TECHNOLOGY
busiest and when, and how clinical and public areas varied in occupancy over time. Thanks to these reports, hospital estate managers were
able to: n Identify high-traffic zones and avoid mixing them with sensitive clinical areas.
n Create compartmentalised zones to separate family- friendly spaces from general public routes.
n Enhance overall safety by addressing concerns around unauthorised access.
The survey provided the evidence needed to reconfigure the hospital layout intelligently and with confidence. It was not only a logistical success, but a crucial step in improving both security and patient experience. The findings enabled the hospital to redesign circulation routes and strengthen access control.
Hospitals are complex environments, and in a children’s
hospital every decision about space has a direct impact on the wellbeing of young patients and their families. Redirecting footfall away from sensitive areas improved privacy, reduced disruption, and strengthened security within the building.
Managing office and administrative space The healthcare estate is, of course, not confined to clinical spaces. Across both the NHS and private healthcare, finance, IT, HR, administrative support, and other non- clinical workers occupy a huge amount of space, meaning estate managers face many of the same challenges as their private sector counterparts with only offices to manage.
One of those challenges is flexible working. Despite
bold pronouncements about a full return to the office, the reality is very different. Flexible working is not a temporary experiment but a permanent shift in how people engage with work. Even organisations that have called employees back to their desks are discovering that people favour hybrid or flex-first models. There is a widening gap between what leaders may
expect and what happens. Teams now have varied workstyles: some value the energy of face-to-face collaboration while others prize the focus and balance
Where new facilities are required, utilisation data can also play a vital role in shaping design decisions. By understanding real usage patterns, organisations can often develop smaller, more efficient, and more affordable buildings.
that remote work offers. The result is a workplace landscape that is dynamic, diverse, and often under- utilised. Underused office space is more than just a cost – it is a missed opportunity. Effectively utilised workspace not only optimises real estate investment but also enhances employee experience, providing the right mix of spaces for collaboration, concentration, and connection. The answer lies in embracing innovation – using data, sensor technology, and software to make decisions grounded in evidence, not assumption. By leveraging these insights, organisations can design offices that reflect how people work. That might mean modular layouts, more shared or multi-purpose spaces, and environments that flex as teams and priorities change.
Building smarter healthcare estates Healthcare estates will continue to face significant pressures in the coming years. While new developments remain important, the ability to optimise existing assets will become increasingly critical. By combining utilisation monitoring technology with strategic estate planning and staff engagement, NHS organisations can unlock hidden capacity within their estates. Understanding how buildings are used today provides
the foundation for designing more efficient, flexible, and sustainable healthcare environments for the future.
Tony Booty
Tony Booty is director at Abintra, a specialist consultancy focused on workplace utilisation analytics and space optimisation. With more than 20 years’ experience deploying occupancy monitoring technology, he works with organisations across healthcare, public sector and commercial estates to support data-led estate strategies.
June 2026 Health Estate Journal 65
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72
