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Case Study
Organizations invest in energy studies and clean energy master plans to identify savings and quantify environmental benefits, yet too many never advance into the investment and implementation phases to drive real progress. Turning analysis into implementation requires early alignment, clear funding pathways, and a roadmap that connects near-term wins with long-term decarbonization goals. With the right structure in place, organizations can move confidently from planning to execution and build momentum that lasts.
Civil Engineer
sransbottom@wendelcompanies.com
1.877.293.6335
Every organization wants to make progress on decarbonization and energy efficiency. The first step is often an energy study, a detailed analysis that identifies opportunities and outlines potential savings. But here is the hard truth: too many studies end up as shelfware. They are full of good ideas that never see the light of day.
Why does this happen? Because moving from analysis to implementation is not just about technical recommendations. It is about building alignment, securing funding, and creating a roadmap that turns vision into reality. Without those elements, even the best study can stall.
At Wendel, we have seen this challenge firsthand. The good news is that there is a proven way to keep momentum and turn studies into funded, phased projects that deliver measurable results.
Organizations invest in energy studies with the best intentions, yet projects often hit roadblocks. The reasons are rarely technical. More often, they are organizational. Stakeholders were not engaged early enough, so priorities compete, and decisions stall. Procurement was not aligned, leaving teams uncertain about how to proceed. Funding paths were unclear, and capital planning cycles did not match the timing of recommendations.
Sometimes the challenge is perception. A study can feel overwhelming or disconnected from daily operations, making it challenging for teams to translate analysis into actionable insights. Incentives expire, budgets shift, and opportunities slip away. The result is a great report that sits on a shelf.
We believe studies should be actionable from day one. That means planning for implementation before the ink dries.
The most successful organizations approach implementation as a journey rather than a single leap. They prioritize projects across three horizons: near-term, medium-term, and long-term. Each horizon builds on the last, creating a roadmap that delivers results today while setting the stage for tomorrow.
Near-term measures focus on quick wins. These are the projects that deliver immediate impact, such as lighting upgrades, motor controls, and recommissioning. They often provide strong paybacks and can leverage available incentives. These early successes build confidence and free up capital for bigger moves, proving that progress is possible without waiting for major funding cycles. At Weill Cornell Medicine, for example, our team identified efficiency and operational improvements, including updated LED lighting and controls, corrections to control sequences, and maintenance improvements alongside design-ready heat recovery heat pump projects for fast implementation, creating immediate savings while supporting compliance with Local Law 97, all for a payback of under 6 years.
Medium-term measures take a more strategic view. Beneficial electrification is a prime example. It may not offer the fastest payback, but it lays the foundation for long-term decarbonization. These projects require deeper planning and coordination, yet they position organizations for future success by aligning with evolving energy standards and sustainability goals. This approach is guiding our work with Montefiore Medical Academic Health System, where we are developing a comprehensive energy and decarbonization plan for 30 buildings totaling 6.7 million square feet. With a study funded by our NYSERDA FlexTech contract, we are identifying actionable projects today while creating a phased strategy to meet Local Law 97 mandates as well as Montefiore’s own goals for achieving carbon reductions of 50 percent by 2030 and net zero emissions by 2050.
Long-term measures involve transformative change. Full system replacements, campus-wide conversions, and resiliency upgrades demand alignment with capital plans and a 20 to 25-year horizon. These are the projects that redefine infrastructure and future-proof operations. The key is to make early projects enable later ones. If you are renovating half a building, do not extend the steam. Use the opportunity to introduce low-temperature hot water and set a new standard. Every decision should move the organization closer to its ultimate vision.
Momentum dies when procurement is not ready. By the time a study is complete, sustainability teams should understand the contracting process, know the decision makers, and have a clear path forward. Without this alignment, even well-planned projects can stall for months.
That is why we help clients create ready-to-procure packages that include scope, performance targets, incentive plans, and financing options. These packages provide teams with everything they need to move quickly and confidently from engineering to execution. When procurement is prepared before the ink dries, momentum stays strong, and projects get done.
A master plan is not a one-time document. It should evolve as budgets shift, incentives change, and policies advance. Treat it as a living roadmap that adapts to new opportunities and challenges. We recommend refreshing the plan every 5-10 years and aligning updates with capital planning cycles so projects stay relevant and fundable.
Governance is critical. A cross-functional team that includes capital planning, procurement, engineering, facilities, and finance should meet regularly to review progress, adjust priorities, and capture emerging opportunities. This structure keeps everyone aligned and ensures the plan remains actionable rather than aspirational.
It is not too late to restart momentum. Begin by identifying expiring incentives because deadlines create urgency and can unlock immediate savings. Next, look for ways to bundle projects. Pair high-payback measures with strategic electrification to balance short-term returns with long-term goals.
Financially justifying a project can also be a game-changer. Models such as energy performance contracting can gain support by creatively repurposing utility and operating savings to offset project costs. Most public agencies utilize public bonds or municipal leases to fiancé projects due to their relatively low interest rate. In addition, many utility providers and jurisdictions offer preferred financing for clean energy or energy efficiency projects in the form of “rate buydowns”, which can translate to 0% interest for the right project/location.
Finally, broaden your circle of support. Departments that rely on critical equipment often wield significant influence and can become powerful allies in advancing projects.
Energy studies are valuable only when they yield tangible results. The difference between a report that gathers dust and a roadmap that drives change comes down to alignment, planning, and execution. By engaging stakeholders early, prioritizing projects across horizons, and keeping procurement ready, organizations can move from analysis to action with confidence.
Decarbonization is not a single step. It is a series of smart, connected decisions that build momentum over time. With the right strategy, every project becomes a steppingstone toward a more efficient, resilient future.
Decarbonization starts with action. Let’s take the next step together.