Refinance your day surgery property loan

Ardent Capital Group brings the same method to every client: execution and strategy, clear advice for smart lending, and long-term growth. That means the right lender, structure and timing, straight advice so you borrow with confidence, and today's deal built toward where you want to be tomorrow. On a day-hospital refinance most of the work sits in the ownership rather than the building. The register has usually moved since settlement, the guarantees have not, and the lease to the operating company is often holding over. We put those back in line before a credit team sees the file, and we stay with it past drawdown. Every figure is subject to serviceability, lender appetite and approval.

We refinance commercial facilities from $50K up to $30M on the property side, with the theatre and anaesthetic equipment funded separately alongside it. The new property limit follows a fresh specialised-use valuation and current servicing, not what the syndicate originally borrowed.

Because a licensed day hospital owned by a syndicate is two problems at once, and most institutions are only comfortable with one. We run the comparison across more than 40 lenders, work out which read a specialised-use valuation properly and which will take a multi-owner borrower without asking every member to start again, and present to one at a time so your credit file does not collect an enquiry for every conversation. We also model the break costs, valuation and legals against what moving actually gains you.

Around 60% to 70% of the current value as an owner-occupier, on a specialised-use valuation, and up to 80% from a healthcare lender where the operator is established. Where a property entity holds the building and leases it to the operating company, expect a further 5% to 15% below that. Theatre equipment is funded separately and does not form part of the figure.

It matters at the refinance rather than day to day, and it is the most common reason these files take longer than the owners expect. The facility was underwritten against the members who were in the syndicate at settlement, and their guarantees are what the lender holds. Once people have retired, sold down or bought in, the guarantee schedule and the unit register no longer describe the same group. We reconcile the deed, the register and the guarantees before the application goes in, so credit assesses one consistent structure.

Usually yes, and it is one of the main reasons a syndicate refinances. The building is normally the only asset in the structure carrying real equity, and a release against a fresh valuation can fund the redemption or the remaining members buying the units. Cash out is assessed on the purpose of the funds, so we evidence the deed mechanism, the valuation and the position of the members who remain. Where an incoming fellow is buying in instead, that can be funded against their own share without the existing members re-documenting theirs.

Because the improvements that make it work are single-use. Operating theatres, a CSSD, clean-air HVAC, recovery bays and backup power suit a licensed day-hospital operator and very few other occupiers, and another buyer could not use them without a state licence of their own. A valuer assesses the premises on a specialised-use basis and discounts those works against cost. That is why the gearing sits below an ordinary consulting suite, and why the equity at a refinance comes from the market and the amortisation rather than from the fit-out.

Fix it before you apply. Where a property entity holds the building and leases it to the operating company, that lease is the income the lender is relying on, and a document that expired and simply continued at a rent set years ago weakens a file the trading figures would otherwise carry. Re-documenting to a current term at market rent, supported by an independent appraisal, is usually the cheapest improvement available to an owner in this position.

Both do, and they sit with the operating entity rather than with the title. A day hospital cannot trade without a state day-procedure or private-hospital licence and, in most cases, accreditation against the National Safety and Quality Health Service standards, and the income a lender is assessing depends entirely on them. The difference from a purchase is that they are held rather than pending, which is a genuinely stronger position. We evidence the current licence and the accreditation status early, and where a reassessment falls near settlement we plan the timing around it.

The equipment side, yes. The room, usually not, because theatres, clean-air services and recovery capacity are fixed works on the building and are funded on the property side, often through progress draws against certified builder invoices. The approval is what sets the timing: a state licence covers a defined theatre count and class of procedures, so adding one generally needs the licence varied and the works accredited before any list can be booked into it. We structure the servicing to carry that gap.

Yes, it is possible, and we arrange these. It is also one of the more intricate refinances in commercial finance, and the detail is what decides whether it works. From 10 August 2026 a new arrangement can only be used for business real property, and a licensed, trading day hospital qualifies. It has to stay the same single property, and it is limited to the balance outstanding plus accrued interest, so there is no top up, no redraw and no cash out inside the fund. That also means a member cannot be funded out of the building this way. Borrowed money cannot fund an improvement either, so a second theatre comes from the resources of the fund. The holding trust is reassigned to the incoming lender rather than dissolved, which carries a legal cost worth weighing against the gain. Your operating entity leases the premises back in writing, at market rent supported by an independent appraisal, and the rent has to actually be paid. The state licence and the accreditation sit with that operating entity, not with the property. Cross-collateralisation is not available inside super. Fund the deposit from the fund itself, since cross-collateralisation is not available in super, the major banks have exited SMSF lending, and lenders want a liquidity buffer left in the fund after settlement. We know this sounds complicated, and we can assist to make things clearer. Reach out to our team and we will guide you through the entire process. We structure the finance, tell you which lenders will take a day hospital as SMSF security and on what terms, and bring in the SMSF specialists and licensed advisers who set the fund side up. You will not be working it out on your own.

Often not. On a day hospital a decline usually traces to one of two things: a lender applying a standard commercial framework to a specialised-use asset, or a credit team that will not take a multi-owner borrower whose register has moved. Both are questions of which lender the file sits with rather than whether the hospital is fundable. We look at how it was assessed and why the answer was no, then place it where that reason is not the deciding one.

Around four to eight weeks with a major bank and three to five weeks with a non-bank lender. A specialised-use valuation takes longer to commission than a standard commercial one, and a syndicate file takes longer again because each guarantor is assessed. SMSF refinances are longer still. We give you a realistic timeline at the start so you can plan the expiry date around it.

The existing loan statements for the property and every equipment line, two to three years of financial statements and tax returns for the operating entity, the current day-hospital licence and accreditation, the unit trust deed or constitution with the current register, the lease between the property and operating entities, and personal tax returns and notices of assessment for each guarantor. Where members bill through service entities, alt-doc options let that income be evidenced through an accountant's declaration, BAS or bank statements.

The costs are a valuation, legal and settlement fees, any lender establishment fee, discharge costs from each current lender, and break costs where you are leaving a fixed rate. Where the guarantee structure is being rebuilt there is further legal work on the deed side. We put the real numbers against the benefit before you commit to anything.

Most of the time, no. Where the ownership is a complex syndicate or the licensing needs careful presentation, a small mandate fee may apply, and we will always be upfront about this before any work begins.

Although we are based in Sydney, we service clients across all major Australian cities, including Melbourne, Perth, Brisbane, the Gold Coast, Adelaide, Canberra and Hobart, along with their surrounding regional areas. Wherever your day hospital is located, we can arrange your finance.

Beyond refinancing the premises, we also assist with asset finance and working capital. On asset finance, that covers theatre tables and lights, anaesthetic machines, scopes, sterilising and CSSD plant and backup power. On working capital, we arrange business overdrafts, lines of credit and cash-flow funding to carry consumables, prostheses and wages against the private-health claim cycle, and we can fold these into the refinance where it makes sense.

Yes, and it describes most syndicates we speak to. The facility is set at settlement and then simply runs, while everything since has been about lists, equipment and staffing. That is our core ethos, helping you understand the right strategy, structure and clear advice from the very first conversation. Our main borrower profiles are established business owners and commercial property investors with facilities from $50,000 upwards. We will start by reconciling the register against the guarantees, telling you what the premises are likely to value at now, what moving costs, and whether it is worth making. If it is not, we will say so and you can stay where you are.