Antioch City Council
June 13, 2023

ANNOTATED AGENDA
Antioch City Council

REGULAR MEETING
Including the Antioch City Council acting as Successor Agency/ Housing Successor to the Antioch Development Agency/
Antioch Public Finance Authority

Date: Tuesday, June 13, 2023
Time: 5:45 P.M. – Closed Session
7:00 P.M. – Regular Meeting

Place: Council Chambers
200 ‘H’ Street
Antioch, CA 94509

City Council meetings are televised live on Comcast channel 24, AT&T U-verse channel 99, or live stream (at www.antiochca.gov). Please see inside cover for detailed Speaker Rules.

PLEASE TURN OFF CELL PHONES BEFORE ENTERING COUNCIL CHAMBERS.

Lamar Thorpe, Mayor Ellie Householder, City Clerk
Tamisha Torres-Walker, Mayor Pro Tem (District 1) Lauren Posada, City Treasurer Michael Barbanica, Council Member District 2
Lori Ogorchock, Council Member District 3 Forrest B. Ebbs, Acting City Manager Monica E. Wilson, Council Member District 4 Thomas Lloyd Smith, City Attorney

ACCESSIBILITY: In accordance with the Americans with Disabilities Act and California law, it is the policy of the City of Antioch to offer its public programs, services and meetings in a manner that is readily accessible to everyone, including individuals with disabiliti es. If you are a person with a disability and require information or materials in an appropriate alternative format; or if you require any other accommodation, please contact the ADA Coordinator at the number or address below at least 72 hours prior to the meeting or when you desire to receive services. Advance notification within this guideline will enable the City to make reasonable arrangements to ensure accessibility. The City’s ADA Coordinator can be reached @ Phone: (925) 779-6950, and e-mail: [email protected].

ANTIOCH CITY COUNCIL -1- JUNE 13, 2023

Notice of Availability of Reports
This agenda is a summary of the actions proposed to be taken by the City Council. For almost every agenda item, material s have been prepared by the City staff for the Council's consideration. These materials include staff reports which explain in detail the item before the Council and the reason for the recommendation. The materials may also include resolutions or ordinan ces which are proposed to be adopted. Unless otherwise noted, City Council actions include a determination that the California Environmental Quality Act (CEQA) does not apply. The Council meets regularly on the second and fourth Tuesdays of the month at 7 :00 p.m., with Closed Sessions often occurring before or after the regular meeting. City Council Agendas, including Staff Reports are posted onto our City’s Website 72 hours before each Council Meeting. To be notified when the agenda packets are posted onto our City’s Website, simply click on this link: Notifications – City of Antioch, California (antiochca.gov) and enter your e-mail address to subscribe. To view the agenda information, click on the following link: City Council – City of Antioch, California (antiochca.gov) . Questions may be directed to the staff member who prepared the staff report, or to the City Clerk's Office, who will refer you to the appropriate person.

Notice of Opportunity to Address Council
The public has the opportunity to address the City Council on each agenda item. To address the Council, fill out a Speaker Request form and place in the Speaker Card Tray near the City Clerk before the meeting begins. This will enable us to call upon you to speak. Comments regarding matters not on this Agenda may be addressed during the "Public Comments" section . No one may speak more than once on an agenda item or during “Public Comments”. The Speaker Request forms are located at t he entrance of the Council Chambers. Please see the Speaker Rules on the inside cover of this Agenda.

5:47 P.M. ROLL CALL – CLOSED SESSION – for Council Members – Council Members District 2 Barbanica, District 3 Ogorchock, District 4 Wilson, Mayor Pro Tem (District 1) Torres-Walker [Mayor Thorpe – Absent]
Mayor Pro Tem Torres-Walker opened & presided over the meeting.

PUBLIC COMMENTS for Closed Session – None

CLOSED SESSION:

1) CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION pursuant to Government Code section 54956.9: MARIA QUINTO-COLLINS, et al., v.

CITY OF ANTIOCH, et al. , United States District Court Northern District of California Case No.: 3:21-cv-06094-VC.

No reportable action but direction was given

2) CONFERENCE WITH REAL PROPERTY NEGOTIATONS – pursuant to California Government Code section 54956.8; Property: Delta Fair and Century Boulevards (APN 074 -080-029), Antioch, CA; Agency Negotiation:

City of Antioch Negotiators: Acting City Manager Forrest Ebbs, City Attorney Thomas Lloyd Smith, and Economic Development Director Kwame Reed; Negotiating Parties: City of Antioch and Negotiator ABC Tree Farms; Under Negotiation: Price and terms of payment.

Direction was given to staff

ANTIOCH CITY COUNCIL -2- JUNE 13, 2023

CLOSED SESSION – Continued

3) PUBLIC EMPLOYEE PERFORMANCE EVALUATION AND POTENTIAL ACTION – This closed session is authorized pursuant to Government Code section 54957. Title: City Manager.

Direction was given to the City Attorney

5:48 P.M. MOTIONED TO ADJOURN CLOSED SESSION

7:00 P.M. ROLL CALL – REGULAR MEETING – for City /City Council Members acting as Successor Agency/Housing Successor to the Antioch Development Agency/Antioch Public Financing Authority – Council Members District 2 Barbanica, District 3 Ogorchock, District 4 Wilson, Mayor Pro Tem (District 1) Torres-Walker [Mayor Thorpe – Absent]
Mayor Pro Tem Torres-Walker opened & presided over the meeting.

PLEDGE OF ALLEGIANCE

CITY ATTORNEY TO REPORT OUT ON CLOSED SESSION

1. PROCLAMATIONS

• Proclamation Commemorating Juneteenth 2023
• Recognizing June 2023 as Pride Month in the City of Antioch Approved, 4/0
Recommended Action: It is recommended that the City Council approve the proclamations.

7:15 P.M. RECESS to raise the Pride Flag at City Hall
7:22 P.M. RECONVENED, ROLL CALL – Council Members District 2 Barbanica, District 3 Ogorchock, District 4 Wilson, Mayor Pro Tem (District 1) Torres-Walker [Mayor Thorpe – Absent]
Mayor Pro Tem Torres-Walker presided over the meeting.

2. ANNOUNCEMENTS OF CIVIC AND COMMUNITY EVENTS

JUNETEENTH – A FREEDOM CELEBRATION

➢ Grace Bible Fellowship Church – June 17, 2023
3415 Oakley Road, Antioch, CA

➢ Williamson Ranch Park – June 18, 2023
Lone Tree Way (cross street Hillcrest Avenue), Antioch, CA

ANTIOCH CITY COUNCIL -3- JUNE 13, 2023

PUBLIC COMMENTS – Members of the public may comment only on unagendized items.

The public may comment on agendized items when they come up on this Agenda.

7:46 P.M. MAYOR THORPE ARRIVED DURING PUBLIC COMMENTS

CITY COUNCIL COMMITTEE REPORTS/COMMUNICATIONS

MAYOR’S COMMENTS

3. PRESENTATION

PRESENTATION ON RENT PROGRAM AND ADDITIONAL TENANT PROTECTION POLICIES – BUDGET, STAFFING, AND TIMELINE
Direction provided to staff to identify consultant for a fee study and bring back an urgency ordinance for a moratorium on evictions Council consensus 4/0/1 (Barbanica-Abstained)
Recommended Action: It is recommended that the City Council receive the presentation and provide direction to staff on the budget, staffing, and timeline for additional tenant protection policies.

9:38 P.M. RECESS
9:48 P.M. RECONVENED, ROLL CALL – All Present

4. CONSENT CALENDAR

A. APPROVAL OF COUNCIL MEETING MINUTES FOR APRIL 11, 2023 Approved, 5/0
Recommended Action: It is recommended that the City Council approve the Meeting Minutes.

B. APPROVAL OF COUNCIL SPECIAL MEETING MINUTES FOR APRIL 18, 2023 Approved, 5/0
Recommended Action: It is recommended that the City Council approve the Special Meeting Minutes.

C. APPROVAL OF COUNCIL MEETING MINUTES FOR APRIL 25, 2023 Approved, 5/0
Recommended Action: It is recommended that the City Council approve the Meeting Minutes.

ANTIOCH CITY COUNCIL -4- JUNE 13, 2023

CONSENT CALENDAR – Continued

D. APPROVAL OF COUNCIL MEETING MINUTES FOR MAY 9, 2023
Continued, 5/0
Recommended Action: It is recommended that the City Council continue the Meeting Minutes.

E. APPROVAL OF COUNCIL MEETING MINUTES FOR MAY 23, 2023 Continued, 5/0
Recommended Action: It is recommended that the City Council continue the Meeting Minutes.

F. APPROVAL OF COUNCIL SPECIAL MEETING MINUTES FOR MAY 30, 2023 Continued, 5/0
Recommended Action: It is recommended that the City Council continue the Special Meeting Minutes.

G. APPROVAL OF COUNCIL WARRANTS
Approved, 5/0
Recommended Action: It is recommended that the City Council approve the warrants.

H. INTRODUCTION OF NEW CITY EMPLOYEES
Received, 5/0
Recommended Action: It is recommended that the City Council receive.

I. RESOLUTION FOR THE APPROVAL OF THE AMENDED AND RESTATED FIRE RISK

MANAGEMENT SERVICES (FORMERLY FDAC EBA) JOINT POWERS AGREEMENT Reso No. 2023/84 adopted, 5/0
Recommended Action: It is recommended that the City Council adopt a resolution approving the Amended and Restated Fire Risk Management Services Joint Powers Agreement.

J. AGREEMENT SUPPLEMENT NO. 2 WITH CONTRA COSTA COUNTY FOR LIBRARY MAINTENANCE AND SERVICE FOR FISCAL YEA R 2023/24 IN THE AMOUNT OF $162,657
Reso No. 2023/85 adopted, 5/0
Recommended Action: It is recommended that the City Council adopt the resolution:

1) Approving the Agreement Supplement No. 2 with Contra Costa County for library maintenance and service for Fiscal Year 2023-24 in the amount of $162,657; and

2) Authorizing the Acting City Manager to execute the agreement.

ANTIOCH CITY COUNCIL -5- JUNE 13, 2023

CONSENT CALENDAR – Continued

K. MICROSOFT OFFICE 365 MASTER AGREEMENT
Reso No. 2023/86 adopted, 5/0
Recommended Action: It is recommended that the City Council adopt a resolution authorizing the Acting City Manager to execute a cooperative purchase arrangement via the Riverside agreement ( PSA- 0001526/RIVCO-2020-RFQ-0000048) for a Microsoft Office 365 3-year master agreement in an amount not to exceed $435,000.

L. INCREASE OF PURCHASE ORDER WITH SAN DIEGO POLICE EQUIPMENT CO. INC.

FOR DEPARTMENT DUTY AND TRAINING AMMUNITION
Reso No. 2023/87 adopted,
3/1/1 (Thorpe-NO / Torres-Walker-Abstained)
Recommended Action: It is recommended that the City Council adopt a resolution approving an increase to the purchase order with San Diego Police Equipment Co. Inc. for $31,000 for department duty and training ammunition. The total purchase order would increase from $65,000 to a total amount of $96,000.

M. APPROVAL OF AWARDS FOR THE 2023 -2024 YOUTH SERVICES NETWORK

CONTRACTS FOR PROFESSIONAL SERVICES
Reso No. 2023/88 adopted, 5/0
Recommended Action: It is recommended that the City Council adopt a resolution approving the 2023 -24 Youth Services Network Contracts for Professional Services.

N. APPROVAL OF AWARDS FOR THE CALIFORNIA VIOLENCE INTERVENTION &

PREVENTION (CALVIP) PROGRAM EVALUATION WITH EVIDENT CHANGE Reso No. 2023/89 adopted, 5/0
Recommended Action: It is recommended that the City Council adopt a resolution authorizing the Acting City Manager or designee to partner with Evident Change for grant program evaluation of evidence -based violence reduction initiatives and programs that interrupt cycles of violence for $89,705 funded by CalVIP grant funds.

O. RESOLUTION ACCEPTING COMPLETED IMPROVEMENTS AND THE RELEASE OF BONDS FOR OAKLEY KNOLLS SUBDIVISION, TRACT NO. 9353, P.W. 647 (DISCOVERY

BUILDERS)
Reso No. 2023/90 adopted, 5/0
Recommended Action: It is recommended that the City Council adopt a resolution accepting the completed improvements, authorizing the Acting City Manager or designee to file a Notice of Completion for the project and the release of bonds for Oakley Knolls Subdivision, Tract No. 9353, P.W. 647.

ANTIOCH CITY COUNCIL -6- JUNE 13, 2023

CONSENT CALENDAR – Continued

P. DISPLAY OF THE PRIDE FLAG AT CITY HALL
Reso No. 2023/91 adopted with the amendment to display the Pride Progress Flag for the remainder of the 2023 year, 4/1-(Ogorchock) Recommended Action: It is recommended that the City Council move to adopt the resolution directing the Acting City Manager or designee to fly the Rainbow Pride Flag at City Hall throughout the month of June 2023 in recognition of Lesbian, Gay, Bisexual, Transgender,
Questioning Community Pride Month in the City of Antioch.

Q. FIRST AMENDMENT TO ON-CALL BIOLOGIST SERVICES AGREEMENT FOR NOMAD

ECOLOGY, LLC
Reso No. 2023/92 adopted, 5/0
Recommended Action: It is recommended that the City Council adopt a resolution:

1) Approving the first amendment for the on-call biologist services agreement with Nomad Ecology LLC, in a form approved by the City Attorney; and

2) Authorizing the Acting City Manager to execute the first amendment for the on -call biologist services agreement with Nomad Ecology.

R. FIRST AMENDMENT TO ON-CALL BIOLOGIST SERVICES AGREEMENT FOR LIVE OAK ASSOCIATES, INC.

Reso No. 2023/93 adopted, 5/0
Recommended Action: It is recommended that the City Council adopt a resolution:

1) Approving the first amendment for the on-call biologist services agreement with Live Oak Associates, Inc., in a form approved by the City Attorney; and

2) Authorizing the Acting City Manager to execute the first amendment for the on -call biologist services agreement with Live Oak Associates, Inc.

S. STREET LIGHTING PHOTOMETRICS (P.W. 700-3)
Reso No. 2023/94 adopted, 5/0
Recommended Action: It is recommended that the City Council adopt a resolution:

1) Approving the second amendment to the Consultant Services Agreement with Tanko Streetlighting, Inc. for the Street Lighting Photometrics in the amount of $175,0 00 and
extending the term of the agreement to June 30, 2024; and

2) Authorizing the Acting City Manager to execute the second amendment to the Consultant Services Agreement with Tanko Streetlighting, Inc. for a total amount of $467,600.

ANTIOCH CITY COUNCIL -7- JUNE 13, 2023

PUBLIC HEARING

5. PROPOSED ORDINANCE AMENDING SECTION 6-8.14 OF THE ANTIOCH MUNICIPAL

CODE REGARDING RESTRICTIONS ON THE SALE OF TOBACCO PRODUCTS To June 27, 2023, for adoption,
3/2-(Thorpe, Wilson)
Recommended Action: It is recommended that the City Council introduce, by title only, and waive further reading of the proposed ordinance amending the Municipal Code regarding tobacco sale restrictions.

COUNCIL MEMBER OGORCHOCK REQUESTED A MOTION TO SUSPEND THE RULES TO MOVE COUNCIL REGULAR AGENDA ITEMS #9, #10, AND #11 TO BE HEARD AS THE NEXT ORDER OF BUSINESS; 5/0

COUNCIL REGULAR/ CITY OF ANTIOCH COUNCIL MEMBERS ACTING AS SUCCESSOR

AGENCY/ HOUSING SUCCESSOR TO THE ANTIOCH DEVELOPMENT AGENCY/ ANTIOCH

PUBLIC FINANCING AUTHORITY AGENDA

9. RESOLUTION APPROVING AND ADOPTING A TWO-YEAR OPERATING BUDGET FOR THE FISCAL YEARS 2023-25
Reso No. 2023/95 adopted, 5/0
Recommended Action: It is recommended that the City Council adopt a resolution approving and adopting a two -year Operating Budget for Fiscal Years 2023 -25, appropriating the funds necessary to meet the expenditures set forth therein, and revising the Fiscal Year 2022 - 23 Budget.

10. RESOLUTION OF THE CITY OF ANTIOCH AS SUCCESSOR AGENCY AND HOUSING

SUCCESSOR TO THE ANTIOCH DEVELOPMENT AGENCY ADOPTING A TWO -YEAR OPERATING BUDGET FOR THE FISCAL YEARS 2023-25
S.A. Reso No. 2023/40 adopted, 5/0
Recommended Action: It is recommended that the City of Antioch as Successor Agency and Housing Successor to the Antioch Development Agency adopt a resolution approving and adopting a two -year Operating Budget for Fiscal Years 2023 -25 and re vising the Fiscal Year 2022-23 Budget.

ANTIOCH CITY COUNCIL -8- JUNE 13, 2023

COUNCIL REGULAR/ CITY OF ANTIOCH COUNCIL MEMBERS ACTING AS SUCCESSOR

AGENCY/ HOUSING SUCCESSOR TO THE ANTIOCH DEVELOPMENT AGENCY/ ANTIOCH PUBLIC FINANCING AUTHORITY AGENDA – Continued

11. RESOLUTION OF THE ANTIOCH PUBLIC FINANCING AUTHORITY ADOPTING A TWO- YEAR OPERATING BUDGET FOR THE FISCAL YEARS 2023-25
Reso No. 2023/96 adopted, 5/0
Recommended Action: It is recommended that the Board of the Antioch Public Financing Authority adopt a resolution approving and adopting a two -year Operating Budget for Fiscal Years 2023-25 and revising the Fiscal Year 2022-23 Budget.

MAYOR THORPE REQUESTED A MOTION TO SUSPEND THE RULES TO MOVE COUNCIL REGULAR AGENDA ITEMS #8 AND #12 TO BE HEARD AS THE NEXT ORDER OF BUSINESS; 5/0

COUNCIL REGULAR/ CITY OF ANTIOCH COUNCIL MEMBERS ACTING AS SUCCESSOR

AGENCY/ HOUSING SUCCESSOR TO THE ANTIOCH DEVELOPMENT AGENCY/ ANTIOCH PUBLIC FINANCING AUTHORITY AGENDA – Continued

8. RESOLUTION APPROVING NEW CLASS SPECIFICATION, ASSIGNING A SALARY

RANGE, ASSIGNING THE CLASSIFICATION TO THE CONFIDENTIAL BARGAINING UNIT
Reso No. 2023/97 adopted, 5/0
Recommended Action: It is recommended that the City Council adopt a resolution:

1) Approving a new class specification for Housing Program Specialist, assigning a salary range , assigning the
classification to the Confidential Bargaining Unit; and

2) Funding the Housing Program Specialist position beginning in Fiscal Year 2023 -24 and authorizing the necessary budget adjustments.

12. POLICE COMPUTER AIDED DISPATCH AND RECORDS MANAGEMENT SYSTEM

SOFTWARE REPLACEMENT
Reso No. 2023/98 adopted, 5/0
Recommended Action: It is recommended that the City Council adopt a resolution approving a five-year contract with Sunridge Systems to develop and maintain a Police Computer Aided Dispatch (“ CAD”) and Records Management System (“RMS”) from June 1, 2023, to July 1, 2028, authorizing the Acting City Manager to execute a purchasing agreement with Sunridge Systems not to exceed $2,123,744 over a five-year period.

ANTIOCH CITY COUNCIL -9- JUNE 13, 2023

PUBLIC HEARING – Continued

6. RESOLUTION ACCEPTING AND ADOPTING THE PROPOSED FIVE -YEAR CAPITAL IMPROVEMENT PROGRAM 2023-2028 (P.W. 150-23)
Reso No. 2023/99 adopted, 5/0
Recommended Action: It is recommended that the City Council:

1) Adopt the Five-Year Capital Improvement Program 2023-2028; and

2) Authorize the Acting City Manager or his designee to carry over and re-appropriate all remaining Fiscal Year 2022/23 Capital Improvement Program budgets to the Fiscal Year 2023/24
Operating Budget.

7. PROPOSED ORDINANCE AMENDING CHAPTER 1 OF TITLE 3 AND TITLE 11 OF THE

ANTIOCH MUNICIPAL CODE REGARDING REGULATION OF RESIDENTIAL

LANDLORDS AND RENTAL UNITS
To June 27, 2023, for adoption, 4/1-(Barbanica)
Recommended Action: It is recommended that the City Council introduce, by title only, and waive further reading of an ordinance amending Chapter 1 of Title 3 and Title 11 of the Antioch Municipal Code regarding regulation of residential landlords and rental units.

PUBLIC COMMENT

STAFF COMMUNICATIONS

COUNCIL COMMUNICATIONS AND FUTURE AGENDA ITEMS – Council Members report out various activities and any Council Member may place an item for discussion and direction on a future agenda. Timing determined by Mayor and Acting City Manager – no longer than 6 months.

MOTION TO ADJOURN – After Council Communications and Future Agenda Items, the Mayor will make a motion to adjourn the meeting. A second motion is required, and then a majority vote is required to adjourn the meeting.

Motioned to adjourn meeting at 11:56 p.m., 5/0

PROCLAMATION COMMEMORATING
JUNETEENTH 2023

WHEREAS, Juneteenth is recognized as Freedom Day or our country’s second Independence Day;

WHEREAS, Juneteenth was the day that slavery ended in the United States resulting in the emancipation of all slaves and beginning the restoration of culture, name, language, faith, and identity;

WHEREAS, President Abraham Lincoln first issued the Emancipation Proclamation on January 1, 1863, freeing the enslaved people in the South, but those orders were ignored by confederate southern slave owners;

WHEREAS, on June 19, 1865, Union soldiers arrived in Galveston, Texas and enforced the President’s order, freeing the enslaved people two and a half years after the Emancipation Proclamation was issued;

WHEREAS, other systems of oppression and systematic inequalities, such as sharecropping, Jim Crow, redlining, and mass incarceration, the reverberation of Black bodies and Black impoverishment, continued well past slavery and some persist to this day, affecting the physical and mental health, safety, and even the continuing education of young African American children;

WHEREAS, liberation from these systems of oppression, demands nothing less than Black economic liberation manifested through financial literacy, a positive sense of self, an upright ethical and moral compass, high-earning jobs, mentors willing to share the means of self-improvement, and the ability to own the land in one’s own neighborhood;

WHEREAS, many African Americans have advanced academically, politically, and financially and continue to strive to build wealth within the Black community in and beyond; and

WHEREAS, on June 17, 2023, Grace Bible Fellowship of Antioch, located at 3415 Oakley Road, Antioch, California, will celebrate its Annual Juneteenth Celebration with speakers sharing our rich, proud history, music, ethnic foods, and camaraderie through fellowship. We invite all our brothers, sisters, and friends of every culture and ethnicity to join us for this historical event and celebration.

NOW, THEREFORE, I, LAMAR A. THORPE, Mayor of the City of Antioch, do hereby acknowledge June 19th, 2023, as Juneteenth in the City of Antioch, the annual recognition of Black emancipation, the celebration of the past, present, and future of Black economic liberation, and our commitment to eradicate systemic racism that undermines our collective prosperity.

JUNE 13, 2023

__________________________________________
LAMAR A. THORPE, Mayor 1.01
06-13-23

RECOGNIZING JUNE 2023 AS

PRIDE MONTH

IN THE CITY OF ANTIOCH

WHEREAS, this month and every month, the City of Antioch stands with the lesbian, gay, bisexual, transgender and queer (LGBTQ+) community as they declare their pride in who they are and who they love;

WHEREAS, during Pride Month, we are reminded that our City’s remarkable diversity is a gift that makes all of us stronger, and we rededicate ourselves to the ongoing cause of equality, acceptance, and freedom for all;

WHEREAS, while society at large increasingly supports LGBTQ+ equality, it is essential to acknowledge that the need for education and awareness remains vital to end discrimination and prejudice;

WHEREAS, as we celebrate the resilience of the LGBTQ+ community and their hard-won victories to advance acceptance and equality, we stand together, united, to defend and build on the progress of the LGBTQ+ community toward a better, more inclusive, and safer future for all;

WHEREAS, with the rainbow flag proudly raised at City Hall, Antioch stands with LGBTQ+ people, their loved ones, and allies throughout the state and across the country; and

WHEREAS, celebrating Pride Month influences awareness and provides support and advocacy for Antioch's LGBTQ+ community, and is an opportunity to take action and engage in dialogue to strengthen alliances, build acceptance and advance equal rights.

NOW, THEREFORE, I, LAMAR A. THORPE, Mayor of the City of Antioch, do hereby declare the month of June 2023 as Pride Month in the City of Antioch and invite everyone to reflect on ways we can live and work together with a commitment to mutual respect and understanding.

JUNE 13, 2023

__________________________________________
LAMAR A. THORPE, Mayor 1.02
06-13-23
J
JUNE 17TH & 18TH

J U N E T E E N T H
A F r e e d o m C e l e b r a t i o n
Come & join us to celebrate theday of freedom for AfricanAmericans

RIDES & GAMES

LIVE ENTERTAINMENT

FOOD & DRINKS

AND MORE

SATURDAY, JUNE 17GRACE BIBLE FELLOWSHIP CHRUCHFROM 11:30AM - 4:30PMVENDORS & KID ZONELIVE MUSIC FOOD & DRINKS SUNDAY, JUNE 18

WILLIAMSON RANCH PARK
FROM 12:00PM - 6:00PM

RIDES & GAMESLIVE ENTERTAINMENTFREE FOOD & DRINKSAND MORE AntiochCa.Gov/JuneteenthGraceArmsOfAntioch.Org/Juneteenth 3 Agenda Item #

STAFF REPORT TO THE CITY COUNCIL

DATE: Regular Meeting of June 13, 2023

TO: Honorable Mayor and Members of the City Council

SUBMITTED BY: Rachel Hundley, Assistant City Attorney RH

APPROVED BY: Thomas Lloyd Smith, City Attorney TLS

SUBJECT: Presentation on Rent Program and Additional Tenant Protection Policies—Budget, Staffing, and Timeline

RECOMMENDED ACTION
It is recommended that the City Council receive the presentation and provide direction to staff on the budget, staffing, and timeline for additional tenant protection policies.

FISCAL IMPACT
Direction on anticipated future programs will assist the City Attorney’s Office in developing a fee study to support potential future program fees. The full implementation of the Rent Stabilization Ordinance and the addition of new tenant protection policies will require staffing, including legal and administrative support. Staffing for the Rent Program, including added functions relating to anti -harassment and just cause eviction programs would be funded by Rent Program fees.

DISCUSSION
The adoption of the Rent Stabilization Ordinance (“RSO”) necessitated the creation of a Rent Program to administer the programmatic and administrative requirements (AMC §§ 11-1.06 [tenant petitions], 11- 1.07 [landlord petitions]); develo p regulations, forms, and notices (AMC § 11- 1.10); and establish a registry of regulated units and a fee program (AMC § 11 -1.12). The Rent Program has also developed a website and initial informational materials, and it fields questions from tenants and landlords through email, phone calls, and in-person inquiries.

Timeline for Additional Tenant Protections

At the May 9 meeting, the City Council directed staff to proceed with staf f’s proposed timeline for the consideration and possible adoption of addition al tenant protection policies, such as anti -harassment and just cause eviction. This timeline was based on the complexity of the desired policies, available staff capacity, and the recommendation

Antioch City Council Report
June 13, 2023 Agenda Item#3 2

that the City Council discuss the funding and staffing needs of existing and future tenant protection policies.

Staff also recommended two additional tenant protection measures: (1) expansion of the Rental Unit Registry to cover all residential rental units in the City and (2) an amendment to the Municipal Code prohibiting retaliation against tenants who assert rights under the RSO and other City tenant protection laws. The City Council will consider an ordinance expanding the Rental Unit Registry in a subsequent item on the June 13, 2023 regular meeting agenda. These measures present opportunities for the City Council to strengthen existing protections in the time between the May 9 meeting and the preparation of the more complex and detailed policies.

Schedule for Additional Tenant Protections (May 9, 2023)

Rent Program Staffing and Costs

Cities With Staffed Programs

Staff has reviewed staffing levels and models of each of the 27 cities and counties in California that have both just cause eviction protections and rent control and/or rent stabilization. Cities with staffed programs include: Alameda, Berkeley, Beverly Hills, Culver City, Inglewood, City of Los Angeles, Los Angeles County, Mountain View, Ojai, Richmond, Sacramento, San Francisco, San Jose, Santa Monica, East Palo Alto, Oakland, and West Hollywood.

Of the eight cities that have adopted rent stabilization in the past year, Oxnard and Santa Ana have dedicated staff. Bell Gardens, Fairfax, Pasadena, and Pomona have included staffing proposals in their proposed budgets this year. The two cities with mi nimal or no dedicated staffing are Thousand Oaks, which restricts rent on about 800 units, Palm

Antioch City Council Report
June 13, 2023 Agenda Item#3 3

Springs, and Antioch.

Program Staffing Functions

The provisions of the RSO and most just cause eviction ordinances, including those recommended by the public , establish new and complex government functions that require the creation of new programs and systems, hiring additional staff, and incurring additional costs. Fortunately, these costs are almost always recouped through a fee program.

The lists below divide anticipated tasks and functions into three categories: (1) the Rent Program as a whole, (2) the Just Cause Eviction program component, and (3) the Rent Stabilization program component. This list is based on the Richmond Rent Program, except functions related to a Rent Board were removed, and the Rent Stabilization and registration program components have been revised to reflect the Antioch RSO. It is estimated that half of the needed staffing capacity will perform functions and tasks related to the Rent Program as a whole with the other half split evenly between the Just Cause Eviction and Rent Stabilization project components.

Rent Program As A Whole

•Program administration and management
•Preparing studies, regulations, and reports
•Rental Unit Registry development and maintenance
•Billing and collection of Rent Program fee
•Website maintenance
•Development of informational materials
•Interdepartmental coordination

Just Cause Eviction Program Component

•Public education and outreach (including counseling on evictions) •Legal services referrals to community services agencies •Administration of relocation program component
•Administration of eviction-related complaints
•Evictions intervention mediations (payment plan agreements and mediations to avoid breach of lease/nuisance etc.)
•Processing of termination of tenancy notices; development of templates

Rent Stabilization Program Component

•Public education and outreach (includes counseling)
•Legal services referrals to community services agencies Antioch City Council Report
June 13, 2023 Agenda Item#3 4

•Administration of tenant and landlord petitions and hearings

Staffing Models

A review of other Rent Programs in the state revealed wide variation in the placement and structure of the programs.

The Alameda Rent Program is under the City Attorney Office . It is comprised of six dedicated staff members, including a Director of Rent Program , and two independent contractor attorneys who served as “Special Counsel” to the program. Budget information regarding the 2023-2024 fiscal year program staff is not yet available.

The Richmond Rent Program is placed under a Rent Board and fu nctions as a separate entity within the city. Under the Board’s direction, the program is led by an Executive Director and has a dedicated legal unit composed of a General Counsel and staff attorney with a supporting analyst. Almost half of the program’s 13 full-time equivalents perform functions related to outreach, counseling, and registration.

Mountain View, which also has an appointed body, has dedicated staff for the program for a total of six dedicated staff members. They also use contractors to perform certain functions.

The West Hollywood Rent Program is a division within the Human Services and Rent Stabilization Department. This program has a dedicated manager, staff attorney, and nine additional staff members.

The Antioch City Attorney’s Office held meetings with several of these rent programs to inform the development of our city’s current rent program. We found the se meetings helpful and plan to continue communicating with these cities for support.

Staffing Levels

The precise needs of the Antioch Rent Program will depend on the number of rental units and renters subject to the tenant protection policies; existing City resources; projected numbers of evictions, petitions submitted, and questions received; desired levels of support for members of the public affected by the policies; desired levels of proactive outreach and internal tracking and analysis; desired scope of translated resources; and other factors.

Staff will present a recommended phased staffing proposal during the presentation of this item.

Antioch City Council Report
June 13, 2023 Agenda Item#3 5

Program Costs; Fee Study

Estimated Rent Program costs will include the following:

• Personnel costs of staff, benefits, and overtime;
• Charges allocated to City Departments to reimburse the General Fund for administrative services by central service departments (i.e. City Council, City Manager, City Attorney, City Clerk, Finance, HR, etc.); • Information Technology (IT) expenses associated with a property and rental unit database and maintenance of computer hardware and software; • Costs of education and outreach, including the printing and distribution of print materials and hosting of community workshops and seminars; • Contracts for translation and other professional services; •An operating reserve to fund unanticipated costs and variations in fee collection

Program costs are typically funded by a fee charged to landlords. Many cities allow the landlord to recover up to half of the fee from the tenant spread over a 12- month period.

The fee is initially calculated through a fee study with an annual CPI increase each subsequent year until a new fee study is performed. Rent Program annual fee amounts in other cities range from $30 to $50 on the low end, $200 to $275 on the high end, and typically somewhere between $50 and $150. Fee programs typically have two or three tiers of fee amounts that depend on the level of regulation (fully regulated or just cause only) and sometimes the type of rental property.

A fee study is recommended for the development of a Antioch Rent Program fee to ensure the fee amount complies with Proposition 218 and other applicable laws. If the estimated cost of the fee study exceeds staff purchasing authority, staff will return to the City Council for approval of the expenditure. If possible, the fee study could include the costs of the Rental Inspection Program that is undergoing an update.

We estimate a fee study will take four to six months to complete. It will take additional time for the City Council to consider adoption of a proposed fee amount . Therefore, the City Council may want to consider authorizing a “loan” from the City to the Rent Program to cover its implementation and operation costs until the rent program fee is available. 1 ATTACHMENTS
A. None

1 Richmond did this when it began implementation of its rent stabilization and just cause eviction policies by advancing the program $1M, which was repaid to the City over time from program revenue.

CITY COUNCIL MEETING

INCLUDING THE ANTIOCH CITY COUNCIL

ACTING AS HOUSING SUCCESSOR

TO THE ANTIOCH DEVELOPMENT AGENCY

Special/Regular Meeting April 11, 2023
5:30 P.M. Council Chambers

5:00 P.M. - CLOSED SESSION

Mayor Thorpe called Closed Session to order at 5:00 P.M., and City Clerk Householder called the roll.

Present: Council/Agency Members District 2 Barbanica, District 3 Ogorchock, District 4 Wilson, Mayor Pro Tem (District 1) Torres-Walker and Mayor Thorpe

1. CONFERENCE WITH LEGAL COUNSEL – ANTICIPATED LITIGATION – Significant exposure to litigation pursuant to California Government Code section 54956.9(d)(2):

One Case.

2. CONFERENCE WITH REAL PROPERTY NEGOTIAT IONS – pursuant to California Government Code section 54956.8; Property: East 18th Street and Wilson Street (APN 051-400-027), Antioch, CA; Agency Negotiation: City of Antioch Negotiators: Forrest Ebbs, Acting City Manager and Thomas Lloyd Smith, City Attorney; Negotiating Parties:

City of Antioch and Contra Costa County Fire Protection District, Negotiator Fire Chief Lewis Broschard; Under Negotiation: Price and terms of payment.

PUBLIC COMMENTS – None

ADJOURN TO CLOSED SESSION

Mayor Thorpe adjourned to Closed Session at 5:01 P.M.

5:30 P.M. STUDY SESSION

Mayor Thorpe called the meeting to order at 5:30 P.M., and City Clerk Householder called the roll.

Present: Council/Agency Members District 2 Barbanica, District 3 Ogorchock, District 4 Wilson, Mayor Pro Tem (District 1) Torres-Walker and Mayor Thorpe

PLEDGE OF ALLEGIANCE

Mayor Thorpe led the Pledge of Allegiance.

A
06-13-23

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SM-1. FISCAL YEAR 2023-25 BUDGET PRIORITIES

Acting City Manager Ebbs presented the staff report dated April 11, 2023, recommending the City Council provide feedback and direction regarding the budget policies for the fiscal year 2023-25 budget.

Councilmember Wilson suggested staff prepare different scenarios for capping use of the Budget Stabilization Fund.

In response to Councilmember Barbanica, Finance Director Merchant provided budget projections for the Budget Stabilization Fund and General Fund reserves . She reported each fiscal year since 2018 surpluses were added to the Budget Stabilization Fund balance . She noted those surpluses were mostly due to vacancy savings and uncompleted projects.

Councilmember Ogorchock suggested reducing the Budget Stabilization Fund request to $3M.

In response to Councilmember Barbanica, Finance Director Merchant stated there could be vacancy savings in FY23/24; however, using vacancy savings was not a continued budget strategy since the goal was to fill th e positions. She noted current budget numbers were a baseline to continue operations at current service levels. She commented that they could consider reducing the vehicle replacement fund; however, when those vehicles were replaced, they would have to come back to the General Fund to cover the shortfall. She also noted that in 2024 there would be another payment from the state settlement for the Brackish Water Project and they anticipated the money could offset FY24 by $1-2M. She stated she was unsure how to cover the deficit for FY24-25 without reducing funding for programs or leaving vacancies open.

Mayor Thorpe commented that some one-time expenditures could be supplemented by ARPA funding.

Finance Director Merchant stated that she did not believe t here were many one -time expenditures since staff was asked to go forward with a status quo budget; however, ARPA funding could be utilized for standard operating items.

PUBLIC COMMENTS for Study Session

Andrew Becker expressed his frustration at the lack of public participation in the Budget Study Sessions. He requested Homekey be included in budget discussions.

Following discussion, direction was provided to staff to provide scenarios for capping use of the Budget Stabilization Fund at $0, $3M and $4M.

Councilmember Barbanica supported remaining with a status quo budget and allowing department heads to move funds around within their own budgets to fund their budget requests.

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Councilmember Ogorchock supported remain ing with a status quo budget. She suggested pursuing grant opportunities and utilizing ARPA funding to support homelessness and housing services.

Finance Director Merchant cautioned that if ARPA funds were utilized for a grant there would be other annual costs to continue the program which were not part of budget scenarios.

Councilmember Ogorchock mentioned State funds could be funneled through the County to help with homeless services.

Acting City Manager Ebbs added that prioritizing a grant for housing and homeless services would also involve staff support.

Following discussion, Council allowed for flexibility under the department head’s discretion to move funding around within their existing budgets to fund their requests.

Councilmember Torres-Walker stated departments with smaller overall budgets would not be able to locate funds to support their budget requests, so some money needed to be spent.

Mayor Thorpe commented that the budget scenarios requested would allow Council some flexibility to consider funding priorities.

MOTION TO ADJOURN SPECIAL MEETING/STUDY SESSION

On motion by Councilmember Ogorchock, seconded by Councilmember Torres-Walker the City Council unanimously adjourned the Special Meeting/Study Session at 6:04 P.M.

7:00 P.M. REGULAR MEETING

Mayor Thorpe called the meeting to order at 7:0 2 P.M., and City Clerk Householder called the roll.

Present: Council/Agency Members District 2 Barbanica, District 3 Ogorchock, District 4 Wilson, Mayor Pro Tem (District 1) Torres-Walker and Mayor Thorpe

PLEDGE OF ALLEGIANCE

Mayor Thorpe led the Pledge of Allegiance.

CITY ATTORNEY TO REPORT OUT ON CLOSED SESSION

City Attorney Smith reported the City Council had been in Closed Session and gave the following report: #1 CONFERENCE WITH LEGAL COUNSEL – ANTICIPATED LITIGATION, Council authorized a severance payment and general release with John Samuelson, former Public Works Director/City Engineer, consisting of severance pay for $144,714.44 and settlement of

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claims for $100,000, for a total of $244,714.44, by a 3-2 vote with Councilmember Torres-Walker and Mayor Thorpe voting no ; and, #2 CONFERENCE WITH REAL PROPERTY NEGOTIATONS, direction was given to Acting City Manager Ebbs and City Attorney Smith.

1. INTRODUCTION OF NEW CITY EMPLOYEES

Director of Public Safety and Community Resources Johnson introduced Jazmin Ridley, Unhoused Resident Coordinator who stated she was excited to return to the City and serve the residents of Antioch.

Police Chief Ford introduced Taylor Hubbard, Police Dispatcher.

Acting City Manager Ebbs introduced Hilary Brown, Administrative Analyst who stated it was an honor to serve the community.

ANNOUNCEMENTS OF CIVIC AND COMMUNITY EVENTS

Director of Parks and Recreation Helfenberger announced Keep Antioch Beautiful Day Earth Day Event would be held 9:00 A.M. – 11:30 A.M. on April 22, 2023.

Director of Public Safety and Community Resources Johnson announced the relaunching of the Antioch Homeownership Program and a zoom workshop for first time homebuyers at 6:00 P.M. on April 26, 2023.

PUBLIC COMMENTS

Erika Raulston, Kathryn Wade, Carolyn Simmons, Cassandra Quinto-Collins and Bella Quinto Collins expressed concern regarding a newspaper article that reported allegations of police misconduct and discussed their personal experiences with law enforcement.

Melissa Case, Michael Kerr, Oscar Grant Committee, Leslie May, expressed concern regarding a newspaper article that reported allegations of police misconduct.

Ralph Hernandez, Antioch resident, spoke in support of good police officers and commented that those responsib le for illegal behavior should be held accountable. He provided written comments regarding cases he had investigated.

Tami discussed an incident involving a family member and law enforcement.

Gigi Crowder, Antioch resident and Executive Director of NAMICC, discussed an incident involving a family member and law enforcement. She offered to assist the City with reparations work and spoke in support of Mental Health Services.

Andrew Becker announced the application period for Project Homekey would begi n April 24, 2023 and encouraged the City to be prepared to meet that opportunity.

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Teki Flow, Reimagine Antioch, expressed concern regarding a newspaper article that reported allegations of police misconduct. She requested an internal audit of the Antioch Police Department (APD) Internal Affairs process and a review of their cases.

John Lanter, Antioch resident, stated he wanted a professional police force and noted he opposed racism. He voiced his support for Police Chief Ford and requested the community give him their full support.

Francisco Torres, Reimagine Antioch, requested an independent review of cases the D istrict Attorney prosecuted that involved officers accused of misconduct.

Latrece Martin, Racial Equity and Social Justice and Reimag ine Ant ioch, requested officers accused of misconduct be held accountable.

Patricia Granados, Antioch resident, celebrated democracy in Antioch. She spoke in support of holding law enforcement and community members accountable.

