Meeting_Body
PLANNING AND PROGRAMMING COMMITTEE
JULY 16, 2025
Subject
SUBJECT: COUNTYWIDE PLANNING AND DEVELOPMENT BENCH, REGIONAL RAIL PLANNING AND ENVIRONMENTAL ON-CALL SERVICES BENCH, AND REGIONAL RAIL STRATEGIC FINANCIAL ADVISORY ON-CALL SERVICES BENCH
Action
ACTION: APPROVE RECOMMENDATION
Heading
RECOMMENDATION
Title
AUTHORIZE the Chief Executive Officer (CEO) to:
A. EXECUTE Modification No. 1 to the Countywide Planning & Development Bench Contract Nos. PS95050000 through PS95050025 to increase the three-year base period funding amount by $15 million, increasing the total Not-To-Exceed (NTE) cumulative base contract amount from $30 million to $45 million;
B. EXECUTE Modification No. 4 to the Regional Rail Planning and Environmental On-Call Services Bench Contract Nos. AE56752000 through AE56752005 to exercise the second, one-year option term in the amount of $2 million, increasing the total NTE cumulative contract amount from $27 million to $29 million and extending the period of performance from August 14, 2025, to August 13, 2026; and
C. EXECUTE Modification No. 2 to the Regional Rail Strategic Financial Advisory On-Call Services Bench Contract Nos. PS66571-2000 through PS66571-2005 to exercise the first, one-year option term in the amount of $1 million, increasing the total NTE cumulative contract amount from $6.4 million to $7.4 million and extending the period of performance from December 7, 2025, to December 6, 2026.
Issue
ISSUE
Countywide Planning & Development’s (CP&D) three bench contracts are seeking Board authority to modify the authorized amount and/or to execute options to address both ongoing and increasing needs in light of major upcoming work, including the preparation for the Fédération Internationale de Football Association (FIFA) World Cup 2026, LA28 Games, cost benefit analysis for all projects, and the Measure M Decennial Review process. Although CP&D manages the three benches, multiple departments access and utilize these benches for high-priority and mission-critical projects as mentioned above.
Background
BACKGROUND
CP&D uses these three bench contracts to expedite procurement and facilitate issuing task orders in a timely manner. In addition, executive leadership addresses high priority and critical mission activities such as aligning regional rail investments with long-term strategic objectives and navigating evolving funding landscapes.
CP&D Bench
In October 2023, the Board approved the award of 26 bench Contract Nos. PS95050000 through PS95050025 under the Countywide Planning & Development Bench for a three-year base term in the funding amount of $30 million, and two, one-year options, in the funding amount of $10 million for each option year, for a NTE cumulative total funding amount of $50 million. The Board authorized the Chief Executive Officer to award and execute Task Orders within the total approved NTE funding limit of $30.0 million. Staff have executed, to date, task orders and task order modifications totaling $11.6 and $17.4 pending task orders with $1.1 million in authorized funding remaining.
CP&D manages this bench; however, multiple departments request access as task orders are awarded efficiently. The bench comprising eight disciplines is as follows: transportation planning, environmental planning, economic & financial analysis, sustainability/active transportation, demand modeling & geographic information system (GIS), research & surveying, parking management, and community design & land use.
Over the past one and a half years, the CP&D Bench has expedited technical studies (Attachment D). Many of the projects and studies listed in the bench contract categories, once identified, must be initiated and completed in a relatively short period. The CP&D Bench allows task orders to be awarded more efficiently since the initial qualification reviews have been completed.
Regional Rail Planning and Environmental On-Call Services Bench
In April 2019, the Board approved the award of 6 bench Contract Nos. AE5672000 through AE5672005 Regional Rail Planning and Environmental On-Call Services (PEOCS) Bench for a five-year base term in the funding amount of $10 million, and two one-year options, in the funding amount of $2 million for each option year, for a cumulative NTE total funding amount of $14 million. The Board authorized the Chief Executive Officer to award and execute Task Orders within the total approved NTE funding limit of $10 million.
The PEOCS Bench was established to support the Class 1 regional rail projects for commuter, intercity, and future high-speed rail service expansion within Los Angeles County, including conceptual planning, modeling, feasibility studies, station planning, preliminary engineering, and environmental clearance.
Due to the post-COVID resumption of activities and in preparation for the LA28 Games, the PEOCS bench exceeded demand expectations and had drawn down the $10 million five-year base contract value sooner than expected, with requests from departments across the agency. In June 2023, the Board approved a $15 million increase to the bench for the issuance of additional task orders to support the Regional Rail (now Passenger Rail Planning) Program. In June 2024, the Board approved the exercise of the first, one-year option term, increasing the bench from $25 million to $27 million and extending the period of performance to August 13, 2025.
