Annual Performance Report 2012
Print- Data Governance
- Facilities Infrastructure
- Maximizing the Value of Human Capital
Strategic Theme 3: Facilities Infrastructure
Establish a modern, safe work environment that emphasizes the need to maintain data quality and integrity and the importance of enhanced collaboration within the organization and with the public.
Objectives: Data Center Relocation
3.1 Create the capacity for increased data demand.
3.2 Address critical Data Center subsystem requirements.
The relocation of the Data Center is a multi-year project due to conclude in 2015, with planning, design, and construction taking place in 2013 and 2014. This project is a key enabler of the other themes and requires significant investment to provide the infrastructure needed to meet the increased quantity of data demanded after the crisis, while also addressing space, cooling, and power requirements. The Board estimated $201.5 million for the relocation effort and ongoing operating expenses over a ten-year period.
The Board established a task force to identify options to address space, cooling, and power concerns identified in the existing Data Center. The task force engaged an external consultant with expertise in data center operations. Relocating the Data Center from the Board's Martin Building to the Baltimore Branch of the Federal Reserve Bank of Richmond provided the most cost-effective option, while addressing the space, cooling, and power needs based on the expected demand. Figure 1 illustrates how the growth in power usage is approaching the existing Data Center's capacity.
Accomplishments
- Began negotiating a Memorandum of Understanding (MOU) with the Federal Reserve Bank of Richmond to lease space within the Baltimore Branch.
- Hired a dedicated project manager in the Division of Information Technology.
Utilizing industry standards for data center resource optimization, identified the following key measures for objective 3.1:
- 80 percent of the servers virtualized
- 9 kilowatts of rack space density
- 50 percent of storage utilized
- 19:1 virtualization ratio
Utilized vendor baseline measures and identified corresponding targets in support of objective 3.2:
- 35 percent increase in floor space
- 50 percent more power (kW) than current
- 10 percent more cooling capacity (BTU)
Planned Activities
- Establish Executive Oversight Group, write project charter, and draft a project plan.
- Complete MOU for leased space and draft service level agreement.
- Select an architecture/engineering firm and award contract.
- Complete design and construction documents.
- Issue contract award for construction general contractor and initiate construction.
- Develop communications plan and publish a project risk assessment.
Objectives: Martin Building Renovation
3.3 Create a safe and secure work environment.
3.4 Upgrade physical infrastructure.
3.5 Reduce utility consumption and expenses.
The renovation of the Board's Martin Building (Martin) is a multi-year project due to conclude in 2017, with design work continuing through 2013, relocation of staff occurring in 2014, and construction beginning in 2015. This project is a key enabler of the other themes and requires significant investment to address security and energy efficiency concerns, provide much-needed meeting and conference facilities, and address physical plant maintenance requirements. The Board budgeted $280.4 million for the renovation and relocation of staff from Martin to leased space.
Since 1974, the Board has experienced major staff growth as well as expansion of information technology and communication requirements. These factors placed a tremendous strain on an aged facility for which many infrastructure components are no longer manufactured (walls, lights, electrical, elevator, and mechanical components) or are difficult to maintain, thus requiring the Board to overhaul these systems.
Accomplishments
- Obtained concept design approval from the U.S. Commission on Fine Arts.
- Completed environmental study under the National Environmental Policy Act (NEPA).
- Received project approval from National Capital Planning Commission (NCPC).
- Completed a no-impact study on the historic mall - State Historic Preservation Office (SHPO).
- Received funding approval for swing space, Data Center, and visitors and conference centers.
- Addressed critical recommendations of external security studies.
Identified target measures of success for objective 3.3:
- Building meets all applicable codes, standards, regulations, and requirements
- 50 percent of staff aware of green features
Identified target measures that support objective 3.4:
- Final cost within budget (see Figure 2)
- 100 percent of engineering staff trained on new systems
- Higher percentage of employee satisfaction with facilities
Identified benchmarks that support objective 3.5:
- British Thermal Units (BTU) per square foot
- Energy consumption and energy star scores
Figure 2. Martin renovation estimated spending (millions of dollars; $280.4 million estimated budget)
Planned Activities
- Finalize lease and begin build-out of swing space.
- Continue Martin design work with architect (2014 completion).
- Continue energy audit and commissioning process begun in 2012 to identify targets.
- Continue gathering initial data to serve as the starting point for mechanical, electrical, and plumbing maintenance operation once building systems are commissioned.
