest bed expansion year in Acadia's history, building upon our record-breaking bed additions in 2024. We are well-positioned to continue expanding access and providing specialized care and treatment to an underserved patient population with complex needs. With our patient-centric approach and strong focus on clinical quality, Acadia is committed to expanding access to care and treatment to all those requiring help. We are proud of the extraordinary work of our dedicated team of employees and clinicians who are meeting this need every day by providing safe, quality patient care for those seeking treatment for mental health and substance use issues. Together, we look forward to the opportunities ahead for Acadia in 2025.' Strategic Investments for Long-Term Growth During the first quarter of 2025, the Company continued to make progress in meeting its strategic growth objectives. This includes the addition of 90 beds to existing facilities and 288 beds to new facilities, for a total of 378 newly licensed beds in the first quarter. In addition, Acadia added seven new comprehensive treatment centers ('CTCs'), extending the Company's market reach to 170 CTCs across 33 states, treating approximately 74,000 patients daily in this critical area of care. During the first quarter, the Company commenced operations at two new facilities, including a de novo facility in North Port, Florida, and a joint venture hospital in partnership with Henry Ford Health, in West Bloomfield, Michigan. Acadia has 21 joint venture partnerships for 22 hospitals, with 13 hospitals already in operation and nine additional hospitals expected to open in the coming years. Cash and Liquidity Maintaining a strong financial position to support growth investments and disciplined capital allocation are top priorities for Acadia. As of March 31, 2025, the Company had $91.2 million in cash and cash equivalents and $901.6 million available under its $1 billion revolving credit facility. Share Repurchase Authorization On February 27, 2025, Acadia announced that its Board of Directors authorized a share repurchase program for up to $300 million of the Company's outstanding common stock. Repurchases under the share repurchase program may be made from time to time, subject to market conditions and management's discretion, in the open market or in privately negotiated transactions. The authorization for the repurchase program has no expiration date. The Company repurchased 1,602,688 shares for a total of $47.3 million during the first quarter of 2025. 2025 Financial Guidance Acadia today affirmed its previously announced financial guidance for 2025, as follows: The Company's full-year guidance includes the following assumptions: Same-facility volume growth in the low-to-mid-single digits. Same-facility revenue per patient day growth in the low single digits. A year-over-year increase in startup losses of approximately $25 million, totaling approximately $50-$55 million in losses for the full year 2025 related to newly opened facilities. The Company continues to expect a net increase in Medicaid supplemental payments of $0 to $15 million for the full year 2025, inclusive of the new Tennessee program. The Company's guidance does not include the impact of any future acquisitions, divestitures, transaction, legal and other costs or non-recurring legal settlements expense. Conference Call Acadia will hold a conference call to discuss its first quarter financial results at 7:30 a.m. Central Time/8:30 a.m. Eastern Time on Tuesday, May 13, 2025. A live webcast of the conference call will be available at in the 'Investors' section of the website. The webcast of the conference call will be available for 30 days. About Acadia Acadia is a leading provider of behavioral healthcare services across the United States. As of March 31, 2025, Acadia operated a network of 270 behavioral healthcare facilities with approximately 12,000 beds in 39 states and Puerto Rico. With approximately 25,500 employees serving more than 82,000 patients daily, Acadia is the largest stand-alone behavioral healthcare company in the U.S. Acadia provides behavioral healthcare services to its patients in a variety of settings, including inpatient psychiatric hospitals, specialty treatment facilities, residential treatment centers and outpatient clinics. Forward-Looking Information This press release contains 'forward-looking statements' within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended (the 'Exchange Act'), including statements related to our strategy, growth, anticipated operating results for future periods and our share repurchase program. Generally, words such as 'may,' 'will,' 'should,' 'could,' 'anticipate,' 'expect,' 'intend,' 'estimate,' 'plan,' 'continue,' and 'believe' or the negative of or other variation on these and other similar expressions identify forward-looking statements. These forward-looking statements are made only as of the date of this press release. We do not undertake to update or revise the forward-looking statements, whether as a result of new information, future events or otherwise. Forward-looking statements are based on current expectations and involve risks and uncertainties and our future results could differ significantly