Robert Collins expressed conc ern regarding a newspaper article that reported allegations of police misconduct and discussed his personal experiences with law enforcement. He requested the Department of Justice, State Attorney General and District Attorney investigate the APD.

Sal Sbranti stated Measure C and Measure W were promoted as efforts to increase safety and security by increasing the police force. He discussed allegations of misconduct against elected officials and requested an audit of their text messages as well as body cam footage related to those events. He also requested the separation agreement for a city official and the selection criteria for those evaluated for the ir position. He stated he believed Police Chief Ford was part of the process in making a positive cultural change in Antioch.

Mayor Thorpe expressed his frustration with previous public comment s and declared a recess at 7:55 P.M. The meeting reconvened at 7:57 P.M. with all Councilmembers present.

PUBLIC COMMENT – Continued

Mayor Thorpe apologized for expressing his frustrations.

Velma Wilson spoke in support of Chief Ford and local law enforcement officers that she had been in contact with. She commented that everyone at some point made racist and prejudicial comments; however, their messages had not been made public. She stated she would continue to serve the community.

Taunita Trotter, Antioch resident, representing Kultore Collective/Reimag ine Antioch, Rubicon Antioch, discussed personal experiences with racism and expressed conc ern regarding a newspaper article that reported allegations of police misconduct.

Mary Lutz read a letter submitted to Council from Frank Sterling.

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Shagoofa Khan, Antioch resident, stated she was a victim of alleged police misconduct and spoke in support of holding law enforcement officers accountable.

Edgar M. expressed concern regarding allegations of police misconduct.

CITY COUNCIL COMMITTEE REPORTS/COMMUNICATIONS

Councilmember Barbanica reported on his attendance at the CDBG Committee meeting with Councilmember Torres -Walker. He stated he was assured by staff that allegations of police misconduct would be investigated and if violations were found , Police C hief Ford would hold those responsible accountable.

Councilmember Ogorchock thanked the community for coming forward this evening. She stated she was unaware of the details alleging misconduct; however, she had spoken to staff and was informed that an audit would be conducted. She noted she would reserve her remarks until those results were available. She stated she believed Police Chief Ford would take the necessary actions against the individuals found to be responsible.

Councilmember Wilson reported Delta Diablo would meet on April 12, 2023. She thanked and acknowledged the public who spoke this evening.

Councilmember Torres-Walker reported on her attendance at the CDBG meeting and noted a Cannabis Standing Committee would be held soon. She discussed a family member’s personal experiences with law enforcement and allegations of police misconduct. She expressed concern that these issues had not been addressed in the past. She hoped Police Chief Ford would choose to remain in Antioch.

Mayor Thorpe stated as the mayor he took on all the concerns from residents. He reported that Council had made previous decisions to not address issues when they knew things were wrong.

He noted that some members of Council chose to call for police reform in 2020 after listening to the community . He noted allegations of misconduct would be dealt with and he hoped the community would embrace and advance the necessary changes. He thanked those who had offered their condolences for his father’s passing.

Mayor Thorpe led a moment of silence and reflection.

MAYOR’S COMMENTS

2. PRESENTATION

Antioch Police Department – 2022 Annual Update

Police Chief Ford thanked Mayor Thorpe for leading a moment of silence and reflection. He also thanked the community and his family for their support. He gave an Antioch Police Department (APD) – 2022 Annual Update PowerPoint presentation.

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Stephanie requested speed bumps for East 13th and A Streets.

Leslie May encouraged the APD to focus on sexual assaults in schools and mental health.

Kathryn Wade discussed an incident involving a family member and law enforcement.

Carolyn Simmons sympathized with members of the community who were victims and stated she feared for family members.

Gigi Crowder thanked Police Chief Ford for the presentation. She spoke in support of preventative approaches and reducing racial disparity. She requested APD prioritize strategies for mental health challenges and collaborate with the faith-based community.

Andrew Becker reported on his attendance at a c ommunity forum for the APD and expressed interest in participating in a ride-along.

Robert Collins thanked Police Chief Ford for the presentation and spoke to the importance of the City having professional city employees and elected officials. He suggested APD provide translation services for the community.

Stephanie M. discussed an incident involving a family member and law enforcement.

Councilmember Wilson thanked Police Chief Ford for the presentation and expressed concern regarding reported allegations of police misconduct. She requested Police Chief Ford present a plan of action to the Council every 3 -6 months regarding the status of addressing areas of concern. She stated she was determined to hold people accountable.

Police Chief Ford agreed to come back with assessments. He reported the APD had solidified a deal with the Department of Justice (DOJ) who would serve as a sanctioning body and hold them accountable. He discussed his experience in dealing with this work and committed to making sure the organization was restructured and reframed. He offered to present the full public safety plan codified through the DOJ.

Councilmember Torres-Walker thanked Police Chief Ford for the presentation. She requested a breakdown of violent, nonviolent, and prior misdemeanor felony offenses. She commented that times of civil unrest and economic uncertainty had inc reased crime. She noted if history was provided for the data, it would be easier for the City to address increased crime during economic uncertainty and times of civil unrest . She noted that many of the calls for service could be addressed by the crisis response team and community engagement specialist.

Police Chief Ford responded that he supported Director of Public Safety and Community Resources Johnson and worked closely with her to accomplish those goals. He commented that when the Crisis Response Te am was activated for a brief time, the positive impact was notable, and they served a vital purpose.

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Councilmember Torres-Walker requested data regarding use of force, in custody death s and complaints. She stated she appreciated the phone policy.

In response to Councilmember Torres-Walker, Police Chief Ford clarified that in custody deaths fell under use of force criteria. He stated he could provide training around sexism to ensure safety for women coming into the profession as well as women being engaged by patrol officers.

Councilmember Torres-Walker stated she understood changing the culture may take years and some serving now would not be here to see the change; however, hopefully it would not be because they were victims of police misconduct.

Mayor Thorpe thanked Police Chief Ford for the update. He discussed the importance of annual mental health evaluations for APD Office rs. He questioned the timeline for internal investigations.

Police Chief Ford responded that internal investigations were dictated by Government Code 3304.

City Attorney Smith explained that they were allotted a year by the Government Code and there could be an internal policy to get them completed faster; however, they would have the allotted amount of time statutorily.

Police Chief Ford commented that the key was to make sure the investigator overseeing the internal investigation process was diligent in making sure it remained on a certain pace. He stated he was unaware of any complaint s exceeding a year. He reported Captain Schnitzius oversees the internal affairs unit and the team consisted of Lieutenant Melone and Sergeant Bledsoe. He stated the Police Union addressed labor issues and served as a separate entity.

Mayor Thorpe expressed concern that Sergeant Bledsoe served as both the Vice President of the APOA and a member of the internal affairs unit.

In response to Mayor Thorpe, Captain Schnitzius reported annual employee evaluations for APD had not been done for a few years. He noted they had been trying to work with HR for a long time to get the evaluations sent to them so they could be completed, and they had recently worked with Director of Human Resources Cortez to get that rectified as well as revamp the categories of evaluation.

Mayor Thorpe discussed the importance of Council being aware of what was being investigated and that officers were being evaluated regularly. He questioned what steps would be taken to address issues of racial bias and discriminatory practices within the APD.

Police Chief Ford commented that he had been focused on the culture of the department since he became Chief. He reported they had several training courses and bias training would be forthcoming. He noted they had a 25 -course list that touched on heart and mindset to make sure they were calibrated in a certain way.

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Mayor Thorpe questioned how the department was collecting data for the Racial and Identity Profiling Act of California.

Police Chief Ford responded that he would find the information for Mayor Thorpe.

Mayor Thorpe discussed the importance of Council looking at the data behind the numbers. He noted many issues could have been avoided if they had had Early Intervention Systems to identify problems.

Police Chief Ford agreed with Mayor Thorpe and noted the EIS course was non -punitive. He offered to provide Council with an overview of how it was working within the department.

Mayor Thorpe stated transparency was important. He questioned if Police Chief Ford believed the police misconduct being reported was wrong.

City Attorney Smith cautioned Police Chief Ford about expressing an opinion on a matter that was currently under investigation.

Mayor Thorpe stated the City Council was responsible and had to account for everything that happened in the City. He stated Police Chief Ford’s decisions impacted the City Council and they needed to work with the administrative and legal departments in ord er for the City to function.

Mayor Thorpe thanked Police Chief Ford, Captain Morefield and Captain Schnitzius as well as the police staff present this evening.

3. CONSENT CALENDAR for City /City Council Members acting as Housing Successor to the Antioch Development Agency

A. APPROVAL OF COUNCIL MEETING MINUTES FOR MARCH 14, 2023

B. APPROVAL OF COUNCIL SPECIAL MEETING/CLOSED SESSION MINUTES FOR MARCH 17, 2023

C. APPROVAL OF COUNCIL MEETING MINUTES FOR MARCH 28, 2023

D. APPROVAL OF COUNCIL WARRANTS

E. APPROVAL OF HOUSING SUCCESSOR WARRANTS

F. REJECTION OF CLAIM: VICTORIA COLLINS

G. RESOLUTION NO. 2023/52 APPROVING THE CLASS SPECIFICATION UPDATES FOR THE CONFIDENTIAL UNIT AND OPERATING ENGINEERS LOCAL UNION NO. 3 BARGAINING UNITS WITH NO SALARY CHANGES

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H. RESOLUTION NO. 2023/5 3 AUTHORIZING AN INCREASE OF THE LOAN

APPLICATION WITH THE STATE WATER RESOURCES CONTROL BOARD FOR A DRINKING WATER STATE REVOLVING FUND LOAN UP TO $60,000,000 FOR THE BRACKISH WATER DESALINATION PROJECT (P.W. 694)

I. RESOLUTION NO. 2023/5 4 SECOND AMENDMENT TO THE HONEYWELL BUILDING SOLUTIONS AGREEMENT FOR HVAC MAINTENANCE SERVICES NO. 400984420 FOR EXTRA WORK TO HVAC EQUIPMENT AT CITY FACILITIES

J. RESOLUTION NO. 2023/5 5 AUTHORIZING TO PURCHASE UP TO THREE (3) 2024 NEW-TO-FLEET VEHICLES AND UP TO TWENTY (20) 2024 REPLACEMENT

VEHICLES UTILIZING COOPERATIVE PURCHASE AGREEMENTS

K. RESOLUTION NO. 2023/5 6 INCREASE TO THE PURCHASE ORDER WITH

CHEMTRADE CHEMICALS US LLC, FOR THE PURCHASE OF ALUMINUM SULFATE

L. RESOLUTION NO. 2023/5 7 INCREASE OF PURCHASE ORDER WITH

CENTRALSQUARE FOR FINANCE ENTERPRISE SOFTWARE UPGRADE

M. RESOLUTION NO. 2023/58 AUTHORIZING THE ACCEPTANCE OF A GRANT DEED

CONVEYING TO THE CITY OF ANTIOCH PROPERTY LOCATED AT DELTA FAIR BOULEVARD ASSESSOR’S PARCEL NUMBER 074-080-034-7

On motion by Councilmember Ogorchock, seconded by Councilmember Wilson, the City Council unanimously approved the Council Consent Calendar with the exception of items J and M which were removed for further discussion.

Item J – Mayor Thorpe reported that Council previously provided direction to replace the City’s current fleet with electric/hybrid cars. He suggested this item be referred back to staff and return reflecting Council’s values.

Acting Director of Public Works/City Engineer Buenting stated that he understood Council’s priorities; however, he was requesting flexibility to replace vehicles with gas cars if electric/hybrid vehicles remained unavailable. He stated it was critical to replace critical infrastructure so staff could continue providing services.

Councilmember Ogorchock stated she agreed with moving toward electric/hybrid vehicles; however, she was concerned with the condition of the current fleet and cost s associated with maintaining those vehicles. She stated the City would also need the infrastructure in place to support electric vehicles.

City Attorney Smith stated he had met with the consultant who was providing an electric vehicle study who had indicated there were intermediate options for charging electric vehicles that could be implemented in a short amount of time.

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In response to Councilmember Ogorchock, City Attorney Smith stated he could bring a n electric/hybrid vehicle policy resolution to the next meeting if that was the direction of Council.

Mayor Thorpe stated if they wanted to codify a policy, staff could bring forward a resolution.

Andrew Becker questioned the condition of the vehicles needing replacement.

Mayor Thorpe reviewed the list of vehicles to be replaced.

In response to Councilmember Wilson, Acting Director of Public Works/City Engineer Buenting commented there was a small window of opportunity to purchase through an order bank and if they had authorization now, they would be prepared to move forward. He noted if they were able to purchase electric vehicles, they would expedite charging stations.

In response to Councilmember Barbanica , Acting Director of Public Works/City Engineer Buenting confirmed that $1.8M for replacement vehicles was included in this year’s fiscal budget.

On motion by Councilmember Ogorchock , seconded by Councilmember Barbanica the City Council approved Item J. The motion carried the following vote:

Ayes: Barbanica, Ogorchock, Torres-Walker Noes: Wilson, Thorpe

Item M – Mary Lutz expressed concern the County failed to bring forward a project for the unhoused on this land and spoke in support of a Homekey Project for this parcel.

Councilmember Ogorchock requested Council reconsider this item and work with the County to build transitional housing on the property.

Mayor Thorpe clarified there would be opportunities for the City to continue working with the County.

On motion by Councilmember Barbanica, seconded by Councilmember Torres-Walker the City Council approved Item M. The motion carried the following vote:

Ayes: Barbanica, Wilson, Torres-Walker, Thorpe Noes: Ogorchock

Mayor Thorpe declared a recess at 9:58 P.M. The meeting was reconvened at 10:05 P.M. with all Councilmembers present.

COUNCIL REGULAR AGENDA

4. POLICE CRIME PREVENTION COMMISSION REVIEW OF PAST PURPOSE AND

FUTURE VALUE

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Captain Morefield presented the staff report dated April 11, 2023, recommending the City Council discuss the future relevance of the Police Crime Prevention Commission.

Leslie May spoke in support of disbanding the Police Crime Prevention Commission.

Matt Dawson , Chair of Police Crime Prevention Commission, reported they met regularly through October 2021 at which time various members termed out, moved, or resigned. He stated they were then informed they had no quorum and unable to hold meetings until vacancies were filled. He reported they had revised their bylaws and mission statement which had received the approval of the APD leadership; however, when it was forwarded to the City , they failed to respond. He stated vacancies were posted and they had applicants; however, when interviews were requested, no action was taken. He reported there were three members on the Commission who were very active serving the community.

Ronald Muhammed and Ralph Hernandez spoke in support of the Police Crime Prevention Commission.

Patricia Granados spoke in support of disbanding and defunding the Police Crime Prevention Commission and the APOA.

Mayor Thorpe commented that when they started the police reform process and formation of the Police Oversight Commission, there was discussion regarding the role of the Police Crime Prevention Commission. He noted he chose to stop filling vacancies for the Police Crime Prevention Commission and Economic Development Commission at that time. He reminded the public that Commissions served at the pleasure of the Council and noted he was dismayed when the Police Crime Prevention Commission became political.

Councilmember Torres-Walker stated documentation showed the role of the Commission being ambiguous. She noted the Commission was coordinating Neighborhood Watch groups, National Night Out and the Volunteers in Police Services (VIPS) program, which did not appear to be serving at the will of the Council. She noted it was also staffed by the APD and the Cit y may need to rethink th e Commission since they had a new department of Public Safety and Community Resources and focus on serving that department.

Captain Morefield explained the VIPS were non-sworn and served APD in the clerical capacity as well as performing vacation/security checks and abandoned vehicle abatement. He noted the connection to the Police Crime Prevention Commission sometimes overlapped since Hans Ho was a VIP and oversaw the Commission. He noted if Council did not want to continue with t he Commission, APD may be able to continue to support National Night Out and the Neighborhood Watch Programs. He confirmed National Night Out was organized by VIPS and Neighborhood Watch was organized by the community.

Councilmember Torres-Walker stated Neighborhood Watch should be community driven and under the new department of Public Safety and Community Resources. She spoke in support of revising and renaming the Police Crime Prevention Commission.

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Mayor Thorpe commented that the P olice Crime Prevention Commission served as the assembly gathering place for all Block Captains and National Night Out was part of the Neighborhood Watch program.

In response to Councilmember Barbanica , Police Chief Ford commented that if structured correctly, he believed there could be utility in the P olice Crime Prevention Commission. He noted defining the purpose would dictate whether this entity continued to exist.

In response to Councilmember Torres -Walker, Police Chief Ford stated the Commission could have utility for the APD and Public Safety and Community Resources departments. He noted he saw some nexus between what the Public Safety and Community Resources Department and APD were trying to accomplish.

Councilmember Ogorchock reported the Police Crime Prevention Commission had a purpose and meetings were well attended and conversations were robust . She stated she believed it could be reorganized and spoke to the value of the Commission organizing National Night Out and the Neighborhood Watch Block Captains.

Councilmember Wilson commented that the Commission needed structure and guidelines.

Following discussion, Councilmember Torres -Walker volunteered to work with Police Staff, Director of Public Safety and Community Resources Johnson and the Police Crime Prevention Commission Chair to define the purpose and structure of the Commission . The information would be brought back to the City Council for consideration.

5. CONSIDERATION OF A CHANGE TO THE CITY ADMINISTRATION’S

ORGANIZATIONAL STRUCTURE BY TRANSFERRING, FROM THE CITY MANAGER

TO THE CITY COUNCIL, THE AUTHORITY TO APPOINT, SUPERVISE, AND

REMOVE THE CHIEF OF POLICE

City Attorney Smith presented the staff report dated April 11, 2023, recommending the City Council provide direction to staff regarding whether to prepare an ordinance changing the organizational structure of the City’s administration by transferring, from the City Manager to the City Council, the authority to appoint, supervise, and remove the Chief of Police.

Leslie May and Patricia Granados spoke in support of changing the organizational structure of the City’s administration by transferring, from the City Manager to the City Council, the authority to appoint, supervise, and remove the Chief of Police.

Melissa Case stated that because of allegations of police misconduct, she was unsure who should have the authority to appoint, supervise and remove the P olice Chief . She spoke in support of separation with accountability.

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Sandy Hartrick and Ralph Hernandez opposed changing the organizational structure of the City’s administration by transferring the authority to appoint, supervise, and remove the Chief of Police.

Ron Mohammad stated he believed it was wrong that Police Chief Ford had to take the blame for the allegations of police misconduct. He stated he was unclear of what the changes would be and noted policing needed to remain with the APD.

Mayor Thorpe clarified that Council agreed to change the hiring practice for the Chief of Police in 2020 and Police Chief Ford understood that they were restricting the hiring process. He noted this matter was about accountability and not personal. He explained that the Council would be directly managing the person who was running the APD for transparency and accountability purposes. He noted that other decisions would also need to be made and he hoped Police Chief Ford would agree to stay.

Councilmember Barbanica opposed the change in the organizational structure because the APD was not an extension of a political arm. He stated there needed to be a buffer between politicians and those tasked with enforcing laws.

Councilmember Wilson stated in light of p ast events there needed to be a direct line between the Council and APD. She noted past practices had been unsuccessful.

In response to Councilmember Ogorchock, City Attorney Smith stated if the Ordinance was approved, an analysis would take place regarding how the Police Chief’s contract interacted with the Ordinance and then Council would be informed of that result.

Councilmember Ogorchock stated she did not support the ordinance; however, she did support regular updates from Police Chief Ford for accountability purposes.

Councilmember Torres-Walker stated reports would not give the Council any authority and with every good policy, everything had to come into compliance.

Mayor Thorpe spoke in support of the ordinance.

Following discussion, Council consensus directed staff to prepare the ordinance.

PUBLIC COMMENT

Debra Vinson reported that she received charges from the City for false alarm calls even though her property had been burglarized and fines had negatively impacted her credit report.

Patricia Granados apologized to those in the community who were victimized. Sh e spoke in support of reparations for the black community, defunding the APOA and national reforms.

Kathryn Wade discussed the need for change in the community.

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STAFF COMMUNICATIONS – None

COUNCIL COMMUNICATIONS AND FUTURE AGENDA ITEMS

Councilmember Torres-Walker requested the Council discuss the false alarm policy and thanked those who attended the City Council meeting. She discussed the importance of acknowledging the facts. She stated as Councilmembers who worked full-time, they deserved help.

Mayor Thorpe announced he would be calling a Special Meeting on April 18, 2023 so the Council could set direction on audits of internal affairs , hiring and promotions and equity for APD. He thanked the public for attending this evening and apologized again for his earlier conduct.

ADJOURNMENT

On motion by Councilmember Ogorchock, seconded by Councilmember Torres-Walker, the City Council unanimously adjourned the meeting at 11:07 P.M.

Respectfully submitted:

Kitty Eiden
KITTY EIDEN, Minutes Clerk

CITY COUNCIL MEETING

Special Meeting April 18, 2023
5:00 P.M. Council Chambers

5:00 P.M. SPECIAL MEETING

Mayor Thorpe called the Special Meeting to order at 5:09 P.M., and City Clerk Householder called the roll.

Present: Council/Agency Members District 2 Barbanica, District 3 Ogorchock, District 4 Wilson, Mayor Pro Tem (District 1) Torres-Walker and Mayor Thorpe

Mayor Thorpe stated they ha d received several public comments and those who submitted speaker cards would be heard. He requested that those disturbing the meeting, leave.

PLEDGE OF ALLEGIANCE

Mayor Thorpe led the Pledge of Allegiance.

REGULAR AGENDA

1. AUDIT OF THE ANTIOCH POLICE DEPARTMENT’S INTERNAL AFFAIRS PROCESS

Mayor Thorpe explained that he requested an audit of the Antioch Police Department (APD) Internal Affairs process come back to Council for discussion. In addition to the audit, he recommended a review of investigations for the p ast 6-8 years, specifically the nature of the investigations and their dispositions. Additionally, he requested an accounting of what complaints had gone over the one-year requirement for investigations along with the reason why that had occurred . He stated he would like to give direction to City Attorney Smith to hire an outside firm to conduct the audit and noted that he personally preferred Greg Rolan.

Due to the amount of speaker requests, Mayor Thorpe reduced speaker times to one and a half minutes.

Alicia O koh, Antioch resident, expressed concern regarding reported allegations of police misconduct. She offered her services as a consultant to help heal the community and spoke in support of hiring staff to accomplish that goal.

Mayor Thorpe warned individuals who were disturbing the meeting that they would be asked to leave.

Dr. Francis spoke in support of a complete investigation of the APD.

Mayor Thorpe reminded speakers to address the agenda item.

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Shagoofa Khan spoke in support of a full investigation of APD. She requested the officers involved in misconduct be fired and unable to become police officers for any agency.

Chala Bonner spoke in support of a full audit and holding police officers to th e same standard as all civil employees. She requested the City publicize the names of officers involved in alleged misconduct.

Gigi Crowder, Teki Flow, Joseph Summers, Contra Costa Labor Council, Traci Young, Labor Council & United Way Bay Area and Carolyn Simmons spoke in support of the audit of the APD Internal Affairs process.

Ali Sa idi, Contra Co sta Immigrant Rights Alliance, stated an Internal Aff airs audit would be insufficient since those working in Internal Affairs were members of the Antioch Police Officers Association (APOA). He suggested defunding Internal Affairs and allocating the money to other resources.

David Whitfield Pearson, Antioch resident, spoke in support of a full audit of the Internal Affairs process and elected officials.

Harry Thurston , Antioch resident, spoke in support of a full audit of the APD Internal Affairs process. He also spoke in support of the formation of the Antioch Citizens Police Oversight Commission with a mandate to oversee the investigation and bring back recommendations to correct the process.

Francisco Torres, Reimagine Antioch, spoke in support of a full audit of the APD Internal Affairs process. He also spoke in support of firing and decertifying officers involved in misconduct. He stated the APD needed to be restructured. He supported a civilian oversight commission with the power to hire and oversee Internal Affairs.

Pastor Damon Owens, Genesis Church, Bay Area Urban Development Association, stood in solidarity with victims of police misconduct. He spoke in support of accountability and restructuring the APD.

Shantell Owens, Genesis Church, spoke in support of a complete audit of all procedures of the APD and offered a prayer for healing.

Rosalba Zendejas and Kathryn Wade discussed incidents involving family members and law enforcement.

Elonzia Perkins, Souljahs, discussed an incident involving family members and law enforcement.

He urged the City Council to hold APD accountable.

Gregory, Souljahs, spoke in support of the audit of the APD Internal Affairs process. He suggested police enhancements for criminal activity, immediate firing, and criminal prosecution for officers guilty of misconduct.

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King Moore, Souljahs, spoke in support of arresting and firing officers guilty of misconduct.

Traevon Watt, Souljahs, spoke in support of investigating all law enforcement officers within the APD.

Christian Gutierrez spoke in support of an audit of the APD Internal Affairs process and discussed incidents he was involved in with law enforcement agencies.

Arnita Dobbins, Antioch resident, spoke in support of the audit of the APD Internal Affairs process conducted by residents. She also supported community policing.

Frank Sterling, Antioch resident, spoke in support of the audit of the APD Internal Affairs process and firing anyone guilty of, as well as those witnessing, misconduct. He discussed an incident he was involved in with APD and suggested the audit go beyond seven years.

Melissa Case spoke in support of the audit of the APD Internal Affairs process and suggested community members be involved. She stated that those guilty of misconduct should be held accountable.

Ellen McDonald, Chief Public Defender of Contra Costa County, reported her office received text messages from forty-five Antioch Police Officers and acknowledged those speaking this evening who were victims of police misconduct. She stated her office would do all they c ould for the victims and asked Council for full disclosure and transparency.

Patricia Granados spoke in support of an investigation into elected officials who witnessed threats made against members of the community.

Lucas Stuart -Chilcote spoke in support of the audit of the APD Internal Affairs process and holding those guilty of misconduct accountable.

Leslie May spoke in support of the audits of the APD Internal Affairs process, hiring and promotional practices as well as an equity audit with citizen involvement. She requested the audit include dispatchers, EMT, Fire Department and Sutter Hospital.

Denise discussed an incident involving a family member and the APD. She spoke in support of the audit of the APD Internal Affairs process.

Kimberly Kidd Bailey, Antioch resident, discussed an incident involving a family member and the APD. She spoke in support of the audit of APD Internal Affairs process, conducted by an outside agency.

John Hughes, Antioch resident, questioned why APD funded military grade equipment. He spoke in support of audits of the APD Internal Affairs process, hiring and promotional practices as well as an equity audit.

Barbara Doss spoke in support of audits for all law enforcement.

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Mayor Thorpe requested a community member be escorted out of the meeting.

Tim Manely spoke in support of investigating former Antioch Police Chiefs.

Tanita Trotter spoke in support of an equity audit for APD and elected officials.

Public comments submitted in writing were entered into the record from the following individuals:

Tom Lewis, Martinez resident, Alex Astorga, Antioch resident and Sandy Mcgee, Antioch resident.

Councilmember Barbanica thanked the speakers for their comments. He stated he understood the community felt betrayed and some felt they could not trust APD. He explained that he had personal experience with law enforcement agencies that had issues which had subsequently been addressed. He noted that he had received phone calls from current and retired officers who asked him to support the audits and he was prepared to do so.

Councilmember Ogorchock thanked the speakers for their comments and stated she supported the audit.

Councilmember Wilson thanked the speakers for their comments and stated their concerns were heard and would be corrected. She committed to building a police force the public could trust.

She questioned if Police Chief Ford could commit to terminating anyone within the APD found to have committed a crime of betraying the public trust.

Councilmember Torres-Walker spoke in support of the audit of APD Internal Affairs and stated this issue could have been resolved long ago. She discussed money paid out in settlements for civil rights violations and police brutality. She explained that an audit could take 6 months to a year or more and questioned what could be done in the interim.

Mayor Thorpe stated there was consensus of Council in support of the Internal Affairs audit. He expressed his appreciation for having a unified voice on this item. He discussed previous incidents involving the APD and noted they were dealing with this issue the best they could. He acknowledged the concerns expressed by the community and commented that this would be the Council’s audit.

City Attorney Smith stated that staff understood Council’s direction.

Councilmember Torres-Walker stated this was the public’s audit and spoke in support of the community choosing the auditor.

2. AUDIT OF THE ANTIOCH POLICE DEPARTMENT’S HIRING AND PROMOTIONAL

PRACTICES

Mayor Thorpe explained that this item was to have an independent look at the APD hiring and promotional process.

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Francisco Torres , Reimagine Antioch , spoke in support of the APD hiring and promotional process audit as well as restructuring the APD . He stated he believed the community and Council needed to be included in hiring practices and promotions. Additionally, he suggested investigating how misconduct was paid out and requiring officers to provide their own insurance.

Lastly, he supported incorporating decertification.

Harry Thurston , Antioch resident, questioned why officers accused of misconduct were not screened out of the hiring and promotional process. He recommended Council implement the Antioch Police Oversight Commission staffed by Antioch citizens who would be given the mandate to oversee the investigation of hiring and promotional practices and then tasked with bringing back recommendations to Council.

Arnita Dobbins spoke in support of requiring APD officers to live within Antioch. She suggested hiring and audits be conducted by the community.

Carolyn Simmons spoke in support of closely monitoring the APD. She also supported the audit and mental health training for all police officers.

Della Currie, ACCE and Takya Compton spoke in support of an audit of the APD hiring and promotional practices.

Frank Sterling spoke in support of an audit of the APD hiring and promotional practices. He also supported charging officers responsible for hate crimes.

Kathryn discussed an incident involving a family member and the APD. She spoke in support of the audit of the APD hiring and promotional practices. She stated there should be a conflict- of-interest investigation for family members serving within the APD.

Louie LeFrancois, Antioch resident, spoke in support of all APD audits and cautioned Council to not interfere with District Attorney and FBI investigations.

Lucas Stuart-Chilcote spoke in support of an audit of the APD hiring and promotional practices.

He stated there should be an investigation of conflict of interest for family members serving in the APD.

Ronald Mohammad spoke in support of an audit of the APD hiring and promotional practices including Police Chief Ford.

Lynette Hart, Antioch resident and former APD employee, stated officers found guilty of misconduct should be decertified. She suggested community panels be part of the selection process and officers be required to participate in community service and implicit bias training.

Michael requested the City Council consider federal oversight by the Department of Justice (DOJ).

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Addison Peterson , C ontra Costa County Young Democrats, encouraged the City to ensure officers hired understood the community and who they represented.

Jennifer Barilla, Antioch resident, expressed concern regarding criminal activity occurring in Antioch and the lack of police services. She asked elected officials to be examples for the children of Antioch.

Patricia Granados spoke in support of the APD hiring and promotional process audit. She also supported demoting and removing the pensions for officers guilty of misconduct. Additionally, she called for defunding the APOA as well as all items they benefited from when they updated resumes to receive higher pensions. She requested DOJ standards be utilized when hiring officers.

Manuel Sidrian , Little Manuel’s, spoke in support of the DOJ restructuring the APD. He expressed concern Antioch’s Martin Luther King (MLK) events were postponed. He suggested the City ask CHP for support.

Mayor Thorpe explained the MLK event was cancelled due to weather and in lieu of the event there was a reading of his speech during a Council meeting.

Councilmember Barbanica expressed concern that APD evaluations had not been done for six- years and questioned how individuals were promoted, terminated, or taken off probation without an evaluation. He stated he supported the institution of police work, and he was not making a judgment on individuals doing right or wrong. He support ed holding law enforcement accountable and the APD hiring and promotional processes audit.

Councilmember Ogorchock agreed with Councilmember Barbanica and supported the APD hiring and promotional processes audit.

Councilmember Wilson stated she supported all audits for the APD and noted that they needed to be done externally.

Councilmember Torres -Walker spoke in support of all audits of the APD. She stated new processes and procedures w ould be necessary. She discussed past practices and spoke in support of Police Chief Ford. She stated she looked forward to understanding the hiring and promotional process. She noted that some misconduct should end in termination.

Mayor Thorpe spoke in support of the APD hiring and promotional process audit. He announced the non-police Crisis Response Team would be activated soon. He explained that an incentive for new hires that could have been used toward a downpayment on a home in Antioch had not received support to move forward. He suggested the possibility of implementing a requirement for community service as part of field training and prior to being sworn in as a police officer . He reported overall crime in Antioch for the last two years was lower than anytime betwee n 2013- 2020.

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Councilmember Torres-Walker commented as a representative of District 1, there were at least three neighborhoods where crim inal activity had not decreased. She noted police response times were a major concern in those communities and they needed the city’s support.

Mayor Thorpe reported the new Department of Public Safety and Community Resources would have a component that focused on gun violence interruption as well as other services that would be offered to drive down crime.

Council consensus supported the hiring and promotions process audit.

Mayor Thorpe declared a recess at 7:13 P.M. The meeting was reconvened at 7:31 P.M. with all Councilmembers present.

3. EQUITY AUDIT OF THE ANTIOCH POLICE DEPARTMENT

Acting City Manager Ebbs explained that his understanding of a cultural audit was a pursuit of a deeper understanding of the culture of an organization. He noted the goal was not to pursue personnel action but to get a meaningful understanding of motivations , conversations, and tolerances. He further noted once those matters were understood, then they could determine if the Council approved and if not how to correct it.

Councilmember Torres-Walker stated she had requested an audit of the city’s policies, practices, and procedures in addition to the implementation of a Human Rights and Equity Commission because she believed there was an unspoken policy regarding the hiring and promotion process or there were policies, practices and procedures leveraged to intimidate a cer tain population.

She explained the audit would look at the disparity in city services, hiring etc. She stated they could start with the APD to determine if they were impartial as it related to the culture of the department as well as how the department responded to the community and hiring procedures.

She noted they needed to be very specific on what would be audited.

Mayor Thorpe stated as he looked at equity audits, he had seen the examination of data and outcomes, arrests, engagement with community etc. He stated that he believed an RFQ would be appropriate to solicit a few firms that specialized in these types of audits.

Francisco Torres spoke in support of an equity and culture audit of the APOA. He suggested Council restructure APOA to shift their power.

Harry Thurston spoke in support of an equity audit and implementation of the Antioch Citizen’s Police Oversight Commission to be involved in all APD audits.

Dr, Kimberly Payton EdD, East Coun ty NAACP, expressed concern regarding allegations of police misconduct. She spoke in support of police reform, transparency, and community building. She requested community input be considered for all direction provided to staff.

Frank Sterling spoke in support of the equity audit and an investigation of the APOA.

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Jose C spoke in support of an equity audit and requiring police officers to live within Antioch.

Patricia Granados spoke in support of an equity audit and commented on Councilmember Barbanica’s previous professional service.

Devin Williams, ACCE, spoke in support of the implementation of a Citizens Police Ov ersight Commission. He stated officers not doing their jobs should be removed by the community and decertified. He voiced his support for an audit of every police officer and their cell phones.

Lucas Stuart-Chilcote, Dominique King, Teki Flow, Reimagine Antioch and Olga Smith spoke in support of the equity audit.

Julia Emego Kwue, Antioch resident, spoke in support of an equity audit of APD, removal of those guilty of police misconduct and the Police Chief, and defunding and demilitarizing the APD.

She suggested the City invest in social safety net programs.

Public comment submitted in writing was entered into the record from the following individual:

James Herard, Executive Director / Lift Up Contra Costa,

Councilmember Barbanica reiterated his support for the institution of policing and clarified that he did not support bad law enforcement officers. He addressed comments made by a community member regarding investigations he had conducted. He spoke in support of an equity audit for APD and the good officers who protecting the community,

Councilmember Ogorchock appreciated the definitions of equity audits. She noted promotions should be based on work product. She further noted Council could consider community members participating in the hiring process, especially with higher ranking officers. She thanked Police Chief Ford for bringing forward the 30 by 30 program. She commented that the equity audit should be citywide and begin with the APD. She trusted Polic e Chief Ford to investigate the allegations of misconduct and take appropriate action.

Councilmember Wilson thanked Acting City Manager Ebbs and Councilmember Torres -Walker for their definition of equity audit. She stated this audit needed to begin with the APD and expand citywide. She noted that she had questions for Police Chief Ford.

City Attorney Smith reminded Councilmember Wilson that questions needed to be relevant to the item being discussed.

Councilmember Wilson questioned who served as the APD command staff and the Internal Affairs Unit. She also questioned how long they had been with APD and if they had served as APOA leadership.

Police Chief Ford stated he would r esearch and provide Councilmember Wilson with answers .

He noted Captain Morefield and Captain Schnitzius were the command staff and both had been employed for approximately 24 years.

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City Attorney Smith reminded Councilmember Wilson that this was the equity audit item, and these questions were outside the scope of what was being discussed.

Mayor Thorpe commented that these questions were general in nature and could fall under any agenda item related to the police department.

City Attorney Smith reiterated that this item was related to whether the Council wanted to conduct an equity audit of APD.

In response to Mayor Thorpe, Councilmember Wilson stated the answers to her questions would help to inform her decision as to whether or not the City should move forward with the audit.

Police Chief Ford stated he would have to investigate whether any member of the command staff served in the APOA. He reported the Internal Affairs Division was headed by Captain Schnitzius, Lieutenant Melone and Sargent Bledsoe. He noted Sargent Bledsoe was currently the VP of the APOA.

Councilmember Torres-Walker spoke in support of an equity audit for the entire City. She stated the RFQ needed to be specific with regards to what data the public was seeking such as arrests, detainment, charges, cite and release, release of police records, traffic stops, in custody deaths and citizen complaints. She requested an audit of the money paid out in settlements for violations of civil rights and use of force . She discussed the impacts of police misconduct and noted the community may want to ask who else should be held accountable.

Mayor Thorpe clarified an RFQ would determine what services could be offered.

Acting City Manager Ebbs asked Council to allow staff time to develop the framework to inform a decision with regards to moving forward with an RFQ/RFP.

The Council confirmed that they supported staff bringing back the process for moving forward with the RFQ/RFP process.

Mayor Thorpe thanked staff. He explained that elected officials would be held accountable for the decisions made, and he would continue to push back on staff when it came to the Council’s legislative right to ask the questions needed to make informed decisions.

ADJOURNMENT

On motion by Councilmember Ogorchock, seconded by Councilmember Wilson, the City Council unanimously adjourned the meeting at 8:20 P.M.

Respectfully submitted:

Kitty Eiden
KITTY EIDEN, Minutes Clerk

CITY COUNCIL MEETING

Regular Meeting April 25, 2023
7:00 P.M. Council Chambers

6:00 P.M. - CLOSED SESSION

Mayor Thorpe called the meeting to order at 6:01 P.M., and Acting City Clerk Rosales called the roll.

Present: Council Members District 2 Barbanica, District 3 Ogorchock, District 4 Wilson, Mayor Pro Tem (District 1) Torres-Walker and Mayor Thorpe

1. CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION pursuant to Government Code section 54956.9 Trent Allen, et al. v. City of Antioch, United States District Court Northern District of California Case No. 3:23-cv-01895-TSH.

2. CONFERENCE WITH LEGAL COUNSEL – ANTICIPATED LITIGATION – Significant exposure to litigation pursuant to California Government Code section 54956.9(b): Two Cases.

3. PUBLIC EMPLOYEE PERFORMANCE EVALUATION: ACTING CITY MANAGER.

This closed session is authorized pursuant to Government Code section 54957(b)(1).

4. PUBLIC EMPLOYEE PERFORMANCE EVALUATION: CITY ATTORNEY. This closed session is authorized pursuant to Government Code section 54957(b)(1).

PUBLIC COMMENTS – None

ADJOURN TO CLOSED SESSION

Mayor Thorpe adjourned to Closed Session at 6:02 P.M.

7:00 P.M. REGULAR MEETING

Mayor Thorpe called the meeting to order at 7:08 P.M., and Acting City Clerk Rosales called the roll.

Present: Council Members District 2 Barbanica, District 3 Ogorchock, District 4 Wilson, Mayor Pro Tem (District 1) Torres-Walker and Mayor Thorpe

PLEDGE OF ALLEGIANCE

Mayor Thorpe led the Pledge of Allegiance.

CITY ATTORNEY TO REPORT OUT ON CLOSED SESSION
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City Attorney Smith reported the City Council had been in Closed Session and gave the following report: #1 CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION, no reportable action, #2 CONFERENCE WITH LEGAL COUNSEL – ANTICIPATED LITIGATION, Council authorized City Attorney to commit the City to participate in the National Opioid settlements, The potential settlement value is $466,200, by a 5-0 vote, #3 PUBLIC EMPLOYEE PERFORMANCE EVALUATION: ACTING CITY MANAGER, no reportable action; and, #4 PUBLIC EMPLOYEE PERFORMANCE EVALUATION: CITY ATTORNEY, no reportable action.

1. PROCLAMATIONS

Arbor Day, April 28, 2023
National Library Week, April 23-29, 2023
Be Kind to Animals Month, May 2023

On motion by Councilmember Ogorchock, seconded by Councilmember Wilson, the City Council unanimously approved the proclamations.

Acting Director of Public Works/City Engineer Buenting and P ublic Works and Operations Supervisor Traya, invited the public to celebrate Arbor Day 9:00 A.M. – 1:00 P.M. on April 28, 2023, at Gentrytown Park. Ron Parrish, Antioch Rotary Club, and Holy Rosary students stated they looked forward to participating in the Arbor Day event.

Councilmember Ogorchock announced several rose trees were planted at City Park.

Mahasin Abuwi Aleem, Senior Community Library Manager thanked Council for the National Library Week proclamation and the community for their support.

Councilmember Ogorchock announced Friends of the Antioch Library were seeking volunteers.

Barbara Sobalvarro and Animal Control Manager Harding thanked the City Council for the Be Kind to Animals Month proclamation and announced the new President of Friends of Animal Services was Michelle Kuslits.

ANNOUNCEMENTS OF CIVIC AND COMMUNITY EVENTS

Youth Services Network Manager Cabral announced the Antioch Council of Teens (ACT) met every second and fourth Wednesday of the month. She introduced members of the Antioch Council of Teens who reported on their past events and announced the following upcoming events:

➢ Family Paint Night - May 12, 2023
➢ ACT meeting – May 10, 2023
➢ Application Deadline for Internships for Summer – May 12, 2023

Councilmember Wilson announced Tri Delta Transit Shred-it event would begin at 9:00 A.M. on April 27, 2023, at Oakley Park and Ride.