Regional Rail Strategic Financial Advisory On-Call Services Bench
In October 2020, the Board approved the award of 6 bench Contract Nos. PS66571-2000 through PS66571-2005 under the Regional Rail Strategic Financial Advisory On-Call Services (SFAOCS) Bench for a five-year base term in the funding amount of $6 million, and two one-year options, in the funding amount of $1 million for each option year, for a NTE cumulative total funding amount of $8 million. The Board authorized the Chief Executive Officer to award and execute Task Orders within the total approved NTE funding limit of $6.0 million. In May 2025, the Board approved a task order modification for $400,000, increasing the overall NTE funding limit to $6.4 million.
The current SFAOCS Bench went into effect October 23, 2020 to support the funding and delivery of capital projects under the Metro Regional Rail Program. At that time, base contracts, with two one-year option terms, were awarded to selected firms under two disciplines: Financial Advisory Support Services and Strategic Advisory/Advocacy Services.
These services are intended to provide innovative financial and strategic support for projects not funded under Measure M, such as Link Union Station Phase B and various grade separation and double-track projects. Task orders are funded through existing project budgets previously approved by the Board.
The on-call contracts enable the timely execution of financial and strategic advisory services that help close funding gaps and accelerate project delivery in collaboration with other passenger and freight rail stakeholders.
Discussion
DISCUSSION
CP&D’s three bench contracts are seeking Board authority to increase the authorized NTE amounts and/or to execute option terms to address both ongoing and increasing needs in light of upcoming work, including the FIFA World Cup, LA28 Games, cost benefit analysis for all projects, and the Measure M Decennial process. Although CP&D manages the three benches, outside departments access and utilize these benches for high-priority and mission-critical projects as mentioned above All LA28 Games efforts will be coordinated closely with Metro’s Office of Strategic Innovation.
CP&D Bench
When the CP&D Bench was originally approved, staff notified the Board that they would return to request an increase in contract funding when the project changes or schedule accelerations exceeded our assumptions and exhausted the approved total contract base value before the end of the contract period . It has proven to be a very successful method of reducing staff resources expended on procuring service contracts and allowing for projects to be completed more efficiently.
Since the CP&D Bench was established in 2024, 14 task orders in five disciplines have been awarded, totaling $11.6 million. Several task orders issued were in response to Board-directed initiatives, such as the Urban Greening Grant Program to provide effective heat mitigation strategies, Countywide BRT Technical Study to examine BRT improvements on all corridors, and the Business Interruption Fund Assessment to analyze business corridors under construction. Others are for regulatory compliance, such as the Coordinated Plan Update to comply with Federal Section 5310, Grant Management Oversight process & procedure update for FTA policy compliance. The remaining task orders are for planning activities, such as environmental studies and station design, many of which are required to meet grant deadlines and/or to secure funding for future project phases, such as advanced design and construction.
Additionally, there are six task orders in process across the seven disciplines with a projected award amount totaling $17.4 million, including the management-directed Accelerating Customer Experience initiative, efforts to meet the Board’s goal of producing 10,000 housing units, time sensitive efforts related to the Games, and regulatory compliance, such as Union Station Accessibility Compliance Review & Technology & Parking Operations Study.
As a result, staff recommend increasing and accelerating the total funding value for the three-year base period from $30 million to $45 million with a total contract value of $65 million for the CP&D Bench.
Regional Rail PEOCS Bench
To date, 11 task orders have been issued against the PEOCS Bench, totaling $20.3 million (Attachment D). Four more task orders are anticipated to be issued during the Summer and Fall of 2025, at an estimated value of $5.3 million (Attachment E). This would increase the total value of task orders issued to approximately $25.6 million and use approximately 95% of the current PEOCS Bench capacity. Staff is requesting the approval of Recommendation B to exercise the option term and increase funding as a contingency for future Board and/or CEO initiatives.
Regional Rail SFAOCS Bench
To date, seven task orders have been issued against the SFAOCS Bench, totaling almost $6.4 million, leaving only $14,520 of the total contract capacity remaining. This minimal remaining capacity is insufficient to support anticipated financial and strategic advisory needs in the coming fiscal year. Therefore, staff are seeking authority to exercise the option term to increase funding capacity.
Staff anticipate a need for grant evaluation support, as Metro continues to pursue competitive funding opportunities to close capital project funding gaps. Additionally, the SFAOCS consultants provide general financial and strategic advice that informs decision-making on complex funding and delivery strategies. These insights support executive leadership in aligning regional rail investments with long-term strategic objectives and navigating evolving funding landscapes. The contracts also support legislative coordination, policy analysis, and interagency engagement in collaboration with Metro’s Government Relations team, ensuring a consistent and informed approach to external advocacy.
