Financial Advisory Strategic Consulting Services

The Vendor is required to provide financial advisory strategic consulting services on an as-needed basis.
- Advanced financial modeling, SCIP, SRTP, and business strategy
1. Strategic capital investment plan (SCIP) support:
• Support the comprehensive financial modeling and prioritization of authority 20-year SCIP.
• Develop methodologies to forecast capital funding scenarios, conduct cost-benefit analysis for project scoring, and evaluate the long-term operations and maintenance impacts of proposed capital investments.
2. Short range transit plan (SRTP) development:
• Develop the required 10-year financially constrained forecasting models, projecting transit-related capital expenditures, operating expenses, and forecasted revenues based on dynamic economic assumptions.
3. Valley transportation plan (VTP) and long-range financial planning:
• Develop, maintain, and stress-test authority comprehensive long-range financial models to support the valley transportation plan (VTP) and internal 10-to-30-year long-range financial plans.
• Develop independent financial forecast models showing future net revenues and cash flow projections.
4. Revenue valuation and alternative sourcing:
• Analyze current sources of authority revenue (e.g., sales tax receipts, fare box recovery, parking fees) and prepare valuation analyses for potential new sources, including carbon credits, transit oriented development (TOD) and commercial advertising.
- Capital plan management, grants, and alternative delivery (p3)
• Public-private partnerships (p3) and alternative delivery structuring: delivery options analysis; conduct evaluations of alternative project delivery methods against traditional procurement to determine the optimal financial and risk-transfer structure.
• Cost benefit analysis: prepare cost benefit analysis and economic impact studies.
• Grant strategy and compliance: advise on and support the financial sections of federal and state grant applications.
- Finance transformation and CFO business process optimization
1. CFO group business process improvement:
• Conduct comprehensive reviews of internal operations within the CFO group and streamline processes to reduce overhead costs.
• Identify workflow bottlenecks, recommend lean methodologies, review and recommend changes to the organizational structure, and design enhanced internal controls to modernize financial operations.
• Support in performing internal and contractual overhead cost analyses, including a review of the internal indirect cost allocation practices and a determination of the reasonableness of the third-party proposed indirect rates.
2. AI and automation workflow assessment:
• Evaluate existing manual and document-heavy workflows to identify candidates for AI-driven automation.
3. Predictive analytics tooling:
• Implement or advise on the procurement of advanced statistical and machine learning tools to enhance the accuracy of sales tax revenue forecasting and ridership behavior modeling.