Presentation Brochure 02

S A M A R I TA N

M A L M ES B U RY

H O S P I TA L APRIL 2020

S A M A R I TA N MALMESBURY H O S P I TA L

Samaritan Healthcare

contents 01

INT RODU C T ION

02

03

Client / Town History // Scope of works ///

SIT E ANALYSIS

Location / Site Information // Master Site Plan///

D ESIG N PROPOSAL

Lower Floor Plan / Upper Floor Plan // Perspective /// Finishes ////

01

INTRODUC TION

Client / Town History // Scope of Works ///

CLIENT / PIPELINE

Samaritan Healthcare Niche | Innovative | Integrated | Doctor Dr ive n

S am ar itan h as as s e m ble d a pipe lin e o f im pre s s ive proj e c t opport unit ie s, inc lud ing s u pe r- s pe c ialis e d, ac u te , s ub- ac ute , re habilitat ion and frail care /as s iste d liv ing fac ilit ie s in S o ut h A f r ica.

S am ar itan h as id e nt if ie d ove r 3 0 fac ilit ie s w hic h it plans to roll out ove r t he nex t 5 – 1 0 ye ars w hic h w ill have ove r 1 3 0 0 be ds combine d. The se fac ilit ie s h ave b e e n s e le c te d bas e d o n t he ir lo cat io n, t ime to market , risk, do c to r availabilit y and st rate g ic f it .

T he in it ial phas e ( ‘‘P has e 1 ’’) o f t he pip e line re late s to 11 fac ilit ie s locate d in t h e We ste r n C ape and M pum alan ga ( 7 h o s pitals an d 4 frail care /assiste d liv ing fac ilit ie s ) w hic h S am ar itan w ill e stablis h and o p erate in t he nex t 24 m o nt hs . S am ar itan M alm e s bur y H o s pital is t he c e nte rpie c e of t he P hase 1 pip e line ro llo u t .

I N T RO D U C T I O N Sa ma ri ta n ( https://w w w.samar itan. co . za /) i s a hea l thca re co mpa ny fo rmed to de s ig n, pro j e c t ma na ge , commission, operate and o pti mi s e pri vate ho s pi ta l s a nd o ther medi ca l fac ilit ie s in S o ut h A fri ca . Sa mar itan is a joint initiati ve between: • A BC Group ( “AB C ”) : AB C is an i nternati o na l co mpa ny i nvested i nto di vers e in dust r y in S o ut h A fri ca , including the tex tile and l ei s ure ma rkets . T hey have wel l esta bl i s hed ex po s ure in S o ut h A fri ca n healthcare providing speci a l i zed equi pment a s s et f i na nce a nd devel o ping an d o pe rat in g new fa cilities in the C ape Town fo res ho re.

• A nato mi ( ‘’AM I’’) : Devmar k ( https : //w w w. dev ma rk . co . za /) i s the i nvesto r i n A M I an d has an ex te nsive track record in the devel o pment o f ni che co mmerci a l a nd res i dent ial pro j e c t s . A M I bri ngs the necessar y proper ty devel o pment a nd ma na gement experti s e to S a ma r itan to fac ilitate i ts re l ationships with develope rs o f the fa ci l i ti es i t ma na ges ; • P i vo ta l Healthcare ( ‘’PH’’) : is a s ubs i di a r y o f Pi vo ta l G ro up ( https : //pi vo ta l g ro up.co . za/ ) w hic h o ffe rs a suite of IC T and techn o l o g y ena bl ed bui l di ng ma na gement s er v i ces . P ivo tal H e alt hcare wa s fo r med to specialise in the depl oy ment o f the PH co mpetenci es at medi ca l fac ilit ie s . T he P H te a m has ex tensive exper ience i n des i g ni ng , co mmi s s i o ni ng a nd runni ng a cute pr ivate h o s pital, a nd a re now par t of the Samari ta n executi ve; • Pa l e sa C apital ( ‘’PC ’’) : PC br ing s ex tens i ve l ea ders hi p experi ence i n the hea l t h s e c to r an d als o i n the building of large cor porate o rga ni s ati o ns . PC ha s a cces s to a co mpel l i ng s o urc e o f yo ung ta l e nt through its strong aff il i ati o n wi th U nl ea s hi ng L ea ders hi p Po tenti a l ( ‘’U LP ’’) ( htt p: / / w w w. unleashingleadershippote nti a l . co . za /) whi ch devel o ps the l ea ders hi p po te nt ial o f yo un g pro fe ssionals and entrepreneurs f ro m hi sto ri ca l l y di s a dva nta ged co mmuni ti es .