Staff recommend exercising the option term and increasing the contract capacity to ensure the continued availability of these specialized advisory services, avoiding disruption to active and planned work efforts, and maintaining flexibility to respond quickly to new funding opportunities and Board directives.
Determination_Of_Safety_Impact
DETERMINATION OF SAFETY IMPACT
The approval of the staff recommendations will not have any impact on the safety of our customers and employees.
Financial_Impact
FINANCIAL IMPACT
The approval of the staff recommendations will have no impact on the FY26 budget. Funding for FY26 task orders is within the current approved CP&D budget. New task orders in FY26 will have an approved funding source before each task order is initiated. The Chief Planning Officer will be responsible for budgeting costs for FY26 and FY27.
Impact to Budget
The funding for each task order will vary based on the specific scope of work for each CP&D effort. The funding for these task orders is dependent upon the specific project, which can come from multiple CP&D cost centers and projects. Generally, Propositions A and C, Measure M, Measure R and the Transportation Development Act (TDA) Administration funds will be used for planning activities that are not eligible for Metro bus or rail capital and operations.
Equity_Platform
EQUITY PLATFORM
CP&D projects are designed and implemented with the requirement for community engagement to ensure that consideration and service to Equity-Focused Communities (EFC) and other impacted areas or population groups are included. All projects utilizing the CP&D Bench have been evaluated through the Metro Budget Equity Assessment Tool and EFC Budget Assessment during Metro’s annual budget process. Furthermore, the Diversity and Economic Opportunity Department (DEOD) included requirements for Small Business Enterprise (SBE), Disabled Veteran Business Enterprise (DVBE) and Disadvantaged Business Enterprise (DBE) firms to propose as primes and for proposers to include on their teams as part of their submittal.
The CP&D Bench Contractors have made aggregate SBE commitments totaling 29.39% on 14 awarded TOs, which are at various stages of completion. The current level of SBE participation is 30.82%, exceeding the aggregate commitment by 1.43%. The Contractors also made aggregate DVBE commitments totaling 3.44% on the awarded task order, which are also at various stages of completion. The current level of DVBE participation is 3.07%, representing a collective shortfall of 0.37%. The two (2) federally funded TOs were awarded to two (2) SB Primes who made aggregate DBE commitments totaling 69.05%, which are at various stages of completion. The current level of DBE participation is 90.88%, exceeding the aggregate commitment by 21.83%. See Attachment C-1 for DEOD summaries of SBE, DVBE, and DBE goal attainment for each task order.
Each PEOCS bench prime consultant made an overall 25% Small Business Enterprise (SBE) and 3% Disabled Veteran Business Enterprise (DVBE) commitment on the Regional Rail Planning and Environmental On-Call Services task order contracts. To date, eleven (11) task orders have been awarded to six (6) different primes, and the overall SBE and DVBE achievement in meeting the SBE/DVBE commitments is based on the aggregate value of all task orders awarded to each prime consultant. See Attachment C-2 for DEOD summaries of SBE, DVBE, and DBE goal attainment for each prime consultant.
Each SFAOCS bench prime consultant made an overall 17% Small Business Enterprise (SBE) and 3% Disabled Veteran Business Enterprise (DVBE) commitment on the Strategic Financial Advisory On-Call Services task order contracts. To date, seven (7) task orders have been awarded to four (4) different primes, and the overall SBE and DVBE achievement in meeting the SBE/DVBE commitments is based on the aggregate value of all task orders awarded to each prime consultant. Sperry Capital, Inc. has not been awarded task orders to date. See Attachment C-3 for DEOD summaries of SBE, DVBE, and DBE goal attainment for each prime consultant.
Vehicle_Miles_Traveled_Outcome
VEHICLE MILES TRAVELED OUTCOME
VMT and VMT per capita in Los Angeles County are lower than national averages, the lowest in the SCAG region, and on the lower end of VMT per capita statewide, with these declining VMT trends due in part to Metro’s significant investment in rail and bus transit.* Metro’s Board-adopted VMT reduction targets align with California’s statewide climate goals, including achieving carbon neutrality by 2045. To ensure continued progress, all Board items are assessed for their potential impact on VMT.
