Executing a capital-intensive, clinically complex national rollout demands deep healthcare, clinical, financial and public-sector leadership, supported by a governance framework appropriate to a regulated healthcare business and to institutional, development-finance and government stakeholders.
Leadership structure
|
Role |
Mandate |
|---|---|
|
Chief Executive Officer |
Strategy, funding, government & partner relationships |
|
Chief Medical / Clinical Officer |
Clinical governance, protocols, outcomes & specialist leadership |
|
Director of Rehabilitation |
Therapy services & the scarce-workforce strategy |
|
Chief Operating Officer |
Facility rollout, operations & procurement |
|
Chief Financial Officer |
Finance, treasury, revenue-cycle & investor reporting |
|
Head of People & Workforce |
Therapist & specialist recruitment, training & retention |
|
Head of Technology & Digital |
Platform, EMR, telehealth & outcomes data |
Governance framework
A board with independent and, ideally, development-finance representation oversees management through clinical-governance, audit-and-risk, and social-and-ethics committees. The framework covers patient safety and clinical quality, HPCSA and facility-licensing compliance, medical-aid and government billing integrity, data privacy, B-BBEE, and the covenant and reporting obligations attached to the funding. Given the centrality of the workforce, people and clinical leadership are elevated to board-level priorities.
|
Committee |
Mandate |
Cadence |
|---|---|---|
|
Board |
Strategy, capital, rollout, appointments |
Quarterly |
|
Clinical governance |
Credentialing, outcomes, patient safety |
Quarterly |
|
Audit & risk |
Controls, billing integrity, covenants, liquidity |
Quarterly |
|
Social & ethics |
Access, B-BBEE, data privacy, community |
Half-yearly |