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City of Santa Ana. California Proposal for Municipal Financial Advisory Services March 12, 2020 1. Review and evaluate the City's forecast of its revenue streams (and if necessary, separately model the revenue streams) to understand the structure and rationale, including internal and external factors and variables that may impact the amount of revenue collected. 2. Assess the long-term sustainability of existing revenue streams, including strengths, weaknesses and threats, and the likelihood of growth or attrition over the long-term. 3. Evaluate opportunities for restructuring/enhancing existing revenue streams or developing new revenue streams, including measures that require voter approval. 4. Develop recommendations for potential restructuring of existing revenue streams, and/or the design and implementation of new revenue streams, including measures that would require voter approval, and present a cost-benefit/risk analysis of proposed restructured and new revenue streams. B. Assessment of General Fund Expenditure Categories, Cost Drivers and Program Service Delivery Models Additionally, we can conduct an in-depth fiscal analysis of the General Fund expenditure categories. The goal of our in-depth expenditure assessment is to determine what actions help control or mitigate key cost drivers that most influence decision -making today, such as increasing retirement and post -employment benefit costs, labor -related staffing and workforce retention costs, and contracted core services costs. 1. Our first task will be to review and evaluate the City's forecast of its expense categories, the cost drivers affecting the expenses and the variables used to drive the expenses through the City's forecast. Cost drivers are a city's financial and organizational determinants (including linkages and interrelationships) that significantly dictate the expense of inputs required for delivering municipal services. 2. The second task will be to examine identified service areas where there is opportunity for cost reduction, containment and recovery. Depending on the data, analytics and information received from the City, this process may involve identification of additional efficiencies that can be achieved within a program's current service delivery model (cost - containment strategies, changes in procedures or policies, etc.) or alternative service models that could enhance program efficiencies while maintaining capacity for effective service delivery and achievement of program outcomes. UFI can provide both a narrative evaluation of the strengths, weaknesses, opportunities and threats for each strategy, and an assessment matrix for each strategy as to its impact on municipal service levels, organizational stability, fiscal burden to the community, and financial stability to the city. Financial Strategies - Recession Risks With looming economic uncertainty, the question is not whether there will be another recession that impacts the City, but rather when next recession occurs, what will be the extent of its fiscal impact on the (UIT PI 11 25F-30