NOO_TMFJB_050126.pdf

DATE: May 1, 2026

TO: All Fourth Generation DOE ESPC IDIQ Contract Holders

FROM: John Lingamfelter, Contracting Officer Architect of the Capitol Acquisition & Material Management Division, Design & Construction Acquisition nicole.jordan@aoc.gov / 202-322-8176

SUBJECT: Notice of Opportunity (NOO) for Energy Savings Performance Contract (ESPC)

Task Order and Request for Contractor Expressions of Interest (Ref. NAICS code 541330)

1 NOTICE AND INVITATION

The Architect of the Capitol (AOC), Supreme Court Buildings & Grounds Jurisdiction is interested in pursuing a potential ESPC project at the Thurgood Marshall Federal Judiciary Building, One Columbus Circle NE, Washington, DC, 20002. The AOC reserves the right to add other buildings to the list of potential candidates for AOC’s ESPC project.

This notice of opportunity invites current holders of the Department of Energy’s (DOE’s) Fourth Generation ESPC indefinite-delivery, indefinite-quantity (IDIQ) contract to submit a written response (an expression of interest) to be considered for contractor selection for this potential task order award.

The scope of any task order (TO) awarded for this project is the buildings and facilities as identified in this notice. While certain energy and water conservation measures (ECMs) will be included at the time of the original TO award, Architect of the Capitol may, at any time during the performance period, request the selected ESCO to do further analysis to determine whether expansion of ECMs included in the original TO or additional ECMs for the identified buildings and facilities are feasible. If deemed viable and desirable, AOC may incorporate the additional ECMs into this project by way of TO modification.

The Energy Service Company (ESCO) may be required to use e- Project Builder (ePB) in developing the ESPC project and presenting baselines, estimated savings, and financial schedules to agency. ePB is a free web-based system for entering and tracking ESPC data through the life of a project. It can be accessed at: https://eprojectbuilder.lbl.gov.

2 FACILITY OVERVIEW

2.1 The mission of the Supreme Court Building and Grounds Jurisdiction, carried out by the Architect of the Capitol (AOC), is to serve the Supreme Court, preserve the buildings and grounds, and inspire visitors by maintaining a grand and historic environment that symbolizes https://www.google.com/search?q=Architect+of+the+Capitol+%28AOC%29&mstk=AUtExfAVrTjc4fbgtWr_I3LM06FQCTnJ_EpcDVwaVNCoNEjQwfsEyyJ8JU4svwIuQ1hJPKss1M0lJKUGNEeA39glX-Kc2H59_bDAKCyr9LIEx9i5cIN6S3-tOHpH0gBAy4Or31Y&csui=3&ved=2ahUKEwjZ_MersJKQAxV_NzQIHboWO_gQgK4QegQIARAB the national ideal of justice. The AOC's goals include maintaining awe-inspiring facilities, caring for the building's structure and mechanical systems, and supporting operational needs.

2.2 Facility Description

The Thurgood Marshall Federal Judiciary Building, (TMFJB), is a seven-story building adjacent to Union Station in Washington, DC. The area of the Thurgood Marshall Federal Judiciary Building is 1,066,201 gross square feet. There is roughly 730,000 SF occupied area and the remainder are underground parking garages. The building has a granite exterior. It is a concrete structure with supplemental masonry. There are eight occupied levels: a basement concourse, and the first (ground) floor through the seventh floor. There are two unoccupied basement garage levels. The mechanical equipment is located on each level of the building as well as the roof. The windows are fixed, with double-pane metal. Most of the Thurgood Marshall Federal Judiciary Building’s interior plans are comprised of private offices and meeting rooms: Federal Judicial office suites and offices for retired Supreme Court Justices. Other areas include an auditorium and a Supreme Court Library.

Overview of Utilities:

• Electricity: Four 13.8kv electrical feeds and five electrical vaults supplied by Potomac Electric and Power Company (PEPCO). Electrical service is supplied by PEPCO from three (3) 13.2kV medium voltage (MV) feeders. Each MV feeder serves a single 1500kVA, 13.2kVA-480/277VAC, delta-wye transformer. The low voltage (LV) secondary of each 1500kVA transformers is connected to a LV power circuit breaker (PCB) configured with a spot network protector.

• Natural gas: Used in the Concourse Level Cafeteria and is supplied by Washington Natural Gas.

