Targeting and Delivering Energy Efficiency Projects Across a Public Sector Estate

A large public sector organisation responsible for a diverse UK-wide estate was seeking to reduce energy consumption, address aging building services equipment and improve the efficiency of its assets. While high-level energy data was available, there was limited capacity within the organisation to analyse the data in detail or translate it into deliverable projects.

Working in a consultancy role, we supported the organisation to identify priority sites, develop energy efficiency projects and progress them through procurement and delivery in collaboration with internal energy and estates teams.

The challenge

Public sector estates often face a combination of constrained capital budgets, aging infrastructure and complex governance requirements. In this case, the key challenges included:

A large and diverse estate with uneven energy performance.
Limited resources to analyse energy consumption data at scale.
The need to prioritise investment where it would have the greatest impact.
Complex procurement and approval processes.
The requirement to work closely with internal teams rather than operate independently

There was a clear need for a data-led, proportionate approach that aligned with public sector constraints.

Our approach

Our approach focused on targeting effort where it mattered most, while supporting internal teams through each stage of project development and delivery.

1. Data-led targeting of priority sites

We began by reviewing available energy consumption data across the estate to identify sites with disproportionately high energy use relative to their size and function.

This analysis allowed us to:

Highlight priority sites with the greatest potential for energy savings.
Focus audit effort where it would deliver the most value.
Provide internal teams with a clear, evidence-based rationale for site selection.

This ensured that resources were directed efficiently from the outset.

2. Targeted site audits and opportunity identification

At selected priority sites, we worked alongside internal energy managers to undertake focused site audits.

These audits reviewed:

Existing building services systems.
Equipment condition and remaining life.
Operational patterns and constraints.
Practical energy efficiency opportunities.

The emphasis was on identifying realistic projects that could be delivered within the organisation’s operational and financial constraints.

3. Project definition and procurement specification

Identified opportunities were developed into defined project scopes suitable for procurement.

This included:

Developing clear technical specifications.
Defining performance requirements.
Supporting the preparation of procurement documentation.
Ensuring specifications were appropriate for public sector tendering.

This helped ensure that suppliers were bidding on well-defined, deliverable projects.

4. Supporting supplier evaluation and selection

We supported the review of supplier submissions, working with internal teams to assess:

Technical compliance with specifications.
Value for money.
Delivery approach and programme.
Experience working in similar environments.

Findings were summarised to support transparent decision-making in line with public sector governance requirements.

5. Supporting delivery at priority sites

Once suppliers were appointed, we supported the delivery of energy efficiency projects at selected sites.

This included:

Acting as a technical point of reference.
Supporting internal teams during installation.
Addressing issues as they arose.
Ensuring works aligned with the agreed scope and objectives.

This helped reduce delivery risk and supported successful implementation.

The outcome

The work resulted in:

A clear, data-led approach to prioritising energy efficiency investment.
Delivery of energy efficiency projects at sites with the greatest potential impact.
Improved confidence within internal teams to progress further projects.
Better alignment between energy, estates, and procurement functions.
Practical progress toward reducing energy consumption across the estate.

The approach demonstrated how limited resources could be focused to achieve meaningful outcomes.

Why this matters

Public sector organisations often know that energy efficiency opportunities exist but struggle to progress from analysis to delivery.

This example demonstrates the value of:

Using energy data to target effort effectively.
Working alongside internal teams rather than duplicating roles.
Developing procurement-ready project definitions.
Supporting delivery within public sector governance constraints.

These principles help ensure energy efficiency programmes move beyond intention to implementation.

This example is drawn from the Changing Footprint team’s experience in previous roles.