Meeting_Body
CONSTRUCTION COMMITTEE
FEBRUARY 18, 2026
Subject
SUBJECT: VERMONT TRANSIT CORRIDOR BRT PROJECT- CONSTRUCTION MANAGER/GENERAL CONTRACTOR
Action
ACTION: AWARD CONTRACT
Heading
RECOMMENDATION
Title
AUTHORIZE the Chief Executive Officer to:
A. AWARD Contract No. PS135255000 to Griffith Company, for the Vermont Transit Corridor Bus Rapid Transit (BRT) Project (Project) Construction Manager/General Contractor (CM/GC) Phase 1, in the amount of $4,792,452 for Preconstruction Services, subject to the resolution of any properly submitted protest(s), if any;
B. ESTABLISH a Preconstruction Budget for the Project in an amount of $198,460,000; and
C. NEGOTIATE and EXECUTE all project-related agreements and modifications within the authorized Preconstruction Budget.
Issue
ISSUE
Staff is seeking the Board’s approval for two items in support of the Vermont Transit Corridor Bus Rapid Transit Project: (1) to award a CM/GC contract; and (2) to establish a Preconstruction Budget. The Preconstruction Budget is inclusive of this and all previously awarded contracts, expenses incurred to date, and anticipated additional preconstruction activities performed by the CM/GC and existing design and professional services contracts for the Project, all as summarized in the expenditure and funding plan for the Preconstruction Budget as shown in Attachment A.
Background
BACKGROUND
The Vermont Transit Corridor BRT is a voter-approved Measure M Project, which includes 13 station locations, each with two bus stops (one northbound and one southbound), for a total of 26 BRT stations, and 1 layover. Station improvements include platforms, canopies, lighting, signage, security systems, public art, and landscaping.
The Vermont corridor is the busiest bus transit corridor in Los Angeles County with approximately 38,000 weekday boardings connecting the Metro B/D Lines (Red/Purple), E Line (Expo) and C Line (Green), as well as various east-west bus lines, to many key activity centers, including educational, cultural, medical, governmental, and faith-based institutions. The Project brings long-awaited improvements in travel time, service reliability, and customer experience along a 12.4-mile stretch of Vermont Avenue between Sunset Boulevard and 120th Street. The Project would also offer a vital north-south transit alternative to residents and businesses west of Interstate 110 (I-110; Harbor Freeway) and an opportunity to reinvest in communities along the Vermont Corridor. The Project is bordered by El Segundo Boulevard to the south, Los Feliz Boulevard to the north, the I-110 to the east and transitions between Western Avenue and Normandie Avenue to the west. The majority of the Project is located within the City of Los Angeles with approximately 2.5 miles at the southern end (western side of Vermont Avenue only) in unincorporated Los Angeles County. The Project includes several City of Los Angeles communities, including East Hollywood/Los Feliz, University Park/Exposition Park, Koreatown, and South Los Angeles, as well as the West Athens and Westmont communities in unincorporated Los Angeles County. These communities have some of the highest population densities in the region and have a disproportionately high proportion of transit-dependent residents.
The Project goals are to:
• Improve transit performance (reduce passenger travel times, improve efficiency in operations and service reliability, increase ridership);
• Enhance Customer Experience (enhance stations with passenger amenities, improve pedestrian access, improve safety and security);
• Invest in Community (Improve mobility options to provide access to destinations).
On November 13, 2025, the Federal Transit Administration (FTA) determined the Project to be consistent with the criteria associated with a categorical exclusion under the National Environmental Policy Act (NEPA), thus providing environmental clearance to the Project. A Construction Management Support Services (CMSS) Task Order (under Contract No. AE128436MC085) was issued in October 2025. A Task Order for design services (under Contract No. AE128314E0132) was issued in November 2025. Development of the final design for the Project is ongoing.
The CM/GC approach will be used to deliver and construct the Project. Utilizing CM/GC provides the benefit of contractor input during the design phase before the start of construction.