The exe c utive team are exper ts in hea l thca re o perati o na l ma na gement, pro pert y and I C T, w ho m co l l e c ti ve ly have 101 years of hea l thca re experi ence between them.

DOC TOR I NVEST MENT OPPORT UNI T IES S am ar itan H e alt hcare has e stablis he d a S e c t io n 1 2 J f und (S 12J) to fac ilitate do c to r p ar t ic ipat io n in t he ow ne rs hip o f t h e bu s ine ss. The S 12J fund prov id e s do c to rs w it h t he o p po r t unit y to s e le c t t he ir l eve l of inve st me nt into S am ar itan be nef itt ing f ro m t he tax effe c t ive st r uc t ure s prov ide d by t he S 1 2 J.

Te c hnol og y

can enable innovation that leads to improved response times, diagnostics, access to patient information, resource management and patient outcomes

Pa rt ne ri n g

with doctors, medical schemes and developers will lead to the creation of fit-for-purpose medical facilities in underser ved areas

Enabling

Regulator y com plia n ce

doctors to work together in teams (team based medicine, faculty medicine) with real time access to patient and diagnostic information at the point of care leads to better patient outcomes

and ethical business practice leads to safe, effective and trusted ser vice to communities and stakeholders

Treatm ent

Skills transfer

at the most appropriate level of care provides patients with the best medical and financial outcomes

and

mentorship

at

care

deliver y,

management and leadership leads to sustainable ser vice deliver y and business practice

CLIENT / CO RE CO M P E T E N C IE S

G row t h O p p or t u n it y Sa ma r i ta n sha rehol de rs/ investors w ill be nef it f rom attra c ti ve IR R ret urns from t he 1 1 Pha se 1 fa c i l i ti es. A s t he pipeline unfo l d s m a ny othe r fa c i l i ti es w ill be added, f ur the r a ddi ng to the hospital groups suc c e ss. Sa m a ri ta n i s posi tioned to att ract substanti a l doc tor sha re ho lding (t hrough se c t i o n 12J) a nd provi de hi gh social impact o ppo r t uni ti es i n the he a l thcare indust r y.

Ro b u st P ip elin e Sa ma ri ta n ha s i de nti f i ed over 30 facilit ies w hich i t pl a ns to rol l out ove r t he nex t 5 – 10 years w it h ove r 1300 be ds. T he se fa cilit ies have been selected ba sed on the i r l ocati on, t ime to market , risk , do c tor ava i l a bi l i ty a nd st rategic fit . The pipeline i s a di ve rsi f i e d m i x of day clinic, acute and suba c ute fa c i l i ti es, whi c h reduces t he risk of being co nc entrated i n onl y one class of facilities.

H i g hly ex pe r ie nce d te am The exe cu t ive an d no n-exe cu t ive te am collect ive ly have ove r 1 3 1 ye ars o f relevant ex pe r ie n ce which includ e s 1 0 1 years o f he alt h care ex pe r ie nce .

TECHNOLOGY S amar itan is in a po s it io n to im ple m e nt t h e late st me dical m anage m e nt te ch no lo gy s o lut io ns as it is no t b o u nd by o u tdate d le gacie s like o t he r ho s pital gro ups . This will incre as e eff icie ncy, re du ce co st s and im prove de cis io n m aking. I t als o prov ide s t he plat fo r m ne ce s s ar y to facilitate m u lt i-dis ciplin ar y healt hcare te am s ne e de d to o ffe r p r im ar y preve ntat ive s e r v ice s fo r b ette r he alt h o utco m e s in ins u re d co m m unit ie s .

