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Wrong Gary Weiner?

Gary S. Weiner

Vice President Of Information Technology and Chief Information Officer

Community Healthcare System

HQ Phone:  (219) 836-1600

Direct Phone: (219) ***-****direct phone

Email: g***@***.org


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I agree to the Terms of Service and Privacy Policy. I understand that I will receive a subscription to ZoomInfo Community Edition at no charge in exchange for downloading and installing the ZoomInfo Contact Contributor utility which, among other features, involves sharing my business contacts as well as headers and signature blocks from emails that I receive.

Community Healthcare System

901 MacArthur Blvd

Munster, Indiana,46321

United States

Company Description

Community Healthcare System is the largest provider of cardiovascular and cardiology services in Northwest Indiana....more

Background Information

Employment History

Chief Information Officer

St. Vincent's Medical Center

Senior Manager, Performance Improvement and Interim Management

Affiliated Computer Services , Inc.

Chief Information Officer

Windham Hospital

Web References(22 Total References)

CIO Healthcare Summit Agenda - Schedule & Session Topics

www.ciohealthcaresummit.com [cached]

Gary Weiner, Vice President of IT and CIO, Community Healthcare System

Telserv > Our Company > Testimonials

www.telserv.com [cached]

Gary Weiner
Chief Information Officer Community Foundation of Northwest Indiana

CIO Healthcare Summit - April 11, 2017

www.ciohealthcaresummit.com [cached]

Gary Weiner


Gary Weiner, manager of performance improvement and interim management at Dearborn, Mich.-based ACS Healthcare Solutions, says data protection should be a vital part of the CIO's overall strategy.
According to Weiner, the focus should be threefold: maintaining high availability, having a disaster recovery plan, and identifying how long a system can be down before it negatively impacts the environment. "You need to determine what it will take, what it will cost, and what you need to do to ensure 100 percent reliability in case of failure," he says. Of the various methods used to protect data, the one he sees gaining serious traction in the healthcare industry is virtualization, a technology that can lower costs while improving availability, redundancy and recovery time. "In a virtualized environment, your total cost of ownership over a three to five year period can be reduced by 40 to 60 percent," he says. "So it is a tremendous opportunity to not only save money but to enhance your environment." Another strategy is cluster servers, which can be configured so that if one fails, the applications it was hosting continue to run on one of the remaining servers. "It's becoming more and more common," says Weiner. Simply having a data protection strategy in place, however, isn't enough, according to Weiner, who says periodic testing should play a key role in the CIO's server reliability plan. "Testing is critical to make sure that whatever you've deployed actually works," he says, recommending that solutions are tested at least annually, if not on a semiannual or quarterly basis. Though some leaders might balk at the costs involved in achieving such a high level of availability and redundancy, the investment is well worth reducing the risk associated with a potential downtime, says Weiner. "For every day that systems are down, it can decrease a hospital's cash flow and increase expenses," he says.


Gary Weiner
Gary Weiner "A quick benchmark is $3,000 dollars per server per year - that's the rule of thumb that I use," says Gary Weiner, a senior consultant at Dallas-based ACS Healthcare Solutions (and former hospital CIO). The cost savings come from a few areas, starting with the reduction of capital expenditures for refreshing/installing new servers. Savings can also be recouped from reducing electrical, heating and cooling expenses and networking, along with the reduction in floor space and infrastructure, UPS requirements, rack space and maintenance costs on the servers. "Some of the money is recouped immediately," Weiner adds, "and a common payback is 12-18 months. You can put a very good ROI together for virtualization." For Ed Dullard, CIO of 458-bed Alameda County Medical Center in Oakland, Calif., that alluring ROI led to more ambitious plans. "We're a public hospital, the safety net hospital for Alameda County, so we really have to come up with ways to cut costs and operate on a lean shoestring," he says. According to Weiner, most midsize hospitals have about 300 servers, of which 40-60 percent can be virtualized. St. Vincent's Hospital Manhattan (New York), part of the two-hospital St. Vincent Catholic Medical Centers system, experienced typical reductions. According to Weiner, staff must be trained in managing the blades. "That's something I'm finding they're not accepting easily," Wiener says. "It's a technology shift and you have to ensure that your staff is appropriately trained." And when it comes to virtualization, CIOs need to remember that not all applications should be virtualized. Weiner says that high transaction-base applications, like an Oracle database running on Windows, for example, might not pay off. "Since virtualization is basically sharing processor and memory, an application that uses a lot of memory won't deliver economies of scale," he says. "You have to decide what the diminishing return for your investment is." Weiner advises CIOs to also be careful if an application requires external access to serial ports or specialized boards (a good example is transcription software); usually, he says applications that need access to external equipment or additional internal boards can't be virtualized. To ensure a "no surprises" approach, both CIOs and consultants agree it is critical to engage vendors in a virtualization discussion. "The vendor needs to assess all your systems to make sure they have the appropriate hardware and storage design, because that becomes very critical in your virtualization environment," says Weiner. "It's about designing it properly for performance.

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