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Mayor Thorpe announced the Executive Inn Transitional Housing ribbon-cutting event would take place on April 27, 2023. He reported Keys to the City would be awarded to Vicki Proctor, Nichole Gardner, Joy Motts, and Rosanna Bayon Moore for being instrumental in bringing homeless services to Antioch.

PUBLIC COMMENTS

Due to the amount of speaker requests Mayor Thorpe reduced speaker times to one and a half minutes.

Christian Gutierrez discussed incidents he was involved in with law enforcement agencies and the importance of investigating every aspect of the Antioch Police Department (APD).

Fred Hoskins expressed concern regarding the cost of the City logo.

Gregory Osorio, Elonzia Perkins, King and Lilian Hornbeck, representing Souljahs, apologized for comments made at a previous Council meeting and offered their support to the City.

Andrew Becker questioned why the City moved forward with their transitional housing project instead of pursuing a Homekey Project.

Ralph Hernandez, Antioch resident, discussed instances of police misconduct and expressed concern no action was taken for incidents he had previously reported to the City.

Frank Sterling, Reimagine Antioch, and Devin Williams request ed officers found guilty of misconduct be terminated and their benefits taken away. They urged the City to move forward with the Police Citizens’ Oversight Commission so they could be involved in the audit process.

Francisco Torres , Reimagine Antioch, thanked Council for approving audits of the APD and urged elected officials to be aware of how they conducted themselves.

Stephany Morris, Antioch resident, expressed concern regarding illegal drugs being brought in from outside the community.

Leslie May advocated for an African American Holistic Healing Center in Antioch.

Richard Johnson , Formally Incarcerated Giving Back, discussed an incident involving police misconduct and suggested that those found guilty of misconduct be stripped of their pensions.

Lucas Stuart-Chilcote spoke in support of police accountability. He cautioned residents to be mindful of the warmer weather and the potential for flooding.

Kathryn Wade discussed an incident involving a family member and law enforcement.

Alize Durant discussed an incident she was involved in with APD.

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Dorothy Clay comments inaudible.

Carolyn Simmons discussed incidents involving police misconduct.

Patricia Granados , Antioch resident, requested police officers involved in misconduct be terminated and their benefits taken away. She requested the Police Oversight Commission be included in the audits and spoke in support of reparations for the African American community.

Juanita Alexander, Ph.D. Antioch resident, offered her support to help make Antioch safer.

Latrece Martin, Reimagine Antioch, encouraged everyone to come together and requested supervisors of the community take action.

Teki Flow , Reimagine Antioch, requested officers involved in misconduct be terminated, decertified, pensions taken away and their names released. She encouraged Council to appoint members to the Police Oversight Commission and expand their scope beyond an advisory board. She supported a healing hub in Antioch funded through CDBG.

Apostle Fred Brown Jr. apologized for disparaging remarks made against an elected official. He urged the City to staff a crisis management team and offered to assist.

Krystle Brooks discussed several encounters she had with the APD and encouraged the City to involve EMS in their audits.

Taunsa Trotter, Antioch resident, requested Council report out on the status of the police audits.

She encouraged human kindness and requested a proclamation regarding mental health and recognizing victims of misconduct.

CITY COUNCIL COMMITTEE REPORTS/COMMUNICATIONS

Mayor Thorpe declared a recess at 8:23 P.M. The meeting reconvened at 8:30 P.M. with all Councilmembers present.

Councilmember Ogorchock acknowledged the value of the Volunteers in Police Services and Animal Services.

Due to technical difficulties, Mayor Thorpe declared a recess at 8:32 P.M. The meeting was reconvened at 8:35 P.M. with all Councilmembers present. He announced that the audio of the meeting was unavailable to viewers at home and asked Council whether they wanted to continue or complete the remaining agenda items at a future meeting.

Acting City Manager Ebbs stated if the intent of Council was to adjourn, it would be possible to continue the meeting to May 9, 2023, so public noticing would convey.

On mot ion by Councilmember Barbanica, seconded by Councilmember Ogorchock the City Council unanimously adjourned the meeting at 8:38 P.M. to May 9, 2023.

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Councilmember Ogorchock reported that the technical difficulties had been resolved.

On motion by Council member Barbanica, seconded by Councilmember Ogorchock , the City Council unanimously rescinded the previous motion to adjourn.

The meeting reconvened at 8:39 P.M. with all Councilmembers present.

CITY COUNCIL COMMITTEE REPORTS/COMMUNICATIONS – Continued

Councilmember Ogorchock thanked the speakers for their public comments this evening.

Councilmember Wilson announced Tri Delta Transit Board would meet on April 26, 2023. She reported on her attendance at the Cannabis Standing Committee meeting with Councilmember Torres-Walker.

Councilmember Torres-Walker reported on her attendance at the Cannabis Standing Committee meeting and several meetings with the community. She spoke against the use of police powers to remove the public from a public space and apologized for that action.

MAYOR’S COMMENTS

Mayor Thorpe thank ed the public for their attendance this evening. He announced the City would be moving forward with audits for APD. He acknowledged that he had shortcomings in running meetings because he had to ensure they got through the agenda and the public had the opportunity to provide input. He explained when he asked for people to be removed it was to ensure the safety of everyone in attendance. He announced they would fill the Police Oversight Commission positions once other Commission vacancies had been filled. He asked the community for their patience.

PUBLIC COMMENTS – Continued

Jose Cardon reported on an incident he was involved in with law enforcement and encouraged Council to address current events.

2. CONSENT CALENDAR

A. APPROVAL OF COUNCIL MEETING MINUTES FOR MARCH 28, 2023

B. APPROVAL OF COUNCIL MEETING MINUTES FOR APRIL 11, 2023

C. APPROVAL OF COUNCIL SPECIAL MEETING MINUTES FOR APRIL 18, 2023

D. APPROVAL OF TREASURER’S REPORT FOR DECEMBER 2022

E. APPROVAL OF TREASURER’S REPORT FOR JANUARY 2023

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F. APPROVAL OF TREASURER’S REPORT FOR FEBRUARY 2023

G. APPROVAL OF COUNCIL WARRANTS

H. RESOLUTION NO. 2023/59 APPROVAL OF AWARD OF THE CALIFORNIA

VIOLENCE INTERVENTION & PREVENTION (CALVIP) GRANT PROGRAM

TECHNICAL ASSISTANCE/SUPPORT, TRAINING & DEVELOPMENT SERVICE

PROVIDERS, ADVANCE PEACE WITH FISCAL SPONSOR SAFE PASSAGES

I. RESOLUTION NO. 2023/60 EXTENSION OF BANKING SERVICES CONTRACT WITH

BANK OF THE WEST FOR FIVE YEARS

J. RESOLUTION NO. 2023/ 61 THIRD AMENDMENT TO EAST COUNTY WATER MANAGEMENT ASSOCIATION AGREEMENT (P.W. 704-1)

K. RESOLUTION NO. 2023/ 62 CONSULTING SERVICES AGREEMENTS WITH

COASTLAND AND PARK ENGINEERING FOR ON-CALL INSPECTION SERVICES

L. RESOLUTION NO. 2023/63 CONSIDERATION OF BIDS FOR THE ANTIOCH WATER PARK PERIMETER FENCE REPAIR (P.W. 567-11)

M. RESOLUTION NO. 2023/64 TO TRANSITION THE CITY’S VEHICLE FLEET TO ZERO-

EMISSION AND HYBRID VEHICLES

N. RESOLUTION NO. 2023/ 65 TO APPROVE AN INCREASE TO THE PURCHASE ORDER FOR LOWE’S AND TO ADD LOWE’S TO THE RECURRING PURCHASE

ORDER LIST

O. APPROVAL OF PAYMENT TO HAIGHT BROWN & BONESTEEL LLP FOR LEGAL

FEES INCURRED UNDER A PROCEDURALLY INVALID CONTRACT

On motion by Councilmember Ogorchock, seconded by Councilmember Wilson, the City Council unanimously approved the Council Consent Calendar with the exception of Items C, M and O which were removed for further discussion.

Item C – Andrew Becker expressed concern that during the April 18, 2023 Council meeting, an elected official spoke with the City Attorney; however, there was no report out on what had been discussed.

On motion by Councilmember Ogorchock, seconded by Councilmember Torres-Walker, the City Council unanimously approved Item C.

Item M – Andrew Becker questioned why this item was on Consent and not openly discussed.

ANTIOCH CITY COUNCIL
Regular Meeting
April 25, 2023 Page 7 of 10

Councilmember Ogorcho ck reported she had requested a resolution reflecting Council’s direction to transition the city’s vehicle fleet to zero-emission and hybrid vehicles. She requested APD be allowed to purchase their own vehicles.

On motion by Councilmember Ogorchock, seconded by Councilmember Wilson, the City Council unanimously approved Item M.

Item O – Andrew Becker stated he felt staff should provide an overview of this agenda item. He asked why this item was on the Consent Calendar.

Councilmember Barbanica stated he had received several calls from the public regarding this item and clarified he had not voted to support the contract. Additionally, he noted City Attorney Smith advised Council that moving forward with this was invalid, improper and a violation of the municipal code.

Councilmember Ogorchock reported she had not voted on this item and no formal action was taken by Council on the contract. She reported she had received several phone calls regarding this agenda item.

Councilmember Torres-Walker, Wilson and Mayor Thorpe discussed the importance of providing oversight and accountability for those who were delivering the services to the community.

Mayor Thorpe stated they would be bringing back a resolution for this process.

In responds to Councilmember Ogorchock, Mayor Thorpe reported the attorney met with elected officials and briefed them on an item they had received in Closed Session. He noted another meeting with the attorney dealt with personnel matters, which could not be discussed.

On motion by Councilmember Torres -Walker, seconded by Councilmember Wilson the City Council approved Item O. The motion carried the following vote:

Ayes: Wilson, Torres-Walker, Thorpe Noes: Barbanica, Ogorchock

PUBLIC HEARING

3. PROPOSED ORDINANCE AMENDING SECTION 6 -8.14 OF THE ANTIOCH

MUNICIPAL CODE REGARDING RESTRICTIONS ON THE SALE OF TOBACCO

PRODUCTS

Acting City Manager Ebbs presented the staff report dated April 25, 2023, recommending the City Council waive the first reading and introduce, by title only, the proposed ordinance amending the Municipal Code regarding tobacco sale restrictions. The proposed changes would: 1) Remove restrictions on tobacco products based on package size or price; and 2) Amend restriction on sale of tobacco products with characterizing flavor to clarify that restriction applies to any product containing a constituent that imparts characterizing flavor.

ANTIOCH CITY COUNCIL
Regular Meeting
April 25, 2023 Page 8 of 10

Mayor Thorpe opened the public hearing.

Jazz Toor, Ralph Hernandez, Sam Sahota, John Nguyen, Nisha Toor, Shlok Soosh, Jasbir Sooch and Asit Sooch spoke in support of the ordinance amending the Antioch Municipal Code regarding restrictions on the sale of tobacco products.

Mayra Lopez, Contra Costa Health Services Tobacco Prevention Program, Jimmy Ancisa, Contra Costa Tobacco Prevention Coalition and LGBTQ Minus Tobacco, Jordyn Tahwani, Youth Tobacco Advocacy & Policy Project (YTAPP) and Sarah Morgan, YTAPP, spoke in support of Antioch continuing to enforce current local policies in place.

Public comments submitted in writing were entered into the record from the following individuals:

Amaya Wooding, Esmy, Ingrid De Santiago, Program Manager / Healthy Options at Point of Sale (HOPS) Bay Area Community Resources, Chepa Cubias, Program Coordinator / Bay Area Community Resources Engaging Community in Advocacy and Policy, and Heath Galiwang o, Antioch resident.

Mayor Thorpe closed the public hearing.

In response to Councilmember Barbanica, Acting City Manager Ebbs explained that the provisions to sell the business were located in the zoning ordinance and it would be going to the Planning Commission prior to coming back to Council for consideration.

Councilmember Ogorchock speaking to the following motion stated that she met with both the opponents and proponents as well as other jurisdictions regarding this ordinance. She apologized for being unaware of how this ordinance negatively impacted tobacco retailers. She thanked YTAPP representatives for their input this evening.

Mayor Thorpe commented that his position on this ordinan ce had not changed, and he would not be supporting the ordinance amendments.

On motion by Councilmember Barbanica, seconded by Councilmember Ogorchock, the City Council waived the first reading and introduced, by title only, the proposed ordinance amending the Municipal Code regarding tobacco sale restrictions. 1) Remov ing restrictions on tobacco products based on package size or price; and 2) Amend ing restriction on sale of tobacco products with characterizing flavor to clarify that restriction applies t o any product containing a constituent that imparts characterizing flavor. The motion carried the following vote:

Ayes: Barbanica, Ogorchock, Torres-Walker Noes: Wilson, Thorpe

COUNCIL REGULAR AGENDA

4. FORMATION OF AN AD HOC COMMITTEE FOR T HE RESTRUCTURING OF THE

ECONOMIC DEVELOPMENT COMMISSION

ANTIOCH CITY COUNCIL
Regular Meeting
April 25, 2023 Page 9 of 10

Director of Economic Development Reed presented the staff report dated April 25, 2023 recommending the City Council take the following actions: 1) Determine if the City Council wishes to form an Ad H oc Committee for the Restructuring of the Economic Development Commission for the purposes described in the resolution; 2) Confirm the appointment of two (2) members for the Ad Hoc Committee for the Restructuring of the Economic Development Commission; 3) Confirm the duration of the Ad Hoc Committee for the Restructuring of the Economic Development Commission; and 4) Adopt the resolution forming the Ad Hoc Committee for the Restructuring of the Economic Development Commission.

Ralph Hernandez, Antioch resident, spoke in support of the formation of an Ad Hoc Committee for the restructuring of the Economic Development Commission.

Andrew Becker spoke in support of restructuring the Economic Development C ommission; however, he felt in the past that the Ad Hoc Committee process was flawed.

Councilmember Torres -Walker reported that she along with Councilmember Wilson had expressed interest in serving on this Ad Hoc Committee.

RESOLUTION NO. 2023/66

On motion by Councilmember Barbanica, sec onded by Councilmember Ogorchock the City Council unanimously 1) Formed an Ad Hoc Committee for the Restructuring of the Economic Development Commission for the purposes described in the resolution; 2) Confirm ed the appointment of Councilmember Torres -Walker and Councilmember Wilson for the Ad Hoc Committee for the Restructuring of the Economic Development Commission; 3) Confirm ed the duration of the Ad Hoc Committee of 6 -months for the Restructuring of the Economic Development Commission; and 4) Adopted the resolution forming the Ad Hoc Committee for the Restructuring of the Economic Development Commission.

PUBLIC COMMENT

Andrew Becker, Antioch resident, clarified that when he ma de public comments, he spoke on behalf of himself. He requested elected officials return his phone calls.

STAFF COMMUNICATIONS – None

COUNCIL COMMUNICATIONS AND FUTURE AGENDA ITEMS

Councilmember Torres -Walker requested an update regarding the list of the requests by Councilmembers for agenda items. She thanked Mr. Becker for being relentless in his pursuit for the community and noted she remained committed to their partnership. She commented that it was unfortunate the City had missed the opportunity to participate in a Homekey project. She expressed concern regarding comments made by a fellow Councilmember.

ANTIOCH CITY COUNCIL
Regular Meeting
April 25, 2023 Page 10 of 10

Councilmember Ogorchock questioned if Antioch was designated a senior friendly city and if not if staff could investigate participating. She requested the City partner with AUSD for the soccer fields at James Donlon Park for middle school programs.

ADJOURNMENT

On motion by Councilmember Ogorchock, seconded by Councilmember Barbanica, the City Council unanimously adjourned the meeting at 10:11 P.M.

Respectfully submitted:

Kitty Eiden
KITTY EIDEN, Minutes Clerk

D
06-13-23

STAFF REPORT TO THE CITY COUNCIL
DATE:

TO:

Regular Meeting of June 13, 2023
Honorable Mayor and Members of the City Council
SUBMITTED BY: Ellie Householder, MPP, City Clerk
Christina Garcia, CMC, Deputy City Clerk
SUBJECT: City Council Meeting Minutes of May 9, 2023

RECOMMENDED ACTION
It is recommended that the City Council continue the Meeting Minutes of May 9, 2023.

FISCAL IMPACT
None

DISCUSSION
N/A

ATTACHMENT
None.

Cg
E
06-13-23

STAFF REPORT TO THE CITY COUNCIL
DATE:

TO:

Regular Meeting of June 13, 2023
Honorable Mayor and Members of the City Council
SUBMITTED BY: Ellie Householder, MPP, City Clerk
Christina Garcia, CMC, Deputy City Clerk
SUBJECT: City Council Meeting Minutes of May 23, 2023

RECOMMENDED ACTION
It is recommended that the City Council continue the Meeting Minutes of May 23, 2023.

FISCAL IMPACT
None

DISCUSSION
N/A

ATTACHMENT
None.

Cg
F
06-13-23

STAFF REPORT TO THE CITY COUNCIL
DATE:

TO:

Regular Meeting of June 13, 2023
Honorable Mayor and Members of the City Council
SUBMITTED BY: Ellie Householder, MPP, City Clerk
Christina Garcia, CMC, Deputy City Clerk
SUBJECT: City Council Special Meeting Minutes of May 30, 2023

RECOMMENDED ACTION
It is recommended that the City Council continue the Special Meeting Minutes of May 30, 2023.

FISCAL IMPACT
None

DISCUSSION
N/A

ATTACHMENT
None.

Cg

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 12 - JUNE 1, 2023
FUND/CHECK#
100 General Fund
Non departmental
00406665 CONTRA COSTA COUNTY PAYROLL 50.00
00406708 LIFE INSURANCE CO OF NORTH AMERICA PAYROLL 4,510.73 00406717 MUNICIPAL POOLING AUTHORITY PAYROLL 2,237.82
00406729 PARS PAYROLL 6,235.44
00406732 RANEY PLANNING & MANAGEMENT INC CONSULTANT SERVICES 28,203.26 00406745 STATE OF CALIFORNIA PAYROLL 172.34
00406746 STATE OF CALIFORNIA PAYROLL 30.00
00406747 STATE OF CALIFORNIA PAYROLL 534.70
00406768 AFLAC PAYROLL 6,867.45
00406803 FDAC EBA INSURANCE PREMIUM 45,027.49
00406804 FDAC EBA INSURANCE PREMIUM 45,980.95
00406861 XU ZHENG FEI WU XI YING CUSTOMER REFUND 4.00
00406935 DIAMOND HILLS SPORT CLUB PAYROLL 80.00
00406954 IN SHAPE HEALTH CLUBS PAYROLL 401.97
00406961 LAW OFFICE OF RUTHANN G ZIEGLER LEGAL SERVICES 2,172.50 00406962 LEGAL UPDATES PUBLISHING COMPANY PROFESSIONAL SERVICES 3,600.00 00406966 LIFE INSURANCE CO OF NORTH AMERICA PAYROLL 4,458.46 00406973 MUNICIPAL POOLING AUTHORITY PAYROLL 2,235.54
00406974 MUNICIPAL POOLING AUTHORITY PAYROLL 1,212.30
00406981 OPERATING ENGINEERS LOCAL NO 3 PAYROLL 4,080.00 00406984 PARS PAYROLL 5,519.56
00406997 STATE OF CALIFORNIA PAYROLL 172.34
00406998 STATE OF CALIFORNIA PAYROLL 30.00
00406999 STATE OF CALIFORNIA PAYROLL 534.70
00945445 NATIONWIDE RETIREMENT SOLUTIONS PAYROLL 51,432.55 00945451 NATIONWIDE RETIREMENT SOLUTION PAYROLL 29,442.83 00945644 ANTIOCH PD SWORN MGMT ASSOC PAYROLL 770.00
00945645 ANTIOCH POLICE OFFICERS ASSOCIATION PAYROLL 19,727.95 00945646 ANTIOCH PW EMPLOYEE'S ASSOCIATION PAYROLL 2,065.00 00945654 NATIONWIDE RETIREMENT SOLUTIONS PAYROLL 52,250.08 00945658 NATIONWIDE RETIREMENT SOLUTION PAYROLL 29,446.56 City Council
00406668 COSTCO VARIOUS BUSINESS EXPENSES 153.68
00406826 OGORCHOCK, LORI ANN EXPENSE REIMBURSEMENT 22.68 00406855 VERIZON WIRELESS DATA USAGE 105.06
00406922 CITY OF OAKLEY REGISTRATION FEE 70.00
City Attorney
00406646 BANK OF AMERICA VARIOUS BUSINESS EXPENSES 173.47 00406654 BERTRAND FOX & ELLIOT LEGAL SERVICES RENDERED 7,209.47 00406693 HANKINSLAW LEGAL SERVICES RENDERED 8,137.50
00406707 LEXISNEXIS SUBSCRIPTION FEE 236.00
00406714 MEYERS NAVE A PROFESSIONAL CORP LEGAL SERVICES RENDERED 33,626.60 00406723 OFFICE DEPOT INC OFFICE SUPPLIES 37.44
00406741 SHRED IT INC SHREDDING SERVICES 108.71
00406752 TELECOM LAW FIRM PC LEGAL SERVICES RENDERED 8,136.00 00406803 FDAC EBA INSURANCE PREMIUM 14.63

Finance Accounting
Prepared by : A.Balingit
6/7/2023 June 13, 2023
4G

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 12 - JUNE 1, 2023
FUND/CHECK#
00406804 FDAC EBA INSURANCE PREMIUM 14.63
00406855 VERIZON WIRELESS ELECTRIC 104.76
00406909 ATKINSON ANDELSON LOYA RUUD & ROMO LEGAL SERVICES RENDERED 11,805.60 00406910 BANK OF AMERICA VARIOUS BUSINESS EXPENSES 1,137.56 00406914 BERTRAND FOX & ELLIOT LEGAL SERVICES RENDERED 7,168.36 00406916 BURKE WILLIAMS AND SORENSEN LLP LEGAL SERVICES RENDERED 1,935.00 00406938 EIDEN, KITTY J MINUTES CLERK 150.00
00406947 HANKINSLAW LEGAL SERVICES RENDERED 2,152.50
00406955 JACKSON LEWIS PC LEGAL SERVICES RENDERED 1,344.00 00406961 LAW OFFICE OF RUTHANN G ZIEGLER LEGAL SERVICES RENDERED 2,255.00 City Manager
00406668 COSTCO PLAQUE FOR CITY PODIUM 939.70
00406855 VERIZON WIRELESS DATA USAGE 1,021.36
00406936 DUALHARE INC MEDIA SERVICES 2,725.00
City Clerk
00406681 EIDEN, KITTY J PROFESSIONAL SERVICES 562.50
00406741 SHRED IT INC SHREDDING SERVICES 54.36
00406825 OFFICE DEPOT INC OFFICE SUPPLIES 185.98
00406851 TOTAL RECALL CAPTIONING CLOSED CAPTIONING 876.87 00406897 ACCOUNTEMPS TEMP SERVICES 1,236.30
00406898 ACCOUNTEMPS TEMP SERVICES 741.78
00406899 ACCOUNTEMPS TEMP SERVICES 8.93
00406900 ACCOUNTEMPS TEMP SERVICES 1,236.30
00406938 EIDEN, KITTY J MINUTES CLERK 1,675.00
Human Resources
00406741 SHRED IT INC SHREDDING SERVICES 108.71
00406825 OFFICE DEPOT INC OFFICE SUPPLIES 214.15
00406911 BANK OF AMERICA VARIOUS BUSINESS EXPENSES 1,129.13 00406953 IEDA INC PROFESSIONAL SERVICES 67,647.84
Economic Development
00406650 BANK OF AMERICA VARIOUS BUSINESS EXPENSES 2,345.62 00406667 CONWAY DATA INC MARKETING SERVICES 7,000.00
00406672 DANANG TOURANE VIETNAMESE FAÇADE IMPROVEMENT 4,667.00 00406678 EAST BAY EDA MEMBERSHIP FEE 9,005.00
00406720 NAIL FEVER FAÇADE IMPROVEMENT 2,500.00
00406722 OAK VIEW MEMORIAL PARK CEMETERY FAÇADE IMPROVEMENT 5,500.00 00406750 SWEET, BRET ALEXANDER EXPENSE REIMBURSEMENT 14.78 00406804 FDAC EBA INSURANCE PREMIUM 135.99
00406830 PAWSPA PET GROOMING LLC FAÇADE IMPROVEMENT 2,500.00 00406842 SIERRA INSTALLATIONS INC HOLIDAY BANNER INSTALLATION 8,220.00 00406855 VERIZON WIRELESS DATA USAGE 104.76
00406936 DUALHARE INC MEDIA SERVICES 14,500.00
Finance Administration
00406647 BANK OF AMERICA VARIOUS BUSINESS EXPENSES 50.00 00406825 OFFICE DEPOT INC OFFICE SUPPLIES 37.72
00406904 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 260.83 Finance Accounting
00406647 BANK OF AMERICA VARIOUS BUSINESS EXPENSES 1,047.92

Finance Accounting
Prepared by : A.Balingit
6/7/2023 June 13, 2023

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 12 - JUNE 1, 2023
FUND/CHECK#
00406734 RICHARDSON, SHELLEY RENEE EXPENSE REIMBURSEMENT 33.63 00406741 SHRED IT INC SHREDDING SERVICES 54.36
00406767 ACCOUNTEMPS TEMP HELP 933.98
00406804 FDAC EBA INSURANCE PREMIUM 238.38
00406825 OFFICE DEPOT INC OFFICE SUPPLIES 25.19
00406897 ACCOUNTEMPS TEMP HELP 560.39
00406994 SAM CLAR OFFICE FURNITURE FURNITURE INSTALLATION 2,088.41 Finance Operations
00406825 OFFICE DEPOT INC OFFICE SUPPLIES 171.40
00406835 PROGRESSIVE SOLUTIONS INC REGISTRATION FEE 95.00 00945447 RAY MORGAN COMPANY COPIER USAGE 653.34
Non Departmental
00406647 BANK OF AMERICA VARIOUS BUSINESS EXPENSES 535.80 00406718 MUNICIPAL POOLING AUTHORITY UNMET LIABILITY 22,482.23 00406726 PACIFIC CREDIT SERVICES COLLECTION FEES 78.50
00406834 PRINT CLUB PRINTING SERVICE 1,104.08
00406861 XU ZHENG FEI WU XI YING CUSTOMER REFUND 410.00 00406975 MUNICIPAL POOLING AUTHORITY UNMET LIABILITY 29,492.28 00945452 EMPLOYEE SETTLEMENT PAYMENT 100,000.00
00945647 AVENU STARS SERVICE 1,000.00
Public Works Administration
00406855 VERIZON WIRELESS DATA USAGE 38.01
00406904 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 103.26 Public Works Street Maintenance
00406696 INTERSTATE SALES SUPPLIES 98.76
00406721 NUTRIEN AG SOLUTIONS PESTICIDES 8,626.35
00406740 SHERWIN WILLIAMS CO PAINT SUPPLIES 100.75
00406764 ZAP MANUFACTURING INC STREET SIGNS 4,872.24
00406774 ANTIOCH ACE HARDWARE SUPPLIES 80.93
00406803 FDAC EBA INSURANCE PREMIUM 51.66
00406825 OFFICE DEPOT INC OFFICE SUPPLIES 508.03
00406849 TAPCO SPEED BUMPS 3,165.26
00406855 VERIZON WIRELESS DATA USAGE 76.02
00406906 ANTIOCH BUILDING MATERIALS ASPHALT 11,406.59
00406917 C AND J FAVALORA TRUCKING INC PAVING REMOVAL 5,130.00 00406967 LIM AUTOMOTIVE SUPPLY INC PARTS 97.01
00406995 SHERWIN WILLIAMS CO PAINT SUPPLIES 106.06
00945466 SITEONE LANDSCAPE SUPPLY HOLDING MATERIALS 165.68 Public Works-Signal/Street Lights
00406674 DC ELECTRIC GROUP INC STREETLIGHT REPAIR 3,458.16 00406727 PACIFIC GAS AND ELECTRIC CO ELECTRIC 690.84
00406778 AT AND T MCI PHONES 606.97
00406797 DC ELECTRIC GROUP INC STREETLIGHT REPAIR 2,391.18 00406817 JAM SERVICES INC ELECTRICAL EQUIPMENT 38,719.80 00406846 STATE OF CALIFORNIA PAYROLL 7,705.30
00406934 DC ELECTRIC GROUP INC STREETLIGHT MAINTENANCE 14,826.94 Public Works-Facilities Maintenance
00406679 EAST BAY WORK WEAR UNIFORMS 300.00

Finance Accounting
Prepared by : A.Balingit
6/7/2023 June 13, 2023

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 12 - JUNE 1, 2023
FUND/CHECK#
00406690 GARLAND COMPANY INC, THE ROOF REPAIR & PARTS 2,393.97 00406727 PACIFIC GAS AND ELECTRIC CO GAS 1,264.49
00406778 AT AND T MCI PHONES 61.24
00406792 CONTRA COSTA FIRE EQUIPMENT FIRE EXTINGUISHERS 119.84 00406803 FDAC EBA INSURANCE PREMIUM 13.78
00406804 FDAC EBA INSURANCE PREMIUM 144.39
00406855 VERIZON WIRELESS DATA USAGE 38.01
00406858 VIRAY, JULIE EXPENSE REIMBURSEMENT 219.49
00406904 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 1,967.33 00406942 FASTSIGNS BUSINESS CARDS 63.00
00406950 HOME DEPOT, THE SUPPLIES 6,496.32
00406965 LESLIES POOL SUPPLIES SUPPLIES 216.24
00406969 M AND L OVERHEAD DOORS DOOR REPAIR 2,785.73
00406988 REAL PROTECTION INC EQUIPMENT INSTALLATION 1,781.27 00945459 GRAINGER INC SUPPLIES 231.68
Public Works-Parks Maint
00406727 PACIFIC GAS AND ELECTRIC CO ELECTRIC 90.17
00406753 TERRACARE ASSOCIATES PARK MAINTENANCE 101,209.25 00406761 WATERSAVERS IRRIGATION IRRIGATION PARTS 2,290.96 00406778 AT AND T MCI PHONES 126.50
00406793 CORE & MAIN LP PARTS 348.00
00406803 FDAC EBA INSURANCE PREMIUM 51.66
00406848 STEWARTS TREE SERVICE INC TREE SERVICE 1,787.50 00406859 WATERSAVERS IRRIGATION IRRIGATION PARTS 840.81 00406903 ALTA FENCE FENCE INSTALLATION 1,470.00
00406904 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 59.23 00406950 HOME DEPOT, THE TOOLS 229.21
00407007 WEST COVINA WHOLESALE NURSERY TREES 3,321.21
00945439 DELL COMPUTER CORP COMPUTER EQUIPMENT 8,182.97 00945643 AMERICAN PLUMBING INC PLUMBING REPAIR 1,160.00 Public Works-Median/General Land
00406761 WATERSAVERS IRRIGATION IRRIGATION PARTS 942.22 00406778 AT AND T MCI PHONES 394.39
00406803 FDAC EBA INSURANCE PREMIUM 51.66
00406850 TERRACARE ASSOCIATES LANDSCAPE MAINTENANCE 9,406.36 00406859 WATERSAVERS IRRIGATION IRRIGATION PARTS 1,377.84 00407006 WATERSAVERS IRRIGATION IRRIGATION REPAIR 446.47 00945448 SITEONE LANDSCAPE SUPPLY HOLDINGIRRIGATION CONTROLLER PARTS554.02 00945656 SITEONE LANDSCAPE SUPPLY HOLDING IRRIGATION SUPPLIES 408.98 PW-Work Alternative-Strt Maint
00406638 ANTIOCH ACE HARDWARE TOOLS 58.15
00406818 JIMS SUPPLY COMPANY INC PORTA POTTY 2,133.45
00406839 ROBERTS AND BRUNE CO PARTS 92.19
Police Administration
00406631 ADAMSON POLICE PRODUCTS PERIODICAL 71.35
00406643 ARROWHEAD 24 HOUR TOWING INC EVIDENCE STORAGE 8,434.25 00406644 ARROWHEAD SCIENTIFIC INC EVIDENCE SUPPLIES 84.70 00406677 EAN SERVICES LLC RENTAL VEHICLE TOLL 43.85

Finance Accounting
Prepared by : A.Balingit
6/7/2023 June 13, 2023

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 12 - JUNE 1, 2023
FUND/CHECK#
00406682 EWART, ASHLEY MARIE PER DIEM 370.00
00406685 FEDEX LATE FEE 11.45
00406706 LEXISNEXIS MONTHLY SUBSCRIPTION 252.50
00406739 SAFESTORE INC EVIDENCE STORAGE 3,358.14
00406742 SOUZA MELLONE, MICHAEL C PER DIEM 296.00
00406744 STATE OF CALIFORNIA PAYROLL 330.00
00406755 TRANSUNION RISK & ALTERNATIVE DATA DATABASE SUBSCRIPTION 248.60 00406776 ARROWHEAD 24 HOUR TOWING INC TOWING SERVICE 1,126.50 00406789 CLASSY GLASS TINTING PATROL VEHICLE TINT 1,100.00 00406803 FDAC EBA INSURANCE PREMIUM 13.57
00406804 FDAC EBA INSURANCE PREMIUM 46.37
00406805 FEDEX SHIPPING 34.81
00406821 LC ACTION POLICE SUPPLY RIFLES 6,060.44
00406855 VERIZON WIRELESS CELLULAR SERVICE 3,048.48
00406856 VICTORY TACTICAL GEAR BALLISTIC PLATE DEMO 573.56 00406857 VIGIL JR, JOSEPH TRAINING PER DIEM 370.00
00406923 CLONINGER, NAHLEEN R EXPENSE REIMBURSEMENT 45.00 00406924 CLONINGER, NAHLEEN R EXPENSE REIMBURSEMENT 11.50 00406925 CODE 3 WEAR PUBLIC SAFETY UNIFORMS 592.17
00406929 CONTRA COSTA COUNTY TRAINING FEES 195.00
00406936 DUALHARE INC MEDIA SERVICES 2,100.00
00406939 FACHNER, DANIEL E PER DIEM 148.00
00406952 IBS OF TRI VALLEY BATTERIES 569.30
00406957 KIM TURNER LLC DISPATCH TRAINING 175.00
00406962 LEGAL UPDATES PUBLISHING COMPANY PROFESSIONAL SERVICES 1,200.00 00406979 NET TRANSCRIPTS TRANSCRIPTION SERVICES 16.91
00406980 OFFICE DEPOT INC OFFICE SUPPLIES 599.56
00406987 REACH PROJECT INC APRIL 2023 SERVICES 17,083.00 00406989 REINKE, LISA MARIE EXPENSE REIMBURSEMENT 75.84 00945437 CANON FINANCIAL SERVICES COPIER LEASE 8,128.30 00945444 IMAGE SALES INC ID CARDS 48.08
00945648 CANON FINANCIAL SERVICES COPIER LEASE 89.10
00945652 IMAGE SALES INC ID CARDS 24.04
Police Community Policing
00406641 ARK PET HOSPITAL INC, THE VETERINARY SERVICES 294.71 00406643 ARROWHEAD 24 HOUR TOWING INC TOWING SERVICE 461.25 00406712 MARQUES, SHAWN LUIS PER DIEM 148.00
00406713 MCELROY, STEVEN M PER DIEM 148.00
00406803 FDAC EBA INSURANCE PREMIUM 985.39
00406804 FDAC EBA INSURANCE PREMIUM 274.26
00406946 GREEN, ROBERT A EXPENSE REIMBURSEMENT 45.32
00406951 HUNT AND SONS INC FUEL 672.64
00406978 NATIONAL AUTO FLEET GROUP VEHICLES 254,306.05
00406996 SP PLUS CORPORATION PARKING SERVICES 85,476.30 Police Traffic Division
Police Investigations
00406633 ALHAMBRA WATER SERVICE 75.94
00406645 AT AND T MCI DIGITAL FORENSICS 195.00

Finance Accounting
Prepared by : A.Balingit
6/7/2023 June 13, 2023

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 12 - JUNE 1, 2023
FUND/CHECK#
00406664 CONTRA COSTA COUNTY LAB SERVICES 2,310.00
00406666 CONTRA COSTA COUNTY LAB SERVICES 58,724.50
00406675 DUFFY, ADAM JAMES EXPENSE REIMBURSEMENT 180.96 00406688 FORTNER, JOHN C EXPENSE REIMBURSEMENT 113.60
00406699 JEONG, JISEOK EXPENSE REIMBURSEMENT 120.89
00406711 LOS ANGELES CO AUDITOR CONTROLLER EVIDENCE 922.00 00406728 PALMA, KRISTIAN EXPENSE REIMBURSEMENT 95.00
00406751 T MOBILE USA INC DIGITAL FORENSICS 300.00
00406803 FDAC EBA INSURANCE PREMIUM 58.64
00406959 EMPLOYEE ADVANCED DISABILITY PENSION 8,199.75
00406970 EMPLOYEE ADVANCED DISABILITY PENSION 8,199.75
00406971 EMPLOYEE ADVANCED DISABILITY PENSION 8,199.75
Police Special Operations Unit
00406676 EAN SERVICES LLC RENTAL VEHICLES 5,003.01
Police Communications
00406663 COMCAST INV INTERNET 147.80
00406674 DC ELECTRIC GROUP INC ELECTRICAL SERVICES 8,675.00 00406741 SHRED IT INC SHREDDING SERVICES 520.60
00406778 AT AND T MCI PHONES 2,044.03
00406786 CAPTURE TECHNOLOGIES INC DISPATCH RECORDING SYSTEM 42,761.33 00406791 CONTRA COSTA COUNTY RADIO SERVICES 3,764.26
00406803 FDAC EBA INSURANCE PREMIUM 20.00
00406804 FDAC EBA INSURANCE PREMIUM 142.42
00406810 GLOBALSTAR USA SATELITE PHONE 260.94
00406828 PACIFIC TELEMANAGEMENT SERVICES PAYPHONE 78.00 00406945 GLOBALSTAR USA SATELITE PHONE 260.94
Office Of Emergency Management
00406778 AT AND T MCI PHONES 594.89
Police Facilities Maintenance
00406778 AT AND T MCI PHONES 245.42
00406912 BARNETT MEDICAL SERVICES INC TRASH REMOVAL 182.00 00406950 HOME DEPOT, THE PARTS 214.26
00406985 PEPPER INVESTMENTS INC PEST CONTROL SERVICE 222.00 00406988 REAL PROTECTION INC PROFESSIONAL SERVICES 1,236.57 Youth Network Services
00406652 BANK OF AMERICA VARIOUS BUSINESS EXPENSES 1,442.03 00406804 FDAC EBA INSURANCE PREMIUM 32.80
00406811 GRACE ARMS OF ANTIOCH PROFESSIONAL SERVICES 8,235.00 00406816 J6 PROFESSIONAL SERVICES 29,400.00
00406845 STARRY NITE STUDIOS PROFESSIONAL SERVICES 150.00 00406855 VERIZON WIRELESS DATA USAGE 52.38
00406904 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 72.06 00406990 RFY DANCE AND ACADEMIC ACADEMY PROFESSIONAL SERVICES 4,440.00 Housing and Homelessness
00406652 BANK OF AMERICA VARIOUS BUSINESS EXPENSES 2,309.29 00406687 FOCUS STRATEGIES CONSULTANT SERVICES 4,575.00
00406735 RIDLEY, JAZMIN K EXPENSE REIMBURSEMENT 40.44
00406855 VERIZON WIRELESS DATA USAGE 52.53

Finance Accounting
Prepared by : A.Balingit
6/7/2023 June 13, 2023

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 12 - JUNE 1, 2023
FUND/CHECK#
00406904 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 1,571.59 PSCR Administration
00406651 BANK OF AMERICA VARIOUS BUSINESS EXPENSES 230.55 00406652 BANK OF AMERICA VARIOUS BUSINESS EXPENSES 1,480.61 00406855 VERIZON WIRELESS DATA USAGE 52.53
00406904 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 125.90 00406950 HOME DEPOT, THE STORAGE SHELF 368.63
00945437 CANON FINANCIAL SERVICES COPIER LEASE 204.13
Community Development Land Planning Services
00406685 FEDEX SHIPPING 26.00
00406832 PLACEWORKS INC CONSULTANT SERVICES 6,641.25
00406836 RANEY PLANNING & MANAGEMENT INC CONSULTANT SERVICES 13,711.43 CD Code Enforcement
00406700 JOHNSTON, AMY E EXPENSE REIMBURSEMENT 98.87
00406803 FDAC EBA INSURANCE PREMIUM 464.30
00406824 NEXTEL SPRINT CELL PHONE SERVICE 60.30
00406844 STAMM ENTERPRISES, LTD MONTHLY STORAGE 255.00
00406918 CACEO WEBINAR FEE 634.00
00406932 DATA TICKET INC CONSULTANT SERVICES 315.50
00945650 CDW GOVERNMENT INC EQUIPMENT 220.13
PW Engineer Land Development
00406697 INTERWEST CONSULTING GROUP INC ENGINEERING SERVICES 119,291.50 00406778 AT AND T MCI PHONES 49.06
00406824 NEXTEL SPRINT CELL PHONE SERVICE 108.60
00406825 OFFICE DEPOT INC OFFICE SUPPLIES 222.41
00406855 VERIZON WIRELESS DATA USAGE 76.02
00406913 BELLECCI AND ASSOCIATES INC PROFESSIONAL SERVICES 1,254.00 00945467 TESTING ENGINEERS INC PROFESSIONAL SERVICES 2,072.50 Community Development Building Inspection
00406630 4LEAF INC CONSULTANT SERVICES 43,048.00
00406756 TYLER TECHNOLOGIES INC CONSULTANT SERVICES 33,730.38 00406766 4LEAF INC CONSULTANT SERVICES 36,472.00
00406803 FDAC EBA INSURANCE PREMIUM 70.18
00406804 FDAC EBA INSURANCE PREMIUM 70.18
00406825 OFFICE DEPOT INC OFFICE SUPPLIES 66.60
Capital Imp. Administration
00406679 EAST BAY WORK WEAR SAFETY JACKET 163.60
00406804 FDAC EBA INSURANCE PREMIUM 124.82
00406824 NEXTEL SPRINT CELL PHONE SERVICE 63.30
00406825 OFFICE DEPOT INC OFFICE SUPPLIES 318.46
00406855 VERIZON WIRELESS DATA USAGE 38.01
206 American Rescue Plan Fund
Non Departmental
00406806 FELTON INSTITUTE PROFESSIONAL SERVICES 130,318.76 209 RMRA Fund
Streets
00406915 BKF ENGINEERS INC PROFESSIONAL SERVICES 20,302.60 210 Federal Asset Seizure Fund