Alignm ent to NH I Sam ar itan’s u nde rstandin g o f N HI a n d i ts pipe line o f he alt hcare fac i l i ti es i n hi g h s o cial im p act are a will e ns ure i ts a l i g nm ent to N H I an d be n ef it all stake h o l d ers affec ted by it .

DSP stat us

Sam ar itan has e nte re d into di s c us s i o ns wit h D is cove r y H e alt h and o th er pro m i nent m e dical s ch e m e s to o bta i n Des i g nated Se r v ice Prov ide r ( ‘‘D SP ’’) status fo r th e facilit ie s in it s pip e line .

FAC ILITIES Samaritan has connected with developers to secure a pipeline of acute, day clinic, stepdown and assisted living facilities (1800 beds) for roll out over the next 5 to 10 years.

Samaritan will design, commission and manage these facilities.

The map shows where the facilities are (or will be) located.

The 7 facilities (249 beds) shown on the map in orange will be commissioned in the next 24 months. 4 of these facilities are already built.

CLIENT / S ama r i ta n h a s p i on e e r i n g va l u e d i f fe re nt i ators • S a m a r i ta n com bi ne s ex te nsi ve strategic, operat ional and clinical healt hcare ex pe r t is e i nto a n i c h e m a na ge m ent te a m that delivers focused and result s based m anage m e nt s e r v i c e s to ac ute a nd sub- a c ute medical facilit ies.

• S a m a r i ta n’s ex per t tea m provi d es unique value different iators t hat are e s s e nt ial i ng re di e nts re qui re d to e nsure the sustainabilit y, longev it y and performance o f cur re nt he a l t h de l i ve r y proj ec ts.

The 9 va l ue di ffe re nt i ators a re l isted bel ow a n d desc r i b ed i n mo re detail in the table s w h i ch fol l ow.

Hand s o n ex p e r t i se , sh a r i n g in o peratio na l r i sk

Te c h n o lo gy, co ntro ls

Samaritan is structured to place strategic management staff within each hospital, with a direct line impact into the central management company support structures. This ensures operational best practise processes, shared resources and shared efficiencies while retaining independence and autonomy.

Samaritan partner’s with property developers and operators to provide a hospital management vehicle that provides the implementation skill set required to manage hospitals and share the risk of doing so.

Samaritan integrates a suite of technology platforms to record and process all transactions, performance and monitoring requirements. Central to this is the Hospital Information/Billing System (‘‘HIS’’), Electronic Medical Record (‘‘EMR’’), Point of Sale (‘‘POS’’), Practice Management (‘‘PMA’), human resource and payroll, facility management and other customised key systems. Samaritan ensures the integration of these systems where they report through to a centralized national operating centre (‘‘NOC’).

Samaritan’s operational risk sharing model deviates from the traditional ‘percentage of turnover’ fee charged for management services. The old methodology places a heavy burden on early hospital operations to generate sufficient activity to fund operating expenses and the management fee. This old model incentivises the management company to focus on short term benefits to maximise returns, an example of this would be contracting correctional service/ prison patients to generate activity which could deter target practitioners or patients from the hospital.

The Samaritan suite of systems and protocols are connected to the NOC where real time analytics and smart technology enables dashboard reporting and information flow that supports precise and timeous management. The central nature of the operating system stack ensures integrated information flow but more importantly integrated assessment and management for intervention. This unlocks the ability to set performance norms where baseline and GAP analytical techniques are implemented along with reporting mechanisms and corrective timelines.

Samaritan operates on a risk sharing or collaborative basis with profit sharing reimbursement (rather than a percentage of turnover) and where management costs are initially charged on a cost plus basis to avoid short term losses.

