Ameresco

Alaska Pacific University (APU) was facing challenges with its Thomas Training Center on Eagle Glacier, a world-class training ground for Winter Olympic athletes and world championship cross country skiing hopefuls. The facility, originally built in 1987, was in need of infrastructure upgrades to improve energy efficiency and water conservation. The center, located on a remote glacier mountaintop south of Anchorage, also presented logistical challenges for the transportation of materials from sea level to the mountain apex. The project aimed to reduce the center's energy consumption, improve wastewater treatment, and enhance the overall experience for athletes and staff. The project was also constrained by the need to perform the majority of the work during the summer and fall of 2023.

Hickam Communities LLC (HC), owned and managed by Lendlease, at Joint Base Pearl Harbor-Hickam (JBPHH) Air Force Base in Hawaii, was facing the challenge of modernizing over 2,500 privatized military housing units with energy-efficient solutions. The project required a significant investment, which was to be generated without the need for congressional appropriations. The goal was to significantly increase energy efficiency, reduce carbon emissions, and enhance the comfort of military families residing in these units. The project was expected to generate $13 million in annual cost savings, which would be used to pay for the improvements, financing costs, and operations and maintenance services over a 25-year performance period.

The City of Missoula, Montana, was faced with the challenge of reducing its carbon footprint and moving towards its goal of carbon neutrality by 2025, as outlined in its Conservation and Climate Action Plan (CCAP) adopted in 2013. A significant part of the city's energy consumption and greenhouse gas emissions was attributed to its wastewater treatment plant. The city needed a solution that would not only reduce its energy consumption and emissions but also align with its sustainability goals. The city was also looking for a solution that required zero upfront capital funding.

The case study revolves around the challenge of transforming a former General Motors Powertrain Division Plant turned brownfield site in Danville, Illinois into a productive and environmentally friendly space. The site, which was previously a manufacturing plant, had been lying dormant and unutilized. The challenge was to repurpose this land in a way that would not only contribute to the local economy but also align with the state's clean energy goals. The project also aimed to contribute to Illinois’ Future Energy Jobs Act, which mandates the installation of 2,700 MW of solar power by 2030, with 2% of those projects coming from brownfield sites like closed landfills.

Sutter Santa Rosa Regional Hospital (SSRRH), a 84-bed acute-care facility and part of the Sutter Health network, was seeking ways to advance its sustainability initiative and optimize energy usage. The hospital, known as one of the greenest in Northern California, wanted to deepen its commitment to environmental stewardship through the use of renewable energy. The challenge was to find a solution that would not only generate clean, sustainable power but also benefit patients, employees, and the environment. The hospital also wanted to offset a significant portion of its overall electricity usage and reduce its carbon footprint.

Ameresco, a leading energy efficiency and renewable energy company, was looking to expand its renewable energy asset portfolio beyond North America. The company aimed to establish its first renewable generation asset outside of the United States and Canada. The challenge was to acquire, upgrade, and operate a wind power project in a new geographical location, County Kerry, Ireland. The project, Beale Hill Wind Farm, was to be developed exclusively by Ameresco without any form of subsidy from the Irish Government in the form of tariffs or consumer levies. The company also faced the challenge of selling the electricity generated at Beale Hill directly into the local utility network under a power purchase agreement.

The City of Alton, Illinois, was facing the challenge of reducing its carbon footprint and generating revenue while making use of a local closed municipal landfill site. The city was also grappling with the effects of global warming, including increased flooding, and was seeking ways to contribute to the solution on a local level. The city aimed to create local jobs, increase property tax revenue, and reduce greenhouse gas emissions. Furthermore, the city was striving to meet the clean energy transition goals laid out in the Illinois Climate and Equitable Jobs Act (CEJA), which sets a target for Illinois to reach 40% renewable energy by 2030 and 50% by 2040.

The City of Boulder has set ambitious targets in its Climate Action Plan, aiming for an 80% reduction in emissions from city buildings by 2030, and striving to become a net-zero city by 2035. To achieve these goals, the city needed a Facilities Master Plan (FMP) that would align with these targets and address the city’s aging building portfolio. The city partnered with Ameresco to quantify and baseline building performance in terms of environmental sustainability, social responsibility, and financial stewardship. The city's facilities portfolio, comprised of 75 facilities and approximately 1.8 million square feet of gross floor area, required a long-term capital plan and a quantification of the deferred maintenance.