• Water and Sewer: Two main feeds and a third feeding the service area. Serviced by DC Water and Sewer Authority. The chilled water system begins and returns to the Capitol Power Plant (CPP). The chilled water enters through the TMFJB lower parking mechanical room. From here, it rises through the building coming into the concourse level rooms C-614 and C-740 and then feeds the north and south side of the building respectively. The hot water system in TMFJB is a closed loop system that is used for heating the building. The system starts with the hot water heat exchangers in LB-34 where steam is used to heat the water. Once heated, the water flows through headers to the concourse level. Perimeter units are fed from the floor below by connecting to the main hot water headers

• Steam: Used primarily for heating and is provided via Capital Complex Power Plant (CPP). The steam system for TMFJB is also sourced from the CPP. Steam enters in through the lower level of the TMFJB lower parking mechanical room (LB-34). The steam is reduced from high pressure steam to low pressure steam so it can be used by the equipment throughout the building. In LB-34, steam is used in the heating hot water heat exchangers and domestic hot water heat exchangers. From the primary mechanical room, the steam rises to serve the AHUs located in each of the mechanical rooms. Steam condensate is returned from all AHUs and steam header drip leg steam traps. Condensate is collected in condensate receiver stations where it is pumped to the primary condensate receiver in LB-34. From LB-34, the condensate is pumped back to the CPP.

• Air Conditioning and Heating: Supplied by Chilled Water System and Steam System.

Chilled water is sourced from the CPP There are 960 fan coil units (heating and cooling) along window perimeters and 82 constant volume air handling units of various sizes

• Emergency Power: The building utilizes three (3) diesel generators for providing emergency and standby power. A single 900kW, 480/277VAC CAT diesel generator, original to the building, provides Emergency power for the building’s essential systems, including life safety systems and data centers. Building Standby power is provided by two (2) paralleled 800kW diesel generators with a paralleling switchboard unit.

2.2.1 Federal Building/Facility Types

The AOC anticipates that the project will include the following building/facility types:

• Office Space

• Parking facilities

• Data Center

• Child Development Center

2.2.2 Site Conditions

• ESCOs should expect the buildings to remain occupied during the performance period, to include construction. However, the AOC reserves the right to allow movement of occupants if it is deemed to be in the best interests of the AOC.

• The facility is considered Historically Significant.

• The ESCO shall follow all Administrative Office of the United States Courts (AOUSC) and AOC safety and security procedures and protocols (screening, badging, etc.)

• Secure sites and security procedures.

2.3 Summary Information on Facility Energy and Water Usage

The following data is to provide respondents with an approximate profile of facilities to be considered for an ESPC and may not be precise.

The total square footage of the facilities in the potential project scope is 1,066,201 GSF sq. ft.

The average annual energy and water use for these facilities is shown in the table below. For source selection purposes, the potential project scope is the full facility. The locations and data provided in this NOO may not represent the final project that may be identified as a result of the Investment-Grade Audit prepared by the selected ESCO.

Average annual energy and water rates and usage for facilities in potential project scope.

Utility rates Total average annual usage

$ Units # Units Total annual cost ($) Electricity $0.1333 KWh 9,548,022 KWh $1,272,751 Electricity demand KW KW Natural gas MMBtu MMBtu Potable water Kgallons Kgallons Non-potable water Kgallons Kgallons District Steam $52.30 15,194 klbs $794,623

District Chilled Water

$0.0194 44,206,29

KBtu $857,160

3 STATEMENT OF OBJECTIVES

3.1 General Statement of Objectives

Existing AHUs will be replaced with premium-efficiency, electronically commutated motor (ECM) fan arrays sized for appropriate air flow and ventilation. The existing single-zone, constant volume controls will be upgraded to single-zone, variable air volume (VAV) with the addition of variable speed controllers at each AHU, including the capability to be upgraded to multi-zone VAV control in the future. Future tenant improvements will be capable of achieving independent temperature control of unique thermal zones with the addition of VAV terminal units. Allow future conversion to multi-zone VAV with required modification of distribution ductwork, addition of heating water piping, and an expansion of the existing steam to heating water plant as tenant renovations occur. The existing heating water infrastructure does not have sufficient capacity to support the addition of terminal unit reheat throughout the building and will need to be upsized to support future reheat capacity.