Finance Accounting
Prepared by : A.Balingit
6/7/2023 June 13, 2023

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 12 - JUNE 1, 2023
FUND/CHECK#
Asset Forfeiture
00406657 BLUE COURAGE LLC DEPARTMENT TRAINING 8,063.70
211 Delta Fair Property Fund
Parks & Open Space
00406801 ELITE LANDSCAPE CONSTRUCTION INC LANDSCAPE ENHANCEMENT 78,339.99 00406841 RRM DESIGN GROUP PROFESSIONAL SERVICES 2,251.70 212 CDBG Fund
Non departmental
CDBG
00406724 OPPORTUNITY JUNCTION PROFESSIONAL SERVICES 4,999.84 00406733 RENAISSANCE ENTREPRENEURSHIP PROFESSIONAL SERVICES 8,136.56 00406837 REDGWICK CONSTRUCTION COMPANY PROGRESS PAYMENT 45,467.31 213 Gas Tax Fund
Streets
00406727 PACIFIC GAS AND ELECTRIC CO ELECTRIC 126.84
00406827 PACIFIC GAS AND ELECTRIC CO ELECTRIC 424.84
00945449 TJKM TRANSPORTATION CONSULTANTS PROFESSIONAL SERVICES 45,000.00 214 Animal Services Fund
Animal Services
00406660 CHAMELEON SOFTWARE PRODUCTS SOFTWARE SUPPORT 1,360.90 00406694 HILLS PET NUTRITION PET FOOD 498.66
00406704 KOEFRAN SERVICES INC CREMATION SERVICES 209.00 00406719 MWI VETERINARY SUPPLY CO VETERINARY SUPPLIES 2,295.48 00406737 ROO VETERINARY INC PROFESSIONAL SERVICES 1,796.00 00406754 TONY LA RUSSA'S ANIMAL RESCUE PROFESSIONAL SERVICES 776.30 00406765 ZOETIS LLC VETERINARY SERVICES 430.17
00406901 AIRGAS USA LLC OXYGEN 86.91
00406926 COGENT SOLUTIONS AND SUPPLIES SUPPLIES 384.96
00406940 FASTRAK VIOLATION PROCESSING TOLL 12.00
00406941 FASTRAK VIOLATION PROCESSING TOLL 7.00
00406949 HILLS PET NUTRITION PET FOOD 448.94
00406958 KOEFRAN SERVICES INC PET CREMATION SERVICES 434.00 00406976 MWI VETERINARY SUPPLY CO VETERINARY SUPPLIES 487.42 00406993 ROO VETERINARY INC PROFESSIONAL SERVICES 1,868.11 00407003 UC DAVIS VETERINARY MEDICINE SPECIAL VET SERVICES 447.55 00407009 ZOETIS LLC VET SUPPLIES 577.84
00945443 IDEXX LABORATORIES INC VET LAB SERVICES 601.55 00945460 IDEXX LABORATORIES INC VET LAB SERVICES 1,154.16 00945657 WILLIAMS SCOTSMAN INC STORAGE 519.59
216 Park-In-Lieu Fund
Parks & Open Space
00406691 GATES AND ASSOCIATES INC LANDSCAPING SERVICES 11,520.90 00406809 GATES AND ASSOCIATES INC DESIGN SERVICES 9,121.25 219 Recreation Fund
Non departmental
00406648 BANK OF AMERICA VARIOUS BUSINESS EXPENSES 1,355.68 00406823 LINDSEY, AKILAH DEPOSIT REFUND 500.00
00406907 ANTIOCH YOUTH SPORTS COMPLEX INC DEPOSIT REFUND 500.00

Finance Accounting
Prepared by : A.Balingit
6/7/2023 June 13, 2023

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 12 - JUNE 1, 2023
FUND/CHECK#
00406930 CONTRA COSTA HEALTH SERVICES SENIOR NUTRITION 1,812.00 00407008 ZERMENO, IBETH DEPOSIT REFUND 750.00
Nick Rodriguez Community Cent
00406779 BANK OF AMERICA VARIOUS BUSINESS EXPENSES 48.89 00406784 BRADY INDUSTRIES JANITORIAL SUPPLIES 1,054.13
00406803 FDAC EBA INSURANCE PREMIUM 102.50
00406904 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 886.47 00406950 HOME DEPOT, THE SUPPLIES 384.93
00406985 PEPPER INVESTMENTS INC PEST CONTROL SERVICE 222.00 00406988 REAL PROTECTION INC QUARTERLY FIRE INSPECTION 104.09 00406992 ROBINS LOCK AND KEY DOOR REPAIR 245.00
Senior Programs
00406778 AT AND T MCI PHONES 320.72
00406779 BANK OF AMERICA VARIOUS BUSINESS EXPENSES 712.77 00406803 FDAC EBA INSURANCE PREMIUM 102.50
00406904 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 332.85 00406905 AMERICAN STAGE TOURS SENIOR TRIP TRANSPORTATION 2,540.00 00406977 MYSENIORCENTER SOFTWARE MAINTENANCE 1,317.00
Recreation Sports Programs
00406648 BANK OF AMERICA VARIOUS BUSINESS EXPENSES 1,133.26 00406673 DAVIS, WAYNE OFFICIATING SERVICES 810.00
00406743 STAR SPORTS ADULT LEAGUE SOFTBALLS 392.15
00406778 AT AND T MCI PHONES 25.30
00406796 DAVIS, WAYNE OFFICIATING SERVICES 770.00
00406799 EAST BAY LEGENDS DEPOSIT REFUND 312.00
00406802 FASTSIGNS BANNERS 1,730.81
00406855 VERIZON WIRELESS DATA USAGE 0.36
00406904 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 189.63 00406927 CONCORD SOFTBALL UMPIRES UMPIRE SERVICES 2,240.00 00406933 DAVIS, WAYNE OFFICIATING SERVICES 770.00
Recreation-Comm Center
00406648 BANK OF AMERICA VARIOUS BUSINESS EXPENSES 381.73 00406680 ECOLAB CLEANING SUPPLIES 934.53
00406758 UNIQUE PEST CONTROL PEST CONTROL 200.00
00406777 AT AND T MCI PHONES 63.12
00406778 AT AND T MCI PHONES 27.45
00406804 FDAC EBA INSURANCE PREMIUM 184.44
00406807 FIRST STUDENT INC PROFESSIONAL SERVICES 1,856.50 00406827 PACIFIC GAS AND ELECTRIC CO GAS 10,894.95
00406829 PARKINK SUMMER CAMP SHIRTS 2,479.97
00406843 SIX FLAGS ENTERTAINMENT CO YOUTH CAMP TRIP 3,421.91 00406904 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 361.48 00406920 CHOFOR, EMERALD M PROFESSIONAL SERVICES 300.00 00406931 DAKTRONICS MATERIALS 5,598.99
00406936 DUALHARE INC MEDIA SERVICES 2,900.00
00406937 DUGAND, KARINA CONTRACTOR PAYMENT 510.00
00406950 HOME DEPOT, THE TOOLS 6.49
00406960 KRISTIES TWISTED CREATIONS CONTRACTOR PAYMENT 120.00

Finance Accounting
Prepared by : A.Balingit
6/7/2023 June 13, 2023

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 12 - JUNE 1, 2023
FUND/CHECK#
00407001 THOMPSON, RANDALL CONTRACTOR PAYMENT 307.80
00945463 LSA ASSOCIATES INC MONITORING SERVICES 1,240.00 Recreation Water Park
00406632 ADVANTASOFT INC SOFTWARE 564.88
00406648 BANK OF AMERICA VARIOUS BUSINESS EXPENSES 208.26 00406649 BANK OF AMERICA VARIOUS BUSINESS EXPENSES 8,061.94 00406703 KNORR SYSTEMS INC CHEMICALS 649.57
00406778 AT AND T MCI PHONES 147.16
00406803 FDAC EBA INSURANCE PREMIUM 258.30
00406820 KNORR SYSTEMS INC CHEMICALS 761.68
00406825 OFFICE DEPOT INC OFFICE SUPPLIES 790.17
00406904 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 1,526.66 00406985 PEPPER INVESTMENTS INC PEST CONTROL SERVICE 543.00 00406988 REAL PROTECTION INC QUARTERLY FIRE TESTING 315.38 00406992 ROBINS LOCK AND KEY KEY CUTTING SERVICE 300.00 00945464 NATIONAL AQUATICS SERVICES INC POOL SERVICE 3,455.00 220 Traffic Signalization Fund
Non departmental
Traffic Signals
00406986 RAYS ELECTRIC PROGRESS PAYMENT 22,399.00
221 Asset Forfeiture Fund
Non departmental
00406956 JONES, JAVON LAMAR ASSET FORFEITURE 430.00
00406968 LOUISVILLE, ELLEN MARIE ASSET FORFEITURE 796.00 222 Measure C/J Fund
Streets
00406658 BOETHING TREELAND FARMS LANDSCAPING ENHANCEMENTS 10,862.50 00406761 WATERSAVERS IRRIGATION IRRIGATION PARTS 3,015.09 00406783 BPX PRINTING AND GRAPHICS PRINTING SERVICE 310.46 00406850 TERRACARE ASSOCIATES LANDSCAPING SERVICES 37,086.76 00945448 SITEONE LANDSCAPE SUPPLY HOLDING IRRIGATION PARTS 43,709.12 226 Solid Waste Reduction Fund
Solid Waste
00406800 ECOHERO SHOW LLC, THE PROFESSIONAL SERVICES 5,100.00 00406852 TRI DELTA TRANSIT SHRED IT EVENT 726.00
229 Pollution Elimination Fund
Channel Maintenance Operation
00406710 LIVE OAK ASSOCIATES INC BIOLOGIST SERVICES 6,402.91 00406831 PEPPER INVESTMENTS INC PEST CONTROL SERVICES 1,050.00 00406903 ALTA FENCE FENCE INSTALLATION 3,080.00
236 CDBG Revolving Loan Fund
Non departmental
CDBG
00406837 REDGWICK CONSTRUCTION COMPANY PROGRESS PAYMENT 88,849.09 251 Lone Tree SLLMD Fund
Lonetree Maintenance Zone 1
00406753 TERRACARE ASSOCIATES LANDSCAPE MAINTENANCE 183.66 00406778 AT AND T MCI PHONES 101.20

Finance Accounting
Prepared by : A.Balingit
6/7/2023 June 13, 2023

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 12 - JUNE 1, 2023
FUND/CHECK#
00406850 TERRACARE ASSOCIATES LANDSCAPE MAINTENANCE 5,728.90 Lonetree Maintenance Zone 2
00406778 AT AND T MCI PHONES 174.01
00406850 TERRACARE ASSOCIATES LANDSCAPE MAINTENANCE 10,681.11 Lonetree Maintenance Zone 3
00406778 AT AND T MCI PHONES 75.90
00406850 TERRACARE ASSOCIATES LANDSCAPE MAINTENANCE 9,162.86 Lonetree Maintenance Zone 4
00406753 TERRACARE ASSOCIATES LANDSCAPE MAINTENANCE 293.80 00406850 TERRACARE ASSOCIATES LANDSCAPE MAINTENANCE 3,008.81 252 Downtown SLLMD Fund
Downtown Maintenance
00406753 TERRACARE ASSOCIATES LANDSCAPE MAINTENANCE 183.66 00406850 TERRACARE ASSOCIATES LANDSCAPE MAINTENANCE 1,640.54 253 Almondridge SLLMD Fund
Almondridge Maintenance
00406850 TERRACARE ASSOCIATES LANDSCAPE MAINTENANCE 2,363.29 254 Hillcrest SLLMD Fund
Hillcrest Maintenance Zone 1
00406748 STEWARTS TREE SERVICE INC TREE SERVICE 4,150.00 00406753 TERRACARE ASSOCIATES LANDSCAPE MAINTENANCE 477.51 00406778 AT AND T MCI PHONES 50.60
00406850 TERRACARE ASSOCIATES LANDSCAPE MAINTENANCE 9,011.92 Hillcrest Maintenance Zone 2
00406753 TERRACARE ASSOCIATES LANDSCAPE MAINTENANCE 653.83 00406778 AT AND T MCI PHONES 177.10
00406782 BELLECCI AND ASSOCIATES INC ENGINEERING SERVICES 5,170.00 00406850 TERRACARE ASSOCIATES LANDSCAPE MAINTENANCE 9,313.12 Hillcrest Maintenance Zone 4
00406753 TERRACARE ASSOCIATES LANDSCAPE MAINTENANCE 367.32 00406778 AT AND T MCI PHONES 150.26
00406850 TERRACARE ASSOCIATES LANDSCAPE MAINTENANCE 9,400.99 255 Park 1A Maintenance District Fund
Park 1A Maintenance District
00406727 PACIFIC GAS AND ELECTRIC CO ELECTRIC 53.17
00406753 TERRACARE ASSOCIATES LANDSCAPE MAINTENANCE 477.51 00406778 AT AND T MCI PHONES 25.30
00406850 TERRACARE ASSOCIATES LANDSCAPE MAINTENANCE 2,351.25 256 Citywide 2A Maintenance District Fund
Citywide 2A Maintenance Zone 3
00406753 TERRACARE ASSOCIATES LANDSCAPE MAINTENANCE 7.34 00406850 TERRACARE ASSOCIATES LANDSCAPE MAINTENANCE 1,481.53 Citywide 2A Maintenance Zone 4
00406748 STEWARTS TREE SERVICE INC TREE SERVICE 2,092.00 00406850 TERRACARE ASSOCIATES LANDSCAPE MAINTENANCE 5,152.26 Citywide 2A Maintenance Zone 5
00406850 TERRACARE ASSOCIATES LANDSCAPE MAINTENANCE 2,381.42 Citywide 2A Maintenance Zone 6

Finance Accounting
Prepared by : A.Balingit
6/7/2023 June 13, 2023

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 12 - JUNE 1, 2023
FUND/CHECK#
00406753 TERRACARE ASSOCIATES LANDSCAPE MAINTENANCE 440.78 00406850 TERRACARE ASSOCIATES LANDSCAPE MAINTENANCE 3,124.25 Citywide 2A Maintenance Zone 8
00406753 TERRACARE ASSOCIATES LANDSCAPE MAINTENANCE 36.73 00406850 TERRACARE ASSOCIATES LANDSCAPE MAINTENANCE 4,143.89 Citywide 2A Maintenance Zone 9
00406753 TERRACARE ASSOCIATES LANDSCAPE MAINTENANCE 110.19 00406778 AT AND T MCI PHONES 101.20
00406850 TERRACARE ASSOCIATES LANDSCAPE MAINTENANCE 5,601.84 Citywide 2A Maintenance Zone10
00406850 TERRACARE ASSOCIATES LANDSCAPE MAINTENANCE 2,581.23 257 SLLMD Administration Fund
SLLMD Administration
00406753 TERRACARE ASSOCIATES LANDSCAPE MAINTENANCE 440.67 00406778 AT AND T MCI PHONES 130.40
00406781 BANK OF AMERICA VARIOUS BUSINESS EXPENSES 50.00 00406850 TERRACARE ASSOCIATES LANDSCAPE MAINTENANCE 881.34 00406855 VERIZON WIRELESS DATA USAGE 76.02
00945439 DELL COMPUTER CORP MOBILES 16,403.94
259 East Lone Tree SLLMD Fund
Zone 1-District 10
00406850 TERRACARE ASSOCIATES LANDSCAPE MAINTENANCE 3,357.92 323 Development Impact-Police Fund
Dev Impact - Police
00406978 NATIONAL AUTO FLEET GROUP VEHICLE 34,678.05
324 Development Impact-Parks&Rec Fund
Dev Impact - Parks & Rec
00406902 ALL SURFACE PAINTING & DECORATING PROFESSIONAL SERVICES 49,580.00 376 Lone Diamond Fund
Assessment District
00406787 CENTRAL SELF STORAGE ANTIOCH STORAGE FEE 407.00 570 Equipment Maintenance Fund
Non departmental
00406695 HUNT AND SONS INC FUEL 12,112.78
00406815 HUNT AND SONS INC FUEL 14,741.66
00406951 HUNT AND SONS INC FUEL 9,716.11
Equipment Maintenance
00406643 ARROWHEAD 24 HOUR TOWING INC TOW SERVICE 512.00 00406655 BILL BRANDT FORD AUTO REPAIR PARTS 334.83
00406661 CHUCKS BRAKE & WHEEL SERVICE INC BRAKE PARTS 3,077.56 00406662 COAST COUNTIES TRUCK & EQUIPMENT ALUMINUM FUEL TANK 442.21 00406683 FALCON COLLISION REPAIR INC VEHICLE REPAIR 10,401.93 00406689 FURBER SAW INC REPAIR PARTS 208.40
00406702 KEN KELLER SALES TAMPER BASE PLATE 720.19
00406705 LES SCHWAB TIRES OF CALIFORNIA TIRES 5,188.24
00406709 LIM AUTOMOTIVE SUPPLY INC AUTOMOTIVE REPAIR PARTS 1,572.72 00406716 MUNICIPAL MAINT EQUIPMENT INC SUPPLIES 284.48
00406725 OREILLY AUTO PARTS AUTO PARTS 1,071.74

Finance Accounting
Prepared by : A.Balingit
6/7/2023 June 13, 2023

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 12 - JUNE 1, 2023
FUND/CHECK#
00406730 PRECISION AUTO BODY VEHICLE REPAIR 1,979.70
00406731 R AND B TOOLS LLC TOOLS 2,794.61
00406757 UNICO GLASS LLC AUTO GLASS 1,032.52
00406760 WALNUT CREEK FORD AUTO REPAIR PARTS 1,195.43
00406781 BANK OF AMERICA VARIOUS BUSINESS EXPENSES 50.00 00406792 CONTRA COSTA FIRE EQUIPMENT FIRE EXTINGUISHERS 323.92 00406803 FDAC EBA INSURANCE PREMIUM 86.10
00406804 FDAC EBA INSURANCE PREMIUM 114.55
00406855 VERIZON WIRELESS DATA USAGE 38.01
00406908 ARROWHEAD 24 HOUR TOWING INC TOW SERVICE 205.00 00406921 CHUCKS BRAKE & WHEEL SERVICE INC AUTO PARTS 294.59 00406944 FRONTIER ENERGY INC PROFESSIONAL SERVICES 10,096.25 00406948 HARLEY DAVIDSON MOTORCYCLE REPAIR 600.00
00406964 LES SCHWAB TIRES OF CALIFORNIA TIRES 1,087.91
00406967 LIM AUTOMOTIVE SUPPLY INC AUTO PARTS 447.24
00406972 MUNICIPAL MAINT EQUIPMENT INC SUPPLIES 1,984.28 00406982 OREILLY AUTO PARTS AUTO PARTS 306.11
00407002 TRED SHED, THE TIRES 1,298.06
00407004 WALNUT CREEK FORD AUTO REPAIR PARTS 522.64
00945436 BIG SKY ENVIRONMENTAL SOLUTIONS USED OIL FILTER PICK UP 150.00 00945446 PETERSON TRACTOR CO REPAIR LABOR 2,695.07
00945450 UNLIMITED GRAPHIC AND SIGN NETWORK TRUCK DECALS 241.45 573 Information Services Fund
Non departmental
00406647 BANK OF AMERICA EE COMPUTER PURCHASE 5,286.78
Information Services
00406778 AT AND T MCI PHONES 96.55
00406803 FDAC EBA INSURANCE PREMIUM 57.34
00406804 FDAC EBA INSURANCE PREMIUM 57.35
Network Support & PCs
00406763 WILSON, JENNIFER F EXPENSE REIMBURSEMENT 60.30 00406770 AMERICAN MESSAGING PAGER AND PAGECOPY SERVICE 100.30 00406778 AT AND T MCI PHONES 274.08
00406780 BANK OF AMERICA VARIOUS BUSINESS EXPENSES 900.00 00406790 COMCAST CONNECTION SERVICES 172.31
00406803 FDAC EBA INSURANCE PREMIUM 444.28
00406804 FDAC EBA INSURANCE PREMIUM 29.89
00406819 KIS LABOR 455.85
00406943 FRESHWORKS INC ANNUAL SOFTWARE RENEWAL 6,795.36 00945440 DIGITAL SERVICES WEBSITE MAINTENANCE 7,670.00
Telephone System
00406777 AT AND T MCI PHONES 2,096.85
00406778 AT AND T MCI PHONES 1,960.56
00406803 FDAC EBA INSURANCE PREMIUM 18.81
00406804 FDAC EBA INSURANCE PREMIUM 3.50
GIS Support Services
00406803 FDAC EBA INSURANCE PREMIUM 61.99
00406855 VERIZON WIRELESS DATA USAGE 38.01

Finance Accounting
Prepared by : A.Balingit
6/7/2023 June 13, 2023

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 12 - JUNE 1, 2023
FUND/CHECK#
00406904 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 39.49 00406980 OFFICE DEPOT INC OFFICE SUPPLIES 33.88
00945439 DELL COMPUTER CORP MOBILES 4,100.98
Office Equipment Replacement
00406637 AMS SOFTWARE 576.35
00945439 DELL COMPUTER CORP LAPTOP 3,452.76
577 Post Retirement Medical-Police Fund
Non Departmental
00406863 RETIREE MEDICAL AFTER RETIREMENT 1,676.38
00406865 RETIREE MEDICAL AFTER RETIREMENT 913.74
00406875 RETIREE MEDICAL AFTER RETIREMENT 1,310.98
00406879 RETIREE MEDICAL AFTER RETIREMENT 1,676.48
00406882 RETIREE MEDICAL AFTER RETIREMENT 415.50
00406884 RETIREE MEDICAL AFTER RETIREMENT 415.50
00406885 RETIREE MEDICAL AFTER RETIREMENT 156.11
00406886 RETIREE MEDICAL AFTER RETIREMENT 1,585.11
00406888 RETIREE MEDICAL AFTER RETIREMENT 1,585.11
00406889 RETIREE MEDICAL AFTER RETIREMENT 709.38
00406890 RETIREE MEDICAL AFTER RETIREMENT 1,676.48
00406893 RETIREE MEDICAL AFTER RETIREMENT 49.30
00945468 RETIREE MEDICAL AFTER RETIREMENT 415.50
00945469 RETIREE MEDICAL AFTER RETIREMENT 2,224.72
00945473 RETIREE MEDICAL AFTER RETIREMENT 1,045.99
00945474 RETIREE MEDICAL AFTER RETIREMENT 351.56
00945476 RETIREE MEDICAL AFTER RETIREMENT 1,676.48
00945477 RETIREE MEDICAL AFTER RETIREMENT 1,473.30
00945481 RETIREE MEDICAL AFTER RETIREMENT 415.50
00945483 RETIREE MEDICAL AFTER RETIREMENT 1,676.48
00945491 RETIREE MEDICAL AFTER RETIREMENT 1,676.48
00945496 RETIREE MEDICAL AFTER RETIREMENT 415.50
00945498 RETIREE MEDICAL AFTER RETIREMENT 879.00
00945500 RETIREE MEDICAL AFTER RETIREMENT 689.04
00945504 RETIREE MEDICAL AFTER RETIREMENT 676.18
00945516 RETIREE MEDICAL AFTER RETIREMENT 1,563.12
00945517 RETIREE MEDICAL AFTER RETIREMENT 1,827.48
00945522 RETIREE MEDICAL AFTER RETIREMENT 1,676.48
00945523 RETIREE MEDICAL AFTER RETIREMENT 879.00
00945524 RETIREE MEDICAL AFTER RETIREMENT 1,676.48
00945538 RETIREE MEDICAL AFTER RETIREMENT 415.50
00945539 RETIREE MEDICAL AFTER RETIREMENT 689.04
00945540 RETIREE MEDICAL AFTER RETIREMENT 222.52
00945541 RETIREE MEDICAL AFTER RETIREMENT 1,676.48
00945551 RETIREE MEDICAL AFTER RETIREMENT 1,563.12
00945552 RETIREE MEDICAL AFTER RETIREMENT 493.80
00945553 RETIREE MEDICAL AFTER RETIREMENT 1,644.73
00945554 RETIREE MEDICAL AFTER RETIREMENT 1,676.48
00945557 RETIREE MEDICAL AFTER RETIREMENT 453.25
00945568 RETIREE MEDICAL AFTER RETIREMENT 1,219.61

Finance Accounting
Prepared by : A.Balingit
6/7/2023 June 13, 2023

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 12 - JUNE 1, 2023
FUND/CHECK#
00945571 RETIREE MEDICAL AFTER RETIREMENT 2,077.36
00945575 RETIREE MEDICAL AFTER RETIREMENT 828.24
00945577 RETIREE MEDICAL AFTER RETIREMENT 762.74
00945578 RETIREE MEDICAL AFTER RETIREMENT 269.02
00945586 RETIREE MEDICAL AFTER RETIREMENT 1,035.91
00945588 RETIREE MEDICAL AFTER RETIREMENT 1,676.48
00945589 RETIREE MEDICAL AFTER RETIREMENT 689.04
00945591 RETIREE MEDICAL AFTER RETIREMENT 415.50
00945593 RETIREE MEDICAL AFTER RETIREMENT 1,219.61
00945597 RETIREE MEDICAL AFTER RETIREMENT 305.87
00945606 RETIREE MEDICAL AFTER RETIREMENT 132.25
00945608 RETIREE MEDICAL AFTER RETIREMENT 1,676.48
00945617 RETIREE MEDICAL AFTER RETIREMENT 1,676.48
00945618 RETIREE MEDICAL AFTER RETIREMENT 1,676.48
00945620 RETIREE MEDICAL AFTER RETIREMENT 700.03
00945624 RETIREE MEDICAL AFTER RETIREMENT 415.50
00945625 RETIREE MEDICAL AFTER RETIREMENT 1,676.48
00945628 RETIREE MEDICAL AFTER RETIREMENT 305.87
00945634 RETIREE MEDICAL AFTER RETIREMENT 607.89
00945638 RETIREE MEDICAL AFTER RETIREMENT 674.61
00945639 RETIREE MEDICAL AFTER RETIREMENT 762.74
00945642 RETIREE MEDICAL AFTER RETIREMENT 762.74
578 Post Retirement Medical-Misc Fund
Non Departmental
00406862 RETIREE MEDICAL AFTER RETIREMENT 269.02
00406866 RETIREE MEDICAL AFTER RETIREMENT 140.00
00406869 RETIREE MEDICAL AFTER RETIREMENT 85.69
00406870 RETIREE MEDICAL AFTER RETIREMENT 453.25
00406871 RETIREE MEDICAL AFTER RETIREMENT 558.38
00406872 RETIREE MEDICAL AFTER RETIREMENT 558.38
00406874 RETIREE MEDICAL AFTER RETIREMENT 85.69
00406876 RETIREE MEDICAL AFTER RETIREMENT 85.69
00406878 RETIREE MEDICAL AFTER RETIREMENT 283.25
00406891 RETIREE MEDICAL AFTER RETIREMENT 85.69
00406892 RETIREE MEDICAL AFTER RETIREMENT 182.85
00406895 RETIREE MEDICAL AFTER RETIREMENT 100.00
00945470 RETIREE MEDICAL AFTER RETIREMENT 890.87
00945472 RETIREE MEDICAL AFTER RETIREMENT 322.38
00945475 RETIREE MEDICAL AFTER RETIREMENT 322.38
00945480 RETIREE MEDICAL AFTER RETIREMENT 85.69
00945486 RETIREE MEDICAL AFTER RETIREMENT 203.69
00945489 RETIREE MEDICAL AFTER RETIREMENT 203.69
00945490 RETIREE MEDICAL AFTER RETIREMENT 558.38
00945492 RETIREE MEDICAL AFTER RETIREMENT 203.69
00945493 RETIREE MEDICAL AFTER RETIREMENT 558.38
00945494 RETIREE MEDICAL AFTER RETIREMENT 322.38
00945497 RETIREE MEDICAL AFTER RETIREMENT 558.38
00945502 RETIREE MEDICAL AFTER RETIREMENT 354.69

Finance Accounting
Prepared by : A.Balingit
6/7/2023 June 13, 2023

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 12 - JUNE 1, 2023
FUND/CHECK#
00945505 RETIREE MEDICAL AFTER RETIREMENT 322.38
00945509 RETIREE MEDICAL AFTER RETIREMENT 85.69
00945512 RETIREE MEDICAL AFTER RETIREMENT 85.69
00945515 RETIREE MEDICAL AFTER RETIREMENT 85.69
00945519 RETIREE MEDICAL AFTER RETIREMENT 558.38
00945520 RETIREE MEDICAL AFTER RETIREMENT 558.38
00945521 RETIREE MEDICAL AFTER RETIREMENT 322.38
00945528 RETIREE MEDICAL AFTER RETIREMENT 709.38
00945529 RETIREE MEDICAL AFTER RETIREMENT 85.69
00945530 RETIREE MEDICAL AFTER RETIREMENT 220.00
00945531 RETIREE MEDICAL AFTER RETIREMENT 558.38
00945536 RETIREE MEDICAL AFTER RETIREMENT 322.38
00945537 RETIREE MEDICAL AFTER RETIREMENT 85.69
00945545 RETIREE MEDICAL AFTER RETIREMENT 85.69
00945546 RETIREE MEDICAL AFTER RETIREMENT 85.69
00945550 RETIREE MEDICAL AFTER RETIREMENT 85.69
00945556 RETIREE MEDICAL AFTER RETIREMENT 85.69
00945561 RETIREE MEDICAL AFTER RETIREMENT 203.69
00945562 RETIREE MEDICAL AFTER RETIREMENT 322.38
00945563 RETIREE MEDICAL AFTER RETIREMENT 322.38
00945565 RETIREE MEDICAL AFTER RETIREMENT 322.38
00945566 RETIREE MEDICAL AFTER RETIREMENT 322.38
00945572 RETIREE MEDICAL AFTER RETIREMENT 85.69
00945574 RETIREE MEDICAL AFTER RETIREMENT 85.69
00945580 RETIREE MEDICAL AFTER RETIREMENT 203.69
00945584 RETIREE MEDICAL AFTER RETIREMENT 709.38
00945585 RETIREE MEDICAL AFTER RETIREMENT 85.69
00945590 RETIREE MEDICAL AFTER RETIREMENT 322.38
00945594 RETIREE MEDICAL AFTER RETIREMENT 85.69
00945596 RETIREE MEDICAL AFTER RETIREMENT 85.69
00945600 RETIREE MEDICAL AFTER RETIREMENT 85.69
00945605 RETIREE MEDICAL AFTER RETIREMENT 322.38
00945607 RETIREE MEDICAL AFTER RETIREMENT 85.69
00945612 RETIREE MEDICAL AFTER RETIREMENT 85.69
00945622 RETIREE MEDICAL AFTER RETIREMENT 322.38
00945627 RETIREE MEDICAL AFTER RETIREMENT 140.36
00945630 RETIREE MEDICAL AFTER RETIREMENT 85.69
00945637 RETIREE MEDICAL AFTER RETIREMENT 322.38
00945640 RETIREE MEDICAL AFTER RETIREMENT 85.69
00945641 RETIREE MEDICAL AFTER RETIREMENT 558.38
579 Post Retirement Medical-Mgmt Fund
Non Departmental
00406864 RETIREE MEDICAL AFTER RETIREMENT 85.69
00406867 RETIREE MEDICAL AFTER RETIREMENT 1,370.61
00406868 RETIREE MEDICAL AFTER RETIREMENT 862.90
00406873 RETIREE MEDICAL AFTER RETIREMENT 85.69
00406877 RETIREE MEDICAL AFTER RETIREMENT 203.69
00406880 RETIREE MEDICAL AFTER RETIREMENT 278.48

Finance Accounting
Prepared by : A.Balingit
6/7/2023 June 13, 2023

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 12 - JUNE 1, 2023
FUND/CHECK#
00406881 RETIREE MEDICAL AFTER RETIREMENT 85.69
00406883 RETIREE MEDICAL AFTER RETIREMENT 82.77
00406887 RETIREE MEDICAL AFTER RETIREMENT 438.38
00406894 RETIREE MEDICAL AFTER RETIREMENT 2,224.72
00406896 RETIREE MEDICAL AFTER RETIREMENT 558.38
00945471 RETIREE MEDICAL AFTER RETIREMENT 322.28
00945478 RETIREE MEDICAL AFTER RETIREMENT 558.38
00945479 RETIREE MEDICAL AFTER RETIREMENT 322.38
00945482 RETIREE MEDICAL AFTER RETIREMENT 558.38
00945484 RETIREE MEDICAL AFTER RETIREMENT 132.25
00945485 RETIREE MEDICAL AFTER RETIREMENT 132.25
00945487 RETIREE MEDICAL AFTER RETIREMENT 143.69
00945488 RETIREE MEDICAL AFTER RETIREMENT 2,224.72
00945495 RETIREE MEDICAL AFTER RETIREMENT 322.38
00945499 RETIREE MEDICAL AFTER RETIREMENT 322.38
00945501 RETIREE MEDICAL AFTER RETIREMENT 709.38
00945503 RETIREE MEDICAL AFTER RETIREMENT 862.90
00945506 RETIREE MEDICAL AFTER RETIREMENT 689.04
00945507 RETIREE MEDICAL AFTER RETIREMENT 143.69
00945508 RETIREE MEDICAL AFTER RETIREMENT 206.70
00945510 RETIREE MEDICAL AFTER RETIREMENT 393.75
00945511 RETIREE MEDICAL AFTER RETIREMENT 322.38
00945513 RETIREE MEDICAL AFTER RETIREMENT 438.38
00945514 RETIREE MEDICAL AFTER RETIREMENT 85.69
00945518 RETIREE MEDICAL AFTER RETIREMENT 269.02
00945525 RETIREE MEDICAL AFTER RETIREMENT 322.38
00945526 RETIREE MEDICAL AFTER RETIREMENT 322.38
00945527 RETIREE MEDICAL AFTER RETIREMENT 322.38
00945532 RETIREE MEDICAL AFTER RETIREMENT 452.00
00945533 RETIREE MEDICAL AFTER RETIREMENT 322.38
00945534 RETIREE MEDICAL AFTER RETIREMENT 322.38
00945535 RETIREE MEDICAL AFTER RETIREMENT 132.25
00945542 RETIREE MEDICAL AFTER RETIREMENT 439.12
00945543 RETIREE MEDICAL AFTER RETIREMENT 400.00
00945544 RETIREE MEDICAL AFTER RETIREMENT 322.38
00945547 RETIREE MEDICAL AFTER RETIREMENT 322.38
00945548 RETIREE MEDICAL AFTER RETIREMENT 236.69
00945549 RETIREE MEDICAL AFTER RETIREMENT 2,224.72
00945555 RETIREE MEDICAL AFTER RETIREMENT 862.90
00945558 RETIREE MEDICAL AFTER RETIREMENT 322.38
00945559 RETIREE MEDICAL AFTER RETIREMENT 322.38
00945560 RETIREE MEDICAL AFTER RETIREMENT 322.38
00945564 RETIREE MEDICAL AFTER RETIREMENT 676.18
00945567 RETIREE MEDICAL AFTER RETIREMENT 1,500.22
00945569 RETIREE MEDICAL AFTER RETIREMENT 534.31
00945570 RETIREE MEDICAL AFTER RETIREMENT 322.38
00945573 RETIREE MEDICAL AFTER RETIREMENT 1,493.73
00945576 RETIREE MEDICAL AFTER RETIREMENT 269.02

Finance Accounting
Prepared by : A.Balingit
6/7/2023 June 13, 2023

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 12 - JUNE 1, 2023
FUND/CHECK#
00945579 RETIREE MEDICAL AFTER RETIREMENT 143.69
00945581 RETIREE MEDICAL AFTER RETIREMENT 1,676.48
00945582 RETIREE MEDICAL AFTER RETIREMENT 322.38
00945583 RETIREE MEDICAL AFTER RETIREMENT 322.38
00945587 RETIREE MEDICAL AFTER RETIREMENT 85.69
00945592 RETIREE MEDICAL AFTER RETIREMENT 762.74
00945595 RETIREE MEDICAL AFTER RETIREMENT 85.69
00945598 RETIREE MEDICAL AFTER RETIREMENT 322.38
00945599 RETIREE MEDICAL AFTER RETIREMENT 322.38
00945601 RETIREE MEDICAL AFTER RETIREMENT 85.69
00945602 RETIREE MEDICAL AFTER RETIREMENT 132.25
00945603 RETIREE MEDICAL AFTER RETIREMENT 682.90
00945604 RETIREE MEDICAL AFTER RETIREMENT 203.69
00945609 RETIREE MEDICAL AFTER RETIREMENT 322.38
00945610 RETIREE MEDICAL AFTER RETIREMENT 322.38
00945611 RETIREE MEDICAL AFTER RETIREMENT 85.69
00945613 RETIREE MEDICAL AFTER RETIREMENT 269.02
00945614 RETIREE MEDICAL AFTER RETIREMENT 689.04
00945615 RETIREE MEDICAL AFTER RETIREMENT 85.69
00945616 RETIREE MEDICAL AFTER RETIREMENT 322.38
00945619 RETIREE MEDICAL AFTER RETIREMENT 438.38
00945621 RETIREE MEDICAL AFTER RETIREMENT 85.69
00945623 RETIREE MEDICAL AFTER RETIREMENT 558.38
00945626 RETIREE MEDICAL AFTER RETIREMENT 220.00
00945629 RETIREE MEDICAL AFTER RETIREMENT 322.38
00945631 RETIREE MEDICAL AFTER RETIREMENT 85.69
00945632 RETIREE MEDICAL AFTER RETIREMENT 322.38
00945633 RETIREE MEDICAL AFTER RETIREMENT 2,224.72
00945635 RETIREE MEDICAL AFTER RETIREMENT 85.69
00945636 RETIREE MEDICAL AFTER RETIREMENT 1,748.00
580 Loss Control Fund
Human Resources
00406825 OFFICE DEPOT INC OFFICE SUPPLIES 31.71
00406911 BANK OF AMERICA VARIOUS BUSINESS EXPENSES 370.42 611 Water Fund
Non departmental
00406656 BISHOP CO TOOLS 618.87
00406659 BRADY INDUSTRIES JANITORIAL SUPPLIES 8,990.10
00406679 EAST BAY WORK WEAR SAFETY VESTS 3,864.11
00406709 LIM AUTOMOTIVE SUPPLY INC SUPPLIES 131.59
00406723 OFFICE DEPOT INC OFFICE SUPPLIES 2,370.06
00406771 AMERICAN TEXTILE AND SUPPLY INC SUPPLIES 695.27 00406784 BRADY INDUSTRIES GLOVES 2,236.54
00406825 OFFICE DEPOT INC GLOVES 324.09
00406904 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 200.68 00406950 HOME DEPOT, THE CEMENT 361.96
00945441 GRAINGER INC SUPPLIES 1,966.32
Water Supervision

Finance Accounting
Prepared by : A.Balingit
6/7/2023 June 13, 2023

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 12 - JUNE 1, 2023
FUND/CHECK#
00406635 ALLIANT INSURANCE SERVICES INSURANCE PREMIUM 77,900.90 00406679 EAST BAY WORK WEAR UNIFORMS 844.80
00406781 BANK OF AMERICA VARIOUS BUSINESS EXPENSES 372.04 00406855 VERIZON WIRELESS DATA USAGE 152.04
00406963 LEON, SILVA CHECK REPLACEMENT 711.11
00945456 DELL COMPUTER CORP COMPUTER SUPPLIES 82.08
Water Production
00406638 ANTIOCH ACE HARDWARE PARTS 94.13
00406640 ARAMARK UNIFORM SERVICES JANITORIAL SERVICE INVENTORY 96.40 00406679 EAST BAY WORK WEAR UNIFORMS 166.33
00406684 FASTSIGNS BUSINESS CARDS 180.92
00406686 FINBERG FENCING INC FENCE REPAIR 1,215.00
00406701 KARL NEEDHAM ENTERPRISES INC SLUDGE HANDLING 23,790.52 00406709 LIM AUTOMOTIVE SUPPLY INC AUTOMOTIVE REPAIR PARTS 61.33 00406715 MISCO PARTS 2,402.39
00406727 PACIFIC GAS AND ELECTRIC CO ELECTRIC 70.90
00406759 UNIVAR SOLUTIONS USA INC CHEMICALS 6,640.26
00406769 ALAMEDA ELECTRICAL DISTRIBUTORS PARTS 1,450.05 00406772 ANIMAL DAMAGE MANAGEMENT PEST CONTROL 425.00
00406773 ANIXTER INC CITY LOCKS 3,496.17
00406774 ANTIOCH ACE HARDWARE PARTS 110.16
00406775 ARAMARK UNIFORM SERVICES INVENTORY MAINTENANCE 96.40 00406777 AT AND T MCI PHONES 95.13
00406778 AT AND T MCI PHONES 794.64
00406781 BANK OF AMERICA VARIOUS BUSINESS EXPENSES 96.44 00406785 BRENNTAG PACIFIC INC CHEMICALS 8,216.79
00406788 CITY OF BRENTWOOD SUPPORT SERVICES 2,685.28
00406798 DENIOS INC FIRE CABINET DEPOSIT 3,249.50
00406803 FDAC EBA INSURANCE PREMIUM 70.18
00406804 FDAC EBA INSURANCE PREMIUM 70.18
00406808 FISHER SCIENTIFIC COMPANY LAB SUPPLIES 595.28
00406813 GUALCO GROUP INC, THE PROFESSIONAL SERVICES 4,185.00 00406814 HACH CO CHEMICALS 2,546.17
00406822 LIM AUTOMOTIVE SUPPLY INC PARTS 51.55
00406833 POLYDYNE INC CHEMICALS 6,903.68
00406838 RICE LAKE WEIGHING SYSTEMS INC PROFESSIONAL SERVICES 158.00 00406854 UNIVAR SOLUTIONS USA INC CHEMICALS 22,876.63
00406855 VERIZON WIRELESS DATA USAGE 38.01
00406911 BANK OF AMERICA VARIOUS BUSINESS EXPENSES 1,198.00 00407005 WALTER BISHOP CONSULTING CONSULTING SERVICES 5,372.18 00945438 CHEMTRADE CHEMICALS US LLC CHEMICALS 10,939.21 00945439 DELL COMPUTER CORP MOBILES 8,220.98
00945442 ICR ELECTRICAL CONTRACTORS ELECTRICAL SERVICE 12,557.97 00945455 CHEMTRADE CHEMICALS US LLC CHEMICALS 14,851.41 00945457 EUROFINS EATON ANALYTICAL INC WATER TESTING AND ANALYSIS 75.00 00945458 EVOQUA WATER TECHNOLOGIES LLC SERVICE & SURCHARGES 434.68 00945651 CHEMTRADE CHEMICALS US LLC CHEMICALS 7,514.47
Water Distribution

