CHT Care Homes has a more than 60 year legacy of providing quality, affordable care for older people in an Aged Residential Care environment. They support people with daily living, through to those living with complex medical conditions and dementia. CHT offers 1,480 beds across 21 care homes, with some 1,200 employees. They are a not-for-profit organisation with the heart of a charity and the competence of a successful business. CHT believes it is every person’s right to have equitable access to quality, affordable aged care services.
Situation
CHT IT manager Matthew Cowdrey was given just one work day to get all legacy IT systems removed, while extending the organisation’s standard technology into five new sites across Auckland. He says it seemed an unlikely target. “I had reservations about getting it done so quickly and thought a day per site was more likely.”
However, the instruction stood as the organisation handing over the sites needed to remove its equipment. “At the same time, these new sites came with several hundred residents being looked after by 380 staff members. As aged care providers, this is the most crucial aspect. The systems and technology support care provision, so there wasn’t really any choice.”
While he did push for at least two days, the logistics meant three care homes in South Auckland, and one each in Hillsborough and Beach Haven, would migrate from the previous owner’s systems in the original specified timeframe.
Solution
Each site required internet connectivity, a Wide Area Network connection, Wi-Fi infrastructure, and the connection of multiple desktop and deskside devices including tablets and printers. Most sites were predominantly paper-based for administrative processes. The rollout required configuration and delivery of 115 new tablets. A further 50 printers and related devices were to be linked to the new networks and services, along with 80 Wi-Fi access points and 11 switches.
There was, agrees Cowdrey, a lot of work to do. “The crucial bit was planning, and thankfully we had some advance warning there. CodeBlue put a big effort in, setting things up ahead of time, getting the switches configured and in racks ready for connection on the day, preparing the tablets, and essentially doing everything possible ahead of the day itself.”
With CodeBlue indicating complete confidence in execution, Cowdrey says his worries were assuaged. “A key factor is CodeBlue having the necessary manpower and scale to put senior engineers on the ground in each location,” he notes.
This meant a ‘parallel’ rollout rather than one in ‘series’. Teams on the ground at each location executed the various tasks synchronously.
Results
Delivery happened exactly as planned, with everything completed within an 8-hour window. “All the main systems were up and running by early afternoon. Access Points were in the ceilings. Legacy equipment removed. Our new employees were effectively on our technology stack,” Cowdrey confirms.
As an IT department of just one – himself – he says it couldn’t have been done without CodeBlue. “With their support, it was totally achievable. A rollout like this can go terribly wrong. While I was definitely worried that it might not be that smooth, everything went to plan.”
A good part of the success, he explains, comes down to the lengthy engagement between CodeBlue and CHT; “They know our business, and they know our sites. That meant very little was left to chance. And I must commend the senior engineers, who are always helpful and knowledgeable. They make a real effort and have proven capable of addressing every problem without delay.”
Post-implementation, Cowdrey says initial heightened demand for CodeBlue’s support has steadily declined as new employees familiarise themselves with CHT’s systems. “There’s always a level of change management necessary when going to digital systems. But, when people see those systems make their work easier and faster, you get buy-in.”
He adds that digitisation has benefited the people CHT cares about most: their residents. “Our digital systems are far better than the paper ones and that means better care. And our new people recognise that.”
Finally, Cowdrey says there’s no way he can support 1,200 staff members across 21 sites without CodeBlue. “While this project is a case in point, for years we’ve had solid support backed by effective documentation and expert knowledge. What CodeBlue does reflects on me. Our management are sufficiently impressed that I and CodeBlue can be relied upon.”