0.010


0.010 ESTATE PLANNING 0.008 0.008 The graph in Figure 3 shows 0.006 60% 0.006 0.004 40% 40% 0.004 20% 0.002 20% 0.002 15% 37% 37% 0.000 0%


Figure 3: Average occupancy by week.


0.000 Monday Tuesday Wednesday Thursday


n Workplaces – Offices, workstations, and clinical spaces, used for day-to-day operations.


n Collaborative spaces – Clinic rooms, group rooms, training spaces, and meeting rooms.


The sensor installation using Abintra’s Wisenet hardware and software ran for three months, continuously recording occupancy patterns to build a comprehensive dataset and run detailed reports. We integrated real-time sensor data with existing space booking system information and target occupancy rates, allowing for a detailed, objective analysis of actual space usage.


3. Key factors considered for analysis To optimise space sustainably and effectively, our analysis focused on: n The purpose of the space – Clinical areas, meeting rooms, and flexible workspaces serve different functions, requiring tailored approaches.


Jim Brooks


Jim Brooks, a director at Baxendale, has over 20 years’ experience in health and care strategy and leadership, and specialises in leveraging healthcare estates to drive meaningful change. As Baxendale’s head of Healthcare Estate Planning, he equips organisations with the insights, tools, and strategies, needed to tackle complex challenges and develop sustainable solutions. His work focuses on maximising the social, economic, and environmental impact of healthcare estates, at both an organisational and system level. A Chartered Management Accountant with an MBA, he brings financial and strategic expertise to estate planning and transformation.


n The actual vs. expected usage – Real-time data was benchmarked against target utilisation rates to highlight inefficiencies.


n Capacity alignment – Space allocation was assessed to ensure that it met actual demand, preventing both underuse and overbooking.


4. Target utilisation rates To ensure meaningful comparisons, we set target utilisation rates based on space type and function: Workplaces: n Clinical spaces: Minimum 65%, target 70% utilisation. n Hot desks & meeting rooms: 60% target utilisation. n Fixed workspaces (offices for permanent teams): 80% target utilisation.


Collaborative spaces: n Meeting rooms: 60% target utilisation. n Training rooms: 50% target utilisation.


5. Findings The average findings across all the buildings are shown in Table 1. The graph in Figure 1 shows real example data. It compares the room booking data, sensor usage, and target usage, by space type. The data was visualised as an interactive floor plan


heatmap (see Figure 2), offering a real-time, intuitive view of space utilisation across the estate. By overlaying sensor data onto building layouts, we could pinpoint which areas were underused, over-occupied, or misaligned with actual demand. This visual clarity facilitated meaningful conversations with teams, helping to uncover the underlying reasons behind usage patterns, and therefore informed data-driven and people-driven optimisation recommendations.


50 Health Estate Journal June 2025 Friday


average occupancy levels across the working week in one of the buildings. It highlights significant variation in space usage. Occupancy peaks on Tuesday at 40%, remains relatively stable on Wednesday and Thursday at 37%, but drops significantly on Monday (20%), and even further on Friday (15%). This trend suggests opportunities to redistribute workloads, encourage flexible scheduling, and optimise space usage on lower-occupancy days.


6. Key insights n Underutilised, high-quality buildings – average building usage ranged from 31% to 48%, well below the 60% target. Several well-equipped spaces remained empty, while other teams operated in sub-optimal conditions, or lacked a dedicated base.


n Mismatch between bookings and use – teams frequently booked spaces but did not use them, leading to inefficiencies and wasted capacity.


n Significant variation across the week – space occupancy generally peaks mid-week, with particularly low utilisation on Mondays and Fridays, suggesting opportunities for better scheduling.


These findings highlighted a significant opportunity to improve space utilisation and optimise the estate.


7. Recommendations Clinical spaces: n Improve approach to clinic room scheduling so that excess capacity can be released. This will likely require integration of room booking and appointment scheduling systems.


n Transfer clinic appointments that are currently being provided from poorer quality buildings, which will result in improved services and recurring savings. Non-clinical spaces: n Relocate teams from other buildings into underutilised office space across surveyed buildings.


n Use the space freed up to establish a Hub for Children and Young People’s Family Services.


Benefits n Improved clinical space utilisation – increased


appointment availability, reduced backlogs, and better patient access.


n Enhanced flexibility – real-time adjustments, better clinician workflows, and optimised scheduling.


n Cost avoidance – maximised use of existing estate, and therefore a reduced need for new infrastructure.


n Cash-releasing savings – optimised space use, which enables buildings to be released, generating revenue savings.


n Stronger team collaboration – co-located teams in logical, well-planned spaces, improving communication and efficiency.


n If you need support in optimising your estate, leveraging data-driven insights, or making informed investment decisions, we are here to help. Get in touch to explore how we can work together to maximise your existing assets, improve space utilisation, and ensure that your facilities are fit for the future.


Average occupancy (%)


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