「英中对照」Health Care Without Harm与Practice Greenhealth《医疗保健能源与水效率清单》如何帮助医院节约能源、水资源与资金

Keith Edgerton explains how a simple, systematic tool can help healthcare facilities identify savings, support sustainability goals and reinvest in long-term decarbonization.Keith Edgerton 介绍了一种简单、系统化的工具如何帮助医疗机构识别节约机会、支持可持续发展目标并为长期脱碳进行再投资。

As hospitals face increasing demands to cut emissions while managing tight budgets, efficiency offers one of the most immediate paths forward. Health Care Without Harm & Practice Greenhealth’s Health Care Energy & Water Efficiency Checklist was designed to help healthcare facilities teams uncover low- and no-cost opportunities to save resources, lower costs and support decarbonization efforts.  在医院面临日益增长的减排要求，同时又要应对紧张预算之际，提高资源利用效率是最立即可行的途径之一。Health Care Without Harm & Practice Greenhealth 的 医疗保健能源与用水效率核对清单 旨在帮助医疗机构团队发掘低成本和无成本机会，以节约资源、降低成本并支持脱碳工作。 

Healthcare Facilities Today spoke with Keith Edgerton, director of climate solutions at Health Care Without Harm & Practice Greenhealth, about how the checklist came to be, and how healthcare facility managers can put it to work in their own buildings. Healthcare Facilities Today 就该核对清单的制定过程，以及医疗设施经理如何在自己的建筑中加以应用，采访了 Health Care Without Harm & Practice Greenhealth 气候解决方案总监 Keith Edgerton。 

HFT: Can you explain the purpose of the Health Care Energy & Water Efficiency Checklist and how it was developed?  HFT：您能否说明医疗保健能源与用水效率核对清单的用途，以及它是如何制定的？ 

Keith Edgerton: Energy and water efficiency are key pillars of decarbonization. Our organization believes in the science of climate change, and that science tells us we must cut emissions across all three scopes – direct, indirect, and supply chain – by 50 percent by 2030 and reach net-zero by 2050. Keith Edgerton：能源和用水效率是脱碳的关键支柱。我们的组织相信气候变化科学，而科学告诉我们，必须到2030年将所有三个范围——直接排放、间接排放和供应链排放——削减50%，并到2050年实现净零排放。 

Of course, “net-zero” doesn’t mean zero emissions. Some residual emissions will remain from existing infrastructure or areas where technology hasn’t caught up yet.  While decarbonization offers long-term returns, it requires upfront investment. That’s a major hurdle for U.S. healthcare systems already under financial strain. 当然，“净零”并不意味着零排放。现有基础设施或技术尚未跟上的领域仍会存在一些残余排放。 尽管脱碳能够带来长期回报，但它需要前期投资。对于本已面临财务压力的美国医疗系统而言，这是一个主要障碍。 

Even health systems that believe in the science and recognize the link between climate and human health often can’t afford the costs of decarbonization. That’s where energy and water efficiency come in. Efficiency directly supports emissions reduction while lowering operating costs. 即使是那些相信科学并认识到气候与人类健康之间联系的医疗系统，也往往无力承担脱碳成本。这正是能源和用水效率发挥作用的地方。提高效率可在降低运营成本的同时，直接支持减排。 

Healthcare is resource-intensive – high energy and water use, extensive waste streams – and if the global healthcare sector were a country, it would be the fifth-largest greenhouse gas emitter in the world. Efficiency helps ease that impact. In my experience working for a Providence health system in Washington state, projects typically paid back in less than five years, sometimes under three. Utilities also offer incentives because it’s cheaper for them to help organizations save resources than to expand infrastructure. 医疗保健属于资源密集型行业——能源和用水量高，废物流广泛——如果全球医疗保健部门是一个国家，它将是全球第五大温室气体排放者。提高效率有助于减轻这种影响。根据我在华盛顿州 Providence 医疗系统工作的经验，项目通常在五年内即可收回投资，有时不到三年。公用事业公司也提供激励措施，因为对它们而言，帮助机构节约资源比扩建基础设施成本更低。 

Related Content: Sustainability as a Baseline in Healthcare Facilities相关内容：将可持续性作为医疗设施的基准

Efficiency projects are one of the few ways healthcare facilities can meaningfully cut costs without affecting patient care. That’s why we developed a checklist focused on low- and no-cost opportunities. These are projects that don’t require new equipment, permits or engineers, but make better use of existing systems while maintaining comfort and meeting regulations. 效率项目是医疗机构能够在不影响患者护理的情况下切实削减成本的少数方式之一。因此，我们制定了一份聚焦低成本和无成本机会的核对清单。这些项目不需要新设备、许可证或工程人员，而是在维持舒适度并满足法规要求的同时，更好地利用现有系统。 

