「英中对照」医疗行业分析：为何新护理时代需采用门诊设施管理方法

The shift from hospital-centric to ambulatory care has outpaced most health systems’ operating models, creating urgency for a new facilities management playbook.从以医院为中心向门诊护理的转型，已超出大多数医疗系统运营模式的适应速度，因此迫切需要一套新的设施管理行动指南。

An aging population, rising outpatient demand and the push to put care closer to home are reshaping healthcare’s real estate footprint, filling neighborhoods with imaging centers, infusion suites, urgent care clinics and surgery centers faster than most systems’ operating models can keep pace. 人口老龄化、门诊需求上升以及推动护理服务更贴近家庭的趋势，正在重塑医疗行业的地产布局。影像中心、输液室、紧急护理诊所和手术中心快速进入各个社区，其速度超出了大多数系统运营模式的跟进能力。 

The data backs this up. JLL’s 2026 Medical Outpatient Building Perspective puts occupancy in these ambulatory spaces at a record 92.7 percent, with new development still constrained — a tight squeeze on the space available to deliver care in. The Advisory Board projects outpatient volumes growing 10.6 percent over the next five years, even as coverage declines and the economic outlook adds uncertainty. Eight of the 10 fastest-growing service lines, from endocrinology to psychiatry, are outpatient. 数据印证了这一点。JLL的2026年医疗门诊建筑展望显示，这些门诊空间的入住率达到创纪录的92.7%，而新开发项目仍受限——用于提供护理服务的空间十分紧张。Advisory Board预计，尽管保障覆盖范围下降且经济前景增加了不确定性，未来五年门诊量仍将增长10.6%。在10个增长最快的服务线中，从内分泌科到精神科，有8个属于门诊服务。 

One critical question remains: What happens when a system built to run five hospitals is asked to run 150 scattered facilities instead? 一个关键问题仍然存在：当一个为运营5家医院而建立的系统，被要求改为运营150个分散的设施时，会发生什么？ 

More sites, more variables 更多站点，更多变量 

Running facilities management across five hospital campuses is a fundamentally different discipline than coordinating across a vast network of dispersed sites. One of the biggest headaches for health systems is compliance. Joint Commission compliance requirements are constantly evolving and are different across the full range of healthcare facilities. 在5个医院院区开展设施管理，与在庞大分散的站点网络中进行协调，是截然不同的管理工作。医疗系统最头疼的问题之一是合规。Joint Commission的合规要求不断演变，并且在各类医疗设施中各不相同。 

Hospitals, medical outpatient buildings (MOB), urgent care centers, imaging centers, Program of All-Inclusive Care for the Elderly (PACE) sites, micro hospitals and ambulatory surgery centers (ASC) each has a distinct operational, regulatory and compliance profile. 医院、医疗门诊建筑（MOB）、紧急护理中心、影像中心、老年人全包护理计划（Program of All-Inclusive Care for the Elderly，PACE）站点、微型医院和门诊手术中心（ASC）各有不同的运营、监管和合规特征。

HFT Recommends: Outpatient Surge Reshapes Long-Term Strategy for Medical Outpatient BuildingsHFT推荐：门诊服务激增重塑医疗门诊建筑长期战略

Among the nuances related to ASCs are these: 与ASC相关的细微差别包括： 

• ASCs must meet the Life Safety Code provisions applicable to ambulatory healthcare occupancies. ASCs also must maintain a life safety compliance book that documents all maintenance records of building equipment associated with life safety. This maintenance includes testing and inspecting equipment to ensure proper operation in case of an emergency. ASC必须满足适用于门诊医疗场所的《Life Safety Code》规定。ASC还必须保存生命安全合规手册，记录与生命安全相关的建筑设备的所有维护记录。此类维护包括测试和检查设备，以确保设备在紧急情况下正常运行。
• ASCs, as well as imaging centers, face surveys by the Joint Commission, the Accreditation Association for Ambulatory Health Care, and Centers for Medicare and Medicaid Services Conditions for Coverage that are more expansive than Joint Commission alone, and they are fundamentally an environment of care and facilities management challenge. ASC以及影像中心需接受Joint Commission、Accreditation Association for Ambulatory Health Care以及Centers for Medicare and Medicaid Services Conditions for Coverage的评审，这些要求比仅应对Joint Commission更为广泛，而这在根本上是护理环境与设施管理方面的挑战。

Healthcare facility managers must proactively organize responses and documentation, and they need to address deficiencies promptly to ensure proper corrective action. They also should note that a new set of ambulatory-specific Joint Commission codes are expected in the next year. This situation reinforces the idea that an ASC requires its own tailored standards and purpose-built operating model, not a simple copy of the acute care playbook. 医疗设施管理者必须主动统筹应对工作和文档记录，并及时处理缺陷，以确保采取适当的纠正措施。他们还应注意，预计明年将出台一套新的、专门针对门诊场景的Joint Commission规范。这种情况强化了这样一种理念：ASC需要自己量身定制的标准和专门打造的运营模式，而不是简单照搬急症护理手册。

Additional common considerations when moving to a dispersed real estate footprint include: 在转向分散的地产布局时，其他常见考虑因素包括：

Vendor networks. These relationships that once covered one building now stretch across metro areas and states — sometimes several states — even as acquisitions, joint ventures and private-equity groups fold in new sites, each with its own vendor relationships to absorb. 供应商网络。这些曾经只覆盖一栋楼宇的关系，如今已跨越都会区和多个州——有时横跨数个州——与此同时，收购、合资企业和私募股权集团不断纳入新场址，而每个场址又有各自需要吸收整合的供应商关系。 

Talent strategy. Staff who once served one building now need to be mobile across a much wider range of asset types, since an infusion suite, a surgery center and a single-provider clinic do not share the same systems or risk profile. 人才战略。曾经只为一栋楼宇服务的员工，如今需要在广泛得多的资产类型之间流动，因为输液中心、手术中心和单一医生诊所并不采用相同的系统，也不具备相同的风险特征。 

Geography. Managers in systems expanding into hurricane- and earthquake-prone regions in the same growth cycle suddenly must manage two categories of emergency preparedness at once, with protocols that have to be standardized across dozens of local teams instead of one building. 地理布局。在同一增长周期内向飓风和地震多发地区扩张的各系统管理者，突然必须同时管理两类应急准备工作，相关规程需要在数十个本地团队之间实现标准化，而不是仅在一栋楼宇内实施。 

Underneath all of this lies a technology gap. Cost, asset and vendor-performance data end up scattered across whatever system was in place when each site joined. One building’s HVAC failure and another’s plumbing issue rarely land on the same desk. A centralized integrated workplace management system often can extend the existing platform to new sites, but those that grew through acquisition usually must juggle several disparate systems, and unifying that view takes serious investment. 这一切的背后是技术差距。成本、资产和供应商绩效数据最终分散在各场址加入时所使用的各个系统中。一栋楼宇的暖通空调故障与另一栋楼宇的管道问题，很少会汇总到同一部门。集中式综合工作场所管理系统通常可以将现有平台扩展至新场址，但那些通过收购发展起来的企业往往必须同时应对多个彼此独立的系统，而统一这种视图需要大量投资。 

Carey Sealy is managing director with JLL. He leads two practices across the Work Dynamics Healthcare division: Ambulatory & Outpatient and ATG, which aim to help health systems and large organizations operate smarter across their real estate and facilities portfolios.Carey Sealy 是 JLL 的董事总经理。他负责 Work Dynamics 医疗保健事业部的两项业务：Ambulatory & Outpatient 和 ATG，旨在帮助医疗系统和大型组织在其房地产与设施资产组合中更智能地运营。