As part of these ongoing efforts, this item is expected to contribute to further reductions in VMT. Recommendations A, B and C will provide more time and funding capacity to award task orders for CP&D activities. The completed task orders will advance projects and support Metro’s systemwide strategy to reduce VMT through CP&D activities that will benefit and further encourage transit ridership, ridesharing, and active transportation. Metro’s Board-adopted VMT reduction targets were designed to build on the success of existing and future investments, and this item aligns with those objectives.
*Based on population estimates from the United States Census and VMT estimates from Caltrans’ Highway Performance Monitoring System (HPMS) data between 2001-2019.
Implementation_of_Strategic_Plan_Goals
IMPLEMENTATION OF STRATEGIC PLAN GOALS
The staff recommendations support Metro CP&D’s efforts to improve service reliability and mobility, plan for future service capacity, provide better network integration and transit connectivity through and within Los Angeles County.
Recommendations A, B, and C are consistent with the following strategic plan goals:
• Goal 1.1: Expand the transportation network and increase mobility for all uses;
• Goal 1.2: Improve LA County’s overall transit network and assets;
• Goal 3.3: Genuine public and community engagement to achieve better mobility outcomes for the people of LA County;
• Goal 4.1: Work with partners to build trust and make decisions that support the goals of the Strategic Plan;
• Goal 5.1: Leverage funding and staff resources to accelerate the achievement of goals and initiatives prioritized in the Strategic Plan; and,
• Goal 5.2: Exercise good public policy judgment and sound fiscal stewardship.
Alternatives_Considered
ALTERNATIVES CONSIDERED
The Board could choose not to approve Recommendation A. The award of these CP&D task orders would then need to be pursued as separate procurements, which, for each task order, could potentially take many more months to complete. This result would limit CP&D’s ability to respond quickly to needs and meet tight project delivery schedule constraints. Additionally, our experience has shown that the cost of professional service contracts is higher than two years ago. The increase to the CP&D three-year base term funding amount from $30 million to $45 million will provide sufficient capacity to issue task orders in a timely manner. Therefore, staff recommend that the Board approve Recommendation A.
The Board could choose not to approve Recommendations B and C. This is not recommended as the existing PEOCS bench expires August 13, 2025, and the SFAOCS bench expires December 6, 2025. Staff currently have several task orders in development, scheduled to be executed in the Summer and Fall of 2025. Without approval of Recommendations B and C to exercise the one-year option terms to the PEOCS and SFAOCS benches, Metro Regional Rail and Strategic Financial Planning would no longer be able to issue on-call task orders, some of which are for mission-critical planning and financial services efforts. Exercising the one-year option to the PEOCS and SFAOCS benches will provide additional time and funding capacity for future Board or CEO initiatives. Therefore, staff recommend that the Board also approve Recommendations B and C.
Next_Steps
NEXT STEPS
Upon Board approval, staff will execute Modification No. 1 to the CP&D Bench Contract Nos. PS95050000 through PS95050025, Modification No. 4 to the Regional Rail PEOCS Bench Contract Nos. AE56752000 through AE56752005, and Modification No. 2 to the Regional Rail SFAOCS Bench Contract Nos. PS66571-2000 through PS66571-2005.
Staff will continue to issue task orders for specific work in the CP&D, PEOCS, and SFAOCS Benches. The applicable SBE, DVBE, and/or DBE goal requirements will be set for each task order. Staff will work with contractors to ensure they each fulfill their SBE and DVBE commitments
Attachments
ATTACHMENTS
Attachment A-1 - Procurement Summary
Attachment A-2 - Procurement Summary
Attachment A-3 - Procurement Summary
Attachment B-1 - Contract Modification/Change Order Log
Attachment B-2 - Contract Modification/Change Order Log
Attachment B-3 - Contract Modification/Change Order Log
Attachment C-1 - DEOD Summary
Attachment C-2 - DEOD Summary
Attachment C-3 - DEOD Summary
Attachment D - Obligated Task Orders
Attachment E - Future Anticipated or Representative Task Orders
Prepared_by
Prepared by: Jay Fuhrman, Senior Manager, Transportation Planning,
(213) 547-4381
Christina Long, Deputy Executive Officer, Strategic Financial Planning, (213) 922-4652
Linnea Berg, Senior Director, Countywide Planning and Development, (213) 922-2815
Philip Tong, Deputy Executive Officer, Countywide Planning and Development, (213) 314-8056
Michael Cano, Senior Executive Officer (interim), Multimodal Integrated Planning, (213) 418-3010
Carolina Coppolo, Deputy Chief Vendor/Contract Management Officer, (213) 922-4471
Nicole Ferrara, Deputy Chief Planning and Development Officer, (213) 547-4322
Reviewed_By
Reviewed by: Ray Sosa, Chief Planning Officer, (213) 547-4274