The City of Memphis, in partnership with Memphis Light, Gas and Water (MLGW), was faced with the challenge of reducing energy costs citywide while enhancing operations and maintenance capabilities. The city had over 77,000 high-pressure sodium luminaires streetlights that were not energy efficient and required frequent maintenance. The city also aimed to reduce its carbon emissions and improve streetscape and nighttime visibility in a cost-effective and energy-efficient manner. Additionally, the city wanted to create job opportunities for local residents during the construction process and beyond.

St. John’s College Santa Fe campus was in need of a comprehensive, multi-phase solar and energy efficiency project to renovate its facility infrastructure and recognize energy savings opportunities. The college was looking to reduce its carbon footprint and save on energy costs. The challenge was to implement a solution that would not only be environmentally friendly but also cost-effective. The college needed to upgrade its facilities with renewable energy sources and energy-efficient technologies. The project was to include the addition of solar panels, electric vehicle charging stations, LED lighting retrofits, re-roofing and rooftop HVAC retrofits, boiler and air handling unit replacements, and water infrastructure upgrades in the dormitories.

Taylor Farms, North America’s largest producer of healthy fresh foods, was facing energy reliability challenges and escalating energy prices. The company was reliant on the regional power grid to power its 450,000 sq. ft. facility in San Juan Bautista, CA. The facility required a constant power supply to ensure uninterrupted production and delivery of fresh foods to customers. However, the regional power grid was strained and unreliable, often impacted by extreme weather events. This situation posed a significant risk to Taylor Farms' operations, potentially disrupting its commitment to providing fresh foods to customers. Furthermore, the company was keen on reducing its greenhouse gas emissions and establishing price and power predictability.

The City of Boston, under the leadership of Mayor Michelle Wu, was faced with the challenge of aligning its municipal operations with its carbon neutrality goals. The city had an inventory of 80,000 streetlights and other exterior lighting fixtures that were not energy efficient. The city's Renew Boston Trust (RBT), a self-funding finance mechanism, was tasked with the responsibility of converting all electric lighting to efficient LED fixtures. The city had already released a request for qualifications in July 2021 and selected the contractor Ameresco, Inc to conduct an audit of the exterior lighting. The audit involved recording the location, technology, condition, and other relevant data of the exterior lighting over a period of six months. The city also had to develop energy conservation measures to reduce the amount of electricity and natural gas used by the city’s streetlights, traffic lights, athletic field and park lights, and school department security lighting.

GSK Consumer Healthcare, a leading global healthcare company, was facing the challenge of reducing its carbon emissions and moving towards more sustainable energy sources. The company's Oak Hill site in New York, which produces some of its iconic oral health brands for the US and Canadian markets, was heavily reliant on traditional energy sources, contributing significantly to the company's carbon footprint. The challenge was to find a renewable energy solution that could meet a substantial portion of the site's annual energy usage, thereby reducing its carbon emissions and aligning with the company's larger sustainability initiatives.

The Department of Defense (DoD) was seeking long-term energy security initiatives in Hawaii, particularly on O‘ahu. The challenge was to make use of approximately 131 acres of underutilized lands within the Navy West Loch Annex of Joint Base Pearl Harbor-Hickam in O’ahu, HI. The goal was to provide critical energy upgrades and align with the state of Hawaii's goal of 100% renewable energy and carbon neutrality by 2045. The project was expected to commence operations in the first quarter of 2024. The challenge also included the need to stabilize the cost of energy for Hawaiian Electric (HECO) customers, reduce carbon emissions, and boost local employment and the business economy.

Naples Community Hospital (NCH) Healthcare System, a non-profit healthcare provider, was grappling with escalating energy costs, equipment viability issues, and lack of control over humidity levels in their facilities. The healthcare provider, which offers personalized care to over 40,500 patients annually in a two-hospital, 716-bed system, was in dire need of a solution to these challenges. The energy usage intensity (EUI) for each of the buildings was significantly higher than other area hospitals in NCH’s peer group, indicating a higher consumption of energy. This not only led to increased costs but also raised concerns about the sustainability of their operations.

The Oregon Department of Transportation (ODOT) was faced with the challenge of replacing over 8,000 high-pressure sodium lighting fixtures across the greater Portland area with energy-efficient LEDs. The project, which was worth $18.6 million, also included upgrading lighting in 13 tunnels within ODOT Region 1. The project was not only aimed at improving energy efficiency but also reducing carbon emissions. However, the implementation of the project presented several challenges including minimizing public traffic and safety concerns while adhering to ODOT directed design standards. Additionally, the project required careful coordination with major freight stakeholders, including the Mobility Advisor Committee.