VisionCare Specialist Eye Hospital — Management & Organisation
The governance structure, the leadership team, the clinical staffing model and the human-capital strategy.
Section 8 · Business Plan
Management & Organisation
The governance structure, the leadership team, the clinical staffing model and the human-capital strategy.
8.1 Governance Structure
VisionCare will be governed by a board comprising the founding
promoters, the equity investor’s nominee(s) and at least one independent
non-executive director with healthcare-sector experience. A clinical
governance committee, chaired by the Medical Director, will oversee
patient safety, outcomes and accreditation, operating independently of
commercial management to preserve clinical integrity.
8.2 Leadership Team
The hospital will be led by an experienced executive team spanning
clinical and commercial disciplines. Key roles include:
- Chief Executive Officer — overall strategy,
funding relationships, scheme negotiations and growth. - Medical Director — clinical leadership,
governance, outcomes and clinician recruitment. - Chief Financial Officer — financial control,
revenue cycle, reporting and treasury. - Nursing & Theatre Manager — perioperative
services, CSSD and infection prevention. - Operations Manager — facilities, procurement, IT
and patient experience. - Business Development Manager — referral network,
marketing and outreach programmes.
8.3 Clinical Staffing Model
The clinical workforce blends employed and sessional ophthalmologists
across sub-specialties, supported by optometrists, orthoptists, theatre
and recovery nurses, and clinical technologists for imaging and
biometry. A sessional model for visiting sub-specialists allows the
hospital to offer a full service range while aligning specialist cost
with volume during the ramp-up phase.
| Staffing Category | Year 1 Cost (R) | Notes |
|---|---|---|
| Ophthalmologists (sessional + employed) | R9 800 000 | Blended employed & sessional |
| Optometrists & orthoptists | R2 400 000 | Diagnostics & co-management |
| Theatre & recovery nurses | R4 600 000 | Perioperative & CSSD |
| Clinical technologists & imaging | R1 900 000 | OCT, biometry, fields |
| Administration, reception & billing | R2 600 000 | Revenue cycle & front office |
| Management & finance | R3 400 000 | Executive & support |
Table 8.1 — Year 1 staffing cost structure (escalated at ~6.5%
p.a. thereafter)
8.4 Human-Capital Strategy
In a workforce-constrained market, talent is a strategic asset.
VisionCare’s value proposition to clinicians — modern facilities,
predictable high-volume lists, sub-specialty case mix, outcomes data and
a collegial environment — is central to recruitment and retention. The
Company will invest in continuing professional development, structured
training and, over time, a registrar/fellowship teaching component that
strengthens both pipeline and reputation.
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 VisionCare Specialist Eye Hospital (Pty) Ltd.