Finance Accounting
Prepared by : A.Balingit
6/7/2023 June 13, 2023

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 12 - JUNE 1, 2023
FUND/CHECK#
00406634 ALL STAR RENTS RENTAL EQUIPMENT 122.55
00406636 ALTA FENCE FENCE REPAIR 295.00
00406638 ANTIOCH ACE HARDWARE SCREWS 25.45
00406639 ANTIOCH BUILDING MATERIALS ASPHALT MATERIALS 1,110.72 00406671 CWEA SFBS MEMBERSHIP RENEWAL 404.00
00406679 EAST BAY WORK WEAR UNIFORMS 844.82
00406692 GRANITE CONSTRUCTION CO ASPHALT 1,864.86
00406698 ISINGS CULLIGAN WATER SERVICE 33.25
00406709 LIM AUTOMOTIVE SUPPLY INC TOOLS 791.19
00406723 OFFICE DEPOT INC OFFICE SUPPLIES 95.30
00406726 PACIFIC CREDIT SERVICES COLLECTION FEES 11.55
00406738 ROYAL BRASS INC PARTS 143.82
00406749 STOMMEL INC EQUIPMENT 2,006.98
00406778 AT AND T MCI PHONES 25.30
00406781 BANK OF AMERICA VARIOUS BUSINESS EXPENSES 1,578.84 00406797 DC ELECTRIC GROUP INC GATE REPAIR 1,025.26
00406798 DENIOS INC FIRE CABINET 3,249.50
00406803 FDAC EBA INSURANCE PREMIUM 135.99
00406812 GRANITE CONSTRUCTION CO ASPHALT 1,970.70
00406825 OFFICE DEPOT INC OFFICE SUPPLIES 71.07
00406839 ROBERTS AND BRUNE CO PARTS 768.26
00406840 RODRIGUEZ, DIANA EXPENSE REIMBURSEMENT 33.72
00406853 TYLER TECHNOLOGIES INC SOFTWARE UPDATE 3,125.00 00406855 VERIZON WIRELESS DATA USAGE 418.11
00406904 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 196.80 00406911 BANK OF AMERICA VARIOUS BUSINESS EXPENSES 599.00 00406950 HOME DEPOT, THE PARTS 907.24
00406980 OFFICE DEPOT INC OFFICE SUPPLIES 5.36
00406983 PACE SUPPLY CORP PIPE FITTINGS 2,672.72
00406991 ROBERTS AND BRUNE CO PIPE FITTINGS 1,797.82
00407000 SUNRISE ENVIRONMENTAL SUPPLIES 205.41
00945441 GRAINGER INC PAINT SUPPLIES 549.19
00945461 INFOSEND INC PRINT AND MAIL SERVICES 2,724.55
00945462 KLEINFELDER INC PROFESSIONAL SERVICES 1,128.20 00945653 INFOSEND INC PRINT AND MAIL SERVICES 2,158.63
00945657 WILLIAMS SCOTSMAN INC OFFICE CONTAINER RENTAL 1,285.21 Public Buildings & Facilities
00406653 BAY AREA AIR QUALITY MANAGEMENT PERMIT FEE 17,517.00 00406794 CSI METRICS LLC PROFESSIONAL SERVICES 14,117.28 00406847 STATE WATER RESOURCES CONTROL SITE CLEANUP 126.46 00406860 WR FORDE ASSOCIATES INC PROGRESS PAYMENT 994,030.00 00406919 CDM SMITH INC PROFESSIONAL SERVICES 190,836.71 00406928 CONSTRUCTION TESTING SERVICES PROFESSIONAL SERVICES 26,133.30 00407006 WATERSAVERS IRRIGATION CONTROLLERS 49,070.44
00945454 CAROLLO ENGINEERS INC PROFESSIONAL SERVICES 140,445.38 00945649 CAROLLO ENGINEERS INC ENGINEERING SERVICES 127,528.88 00945655 SHIMMICK CONSTRUCTION INC PROGRESS PAYMENT 2,171,044.95 Water Systems

Finance Accounting
Prepared by : A.Balingit
6/7/2023 June 13, 2023

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 12 - JUNE 1, 2023
FUND/CHECK#
00945453 BADGER METER INC REGISTERS 181,716.50
621 Sewer Fund
Swr-Wastewater Administration
00406634 ALL STAR RENTS RENTAL EQUIPMENT 122.55
00406636 ALTA FENCE FENCE REPAIR 295.00
00406639 ANTIOCH BUILDING MATERIALS ASPHALT MATERIALS 1,110.73 00406671 CWEA SFBS MEMBERSHIP RENEWAL 202.00
00406692 GRANITE CONSTRUCTION CO ASPHALT 1,864.84
00406698 ISINGS CULLIGAN WATER SERVICE 33.25
00406723 OFFICE DEPOT INC OFFICE SUPPLIES 95.30
00406736 ROBERTS AND BRUNE CO PARTS 2,304.75
00406778 AT AND T MCI PHONES 52.75
00406781 BANK OF AMERICA VARIOUS BUSINESS EXPENSES 2,045.00 00406795 CWEA SFBS CERTIFICATION FEE 100.00
00406797 DC ELECTRIC GROUP INC GATE REPAIR 1,025.27
00406798 DENIOS INC FIRE CABINET 3,249.50
00406804 FDAC EBA INSURANCE PREMIUM 62.03
00406812 GRANITE CONSTRUCTION CO ASPHALT 1,970.71
00406840 RODRIGUEZ, DIANA EXPENSE REIMBURSEMENT 33.73
00406853 TYLER TECHNOLOGIES INC SOFTWARE UPDATE 3,125.00 00406855 VERIZON WIRELESS DATA USAGE 304.08
00406950 HOME DEPOT, THE TOOLS & HARDWARE 2,944.53
00406980 OFFICE DEPOT INC OFFICE SUPPLIES 5.34
00945437 CANON FINANCIAL SERVICES COPIER LEASE 198.28
00945439 DELL COMPUTER CORP COMPUTER EQUIPMENT 8,206.48 00945441 GRAINGER INC REPAIR SUPPLIES 92.35
00945461 INFOSEND INC PRINT AND MAIL SERVICES 2,724.54
00945465 SCOTTO, CHARLES W AND DONNA F RENT 5,000.00
00945653 INFOSEND INC PRINT AND MAIL SERVICES 2,158.63
00945657 WILLIAMS SCOTSMAN INC OFFICE CONTAINER RENTAL 1,285.24 631 Marina Fund
Marina Administration
00406669 COUNTY LOCK LOCK REPAIR 353.75
00406670 CSJ&J AQUATIC GARDENS LLC CIRCULATOR PUMPS 8,024.04 00406803 FDAC EBA INSURANCE PREMIUM 27.55
00406855 VERIZON WIRELESS DATA USAGE 38.01
00406904 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 245.22 00406985 PEPPER INVESTMENTS INC PEST CONTROL SERVICE 125.00 00406992 ROBINS LOCK AND KEY LOCK REPAIR 190.00
00945643 AMERICAN PLUMBING INC PLUMBING REPAIR 1,395.00

Finance Accounting
Prepared by : A.Balingit
6/7/2023 June 13, 2023

J
Agenda Item #

STAFF REPORT TO THE CITY COUNCIL

DATE: Regular Meeting of June 13, 2023

TO: Honorable Mayor and Members of the City Council

SUBMITTED BY: Brad Helfenberger, Parks and Recreation Director

SUBJECT: Agreement Supplement No. 2 With Contra Costa County for Library Maintenance and Service for Fiscal Year 2023/24 in the Amount of $162,657.

RECOMMENDED ACTION
It is recommended that the City Council adopt the attached resolution:

1. Approving Agreement Supplement No. 2 with Contra Costa County for library maintenance and service for Fiscal Year 2023-24 in the amount of $162,657; and

2. Authorizing the Acting City Manager to execute the agreement.

FISCAL IMPACT
The City’s obligation under the M aintenance and Service Agreement Supplement No. 2 is $162,657. The proposed Fiscal Year 2023/24 General Fund Budget includes up to $167,000 for this agreement.

DISCUSSION
Contra Costa County is the owner of the property located at 501 W. 18th Street which is the site of the Antioch Library. The County operates the facility as a public library that lends books and other media to the public and offers programs to the public.

The City of Antioch and the County agree that the presence of a public library in city limits enhances the quality of life for the community. Both agencies jointly desire to work cooperatively to permit the County to operate the Library as a public libr ary. Toward this end, the City contributes to the cost of maintaining the Library in exchange for receiving Library Services with base hours of 40 hours per week.

The County is requesting that the City formalize the service arrangements in writing. No other changes of significance are noted.

Antioch City Council Report
June 13, 2023 Agenda Item# J 2

ATTACHMENTS
A. Resolution
B. Maintenance and Service Agreement Supplement No. 2
C. Original 2021 Agreement

ATTACHMENT A
RESOLUTION NO. 2023/xxx

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ANTIOCH
APPROVING AGREEMENT SUPPLEMENT NO. 2 WITH CONTRA COSTA COUNTY FOR LIBRARY MAINTENANCE AND SERVICE FOR FISCAL YEAR 2023/24 IN THE AMOUNT OF $162,657.

WHEREAS, Contra Costa County is the owner of the real property located at 501 W. 18th Street, Antioch, CA 94509, the site of the Antioch Library (the “Library”);

WHEREAS, the County operates the Library as a public library that lends books and other media to the public and offers programs to the public;

WHEREAS, the City of Antioch and the County agree that the presence of a full - service community library enhances the quality of life in the community; and

WHEREAS, the City desires to contribute to the cost of maintaining the Library in exchange for receiving Library Services at the Library for Base Hours.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Antioch, hereby:

Section 1.

Approves Agreement Supplement No. 2 with Contra Costa County for library maintenance and service for Fiscal Year 2023- 24 in the amount of $162,657.

Section 2. Authorizes the Acting City Manager to execute the agreement in a form approved by the City Attorney.

* * * * * * *

I HEREBY CERTIFY that the foregoing resolution was passed and adopted by the City Council of the City of Antioch at a regular meeting thereof, held on the 13th day of June 2023, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

__________________________________

ELIZABETH HOUSEHOLDER

CITY CLERK OF THE CITY OF ANTIOCH

EXHIBIT A
Sup
plement for Fiscal Year 2023-24
AGR
EEMENT SUPPLEMENT No. 2
Th
is Agreement Supplement No. 2 is dated July 1, 2023 and supplements the Agreement dated July 1, 2021 (the “Agreement”) between the City of Antioch, a municipal corporation of the State of California (the “City”), and the County of Contra Costa, a political subdivision of the State of California (the “County”).

U
nless otherwise defined herein, capitalized terms have the meanings given to such terms in the Agreement.

1. I
n exchange for the payment of Maintenance Costs by the City, the number of Base Hours to be provided by the County for the Antioch Library in the Fiscal Year beginning July 1, 2023 is forty (40).

2. T
he number of Base Hours to be provided by the County in the Fiscal Year beginning July 1, 2023 for the Antioch Library is forty (40).

3. T
he number of Extra Hours to be provided in the Fiscal Year beginning July 1, 2023 is zero (0).

4. T
he number of Actual Hours to be provided in the Fiscal Year beginning July 1, 2023 is forty (40).

5. T
he Maintenance Costs for the Fiscal Year beginning July 1, 2023 is $162,657

6. T
he City’s Obligation for the Fiscal Year beginning July 1, 2023 is $162,657.

7. Th
is Agreement Supplement No. 2 is effective in accordance with the terms of the Lease.

COUNTY CITY
COUNTY OF CONTRA COSTA, a CITY OF ANTIOCH, a
Political subdivision of the State of Municipal Corporation of the State of California California
B
y: _______________________ by: _______________________
Alison McKee Forrest Ebbs
County Librarian Acting City Manager

ATTACHMENT B

LIBRARY MAINTENANCE
and

SERVICE AGREEMENT
Between

COUNTY OF CONTRA COSTA
and

THE CITY OF ANTIOCH
July 1, 2021

ATTACHMENT C

LIBRARY MAINTENANCE AND SERVICE AGREEMENT

BETWEEN

COUNTY OF CONTRA COSTA AND THE CITY OF ANTIOCH

1. DEFINITIONS 1

2. TERM 2

3. CONSIDERATION— BASE HOURS 2

4. CONSIDERATION— EXTRA HOURS 2

5. OPERATIONS: HOURS; COSTS 2
A. Initial Period 2
B. Annual Modifications 3
C. City Election: Extra Hours 3
D. Invoices; Payment 3

6. DEFAULT; REMEDIES 3

7. MISCELLANEOUS 5
A. Notices 5
B. Governing Law 5
C. Severability 5
D. Entire Agreement 5
E. Construction; Modification 6

EXHIBITS
Exhibit A Form of Agreement Supplement

LIBRARY

MAINTENANCE AND SERVICE

AGREEMENT
This library maintenance and service agreement is dated July 1, 2021 ( the " Effective Date"), and is between the CITYOFANTIOCH a California municipal corporation (the "City"), and the COUNTY OF CONTRA COSTA, a political subdivision of the State of California ( the County").

Recitals
A. TheCountyis theownerof therealpropertylocatedat 501W. 18`hStreet, Antioch, CA 94509 ( the " Property").

B. The Property hasbeen improved with a building, a parking lot and landscaping. The building is the site of the Antioch Library ( the " Library"). The County operates the Library as a public library that lends books and other media to the public and offers programs to the public.

C. The City and the County agree that the presence of a public library in a community enhancesthe quality of life in that community. The City and the County, therefore, desire to work cooperatively to permit the County to operate the Library as a public library.

Toward this end, the City desires ( i) to contribute to the cost of maintaining the Library in exchangefor receiving Library Servicesat the Library for Base Hours, and (ii) to pay for the cost of additional Library Services made available at the Library through Extra Hours.

The parties therefore agree as follows:

AGREEMENT

1. DEFINITIONS. The following terms have the following meanings:

Actual Hours" means the number of hours of Library Services that the County will provide eachweek in a Fiscal Year at the Library and is the sum of BaseHours and Extra Hours.

Agreement Supplement" means a supplement to this Agreement in substantially the form of Exhibit A— Form of Agreement Supplement.

Base Hours" means the number of hours of Library Services that the County will provide each week in a Fiscal Year at the Library.

Extra Hours" meansthe number of hours of Library Servicesthat the City electsto obtain from the County each week at the Library that are in excess of Base Hours. The City is responsible for the cost of Extra Hours.
1 Fiscal Year" meansa twelve-month period beginning July 1.

Librarian" meansthepersondesignatedby theCountyastheCountyLibrarian.

Library Services" includeslendingbooksandothermediatothepublic, offeringprogramsto thepublic,andprovidingcollectionmanagementandtechnicalservicesin thecourseof operating theLibrary. Exceptasotherwiseprovidedherein, Library ServicesdoesnotincludeMaintenance Costs.

MaintenanceCosts"meansthecostofmaintainingtheLibrary, asreasonablydeterminedby the County, andincludesthecostof landscaping, pestcontrol, utilities, custodialservicesand routine maintenance.

2. TERM. The " Initial Term" of this agreement begins on the Effective Date and ends on June 30, 2022.

A. AutomaticRenewal. This agreementwill automaticallyrenewon a yearly basisunless written notice is given by either party of their intent to terminate the agreementat least one year in advance in accordance with Section 2.B, Termination, below. Each annual renewal period is a" Renewal Term." Each Renewal Term will automatically commence on the day following the last day of the prior Term. Upon commencement ofa Renewal Term, the " Term" of this agreement will be deemed to mean the Initial Term and each Renewal Term.

B. Termination. Eitherpartymay terminatethis agreementat any time by giving the other party written notice at least one year prior to the proposedtermination date. In the event of termination, theCountyshalldiscontinueinvoicingtheCity andreducethenumberof hourstheLibraryisoperatedtothatnumberthatleavestheCountyindifferenttotheCity's reduced contribution to Maintenance Costs, even if such reduction results in the closure of the Library.

3. CONSIDERATION— BASE HOURS. In exchangefor theCity payingtheMaintenanceCosts in accordancewith thisagreement, theCountyshallperformLibraryServicesattheLibraryfor that number of hours equal to Base Hours.

4. CONSIDERATION— EXTRA HOURS. In exchangefor the City payingfor thecostof Extra Hours, assuchcostsaredeterminedby theCounty, theCountyshallperformLibrary Servicesat theLibrary for thenumberof ExtraHoursdeterminedby theCity andtheCountyin accordance with Section 5.C, City Election; Extra Hours, below.

5. OPERATIONS: HOURS; COSTS.

A. Initial Period. For theInitial Term (i) thenumberof BaseHourstheCountywill provide, ii) the number of Extra Hours the City elects to obtain from the County, ( iii) the resulting numberof Actual Hours, and(iv) thecostto theCity for MaintenanceCostsand 2 Extra Hours ( such costs, the " City' s Obligation") are set forth in Agreement Supplement No. 1, which supplement is substantially in the form of Exhibit A.

B. Annual Modifications. For eachRenewal Term, the Librarian will provide an Agreement Supplementto theCity in substantiallythe form of Exhibit A by March31 of eachyear.

TheAgreementSupplementwill setforth (i) thenumberof BaseHoursthe Countywill providein theupcomingFiscalYear, (ii) thenumberof ExtraHoursof Library Servicethe CountyanticipatesthattheCity will electto obtainfrom theCountyat theLibrary in the upcomingFiscal Year (in the absenceof more current information from the City, the Countywill assumethenumberof ExtraHoursin theupcomingFiscalYearwill be equal to the number of Extra Hours then in effect), ( iii) the resulting number of Actual Hours during which Library Serviceswill be conductedat the Library in the upcomingFiscal Year, and (iv) the cost of the City' s Obligation.

C. City Election: ExtraHours. Within 60 daysof receivingtheAgreementSupplement, the City shallnotify theLibrarianin writing if it intendsto modify thenumberof ExtraHours attheLibrary in theupcomingFiscalYear. Suchmodificationmaybebasedon fiscalor other considerationsidentified by the City.

1. Changein Extra Hours from Prior Fiscal Year. If the County receivesa notice modifyingthenumberof ExtraHoursdesiredin theupcomingFiscalYearwithin the time allotted, the parties shall use good faith efforts to finalize a revised Agreement Supplementfor the upcomingFiscalYear beforetheJuly 1 startof thatFiscalYear.

If the City fails to makea final determinationregardingthenumberof Extra Hours beforethestartof theupcomingFiscalYear,theAgreementSupplementissuedby the Librarianfor theupcomingFiscalYearwill beeffectiveuntil theCity makesits final determination and a revised Agreement Supplement for that Fiscal Year is executed.

Thefinal, revised, AgreementSupplementwill beeffectiveuponits executionby the County and the City.

2. No Changein ExtraHoursfrom PriorFiscalYear. If theCountydoesnot receivea noticemodifying thenumberof ExtraHoursdesiredin theupcomingFiscalYear within the time allotted, the County and the City shall each execute the original AgreementSupplementissuedby the Librarian for the upcomingFiscal year, which AgreementSupplementwill becomeeffectiveon July 1of the FiscalYear to which it applies.

D. Invoices; Payment. TheCountywill invoicetheCity quarterlyfor MaintenanceCostsand ExtraHours, if applicable, incurredin theprior quarter. TheCity shallpaytheCountythe amount due to the County within thirty ( 30) days of receipt of the invoice. Inno event is the City obligatedto pay an amountgreaterthan the amountidentified as the City's Obligation in the Agreement Supplement in effect for that Fiscal Year.

6. DEFAULT; REMEDIES. If theCity fails to paythefull amountof theCity's Obligation, it is a defaultunderthis agreement. Upontheoccurrenceof adefaultby theCity, theCountymay 3 reducethenumberofhourstheLibraryisoperatedtothatnumberthatleavestheCountyindifferent totheCity'sfailuretopay, evenif suchreductionresultsintheclosureoftheLibrary.

7. MISCELLANEOUS.

A.

Notices. AnynoticerequiredorpermittedunderthisLeasemustbeinwritingandsent by facsimilewith written transmissionconfirmation, overnightdeliveryserviceor registeredor certifiedmail, postageprepaidanddirectedasfollows:

To City: City Manager
200 H Street
Antioch, CA 94509- 1285
Phone: ( 925) 779- 7011
Facsimile: ( 925) 779- 7003
Copy to:

City Attorney
200 H Street
Antioch, CA 94509- 1285
Phone: ( 925) 779- 7016
Email: [email protected]
To County: County Librarian
ContraCostaCountyLibrary
777 Arnold Drive, Suite 210, Martinez, CA 94553
Phone: ( 925) 608- 7700
Facsimile: ( 925) 608- 7761
Eitherpartymayatanytimedesignatein writing asubstituteaddressfor thatsetforthabove, andthereafternoticesareto be directedto suchsubstitutedaddress. If sentin accordance with this Section, all written noticeswill bedeemedeffective (i) uponconfirmedfacsimile transmission, ( ii) thenextbusinessday, if sentby overnightcourier,and(iii) threedaysafter being depositedin the United StatesPostal system.

B.

GoverningLaw. ThelawsoftheStateofCaliforniagovernallmattersarisingoutofthis agreement.

C. Severability. In theeventthatanyprovisionsof this agreementareheldto beinvalid or unenforceablein anyrespect, thevalidityandenforceabilityof theremainingprovisions of this agreementwill not in anywaybeaffectedor impaired.

D. EntireAgreement. Neitherpartyhasreliedon anypromiseor representationnot contained in this agreement. All previous conversations, negotiations and understandings are of no further force or effect.
4 E. Construction; Modification. This agreementis not to be construedas if it hasbeen preparedby oneof theparties, butratherasif bothpartieshavepreparedit. This agreementmaybemodifiedonlybyawritingsignedbybothparties.

Thepartiesareexecutingthisagreementasof thedatesetforthin theintroductoryparagraph.

COUNTY CITY
COUNTY OF CONTRA COSTA, a CITY OF ANTIOCH, a
political subdivision of the State of municipal co ation of the State of California Califo
44 (/'''
By: By:

Alison McKee me ' s Joh son
County Librarian Inte Cit anager
APPROVED AS TO FORM:

MARY ANN MCNETT MASON,

COUNTY COUNSEL
By: 5
By: 7.,/ I-.

Kathleen M. Andrus ThomasLIWNW
Deputy County Counsel City Att ti"
ATTEST:
4 niti
By: Elizab h J usehe1der .. '
City Clerk - --__
5 EXHIBIT A
Form of Agreement Supplement
AGREEMENT SUPPLEMENT No. [ ]
This Agreement Supplement No. [ ] is dated July 1, 2021, and supplements the Library Maintenance and Service Agreement datedJuly 1, 2021, betweenthe City of Antioch, amunicipal corporation of the State of California ( the " City"), and the County of Contra Costa, a political subdivision of the Stateof California( the "County").

Unless otherwise defined herein, capitalized terms have the meanings given to such terms in the Library Maintenance and Service Agreement.

1. In exchangefor the payment of the Maintenance Costs by the City, the number of Base Hours to be provided by the County in the Fiscal Year beginning July 1, 2021, is 40.

2. The number of Extra Hours to beprovided in the Fiscal Year beginning July 1,2021, is 0.

3. The number of Actual Hours to be provided in the Fiscal Year beginning July 1, 20219, is

40. 4. The Maintenance Costs for the Fiscal Year beginning July 1, 2021, is $ 168, 895.

5. The cost of the Extra Hours for the Fiscal Year beginning July 1, 2021, is $0.

6. The City' s Obligation for the Fiscal Year beginning July 1, 2021, is $ 168, 895.

7. This Agreement Supplement No. [ ] is effective in accordance with the terms of the Library Maintenance and Service Agreement.

COUNTY CITY
COUNTY OF CONTRA COSTA, a CITY OF ANT e CH, a
political subdivision of the State of munici• al co ! orafion of he State of California Califo*,
By: By: ti
Alison McKee orne nson
County Librarian In : * Ci y Manager
6 ____K____
Agenda Item #

STAFF REPORT TO THE CITY COUNCIL

DATE: Regular Meeting of June 13, 2023

TO: Honorable Mayor and Members of the City Council

SUBMITTED BY: Alan Barton, Information Systems Director

SUBJECT: Microsoft Office 365 Master Agreement

RECOMMENDED ACTION
It is recommended that the City Council adopt a resolution authorizing the Acting City Manager to execute a cooperative purchase arrangement via the Riverside agreement (PSA-0001526/RIVCO-2020-RFQ-0000048) for a Microsoft Office 365 3 -year master agreement in an amount not to exceed $435,000.

FISCAL IMPACT
The draft 2023-25 Information Systems budget includes funds for this project.

DISCUSSION
This will be for a new 3 -year contract for all of the City’s Microsoft licenses. These licenses provide City staff all necessary Microsoft software to perform their day -to-day tasks.

ATTACHMENTS
A. Resolution
B. Insight quote
C. Riverside agreement Contract

ATTACHMENT A

RESOLUTION NO. 2023/**

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ANTIOCH
APPROVI NG THE 3-YEAR AGREEMENT FOR MICROSOFT OFFICE 365 NOT TO EXCEED $435,000 AND AUTHORIZE THE ACTING CITY MANAGER

OR DESIGNEE TO ENTER INTO AN AGREEMENT WITH INSIGHT

WHEREAS, the City's Information Systems department annually assesses hardware and software in conjunction with the operational needs of each division; and

WHEREAS, the City's Information Systems department maintains the City's technology through timely replacement of hardware and software that are beyond their useful life, which is critical in managing costs and liability associated with aging technology.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Antioch authorize the Acting City Manager to execute the cooperative purchase arrangement via the Riverside agreement (PSA -0001526/RIVCO-2020-RFQ-0000048), and issuance of a purchase order for Microsoft software licensing to Insight, in the amount not to exceed $435,000.

* * * * * * * *

I HEREBY CERTIFY that the foregoing resolution was passed and adopted by the City Council of the City of Antioch at a regular meeting thereof, held on the 13th day of June 2023, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

______________________________________

ELIZABETH HOUSEHOLDER

CITY CLERK OF THE CITY OF ANTIOCH

1 of 1 6/8/2023
City of Antioch
Quotation: 0623-CityofAntioch_Preliminary_Renewal-MSEA-FA Insight Team Date: June 1, 2023 Robertson, Christopher
Enrollment: 52663988 (480) 409-6775
Contract: PSA-0001526/RIVCO-2020-RFQ-0000048
Customer understands and acknowledges that it is obtaining the software Products directly from Microsoft Corporation and that Insight provides no warranty to Customer covering the Products purchased hereunder. All warranties relating to such Products are granted solely by Microsoft Corporation.

Enrollment#: 52663988
Confidential. Cover Thank you for the opportunity to quote.

ATTACHMENT B
6/8/2023 Page 1 of 1
City of Antioch
Quotation: 0623-CityofAntioch_Preliminary_Renewal-MSEA-FA Date: June 1, 2023
Enrollment: 52663988
Contract: PSA-0001526/RIVCO-2020-RFQ-0000048
Part Number Item Name Level Purchase Period Pool Product Type Quantity Unit Price Extended Price Additional Products
359-00961 SQL CAL ALng SA User CAL D Added at Signing Servers Software Assurance 50 37.36$ 1,868.00$ 228-04433 SQL Server Standard ALng SA D Added at Signing Servers Software Assurance 1 160.68$ 160.68$ 9EA-00278 Win Server DC Core ALng SA 2L D Added at Signing Servers Software Assurance 24 125.25$ 3,006.00$ 9EM-00270 Win Server Standard Core ALng SA 2L D Added at Signing Servers Software Assurance 8 19.22$ 153.76$ Year 1 On-Premises Total: 5,188.44$
Year 1 Subscriptions Total: 139,324.04$
Year 1 Combined Total: 144,512.48$
Additional Products
359-00961 SQL CAL ALng SA User CAL D Added at Signing Servers Software Assurance 50 37.36$ 1,868.00$ 228-04433 SQL Server Standard ALng SA D Added at Signing Servers Software Assurance 1 160.68$ 160.68$ 9EA-00278 Win Server DC Core ALng SA 2L D Added at Signing Servers Software Assurance 24 125.25$ 3,006.00$ 9EM-00270 Win Server Standard Core ALng SA 2L D Added at Signing Servers Software Assurance 8 19.22$ 153.76$ Year 2 On-Premises Total: 5,188.44$
Year 2 Subscriptions Total: 139,324.04$
Year 2 Combined Total: 144,512.48$
Additional Products
359-00961 SQL CAL ALng SA User CAL D Added at Signing Servers Software Assurance 50 37.36$ 1,868.00$ 228-04433 SQL Server Standard ALng SA D Added at Signing Servers Software Assurance 1 160.68$ 160.68$ 9EA-00278 Win Server DC Core ALng SA 2L D Added at Signing Servers Software Assurance 24 125.25$ 3,006.00$ 9EM-00270 Win Server Standard Core ALng SA 2L D Added at Signing Servers Software Assurance 8 19.22$ 153.76$ Year 3 On-Premises Total: 5,188.44$
Year 3 Subscriptions Total: 139,324.04$
Year 3 Combined Total: 144,512.48$
3 Year On-Premises Total: 15,565.32$
3 Year Subscriptions Total: 417,972.12$
3 Year Combined Total: 433,537.44$
Confidential. EA At Signing Thank you for the opportunity to quote. 6/8/2023 Page 1 of 1
City of Antioch
Quotation: 0623-CityofAntioch_Preliminary_Renewal-MSEA-FA Subscription Start Date: 6/1/2023 Date: June 1, 2023 Subscription End Date: 5/31/2026
Enrollment: 52663988
Contract: PSA-0001526/RIVCO-2020-RFQ-0000048
Year One: 12 Months 12
Part Number Item Name Level Purchase Period Pool Product Type Quantity Term Price Extended Price Enterprise Products
AAD-34704 M365 G3 Unified FUSL GCC Sub Per User D Non-Specific Servers Monthly Subscriptions-VolumeLicense 345 $383.01 132,138.45$ U4S-00002 O365 G1 GCC Sub Per User D Non-Specific Servers Monthly Subscriptions-VolumeLicense 48 $92.49 4,439.52$ Additional Products
3MS-00001 Exchange Online P1 GCC Sub Per User D Non-Specific Servers Monthly Subscriptions-VolumeLicense 66 $36.15 2,385.90$ NMH-00001 Intune Device P1 GCC Sub Per Device D Non-Specific Servers Monthly Subscriptions-VolumeLicense 9 $19.95 179.55$ DDJ-00001 Power BI Pro GCC Sub Per User D Non-Specific Servers Monthly Subscriptions-VolumeLicense 2 $90.31 180.62$ NYH-00001 Teams AC with Dial Out US/CA GCC Sub Add-on D Non-Specific Servers Monthly Subscriptions-VolumeLicense 393 $0.00 -$ 12 Month Total: 139,324.04$
Year Two: 12 Months 12
Enterprise Products
AAD-34704 M365 G3 Unified FUSL GCC Sub Per User D Non-Specific Servers Monthly Subscriptions-VolumeLicense 345 $383.01 132,138.45$ U4S-00002 O365 G1 GCC Sub Per User D Non-Specific Servers Monthly Subscriptions-VolumeLicense 48 $92.49 4,439.52$ Additional Products
3MS-00001 Exchange Online P1 GCC Sub Per User D Non-Specific Servers Monthly Subscriptions-VolumeLicense 66 $36.15 2,385.90$ NMH-00001 Intune Device P1 GCC Sub Per Device D Non-Specific Servers Monthly Subscriptions-VolumeLicense 9 $19.95 179.55$ DDJ-00001 Power BI Pro GCC Sub Per User D Non-Specific Servers Monthly Subscriptions-VolumeLicense 2 $90.31 180.62$ NYH-00001 Teams AC with Dial Out US/CA GCC Sub Add-on D Non-Specific Servers Monthly Subscriptions-VolumeLicense 393 $0.00 -$ 12 Month Total: 139,324.04$
Year Three: 12 Months 12
Enterprise Products
AAD-34704 M365 G3 Unified FUSL GCC Sub Per User D Non-Specific Servers Monthly Subscriptions-VolumeLicense 345 $383.01 132,138.45$ U4S-00002 O365 G1 GCC Sub Per User D Non-Specific Servers Monthly Subscriptions-VolumeLicense 48 $92.49 4,439.52$ Additional Products
3MS-00001 Exchange Online P1 GCC Sub Per User D Non-Specific Servers Monthly Subscriptions-VolumeLicense 66 $36.15 2,385.90$ NMH-00001 Intune Device P1 GCC Sub Per Device D Non-Specific Servers Monthly Subscriptions-VolumeLicense 9 $19.95 179.55$ DDJ-00001 Power BI Pro GCC Sub Per User D Non-Specific Servers Monthly Subscriptions-VolumeLicense 2 $90.31 180.62$ NYH-00001 Teams AC with Dial Out US/CA GCC Sub Add-on D Non-Specific Servers Monthly Subscriptions-VolumeLicense 393 $0.00 -$ 12 Month Total: 139,324.04$
36 Month Total: 417,972.12$
Confidential. EA Monthly Subscriptions Thank you for the opportunity to quote.

ATTACHMENT C

___L ___
Agenda Item #

STAFF REPORT TO THE CITY COUNCIL

DATE: Regular Meeting of June 13, 2023

TO: Honorable Mayor and Me mbers of the City Council

SUBMITTED BY: Steven A. Ford, Chief of Police

SUBJECT: Increase of Purchase Order with San Diego Police Equipment Co.

Inc. for Department Duty and Training Ammunition

RECOMMENDED ACTION
It is recommended that the City Council adopt a resolution approving an increase to the purchase order with San Diego Police Equipment Co. Inc. for $31,000 for department duty and training ammunition. The total purchase order would increase from $65,000 to a total amount of $96,000.

FISCAL IMPACT
Funding for this request is included in t he approved fiscal year 2022/23 General Fund Police Department Budget.

DISCUSSION
Since 2003, the City has been utilizing San Diego Police Equipment Co. Inc. for the bulk purchase of duty and training a mmunition. San Diego Police E quipment Co. Inc. is the sole distributor on the west coast for Federal brand law enforcement ammunition, offered at a discounted state/county/city governm ent rate. Federal brand duty and training ammunition is an industry-standard amm unition brand based on quality control in materials and performance. The Federal brand ammunition used by the Antioch Police Department meets or exceeds the FBI Test Protocol performance standards for law enforcement use.

Beginning in 2020, San Diego Police Equipment Co . Inc. noticed it’s clients that Federal brand law enforcement duty and training ammunition was facing significant supply-chain difficulties due to complications associated with the coronavirus pandemic. Delays in manufacturing and delivery were initially forecast at six months to a year. Mid-way through 2021, delays were projected out to a year and a half, and then to almost two years. This created a significant delay in supply and demand for pending orders.

The funds budgeted for San Diego Police Equipment Co. Inc. are Council approved and encumbered as annual recurring purchase order s. The department did not receive its annual ammunition orders for fiscal y ear 2020/21 ($65,000), fiscal year 2021/22 ($60,000), or fiscal year 2022/23 ($65,000). The encumbered funds for FY21 and FY22 Antioch City Council Report
June 13, 2023 Agenda Item #L 2
were not carried over or budgeted into the following years. This year, we began to receive the back orders of ammunition from San Diego Police Equipment Co. Inc. in three shipments. One-time costs to close-out department orders, take delivery of duty and training ammunition (filling our department in ventory), are estimated not to exceed $31,000.

ATTACHMENTS
A. Resolution

ATTACHMENT A

RESOLUTION NO. 2023/

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ANTIOCH APPROVING A PURCHASE ORDER INCREASE WITH SAN DIEGO POLICE EQUIPMENT CO. INC.

IN THE AMOUNT OF $31,000 FOR A TOTAL OF $91,000 FOR DUTY AND

TRAINING AMMUNITION

WHEREAS, the City currently utilizes San Diego Police Equipment Co. Inc., a west coast sole distributor for Federal brand law enforcement duty and training ammunition;

WHEREAS, due to manufacturer and distributor supply-chain delays due to the coronavirus pandemic, staff need to complete purchases of industry-standard ammunition for duty and training purposes; and

WHEREAS, funding for this request is included in the approved fiscal year 2022/23 General Fund Police Department budget.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Antioch hereby approves the purchase order increase in the amount of $31,000 for a total amount $91,000 for fiscal year 2022/23.

* * * * * * *

I HEREBY CERTIFY that the foregoing resolution was passed and adopted by the City Council of the City of Antioch at a regular meeting thereof, held on the 13th day of June 2023, by the following vote:

AYES:

NOES:

ABSTAINED:

ABSENT:
__________________________________

ELIZABETH HOUSEHOLDER

CITY CLERK OF THE CITY OF ANTIOCH

P
Agenda Item #
S

TAFF REPORT TO THE CITY COUNCIL
DAT
E: Regular Meeting of June 13, 2023
T
O: Honorable Mayor and Members of the City Council
SUBMITTED BY: Thomas Lloyd Smith, City Attorney TLS
SUBJ
ECT: Display of The Pride Flag at City Hall

RECOMMENDED ACTION
It is recommended that the City Council move to adopt the resolution directing the Acting City Manager or designee to fly the Rainbow Pride Flag at City Hall throughout the month of June 2023 in recognition of Lesbian, Gay, Bisexual, Transgender, Questioning Community Pride Month in the City of Antioch.

FIS

CAL IMPACT
This action has no fiscal impact . The LGBTQ Pride flag will be provided to the City by residents of its community who have requested to fly the flag at City Hall during LGBTQ Pride Month.

DI

SCUSSION
In June of 1969, the Stonewall Riots served as a catalyst for the Lesbian, Gay, Bisexual, Transgender, Questi oning Community (“ LGBTQ”) rights movement in the United States and around the world, which is committed to achieving equal justice under law for LGBTQ Americans and is commemorated during LGBTQ Pride Month every year in June.

A
t the June 13, 20 23, Antioch City Council meeting the City Council shall discuss a proclamation for LGBTQ Pride Month and passage of a resolution to flying the Rainbow Pride Flag at City Hall throughout the month of June 20 23 in recognition of LGBTQ Community Pride Month in the City of Antioch.

Th
e attached resolution for City Council’s consideration directs staff to fly the Rainbow Pride Flag at City Hall th roughout the month of June 20 23 in recognition of LGBTQ Pride Month in the City of Antioch.

AT

TACHMENT
A. Resolution

ATTACHMENT A
RESOLUTION NO. 2023/**

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ANTIOCH

DIRECTING STAFF TO FLY THE RAINBOW PRIDE FLAG AT ANTIOCH CITY HALL THROUGHOUT THE MONTH OF JUNE IN RECOGNITION OF JUNE 2023 AS

LESBIAN, GAY, BISEXUAL, TRANSGENDER, QUESTIONING COMMUNITY

PRIDE MONTH

WHEREAS, in June of 1969, the Stonewall Riots served as a catalyst for the Lesbian, Gay, Bisexual, Transgender, Questioning Community (“LGBTQ”) rights movement in the United States and around the world, which is committed to achieving equal justice under law for LGBTQ Americans and is commemorated during LGBTQ Pride Month every year in June;

WHEREAS, the City of Antioch has a diverse LGBTQ community and is committed to supporting visibility, dignity, and equity for all people in the community;

WHEREAS, many of the residents, students, employees, and business owners within the City of Antioch who contribute to the enrichment of our City are a part of the LGBTQ community;

WHEREAS, LGBTQ Americans serve as leaders in all professional fields, make contributions that strengthen the fabric of American society, and, due in great part to the efforts of the LGBTQ rights movement, are able to live their lives more openly today than ever before;

WHEREAS, LGBTQ youth should feel safe to learn, grow, and enjoy their childhood without the fear of discrimination, harassment, bullying, or hate crimes;

WHEREAS, the LGBTQ rights movement has achieved great progress, but there is more work to be done within our nation;

WHEREAS, the rainbow flag, also known as the LGBT Q pride flag or gay pride flag, has been used since the 1970’s as a symbol of LGBTQ pride and LGBT Q social movements;

WHEREAS, flying the rainbow flag at City Hall throughout the month of June further symbolizes the City’s celebration of diversity and support for the LGBTQ community;

WHEREAS, the LGBTQ Pride Rainbow Flag has been raised around the world as a symbol of diversity, inclusion, and hope for members of the LGBTQ community;

WHEREAS, the City of Antioch will be offered an LGBTQ pride rainbow flag by residents of its community who request to f ly the flag at City Hall during LGBTQ Pride Month; and
RESOLUTION NO. 2023/**
June 13, 2023

WHEREAS, the City Council is open to considering similar requests to fly flags celebrating the efforts of other nationally recognized civil rights movements that strive for equal rights and equal protection under the law for groups that have historically endured and sought to overcome unlawful and unjust discrimination within our country.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Antioch hereby resolves as follows:

1. The Acting City Manager or designee is directed to fly the Rainbow Pride Flag at City Hall throughout the month of June 2023 in recognition of Lesbian, Gay, Bisexual, Transgender, Questioning Community Pride Month in the City of Antioch.

2. This resolution shall become effective immediately upon its passage and adoption.

* * * * * * * *

I HEREBY CERTIFY that the foregoing resolution was passed and adopted by the City Council of the City of Antioch at a regular meeting thereof, held on the 1 3 th day of
June, 2023, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

___________________________________

ELIZABETH HOUSEHOLDER, MPP

CITY CLERK OF THE CITY OF ANITOCH
Q
Agenda Item #

STAFF REPORT TO THE CITY COUNCIL
DATE: Regular Meeting of June 13, 2023
TO: Honorable Mayor and Members of the City Council
SUBMITTED BY:

APPROVED BY:

Jeff Cook, Collections Superintendent

SUBJECT: First Amendment to On -Call Biologist Services Agreement for Nomad Ecology, LLC

RECOMMENDED ACTION
It is recommended that the City Council adopt a resolution:

1. Approving the first amendment for the on -call biologist services agreement with Nomad Ecology LLC, in a form approved by the City Attorney; and

2. Authorizing the Acting City Manager to execute the first amendment for the on-call biologist services agreement with Nomad Ecology.