In order to move into this phase of preconstruction services, the Project will utilize the CM/GC contract that is the subject of this action and will continue to utilize support from Metro labor and previously awarded and existing contracts and agreements, as listed below and further explained in Attachment A.
• Construction Management Support Services (CMSS) provided by Zephyr-UAS, Inc (Contract No. AE128436MC085)
• Final design services provided by HNTB Corporation (Contract No. AE128314E0132)
• Program Controls Support Services (PCSS) from KKCS/Triunity Joint Venture (Contract No. PS89856000)
Discussion
DISCUSSION
Staff selected the CM/GC delivery method for Phase 1 of the Project as it enables Metro to engage a General Contractor to act as the “Construction Manager” consultant and collaborate with Metro and the design consultant. The CM/GC process provides the ability to effectively integrate benefits from the early engagement of construction experts that will enable Metro to make informed decisions during the design process and provide substantive benefits to the project. Further, the CM/GC delivery method for this project will also improve construction quality, encourage value engineering, provide higher certainty on the final construction cost and delivery schedule, and minimize risks related to construction change orders, disputes, and third-party delays during construction.
The CM/GC will deliver the Project in two distinct contract phases. The Preconstruction Budget establishes Phase 1, the Preconstruction Phase (Design), which allows the contractor to work with the design consultant and Metro to identify risks, provide cost estimates, and refine the project schedule. During Phase 1, Metro will work with the contractor to explore opportunities to accelerate the delivery schedule, execute early work packages to advance eligible field work for which Metro has pre-award authority from the FTA, as well as leverage their expertise to drive the completed design in a direction that remains within approved project budgets. As the design approaches completion, the CM/GC contractor and Metro negotiate the contract price for Phase 2, the Construction Phase.
If both the CM/GC and Metro reach an agreement on the Construction Phase costs, staff will return to the Board with a recommendation to approve the Life of Project (LOP) and authorize the Phase 2 Contract Supplement. With Board approval, Metro will execute a Contract Supplement and issue a Notice to Proceed (NTP) for Phase 2 and then the second contract phase (Construction Phase) will begin.
At any stage during the Preconstruction design period, Metro can exercise an “off-ramp” and seek another contractor by competitively bidding on the Project’s final design, while still benefitting from the previous work performed by the contractor. The CM/GC Phases are described in more detail below:
• Phase 1 Preconstruction Services expressly sets out the work that the contractor will perform, such as design review, cost estimating, schedule, maintenance of traffic plans and execution of Early Works Packages.
• Upon issuance of NTP for Phase 1, the contractor, design consultant, CMSS, and Metro will work side by side to review constructability, undertake value engineering, conduct site investigations, assess market conditions, and provide current contractor price estimates, risk assessments, and construction schedules at each successive prescribed design interval to finalize the design.
• Throughout Phase 1, the contractor will provide Metro with Opinion of Probable Costs (OPCs), which are detailed cost estimates that will enable staff to evaluate the projected Project costs against the Project budget and make necessary adjustments to the scope or schedule.
• If both parties agree to a final OPC, staff will seek Board approval to award Phase 2 construction to the contractor. If not, Metro will have the option to terminate the contract with the contractor and package the design documents into a separate bid package. This off-ramp will be available for Metro throughout Phase 1 as staff evaluates each OPC.
• Throughout Phase 2 negotiations, Metro will maintain the following parameters to mitigate discrepancies and to increase the likelihood of project success:
o the contractor’s fee and margin initially proposed will be retained in all OPCs;
o the Phase 1 specification sets out the form and frequency of OPCs to provide for multiple checkpoints for Metro;
o the CM/GC contract sets out the conditions of the price proposal for Phase 2 and the information that the contractor is required to submit.
o the CM/GC contract sets out a clear governance structure for managing Phase1, including the establishment of working groups that include members from Metro, the contractor team, and any relevant third parties; and
o the process for establishing all OPCs will employ transparent open-book methods and the use of independent cost estimates to validate pricing.