from those expressed or implied by our forward-looking statements. Factors that may cause actual results to differ materially include, without limitation, (i) potential difficulties in successfully integrating the operations of acquired facilities or realizing the expected benefits and synergies of our facility expansions, acquisitions, joint ventures and de novo transactions; (ii) Acadia's ability to add beds, expand services, enhance marketing programs and improve efficiencies at its facilities; (iii) potential reductions in payments received by Acadia from government and commercial payors; (iv) the occurrence of patient incidents, governmental investigations, litigation and adverse regulatory actions, which could adversely affect the price of our common stock and result in substantial payments and incremental regulatory burdens; (v) the risk that Acadia may not generate sufficient cash from operations to service its debt and meet its working capital and capital expenditure requirements; (vi) potential disruptions to our information technology systems or a cybersecurity incident; and (vii) potential operating difficulties, including, without limitation, disruption to the U.S. economy and financial markets; reduced admissions and patient volumes; increased costs relating to labor, supply chain and other expenditures; changes in competition and client preferences; and general economic or industry conditions that may prevent Acadia from realizing the expected benefits of its business strategies. These factors and others are more fully described in Acadia's periodic reports and other filings with the SEC. Share Repurchase Authorization Disclaimer Acadia's share repurchase program permits the Company to make repurchases on a discretionary basis as determined by management, subject to market conditions, applicable legal requirements, available liquidity, compliance with the Company's debt agreements, and other appropriate factors. Repurchases under the share repurchase program are to be made through open market or privately negotiated transactions and may be made pursuant to plans entered into in accordance with Rule 10b5-1 and/or Rule 10b-18 of the Exchange Act. The share repurchase program does not have a termination date, does not obligate Acadia to acquire any particular amount of common stock, and may be modified, extended, suspended, or discontinued by the Company's Board of Directors at any time without prior notice. No assurance can be given that any particular amount of common stock will be repurchased. Acadia Healthcare Company, Inc. Condensed Consolidated Balance Sheets (Unaudited) March 31, 2025 2024 (In thousands) ASSETS Current assets: Cash and cash equivalents $ 91,236 $ 76,305 Accounts receivable, net 396,632 365,339 Other current assets 151,082 135,848 Total current assets 638,950 577,492 Property and equipment, net 2,955,952 2,853,193 Goodwill 2,276,368 2,264,851 Intangible assets, net 78,825 70,003 Deferred tax assets 23,179 20,964 Operating lease right-of-use assets 120,701 118,369 Other assets 53,623 52,043 Total assets $ 6,147,598 $ 5,956,915 LIABILITIES AND EQUITY Current liabilities: Current portion of long-term debt $ 16,250 $ 76,816 Accounts payable 204,012 232,704 Accrued salaries and benefits 140,125 155,426 Current portion of operating lease liabilities 24,816 25,462 Other accrued liabilities 88,148 87,511 Total current liabilities 473,351 577,919 Long-term debt 2,184,293 1,880,093 Deferred tax liabilities 80,540 83,946 Operating lease liabilities 101,314 101,828 Other liabilities 134,122 122,298 Total liabilities 2,973,620 2,766,084 Redeemable noncontrolling interests 132,420 117,116 Equity: Common stock 904 918 Additional paid-in capital 2,692,203 2,685,464 Retained earnings 348,451 387,333 Total equity 3,041,558 3,073,715 Total liabilities and equity $ 6,147,598 $ 5,956,915 Expand Acadia Healthcare Company, Inc. Condensed Consolidated Statements of Cash Flows (Unaudited) Three Months Ended March 31, 2025 2024 (In thousands) Operating activities: Net income $ 9,064 $ 78,770 Adjustments to reconcile net income to net cash provided by (used in) operating activities: Depreciation and amortization 47,032 36,347 Amortization of debt issuance costs 1,056 1,016 Equity-based compensation expense 8,677 8,678 Deferred income taxes (5,621 ) 17,476 Debt extinguishment costs 1,269 — Legal settlements expense 3,504 — Other 73 (4,094 ) Change in operating assets and liabilities, net of effect of acquisitions: Accounts receivable, net (30,993 ) (22,930 ) Other current assets (9,019 ) (15,629 ) Other assets (1,214 ) 696 Accounts payable and other accrued liabilities (9,242 ) (403,340 ) Accrued salaries and benefits (19,801 ) (25,024 ) Other liabilities 16,692 6,749 Net cash provided by (used in) operating activities 11,477 (321,285 ) Investing activities: Cash paid for acquisitions, net of cash acquired (8,594 ) (50,353 ) Cash paid for capital expenditures (174,631 ) (142,410 ) Proceeds from sale of property and equipment 43 9,056 Other (56 ) (907 ) Net cash used in investing activities (183,238 ) (184,614 ) Financing activities: Borrowings on long-term debt 1,200,000 350,000 Borrowings on revolving credit facility 760,000 160,000 Principal payments on