FISCAL IMPACT
Approval of this resolution increases the total cost from $30,000 to $90,000. The fiscal year impact remains the same and is included in the draft fiscal year 2023 -25 NPDES budget.

DISCUSSION
The Department of Public Works performs citywide maintenance work in creeks and channels to preserve regional waterways and storm outlets. Most of the work is seasonal in nature and performed in accordance with a Routine Maintenance Agreement (“RMA”) between the City and St ate of California Department of Fish and Wildlife Resources Agency (“CDFW”). Included in the requirements of our RMA is the use of biologists for yearly surveys, pre -construction surveys, daily monitoring and species reporting. If the City does not meet it s requirements for biologist services each year, our RMA can be rescinded by the CDFW.

On April 22 , 2022, the City of Antioch submitted an Informal Request for Qualifications for On-Call Biologist Services. The City received a total of five (5) submissions on May 6, 2022, and three (3) of those biologists were chosen after a full review of qualifications.

On June 3, 2022, the City contracted with Nomad Biology.

Scott Buenling, Acting Public Works Director/City Engineerfj!J' Antioch City Council Report
June 13, 2023, Agenda Item #Q 2

Following the agreement execution, each approved biologist team had to undergo a rigorous evaluation by the Department of Fish and Wildlife for approval. Once approved, the biologist teams were utilized in the best capacity in the field during RMA work.

Shortly after funds for the current fiscal year were utilized, it became evident that the agreement terms would need to be modified for the remaining agreement years, and therefore an amendment to the agreement was created.

ATTACHMENTS
A. Resolution
B. First Amendment to Contract
C. Fully Executed Contract
ATTACHMENT “A”
RESOLUTION NO. 2023/**

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ANTIOCH APPROVING

THE FIRST AMENDMENT TO THE ON-CALL BIOLOGIST SERVICES AGREEMENT

WITH NOMAD ECOLOGY, LLC

WHEREAS, the Department of Public Works performs citywide maintenance work in creeks and channels to clean and preserve regional waterways and storm outlets;

WHEREAS, this work is seasonal in nature and performed in accordance with a Routine Maintenance Agreemen t (“RMA”) between the City and the State of California Department of Fish and Wildlife Resource Agency;

WHEREAS, the City is required to have a biologist on staff for yearly surveys, pre- construction surveys, daily monitoring and species reporting;

WHEREAS, the City procured through informal bidding from April 22, 2022 to May 6, 2022 for on-call biologist services and five (5) qualified biologists submitted their qualifications with three (3) being chosen; and

WHEREAS, the original agreement amount indicated was intended to be per fiscal year and needs to be modified to reflect as such within th e compensation terms of the agreement requiring an amendment.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Antioch, hereby:

1. Approves the first amendment to the on -call biologist services agreement with Nomad Ecology LLC in a form approved by the City Attorney; and

2. Authorizes the Acting City Manager to execute the first amendment for the on-call biologist services agreement with Nomad Ecology in a form approved by the City Attorney.

* * * * * * * RESOLUTION NO. 2023/**
June 13, 2023

I HEREBY CERTIFY that the foregoing resolution was passed and adopted by the City Council of the City of Antioch at a regular meeting thereof, held on the 13th day of June 2023, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

__________________________________

ELIZABETH HOUSEHOLDER

CITY CLERK OF THE CITY OF ANTIOCH

FIRST AMENDMENT TO AGREEMENT

FOR NOMAD ECOLOGY, LLC

THIS FIRST AMENDMENT TO THE AGREEMENT FOR On-Call Biologist Services is entered into this 24th day of May 2023, by and between the CITY OF ANTIOCH, a municipal corporation (“City”) and Nomad Ecology, LLC, their address is 822 Main St, Martinez, CA 94553 (“Consultant”).

R E C I T A L S

WHEREAS, on June 3rd, 2022 CITY and Nomad Ecology, LLC, entered into an Agreement for Professional Consultant Services for On-Call Biologist Services (“Agreement”) in the amount of $30,000;

WHEREAS, the term of service agreed upon is for three years ending June 30, 2025;

WHEREAS, the compensation was inaccurately described in the contract agreement and this first amendment corrects the description of compensation in the agreement.

NOW, THEREFORE, THE PARTIES DO MUTUALLY AGREE AS FOLLOWS:

1. Section 2 “COMPENSATION” the first paragraph shall be amended to read as follows:

City hereby agrees to pay Consultant a sum not to exceed Thirty Thousand Dollars ($30,000.00) per Fiscal Year with a total contract amount not to exceed Ninety Thousand Dollars ($90,000) notwithstanding any contrary indications that may be contained in Consultant’s proposal, for Services to be performed and reimbursable costs incurred under this Agreement. In the event of a conflict between this Agreement and Consultant’s proposal, attached as Exhibit A, regarding the amount of compensation, the Agreement shall prevail. City shall pay Consultant for Services rendered pursuant to this Agreement at the time and in the manner set forth below. The payments specified below shall be the only payments from City to Consultant for Services rendered pursuant to this Agreement. Except as specifically authorized by City, Consultant shall not bill City for duplicate services performed by more than one person.

All other terms and conditions of the Agreement shall remain in full force and effect.

CITY OF ANTIOCH: NOMAD ECOLOGY, LLC

By: By:

Forrest Ebbs , Owner
Acting City Manager

ATTEST:

Elizabeth Householder
City Clerk

APPROVED AS TO FORM:

__________________________________
Thomas Lloyd Smith
City Attorney

R
Agenda Item #

STAFF REPORT TO THE CITY COUNCIL
DATE: Regular Meeting of June 13, 2023
TO: Honorable Mayor and Members of the City Council
SUBMITTED BY:

APPROVED BY:

Jeff Cook, Collections Superintendent

SUBJECT: First Amendment to On -Call Biologist Services Agreement for Live Oak Associates, Inc.

RECOMMENDED ACTION
It is recommended that the City Council adopt a resolution:

1. Approving the first amendment for the on-call biologist services agreement with Live Oak Associates, Inc., in a form approved by the City Attorney; and

2. Authorizing the Acting City Manager to execute the first amendment for the on-call biologist services agreement with Live Oak Associates, Inc.

FISCAL IMPACT
Approval of this resolution increases the total cost from $30,000 to $90,000. The fiscal year impact remains the same and is included in the draft fiscal year 2023/ 25 NPDES budget.

DISCUSSION
The Department of Public Works performs citywide maintenance work in creeks and channels to preserve regional waterways and storm outlets. Most of the work is seasonal in nature and performed in accordance with a Routine Maintenance Agreement (“RMA”) between the City and State of California Department of Fish and Wildlife Resources Agency (“CDFW”). Included in the requirements of our RMA is the use of biologists for yearly surveys, pre -construction surveys, daily monitoring and species reporting. If the City does not meet its requi rements for biologist services each year, our RMA can be rescinded by the CDFW.

On April 22, 2022, the City of Antioch submitted an Informal Request for Qualifications for On-Call Biologist Services. The City received a total of five (5) submissions on May 6, 2022 and three (3) of those biologists were chosen after a full review of qualifications. On June 3, 2022 the City contracted with Live Oak Associates, Inc.

Scott Buenling, Acting Public Works Director/City Engineerfj!J' Antioch City Council Report
June 13, 2023, Agenda Item #R 2

Following the agreement execution, each approved biologist team had to undergo a rigorous evaluation by the Department of Fish and Wildlife for approval. Once approved, the biologist teams were utilized in the best capacity in the field during RMA work.

Shortly after funds for the current fiscal year were utilized, it became evident that the agreement terms would need to be modified for the remaining agreement years, and therefore an amendment to the agreement was created.

ATTACHMENTS
A. Resolution
B. First Amendment to Agreement
C. Fully Executed Agreement
ATTACHMENT “A”
RESOLUTION NO. 2023/**

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ANTIOCH APPROVING

THE FIRST AMENDMENT TO THE ON-CALL BIOLOGIST SERVICES AGREEMENT WITH LIVE OAK ASSOCIATES, INC.

WHEREAS, the Department of Public Works performs citywide maintenance work in creeks and channels to clean and preserve regional waterways and storm outlets;

WHEREAS, this work is seasonal in nature and performed in accordance with a Routine Maintenance Agreemen t (“RMA”) between the City and the State of California Department of Fish and Wildlife Resource Agency;

WHEREAS, the City is required to have a biologist on staff for yearly surveys, pre- construction surveys, daily monitoring and species reporting;

WHEREAS, the City procured through informal bidding from April 22, 2022 to May 6, 2022 on-call biologist services and five (5) qualified biologists submitted their qualifications with three (3) being chosen; and

WHEREAS, the original contract amount indicated was intended to be per fiscal year and needs to be modified to reflect as such within the compensat ion terms of the agreement requiring an amendment.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Antioch, hereby:

1. Approves the first amendment for the on -call biologist services agreement with Live Oak Associates, Inc., in a form approved by the City Attorney; and

2. Authorizes the Acting City Manager to execute the first amendment for the on-call biologist services agreement with Live Oak Associates, Inc.

RESOLUTION NO. 2023/**
June 13, 2023

* * * * * * *

I HEREBY CERTIFY that the foregoing resolution was passed and adopted by the City Council of the City of Antioch at a regular meeting thereof, held on the 13th day of June 2023, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

__________________________________

ELIZABETH HOUSEHOLDER, MPP

CITY CLERK OF THE CITY OF ANTIOCH

FIRST AMENDMENT TO AGREEMENT

FOR LIVE OAK ASSOCIATES, INC

THIS FIRST AMENDMENT TO THE AGREEMENT FOR On-Call Biologist Services is entered into this 24th day of May 2023, by and between the CITY OF ANTIOCH, a municipal corporation (“City”) and Live Oak Associates, Inc, their address is 6840 Via Del Oro, Suite 220, San Jose, CA 95119 (“Consultant”).

R E C I T A L S

WHEREAS, on June 3rd, 2022 CITY and Live Oak Associates, Inc, entered into an Agreement for Professional Consultant Services for On-Call Biologist Services (“Agreement”) in the amount of $30,000;

WHEREAS, the term of service agreed upon is for three years ending June 30, 2025; and

WHEREAS, it was discovered that the compensation was inaccurately described within the contract terms and this amendment corrects the description of compensation.

NOW, THEREFORE, THE PARTIES DO MUTUALLY AGREE AS FOLLOWS:

1. Section 2 “COMPENSATION” the first paragraph shall be amended to read as follows:

City hereby agrees to pay Consultant a sum not to exceed Thirty Thousand Dollars ($30,000.00) per Fiscal Year with a total Contract amount not to exceed Ninety Thousand Dollars ($90,000) notwithstanding any contrary indications that may be contained in Consultant’s proposal, for Services to be performed and reimbursable costs incurred under this Agreement. In the event of a conflict between this Agreement and Consultant’s proposal, attached as Exhibit A, regarding the amount of compensation, the Agreement shall prevail. City shall pay Consultant for Services rendered pursuant to this Agreement at the time and in the manner set forth below. The payments specified below shall be the only payments from City to Consultant for Services rendered pursuant to this Agreement. Except as specifically authorized by City, Consultant shall not bill City for duplicate services performed by more than one person.

All other terms and conditions of the Agreement shall remain in full force and effect.

CITY OF ANTIOCH: LIVE OAK ASSOCIATES, INC.

By: By:

Forrest Ebbs , Owner
Acting City Manager

ATTEST:

Elizabeth Householder
City Clerk

APPROVED AS TO FORM:

__________________________________
Thomas Lloyd Smith
City Attorney

CITY OF

ANTIOCH

CALIFORNIA

STAFF REPORT TO THE CITY COUNCIL
DATE: Regular Meeting of June 13, 2023
TO: Honorable Mayor and Members of the City Council
SUBMITTED BY: Forrest Ebbs, Acting City Manager
SUBJECT: Proposed Ordinance Amending Section 6-8.14 of the Antioch Municipal Code Regarding Restrictions on the Sale of Tobacco Products

RECOMMENDED ACTION
It is recommended that the City Council introduce, by title, and waive further reading of the proposed ordinance amending the Municipal Code regarding tobacco sale restrictions, attached as Attachment A.

FISCAL IMPACT
There is no anticipated direct or indirect fiscal impact as a result of this item.

DISCUSSION
On March 16, 2023, the City Council received a report from staff and comments from the public concerning the feasibility and impact of certain restrictions on the sale of tobacco products.

The Council provided direction and on April 25, 2023, received a report and draft ordinance from staff. The City Council voted in favor of the item and the ordinance was introduced (first reading). The approved ordinance contained the following:

1. The terminology and definitions of flavored tobacco were amended to better align with State terms and definitions.

2. The prohibition on package size and price was eliminated. The prior language restricted the sale of small cigars (cigarillos) to minimum packs of 20, large cigars to minimum packs of 10, and required a minimum sales price for cigarettes of $10.

In accordance with the Antioch Municipal Code, the Ordinance was prepared for a second reading on May 9, 2023. Present at the meeting were Councilmembers Wilson, Ogorchock and Barbanica. The second reading was pulled from the consent agenda, discussed, and was not approved with a 2-1 vote. Councilmembers Ogorchock and Barbanica voted in the affirmative and Councilmember Wilson voted in the negative.

Because all actions require the majority vote of the entire City Council, which is three, the 5 Agenda Item #
Antioch City Council Report
June 13, 2023 Agenda Item #5 2
motion failed and the second reading did not occur. As a result, the ordinance was not adopted and the prior ordinance remains unchanged.

The item is back before the City Council for introduction. It is the same ordinance that was presented to the City Council on April 25 and May 9. The proposed changes would remove restrictions on tobacco products based on package size or price and amend restriction on sale of tobacco products with characterizing flavor to clarify that restriction applies to any product containing a constituent that imparts characterizing flavor. If the City Council is supportive of the previous action, it may introduce the ordinance. This adoption would become effective following a second reading and the mandatory thirty­ day wait period.

ATTACHMENT
A. Draft ordinance

ATTACHMENT A
ORDINANCE NO. --

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ANTIOCH AMENDING SECTION 6-8.14 OF THE ANTIOCH MUNICIPAL CODE REGARDING

RESTRICTIONS ON THE SALE OF TOBACCO PRODUCTS
The City Council of the City of Antioch does ordain as follows:

SECTION 1. AMENDMENT. Section 6-8.14 of the Antioch Municipal Code is amended as follows (additions in underline italics; deletions in double strikethrough):
§ 6-8.14 RESTRICTIONS ON TOBACCO RETAILERS
A. No tobacco retailer shall sell, offer for sale, possess with the intent to sell, offer in exchange for any form of consideration, or provide at no cost any tobacco or tobacco product that contains a constituent or additive. other than tobacco, that imparts WHR a characterizing flavor.

B. No tobacco retailer shall sell, offer for sale, possess with the intent to sell, offer in exchange for any form of consideration, or provide at no cost any electronic cigarette or e-cigarette for use with tobacco or tobacco products.

C. ��o t0eaoco retailer shall sell, o#er for sale, J30ssoss v,ritA tho iAtoRt te sell, effor iR oxohango fer aRy farA=I of eoRsieloFatioA, er 13re¥ido at RO east any of the fellowi��:
(1) An,i paol�ago of fewer than ta.venty little oigars
(2) Any paGkage of fewer th a A six sigar.,s
{3) Any �OGKago of cigarettes, little cigars, or-Gigarc at a priee thaHs loss theR fi3A dollars peff3aolmgo, inoluaing apf:)lioaelo foes and taxes-:

SECTION 2. SEVERABILITY. If any provision or part of this ordinance, or its application to any person or circumstance, is held to be unconstitutional or otherwise invalid, the remainder of this ordinance, and the application of such provision to other person or circumstances, shall remain in full force and effect.

SECTION 3. PUBLICATION. This ordinance shall take effect and be enforced thirty (30) days from and after the date of its adoption and shall be published once within fifteen ( 15) days upon passage and adoption in a newspaper of general circulation printed and published in the City of Antioch.
* * * * * * *
A1
I HEREBY CERTIFY that the forgoing ordinance was introduced at a regular meeting of the City Council of the City of Antioch on the 13th day of June 2023, and adopted at a regular meeting thereof on the 27th day of June 2023, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

LAMAR A. THORPE

MAYOR OF THE CITY OF ANTIOCH
ATTEST:

ELIZABETH HOUSEHOLDER, MPP

CITY CLERK OF THE CITY OF ANTIOCH
2 A2

7 Agenda Item #

STAFF REPORT TO THE CITY COUNCIL

DATE: Regular Meeting of June 13, 2023

TO: Honorable Mayor and Members of the City Council

SUBMITTED BY: Rachel Hundley, Assistant City Attorney RH

APPROVED BY: Thomas Lloyd Smith, City Attorney TLS

SUBJECT: Proposed Ordinance Amending Chapter 1 of Title 3 and Title 11 of the Antioch Municipal Code Regarding Regulation of Residential Landlords and Rental Units

RECOMMENDED ACTION
It is recommended that the City Council introduce, by title only, and waive further reading of an ordinance amending Chapter 1 of Title 3 and Title 11 of the Antioch Municipal Code regarding regulation of residential landlords and rental units (Attachment A).

FISCAL IMPACT
The Rent Stabilization Ordinance currently requires the establishment of a registry of regulated units. This ordinance will have a marginal fiscal impact in expanding application of the registry program, which would be funded through a Rent Program fee if adopted at a future date.

DISCUSSION
The Rent Stabilization Ordinance , Antioch Municipal Code (“AMC”) Section 11 -1.01 et seq. (“RSO”), provides that “ Landlords subject to this Rent Stabilization chapter shall register all units subject to this chapter with the city and pay the rent program fee at such time and in such manner as established by City Council resolution.” (AMC § 11-1.12.) In implementing the RSO, t he City Attorney’s Office, in consultation with the Finance Department, has determined that the most efficient and effective means to implement a Rental Unit Registry and to collect a Rent Program fee is to incorporate the programs into the existing Residential Landlord Business License program . This addition to the business license program will require an upfront cost for software coding. However, the anticipated increase in ongoing operational costs is minimal and would be recouped through the Rent Program fee, if adopted at a future date.

Staff determined that it would be prudent to require registration of all residential rental units in the City rather than only those subject to the RSO. I f the City Council adopts additional tenant protections, such as just cause eviction, those protections would likely

Antioch City Council Report
June 13, 2023 Agenda Item#7 2

apply to a wider scope of rental u nits. Registration of such additional units would aid in the administration of the additional protection policies. A Citywide program would also allow the registration component to be a requirement for a complete application rather than an opt-in system.

The Proposed Ordinance would add Chapter 2 of Title 11 authorizing a consolidated Citywide registration program. It would also amend Chapter 1 of Article 1 of Title 3 to clarify and establish the authority of the Finance Department to administer the Rental Unit Registry and collect tenant program fees. Furthermore , i t would authorize the Rent Program and Finance Department to utilize an alternative means of registering rental units on properties containing five or more units.

Currently, there are multiple definitions within the Municipal Code for terms pertaining to the business of renting residential units and residential rental units. The Proposed Ordinance would amend the Municipal Code to align certain definitions and procedures related to renting and rental units, so that current and tenant protections will be similarly aligned where possible. This will enable better alignment in the implementation of tenant protection policies where possible.

The Proposed Ordinance would amend Section 3- 1.217 of the Municipal Code to align the terms used to identify applicable rental housing businesses . This section currently references a definition of “rental dwelling unit” contained in the existing Rental Inspection Program chapter. The amended section would refer to a new but similar general definition in the new Title 1, Chapter 1 added by the Proposed Ordinance. Section 3-1.217 was added by Section 2 of Measure O , which is a ballot measure that was approved by the voters on November 4, 2014 and established a residential landlord tax. This amendment removes a contradictory reference to required living facilities . It is anticipated that the updated Rental Inspection Program will reference the same general definition.

Amending a code provision adopted by initiative may be accomplished only by a subsequent initiative unless the City Council has been granted the authority to amend.

Section 4 of Measure O provides that the ordinance may be amended by the City Council without a vote of the People, except where an amendment would increase the amount or rate of tax beyond that authorized by the ordinance. The Proposed Ordinance would not increase the amount or rate of tax and does not expand the amount or rat e of the tax obligation established by Measure O.

The Proposed Ordinance also makes non- substantive changes to the organization of Title 11, Tenant Protections, including re -chaptering the RSO as Chapter 3 of Title 11; renumbering the section numbers of the RSO to reflect the new chapter number; and adding a new Chapter 1 of Title 11 to provide for general definitions and other provisions pertaining to existing and future City policies and programs pertaining to renters, rental housing, and rental housing businesses . Staff recommends this reorganization in anticipation of the adoption of additional tenant protection policies, which would be placed in Title 11.

ATTACHMENTS
A. Proposed Ordinance Amending Chapter 1 of Title 3 and Title 11 of the Antioch Antioch City Council Report
June 13, 2023 Agenda Item#7 3

Municipal Code Regarding Regulation of Residential Landlords and Rental Units

ATTACHMENT A

ORDINANCE NO. _____

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ANTIOCH AMENDING CHAPTER 1 OF TITLE 3 AND TITLE 11 OF THE ANTIOCH MUNICIPAL

CODE REGARDING REGULATION OF RESIDENTIAL LANDLORDS AND RENTAL UNITS
WHEREAS, the City Council of the City of Antioch finds and declares that the safety and stability of Antioch residents is an essential component of a healthy, safe, and prosperous City;
WHEREAS, the City Council further finds that 13,500, or 40 percent, of the households in Antioch are renters, more than half of whom are cost burdened or severely cost burdened and are at risk of displacement, as provided in the City of Antioch Housing Element,
WHEREAS, the City Council further finds that more than a third of renters experience concerns with the habitability of their rental units, such as issues with heating, plumbing, pests and rodents, broken appliances, mold, and property management, which is exacerbated by a fear of retaliation1; WHEREAS, the City Council further finds that the protection of public health, safety, and welfare of the City requires adoption of policies and procedures that increase the safety, stability, and quality of life of renters, including policies and programs that regulate the business of renting housing within the City and increase compliance with applicable health and safety laws;
WHEREAS, the City Council desires to amend the Antioch Municipal Code to align certain definitions and procedures pertaining to the regulation of rental units and facilitate the establishment and administration of existing and future programs, including the Rent Stabilization Ordinance
2 (“RSO”) and the Rental Dwelling Unit Maintenance
and Inspection Program3, as may be amended;
WHEREAS, the City Council has determined that both renters and landlords will benefit from the alignment of certain definitions and procedures used in these policies and programs pertaining to renters, rental housing, and rental housing businesses, and that the most efficient means of administering a rental unit registration program is in conjunction with the existing Residential Landlord Business License program administered pursuant to Chapter 1 of Title 3 of the Antioch Municipal Code (“Municipal Code” or “AMC”) (collectively, the “Registration and License Program”);

1 As found by Antioch Change: A Community Housing Assessment of Needs, Gaps and Equity in Antioch, California published in June 2022 and cited by the City of Antioch Environmental Justice Element 2 Ordinance No. 2219-C-S; AMC § 11-1.01 et seq.
3 AMC § 5-20.101 et seq.

2 WHEREAS, the City Council desires to re-chapter the RSO as Chapter 3 of Title 11 of the Municipal Code; to renumber the section numbers of the RSO to reflect the new chapter number; and to add a new Chapter 1 of Title 11 to provide for general definitions and other provisions pertaining to existing and future City policies and programs pertaining to renters, rental housing, and rental housing businesses, as applicable;
WHEREAS, the City Council desires to add a new Chapter 2 of Title 11 of the Municipal Code authorizing a consolidated registration program and to amend Chapter 1 of Article 1 of Title 3 of the Municipal Code to clarify and establish the authority of the Finance Department with respect to the Registration and License Program; WHEREAS, the City Council further desires to amend Section 3-1.217 of the Municipal Code, which was added by Section 2 of a ballot measure known as Measure O that was approved by the voters on November 4, 2014 and that established a residential landlord tax, to align the terms used to identify applicable rental housing businesses;
WHEREAS, Section 4 of Measure O provides that the ordinance may be amended by the City Council without a vote of the People, except where an amendment would increase the amount or rate of tax beyond that authorized by the ordinance; and WHEREAS, the City Council finds that the amendment to Section 3-1.217 does not increase the amount or rate of tax and does not expand the amount or rate of the tax obligation established by Measure O and is not intended to be interpreted in a manner that so expands.

NOW, THEREFORE, the City Council of the City of Antioch does ordain as follows:

Section 1. The recitals above true, correct, and hereby incorporated by reference herein.

Section 2. Chapter 1 of Title 11 of the Antioch Municipal Code, entitled “Rent Stabilization” is hereby re-chaptered as Chapter 3 of Title 5 and the section numbers revised to reflect the new chapter number beginning with Section 11-3.01.

Section 3. Chapter 1 of Title 5 of the Antioch Municipal Code, entitled “General Provisions,” is hereby added as provided below (section numbers and titles are indicated in capital letters):
§ 11-1.01 PURPOSE AND APPLICABILITY.
(A) The City Council finds that the safety, stability, and quality of life of renters in the City is necessary for the preservation of public health, safety, and welfare.

3 (B) The City Council finds that the conditions that would occur in the absence of policies and procedures that regulate the business of renting housing and increase compliance with applicable health and safety laws would constitute a threat to public health, safety, and welfare.
(C) This title establishes policies and programs that increase the safety, stability, and quality of life of a substantial number of residents in the City who are renters. This title further establishes definitions and procedures for the efficient administration of City policies and programs that concern rental units, tenants, and landlords. (D) This title applies to all rental units, persons engaged in the business of renting rental units, and persons renting rental units within the boundaries of the City of Antioch. This title further applies to any policy or program that so references this title or any section or chapter therein.
§ 11-1.02 DEFINITIONS.

For the purpose of this title and references thereto, the following definitions shall apply unless the context clearly indicates or requires a different meaning.

LANDLORD or RESIDENTIAL LANDORD. An owner, lessor, sublessor or any other person or entity who is entitled to offer any residential rental unit for rent or who is entitled to receive rent for the use and occupancy of any residential rental unit.

LARGE MULTI-FAMILY LANDLORD. A residential landlord that rents and/or makes available for rent five or more residential rental units that are located on a parcel or lot or contiguous parcels or contiguous lots under common ownership.

RENT. Consideration, including any deposit, bonus, benefit, or gratuity demanded or received for, or in connection with, the use or occupancy of a residential rental unit. Such consideration includes, without limitation, moneys and fair value of goods or services rendered to or for the benefit of the residential landlord under the rental agreement, or in exchange for a rental unit or housing services of any kind.

RENT STABILIZED UNIT. Any residential rental unit that is subject to City rent regulation because it is not exempt from the Rent Stabilization Ordinance, Chapter 3 of Title 5.

RENTAL AGREEMENT or RENTAL HOUSING AGREEMENT. An
agreement, oral, written, or implied, between a landlord and a tenant for the use and/or occupancy of a rental unit.

4 RENTAL UNIT or RESIDENTIAL RENTAL UNIT. Any structure or part of a structure that is rented for residential use or occupancy, including land appurtenant thereto and regardless of zoning status or additional uses of the property. A RENTAL UNIT includes all housing services connected with the residential use or occupancy of the property.

TENANCY or RESIDENTIAL TENANCY. The right or entitlement of a tenant to use or occupy a rental unit. Where occupants of a rental unit have separate rental agreements with a residential landlord for use or occupancy of a rental unit, each agreement permitting occupancy is a TENANCY.

TENANT or RESIDENTIAL TENANT. One or more persons, including a subtenant, lessee, or sublessee, who is entitled under the terms of a rental housing agreement to the use or occupancy of any residential rental unit.

Section 4. Chapter 2 of Title 5 of the Antioch Municipal, entitled “Registration,” is hereby added as provided below (section numbers and titles are indicated in capital letters):
§ 11-2.01 PURPOSE AND APPLICABILITY.
(A) The City Council finds that the registration program authorized by this chapter, and the administration thereof by the Tax Administrator in conjunction with the business license program, will increase the efficacy and efficiency of existing and future programs pertaining to residential landlords and rental units.
(B) The City Council further finds that the administration of a centralized registration program and database will facilitate economical and efficient communications, program functioning, data analysis, processing, and collection of associated program fees. It will also reduce burdens on landlords, tenants, and City resources that would otherwise occur under separate registration programs.
§ 11-2.02 REGISTRY AUTHORIZED.

At the same time as provided for a business license pursuant to Chapter 1 of Title 3 of this Code, the Tax Administrator may require, as a condition of issuance of a business license to a residential landlord, the registration of each residential rental unit for which the landlord is entitled to rent or receive rent. Registration may require the submission of documents and information related to programs authorized by this title, in addition to those related to the business license program. Registration may require certification of facts related to programs authorized by this title.

5 § 11-2.03 FEE COLLECTION AUTHORIZED.

At the same time as provided and required for a business license pursuant to Chapter 1 and Chapter 2 of Title 3 of this Code, the Tax Administrator may require, as a condition of issuance of a business license to a residential landlord, the payment of one or more fees imposed against residential landlords or otherwise relating to the business of the residential rental units for which the landlord is entitled to rent or receive rent. § 11-2.04 LARGE MULTI-FAMILY LANDLORDS.

A registration and fee collection program administered pursuant to this chapter may impose alternate registration and fee collection procedures for large multi-family landlords.

Section 5. Section 3-1.102 of the Antioch Municipal Code, entitled “Definitions,” is hereby amended to add the following terms and associated definitions:

LARGE MULTI-FAMILY LANDLORD. Defined in Chapter 1 of Title 11.

RENTAL UNIT or RESIDENTIAL RENTAL UNIT. Defined in Chapter 1 of Title 11.

RESIDENTIAL LANDLORD. Defined in Chapter 1 of Title 11.

Section 6. Section 3-1.106 of the Antioch Municipal Code, entitled “Residential Landlord License” is hereby added to provide as follows:
(A) The business licensed required by § 3-1.103 for any residential landlord shall be a Residential Landlord License.
(B) As a condition of issuance of a Residential Landlord License, the residential landlord shall do each of the following, as may be required by the license application or related procedures:
(1) Provide information and documentation related to the rental housing business, including any information and
documentation required pursuant to Chapter 2 of Title 11; (2) Certify the existence or nonexistence of facts related to the rental housing business, including any certification required pursuant to Chapter 2 of Title 11; and
(3) Pay the Residential Landlord Tax, as required by § 3-1.217, in addition to any program fees collected pursuant to
Chapter 2 of Title 11.

6 Section 7. Section 3-1.217 of the Antioch Municipal Code, entitled “Residential Landlord” is hereby amended as follows (section title is indicated in capital letters; additions in underlined italics; deletions in double strike-through):

RESIDENTIAL LANDLORDS.
(A) In lieu of any other business license tax, every residential landlord defined in § 3-1.102 of this chapter shall pay an annual Residential Business License Tax in the amount set forth in subdivision (B), below, and subject to division (B) below, all those in the business of renting living quarters, including but not limited to a rental dwelling unit as defined in § 5-20.201 of the Antioch Municipal Code, shall pay the annual license amount indicated in the table immediately below based on the total number of units within the city they that are rented ing or have made available for rent within the city at any time within the applicable license year. and the type of unit as defined in the Municipal Code:
(B) The amount of the Residential Business License Tax applied per residential rental unit shall be assigned based on the type of unit, as defined by this Code. The unit types below may apply to any unpermitted residential use notwithstanding the absence of facilities that would otherwise be required if the use was legally permitted.

Type of Unit Annual Tax
Single family dwelling unit $250 per unit
Multi-family dwelling unit including duplexes,
condominiums and apartments
$150 per unit
(C) (B)The following living quarters are excepted from this requirement to pay a business license tax based on dwelling units but still must pay the tax based on gross receipts as provided in § 3-1.201:
(1) Those that fit within the definition of hospital, hotel, motel, and convalescent and extended care facility and residential care facility as defined in § 9-5.203 of the Antioch Municipal Code;
(2) Those that are exempt as a matter of law; and
(3) Those that the Finance Director of Financial Services reasonably determines to be substantially similar in nature to one of the excepted living quarters listed above.
(D)(C) The Finance Director of Financial Services may promulgate policies and procedures to administer this tax.
(E) Any amendment to this section shall not be interpreted to expand the amount or rate of residential landlord tax approved by the

7 voters on November 4, 2014 or to otherwise conflict with the California Constitution.

Section 8. Severability. If any section, su bsection, provision or part of this ordinance, or its application to any person or circumstance, is held to be unconstitutional or otherwise invalid, the remainder of this ordinance, and the application of such provision to other person or circumstances, s hall not be affected thereby and shall remain in full force and effect and, to that end, the provisions of this ordinance are severable.

Section 9. CEQA. The above amendment is not a project under the California Environmental Quality Act under the common sense exemption ( CEQA Guidelines §15061(b)(3) because the proposed amendment will not have a direct or reasonably foreseeable indirect physical change or effect on the environment.

Section 10. Publication. This ordinance shall be published once within fifteen (15) days upon passage and adoption in a newspaper of general circulation printed and published in the City of Antioch and shall take effect and be enforced thirty (30) days from and after the date of its adoption.

* * * * * * *

I HEREBY CERTIFY that the forgoing ordinance was introduced at a regular meeting of the City Council of the City of Antioch, held on the 13 th day of June 2023,
and passed and adopted at a regular meeting thereof, held on the ____ day of _____ 2023, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Lamar Thorpe, Mayor of the City of Antioch

ATTEST:

Elizabeth Householder
City Clerk of the City of Antioch

9___
Agenda Item #

STAFF REPORT TO THE CITY COUNCIL

DATE: Regular Meeting of June 13, 2023

TO: Honorable Mayor and Me mbers of the City Council

SUBMITTED BY: Dawn Merchant, Finance Director
Forrest Ebbs, Acting City Manager

SUBJECT: Resolution Approving and Adopting a Two-Year Operating Budget for the Fiscal Years 2023-25

RECOMMENDED ACTION
It is recommended that the City Council adopt a resolution approving and adopting a two- year operating budget for fiscal years 2023-25, appropriating the funds necessary to meet the expenditures set forth therein, and revising the fiscal year 2022-23 budget.

FISCAL IMPACT
The fiscal impact of this budget is outlined in this report and attachments.

DISCUSSION
The purpose of this agenda item is to approv e the FY2023-25 Operating Budget, which includes revising the FY2022-23 Operating Budget. This is a two-year budget.

On May 23, 2023, City Council concluded t he budget sessions for the fiscal year 2023- 25 budget cycle. The final budget attached reflec ts City Council direction to not exceed $3M utilization of Budget Stabiliz ation funds in each fiscal y ear to balance the General Fund budget. As a reminder, the budget is a living document that can be amended at any point in time, and the draft budget that will be adopted this evening can be viewed as the starting point for this tw o-year cycle. Adjustments c an be made as priorities and needs arise during the budget cycle.

Chart A on the next page provides a summar y of the draft Gene ral Fund budget under consideration for adoption this evening.

Antioch City Council Report
June 13, 2023 Agenda Item #9 2

CHART A

GENERAL FUND BUDGET SUMMARY
2022-23 2023-24 2024-25
Revised Proposed Proposed
Beginning Balance, July 1 $34,730,176 $34,730,176 $34,730,176 Revenue Source:

Taxes 56,175,753 57,115,786 59,083,748
1% Sales Tax 21,036,699 21,145,433 21,727,902
Licenses & Permits 3,267,000 2,750,240 2,750,240
Fines & Penalties 22,128 75,100 75,100
Investment Income & Rentals 706,000 665,000 675,000
Revenue from Other Agencies 851,958 227,229 150,000
Current Service Charges 5,673,046 4,982,821 5,114,409
Other Revenue 1,012,067 520,200 520,200
Transfers In 4,451,392 4,372,793 7,218,073
Total Revenue 93,196,043 91,854,602 97,314,672
Expenditures:

Legislative & Administrative 6,555,840 6,407,023 6,888,885 Finance 1,955,638 2,071,464 2,232,494
Nondepartmental 8,468,253 4,842,768 5,106,965
Public Works 13,802,438 12,826,377 13,589,518
Police Services 51,219,231 50,741,523 54,670,183
Police Services-Animal Support 1,923,994 2,197,978 2,397,674 Recreation/Community Svs. 4,633,428 4,062,127 4,238,843 Public Safety & Community Resources 2,245,608 2,902,877 3,013,473 Community Development 6,387,238 6,646,229 8,176,637
Total Expenditures 97,191,668 92,698,366 100,314,672
(Deficit)/Budget Stabilization (3,995,625) (843,764) (3,000,000) Ending Balance, June 30 $34,730,176 $34,730,176 $34,730,176 Commitments 1,705,473 1,925,135 1,041,546
Unassigned Fund Balance $33,024,703 $32,805,041 $33,688,630 Percentage of Revenue 35.44% 35.71% 34.62%

General Fund reserves meet the 20% minimum unassigned reserve balance policy in all three fiscal years of this budget cycle. The General Fund budget maintains the “status quo”. Additional budget requests that were presented at the first budget session on March 28, 2023 will be brought back for consideration at a future meeting. An assessment of needs for Parks and Recreation will also be presented as a study session in the future.

The draft operating budget included in Attachment A, Exhibit A incorporates the following:

1. Utilization of ARPA f unds totaling $2,813,059 in FY25 for the provision of government services within the General Fund. It is reflected in the “Transfers In” figure in Chart A as ARPA is accounted for in a Special Revenue Fund.

2. $2.5M dedicated to Homekey match funds consisting of $1,377,841 in remaining ARPA funds and $1,122,159 in one-time revenue funds remaining.

Antioch City Council Report
June 13, 2023 Agenda Item #9 3

3. $480,325 allocated in one-time rev enue funds for EOC improvements.

4. 50% reduction ($701,130) in General Fund vehicle replacement set-aside in FY25.

5. Recognition of estimated vacancy sa vings within the General Fund (primarily Police) in both fiscal years.

6. Addition of an Assistant Cit y Attorney offset by a reduction in outside legal costs in the City Attorney’s department.

7. Replacing the Assistant City Engineer position with an Engineering Manager; and replacing the Planning Manager with promotion of two Senior Planners to Principal Planners resulting in no additional General Fund budget impact and salary savings in FY25.

8. Replacing a Finance Anal yst position in Finance with an Accounting Technician for accounts payable; and replacing a Cust omer Service Representative position in Finance with an Accounting Technician for utilities/receivables resulting in no additional General Fund budget impact and salary savings in FY25.

9. Addition of an Evidence Supervisor pos ition in the Police Department and Registered Veterinary Technician in Anim al Services offset by reductions in contractual services.

10. Reclassification of one Recreation Supervi sor position to a Recreation Services Manager position in the Recreation Fund with no additional budget impact.

11. Addition of one WTP Operator, two G eneral Laborers and one Assistant Public Works Technician in the Water Enterprise Fund.

ATTACHMENT

A. Resolution approving and adopting a two-y ear operating budget for fiscal years 2023-25, appropriating the funds necessary to meet the expenditures set forth therein, and revising the fiscal year 2022-23 budget.