By utilizing the CM/GC approach to deliver and construct the Project, the contractor will provide feedback during the design development phase before the start of construction. The design team will work collaboratively with the CM/GC staff and incorporate input on constructability, Project phasing, and value engineering ideas as the design progresses.
The Project alignment runs through two municipalities (City of Los Angeles and County of Los Angeles) and is built entirely within the public right-of-way. The design for the Project will be delivered in multiple packages to facilitate phasing the design and construction of the project to optimize the schedule while accommodating the different design review and approval processes applicable to each of the municipalities and all Agencies Having Jurisdiction (AHJ). Metro anticipates issuing multiple Early Works Packages to facilitate early construction along the corridor prior to design completion.
As detailed in Attachment A, the proposed Preconstruction Budget of $198,460,000 is inclusive of the following:
• All expenses incurred to date during the planning, preliminary engineering, and contract development stages
• Phase I preconstruction contractor expenses (constructability reviews, cost estimating, etc.)
• Final design services and design support services during construction of Early Works Packages.
• Construction Management support, agency labor, and other professional services to support work through Phase 1
• Metro staff professional services through Phase 1
• Third Party expenses to support final design and Early Works Packages
• Right-of-Way expenses
• Early Works Packages required to meet the aggressive project schedule
o Procurement of long lead material (bus shelters, street lights, traffic signals)
o Pavement restoration and striping
o Construction of four (4) of the thirteen (13) stations
Once both parties agree to a final contract price for the project, staff will return to the Board to seek approval of the LOP budget and seek approval to enter into the final Phase 2 construction agreement.
Determination_Of_Safety_Impact
DETERMINATION OF SAFETY IMPACT
The recommended Board action will have no detrimental impact on safety.
Financial_Impact
FINANCIAL IMPACT
The funds required in FY26 for the Phase 1 Preconstruction Services are included in the adopted budget under Cost Center 8510 Project number 471402, under various accounts, including professional and technical services. Annual budgeting within the approved preconstruction budget for the future fiscal years will be the responsibility of the Project Manager, Cost Center Manager, and the Chief Program Management Officer.
Impact to Budget
The Project has capital funding programmed into the Metro financial forecast based on the cost estimate prepared for the Local Measure M Expenditure Plan of $25 million. The source of funds for this action is Local Measure M 35% dedicated to this project by ordinance.
The funding for the Preconstruction Budget comes from the following sources:
• $25 million from Local Measure M
• $36.7 million from Local Proposition C
• $81.1 million from the State’s SB1 Local Partnership Program (LPP)
• $5 million from the State’s Transit & Intercity Rail Capital Program (TIRCP)
• $48.8 million from the Federal Congestion Mitigation & Air Quality Program (CMAQ)
• $2 million from the Federal FTA Community Project Funding
The grand total of Project funding available to support the preconstruction budget is approximately $198.6 million. These funds are not eligible for Metro Bus and Rail Operations.
Equity_Platform
EQUITY PLATFORM
For the Vermont Transit Corridor BRT CM/GC contract, the Disadvantaged Business Enterprises (DBE) goal established by the Diversity and Economic Opportunity Department (DEOD) for the Phase 1 Work, is zero percent (0%) of the Phase 1 Contract Price. The U.S. Department of Transportation (USDOT) issued an Interim Final Rule (IFR) that makes changes to the DBE Program, including suspension of goals and enforcement, effective October 3, 2025. While the DBE commitment is not a factor in the staff recommendation, Griffith Company listed 12 Metro-certified small businesses to participate in this contract. For the Phase 2 Work, provided that Metro and the contractor agree to proceed with any Phase 2 Work and subject to Applicable Law, Metro may establish DBE contract goal(s) in accordance with the Contract.
The CM/GC RFP evaluation criteria allocated a possible 40 points out of 800 total technical points to the proposing firm’s demonstration of a well-defined approach to support Metro’s community benefits and workforce development goals and objective across all Phases of the Project. Proposers were instructed to reference policies, practices, and training programs at the organizational level as well as values and behaviors at the individual level that would establish an inclusive workplace culture reflective of the community in which the Project is located and that support trustworthy communication among the Project team and the community.
