Aurelia Healthcare — Service Lines & Clinical Operating Model
The service-line architecture across the cardiac, oncology, trauma, renal and transplant, women and children’s, diagnostic and outpatient institutes, the clinical-quality targets and the patient-volume forecast.
Section 5 · Business Plan
Service Lines & Clinical Operating Model
The service-line architecture across the cardiac, oncology, trauma, renal and transplant, women and children’s, diagnostic and outpatient institutes, the clinical-quality targets and the patient-volume forecast.
5.1 Service-Line Architecture
Aurelia’s clinical portfolio is structured around seven Service Line
Institutes operating across all sites in a matrix structure. Each
Institute has dedicated medical leadership, clinical governance,
training pathway, and outcome reporting — creating clinical depth,
accountability, and brand recognition that transcends individual
hospital boundaries.
5.1.1 Cardiac Institute
A quaternary cardiology service offering interventional cardiology (3
cath labs, EP suite), cardiac surgery (CABG, valve, structural heart,
MCS), heart failure programme, and cardiac rehabilitation. Targeted
volume of 1,200 cardiac procedures and 850 PCIs per annum at Phase I
stabilization. Revenue contribution: ~13% Group at Year 5; revenue per
case among the highest in the portfolio.
5.1.2 Oncology Institute
A vertically-integrated oncology service comprising medical,
radiation, and surgical oncology, supported by molecular diagnostics,
imaging, infusion services, and a satellite-clinic network. Three linear
accelerators in Phase I (with brachytherapy and stereotactic
capability), targeting 22,000 chemotherapy infusions and 18,000
radiotherapy fractions annually at stabilization. Revenue contribution:
~16% Group at Year 5.
5.1.3 Trauma & Emergency Services
A Level 1 Trauma Centre meeting Trauma Society of South Africa
accreditation criteria, with 24/7 trauma surgery, neurosurgery, vascular
surgery, and orthopaedic on-call coverage. Helipad and CT-in-resus
capability. Critical to the Group’s acuity positioning and a primary
driver of after-hours admission volume. Revenue contribution: ~8% Group
at Year 5; volume contribution proportionally higher.
5.1.4 Renal & Transplant Centre
A 30-station haemodialysis unit at the flagship plus a peritoneal
dialysis programme, supported by a kidney transplant theatre and
post-transplant immunology service. Network of 11 satellite dialysis
centres in Phase III. Targeted volume of 28,000 dialysis sessions per
annum across the network at stabilization. Revenue contribution: ~9%
Group at Year 5.
5.1.5 Women & Children’s Hospital
A 60-bed maternity and 24-bed paediatric service, with a 12-bed NICU
and 8-bed paediatric ICU. Female health centre offering breast care,
gynae-oncology, and reproductive medicine. Targeted 4,200 deliveries per
annum, of which approximately 32% caesarean (in line with private-sector
South African norms). Revenue contribution: ~11% Group at Year 5.
5.1.6 Diagnostic Imaging & Pathology
Centralised diagnostic imaging hub with 3T MRI ×2, multi-detector CT
×3, PET-CT, DEXA, mammography, ultrasound, and fluoroscopy capability,
deployed across all flagship and regional sites. Pathology laboratory
services delivered via a joint-venture arrangement with one of the
established South African pathology majors, embedded in the Group EMR.
AI-augmented reporting deployed for stroke, PE, ICH, fracture, and
breast screening. Revenue contribution: ~9% Group at Year 5.
5.1.7 Outpatient & Day Surgery Network
Network of 14 outpatient/day-hospital sites operating under the
“Aurelia Care” sub-brand, providing same-day surgery, outpatient
consults, minor procedures, and preventative health. Day-surgery
economics are materially superior to inpatient on a unit basis, and the
network creates high-margin volume captive to the Group ecosystem.
Revenue contribution: ~9% Group at Year 5.
5.2 Clinical Quality & Outcome Targets
Aurelia commits at financial close to the following clinical-quality
metrics, reported quarterly to the Board’s Clinical Governance Committee
and annually to financiers:
| Metric | Industry Avg | Aurelia Target | Reporting Cadence |
|---|---|---|---|
| Hospital-Acquired Infection Rate | ~3.4% | <2.0% | Monthly |
| 30-day Surgical Readmission Rate | ~7.2% | <5.0% | Monthly |
| In-Hospital Mortality (risk-adjusted) | Industry baseline | 85% of baseline | Quarterly |
| CABG 30-day Mortality | ~2.1% | <1.5% | Quarterly |
| Door-to-Balloon Time (STEMI, median) | ~85 min | <60 min | Monthly |
| Patient Safety Indicators (PSI-90) | National percentile | Top quartile | Quarterly |
| Net Promoter Score (Patient) | ~+45 | >+65 | Monthly |
| Average Length of Stay (Med-Surg) | ~4.8 days | <4.0 days | Monthly |
| Bed Turnover Interval | ~0.8 days | <0.5 days | Monthly |
| Theatre Utilisation (08:00–17:00) | ~72% | >82% | Monthly |
5.3 Patient Volume Forecast
The patient-volume build-up reflects the phased opening of
facilities, the clinically-validated ramp-up curves observed at
comparable greenfield tertiary hospitals (typically 18–24 months to 70%+
occupancy), and the Group’s explicit volume-growth strategies (referral
programmes, specialist contracting, payer engagement, medical-tourism
activation).
Confidential — this business plan is provided to prospective investors and lenders for evaluation purposes only and may not be reproduced or distributed without the written consent of Aurelia Healthcare Holdings (Pty) Ltd.