Exhibit A - Draft 2023-25 Operating Budget
DRAFT 2023-25

OPERATING BUDGET
ADOPTED JUNE XX, 2023

CITY OF

2023-25 OPERATING BUDGET

CITY OF ANTIOCH, CALIFORNIA

2023-25 OPERATING BUDGET

2023-25 OPERATING BUDGET

CITY OF ANTIOCH

2023-25 OPERATING BUDGET

Adopted June 13, 2023

City Council
Lamar Thorpe, Mayor
Tamisha Torres-Walker, Mayor Pro Tem (District 1)
Michael Barbanica, Council Member District 2
Lori Ogorchock, Council Member District 3
Monica Wilson, Council Member District 4

Other Elected Officials
Elizabeth Householder, City Clerk
Lauren Posada, City Treasurer

City Attorney
Thomas Lloyd Smith

Acting City Manager
Forrest Ebbs

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Department Directors

Dawn Merchant, Finance Director
Scott Buenting, Acting Public Works Director/City Engineer Forrest Ebbs, Community Development Director
Dr. Steven A. Ford, Police Chief
Ana Cortez, Human Resources Director
Alan Barton, Information Services Director
Kwame Reed, Economic Development Director
Bradley Helfenberger, Parks and Recreation Director
Tasha Johnson, Public Safety and Community Resources Director

City of Antioch
Third & “H” Streets, P.O. Box 5007
Antioch, California 94531-5007
www.antiochca.gov

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1 TABLE OF CONTENTS
Page
Message from the City Manager ......................................................................................................................................................................... i Table of Contents ................................................................................................................................................................................................ 1 Budget Guide ...................................................................................................................................................................................................... 4 Community Profile .............................................................................................................................................................................................. 7 Budget Strategies and Policies .......................................................................................................................................................................... 10 Appropriation Limit Resolution 2023/75 ............................................................................................................................................................. 15 Resolutions for Adoption the City, APFA, Successor Agency and Housing Successor Budgets ...................................................................... 16 Staffing Overview ............................................................................................................................................................................................... 21 Financial Summaries ........................................................................................................................................................................................ 37 General Fund Revenues ....................................................................................................................................................................... 39 Fund Tran sfers ....................................................................................................................................................................................... 44 Internal Services ........................................................................................................... ........................................................................ 46 Revenues and Expenditures – All City Funds………………………………………………………………………………………………….. 50 Annual Recurring Purchase Orders/Contracts .…………………………………………………………………………………………………51 GENERAL FUND SUMMARY ............................................................................................................................................................................ 53 General Fund Re venue and Expenditure Summary ............................................................................................................................ 56 Fund Balance History ............................................................................................................................................................................ 57 General Fund Revenues and Expenditures .......................................................................................................................................... 58 1% Sales Ta x Funding .......................................................................................................................................................................... 59 Legislative & Administrative
City Council ............................................................................................................. ........................................................................... 67 City Attorney ....................................................................................................................................................................................... 69 City Manager ...................................................................................................................................................................................... 72 City Clerk ............................................................................................................... ............................................................................. 75 City Treasurer .................................................................................................................................................................................... 78 Human Resources ............................................................................................................................................................................. 79 Economic Development ..................................................................................................................................................................... 82 Finance.................................................................................................................... ............................................................................ 85 Non-depa rtmental .............................................................................................................................................................................. 93

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2 Public Works (G eneral Fund) ................................................................................................................................................................ 94 Police ...................................................................................................................................................................................................... 114 Recreation/Community Services ............................................................................................... ............................................................ 141 Public Safety and Community Resources ............................................................................................................................................. 142 Community De velopment ...................................................................................................................................................................... 151 Budget Stabilization Fund………………………………………………………………………………………………………………………….161 SPECIAL REVENUE FUNDS ............................................................................................................................................................................ 162 American Rescue Plan Fund………………………………………………………………………………………………………………………165 CalVIP Grant Fund………….………………………………………………………………………………………………………………………166 PLHA Grant Fund…………………………………………………………………………………………………………………………………..167 RMRA Fund ........................................................................................................................................................................................... 169 Federal Asset Forfeiture Fund ............................................................................................................................................................... 171 Delta Fair Pr operty Fund ....................................................................................................................................................................... 172 Community Development Bl ock Grant (CDBG) Fund ............................................................................................................................ 173 Gas Tax Fund ................................................................................................................. ....................................................................... 176 Animal Services Fund ......................................................................................................... ................................................................... 178 Civic Arts Fund ....................................................................................................................................................................................... 179 Park In Li eu Fund ................................................................................................................................................................................... 181 Senior Bus Fund .............................................................................................................. ...................................................................... 182 Recreation Fund .............................................................................................................. ....................................................................... 184 Traffic Si gnal Fund ................................................................................................................................................................................. 198 Police Asset Forf eiture Fund .................................................................................................................................................................. 199 Measure J Growth Management Fund .................................................................................................................................................. 200 Child Care Fund .................................................................................................................................................................................... 202 Tidelands Fund ............................................................................................................... ....................................................................... 203 Solid Waste Re duction Fund.................................................................................................................................................................. 204 Abandoned Vehi cle Fund ....................................................................................................................................................................... 209 National Pollutant Dischar ge Elimination (NPDES) Fund ...................................................................................................................... 210 Supplemental Law Enforcement Service Grant (SLESF) Fund ............................................................................................................. 213 Byrne Grant Fund ................................................................................................................................................................................... 214 CDBG Revolvi ng Loan Fund .................................................................................................................................................................. 215 Traffic Safety Fund........................................................................................................... ...............................................................…...216

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3 SPECIAL REVENUE FUNDS (Continued)
PEG Fund. ............................................................................................................................................................................................. 217 Street Im pact Fund ................................................................................................................................................................................. 218 SB1186 Disability Access Fund ............................................................................................................................................................. 219 Street Light and Landscape Maintenance District Funds ...................................................................................................................... 220 Opioid Settlement Fund……………………………………………………………………………………………………………………………244 Storm Damage Fund .............................................................................................................................................................................. 245 East Lone Tree Benefit District Fund……………………………………………………………………………………………………………. 246 Kaiser Benefit District Fund………………………………………………………………………………………………………………………..247 CFD 2016-01 Police Protection Fund ……………………………………………………………………………………………………………248 CFD 2018-01 Public Services Fund………………………………………………………………………………………………………………249 CFD 2018-02 Police Protection Fund…………………………………………………………………………………………………………….250 CFD 2022-01 Public Services Fund………………………………………………………………………………………………………………251 Post Retirement Medical Funds ............................................................................................................................................................. 252 CAPITAL PROJECTS ....................................................................................................................................................................................... 255 ENTERPRISE FUNDS ....................................................................................................................................................................................... 270 Water Fund ............................................................................................................................................................................................ 272 Sewer Fund ............................................................................................................................................................................................ 280 Marina Fund .................................................................................................................. ......................................................................... 285 INTERNAL SERVICE FUNDS ........................................................................................................................................................................... 288 Vehicle Replac ement Fund .................................................................................................................................................................... 290 Vehicle Equipment Maintenance Fund .................................................................................................................................................. 291 Information S ystems Fund ..................................................................................................................................................................... 292 Loss Control Fund .................................................................................................................................................................................. 303 ANTIOCH PUBLIC FINANCING AUTHORITY ................................................................................................................................................. 304 CITY OF ANTIOCH AS SUCCESSOR AGENCY AND HOUSING SUCCESSOR TO THE ANTIOCH DEVELOPMENT AGENCY .............. 308 Housing Fund ................................................................................................................. ........................................................................ 310 Redevelopment Obligatio n Retirement Fund ......................................................................................................................................... 311 Successor Agency Debt Service Area #1 Fund ..................................................................................................................................... 312 SUPPLEMENTARY INFORMATION ................................................................................................................................................................. 313 Debt Service Repayment Schedules ............................................................................................ ........................................................ 314 Glossary .................................................................................................................... ............................................................................ 319

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4 BUDGET GUIDE

A budget serves many purposes. In addition to its inherent valu e as a resource and spending plan for the City, it informs the public about the City’s financial strategies and provides the documentation needed for other financial-related matters such as audits, loans and grants.

The goal of the City’s two-year budget is to provide a plan that allocates resources to meet the needs and desires of Antioch r esidents. The budget is one way in which the City Council and City staff responds to the community ’s needs. It balances City revenues and costs with community pr iorities and requirements. The City’s fiscal year is July 1st to June 30th.

In preparing the FY 2023-25 budget, City staff reviewed the 2022-23 fiscal year and estimated the expenditures and revenues ant icipated for the next two years.

As a result, this budget revises the FY 2022-23 budget and incorporates revenues and expenditures that are expected to be incurred during FY 2023-24 and 2024-

25. DOCUMENT ORGANIZATION

Message from the City Manager

In his message, the City Manager summarizes the proposed budget to the City Council. He outlines strategies and objectives for change and improvements, lists FY 2022-23 accomplishments, highlights the financial outlook, and summarizes the City’s priorities for fiscal years 2024 throug h 2025. The most critical issues facing each department during the coming fiscal year are also highlighted and discussed in this section of the document.

Community Profile

This section contains valuable information about the City, it s people, and its businesses. City services, population and housi ng, employment, transportation, and school services are discussed.

Budget Strategies and Policies

Included in this section are descriptions of finance-related information such as the City’s financial objectives, reporting requirements, management responsibilities, reserve descriptions, appropriation control debt management and investment reporting.

Staffing Overview

This section provides an overview of the City’s current staffing levels and highlights any new positions included in the budget.

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5 Financial Summaries

An overall financial picture of Antioch by fund type is shown in this section, including a description of General fund revenues and summary financial tables.

City Budgets by Fund

These sections provide detailed information for each fund of t he City, grouped by fund type. The City maintains the following fund types: General Fund, Special Revenue Funds, Capital Projects Funds, Debt Service Funds, Internal Service Funds and Agency Funds. Information about each dep artment within the fund, including department and division descriptions, FY 2024 through 2025 objectives, sources of revenue, and anticipated expenditures are included.

City of Antioch as Successor Agency and Housing Successor to the Antioch Development Agency (ADA)

The Antioch Development Agency (ADA) was formed June 25, 1974, for the purpose of renovating designated areas within the City of Antioch. Effective February 1, 2012, all redevelopment agencies were abolished as a result of AB 1X26 (the Dissolution Act). The City of Antioch elected t o become the successor agency and housing successor for the ADA and as such has adopted an En forceable Obligations Schedule (EOPS) outlining existing obligat ions to be paid by the former redevelopment agency. As Successor Agency and Housing Successor, the City is responsible for winding down the operations of the former Antioch Development Agency and paying the obligations until satisfied. Contra Costa County will distribute property tax increment to the City to pay obligations as they come due in six- month increments based on a Recognized Obligation Payment Schedule (ROPS) that is submitted to the County Auditor Controller, State Auditor Controller, State Department of Finance and Oversight Board to the City as Successor Agency twice a year.

Antioch Public Financing Authority (APFA)

The Antioch Public Financing Authority (APFA) is a joint powers authority organized by the City and former Antioch Development Agency (ADA) to provide financial assistance to the City and the ADA by financing real and personal property and improvements for the benefit of the re sidents of the City. It is a blended component unit of the City and is accounted for in separate funds of the City. As such, the APF A has its own budget section. Information on each fund can be found in the APFA section of this budget.

BUDGET PROCESS
January/February: Preliminary department budgets are submitted and preparation of draft budget document begins March/April: City Manager approves draft budget and workshops and presentations on budget begin May: Budget presentations continue, and public hearing is scheduled June: Final budget is adopted for next cycle

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6 Midyear Review

In October/November of each year, the City Manager and Finance Di rector give the Council a report on the prior year actual reve nues and expenditures. Budget adjustments, if required, are approved by the City Council. With the adoption of a two-year budget, a mid-year review will also be in the May/June timeframe.

Department Preliminary Submittals

Each Department must submit their prelimi nary budget to the City Manager via the Financ e Department by mid-February. These bud gets must include requests for reclassification and/or reorganization, program changes, serv ices level adjustments, and anticipated revenues and expenditu res. In addition, the Human Resources Department provides information regarding changes in fixed labor costs and the Finance Department provides estimated General Fund revenues.

Budget Document Preparation and Approval

The Finance Department prepares the draft budget for review by th e City Manager. Following meetings with Department Directors, adjustments made by the City Manager are incorporated into a final draft budget. Workshops wi th the City Council and public presentations at regular meetings of the Council begin in April and continue through May. A public hearing is held in June. Citiz ens are encouraged to give input and voice their opinions during this open session. The budget and any suggested changes are reviewed and approved by the Council no later than June 30th. 7 COMMUNITY PROFILE

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COMMUNITY PROFILE

8 Antioch has become one of the most popular communities in East C ontra Costa County and has a lot of opportunity because of its proximity to the San Joaquin Delta and affordability in the San Francisco Bay Area. Antioch has a vision and direction with the tagline, “Antioch-Opportunity Lives Here” in recognition of where the City is heading.

Antioch is located on the banks of the San Joaquin River in Norther n California. Just off of Highway 4, in Contra Costa County. With a population of over 100,000 people, Antioch has become the heart of Eastern Contra Costa Count y, offering a variety of employ ment; shopping and vast recrea tional activities.

Housing options include many new home developments as well as more established communities. Many of the local residents commut e to other areas in Contra Costa, Alameda, Santa Clara, San Francisco and San Joaquin counties for employment. Employment opportunities have increased in the nearby communities and continue to add to the popularity of Antioch's housing market.

Government
The City of Antioch incorporated in February 1872 as a general law city and operates under a Council-Manager form of government. Policy making and legislative authority is vested in a five-member City Council consisting of a Mayor and four Council Members. The four Council Members are elected by district to four-year overlapping terms. The Mayor is directly elected to a four-year term.

The City Council’s main duties include passing ordinances, adopting the budget, appointing committees, and hiring both the City Manager and City Attorney.

The City Manager is responsible for implementing the policies and enforcing the ordinances adopted by the City Council, oversee ing day-to-day operations of city government, and appointing the heads of the various city departments.

Population
After three decades of substantial growth in residential construc tion the City of Antioch’s population as of January 1, 2023 is reported at 115,074 by the California Department of Finance, making it the second largest city in Contra Costa County.

Labor Force and Employment
The City of Antioch’s total labor force (employed residents) is 49,700 and the unemployment rate is 4.5 percent as of April 202 3. Many of our residents are employed in jobs located in neighboring communities. The range of their occupations includes sales, managerial services, techni cal support, professional specialties, warehousing and manufacturing.

Employment within the City of Antioch is growing and is conc entrated in six industry sectors – professional and business servic es, healthcare, financial services, retail, public sector employment and limited manufacturing.

Housing Units
As of the 2020 census, there were 35,742 households in the City of Antioch. Persons per household number was 3.19.

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COMMUNITY PROFILE

9 Transportation/Access
California State Highway 4, connecting S an Francisco-Oakland with Stockton and Central Valley points, bisects the City. Connec ting with this freeway east of Antioch is State Highway 160, running north to Sacramento, across the Nejedly Bridge, offering access to Solano County and the Sacramento area.

Highway 4 connects to Lone Tree Way and the existing middle Bypass s egment in Brentwood. This has provided traffic relief to c ongested roadways and it accommodates the commuters and citizens to and from Antioch.

Antioch is served by a network of commuter transportation options including daily Amtrak passenger service with a depot in the historic Rivertown area. The Bay Area Rapid Transit (BART) system provides bus and rail connections throughout the Bay Area and recently opened a station in Ant ioch at Hillcrest which provides a connector train to the Pittsburg station which has provided commute relief to thousands of Antioch residents. Tri Delta Transit bus service travels throughout East County.

Commercial and private air service is available 15 miles west at Buchanan Field. Five other major airports serve the area: Oakl and, San Francisco, Sacramento, and San Jose International Airports, and Stockton Metropolitan Airport

Education
Antioch is served by the Antioch Unified School District (AUSD) . The District has fourteen elementary schools, four middle sch ools, two comprehensive high schools, one medical magnet high school, various academies located within the two existing comprehensive high school campuses, and six alternative education schools with a K-12 enrollment of about 19,000 students. There are also four K-8 charter schools with an enrollment of approxim ately 470. While all schools are located within the Antioch boundaries, the school district also serves portions of the surrounding communities. In addition to these schools, Antioch also offers Antioch Adult School. Surrounding areas of Antioch also offer four additional college campuses and trade schools for the citizens to utilize for higher educational learning opportunities.

Health Care
Antioch has several professional medical offices and two hospital s. The newest facility, which opened in 2008, is the new stat e of the art Kaiser Permanente Hospital, located on the southeastern end of the City limits. This facility provides Antioch with additional means of local he althcare, while making it more convenient and a safer place for medical emergencies to be addressed in a timely manner.

Prewett Park
Prewett Park is the City’s larg est recreation facility with year-r ound use. Some of the current amenities of Prewett Park incl ude the water park with multiple swimming pools and slides, a skate park and picnic areas. Prewe tt Park has recently increased the services with the addition o f an all-abilities playground and a spray ground in addition to many other amenities.

The City also has numerous other park sites which include: neighborhood parks, playground equipment, tennis courts, picnic areas, trails and a sports complex.

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10 BUDGET STRATEGIES AND POLICIES

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BUDGET STRATEGIES AND POLICIES

11 The City of Antioch has developed broad policy direction through the development of budget strategies that establish long-term policy guidance for conducting the City’s financial activities. The City Council has established these policies to meet the following strategic objectives:

BUDGET STRATEGIES

Strategic Focus – The City’s financial management should be strategic, reflecting t he Council’s and the community’s priorities for service while providing resources that realistically fund routine operations. A vision and strategic plan was adopted by the City Council in 2019.

Fiscal control and accountability – The City’s financial activities should be fiscally sound and accountable to the City Council through the City Manager.

Clarity – The City’s financial planning and reporting should be clear an d easy to understand so that all participants, the council, th e community, and staff can productively participate in making good decisions.

Long-term planning – The City’s financial planning should emphasize multi-year horizons to promote long-term planning of resource uses.

Flexible and cost-effective responses – The City’s financial management practices should en courage an organization that responds quickly and straightforwardly to community demands. The City’s management should flexibly respond to opportunities for better service, should proactively manage revenues, and should cost-effectively manage ongoing operating costs.

FISCAL POLICIES

Financial Activity Reporting

The City’s financial activity will be repo rted in a variety of funds, which are the basic accounti ng and reporting entities in governmental accounting. The City’s accounting structure will make it possible:

 To present fairly and with full disclosure the financial posi tion and results of financial operations of the funds of the City in conformity with generally accepted accounting principles, and
 To determine and demonstrate compliance with fi nance-related legal and contractual provisions.

Management Responsibility

The City Manager and staff shall provide the City Council with monthly updates and a mid-year review of financial activities du ring the budget process of each year. The review will compare annual budget projections with actual results.

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BUDGET STRATEGIES AND POLICIES

12 RESERVE POLICY
The City will maintain reserve funds to:
 Stabilize the City’s fiscal base for fluctuations in revenues and expenditures;  Provide for nonrecurring, unanticipated expenditures; and  Provide for replacement of capital equipment.
 Provide for payment of mandated liabilities (i.e., compensated absences).  Provide for payment of unanticipated litigation or insurance costs.

General Reserves
The purpose of these funds is to be prepared for possible future reductions in revenues or increases in expenditures, to genera te interest income and to provide for unexpected opportunities and contingencies. These funds will be known as the General Fund Unassigned Fund Balance of the City and will be budgeted annually at a minimum of 20% of General Fund operating revenues, with the addition of at least $500,000 to the unassigned fund balance each year as available.

Replacement Reserves
The purpose of these funds is to provide sufficient funds for the anticipated replacem ent of capital equipment. These reserves are maintained within the Internal Service funds called Office Equipment Replacement Fund (573) and the Vehicle Replacement Fund (569).

Mandated Liabilities Reserve (Committment of Fund Balance) The purpose of this reserve is to fund the City’s mandated liabilities which are currently comprised of a Committment for Compensated Absences. The purpose of this reserve is to pay employees for unused vacation and/or vest ed sick leave benefits upon termination. The reserve level is set at 5% of the total compensated absences liability and is adjusted annually based upon the previous year’s total compensated absence liability provided in the previous year’s annual audit. This reserve will be maintained within the General Fund Reserves in addition to the General Fund Unassigned reserves.

Litigation/Insurance Reserve (Commitment of Fund Balance)

The purpose of this reserve is to fund unanticipated litigation or other insurance deductible costs (whether third party or sel f-insurance) not covered by the City’s risk pool. The reserve level is set at ten times the City’s self-insured liability retention, which currently is $50,000, representing a $500,000 reserve.

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BUDGET STRATEGIES AND POLICIES

13 Budget Stabilization Reserve

In 2018 the City established a Budget Stabilization Reserve Fund to set aside General Fund reserves that exceed 20% to offset any unexpected budget variances.

The City Council has directed that starting in fiscal year 2019-20, the funds will also be used to begin meeting the full actuarial determined contribution towards the City’s OPEB liabilities, to be evaluated each budget year based on budget projections. For extern al financial reporting purpos es, although the fund is separate from the General Fund, it will be combined into one reportable fund with the General Fund.

BUDGET AND FINANCIAL PLAN

The City Manager will present a budget and periodic financial information to the City Council, setting forth the following information:

 Actual revenues, expenditures, reserve balances, and fund balances for the prior fiscal year;  Estimated revenues, expenditures, reserve balance s, and fund balances for the current fiscal year;  Projected revenues, expenditures, reserve balance s, and fund balances for the next fiscal year;  Goals and objectives to be achieved by the organization over the next year;  Capital Improvement Program for the next five years.

APPROPRIATIONS AND AMENDMENTS CONTROL

Appropriations of fiscal resources are the responsibility of the City Council, the City Manager, and Department Heads.

Appropriations requiring Council action are;
 Appropriation of reserves, except replacement reserves;  Transfers between funds;
 Appropriations and amendments of any unbudgeted expenditures;  Appropriations and amendments of any unassigned revenues; and  Inter-fund loans.

Appropriations and amendments requiring City Manager action are;  Transfers between departments within a fund (i.e. between Public Works and Police);

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BUDGET STRATEGIES AND POLICIES

14  Transfers between line items within a department or division involving salary accounts or above $50,000 per occurrence, and  Appropriation of replacement reserves.

Appropriations and amendments requiring Department Head action are:
 Transfers between line items within a department or division up to and including $50,000 per occurrence.

Investments
The City Council will bi-annually review an Investment Policy in conformance with California Government Code. The policy will address the objectives of safety, liquidity, and yield with respect to the City’s financial assets.

Fees and Charges
The City Council will annually review the schedule of fees and charges. The fees and charges will be set to provide adequate r esources for the cost of the program or service provided.

Purchasing
The City will maintain a purchasing policy designed to support and enhance the delivery of governmental services while seeking to obtain the maximum value for each dollar expended.

FUNDS OF THE CITY OF ANTIOCH

Governmental accounting systems are organized and operated on a fund basis. A f und is a self-balancing set of accounts recordi ng cash and other financial resources, together with all related liabilities and residual equities or balances. Funds are used to segregate the City’s financial activities in categories that attain certain objectives in accordance with special regulations, restrictions, or limitations.

Basis of Accounting and Budgeting

The budget is reported using the current financial resources measur ement focus and the modified accrual basis of accounting. R evenues are recognized as soon as they are both measurable and available. Revenues are considered to be available when they are collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period (generally 60 days). Expenditures are recorded when a liability is incurr ed. However, debt service expenditures, as well as expenditures related to compensated absences and claims and judgments are recorded only when payment is due.

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BUDGET STRATEGIES AND POLICIES

16 RESOLUTION NO. 2023/XX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ANTIOCH APPROVING AND ADOPTING A TWO-YEAR OPERATING BUDGET FOR FISCAL YEARS 2023-25, APPROPRIATING THE FUNDS NECESSARY TO MEET THE EXPENDITURES SET FORTH THEREIN, AND REVISING THE 2022-23

OPERATING BUDGET

WHEREAS, the City Manager of the City of Antioch, in accordance with Antioch Municipal Code, Title 2, Section 2-2.06(B)(7), has submit ted to the City Council a Preliminary Two-Year Operating Budget for the 2023-25 Fiscal Years;

WHEREAS, the City Council of the City of Antioch has heretofore considered said Operating Budget;

WHEREAS, the City Council did receive, consider and evaluate all public comments on the 2023-25 Operating Budget document as submitted by the City Manager; and

WHEREAS, the City Council did receive, consider and evaluate the revised 2022-23 portion of the Operating Budget as submitted; and

NOW THEREFORE BE IT RESOLVED:

SECTION 1. The Acting City Manager's 2023-25 Fiscal Years Operat ing Budget, incorporated herein by reference, for general and s pecial City purposes, and the 2022-23 Fiscal Year revised budget are hereby approved and adopted.

SECTION 2. The City’s reserve policy is as follows:

 General Reserves - General Fund unassigned fund balance of the Ci ty will be a minimum of 20% of General Fund operating revenues, with the addition of $500,000 to the unassigned fund balance each year as available.  Replacement Reserves – Reserves for replacement of capital e quipment in the Office Equipment Replacement Fund and the Equipment Maintenance Fund.
 Mandated Liabilities Reserve – Reserves for compensated absences will be committed at 5% of the total compensated absences liability provided in the previous year’s annual audit.
 Litigation/Insurance Reserve – Reserves for litigation and increa sed insurance deductibles (whether third-party or self-insurance) will be committed in the amount of $500,000 for the 2023-25 fiscal years.

SECTION 3. Appropriations and Amendments Control Policy is as follows:

Appropriations requiring Council action are:
 Appropriation of reserves, except replacement reserves;

2023-25 OPERATING BUDGET

BUDGET STRATEGIES AND POLICIES

17  Transfers between funds;
 Appropriations and amendments of any unbudgeted expenditures;  Appropriations and amendments of any unassigned revenues; and  Inter-fund loans.

Appropriations and amendments requiring City Manager action are:
 Transfers between departments within a fund (e.g. between Public Works and Police);  Transfers between line items within a department or division involving salary accounts or above $50,000 per occurrence, and  Appropriation of replacement reserves.

Department Heads may approve:
 Transfers between line items within a department or division up to and including $50,000 per occurrence.

SECTION 4. The City Council hereby approves and continues the following commitments of Fund Balance:

1. 1% Sales Tax revenues shall be committed in fiscal year s 2023-25 as detailed on page 59 of the adopted 2023-25 budget docume nt. City Council shall have the authority to change the allocation of the revenues at any time during a public meeting.

2. The Budget Stabilization Fund shall be committed for unexpec ted General Fund budget variances, unanticipated projects and/or expenses, unfunded liabilities and to maintain a minimum 20% unassigned fund balance within the General Fund.

3. General Plan Maintenance Fees and Technology Fees collected s hall be committed for costs associated with the City’s General Plan and technology upgrades in the Community Development Department.

SECTION 5. The City Council hereby approves the annual recurring purchase or ders and/or contracts as detailed on pages 51-52 of the adopte d budget document.

* * * * * * * * * * * * *

2023-25 OPERATING BUDGET

BUDGET STRATEGIES AND POLICIES

18 I HEREBY CERTIFY that the foregoing resolution was passed and adopted by the City Council of the City of Antioch at a regular meeting thereof, held on the 13th day of June 2023, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

__________________________________

ELIZABETH HOUSEHOLDER

CITY CLERK OF THE CITY OF ANTIOCH

2023-25 OPERATING BUDGET

BUDGET STRATEGIES AND POLICIES

19 RESOLUTION NO. 2023/XX

RESOLUTION OF THE CITY OF ANTIOCH PUBLIC FINANCING AUTHORITY ADOPTING A TWO-YEAR BUDGET FOR THE FISCAL YEARS 2023-25 AND REVISING THE 2023-25 BUDGET

WHEREAS, The City Council formed the Antioch Public Financing Authority in April 1993 to provide financial assistance to the City by fin ancing improvements for the benefit of the residents of the City; and

WHEREAS, the City Council of the City of Antioch has heretofore considered said budget;

NOW THEREFORE BE IT RESOLVED that the Authority Budget for the 2023-25 Fiscal Years and the 2022-23 Fiscal Year revised budget, on file with the Authority Secretary, are hereby approved and adopted.

* * * * * * * * * * * * *

The foregoing resolution was passed and adopted by the City of Anti och Public Financing Authority at a regular meeting thereof, held on the 13th day of June 2023, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

_____________________________

ELIZABETH HOUSEHOLDER, SECRETARY

2023-25 OPERATING BUDGET

BUDGET STRATEGIES AND POLICIES

20 SA RESOLUTION NO. 2021/36

RESOLUTION OF THE CITY OF ANTIOCH AS SUCCESSOR AGENCY AND HOUSING SUCCESSOR TO THE ANTIOCH DEVELOPMENT AGENCY ADOPTING A TWO-YEAR BUDGET FOR THE FISCAL YEARS 2023-25 BUDGET AND REVISING THE 2022-23 BUDGET AS RELATED TO THE ACTIVITES OF THE SUCCESSOR AGENCY AND

HOUSING SUCCESSOR

WHEREAS, the Antioch Development Agency was formed by the adoption of the Redevelopment Plan in July 1975; and

WHEREAS, pursuant to the passage of AB 1X26 upheld by the California Supreme Court, redevelopment agencies were required to be dissolved by February 1, 2012; and

WHEREAS, pursuant to Resolution No. 2012/07 dated J anuary 24, 2012, the City of Antioch confirmed its intention to serve as the Succes sor Agency to the Antioch Development Agency for non-housing related functions and pursuant to Resolution No. 2012/06 dated January 24, 2012, the City of Antioch elected to perform the housing functions of the Antioch Development Agency pursuant to AB 1X26; and

WHEREAS, the City Council of the City of Antioch as Successor Agency and Housing Successor to the Antioch Development Agency has heret ofore considered said Operating Budget; and

WHEREAS, the City Council as Successor Agency and Housing Successor to the Antioch Development Agency di d receive, consider and evaluat e the revised 2022-23 portion of the Operating Budget as submitted; and

WHEREAS, enforceable obligations of the Successor Agency and Housing Successor are incorporated into said budgets;

NOW THEREFORE BE IT RESOLVED:

A. That the Successor Agency and Housing Successor Two-Year Budg et for the 2023-25 Fiscal Years, on file with the Recording Sec retary, is hereby approved and adopted.

B. That the revised portion of the Successor Agency and Housi ng Successor Budget for the 2022-23 Fiscal Year is hereby approved and adopted.

* * * * * * * * * * * * *

The foregoing resolution was passed and adopted by the City of An tioch as Successor Agency and Housing Successor to the Antioch Development Agency at a regular meeting thereof, held on the 13th day of June 2023, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

____________________________________________

ELIZABETH HOUSEHOLDER, RECORDING SECRETARY

CITY OF ANTIOCH
2023-25 OPERATING BUDGET

21 STAFFING OVERVIEW

2023-25 OPERATING BUDGET

STAFFING OVERVIEW

22 The City Council approves all new positions and status (employee versus contract; regular versus temporary; full-time versus pa rt-time.) In addition, the City Council reviews all staffing levels on an annual basis during the budget process.

A position allocation system is the standard mechanism used by municipalities to track and monitor staffing levels and approvals. A “Position Allocation Summary” follows:

2023-25 POSITION ALLOCATION SUMMARY – FUNDED POSITIONS

Total
Funded

Total
Total
Funded
FY 22-23 Filled FTE’s FY 24&25
GENERAL FUND POSITIONS FTE 5.30.23 FTE
CITY COUNCIL (100-1110)
Mayor (Elected) 1.00 1.00 1.00
Mayor Pro-Tem (Elected) 1.00 1.00 1.00
Council Member (Elected) 3.00 3.00 3.00
Sub-total 5.00 5.00 5.00
CITY ATTORNEY (100-1120)
City Attorney 1.00 1.00 1.00
Assistant City Attorney 1.00 1.00 2.00
Executive Legal Assistant 1.00 1.00 1.00
Sub-total 3.00 3.00 4.00
CITY MANAGER (100-1130)
City Manager 1.00 1.00 1.00
Assistant City Manager 1.00 0.00 1.00
Public Information/Communications Officer 1.00 0.00 1.00 Principal Executive Assistant 1.00 1.00 1.00
Sub-total 4.00 2.00 4.00
CITY CLERK (100-1140)
City Clerk (Elected) 1.00 1.00 1.00
Deputy City Clerk 1.00 1.00 1.00
Administrative Analyst I 2.00 1.00 2.00
Sub-total 4.00 3.00 4.00

2023-25 OPERATING BUDGET

STAFFING OVERVIEW

23 Total
Funded

Total
Total
Funded
FY 22-23 Filled FTE’s FY 24&25
GENERAL FUND POSITIONS (Continued) FTE 5.30.23 FTE
CITY TREASURER (100-1150)
City Treasurer 1.00 1.00 1.00
Finance Director (0.80 charged to Finance Admin 100-1210; .075 each to 611/621) 0.05 0.05 0.05 Accountant I (0.90 charged to Finance Acct 100-1220) 0.10 0.10 0.10 Sub-total 1.15 1.15 1.15
HUMAN RESOURCES (100-1160)
Administrative Services Director 1.00 1.00 1.00
Administrative Assistant 1.00 1.00 1.00
Human Resources Analyst 1.00 1.00 1.00
Human Resources Technician 3.00 2.00 3.00
Sub-total 6.00 5.00 6.00
ECONOMIC DEVELOPMENT DEPT (100-1180)
Economic Development Director 1.00 1.00 1.00
Economic Development Program Manager 1.00 1.00 1.00
Sub-total 2.00 2.00 2.00
LEGISLATIVE AND ADMINISTRATIVE TOTAL 25.15 21.15 26.15
FINANCE DEPARTMENT:

Administration (100-1210)
Finance Director (0.05 funded in City Treasurer 100-1150; .075 each to 611/621) 0.80 0.80 0.80 Sub-total 0.80 0.80 0.80
Accounting Services (100-1220)
Deputy Finance Director 1.00 1.00 1.00
Accountant I (0.10 charged to City Treasurer 100-1150) 2.90 1.90 2.90 Accounting Technician I/II 2.00 2.00 3.00
Finance Analyst 1.00 0.00 0.00
Payroll Specialist 2.00 2.00 2.00
Sub-total 8.90 6.90 8.90
Finance Operations (100-1230)
Finance Services Supervisor 0.15 0.15 0.15

2023-25 OPERATING BUDGET

STAFFING OVERVIEW

24 Total
Funded

Total
Total
Funded
FY 22-23 Filled FTE’s FY 24&25
GENERAL FUND POSITIONS (Continued) FTE 5.30.23 FTE
Finance Operations (100-1230) (Cont.)
Accounting Technician 0.00 0.00 0.10
Customer Service Representative I & II (charged .45 to 6112330/.45 to 6212220) 0.40 0.40 0.30 Business License Representative 2.00 2.00 2.00
Sub-total 2.55 2.55 2.55
FINANCE TOTAL 12.25 10.25 12.25
PUBLIC WORKS DEPARTMENT:

Administration (100-2140)
Director of Public Works/City Engineer 1.00 0.00 1.00
Deputy Director of Public Works 0.34 0.34 0.34
Lead Warehouse Maintenance Worker 0.07 0.00 0.07
Warehouse Maintenance Worker II 0.07 0.00 0.07
Administrative Analyst I/III 0.20 0.10 0.20
Administrative Assistant 0.10 0.10 0.10
Sub-total 1.78 0.54 1.78
Street Maintenance (100-2160)
Operations Supervisor 0.28 0.28 0.28
Street Maintenance Leadworker 2.00 1.00 2.00
Street Maintenance Worker I & II 5.00 4.00 5.00
Public Works Technician 0.15 0.15 0.15
Code Enforcement Maintenance Worker/General Laborer (Abatement Team) 4.00 4.00 4.00 Equipment Operator 1.00 1.00 1.00
Sub-total 12.43 10.43 12.43
Facilities Maintenance (100-2190)
Operations Supervisor 0.375 0.375 0.375
Public Works Technician 0.040 0.040 0.040
Facility Maintenance Leadworker 1.000 1.000 1.000
Facility Maintenance Worker II 2.000 2.000 2.000
Sub-total 3.415 3.415 3.415

2023-25 OPERATING BUDGET

STAFFING OVERVIEW

25 Total
Funded

Total
Total
Funded
FY 22-23 Filled FTE’s FY 24&25
GENERAL FUND POSITIONS (Continued) FTE 5.30.23 FTE
Parks Maintenance (100-2195)
Operations Supervisor 0.175 0.175 0.175
Public Works Technician 0.150 0.150 0.150
Landscape Maintenance Leadworker 1.000 0.000 1.000
Sub-total 1.325 1.325 1.325
Median Landscape (100-2196)
Public Works Technician 0.1500 0.1500 0.1500
Landscape Maintenance Worker I/II (split among programs) 0.9125 0.5000 0.9125 General Laborer (split among programs) 0.4125 0.4125 0.4125 Sub-total 1.4750 1.0630 1.4750
Work Alternative Program (100-2198)
Operations Supervisor 0.15 0.15 0.15
Landscape Maintenance Worker I/II 1.00 1.00 1.00
Sub-total 1.15 1.15 1.15
Engineering Services/Land Development (100-5150)
Senior Civil Engineer 0.25 0.00 0.25
Assistant Engineer 1.00 0.00 1.00
Assistant City Engineer 1.00 0.00 0.00
Engineering Manager 0.00 0.00 1.00
Senior Public Works Inspector 1.00 1.00 1.00
Public Works Inspector 2.00 1.00 2.00
Administrative Analyst II 1.00 1.00 1.00
Administrative Assistant 0.50 0.50 0.50
Development Services/Engineering Tech (Assoc) 1.00 1.00 1.00 Sub-total 7.75 4.50 7.75
Capital Improvement Administration (100-5170)
Assistant Engineer 2.00 1.00 2.00
Administrative Analyst I 0.25 0.25 0.25
Development Services/Engineering Tech (Snr) 1.00 1.00 1.00

2023-25 OPERATING BUDGET

STAFFING OVERVIEW

26 Total
Funded

Total
Total
Funded
FY 22-23 Filled FTE’s FY 24&25
GENERAL FUND POSITIONS (Continued) FTE 5.30.23 FTE
Capital Improvement Administration (100-5170) (Cont.)
Administrative Assistant 0.50 0.50 0.50
Sub-total 3.75 2.75 3.75
PUBLIC WORKS GENERAL FUND TOTAL 33.075 25.173 33.075
POLICE DEPARTMENT (ALL DIVISIONS 100-3*):

Chief of Police (.10 funded Animal Control Fund) 0.90 0.90 0.90 Police Captain 2.00 2.00 2.00
Police Lieutenant 6.00 6.00 6.00
Police Sergeant 11.00 10.00 11.00
Police Corporal 7.00 7.00 7.00
Police Officer 88.00 67.00 88.00
Community Service Officer 11.00 11.00 11.00
Administrative Analyst I/III 2.00 2.00 2.00
Police Records Supervisor 1.00 1.00 1.00
Police Evidence Supervisor 0.00 0.00 1.00
Lead Police Records Technician 2.00 2.00 2.00
Police Records Technician 7.00 4.00 7.00
Crime Analyst 2.00 1.00 2.00
Police Communications Supervisor 1.00 1.00 1.00
Lead Dispatcher 4.00 4.00 4.00
Police Dispatcher 11.00 9.00 11.00
POLICE GENERAL FUND TOTAL 155.90 127.90 156.90
COMMUNITY RESOURCES DEPARTMENT:

Youth Network Services (100-4700)
Public Safety & Community Resources Director (to Administration in FY24) 0.20 0.20 0.00 Youth Network Services Manager 1.00 1.00 1.00
Youth Services Program Coordinator 1.00 1.00 1.00
Sub-total 2.20 2.20 2.00
Housing and Homelessness (100-4705)
Public Safety & Community Resources Director (to Administration in FY24) 0.15 0.15 0.00

2023-25 OPERATING BUDGET

STAFFING OVERVIEW

27 Total
Funded

Total
Total
Funded
FY 22-23 Filled FTE’s FY 24&25
GENERAL FUND POSITIONS (Continued) FTE 5.30.23 FTE
COMMUNITY RESOURCES DEPARTMENT (Cont.):

Housing and Homelessness (100-4705) (Cont.)
Unhoused Resident Coordinator 1.00 1.00 1.00
Sub-total 1.15 1.15 1.00
Violence Intervention and Prevention (100-4706)
Public Safety & Community Resources Director (to Administration in FY24) 0.15 0.15 0.00 Public Safety Manager 1.00 0.00 1.00
Community Engagement Coordinator 1.00 0.00 1.00
Sub-total 2.15 0.15 2.00
Community Engagement (100-4707)
Public Safety & Community Resources Director (to Administration in FY24) 0.15 0.15 0.00 Community Resources Specialists 4.00 0.00 4.00
Sub-total 4.15 0.15 4.00
Administration (100-4708)
Public Safety & Community Resources Director 0.10 0.10 0.75 Administrative Assistant III 1.00 1.00 1.00
Sub-total 1.10 1.10 1.75
COMMUNITY RESOURCES GENERAL FUND TOTAL 10.75 4.75 10.75 COMMUNITY DEVELOPMENT DEPARTMENT:

Administration (100-5110)
Community Development Director 0.00 0.00 1.00
Administrative Analyst 0.00 0.00 1.00
Community Development Technician (Snr) 0.00 0.00 1.00
Sub-total 0.00 0.00 3.00
Land Planning Services (100-5130)
Community Development Director (to Administration in FY24) 0.34 0.34 0.00 Planning Manager 1.00 0.00 0.00
Administrative Analyst (to Administration in FY24) 0.34 0.34 0.00 Principal/Senior/Associate Planner 3.00 2.00 3.00

2023-25 OPERATING BUDGET

STAFFING OVERVIEW

28 Total
Funded

Total
Total
Funded
FY 22-23 Filled FTE’s FY 24&25
GENERAL FUND POSITIONS (Continued) FTE 5.30.23 FTE
Land Planning Services (100-5130) (Cont.)
Community Development Technician (Assoc/Snr) (Snr to Administration in FY24) 2.00 1.00 1.00 Sub-total 6.68 3.68 4.00
Code Enforcement (100-5140)
Community Development Director (to Administration in FY24) 0.33 0.33 0.00 Administrative Analyst (to Administration in FY24) 0.33 0.33 0.00 Code Enforcement Manager 1.00 1.00 1.00
Code Enforcement Officer 14.00 9.00 14.00
Community Development Technician (Snr/Asst) 3.00 2.00 3.00 Sub-total 18.66 12.66 18.00
Building Inspection (100-5160)
Community Development Director (to Administration in FY24) 0.33 0.33 0.00 Building Inspection Services Manager 1.00 1.00 1.00
Administrative Analyst (to Administration in FY24) 0.33 0.33 0.00 Community Development Technician (Asst) 2.00 1.00 2.00
Building Inspector I/II with certificate 3.00 1.00 3.00 Sub-total 6.66 3.66 6.00
COMMUNITY DEVELOPMENT TOTAL 32.00 20.00 31.00
GRAND TOTAL GENERAL FUND 269.125 209.223 270.125

Total
Funded

Total
Total
Funded
FY 22-23 Filled FTE’s FY 24&25
POLICE DEPARTMENT SUMMARY FTE 5.30.23 FTE
General Fund Sworn 114.90 92.90 114.90
General Fund Non-Sworn 41.00 35.00 42.00
Sub-total General Fund 155.90 127.90 156.90
Other Funds Sworn 0.10 0.10 0.10
GRAND TOTAL POLICE DEPARTMENT 156.00 128.00 157.00

2023-25 OPERATING BUDGET

STAFFING OVERVIEW

29 Total
Funded

Total
Total
Funded
FY 22-23 Filled FTE’s FY 24&25
SPECIAL REVENUE FUNDS POSITIONS FTE 5.30.23 FTE
GAS TAX FUND (213-2530)
Senior Civil Engineer 0.50 0.00 0.50
Landscape Maintenance Worker 0.50 0.50 0.50
Administrative Analyst I 0.25 0.25 0.25
GAS TAX TOTAL 1.25 0.75 1.25
ANIMAL SERVICES FUND (FUND 214):

Police Chief 0.10 0.10 0.10
Animal Services Manager 1.00 1.00 1.00
Animal Services Supervisor 1.00 1.00 1.00
Doctor of Veterinary Medicine 1.00 1.00 1.00
Registered Vet Tech 1.00 1.00 2.00
Animal Services Technician 3.00 2.00 3.00
Office Assistant 1.00 1.00 1.00
Animal Control Officer 3.00 2.00 3.00
ANIMAL CONTROL TOTAL 11.10 9.10 12.10
RECREATION SERVICES (FUND 219):

Recreation Community Recreation (219-4495)
Parks and Recreation Director 0.50 0.50 0.50
Recreation Coordinator 1.50 1.50 1.50
Recreation Supervisor/Recreation Services Manager in FY24/FY25 1.00 1.00 1.00 Administrative Analyst I 1.00 1.00 1.00
Administrative Assistant II/III 2.00 2.00 2.00
Sub-total 6.00 6.00 6.00
Recreation Services – NRCC/Senior Programs (219-4410 & 4420) Recreation Supervisor 1.00 1.00 1.00
Recreation Coordinator 1.00 0.00 1.00
Sub-total 2.00 1.00 2.00
Recreation Services – Sports Programs (219-4450)
Recreation Supervisor 1.00 1.00 1.00
Sub-total 1.00 1.00 1.00