Hospitals can’t simply “shut off” like office buildings. They must maintain airflow and pressure requirements in critical spaces. But even within those constraints, there are ways to save. Facilities teams can use the checklist to audit their systems, identify unchecked boxes and find cost-saving opportunities. 医院不能像写字楼那样简单“关停”。它们必须维持关键空间的气流和压力要求。但即使在这些限制条件下，仍有节约的方法。设施团队可使用该核对清单审核其系统，找出尚未勾选的项目，并发现节约成本的机会。 

The goal is to reinvest those savings, along with any utility incentives, into larger infrastructure upgrades. This creates a self-sustaining cycle where buildings grow and serve more people without increasing energy costs. Many health systems just need help getting started. Sustainability professionals without a facilities background want to understand where to begin, and this checklist gives them a practical, accessible place to start. 其目标是将这些节省资金连同任何公用事业激励措施，再投资于更大规模的基础设施升级。这会形成一个自我维持的循环：建筑得以发展并服务更多人，同时不会增加能源成本。许多医疗系统只是需要有人帮助启动。没有设施管理背景的可持续发展专业人员希望了解从何处着手，而这份清单为他们提供了一个实用、易用的起点。 

HFT: How can healthcare facility managers practically apply this checklist to identify efficiency opportunities within their own healthcare buildings? HFT：医疗设施经理如何切实应用这份清单，在自己的医疗建筑中发现能效提升机会？ 

Edgerton: The checklist is meant to be a practical tool. Sit down with your staff, go through it line by line and mark what’s been done. If a project is complete, check the box; if not, that blank space becomes an opportunity. Edgerton：这份清单旨在成为一个实用工具。与您的员工坐下来，逐行查看，并标记已完成的事项。如果某个项目已完成，就勾选方框；如果未完成，该空白项就成为一个机会。 

Some of these items are simple, for example, realizing that condenser coils haven’t been cleaned regularly and setting up a preventive maintenance plan. Others are more technical, like conducting a full airflow, or cubic feet per minute (CFM), study to evaluate each room’s air changes per hour. You might find you’re over-ventilating some spaces and wasting energy. 其中有些事项很简单，例如发现冷凝盘管未得到定期清洗，并制定预防性维护计划。另一些则更具技术性，比如开展全面的气流（即立方英尺/分钟，CFM）研究，以评估每个房间的每小时换气次数。您可能会发现某些空间通风过度，从而浪费能源。 

When I did this at the hospital I worked in, we discovered about 10,000 CFM of wasted airflow. With savings of roughly a dollar per CFM, that was an easy $10,000 in reduced energy use, and no one noticed any change in comfort or performance. As utility rates keep rising, those savings grow year after year. 我在就职医院开展这项工作时，发现约有10,000 CFM的气流被浪费。按每CFM约节省1美元计算，这相当于轻松减少10,000美元能源消耗，而且没有人察觉到舒适度或性能有任何变化。随着公用事业费率持续上涨，这些节省额会逐年增加。 

Some projects require more effort, but many are straightforward; it’s about putting a plan in place. For instance, in a cohort we supported with rural and safety-net hospitals, we found most hadn’t implemented any water-saving measures. When we walked through the water section together, the opportunities were obvious: over-irrigation, no sewer deducts, sprinklers running in the rain. All those issues can be fixed with little cost and no disruption to operations. 有些项目需要更多投入，但许多项目简单直接；关键在于制定计划。例如，在我们支持的一个由农村医院和安全网医院组成的群组中，发现大多数医院没有实施任何节水措施。当我们一起查看水务部分时，机会显而易见：过度灌溉、没有污水费扣减、雨天喷头仍在运行。所有这些问题都能以低成本解决，且不会干扰运营。 

The key is collaboration. Forming a relationship between sustainability and facilities teams, working through the checklist systematically and starting with the easy wins. Those early successes build confidence, demonstrate measurable savings and create momentum for tackling more complex projects down the road. 关键是协作。在可持续发展团队与设施团队之间建立联系，系统性地梳理清单，并从容易实现的速赢事项开始。这些早期成功能够建立信心，展示可衡量的节省，并为今后处理更复杂的项目创造动力。 

Jeff Wardon, Jr., is the assistant editor of the facilities market. Jeff Wardon, Jr. 是设施市场板块的助理编辑。