IT Case Study: New York City Health and Hospitals Corp. Corporate Data Center consolidation
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The Corporate Data Center Consolidation Project was part of a $67 million capital and operational funded initiative designed to reduce the footprint of 11 hospital data centers dispersed throughout the five boroughs of New York, into two enterprise data centers that back up and replicate data across the wide area network.
This corporate initiative was designed to reduce cost, improve patient care, strengthen the corporation's business continuity/disaster recovery plan and provide better data security. The project is projected to save the corporation about $88 million over the next five years in reduced maintenance costs, power consumption, equipment reduction and cooling requirements.
The two centralized enterprise data centers host HHC's electronic medical-record system, picture archiving and communication systems, and more than 2,900 clinical and business databases that are used daily by well over 20,000 online users. To improve patient care, these data centers provide computerized physician order entry, which allows medical practitioners to electronically input instructions for the treatment of their patients. Our electronic patient registries monitor and improve the health of diabetic and heart disease patients across the 11-hospital system.
Virtualization is one of the energy-efficient technologies being used in this project. This technology allows HHC to drastically reduce the server footprint corporatewide, which reduces the overall consumption of energy for power and cooling and provides ongoing savings. This is a very green technology. In addition, the data center build uses industry best practices such as hot and cold aisles, cold locks and rack blanking panels to improve overall cooling efficiency and keep power costs down.
We look for smart, curious, capable people with skill, passion and integrity. We trust them and give them the space to act, succeed and learn from mistakes. We support them in their endeavors to grow and develop, and help them to achieve both individually and, more importantly, within their team.
We value truthfulness and integrity, openness and transparency, the ability to admit when one is wrong, and the courage it takes to be completely honest. We prize both giving and receiving respectful, constructive and encouraging feedback.
“Data center consolidation is one of the most fundamental ways HHC will be able to lower costs of IT operations without compromising our ability to adopt advanced technology and progressive applications that support quality patient care and improve patient safety,” said HHC President Alan Aviles. “By concentrating technology resources into the larger facilities we will be able to operate a more reliable data transmission system that is not only cost-efficient but robust enough to support rapidly changing technology demands for many years to come.”
“Information technology's mission is to support the needs of our users: clinicians and other staff at HHC. Our systems must be flexible enough to adapt to their demands while at the same time provide them with the data they need as rapidly as possible in a secure environment,” said Bert Robles, HHC senior vice president of information technology and corporate chief information officer.
“Consolidating our operations into two data centers allows us to better manage our overall IT environment with new comprehensive monitoring and management tools, reduce duplicate systems across the corporation, and reduce power consumption with the adoption of the latest technologies in this area.”
With the consolidated effort of the Infrastructure Services, Clinical Information Services, Service Management and Project Management Office, Information Technology Services was able to complete this project within a two-year time frame. The Corporate Data Center Consolidation Project has helped HHC achieve one of its corporate strategic goals, which is to improve patient safety, clinical effectiveness, efficiency, and enable the delivery of improved value to all customers.
High quality performance processing has become an important part in many professional and consumer applications.
Hall Hunter Partnership asked us to design and deliver a pragmatic and inspiring series of leadership development programmes that could be be delivered over several years at different levels within the organisation from the Senior Leadership Team through the Mid Management level to Team Supervisors.
Client: Hall Hunter Partnership
Services: Product Design
The programme which has been running since 2015 had to be a combination of theoretical input, including the psychometric tool Insights Discovery, and the practical application of the theory through experiential learning.
The CEO of a public sector client was struggling to get employee buy-in for their organisation’s newly rolled out strategic direction. He was becoming increasingly frustrated that staff members could not answer the question, “what is our strategic intent?” The traditional means of communicating strategic decisions via the end of month employee recognition event and through the internal newsletter weren’t working. To solve this problem he initiated two new actions.
Programming is no longer simply about the correct specification of an algorithm, but expands to understanding and exploiting features of the target architecture in all aspects of an application: algorithm choice, data structures and data layout, where to exploit parallelism, how to make the best use of the memory hierarchy, and how to avoid costly communication and synchronization between cooperating computations. Building applications while addressing performance and scalability concerns is difficult and frequently leads to low-level software that exposes architectural details. If the application is successful enough to outlive the target architecture, then this process must be repeated.
This was all carried out at New Place Conference Centre where we have purpose built leadership command tasks around the grounds and included our challenging Sinking Submarine Exercise with the Hampshire Fire and Rescue Service. Interactive, multimedia Leadership Masterclasses by HPD motivational speakers Mark Denton and Damian Cottle were also a key part of the overall programme.
Further investigation into the employee comments indicated the employees felt unprepared to deal with difficult and impatient customers. As a result, the Director of People and Culture implemented training in customer resolution, which was conducted on a regular basis. Employees were also encouraged to share their experiences with other employees on how they resolved certain incidents. A wall was erected in the call centre area displaying tips on how to deal with difficult customers and to share positive experiences, which made the call centre employees feel more empowered and enabled in a pressured environment. This enhanced their engagement levels.
We have seen a remarkable increase in leadership skills and cross functional working within The Hall Hunter Partnership over the last few years. A great credit to them implementing the action plans they developed from the programmes.
One organisation we assisted recently was facing a revenue and expense squeeze. Previously, in a similar situation, they had cut costs by making people redundant and employee morale had suffered. This time, the leadership team took into account the feedback from their recent employee survey and associated focus groups. As a result, they informed their people of the situation at hand and gave each office and department a target for cost control with an opportunity for employees to contribute ideas.
(Source: hallhunter.com)Design IT Services Mobility Share
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