The design of the AHU system is underway and near completion. The design will be made available to the selected ESCO and is expected to be the basis for the associated scope within the ESPC project.

3.2 Agency Project Objectives/Goals/Priorities

The AOC’s highest-priority objectives for the potential project are:

1. Improved Temperature and Humidity Control (Human Thermal Comfort)

2. Improved Energy Efficiency (Energy Savings/Cost Savings)

3. Improved Operations, Maintenance, and Monitoring

4. Improved Reliability and Redundancy

3.2.1 General Project Objectives

• Maintenance -- Include reliable, cost-effective preventative maintenance of ECM assets.

• Financial incentives -- Reduce project costs by identifying and applying all available rebates; local, state, or regional financial incentives; renewable energy certificates (RECs); and other investment or tax credits.

• Improve occupant comfort.

• M&V - Implement cost-effective, appropriate project measurement and verification

(M&V) that meets our needs and approval.

• Achieve a successful project that effectively balances technical/financial/other risks between ESCO and agency.

• Address site energy security and resiliency needs.

• Achieve comprehensive project and deep energy savings.

• Increase facility energy efficiency and water efficiency for agency-wide facility energy use intensity and potable water use intensity.

3.2.2 Specific Goals for Energy Use and Cost Reduction are:

• Minimize financing costs.

• Include reliable, cost-effective preventative maintenance of ECM assets.

• Develop a successful project that effectively overcomes challenges in complying with applicable regulations and obtaining required permits.

• Implement cost-effective, appropriate project measurement and verification (M&V) that meets our needs and approval.

• Achieve a successful project that effectively balances technical/financial/other risks between — ESCO and agency.

• Right-size equipment.

• Achieve comprehensive project and deep energy savings.

• Decrease maintenance costs.

• Reduce utility costs.

3.2.3 Objectives for Specific ECMs

Thoroughly explore opportunities for including any of the ECM technologies as included in DOE IDIQ Attachment J-3. The AOC is especially interested in exploring the following ECMs:

• HVAC including previously mentioned AHU and fan coil replacement

• LED lighting

• Solar PV

• Building Recommissioning

• Building Automation System Improvements

• Resilience

4 ESCO SELECTION

4.1 ESCO Selection Process

The AOC will select an ESCO for potential task order award in accordance with the Selection Based on Qualifications Method in section H.3.8.1 of the Fourth Generation DOE ESPC IDIQ.

The AOC will use a two-step process for ESCO selection. In the first down-selection process (the first step), after evaluation of the ESCOs’ responses to this NOO, the AOC may select two or more ESCOs deemed most qualified for further consideration for selection. The process and requirements for this first step are described in this notice.

In the second step of ESCO selection, after a first down-selection, the AOC may request further information from the remaining ESCOs. The AOC will provide ESCOs with evaluation requirements for the second down-selection at that time. Agencies may conduct discussions with selected ESCOs. Discussions may include interviews, written responses, presentations, ESCO resume interviews, etc., that address details related to previously submitted information. ESCOs may be required to participate in interviews at The AOC as part of the second down-selection process.

The agency will down select to one ESCO.

The Government reserves the right to adjust the selection process if the agency deems it to be in the best interest of the Government.

4.2 Project Development Approach

Agency plans to use a direct to Investment Grade Audit (IGA) approach to project development and issue a Notice of Intent to Award with the ESCO down selection. ESCO shall describe how they will use project milestones defined in the project timeline to ensure that project scope and costs are acceptable to the agency throughout the development process.

4.3 Anticipated Project Timeline (estimation only, subject to change)

The anticipated timeline for this process is as follows:

• Closing date for receipt of Expressions of Interest: 6/2/26, 3:00 p.m. EDT

• Completion of agency evaluation process: 7/7/26

• Agency notification to ESCOs of down-selection: 7/14/26

• Unsuccessful ESCO debrief opportunity: Date to be determined

• Interviews (Optional): 7/20/26-7/31/26

• Agency notification to ESCOs 8/7/26 of down-selection to one ESCO:

• Unsuccessful ESCO debrief opportunity: Date to be determined

Project Development up to the Award:

• Notice of Intent to Award: [+5 days after ESCO Selection]

• Investment Grade Audit Kickoff: [5-15 days after NOITA]

• Midpoint Project review: [+ 3-4 months after kickoff]

• 90/100% IGA Deliverable (Technical and Price): [+ 3-4 months after midpoint]

5 REQUIRED SUBMITTALS

ESCOs shall submit the information listed below in their responses to this NOO. Some information is required by the DOE ESPC IDIQs at H.3.8.1 and other submittals are specific to this NOO.