revolving credit facility (1,035,000 ) (15,000 ) Principal payments on long-term debt — (10,242 ) Repayment of long-term debt (670,856 ) — Payment of debt issuance costs (18,615 ) (1,518 ) Repurchase of shares for payroll tax withholding, net of proceeds from stock option exercises (1,936 ) (1,013 ) Repurchase of common stock (46,880 ) — Contributions from noncontrolling partners in joint ventures — 2,280 Distributions to noncontrolling partners in joint ventures — (1,020 ) Other (21 ) (358 ) Net cash provided by financing activities 186,692 483,129 Net increase (decrease) in cash and cash equivalents 14,931 (22,770 ) Cash and cash equivalents at beginning of the period 76,305 100,073 Cash and cash equivalents at end of the period $ 91,236 $ 77,303 Effect of acquisitions: Assets acquired, excluding cash $ 19,768 $ 55,309 Liabilities assumed (300 ) (3,456 ) Contingent consideration issued in connection with an acquisition — (1,500 ) Redeemable noncontrolling interest resulting from an acquisition (10,874 ) — Cash paid for acquisitions, net of cash acquired $ 8,594 $ 50,353 Expand Acadia Healthcare Company, Inc. Operating Statistics (1) (Unaudited, $ in thousands except per Patient Day metrics) Three Months Ended March 31, 2025 2024 % Change Same Facility Results (2) Revenue $ 759,697 $ 744,422 2.1 % Patient Days 763,958 747,394 2.2 % Admissions 48,507 47,503 2.1 % Average Length of Stay (3) 15.7 15.7 0.1 % Revenue per Patient Day $ 994 $ 996 -0.2 % Adjusted EBITDA $ 191,605 $ 210,579 -9.0 % Total Facility Results Revenue $ 770,505 $ 768,051 0.3 % Patient Days 774,933 768,678 0.8 % Admissions 49,683 49,058 1.3 % Average Length of Stay (3) 15.6 15.7 -0.5 % Revenue per Patient Day $ 994 $ 999 -0.5 % Adjusted EBITDA $ 172,361 $ 210,926 -18.3 % (1) Total facility and same facility results may not be indicative of the overall performance of our business and should not be considered as alternatives for net income or any other performance measures in accordance with GAAP (as defined herein). (2) Same facility results for the periods presented include facilities we have operated for more than one year and exclude certain closed services. (3) Average length of stay is defined as patient days divided by admissions. Expand Acadia Healthcare Company, Inc. (Unaudited) Three Months Ended March 31, 2025 2024 (in thousands) Net income attributable to Acadia Healthcare Company, Inc. $ 8,374 $ 76,383 Net income attributable to noncontrolling interests 690 2,387 Provision for income taxes 4,404 20,074 Interest expense, net 29,182 27,214 Depreciation and amortization 47,032 36,347 EBITDA 89,682 162,405 Adjustments: Equity-based compensation expense (a) 8,677 8,678 Transaction, legal and other costs (b) 31,072 2,847 Debt extinguishment costs (c) 1,269 — Legal settlements expense (d) 3,504 — Adjusted EBITDA $ 134,204 $ 173,930 Corporate general and administrative costs (e) (38,157 ) (36,996 ) Total Facility Adjusted EBITDA 172,361 210,926 De novos, acquisitions, and closed facilities (f) (19,244 ) 347 Same Facility Adjusted EBITDA $ 191,605 $ 210,579 See footnotes on pages 11-12. Expand Acadia Healthcare Company, Inc. Adjusted Income Attributable to Acadia Healthcare Company, Inc. (Unaudited) Three Months Ended March 31, 2025 2024 (in thousands, except per share amounts) Net income attributable to Acadia Healthcare Company, Inc. $ 8,374 $ 76,383 Adjustments to income: Transaction, legal and other costs (b) 31,072 2,847 Debt extinguishment costs (c) 1,269 — Legal settlements expense (d) 3,504 — Provision for income taxes 4,404 20,074 Adjusted income before income taxes attributable to Acadia Healthcare Company, Inc. 48,623 99,304 Income tax effect of adjustments to income (g) 11,694 22,011 Adjusted income attributable to Acadia Healthcare Company, Inc. 36,929 77,293 Weighted-average shares outstanding - diluted 92,038 92,010 Adjusted income attributable to Acadia Healthcare Company, Inc. per diluted share $ 0.40 $ 0.84 See footnotes on pages 11-12. Expand Acadia Healthcare Company, Inc. Footnotes We have included certain financial measures in this press release, including those listed below, which are 'non-GAAP financial measures' as defined under the rules and regulations promulgated by the SEC. These non-GAAP financial measures include, and are defined, as follows: • EBITDA: net income attributable to Acadia Healthcare Company, Inc. adjusted for net income attributable to noncontrolling interests, provision for income taxes, net interest expense and depreciation and amortization. • Adjusted EBITDA: EBITDA adjusted for equity-based compensation expense, transaction, legal and other costs, debt extinguishment and legal settlements expense. • Adjusted income before income taxes attributable to Acadia Healthcare Company, Inc.: net income attributable to Acadia Healthcare Company, Inc. adjusted for transaction, legal and other costs, debt extinguishment, legal settlements expense and provision for income taxes. • Adjusted income attributable to Acadia Healthcare Company, Inc.: Adjusted income before income taxes attributable to Acadia Healthcare Company, Inc. adjusted for the income tax effect of adjustments to income. • Total facility adjusted EBITDA: Adjusted EBITDA adjusted for general and administrative