Milwaukee Emergency Center for Animals Case Study

Milwaukee Emergency Center for Animals - Case Study Example It is open for emergencies, critical care for animals and surgery. The hospital endeavors in serving the critical health needs of animals with time as of the essence. Previously, the center served as an overnight emergency clinic for pet owners and veterinarians in the local area of Milwaukee and became the first 24 hour emergence and critical care referral center in the state in 1984. 1991 came with the addition of emergency and critical care specialists, surgery and internal medicine doctors to the care givers (Marla, 4). The center moved to another building facility in West Silver Spring Business District in 1999. The building covers more than 13, 800 feet squared with a large waiting room plus four examination rooms. The building has three surgical suites and 41 cage intensive care units and many other functional rooms like isolation units’ laboratories and imaging rooms. Most of the rooms, officially opened in June, 2009 have transparent glass walls to let their customers and veterinarians to keep their eyes on the procedural treatment of their pets and animals. The emergency care hospital has well over 35 staff, which includes an emergency and critical care specialist. ... Information research The team had to submit a questionnaire containing only questions relevant to study in the efforts to get information on the company. This served as a pre-visit to the company which helped the owner and the administrator to prepare in advance. This also helped to avoid any inconveniences that would come in because the team would have interfered with the programs at the center. Some of the questions that we submitted were to find out some of the challenges incurred in running such a large facility, the response of the immediate community towards the establishment of the facility in the area, the revenues, their products and services and other operating processes. The group planned for the interview to be conducted by two of the members and to ask open ended questions to different people in the company in order to get their views. The best resource on this area was Dr. Lichtenberger who is the owner of the facility and the administrator, Frank Mahler. They answered the questions both directly and expressing their views about the hospital in general. Since we organized the interviews in a way that each group comprised of two members, one member of each group asked questions, while the other one did the recording of the answers through taking notes. We had two groups each interviewing the owner of the hospital and the hospital administrator independently, after which we compared the responses. The members were to be principally sensitive to the kind of job that goes on in the hospital and use their observatory instincts in partly collecting information. The members had to look at other areas to get other information about the hospital, including the hospital