5.1 ESCO Technical Competencies and Experience (10 pages max, at least 12 pt font) Experience – Submit information on your experience on up to 5 ESPC projects, or efforts similar to the potential project, that include any of the potential ECMs. Information shall include:

• Specific detailed descriptions of those projects,

• The resulting energy and water savings from those projects,

• Financial Incentives applied to the projects,

• An explanation of how those projects relate to the objectives (or general scope and content) of the envisioned project.

Technical Qualifications to Perform an ESPC – Describe your technical qualifications and abilities as related to our facility characteristics and project objectives to deliver a successful ESPC project. The description should cover your ability to:

• Design and construct energy and water conservation measures,

• Identify and support agency application for all available financial incentives,

• Sustain performance and savings throughout the entire contract term,

• Plan and perform comprehensive measurement and verification,

• Deliver a project at a fair and reasonable price.

• Ability to analyze and include emerging and underutilized technology ECMs.

Qualifications to Perform an IGA – Describe your qualifications to conduct an investment grade audit as it relates to the objectives described in this NOO. The description should cover your ability to provide meaningful information to assess viable ECMs, establish baselines, and estimate energy and water savings.

5.2 ESCO Management Approach (5 pages max, at least 12 pt font) Management Approach – Describe your approach for conducting an ESPC at Thurgood Marshall Federal Judiciary Building that shows an understanding of our objectives and priorities for the project. Address how our opportunities and challenges (as described in this notice) could be managed. Describe the ESCO project team and resources that would be brought to the potential project, including entities you may team with. Submittals shall include your approach to:

• Managing the design, construction, and continued performance of energy and water conservation measures in an efficient and cost-effective manner,

• Managing cost, schedule, and technical performance (including subcontractors if used) including the methods to monitor and report progress to customers,

• Building quality into the project includes process to identify problems and formulate solutions to mitigate difficulties,

• Performance of operations, maintenance, repair and replacement of equipment to ensure continued equipment performance,

• Subcontractor source selection includes the significance of technical qualifications and price.

Incorporating Small Businesses – Describe how small businesses were incorporated into the ESPC or similar energy and water conservation projects described above. Explain how small business will be incorporated into the potential project.

Organization & Personnel – It is important that key ESCO staff be involved and available to the agency from ESCO selection through the project acceptance. Discuss how this continuity in the ESCO project team will be maintained throughout project development and construction.

Submittals shall include your approach to:

• Management style and capacity for resources as demonstrated through the organization structure, key personnel, and subcontractor involvement,

• Key personnel/positions integral to successful performance,

• Maintaining continuity of the ESCO team throughout ESCO selection, project development, and construction.

5.3 References for ESCO Past Performance

Provide contact information for up to five previous customers who can provide information related to the projects described under 5.1 ESCO Experience. Provide the following information for each reference:

• Energy Project Agency and Site

• Project description

• ESPC Task Order/Contract Award Date

• Project Acceptance Date (or ESPC stage, if not yet accepted)

• Previous customer (reference) point of contact

• Name:

• Title/Position [CO, project manager, etc.]

• Phone:

• E-mail:

These references may be contacted by the Contracting Officer to provide a Past Performance Questionnaire. Any Past Performance Questionnaires sent to the Contracting Officer directly from the ESCO will not be accepted for evaluation. The AOC reserves the right to obtain and evaluate experience and past performance information from other sources known to The AOC that are not included in ESCO’s response to this NOO in assessing past performance.

6 SIGNIFICANT EVALUATION FACTORS

The significant evaluation factors that the agency expects to consider in reviewing the responses and their relative importance are as follows:

6.1 The ESCO’s Technical Competencies and Experience in relation to our facility characteristics and project objectives to (a) conduct an investment grade audit that provides meaningful information to assess viable energy and water conservation measures (ECMs) and establish baselines and project savings; (b) design and construct ECMs similar to those stated in the “objectives” section of this NOO; and (c) provide sustained savings and performance as reported through annual measurement and verification reports. Technical risk will be assessed to determine the degree to which the ESCO’s experience, technical qualifications, and qualifications to perform an IGA demonstrate the potential to satisfy the Government’s objectives for successful performance without the need for increased Government oversight.