costs related to our corporate functions. General and administrative costs directly related to the facilities are included in total facility results. • Same facility adjusted EBITDA: Adjusted EBITDA for facilities and services to those facilities operated in both the current and prior year. These metrics exclude the operating results associated with facilities under operation for less than one year and facilities acquired, divested or removed from service during the current or prior year. The non-GAAP financial measures presented herein are supplemental measures of our performance and are not required by, or presented in accordance with, generally accepted accounting principles in the United States ('GAAP'). The non-GAAP financial measures presented herein are not measures of our financial performance under GAAP and should not be considered as alternatives to net income or any other performance measures derived in accordance with GAAP or as an alternative to cash flow from operating activities as measures of our liquidity. Our measurements of these non-GAAP financial measures may not be comparable to similarly titled measures of other companies. We have included information concerning the non-GAAP financial measures in this press release because we believe that such information is used by certain investors as measures of a company's historical performance. We believe these measures are frequently used by securities analysts, investors and other interested parties in the evaluation of issuers of equity securities, many of which present similar non-GAAP financial measures when reporting their results. Because the non-GAAP financial measures are not measurements determined in accordance with GAAP and are thus susceptible to varying calculations, the non-GAAP financial measures, as presented, may not be comparable to other similarly titled measures of other companies. Our presentation of these non-GAAP financial measures should not be construed as an inference that our future results will be unaffected by unusual or nonrecurring items. Total facility results include operating results for all of our facilities and services but exclude general and administrative costs related to our corporate functions. Such costs related to our corporate functions include, amongst others, costs for accounting and finance, information systems, human resources, legal and operational and executive leadership. General and administrative costs directly related to the facilities are included in facility results. Such costs directly related to our facilities include, amongst others, labor at the facility level, insurance, including property, professional, legal and general liability insurance, hospital supplies, including medication, utilities and food service, and general maintenance costs for the facility. We determine which general and administrative costs to exclude and include in total facility results by ensuring those costs directly associated with facility operations are captured at the facility level for reporting. Note that total facility costs include those related to new facilities and the cost of closure and run-out costs related to facilities we have closed. We believe that providing results on a total facility basis is helpful to our investors as a measure of our financial and operating performance because it neutralizes the impact of corporate-level items that do not arise out of our core operations at our facilities. Same facility results include operating results only for facilities and services operated in both the current and prior year. These metrics exclude the operating results associated with facilities under operation for less than one year and facilities acquired during the current or prior year, as well as facilities divested or removed from service. We believe that providing results on a same facility basis is helpful to investors because it neutralizes the impact of new facilities that are in early stages of operation and facilities that we no longer operate, each of which may distort investors' understanding of the Company's underlying performance at our existing and continuing facilities. Further, we believe that providing same facility information is helpful to our investors as a measure of the financial and operating performance of our existing and continuing facilities on a comparable basis, and same facility results provide investors with information useful in understanding underlying organic growth in such facilities. For these reasons, we believe that same facility results are particularly useful during periods of significant expansion or contraction. Total facility results reflect adjustments that are intended to provide the specific presentation described above, and same facility results reflect adjustments that may be irregular in timing from period to period related to newly opened or acquired facilities or facilities that we no longer operate, and may omit certain results that investors may view as important. Total facility and same facility results may therefore not be indicative of the overall performance of our business and should be not be considered as alternatives for net income or any other performance measures derived in accordance with GAAP. The