Samaritan has the flexibility to incorporate a sliding scale profit share and propose service level agreements which emphasise performance with bonuses

Samaritan’s networking technology allows real time, cloud-based data management with mobile application capabilities. This broadens the user base (both input and output) which significantly enhances data reach, value and integrity. Its network is robust and provides geo-redundancy, is scalable across varied infrastructure and has the ability to connect to any ISP (agnostic service provider). Samaritan provides dedicated backhaul capabilities between data centers and customer environments. Samaritan’s network provides a scalable, safe, reliable and versatile platform to consolidate a multitude of different systems monitoring a diverse operational environment.

for achieving profits.

e ar ly

d ete c ti on

and

Al ignm ent to NH I and reg ul at i on

Qual i t y care

The introduction of the NHI policy in South Africa introduces the requirement for the private sector to contribute to extending the reach of quality health services to many more South Africans. The government acknowledges that private facilities play a vital role in the NHI success and will have to be accredited through a system that will focus on “efficacy, quality, safety and cost-effectiveness”.

Outcomes will be measured and monitored through a performance management framework and will be in accordance with agreed upon performance standards.

These norms and standards are documented in the NHI policy white paper.

Clinical governance and continuous quality improvement are the core principles of Samaritan with focus on improving standards of care by reducing and understanding variations, improving outcomes and access to services and consistent monitoring of the performance of the facility. Clinical decisions taken will be based on up-to-date evidence to ensure effectiveness and systems for measuring hospital quality and performance based on the clinical governance framework will be inherent in the operational model. Samaritan has created these measurement framework models, however each facility will be required to refine and customise the models for each facility with ownership taken from each Physician Advisory Board (‘‘PAB’’).

The NHI policy white paper suggests that, at a hospital level, a case-mix system for the reimbursement for hospitals’ and medical specialists’ services will be developed. The payment will be related to services delivered and would be determined through a system of case mix activity adjusted payments such as DRGs. Samaritan focuses on providing quality healthcare delivery models at a lower cost which is aligned with the proposed NHI policy reforms to ensure that their facilities are able to participate fully in providing health services to all South Africans. Lower cost models are achieved by working with clinicians to manage treatment protocols and remove duplicated diagnostics through the sharing of information. This is achieved by creating a team based operating environment facilitated by technology systems and collaborative management structures.

S ect i on 1 2 J Samaritan has partnered with Jaltech to offer an investment opportunity to doctors and other investors who would be able to directly invest into facilities and benefit from the profits of these facilities. In addition, the investor benefits from a S12J tax allowance of up to 45% for individuals and 28% for companies of the investment amount.

The design of the system will aim to improve the quality of care and maximise patient health outcomes and will comply with directives from the Office of Health Standards and Compliance (‘‘OHSC ’’), allowing all facilities to be accredited as NHI facilities.

Central to measurement and quality centric focus is the incorporation of PAB and in-house clinician-based control mechanisms.

Do c to rs an d te am- b ase d m edi cine fo c u se d Samaritan provides a healthcare platform that enables the practice of integrated clinical services with a patient/outcomes focus. Currently, doctors in the private sector typically function in an insular or isolated environment with limited collaboration or teamwork. Medical providers should facilitate the ability for doctors to practice in “teams” or “departments” allowing easy dissemination of information to enable specialisation within the team and cooperation between teams. This holistic focus on the patient will result in improved clinical outcomes and provide an information store to enable better in-patient and post-discharge management.

Reim b u rs e me nt m od e l s The Samaritan technology platform is adaptable to the implementation of alternative reimbursement models at the forefront of market trends.

Samaritan is well placed to implement alternatives to the current ‘’fee-forservice’’ system, which makes the company agile and responsive to future relationships with NHI and first movers within the private health sector Medical Schemes and administrators. This is due to Samaritan taking the team-based medicine approach coupled with unique systems required to engage with Medical Schemes, administrators, managed care organisations and the state to implement alternative reimbursement models of care.

Currently, private healthcare operates on a fee for service basis where clinical investigations and interventions directly increase healthcare spend, this model inherently incentivises over servicing and duplicated services. Fee for service has been highly criticised and cited as the reason for healthcare inflation exceeding CPI year on year. The nature of this reimbursement mechanism suggests that service providers are able to increase their revenue by providing maximum investigation and intervention. This pricing mechanism has caused negativity in the industry and is responsible for the polarisation and distrust between the different South African healthcare participants, namely the State, funders, hospitals and clinicians. It is not clear if all these parties have the common goal of providing quality healthcare to more people as cost effectively as possible.

This is however the case with current reimbursement structures which distort perceptions between the parties and has caused a lack of trust and collaboration.

Samaritan has investigated and believes in the DRG grouping of procedures, global treatment fees, risk sharing reimbursement and capitation models. These innovative reimbursement models are only achieved with the support of doctors who are outcome focused.

The benefits of a collaborative, team-based healthcare system will remove duplicated diagnostic investigations and provide a multidisciplinary patient focus which will decrease recovery times and reduce healthcare costs. This opens opportunity to negotiate preferred arrangements with Medical Schemes where protocols and treatment plans can be managed with clinicians rather than hospital administrators.

According to the 2016/207 Council of Medical Schemes Annual Report, the estimated private healthcare expenditure on hospitalisation, medication and specialist practitioners amounted to R116b or 77% of annual private healthcare spend. Private healthcare specialists have an impact on this spend directly as they determine the treatment pathways, diagnostics and prescription requirements of the patients. Due to the fragmentation of the medical profession, they are largely excluded from in-patient rate negotiations between Medical Schemes and hospitals, the medical profession is the only body that can deliver/determine healthcare and yet they are relegated to be minor players.

Once Samaritan has established its medical teams, they will play a major role through their influence on healthcare spend through their control of patient pathways and clinical outcomes in a way that hospitals and funders are unable to do. The Samaritan medical profession will champion the practice of appropriate and preventative medicine, rather than potentially financially rewarding “fee for service” model which promotes intervention and revenue rather than outcomes.

The team-based approach will rely on collaboration and sharing patient information, avoiding duplicated investigations and diagnostics that inflates the cost of investigations and widen the divide between the funders and providers of care. Samaritan will effectively engage with funders and providers to establish new and improved funding mechanisms for providing care. This level of collaboration enables grouped/packaged pricing structures using Diagnosis Related Groups (‘‘DRG’’). This will focus on minimised usage rather than the volume based “fee for service” approach.

The power of the Samaritan model is the reliance on teams and the embedded regulatory structures within the model, which provide the clinical self-governing aspects where physician advisory panels monitor and manage clinical treatment protocols and processes.

C ont i nued pat i ent care

Recrui t m ent and ta l e nt ma na ge me nt

The Samaritan clinical focus emphasises the entire clinical care pathway (the full pathway of care for every patient), this includes the co-ordination of all clinical encounters and treatment records of the patient. This level of involvement requires the solid technology platform provided by Samaritan. These records will integrate into medical insurers and provide wellness, early detection and effective preventative intervention, care and consultation.

Samaritan recognises the shortage of clinically trained staff in South Africa and has a unique partnership with Pivotal Talent to provide a tool to facilitate our recruitment, talent management and analytical ability in this critical space. This tool will not only enable Samaritan to effectively manage this scarce resource, it will also identify and direct staff into appropriate career pathways. These measures are fundamental contributors to staff satisfaction, longevity and loyalty.

After any serious medical occurrence, Samaritan will develop a structured and coordinated rehabilitation program, so as to ensure that the patient is not readmitted for the same problem. This focused rehabilitation, continued and integrated care model does not currently exist in South Africa and is only achieved with sophisticated technology and organised team-based doctor structures.

Samaritan’s talent tool provides a unique and highly intuitive talent management analytics solution to improve the quality and accuracy of employee recruitment and subsequent optimisation of employee skills and career development which translates into improved loyalty and retention of clinical and administrative staff. Other benefits include substantial human resource cost savings, improved operational efficiencies, enhanced productivity and performance and sustainable returns on investment.

The solution makes use of unique multi-disciplinary scientific and neurological predictors (or constructs) of skills, behaviour and performance (including aspects such as values, diversity and culture) that can accurately identify upfront suitability as well as ongoing skills requirements and related gaps for development. Samaritan does not simply focus on boosting training numbers but rather the right longterm culture fit.

CLIENT / H ow S a m ar ita n tac k les h ealt h care challenges

Challenges facing the healthcare industry Unequal distribution and access to medical practitioners, and particularly specialists.

