Cooper Green Hospital Case Study

Cooper Green Hospital and The Community Care Plan
Lack of sufficient resources is also a serious issue affecting healthcare delivery at Copper Green Hospital. The hospital was in 1998 changed to Copper Green Hospital from the previous mercy hospital which was built in 1972. The hospital was started with a bed capacity of 319 inpatients beds and increasing population the hospital lack enough bed space, facilities to conduct a one on one examination with a patient and equipment for doing the various specialized tests (Swayne et al., 2008).
When it comes to medicinal services, it 's difficult to manage, individuals become ill on consistent schedule and they begin to regard the crisis room as walk- in clinics. The conveying of human services to
This mission of CGH made it stand before steady examination from nation commission. Media and the group challenges about the nature of consideration gave by CGH constrained its capacity to draw in patients with private protection. For the initial 2 decades the healing facility face expanding spending plan weights, cost overruns were a typical phenomenon. The hospital was understaffed, under loaded and flood with patients. A portion of the real issues confronted by the doctor 's facility were adjusting cost with maximum access to care, managing employee within inside of spending plan, execution and request and simplifying methods and adjusting them to
 Complete shutdown of the hospital
Directional strategies:
The directional techniques are undertaken by the hospital to enhance its position and improve its span and capacity to serve most extreme number of patients ' begins with the characterizing of its statement of purpose vision and objectives.
Economic Changes:
Health plans face a set of strategic choices in maximizing plan objectives. First, plans must decide whether to diversify product lines (e.g., HMO, PPO,etc.)(Anton, 1996). Medicinal services cost ascended at double the inflation rate from the mid 1980 's to mid-1990 's making a 1 trillion dollars’ industry that represented 14% of the US GDP (Gross Domestic Product). Before the end of century, the medicinal services industry had developed to more than 1.5 trillion dollar or 18% of GDP. In 1995 about 3 quarters of American specialists were guaranteed by HMO (Health Maintenance Organizations), PPO (Preferred Provider Organization) and POS (Point-of-Service) arranges up from just 27% in 1987.
Internal Environment SWOT: