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A space optimization and utilization project should answer a specific workplace decision: whether to change a lease, share desks, adjust meeting-room capacity, reorganize team areas, or change when services are available. Start by defining that decision, then measure the spaces and time periods that matter. A badge swipe, room booking, and desk sensor reading capture different things; none alone proves whether a workplace has the right amount or mix of space.
What a space utilization project should establish
The aim is not simply to produce an occupancy percentage. It is to determine whether the kinds, amounts, locations, and operating times of space fit the work they must support. A useful project distinguishes total supply from demand for particular spaces, floors, teams, and peak periods.
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Before selecting technology, write down the decision and the evidence needed to make it. JLL recommends setting clear goals and matching data sources to the organization’s use case. Questions about attendance, meeting-room use, preferred space types, peak days, or business-unit demand may require different measures. See JLL’s guidance on measuring office space utilization.
Define the decision and scope
- State the decision under consideration, such as lease consolidation, desk sharing, room mix, team neighborhoods, or service scheduling.
- Identify the buildings, floors, rooms, workstations, teams, and operating hours included.
- Specify what a useful answer would look like. For example, determine whether the concern is overall capacity, a shortage of collaboration rooms, or a mismatch on particular weekdays.
Build a consistent space inventory
List each measured floor, room, seat or workstation, space type, capacity, and operating schedule. Agree on the area and capacity denominator before calculating rates. Then confirm that sensors, reservations, and other records map to the same inventory. If the denominator changes between reports, apparent utilization changes may reflect inconsistent space definitions rather than a change in use.
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Occupancy versus utilization: what the figures mean
Occupancy generally describes presence: how many people or devices are detected in a space at a particular time or over a defined period. Utilization is a broader measure of how space is used relative to a defined supply, capacity, or availability. The term is not meaningful without stating the calculation and what was counted. A booking can indicate intent, a badge record can indicate building entry, and a desk sensor can indicate presence at a workstation; these are not interchangeable measures.
For every reported figure, document the source, measurement window, included spaces, definitions, missing-data treatment, and known biases. Separate presence, booking, and duration of use rather than combining them under an unexplained “utilization” label. Compare averages with busy periods and examine differences by day and space type. The reviewed guidance does not establish a universal private-workplace target or measurement window.
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Which data sources can answer the question?
The U.S. General Services Administration (GSA) identifies a range of methods for measuring federal workplace occupancy. The descriptions are also useful for understanding what different data types can and cannot establish, but federal requirements should not be treated as universal rules for private workplaces or other jurisdictions. See GSA’s overview of occupancy data.
| Method | What it captures | Key limitation or consideration |
|---|---|---|
| Badge or access records | Entry or door-reader events. | An entry does not establish which desk or room a person used. GSA identifies Personal Identity Verification card technology as the standard for federal agencies covered by the cited statute. |
| Check-in surveys | Employee-reported work location. | Reports capture what employees report, not necessarily independently observed presence. GSA says only aggregate information is required for federal reporting. |
| Occupancy sensors | Counts at entrances or presence within an office area, depending on sensor type and placement. | Choose granularity to match the decision: an entrance count and desk-level presence answer different questions. |
| Video analytics | Estimated movement and occupancy patterns. | Consider privacy, security, and approval requirements before deployment. |
| Wi-Fi or Bluetooth aggregation | Estimated occupant counts or locations derived from device signals. | A device is an indirect proxy for a person and location; device counts should not automatically be treated as people counts. |
| Building automation systems | Occupancy estimates inferred from heating, ventilation, air-conditioning, lighting, or indoor-air-quality signals. | These are estimates; GSA notes they may be refined with more granular sensors or monitors. |
| Reservation systems | Bookings for desks, rooms, or other spaces; sometimes combined with turnstile or sensor records. | A booking records intent, not confirmed attendance. |
| Visual observation | Patterns of use and valued amenities observed over a defined period. | It does not establish absolute occupancy and requires dedicated staff time. |
| Timecard analysis | An estimate of building use based on reported telework. | Travel and site visits can make timecards an imperfect representation of occupancy. |
| Aggregated mobile-location data | Approximate presence based on anonymized device pings, particularly in single-tenant buildings, according to GSA. | It is an estimate based on device data, not a direct count of people using specific workstations. |
When to combine sources
Use more than booking data when the decision depends on actual presence. JLL notes that badge data may be insufficient for some use cases and describes combining reservation records with sensor information. Combining sources can help distinguish planned use from observed use, provided the records can be aligned to the same spaces and time periods.
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A Relogix vendor case study describes a UK financial-services workplace that integrated more than 700 desk sensors with desk bookings, comparing presence, duration, and bookings to inform space planning. This is an example of one implementation, not a standard requirement for every project. See the Relogix case study.
How to run the project
- Set the decision. Record the change being considered and the specific evidence needed to make it. Avoid buying a platform before clarifying the question.
- Define the inventory and denominator. Map the floors, rooms, workstations, capacity, space type, and schedules included in the analysis.
- Choose measures for the question. Select sources based on what they observe, infer, or record as intent; their spatial detail; time resolution; coverage; privacy implications; security requirements; and effort to install and maintain.
- Set a measurement window that captures variation. Examine averages as well as peak periods and day-by-day differences. The appropriate window depends on the decision; the cited guidance does not prescribe one universal period.
- Check and interpret the data. Note missing records, source limitations, and any mismatches between the measured spaces and the inventory. Investigate surprising results with building staff and workplace users before making changes.
- Evaluate reporting against the decision. Confirm that the analytics platform can provide the performance, reporting, and insight required. JLL recommends beginning with actionable foundational work and expanding as evidence demonstrates value, rather than implementing every component at once.
- Make a space decision with the work in view. Use evidence about peaks and space types alongside the work the environment must support. Do not remove space based on an average alone.
How to plan for peak office attendance
An average can hide the days or hours when demand is greatest. Review the distribution of attendance over the chosen period, then compare high-demand times with quieter periods by floor and space type. A building may have spare overall capacity while still lacking enough meeting rooms, focus areas, or team space during a recurring peak.
Before acting on an apparent surplus, validate the pattern with workplace users and building staff. Check whether the data reflects actual presence, whether records cover the relevant spaces, and whether a change would leave adequate capacity for the work and schedule the space is meant to support.
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Federal reporting and security considerations
For U.S. federal agencies, GSA states that the USE IT Act requires public reporting of occupancy and utilization rates for public buildings and federally leased space. GSA’s page, last updated July 8, 2026, reports spaces below the statute’s 60% utilization benchmark for the period January 12 through March 6, 2026. The benchmark belongs to this federal reporting context; it is not a recommended target for every commercial workplace or jurisdiction. GSA also says an agency head may exempt an individual public building from monitoring and publication when doing so would be detrimental to national security.
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GSA flags technology-specific security considerations: some systems may require agency IT security review and must meet applicable requirements; hardware must be assessed and approved before it connects to a production network; and some cloud platforms may require review and FedRAMP authorization. Requirements depend on the agency and deployment, so confirm them for the specific project.
How to interpret published savings claims
Case studies can show how organizations have used occupancy data, but their figures should not be treated as a forecast for another building. Occuspace’s 2026 vendor case study reports a 1-million-square-foot pilot, planned construction totaling 90,000 square feet delayed, and $55 million in cost avoidance over 1.5 years, followed by sensors across 5 million square feet. These are figures reported in the vendor’s account of one customer, not independently verified savings or a typical project outcome. See Occuspace’s case study.
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