Skills shortage

Private medical practice does not currently benefit fully from a team-based medicine approach that involves collaboration between professional disciplines and shared patient information.

Poor collaboration between professional medical practitioners

Resource utilisation inefficiencies are currently entrenched by fee for service Medical Scheme reimbursement.

Reimbursement systems

Medical Scheme tariffs based on historic building costs create a financial barrier to introducing new medical facilities using conventional building methods.

Uncompetitive building methods

New medical service delivery innovation is hostage to traditional medical facility design and care delivery practices.

Entrenched care delivery inefficiencies

Our private medical care system does not currently make full and effective use of home-based and lower cost institutional care settings.

Poor support for home and costefficient transitional care

Solutions provided by Samaritan Telemedicine, competent early stage emergency support and evacuation services, and innovative visiting doctor support services.

Implement technology solutions that facilitate team-based medicine through patient information exchange and real-time professional collaboration to improve point of service decision making, clinical outcomes and optimum financial outcomes in the interest of patients.

Together with leading stakeholders, implement viable alternative reimbursement arrangements including Diagnosis Related Groups (‘‘DRG’’).

Use new facility design and building methods that create facilities which are “fit for purpose” and offer substantially lower costs per patient day than conventional building methods, and that incorporate Self-Monitoring Analysis And Reporting Technology (‘‘SMART’’) elements that improve efficiencies in the management of the facilities themselves and also improve the efficiencies of the services provided at these facilities.

Design and implement an appropriate mix of technology enabled care delivery solutions including telemedicine and electronic patient record exchange, to facilitate real time medical diagnostics and efficient service delivery at the most appropriate levels of care.

Within local communities, increasingly implement mobile technology, wearable devices, SMART building systems, telemedicine and emergency evacuation solutions to implement early detection, rapid response, specialised care and transitional care that support more cost-effective homebased care, frail care and step down care alternatives.

TOWN HISTORY //

Malmesbury Western Cape

Situated in the heart of the Swartland, lies the town of Malmesbury.

It is a town of approximately 36,000 inhabitants in the Western Cape province of South Africa, about 65 km north of Cape Town.

The town is the largest in the Swartland (‘black land’) which took its name from the Renosterbos (‘rhino bush’), an indigenous plant that turns black in the warm, dry summers. The area is especially known for its grain and wine cultivation as well as sheep and poultry farming.

Malmesbury was named after Sir Lowry Cole’s father-in-law, the Earl of Malmesbury. Settlers were encouraged to make their homes here because of a tepid sulphur chloride mineral spring that was renowned for curing rheumatism. The first farms were allocated in 1703. When the fifth Dutch Reformed congregation in the Cape was established here, it became known as Zwartlands-kerk (Swartland Church) but was renamed Malmesbury in 1829. The town acquired municipal status in 1860. In 1911 the Encyclopædia Britannica recorded the population of the town at 3811 [1], however this may refer to a white population, as a census of 1849 recorded a total of 8520 residents.

St Thomas Street

SCOPE OF WORKS /// Malmesbury fulfils an important urban niche in the region and the province. Its high development potential can be attributed to factors such as its relative accessibility along the N7 road/rail corridor, closeness to Cape Town, diversified economic base, which not only accommodates agriculture but also well-developed industrial and commercial sectors and supportive infrastructure.

The high property values in the Cape Town Metropole and the attraction of a local tranquil atmosphere are moving people to settle here and commute to Cape Town on a daily basis. Malmesbury is home to a number of large companies, as well as regional offices of provincial and national government departments.

The planned facility is for 83 general hospital beds to serve the populations of not only Malmesbury but also the surrounding areas.

