NovaMed

 Surgical Facilities - Developing an Ambulatory Surgery Center

NovaMed's focus is on the acquisition, development, and management of ambulatory surgery centers (ASCs) to provide the best possible experience and outcome for physicians and patients. We also strive to make our ASCs attractive investments. Here is how we can help you.

The NovaMed Difference

Why you should build an Ambulatory Surgery Center

Why you should partner with NovaMed

Operational Considerations

Growth Considerations

NovaMed Menu of Services

Case Studies

Contact our Development Group

Ambulatory Surgery Center

The NovaMed Difference

We are experts in all aspects of ambulatory surgery center operations, management and development. Our team has experience working with a wide range of surgical specialties. Working with an experienced partner like NovaMed may shave months off the construction and regulatory approval process. NovaMed has the resources of a national company, yet is small enough to let you deal directly with decision makers. The biggest difference is our Management Team.

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Why you should build an Ambulatory Surgery Center

Ambulatory surgery centers are a low cost venue in which to perform surgery. As cost pressures continue in medicine, the low cost/high quality provider will prevail.


Owning your own ASC will save you time and time is money. Your own surgical facility can substantially decrease your operating room time through fast and efficient turnover and a dedicated staff.

Since you control the quality of care in your own ASC, you can ensure your patients have the best patient care experience and best surgical outcome. (See our Case Studies).

Properly managed ASCs can provide attractive financial returns for physicians.


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Why you should partner with NovaMed to build an Ambulatory Surgery Center

Building an ASC is very time consuming and the learning curve can cost you dearly. The combination of construction and regulatory problems can present significant hurdles to all but experienced developers like NovaMed. Partnering with NovaMed means you are working with a team who has done it before. You can devote the time you would have spent building or managing your ASC to building your practice and surgical volume.

The startup and continuing capital commitments are large. The capital you will save by bringing in a partner may be better used in growing your practice and diversifying your investments.

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Operational Considerations

The business of running a surgical facility is becoming more complex. A strong partner to manage and set a path into the future has never been more important than now. By having an experienced partner to handle all operational, financial, regulatory and administrative functions, the physician can concentrate on patient care.

Most physicians own one center. We own multiple centers, which allows us to take our experience from managing ASCs throughout the country and apply them to your center. We know how to control costs across the board without sacrificing quality or efficiency. We regularly benchmark your ASC against others in the NovaMed family in an effort to continuously improve the overall performance of our facilities.

NovaMed's operational staff are experts in obtaining accreditations for ASCs. This process is often instrumental in obtaining additional managed care contracts.


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Case Studies

NovaMed has practical hands-on experience growing and managing ASCs, as illustrated by our results.

Some specific cases highlight NovaMed's ability to grow revenues and control costs:

  • ASC #1

  • Acquired ASC in 2002 with EBITDA of $565,000

  • Improved EBITDA margin from 28% to 45% through better purchasing, management and coding

  • Added additional surgeons

  • 2005 EBITDA exceeded $1.0 million

    ASC #2

  • Acquired in 1999 with $428,000 in EBITDA and 24% EBITDA margins

  • Renovated center

  • Syndicated to five doctors

  • 2005 EBITDA is over $1.0 million with EBITDA margins of 46%

    ASC #3

  • Acquired center in 1997

  • Center performed well until founding physician retired

  • Center revenue declined to $1.2 million and EBITDA to $400,000 in 2004

  • Added new surgeons which increased 2005 revenues to $2.0 million and EBITDA to nearly $900,000

 

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