RenaCare Dialysis Clinic — Implementation Roadmap

The phased implementation roadmap and key milestones from licensing and site build-out to commissioning and steady-state operations.

Section 12 · Business Plan

Implementation Roadmap

The phased implementation roadmap and key milestones from licensing and site build-out to commissioning and steady-state operations.

12.1 Four-Phase Implementation Approach

Renacare’s implementation follows four clearly delineated phases over
26 months from project kick-off to full clinic operations. The Gantt
chart below visualises all fifteen critical milestones and their
dependencies. Detailed activity schedules, ownership assignments and key
performance indicators are captured in the master project plan
maintained by the Managing Director and reviewed bi-weekly with the
Board.

Figure 12.1

Figure 12.1 — Implementation Roadmap (Gantt view, 30-month window)

12.2 Phase 1 — Pre-Build (Months 1–6)

Phase 1 establishes the legal, regulatory and capital foundations of
the business. The Managing Director leads this phase, supported by legal
and financial advisors. Critical dependencies include completion of
funding close (which gates site lease signature and equipment orders)
and commencement of regulatory licensing (which sits on the critical
path for clinic commissioning).

#	Milestone	Timing	Owner
1	Company incorporation & governance setup	M1 – M2	Managing Director
2	Site identification & lease negotiations	M2 – M4	MD + External advisor
3	Regulatory licensing (DOH, HPCSA, SANC)	M3 – M7	Business Dev & Compliance
4	Funding close (debt + equity)	M3 – M5	MD + CFO
5	Architectural & clinical design	M4 – M6	MD + Medical Director

12.3 Phase 2 — Build & Procurement (Months 6–13)

Phase 2 delivers the physical clinic and its core human and
information-technology infrastructure. This is the most
capital-intensive phase of the implementation, accounting for
approximately 85% of total CAPEX. The Medical Director joins the project
team on a full-time basis from month 6, assuming accountability for
clinical design, protocol development and medical aid DSP
engagement.

#	Milestone	Timing	Owner
6	Construction & leasehold improvements	M6 – M10	Project manager (external)
7	Equipment procurement (dialysis machines, RO)	M7 – M9	MD + Medical Director
8	IT systems & EMR implementation	M9 – M10	IT & EMR Administrator
9	Staff recruitment & dialysis training	M8 – M11	Head of Nursing
10	Medical aid DSP accreditation (Discovery etc.)	M7 – M12	Business Dev & Compliance
11	Water quality commissioning & AAMI validation	M11	Medical Director

12.4 Phase 3 — Operations & Ramp (Months 12–24)

Phase 3 transitions the business from project mode to operating mode.
The soft launch is deliberately staged — beginning with 10 stations and
a restricted patient intake — to allow operational processes, clinical
protocols and medical-aid billing to be validated under real conditions
before full capacity commissioning.

#	Milestone	Timing	Owner
12	Soft launch (10 stations, limited patient intake)	M12 – M13	Head of Nursing
13	Full operations commissioning (all 20 stations)	M14 – M15	MD + Head of Nursing
14	Utilisation ramp & referral network build-out	M15 – M24	MD + Medical Director

12.5 Phase 4 — Expansion (Months 23–26)

Phase 4 begins the evaluation of the second clinic. Site scouting,
catchment analysis and funding discussions for the Phase 2 site will
commence while the flagship clinic is still ramping, allowing Renacare
to leverage operational learnings and emerging financial performance in
both Phase 2 site selection and Phase 2 funding conversations.

#	Milestone	Timing	Owner
15	Evaluation & Phase 2 site planning	M23 – M26	MD + Board

12.6 Critical Path & Dependencies

The critical path for project delivery runs through the following
sequential dependencies: funding close → site lease signature →
architectural design → construction → equipment installation →
commissioning → soft launch. Any delay in an earlier critical-path
milestone cascades to later milestones. The Gantt schedule incorporates
30 to 60 days of buffer in non-critical-path activities, but the
critical path itself is tightly scheduled and will require active
management attention. The medical aid DSP accreditation is not on the
critical path for clinic commissioning but is on the critical path for
commercial ramp — a clinic can be clinically ready without being
commercially viable.

12.7 Key Performance Indicators

The Managing Director will report monthly to the Board against a
fixed dashboard of key performance indicators. During implementation the
dashboard emphasises programme and CAPEX adherence; during operations it
emphasises clinical quality and financial performance.

KPI	Phase	Target (Y1 end)	Target (Y5)
Milestones on-time rate	Implementation	≥ 90%	n/a
CAPEX vs budget variance	Implementation	≤ 5%	n/a
DSP networks accredited	Commercial	3	6
Station utilisation	Operations	50%	92%
Active chronic dialysis patients	Operations	75	150
EBITDA margin	Financial	10%	38.8%
Debt-service coverage ratio	Financial	0.74x	6.70x
Clinical KPI dashboard score	Clinical	≥ 75/100	≥ 90/100
Patient NPS	Clinical / Brand	≥ 55	≥ 70
Referrer active rate	Commercial	≥ 60%	≥ 80%

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 RenaCare Dialysis Clinic (Pty) Ltd.