Accommodation Schedule Type of Beds

# of Beds

Adult ICU

4

NNICU

3

NNHC

1

Adult HC

2

Maternity Beds

10

Paediatric Beds

8

Medical Beds

22

Surgical Beds

20

Day Ward

9

Renal Dialysis Unit

4 83

TOTAL:

Other Beds

# of Beds

THEATRES: Laminar Theatre

1

Major Theatre

2

Minor Theatre

1

Endoscopy/Minor Theatre

1

LABOUR: 1st Stage

1

Delivery

2

EMERGENCY:

1

Development Cost

02

SITE ANALYSIS

Location / Demographic Analysis // Master Site Plan///

LOCATION /

SITE

ERF: 11203 MALMESBURY

N7 Highway

(A 10Ha PORTION OF PORTION 3 OF FARM 696, TWEEFONTEIN)

Malmesbury Malmesbury

N7

N7

DEMOGRAPHIC ANALYSIS // Household Income

Analysis The west coast district population grew by 11.4% against an average growth of South Africa of 7% from 2011 to 2016.

Total population (Census 2011) Estimated catchment population (Community survey 2016)

5km radius

10km radius

20km radius

Total

67,910

9,910

88,545

166,365

72,988

10,651

95,166

178,805

Population as per Census 2011

Employment Status

Growth in the Area

Demand Calculation

Malm esbury

• Due for completion by the end of 2018, the widening of the N7 highway to a dual carriageway from Cape Town and ultimately through to Namibia has already placed the Swartland town of Malmesbury firmly on the map for home buyers, having shortened the trip from the Mother City by about a third, says Annien Borg, MD for Pam Golding Properties in the Boland and Overberg regions.

• “The drive to the city now takes only about 25 to 30 minutes, which considerably improves accessibility to and from the town, making it even more attractive to professional first time and family buyers who can commute to places of work in Cape Town while enjoying living in a wholesome and secure country environment.”

• Malmesbury is also only about 20 minutes from Durbanville, a significant commercial hub in Cape Town’s northern suburbs. “In

20 km Patient days

Total Households above population threshold 16,6365

Num ber per household

Total catchment Days per 1000

11,760

3.13

36,807

36.8

365

Existing occupancy

85%

70%

60%

50%

0%

82

100

116

140

279

0

0

0

0

0

82

100

116

140

279

Existing beds Available demand (beds)

6,390.5

Patient days 25,498

25,498

Operating days Solve for beds

Adm issions

• The area in and around Malmesbury is undergoing significant development with planned housing estates, retirement villages and private schooling all scheduled for completion in the medium term.

• An acute hospital therefore is a good match for the area, which currently has significant unmet demand.

• There are no competing facilities within the 20km radius, the closest hospital facility is in Paarl (Mediclinic Paarl with 143 beds) which is 38.8km away.

fact,” says Borg, “we believe Malmesbury is about to become a new growth node, attracting an increasing number of home buyers.

• “Most of our home buyers are those relocating here from Cape Town, with some from the rest of the country. Malmesbury is ‘pure platteland’, a farming community which speaks to city dwellers. The town is clean, safe and in close proximity, which means it’s also appealing as a weekend retreat.

• Large areas of agricultural land characterise the Swartland municipal area, and it has the second biggest economy in the district, contributing R6.9 billion to the WCD economy. Over the last five years, the Swartland area experienced an average annual growth rate of 2.9 %, which is in line with economic growth in the district and slightly higher than the provincial growth rate.

• The Cape Town Metro is expanding northwards due to sensitive urban edges at Paarl and Stellenbosch. Close enough to Cape Town to serve the markets there, draw on expertise if required, or purchase specialised items or services. Malmesbury provides quicker access to the city than Paarl due to the following factors: -----

The N7 is less congested than N1 and N2; The road network provides 8 entry points to the Metro; Land is available and affordable; Some large (>R billion Turnover) firms already choose to operate from here; -- Many firms serve the national market from Swartland, even some retailers; and -- Strong agricultural and agro-processing sectors with associated supplier and distribution channels.

MASTER SITE PLAN ///

Sama Heal

03

DESIGN PROPOSAL

Lower Floor Plan / Upper Floor Plan // Visualization ///

LOWER FLOOR PLAN /

Lower Floor Plan: 1637m²

UPPER FLOOR PLAN //

Upper Floor Plan: 5043m²

VISUALIZATION ///

Samaritan Healthcare 087 310 5900 | info@samaritan.co.za | Silverpoint Office Park, 22 Ealing Crescent Bryanston, South Africa

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