In performance of the Scope of Services, the CM/GC is required to collaborate with Metro and other Metro contractors to participate in and provide support for community meetings and all public notification relating to the Project and Construction Work. Support provided by the CM/GC will include attending meetings, supplying materials and support personnel, and preparing presentations and other materials, as directed by Metro.
The Project area is comprised of Equity Focus Communities (EFCs) within the City of Los Angeles and County of Los Angeles and will provide the benefits of enhanced mobility and regional access for transit riders within those communities. The Project will allow people living in EFCs along the corridor to connect with the greater regional transportation network and key destinations via the 13 planned stations located in EFCs.
The outreach strategy for the Project (during the completed planning and environmental phase) was designed to engage with historically marginalized groups through the use of multilingual outreach materials (English, Spanish, Armenian, Korea, and Tagalog to name a few), live-translation during meetings, accessible meeting times and locations, regular updates via a mailing list, and transit-intercept surveys to reach current riders who were otherwise unable to attend meetings.
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, the Vermont Transit Corridor Project is expected to contribute to further reductions in VMT as it includes the implementation of a high-quality Bus Rapid Transit alternative along Vermont Avenue. This BRT service will enhance transit along the corridor by shortening passenger travel times and increasing service reliability and efficiency. This project is expected to encourage a shift from single-occupancy vehicles to public transit. Additionally, it will enhance access for cyclists and pedestrians to/from the stations.
To help characterize the VMT effects of the Project and provide a basis for comparing Project scenarios, the travel demand model estimated the Project’s VMT benefit by multiplying the number of person-trips shifted from automobiles to transit because of the Project (as forecasted by the CBM18 B model [Metro, 2019b]) by the associated station-to-station (or comparable zone-to-zone) trip distances. The estimated user benefit is a savings of about 85,000 VMT resulting in the removal of 37 metric tons of CO2 daily due to the implementation of the Project. A dedicated BRT lane can move 3 times the number of people per hour than a mixed traffic lane. This analysis was conducted as part of the Vermont Transit Corridor Planning and Environmental Study and aligns with the State statuary goals of reducing greenhouse gas emissions and increasing multimodal transportation networks.
*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
Recommendation supports:
• Strategic Plan Goal 1: Provide high quality mobility options that enable people to spend less time traveling;
• Strategic Plan Goal 2: Deliver outstanding trip experience for all users of the transportation system; and
• Strategic Plan Goal 3: Enhance communities and lives through mobility and access to opportunity.
Alternatives_Considered
ALTERNATIVES CONSIDERED
The Board may choose not to move forward with awarding the contract and establishing the Preconstruction Budget. This is not recommended as Metro will incur undesirable schedule delays and cost increases. If the award of the CM/GC contract is not approved, Metro would seek another contractor by competitively bidding on the Project’s final design once the design is completed and approved.
Next_Steps
NEXT STEPS
Upon Board approval, staff will execute CM/GC Contract No. PS135255000 with Griffith Company. Metro staff will engage the CM/GC contractor to initiate Phase 1 Preconstruction Services in coordination with the design consultant and CMSS consultant to advance completion of the final design. Staff will return to the Board to seek approval of the LOP budget and authorization to advance the corresponding Phase 2 Contract Supplement in FY27.
Attachments
ATTACHMENTS
Attachment A - Expenditure and Funding Plan
Attachment B - Procurement Summary
Attachment C - DEOD Summary
Prepared by: Chris Sheaffer, Deputy Executive Officer, Project Management,
(213) 922-5465
Kimberly Wilson, Executive Officer, Project Engineering,
(213) 364-5381
Michael McKenna, Deputy Chief, Program Management,
(213) 922-4239
Carolina Coppolo, Deputy Chief Vendor/Contract Management Officer,
(213) 922-4471
Reviewed by: Timothy Lindholm, Chief Program Management Officer,
(213) 922-7297
