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The success of the project bundling technique I touched on depends entirely on being able to mix short-payback projects in with the long-payback ones. One thing that can go wrong is that whatever department schedules your regular maintenance and upgrade efforts might issue plans to do a bunch of short-payback improvements without labeling it a sustainability improvement. After all, that's probably part of their job -- enhancing buildings to drive down operating costs.
What I've found is that if you meet with the appropriate directors and managers, you can usually get agreement that things like re-lamping (replacing lighting fixtures with newer, more efficient, technologies) will get better response if they're done (or at least announced) in conjunction with other sustainability improvements. Promise them brownie points for the larger set of projects (some of which they won't actually have to do any work on), and they generally prove agreeable.
Got to maintain that bundling flexibility.