Company is not able to provide a reconciliation of projected Adjusted EBITDA and adjusted earnings per diluted share, where provided, to expected results due to the unknown effect, timing and potential significance of transaction-related expenses and the tax effect of such expenses. Expand Acadia Healthcare Company, Inc. Footnotes (continued) (a) Represents the equity-based compensation expense of Acadia. Equity-based compensation expense is excluded from Adjusted EBITDA because Acadia believes that the cost of equity awards granted to employees does not contribute to the earnings potentially available for distributions to its equity holders or reinvestment into its business. (b) Represents transaction, legal, and other costs incurred by Acadia primarily related to the following categories: (1) government investigations; (2) termination and restructuring costs; (3) legal, accounting, and other acquisition-related costs; and (4) management transition costs. Government investigations include legal fees and settlement costs related to certain litigation. Termination and restructuring costs include costs, net of gains, incurred related to the closure and disposition of certain facilities or contract amendments. Legal, accounting and other acquisition-related costs include costs incurred for the development of new facilities ($0.9 million and $0.6 million for the three months ended March 31, 2025 and 2024, respectively); legal and settlement costs incurred related to certain litigation not included in Government Investigations ($(3.0) million and $4.0 million for the three months ended March 31, 2025 and 2024, respectively); and direct costs associated with acquisitions ($0.2 million for the three months ended March 31, 2024). Management transition costs include certain costs associated with the transition of the leadership team, including the design and implementation of the revised organizational structure. Management transition costs incurred with the transition of our Chief Executive Officer beginning in the first quarter of 2022 have concluded. The table below quantifies each of the components of transaction, legal and other costs for the periods presented. Such transaction, legal and other costs are excluded from Adjusted EBITDA because Acadia believes that the nature, size, and number of these costs can vary dramatically from period to period and between Acadia and its peers and can also obscure underlying business trends and make comparisons of long-term performance difficult. (in thousands) Government investigations $ 31,011 $ 481 Termination and restructuring costs 2,166 (3,400 ) Legal, accounting and other acquisition-related costs (2,105 ) 4,757 Management transition costs — 1,009 Transaction, legal, and other costs $ 31,072 $ 2,847 (c) Represents debt extinguishment costs recorded during the first quarter of 2025 in connection with the refinancing of the prior credit facility. Debt extinguishment is excluded from Adjusted EBITDA because Acadia believes that this expense is unrelated to Acadia's day-to-day business operations and not indicative of Acadia's ongoing operating results. (d) Represents legal settlements expense related to costs associated with the Desert Hills litigation. Legal settlements expense is excluded from Adjusted EBITDA because Acadia believes that this expense is unrelated to Acadia's day-to-day business operations and not indicative of Acadia's ongoing operating results. (e) Represents general and administrative costs related to our corporate functions, including, amongst others, costs for accounting and finance, information systems, human resources, legal and operational and executive leadership. We determine which general and administrative costs to exclude and include in total facility results by ensuring those costs directly associated with facility operations are captured at the facility level for reporting. Corporate general and administrative costs are excluded to present Total Facility Adjusted EBITDA because we believe that providing results on a total facility basis is helpful to our investors as a measure of the financial and operating performance of our core operations at our facilities. (f) Represents the portion of EBITDA for the periods presented attributable to de novos and acquired facilities in operation for less than one year and facilities closed during such period. De novos are newly developed facilities built by Acadia or with a joint venture partner. Such amounts are excluded from Adjusted EBITDA to present Same Facility Adjusted EBITDA because we believe providing same facility information is helpful to our investors as a measure of the financial and operating performance of our existing and continuing facilities on a comparable basis, and same facility results provide investors with information useful in understanding underlying organic growth in such facilities. (g) Represents the income tax effect of adjustments to income based on tax rates of 24.1% and 22.2% for the three months ended March 31, 2025 and 2024, respectively. We believe excluding the income tax effect of adjustments to income assists investors in understanding the tax provision associated with those adjustments and the effect on net income. Expand
