The Cooper Green Hospital and the Community Care Plan Lack of sufficient resources is also a serious issue affecting the provision of healthcare at Copper Green Hospital. In 1998 the hospital was changed to Copper Green Hospital from the previous Mercy Hospital built in 1972. The hospital was started with a capacity of 319 inpatient beds and the increasing population the hospital does not have enough space for beds, facilities for conducting one-on-one examination with a patient and equipment for carrying out various specialized tests (Swayne et al., 2008). When it comes to medical services, it is difficult to manage, people get sick on a consistent schedule and start to think of the crisis room as walk-in clinics. The provision of human services to this CGH mission has made it necessary for constant scrutiny by the national commission. Media and group challenges to the nature of consideration given by the CGH have limited its ability to attract privately protected patients. For the first twenty years the healthcare facility had to face an increase in the weights of spending plans, cost overruns were a typical phenomenon. The hospital was understaffed, underloaded and inundated with patients. Some of the real problems faced by the medical facility were adjusting costs with maximum access to care, managing employees within the spending plan, execution and claim, simplifying methods, and adjusting to  Complete Hospital Closure Directional Strategies: The technical direction taken by the hospital to improve its position and improve its reach and ability to serve the highest number of patients begins with characterizing its mission statement, vision and objectives. Economic changes: Health plans face a series of strategic choices to maximize plan objectives. First, plans must decide whether to diversify product lines (e.g., HMO, PPO, etc.) (Anton, 1996). The cost of medical services increased at double the rate of inflation from the mid-1980s to the mid-1990s, creating a $1 trillion industry that accounted for 14 percent of U.S. GDP (gross domestic product). . Before the end of the century, the medical services sector had reached over $1.5 trillion, or 18% of GDP. In 1995, approximately 3-quarters of American specialists were covered by HMO (Health Maintenance Organizations), PPO (Preferred Provider Organization) and POS (Point-of-Service) agreements, compared to just 27% in 1987. Internal environment SWOT: