| Summary: | Includes bibliographical references. === The UCT Hospital is a private, fully independent hospital within the buildings of the Groote Schuur Hospital. It has been operational for well over two years. Planning and development began a further four years before this. During the last two years the hospital has changed its name, shareholders and management structures. Since the start of the planning the various stakeholders will too have changed their respective structure and business foci. These changes have added to poor knowledge of all the stakeholders' aims and desires for the hospital. The aims and objectives of this study are to establish what the various stakeholders wish to gain from their relationship with the UCT Hospital. Furthermore, this study investigates the degree of public-private interaction with Groote Schuur Hospital and proposes various possibilities for their future existence and co-operation. A stakeholder analysis indicated that the primary stakeholders wish to expand and grow the hospital. Opponent stakeholders are not satisfied with the structure of and their relations with the UCT Hospital. Key problems in the relationship with Groote Schuur Hospital include tense relations, poor regulation of resource-sharing, and that the two hospitals are vying for comparable markets. These problems are inhibiting growth for both institutions. Communication, improved regulations and specialised market sectors are key needs to help resolve the problems between the two institutions. Various possibilities for future co-existence revolve around the degree of public- private interaction between the two institutions. The most viable option seems to be for the two hospitals to work closely together to form a public-private partnership, where the Groote Schuur Hospital Private Ward is outsourced to the UCT Hospital. This will involve UCT Hospital relinquishing some autonomy and freedom, but result in them having less competition and a greater market base. GSH will have to abandon their own private ward, but can increase risk-sharing, gain in efficiency and effectiveness in the private ward, and get involved in a co-management structure.
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