Donald L. Kramer, M.D. Harry Fleming, JD, MBA

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Jemimah Norris
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1 (NHC.TO) Donald L. Kramer, M.D. Chief Executive Officer Harry Fleming, JD, MBA Chief Financial Officer 1

2 Ambulatory Surgery Centers (ASCs) Outpatient surgery facilities No overnight stay required Lower costs and better patient outcomes than traditional hospitals 3

3 Focus of Our Business Most profitable part of the healthcare delivery system Low costs if well managed Profit margins can exceed 50% ASCs serve surgeons, patients, payors better Outpatient Surgery Inpatient Surgery X Rays Labs Medical Admissions Pain, Ortho, Bar. ENT, GI Gyn, Urology Gen Surgery, Eyes Outpatient Surgery Profits Hospital Profits 4

better Outpatient Surgery Inpatient Surgery X Rays Labs Medical Admissions Pain,

4 Our Locations Ownership Interest: 2 in Houston 1 in Dallas Manage: Pain management center in Houston DALLAS NHCSC-D Dallas Medical Center Galleria HOUSTON NHCSC-H Humble Texas Medical Center Kirby Baytown Feeds cases to our branded spine program TEXAS Focus: Surgical excellence and maximizing efficient use of facilities and resources 5

Humble Texas Medical Center Kirby Baytown Feeds cases to our branded spine program

5 Our ASCs 14 operating/procedure rooms 100+ surgeons Focus on highly paid outpatient procedures Close to major medical centers KIRBY Surgical Center Houston Focus: Surgical excellence and maximizing efficient use of facilities and resources 6

centers KIRBY Surgical Center Houston Focus: Surgical

6 U.S. Healthcare Trends Significant growth in outpatient surgeries Over 60% of all U.S. surgeries as outpatients Technology is a main factor Surgeries moving to ASCs 7

7 Technology Favors ASCs Less invasive surgery Arthroscopy/endoscopy Repair and removal Spinal disc replacement Better anesthesia Faster acting Shorter recovery time More procedures suitable for ASCs 8

disc replacement Better anesthesia Faster acting

8 Patient Preferences Patient-focused environment Family-friendly Simplified administration Schedule reliability 95% of patients surveyed rate our care superior 9

9 Payor Preferences ASCs vs. Hospitals Consistently lower charges No overnight stays No dietary department No emergency surgeries Better quality Reduced risks Patient satisfaction 10

10 Maximize Case Volumes Surgery Volumes Attract cases Productive surgeons Specialties Advertising/referrals Workflow efficiency Scheduling Physical layout Eliminate bottlenecks 11

11 Drivers of Profitability Physician Partnerships Physician Contracting Direct to Consumer Marketing CuraSpine NueStep 12

12 CuraSpine 13

13 Target Highest-Fee Procedures Case Fees Monitor physicians, procedures, profitability Focus on private payors Patient mix Usual and customary fees 99% of revenues not exposed to government funding Limited impact by Affordable Care Act ( Obamacare ) because of minimal participation in federal health insurance programs 14

of revenues not exposed to government funding Limited impact by Affordable Care

14 Retail-like Focus on Patients Minimal wait times Arrival to IV < 30 minutes Waiting rooms welcoming Added amenities Internet access Concierge Builds patient satisfaction drives referrals 15

15 Financials Harry Fleming, JD, MBA Chief Financial Officer 16

16 Surgery Fees Surgeon s Fee Anesthetist s Fee Facility Fee Operating Room, Staff, Supplies 17

17 Consolidated Revenue 18

18 Consolidated EBITDA 19

19 Financial Characteristics Available capacity Can double procedures Optimum 80% capacity Invoicing and collections 95% automated Common physician management software 20

20 Acquisition/Integration of Additional ASCs Texas 325+ ASCs Appx. 50/100 ASCs in Houston are independent Appx. 55/100 ASCs in Dallas are independent Major urban centers Disciplined acquisition strategy Acquisitions Diligent, Disciplined, Determined 21

55/100 ASCs in Dallas are independent Major urban centers

21 Investment Highlights Strong position in high growth ASC industry Proven track record of performance Compelling value proposition for surgeons, patients and payors Target rich acquisition base Excellent financial characteristics Northstar Healthcare = Significant growth opportunity 22

22 Forward Looking Statements This presentation contains forward-looking information (within the meaning of applicable securities laws) relating to the business of Northstar Healthcare Inc. (the "Company") and the environment in which it operates. Forward-looking information may include statements regarding the objectives, business strategies to achieve those objectives, expected financial results, economic or market conditions, and the outlook of or involving the Company and its business. Such forward looking information or statements are typically identified by words such as "believe", "anticipate", "expect", "intend", "plan", "will", "may" and other similar expressions. Forward-looking information, including any financial outlooks, is provided for the purpose of providing information about management's expectations and plans about the future and may not be appropriate for other purposes. Forward-looking information herein is based on various assumptions and expectations that the Company believes are reasonable in the circumstances. No assurance can be given that these assumptions and expectations will prove to be correct and the forward-looking information, including the financial outlooks included in this Presentation, should not be unduly relied upon. Those assumptions and expectations are based on information currently available to the Company, including the historic performance of the Company's business. Such assumptions include anticipated financial performance, current business and economic trends, and business prospects and are subject to the risks and uncertainties which are discussed in the Company's regulatory filings available on the Company's web site at or at The Company s management has approved the financial outlooks contained in this presentation. 23

Why Less Is More: Embracing the Niche Network Model for Joint-Venture ASCs

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