6.2 The ESCO’s Management Approach for conducting an ESPC including project management capabilities and personnel qualifications as related to our facility characteristics and project objectives to: (a) manage the design, construction, and continued performance of ECMs in an efficient and cost effective manner; (b) management style and capacity for resources as demonstrated through the organization and key personnel; and (c) incorporate the use of small businesses to implement and sustain savings. Technical risk will be assessed to determine the degree to which the ESCO’s management approach may cause disruption of schedules, degradation of performance, or likelihood of unsuccessful contract performance.

6.3 The ESCO’s Past Performance (feedback from previous customers). To assess the degree of confidence the Agency has in the ESCO’s ability to supply ESPC services that meet the user’s needs based on a demonstrated record of performance.

6.4 Relative Importance of Evaluation Factors

ESCO technical competencies and experience, management approach, and past performance are of equal importance.

7 EVALUATION CRITERIA DEFINITIONS

Definitions: Technical Evaluation Ratings

Rating Risk Level Definition Excellent Very Low The response contains strengths and no deficiencies or weaknesses. Based on information provided, there is no doubt that the ESCO demonstrates an exceptional understanding of the services required. The highest quality of performance is anticipated.

Very Good Low The response contains strengths that outweigh any weaknesses with no deficiencies. Based on the information provided, there is little doubt that the ESCO demonstrates a high quality of understanding of the services required to meet or exceed some requirements.

Satisfactory Moderate The response contains strengths and weaknesses with no deficiencies. Based on the information provided, the ESCO demonstrates an understanding of the services required to meet requirements.

Unsatisfactory Unacceptable The response contains one or more weaknesses which are not offset by strengths and may contain deficiencies/or gross omissions. Based on information provided, there is significant doubt that the ESCO understands the services required.

Neutral NA For use in evaluating past performance (only) where there is no similar past performance to evaluate, or on which to base a rating. The ESCO will be evaluated neither favorably nor unfavorably.

Definitions of Strengths and Weaknesses

A significant strength is an aspect of the response that has appreciable merit and appreciably exceeds agency objectives in a way that will be appreciably advantageous to the Agency during contract performance.

Strength is an aspect of the response that has merit or exceeds agency objectives in a way that will be advantageous to the Agency during contract performance.

A weakness is a flaw in the response that increases the risk of unsuccessful contract performance.

A significant weakness in the response is a flaw that appreciably increases the risk of unsuccessful contract performance.

A deficiency means a material failure of a response to meet a Government requirement, or a combination of significant weaknesses in a response that significantly increases the risks of unsuccessful contract performance to an unacceptable level.

8 SUBMITTALS OF EXPRESSIONS OF INTEREST

ESCOs are required to submit their expressions of interest via e-mail to Nicole Jordan at nicole.jordan@aoc.gov prior to 3:00 p.m. EDT on 6/2/26. If you are not interested in participating, please provide a negative response.

No data or literature of any kind, other than that specified in this notice, will be accepted, nor will discussions take place at this time.

mailto:Nicole.jordan@aoc.gov

ESCOs may submit general questions or questions about the selection process in writing prior to 3:00 p.m. EDT on 5/14/26. All questions posed by ESCOs along with Agency responses to those questions will be distributed to all contractors.

Submit questions via email to Nicole Jordan.

Each ESCO must designate one point of contact for all communications between the ESCO and AOC. Please provide name, title, phone number, and email address for this individual. No other communication regarding this notice or requirement is allowed.

9 AGENCY OMBUDSMAN

In the event there are any concerns related to fair opportunity that cannot be resolved by the ordering agency Contracting Officer, the Contracting Officer will refer the Contractor to the ordering agency’s Task Order Ombudsman.

The agency’s Task Order Ombudsman is as follows:

Lawson Brannan Chief, Acquisition Policy Branch, Acquisition & Material Management Division Architect of the Capitol lawson.brannan@aoc.gov

Sincerely, John Lingamfelter Contracting Officer cc: FEMP Federal Project Executive Project Facilitator DOE Golden Office AOC/SCBG Deputy FM AOC/SC Assistant FM