RAAC
received the Data, Security and Infrastructure Award at the HTN Now Awards for the development of the digital RAAC management platform. The award recognised the innovative use of technology to improve asset management, inspection processes and infrastructure risk monitoring. The programme also received Gold in the Social Value Impact category at the Building Better Healthcare Awards. This recognition reflected the programme’s contribution to patients, staff, and the wider community while maintaining critical healthcare services during extensive construction activity. Further recognition came from the Institution of Structural Engineers, where the Airedale General Hospital RAAC remediation programme was honoured as an outstanding, people-centred example of advancing the industry’s response to RAAC remediation. Judges highlighted its blend of technical leadership, stakeholder engagement, communication, and digital innovation. Together, these awards demonstrate how the
programme has evolved beyond a local estate challenge and become a nationally recognised example of best practice in healthcare infrastructure management.
Technology has enabled surveyors to capture information directly in the field.
Combining remediation with estate modernisation An important characteristic of the programme has been its ability to use remediation as a catalyst for wider estate improvement. The recent relocation and refurbishment of the hospital’s
Anaesthetics Department provides one example. Managed by AGH Solutions, the project delivered a modern purpose-built environment designed around clinical requirements while also supporting ongoing estate transformation. The department was relocated closer to theatres and maternity services, improving operational efficiency and staff experience. Similar principles have been applied across the wider estate, where capital investment associated with RAAC works has been used to modernise facilities, improve functionality, and support long-term hospital operations. This approach aligns closely with broader ambitions associated with the New Hospital Programme, ensuring investment in the existing estate continues to deliver value while preparations for a replacement hospital progress.
Richard Burgin
Richard Burgin is assistant director of securing the future at AGH Solutions. Formerly estates project (RAAC) manager, he has played a significant role in delivering Airedale NHS Foundation Trust’s RAAC programme and supporting key strategic projects. He is committed to helping ensure Airedale’s healthcare facilities remain safe, resilient, and fit for the future, supporting the organisation’s journey towards a new hospital.
Collaboration across multiple disciplines The programme’s success has depended upon extensive collaboration across engineering, construction and healthcare disciplines. AGH Solutions has worked alongside partners including
Curtins, Robertson Construction, P+HS Architects, Ellis Williams, AT Lee Properties, Kenmac Associates, CAD21, NG Bailey, Hive Projects and WT Partnership to develop and deliver solutions capable of meeting the unique demands of the site. This collaborative model has enabled technical
excellence while ensuring patient care remains central to decision making. Strong stakeholder relationships have allowed estates teams to undertake major infrastructure interventions while maintaining service continuity and public confidence.
National recognition for innovation and delivery The scale, complexity, and success of the programme have attracted significant industry recognition. In 2025, AGH Solutions, Esri UK, and BIS Consult
54 Health Estate Journal October 2026
Lessons for healthcare engineers and estates leaders Several important themes emerge from Airedale’s experience. First, robust asset intelligence is essential. Real-time access to accurate condition data enables better decision making, stronger governance, and more effective allocation of limited resources. Second, digital tools have an increasingly important
role in managing ageing healthcare infrastructure. Geospatial data, real-time dashboards, and digital inspection processes can transform estate visibility and support risk-based decision making. Third, major remediation programmes must be integrated with clinical operations from the outset. Engineering solutions alone are not sufficient; successful delivery depends upon effective engagement with healthcare professionals and operational leaders. Finally, remediation should be viewed as an opportunity to improve healthcare environments. By combining structural works with wider capital investment and refurbishment programmes, organisations can achieve lasting benefits beyond immediate risk reduction.
Conclusion The RAAC programme at Airedale General Hospital represents one of the most significant estate management challenges currently being addressed within the NHS. Faced with an exceptionally complex estate, AGH Solutions has developed a comprehensive strategy that combines engineering expertise, digital innovation, in house risk-based asset management, and collaborative delivery. Through partnerships with several organisations, the programme has demonstrated how major infrastructure risks can be managed safely within a functioning acute healthcare environment. While the long-term future lies with the construction of a
new hospital, the work being undertaken today continues to provide valuable lessons for healthcare engineers, estates leaders, and infrastructure professionals across the NHS. The combination of digital asset intelligence, structured remediation, operational resilience, and collaborative delivery offers a compelling model for managing complex estate risks while preparing for the hospitals of the future.
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