2023-25 OPERATING BUDGET

STAFFING OVERVIEW

30 Total
Funded

Total
Total
Funded
FY 22-23 Filled FTE’s FY 24&25
SPECIAL REVENUE FUNDS POSITIONS FTE 5.30.23 FTE
RECREATION SERVICES (FUND 219) (Cont.):

Recreation Services – Water Park Operations (219-4630)
Parks and Recreation Director 0.50 0.50 0.50
Recreation Supervisor 1.00 1.00 1.00
Recreation Coordinator 0.50 0.50 0.50
Aquatics Maintenance Worker I/II 1.00 1.00 1.00
Sub-total 3.00 3.00 3.00
RECREATION FUND TOTAL 12.00 11.00 12.00
SOLID WASTE (FUND 226):

Public Safety & Community Resources Director 0.10 0.10 0.10 Administrative Analyst III 0.68 0.34 0.68
SOLID WASTE TOTAL 0.78 0.44 0.78
SUCCESSOR AGENCY (FUND 227):

Public Safety & Community Resources Director 0.15 0.15 0.15 Administrative Analyst I 1.00 0.00 1.00
SUCCESSOR AGENCY FUND TOTAL 1.15 0.15 1.15
NATIONAL POLLUTANT DISCHARGE ELIMINATION SRVS (NPDES) (FUND 229):

Channel Maintenance Operations (229-2585)
Collection System Superintendent 0.075 0.075 0.075
Collections System Supervisor 0.075 0.075 0.075
Lead Collections Systems Worker 0.750 0.000 0.750
Collections Systems Worker I/II 3.000 2.000 3.000
Administrative Analyst III 0.340 0.170 0.340
NPDES TOTAL 4.240 2.320 4.240
STREET LIGHT & LANDSCAPE MAINT. DIST. (SLLMD) (FUNDS 251-259):

Operations Supervisor 0.5950 0.5950 0.5950
Landscape Maintenance Worker II 2.5875 2.0000 2.5875
General Laborer 1.2535 1.2535 1.2535
SLLMD 251 – 259 TOTAL 4.436 3.719 4.436

2023-25 OPERATING BUDGET

STAFFING OVERVIEW

31 Total
Funded

Total
Total
Funded
FY 22-23 Filled FTE’s FY 24&25
INTERNAL SERVICE FUNDS POSITIONS FTE 5.30.23 FTE
VEHICLE EQUIPMENT MAINTENANCE (FUND 570):

Equipment Maintenance (570-2610)
Operations Supervisor 1.365 1.365 1.365
Fleet Leadworker 1.000 1.000 1.000
Fleet Service Technician 1.000 1.000 1.000
Equipment Mechanic I/II 2.000 1.000 2.000
Public Works Technician 0.250 0.250 0.250
Warehouse Maintenance Worker II (0.80 Water Fd; 0.07 Gen Fd; 0.07 Sewer Fd) 0.060 0.000 0.060 Lead Warehouse Maintenance Worker 0.060 0.000 0.060
VEHICLE EQUIPMENT MAINTENANCE TOTAL 5.735 4.615 5.735
INFORMATION SYSTEMS (FUND 573):

Information Systems (573-1410)
Information Systems Director (0.25 Network Sup; 0.05 Tele. Sys.) 0.70 0.70 0.70 Network Administrator (0.60 Network Support) 0.40 0.40 0.40 Sub-total 1.10 1.10 1.10
Network Support & PC’s (573-1420)
Information Systems Director (0.70 Info Sys; 0.05 Tele. Sys.) 0.25 0.25 0.25 Network Administrator (0.40 Info Sys/0.10 to Tele. Sys.) 2.50 2.50 2.50 Computer Technician/Senior 2.00 2.00 2.00
Sub-total 4.75 4.75 4.75
Telephone System (573-1430)
Information Systems Director (0.25 Network Sup; 0.70 Info Sys.) 0.05 0.05 0.05 Network Administrator (0.90 Network Sup) 0.10 0.10 0.10 Sub-total 0.15 0.15 0.15
GIS Support Services (573-1435)
GIS Specialist 1.00 1.00 1.00
GIS Coordinator 1.00 1.00 1.00
GIS Technician 1.00 0.00 1.00
Public Works Technician 0.18 0.18 0.18

2023-25 OPERATING BUDGET

STAFFING OVERVIEW

32 Total
Funded

Total
Total
Funded
FY 22-23 Filled FTE’s FY 24&25
INTERNAL SERVICE FUNDS POSITIONS (Continued) FTE 5.30.23 FTE GIS Support Services (573-1435) (Cont.)
Administrative Assistant II 0.90 0.90 1.00
Sub-total 4.08 3.08 4.08
INFORMATION SYSTEMS TOTAL 10.08 9.08 10.08
LOSS CONTROL FUND (580)
Loss Control (580-1160)
Risk Manager 1.00 1.00 1.00
LOSS CONTROL TOTAL 1.00 1.00 1.00

Total
Funded

Total
Total
Funded
FY 22-23 Filled FTE’s FY 24&25
ENTERPRISE FUND POSITIONS FTE 5.30.23 FTE
WATER FUND (611):

Water Supervision (611-2310)
Deputy Public Works Director 0.33 0.33 0.33
Water Treatment Plant Superintendent 1.00 1.00 1.00
Water Treatment Plant Supervisor 1.00 1.00 1.00
Water Distribution Superintendent 1.00 1.00 1.00
Water Distribution Supervisor 1.00 1.00 1.00
Water Quality Analyst 1.00 0.00 1.00
Administrative Analyst I/III 1.81 1.03 1.81
Sub-total 7.14 5.36 7.14
Water Production (611-2320)
Water Treatment Plant Operator/Senior/Trainee 7.00 4.00 8.00 Water Treatment Maintenance Worker 4.00 2.00 4.00
Water Treatment Plant Instrument Tech. 2.00 2.00 2.00
General Laborer 0.00 0.00 2.00
Public Works Technician – Assistant 0.00 0.00 1.00
Laboratory Assistant 1.00 1.00 1.00
Sub-total 14.00 9.00 18.00

2023-25 OPERATING BUDGET

STAFFING OVERVIEW

33 Total
Funded

Total
Total
Funded
FY 22-23 Filled FTE’s FY 24&25
ENTERPRISE FUND POSITIONS (Continued) FTE 5.30.23 FTE
Water Distribution (611-2330)
Finance Director 0.075 0.075 0.075
Finance Services Supervisor 0.425 0.425 0.425
Public Works Technician 1.000 1.000 1.000
Accounting Technician 0.500 0.500 0.950
Lead Customer Service Representative 0.500 0.000 0.500
Customer Service Representative I/II 2.800 2.800 2.350
Lead Water Distribution Operator 4.000 3.000 4.000
Cross Connection Control Specialist Leadworker 1.000 1.000 1.000 Cross Connection Control Specialist II 1.000 0.000 1.000 Equipment Operator 2.500 1.500 2.500
Water Distribution Operator I/II 13.50 10.50 13.50
Street Maint. Worker I & II (0.50 charged to Sewer Fund) 0.500 0.500 0.500 Lead Warehouse Maintenance Worker (0.06 Veh Fund; 0.14 Gen Fund) 0.800 0.000 0.800 General Laborer 1.167 1.167 1.167
Warehouse Maintenance Worker II 0.800 0.000 0.800
Administrative Assistant 0.500 0.500 0.500
Sub-total 31.067 22.967 31.067
Water Capital Projects (611-2550)
Senior Civil Engineer 0.125 0.00 0.125
Project Manager 0.500 0.50 0.500
Sub-total 0.625 0.50 0.625
WATER FUND TOTAL 52.832 37.827 56.832
SEWER FUND (621):

Wastewater Supervision (621-2210)
Deputy Public Works Director 0.330 0.330 0.330
Collection Systems Superintendent 0.925 0.925 0.925
Collections Systems Supervisor 0.925 0.925 0.925
Administrative Assistant 0.500 0.500 0.500
Administrative Analyst I/III 1.470 0.860 1.470

2023-25 OPERATING BUDGET

STAFFING OVERVIEW

34 Total
Funded

Total
Total
Funded
FY 22-23 Filled FTE’s FY 24&25
ENTERPRISE FUND POSITIONS (Continued) FTE 5.30.23 FTE
Wastewater Supervision (621-2210) (Cont.)
Public Works Technician 1.000 1.000 1.000
Finance Director 0.075 0.075 0.075
Finance Services Supervisor 0.425 0.425 0.425
Accounting Technician 0.500 0.500 0.950
Lead Customer Service Representative 0.500 0.000 0.500
Customer Service Representative I/II 2.800 2.800 2.350
Lead Collections System Worker 2.250 1.000 2.250
Water Distribution Operator I/II 0.500 0.500 0.500
Collections Systems Worker I/II 10.000 9.000 10.000 Equipment Operator 2.500 2.500 2.500
Sewer Camera Truck Operator 1.000 1.000 1.000
Street Maint. Worker I & II (0.50 charged to Water Fund) 0.500 0.500 0.500 General Laborer 0.167 0.167 0.167
Lead Warehouse Maintenance Worker 0.070 0.000 0.070
Warehouse Maintenance Worker 0.070 0.000 0.070
Sub-total 26.507 23.007 26.507
Wastewater Capital Projects (621-2570)
Project Manager 0.500 0.50 0.500
Senior Civil Engineer 0.125 0.00 0.125
Sub-total 0.625 0.50 0.625
SEWER FUND TOTAL 27.132 23.507 27.132
MARINA FUND (631):

Marina Administration (631-2410)
Public Works Technician 0.08 0.08 0.08
Administrative Assistant 1.00 1.00 1.00
Marina Maintenance Worker 1.00 1.00 1.00
Operations Supervisor 0.06 0.06 0.06
MARINA FUND TOTAL 2.14 2.14 2.14

2023-25 OPERATING BUDGET

STAFFING OVERVIEW

35 Total
Funded

Total
Total
Funded
FY 22-23 Filled FTE’s FY 24&25
SUMMARY OF STAFFING FTE 5.30.23 FTE
GRAND TOTAL FY23 403.00 315.00
GRAND TOTAL FY24 409.00
GRAND TOTAL FY25 409.00

The following PERS payroll contribution assumptions are in the Fiscal Year 2023-25 budget (rates include UAL):

FISCAL YEAR 2023-24 FISCAL YEAR 2024-25
PERS Tier-Bargaining Unit
Miscellaneous
PERS Plan ER
Contribution
Safety PERS
Plan ER
Contribution
Miscellaneous
PERS Plan ER
Contribution
Safety PERS
Plan ER
Contribution
Classic Employees – all but WTP 36.31% 98.805%* 35.00% 101.805%* Classic Employees - WTP 34.31%* n/a 33.00%* n/a
2nd Tier n/a 24.63%* n/a 25.183%*
PEPRA – all groups 36.31% 14.50% 35.00% 14.645%
*WTP employees pay 2% of the City’s PERS contribution and Sworn Police pay 3%, therefore the ER Contribution is shown net.

2023-25 OPERATING BUDGET

STAFFING OVERVIEW

36 The following full-time equivalent positions have been added in fiscal years 2024 & 2025:

Position # of Positions Funding Source
2024 & 2025 New Positions Added
Police Evidence Supervisor 1 General Fund
Registered Veterinary Technician 1 General Fund/Animal Services Fund Assistant City Attorney 1 General Fund
Engineering Manager 1 General Fund
Principal Planner 2 General Fund
Recreation Services Manager 1 Recreation Fund
Accounting Technician 2 General Fund/Water Fund/Sewer Fund General Laborer 2 Water Fund
Assistant Public Works Technician 1 Water Fund
Water Treatment Plant Operator 1 Water Fund
Total Additional Funded Positions in 2024 & 2025 13
2024 & 2025 Positions Unfunded/Replaced
Planning Manager (1) General Fund
Assistant City Engineer (1) General Fund
Customer Service Representative (1) General Fund/Water Fund/Sewer Fund Finance Analyst (1) General Fund
Senior Planner (2) General Fund
Recreation Supervisor (1) Recreation Fund
Total Positions Unfunded/Replaced in 2024 & 2025 (7)
Net Positions Added 6

2023-25 OPERATING BUDGET
37 FINANCIAL SUMMARIES

2023-25 OPERATING BUDGET

FINANCIAL SUMMARIES

38 Financial Overview
This section provides a summary of General Fund revenues, a summa ry of transfers between the various funds of the City, interfu nd charges (“internal services”) between the various funds, summary of revenues and expenditures for all City funds and a summary of annually recurring purchase orders and/or contracts included in the budget.

Funds Transfer Summary

The “Funds Transfer Summary” details inflows and outflows between funds to subsidize operations in those funds.

Internal Services Summary

The City has internal services charges which are spread throughou t City departments to allocate costs of services used between departments. The table details these charges.

Revenues and Expenditures – All City Funds

Tables of City-wide projected revenues and expenditures by fund type for 2023-24 and 2024-25.

Summary of Annual Recurring Purchases Orders and/or Contracts

The City has many annual purchase orders and/ or contracts that are exempt from bidding per the City’s purchasing policy due to the nature of the goods or services provided. It has also been long standing practice to have open/recurring purchase orders for the purchase of unanticipated goods or services needed on an urgent basis. Use of open purchase orders is tightly controlled. In establishing open/recurring purchase orders, City staff is always cognizant of patronizing City businesses, but also in making sure that the City is paying fair prices.

The purchase of goods and or services over $50,000 requires City Council approval per the City’s purchasing policy. A list o f these types of purchase orders and/or contracts (as described in the prior pa ragraph) included in the budget is detail ed. The summary does not include purcha se orders or contracts separately brought to Council for approval.

2023-25 OPERATING BUDGET

FINANCIAL SUMMARIES

39 GENERAL FUND REVENUE SUMMARY

2019-20 2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 % Revenue Type Actual Actual Actual Budget Revise d Proposed Change Proposed Change Taxes:

Property Tax-Secured $11,160,335 $11,922 ,624 $12,498,785 $13,651, 173 $13,851,173 $14,197,220 2% $14,765,108 4% Property Tax In Lieu of VLF 8,398,594 8,898,578 9,311,807 10,170 ,356 10,170,167 10,576, 974 4% 11,000,000 4% Property Tax-Unsecured 346,866 363,328 356,195 340,000 360,000 360,000 0% 360,000 0% Property Tax-Other 901,050 935,063 1,147,635 700,000 1,000,000 1,000, 000 0% 1,000,000 0% Other In Lieu Taxes 499 501 460 0 507 500 0% 500 0%
Unitary Tax 501,044 489,766 491,942 525, 000 525,000 525,000 0% 525,000 0% Total Property Tax 21,308,388 22,609 ,860 23,806,824 25,386, 529 25,906,847 26,659,694 3% 27,650,608 4% Franchises - Miscellaneous 9,086 58,275 24,330 58,660 10,000 10, 000 0% 10,000 0% Franchise-Gas 1,046,728 1,208,842 1,816,803 1,853,139 2,431,068 2,504,000 3% 2,579,120 3% Franchise-Electric 485,669 545,846 565,832 579,086 628,089 646,932 3% 666,340 3% Franchise-Cable TV 1,237,479 1,227 ,035 1,251,686 1,270, 000 1,270,000 1,308,100 3% 1,347,340 3% Franchise-Refuse Collection 1,208,474 1,276,803 1,383,049 1, 353,170 1,353,170 1,293, 031 -4% 1,336,622 3% Total Franchise Taxes 3,987,436 4, 316,801 5,041,700 5,114 ,055 5,692,327 5,762, 063 1% 5,939,422 3% Business License Tax 1,460,546 1, 545,935 1,737,681 1,400 ,000 1,530,000 1,500, 000 -2% 1,500,000 0% Business License Tax - Rentals 2,381, 821 2,183,426 1,877,964 2,260,000 1,845,000 1,900 ,000 3% 2,000,000 5% Business License Tax Penalty 84,782 79,739 93,691 50,000 290,000 85, 000 -71% 85,000 0% Business Lic Tax Application 97,890 87,954 80,001 80,000 117,000 80, 000 -32% 80,000 0% Contractors Business License 10,536 12,134 13,139 20,000 2,800 10,000 257% 10,000 0% Total Business License Taxes 4,035, 575 3,909,188 3,802,476 3,810,000 3,784,800 3,575 ,000 -6% 3,675,000 3% Property Transfer Tax 492,611 702,816 911,734 535,000 630,000 600,000 -5% 600,000 0% Sales and Use Tax 15,379,929 17,911 ,854 18,047,902 19,118, 113 18,950,000 19,354,229 2% 20,003,718 3%

2023-25 OPERATING BUDGET

FINANCIAL SUMMARIES

40 GENERAL FUND REVENUE SUMMARY (Continued)
2019-20 2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 % Revenue Type Actual Actual Actual Budget Revised Proposed Change P roposed Change Sales Tax Measure C 120,468 118,649 20,167 0 0 0 0% 0 0% 1% Sales Tax 15,582,340 19,485,295 20,508,561 21,036,699 21,036,699 21,145,433 1% 21,727,902 3% Sales & Use Tax P.S. Allocation 647,331 712,696 861,802 775,000 888,300 934,800 5% 985,000 5% Motor Vehicle In Lieu Fees 90,148 82,526 130,368 80,000 118,213 80, 000 -32% 80,000 0% Transient Occupancy Tax 161,627 205,415 200, 228 145,000 205,266 150,000 -27% 150,000 0% Total Other Taxes 32,474,454 39,219 ,251 40,680,762 41,689, 812 41,828,478 42,264,462 1% 43,546,620 3% Total Taxes 61,805,853 70,055,100 73,331,762 76,000,396 77,212,452 78,261,219 1% 80,811,650 3% Licenses & Permits:

Bicycle Licenses 0 6 0 0 0 0 0% 0 0%
Building Permits 1,552,016 2,775, 820 3,706,974 2,450,000 2,700,000 2,450,000 -9% 2,450,000 0% Encroachment Permits 225,049 288,650 592,060 220,000 555,000 289,000 -48% 289,000 0% Wide Vehicle/Overload Permits 11,968 13,424 6,000 12,000 12,000 11,240 -6% 11,240 0% Total Licenses & Permits 1,789,033 3,077,900 4,305, 034 2,682,000 3,267,000 2, 750,240 -16% 2,750,240 0% Fines & Penalties:

Vehicle Code Fines 102,006 77,290 72,545 135,000 20,000 75,000 275% 75,000 0% Non-Traffic Fines 475 90 1,984 100 2,128 100 -95% 100 0% Total Fines & Penalties 102,481 77,380 74, 529 135,100 22,128 75,100 239% 75,100 0% Use of Money & Property:

Interest Earnings-Pooled 646,813 219,784 -786, 376 85,000 150,000 100,000 -33% 100,000 0% Rent 549,561 568,355 657,836 535,000 556,000 565,000 2% 575,000 2% Lease Interest 0 0 78,487 0 0 0 0% 0 0%
Total Use of Money & Property 1,196,374 788,139 -50,053 620, 000 706,000 665,000 -6% 675,000 2%

2023-25 OPERATING BUDGET

FINANCIAL SUMMARIES

41 GENERAL FUND REVENUE SUMMARY (Continued)

2019-20 2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 % Revenue Type Actual Actual Actual Budget Revised Proposed Change P roposed Change Revenue from Other Agencies:

Rev-AB109 Reimbursement 146,795 0 0 0 0 0 0% 0 0%
Homeowners Prop Tax Relief 77,403 76,959 77,069 80,000 80,000 80,000 0% 80,000 0% State Mandated Reimbursements 77,722 72,626 70,545 25,000 25,000 50, 000 100% 50,000 0% POST Reimbursements 87,968 49,341 35,020 12,000 32,764 20,000 -39% 20,000 0% Grants – Public Works 3,572 0 0 0 0 0 0% 0 0%
Grants – Community Development 0 59,950 97,583 740,050 693,906 0 -100% 0 0% CARES Act 55,877 450,026 0 0 0 0 0% 0 0%
Grants-Police 114,633 317,728 68, 640 0 20,288 77,229 281% 0 0% Total Revenue from Other Agencies 563,970 1,026, 630 348,857 857,050 851,958 227, 229 -73% 150,000 -34% Services Charges:

Other Service Charges 46,608 42,050 83,367 30,400 60,700 40,525 -33% 40,525 0%

Cannabis Fees 381,408 1,453,579 1, 770,621 2,000,000 1,875,000 2,000,000 7% 2,125,000 6% Assessment/Abatement Fees 451,550 578,544 226, 685 827,000 51,917 200,000 285% 200,000 0% Administration Services 20,230 42,468 31, 089 22,000 22,000 23,000 5% 23,000 0% Plan Checking Fees 789,883 691,404 347,149 760,000 385,212 668,000 73% 668,000 0% Planning Fees 66,257 110,390 121,394 77,200 0 75,000 100% 75,000 0% Pool Safety Fee 1,232 1,934 2,604 1,100 1,423 1,100 -23% 1,100 0% Technology Fee 29,716 51,253 168,931 105, 000 140,000 105,000 -25% 105,000 0% Energy Inspection Fee 29,415 51,205 57, 520 45,750 45,750 45,750 0% 45,750 0% Accessibility Fee 2,236 2,746 21,962 2,550 3,200 2,550 -20% 2,550 0%

2023-25 OPERATING BUDGET

FINANCIAL SUMMARIES

42 GENERAL FUND REVENUE SUMMARY (Continued)

2019-20 2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 % Revenue Type Actual Actual Actual Budget Revised Proposed Change Proposed Change Green Building Verification & Compliance Fee 96,858 238,913 269,500 199,000 175,000 199,000 14% 199,000 0% General Plan Maintenance Fee 74,318 128,331 143,858 115,000 115,000 115, 000 0% 115,000 0% Inspection Fees 905,348 844,608 872,554 800,000 800,000 748,000 -7% 748,000 0% Admin Services-Mello Roos 25,000 5,000 0 0 0 0 0% 0 0%
Billings-Mail Piece Fee 7,930 8,625 7, 727 6,000 6,000 6,000 0% 6,000 0% Billings-Cash Management 250, 218 260,505 456,697 397,926 479, 999 483,896 1% 490,484 1% Police Services General 111,569 173,037 149,478 1,396,345 1,431,345 150, 000 -90% 150,000 0% False Alarm Permit Fees 56,701 70,876 66,185 100,000 70,000 70,000 0% 70,000 0% False Alarm Response 77,140 123,580 96, 955 50,000 10,000 50,000 400% 50,000 0% Special Public Works Services 373 4,937 1,114 500 500 0 -100% 0 0% Total Service Charges 3,423,990 4, 883,985 4,895,390 6,935, 771 5,673,046 4,982,821 -12% 5,114,409 3% Other Revenue:

Miscellaneous Revenue 1,532,868 1,363,296 5,693, 211 642,375 1,006,037 520, 200 -48% 520,200 0% Donations 0 250 220 0 0 0 0% 0 0%
Booking Fee Reimbursements 1,158 143 0 1,000 0 0 0% 0 0% Reimb-Plan Rev Contract-Dev 3,263 4, 374 3,316 4,400 6,030 0 -100% 0 0% Total Other Revenue 1,537,289 1,368,063 5,696,747 647,775 1,012,067 520,200 -49% 520,200 0% Total Revenue Before Transfers In 70,418,990 81,277,197 88, 602,266 87,878,092 88,744,651 87,481,809 -1% 90,096,599 3%

2023-25 OPERATING BUDGET

FINANCIAL SUMMARIES

43 GENERAL FUND REVENUE SUMMARY (Continued)

2019-20 2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 % Revenue Type Actual Actual Actual Budget Revised Proposed Change Proposed Change Transfers In:

A-2 City Wide Main. Dist (256) 56,299 56,299 54,981 10,000 10,000 30,000 200% 30,000 0% Almondridge Main. Dist (253) 75,897 75,897 55,000 55,000 55, 000 55,000 0% 55,000 0% Byrne Grant (233) 92,615 71,997 93,718 38,000 38,000 0 -100% 0 0% Gas Tax (213) 1,010,000 1,010,000 1,010,000 1,010,000 1,010,000 1,010,000 0% 1,010,000 0% Hillcrest Main. Dist (254) 0 0 0 40,000 0 0 0% 0 0%
Lone Tree Main. Dist (251) 84,091 84,091 21,092 21,092 21,092 21, 092 0% 21,092 0% SLLM Admin Fund (257) 20,090 17,356 18, 420 24,362 24,883 25,363 2% 26,478 4% E. Lone Tree Main. Dist (259) 14,165 14,165 0 0 0 0 0% 0 0% NPDES (229) 233,708 222,317 226,752 251, 508 253,680 255,681 1% 260,323 2% CFD 2016-01 (280) 96,014 100,000 186,078 176,540 239,504 238,764 100% 238,363 0% CFD 2018-02 (282) 27,141 99,000 219,355 221,088 453,203 452,818 100% 452,818 0% Street Impact Fund (241) 1,461,505 1,633,525 1,644,559 1, 693,896 1,893,896 1,898, 135 0% 1,925,000 1% Supplemental Law Enforce. Grant (232) 225,000 319,164 250,000 250,000 332,134 275,940 -17% 275,940 0% Traffic Safety Fund (237) 85,000 195,000 100, 000 120,000 120,000 110,000 -8% 110,000 0% American Rescue Plan Fund (206) 0 0 0 0 0 0 0% 2,813,059 100% Employee Benefit Fund (721) 80,971 0 0 0 0 0 0% 0 0%
Total Transfers In to General Fund 3,562,496 3,898,811 3,879,955 3,911,486 4,451,392 4,372,793 -2% 7,218,073 65% TOTAL GENERAL FUND REVENUES $73, 981,486 $85,176,008 $92, 482,221 $91,789,578 $93,196,043 $91,854,602 -1% $97,314,672 6%

2023-25 OPERATING BUDGET

FINANCIAL SUMMARIES

44 Transfers By Fund
2024
Transfers
In
2025
Transfers
In Purpose
2024
Transfers
Out
2025
Transfers
Out Purpose
General Fund 100 $2,908,135 $2,935,000 Street Maint. $2,197, 978 $2,397,674 Animal Subsidy General Fund 100 110,000 110,000 Traffic Sa fety 4,062,127 4,238,843 Recreation Subsidy General Fund 100 150,000 150,000 Engineering Svcs. 1,331,458 1,827,458 Light. & Landscape General Fund 100 106,092 106,092 Ligh t. & Landscp. 341,907 344,977 Debt Service General Fund 100 967,522 967,121 Police Services 621,000 621,000 Marina Subsidy General Fund 100 0 2,813,059 Govt. Services 0 0
General Fund 100 131,044 136,801 Channel Maint. 0 0
Total General Fund $4,372,793 $7,218,073 $8,554,470 $9,429,952 Gas Tax Fund 213 0 0 1,010,00 0 1,010,000 Street Maintenance Gas Tax Fund 213 0 0 180,000 150,000 Sidewalk/Fencing Total Gas Tax Fund $0 $0 $1,190,000 $1,160,000
Animal Control Fund 214 2, 197,978 2,397,674 Subsidy 0 0 Senior Bus Fund 218 0 0 7,700 7,700 Recreation Services Recreation Fund 219 4,062, 127 4,238,843 Subsidy 0 0
Recreation Fund 219 87,700 87,700 Recreation Svcs. 0 0 Total Recreation Fund $4,149,827 $4,326,543 $0 $0
Child Care Fund 223 0 0 80,000 80,000 Recreation Services National Pollution Discharge Elimination
(NPDES) Fund 229 70,000 70,000 Channel Maint. 105,681 110,323 Channel Maintenance National Pollution Discharge Elimination
(NPDES) Fund 229 0 0 150,000 150,000 Engineering Services Total NPDES Fund $70,000 $70,000 $255,681 $260,323
Supplemental Law Enforcement Grant Fund 232 0 0 275,940 275,940 Police Services American Rescue Plan Fund 206 0 0 0 2,813,059 Govt. Services Traffic Safety Fund 237 0 0 110,000 110,000 Traffic Safety Redevelopment Obligation Retirement Fund 239 0 0

1,763,857 1,801,814 Debt Service
Street Impact Fund 241 0 0

1,898,135 1,925,000 St reet Maintenance
SLLMD Funds 25* 2,019,063 2,513,390 Ligh t & Landscape 889,060 888,502 Light & Landscape

2023-25 OPERATING BUDGET

FINANCIAL SUMMARIES

45 Transfers By Fund
2024
Transfers
In
2025
Transfers
In Purpose
2024
Transfers
Out
2025
Transfers
Out Purpose
CFD 2016-01 280 0 0 238,764 238,363 Police Services
CFD 2018-02 282 0 0 452,818 452,818 Police Services
Park In Lieu 216 0 0 250,000 250,000 Aviano Park Fees Lone Diamond Assessment Fund 376 0 0 73,661 0 Capital Project Development Impact Fee – P&R 324 250,000 250,000 Aviano Park Fees

Capital Improvement Fund 311 450,000 450,000 Sidewalk Repair 0 0

Capital Improvement Fund 311 103, 661 0 Var. Cap. Projects 0 0 Total Capital Improvement Fund $553,661 $450,000 $0 $0 Antioch Public Financing Authority Debt
Service Fund 417 1,616,178 1,654,178 Debt Service 0 0

Antioch Public Financing Authority Debt
Service Fund 410 341,907 344,977 Debt Service 0 0

City of Antioch as Successor Agency to
the Antioch Development Agency Area
#1 Debt Service Fund 431 147,679 147,636 Debt Service 0 0

Information Services Fund 573 574,814 529,020 GIS Services 0 0

Water Fund 611 0 0 150,000 150,000 Sidewalk Repair
Water Fund 611 0 0 287,407 264,510 GIS Services
Total Water Fund $0 $0 $437,407 $414,510
Sewer Fund 621 0 0 150,000 150,000 Sidewalk Repair
Sewer Fund 621 0 0 287,407 264,510 GIS Services
Total Sewer Fund $0 $0 $437,407 $414,510
Marina Fund 631 621,000 621,000 Subsidy 0 0

Grand Total Transfers In/Out $16,914,900 $20,522,491 $16,914,900 $20,522,491

2023-25 OPERATING BUDGET

FINANCIAL SUMMARIES

46 Internal Services - City Wide Admin
2023-25 Budget
FY24&25 FY24&25

Fund
#
Credit
(Expense
Reduction)
Debit
(Expense) Reason fo r Charge
General Fund
City Council 100

$343,939 Allocate cost among user departments
City Attorney 100

576,117 Allocate cost among use r departments
City Manager 100

370,096 Allocate cost among user departments
City Clerk 100 48,357 Allocate cost among user departments Human Resources 100

384,259 Allocate cost among user departments

Non-Departmental 100 851,589 Allocate cost among user departments Public Works-Maintenance Admin 100

679,539 Allocate cost among user departments
Public Works-Facilities Maintenance 100

112,601 Allocate cost among user depa rtments
Finance Administration 100 37,009 Allocate cost among user departments Finance Accounting 100

693,143 Allocate cost among user departments
General Fund Credit $4,096,649

2023-25 OPERATING BUDGET

FINANCIAL SUMMARIES

47 Internal Services - City Wide Admin
2023-25 Budget
FY24&25 FY24&25
Fund #
Credit
(Expense
Reduction)
Debit
(Expense) Reason for Charge
Special Revenue Funds
American Rescue Plan 206 $ 54 Share of allocated costs RMRA 209 740 Share of allocated costs Federal Asset Fo rfeiture 210 3,301 Sha re of allocated costs Delta Fair Property 211 77 Share of allocated costs Gas Tax 213 54,053 Share of allocated costs Civic Arts 215 8,453 Sha re of allocated costs Park in Lieu 216 1,424 Share of allocated costs Senior Bus 218 1,369 Share of allocated costs T raffic Signalization 220 111 Share of allocated costs Asset Forfeiture 221 733 Share of allocated costs Measu re J 222 7,714 Share of allocated costs Child Care 223 138 Share of allocated costs Tidelands 225 14 Sha re of allocated costs Solid Waste Reduction 226 39,163 Share of allocated costs Abandoned Vehicles 228 3,209 Share of allocated costs Pollution Elimination 229 167,277 Share of allocated costs Traffic Safety 237 6 Share of allocated costs
PEG 238 5,744 Share of allocated costs
Street Impact 241 65 Share of allocated costs
SB1186 Disability Access 242 6 Share of allocated costs Lone Tree SLLMD 251 73,371 Share of allocated costs Downtown Maintenance SLLMD 252 50,451 Share of allocated costs Almondridge SLLMD 253 4,919 Sha re of allocated costs Hillcrest SLLMD 254 125,180 Share of allocated costs Park 1A SLLMD 255 8,902 Share of allocated costs Citywide District 2A SLLMD 256 72,265 Share of allocated costs SLLMD Administration 257 58,382 Share of allocated costs

2023-25 OPERATING BUDGET

FINANCIAL SUMMARIES

48 Internal Services - City Wide Admin
2023-25 Budget
FY24&25 FY24&25
Fund #
Credit
(Expense
Reduction)
Debit
(Expense) Reason for Charge
Special Revenue Funds (Continued)
East Lone Tree SLLMD 259 16,046 Share of allocated costs East Lone T ree Benefit District 270 194 Share of allocated costs CFD 2016-01 Police Protection 280 335 Share of allocated costs CFD 2018-01 Public Services 281 8,301 Share of allocated costs CFD 2018-02 Police Protection 282 426 Share of allocated costs Post Retirement Medical - Police 577 17,725 Share of allocated costs Post Reti rement Medical - Miscellaneous 578 19,204 Share of allocated costs Post Retirement Medical - Management 579 25,654 Share of allocated costs Capital Projects Funds
Capital Improvement 311 2,491 Sha re of allocated costs Residential Development Allocation 319 1,775 Share of allocated costs Development Impact Fee - Admin 321 1,995 Share of allocated costs Development Impact Fee – PW 322 28 Share of allocated costs Development Impact Fee – PD 323 55 Share of allocated costs Development Impact Fee – P&R 324 166 Share of allocated costs Hillcrest A.D. 361 39 Share of allocated costs Lone Diamond A.D. 376 574 Sha re of allocated costs Hillcrest Bridge Benefit District 391 17 Sha re of allocated costs Antioch Public Financing Authority
APFA 2015A Lease Revenue Bonds (ABAG) 410 52 Share of allocated costs APFA 2015A Lease Revenue Bonds (2002) 417 78 Share of allocated costs Internal Service Funds
Vehicle Replacement 569 730 Share of allocated costs Information Services 573 165,632 Share of allocated costs

2023-25 OPERATING BUDGET

FINANCIAL SUMMARIES

49 Internal Services - City Wide Admin
2023-25 Budget
FY24&25 FY24&25
Fund #
Credit
(Expense
Reduction)
Debit
(Expense) Reason for Charge
Enterprise Funds
Wate r 611 2,001,377 Share of allocated costs
Water System Improvement 612 516 Sha re of allocated costs Sewe r 621 859,521 Share of allocated costs
Sewer System Improvement 622 258 Share of allocated costs Marina 631 207,500 Share of allocated costs
Housing Successor/Successor Agency Funds
Housing Successo r 227 77,080 Share of allocated costs Redevelopment Obligation Retirement 239 1,624 Share of allocated costs Project Area #1 Debt Service 431 135 Share of allocated costs Total Internal Service Charges $4,096,649 $4,096,649

2023-25 OPERATING BUDGET

FINANCIAL SUMMARIES

50 REVENUES - ALL CITY FUNDS

Proposed Proposed
FUND 2023-24 2024-25
General Fund $91,854,602 $97,314,672
Special Revenue Funds 42,790,312 39,638,584
Capital Projects Funds 22,532,466 2,927,805
Internal Service Funds 10,230,531 10,787,594
Enterprise Funds 55,836,649 55,863,569
Antioch Successor Agency Funds 2,168,061 2,205,318
Antioch Public Financing Authority 1,958,095 1,999,165
TOTAL REVENUES $227,370,716 $210,736,707

EXPENDITURES - ALL CITY FUNDS

Proposed Proposed
FUND 2023-24 2024-25
General Fund $92,698,366 $100,314,672
Special Revenue Funds 42,970,740 37,947,730
Capital Projects Funds 22,591,652 521,421
Internal Service Funds 10,943,324 11,072,577
Enterprise Funds 62,750,723 70,646,655
Antioch Successor Agency Funds 3,611,325 3,660,800
Antioch Public Financing Authority 1,958,155 1,999,155
TOTAL EXPENDITURES $237,524,285 $226,163,010

2023-25 OPERATING BUDGET

FINANCIAL SUMMARIES

51 Summary of Annual Recurring Purchase Orders and/or Contracts

2023-24 2024-25
Budgeted Budgeted
Vendor Amount Amount Product/Service Description Fund Antioch Auto Parts $65,000 $65,000 Vehicle parts Vehicle Fund Arrowhead Tow 60,000 60,000 Towing & evidence vehi cle storage on as needed basis General Fund Badger Meter 1,500,000 1,500,000 Sole source for water meter and parts Water Fund Chaplin & Hill 60,000 60,000 Outside investi gator – Police Department General Fund Contra Costa County 170,000 170,000 CAL-ID , City of Antioch portion General Fund Contra Costa County 260,000 260,000 Lab test ing for Police Department General Fund Contra Costa County-Public Works 375,000 375, 000 Traffic Signal Maintenance General Fund County Asphalt 79,000 79,000 Secondary asphalt & rock supplier Various Delta Diablo 124,000 124,000 Hazardous waste collection & disposal Sewer/Solid Waste East Bay Hills Vet Hospital 80,000 80,000 Emergen cy veterinary services Animal Control Fund Honeywell International 75,000 75,000 Additional HVAC repairs on as needed basis Various Mark 43 187,693 0 CAD/RMS (ant icipated transition to new provider in FY24) General Fund SP Plus Corporation 260,000 260,000 Pa rking Enforcement General Fund Grainger 100,000 100,000 Various Public Works goods & supplies Various Jack Doheny Supplies 65,000 65,000 Sole so urce supplier for CCTV Truck Water/Sewer Office Depot 100,000 100,000 Office Supplies Various
PFM 140,000 145,000 Investment Advisor General Fund
San Diego Police Equipment 75,000 75,000 Various pol ice equipment on as needed basis General Fund East Bay Regional Communications
System Authority 200,000 200,000 EBRCS upgrade radio softw are encryption/installation and maintenance General Fund DFK Solutions 75,000 75,000 Training for City employees Sewer Central Square Inc/OneSolution 293,486 308,161 ASP (Hos ting) service for financial software General Fund Granite 100,000 100,000 Sole source EZ asphalt bulk delivery Various

2023-25 OPERATING BUDGET

FINANCIAL SUMMARIES

52 2023-24 2024-25
Budgeted Budgeted
Vendor Amount Amount Product/Service Description Fund NTU Technologies $50,000 $50,000 P roprietary chemical for water treatment Wate r Polydyne Inc 50,000 50,000 Prop rietary chemical for water treatment Wate r ICR Electrical 50,000 50,000 Backup and em ergency electrical support to WTP Wate r Alta Fence 50,000 50,000 P rovide emergency repair for WTP facilities Wate r Delta Fence 50,000 50,000 Provide eme rgency repair for WTP facilities Wate r Cummins West 50,000 50,000 Provide emergency repair service for backup generators Wate r Koffler Pump 50,000 50,000 P rovide emergency repair service for backup generators Wate r Antioch Building Materials 300,000 300,000 Local sou rce of asphalt material Va rious SiteOne Landscape 250,000 250,000 Sole source irrigation cont rollers Various Interstate Sales 50,000 50,000 Thermoplasti c for street maintenance General Fund Borges & Mahoney 50,000 50, 000 Instrumentation Wate r
Peterson Tractor 50,000 50,000 General maintenanc e and equipment rentals Various Watersavers Irrigation 100,000 100, 000 Irrigation parts Various Amazon Business Solutions 50, 000 50,000 Office supplies Va rious Tyler Technologies/Incode 180,000 189,000 Utility billing software – hosting and transaction fees Water/Sewe r Tyler Technologies/ELP 190,000 190,000 Energov/EL P Community Development permitting software Gene ral Fund Data Ticket Inc. 50,000 50,000 Citat ion processing, collections and hearing correspondence General Fund Lowe’s 75,000 75,000 Materials and supplies on as needed basis Various Axon/Evidence.com 251,423 251,423 BWC and digital evidence sto rage General Fund
EAN/Enterprise 100,000 100,000 Undercover vehicles, traini ng vehicle rentals and temp vehicles General Fund Giordano Consulting 50,000 50,000 Outside investigator – Police Department General Fund MWI Veterinary Supply 75,000 75,000 Veterinary supplies Animal Control Fund Peregrine Technologies 92,250 200,000 Analysis platform, E-File DA General Fund Public Safety Family Counseling 75,000 75, 000 Psychological services & support Gene ral Fund
Serological Institute 75,000 75, 000 DNA analysis General Fund ShotSpotter 280,000 280,000 Gunshot de tection General Fund

2023-25 OPERATING BUDGET

53 GGEENNEERRAALL FFUUNNDD

2023-25 OPERATING BUDGET

GENERAL FUND
54 The General fund is used to account for money which is not requ ired legally or by sound financial management to be accounted fo r in another fund. The General Fund is the City’s most significant operating fund made up of several departments. This section will provide an overall summar y of the General Fund budget, as well as provide detail of each department’s divisional budgets individually. The following departments are accounted for in the General Fund:

 City Council

 City Attorney

 City Manager

 City Clerk

 City Treasurer

 Human Resources

 Economic Development

 Finance

 Non-Departmental

 Public Works

 Police

 Public Safety and Community Resources

 Community Development

2023-25 OPERATING BUDGET

GENERAL FUND

55 The General Fund receives various sources of revenue which sustai n the operations of the City. Revenues within the General Fun d are broken down into the following categories:

 Taxes – This category encompasses several sources of tax revenue such as property tax, sales tax and business license tax.  Licenses and Permits – This category includes Building and Encroachment permits.  Fines and Penalties – This category includes fines imposed by the police department such as vehicle code fines.  Use of Money and Property – This category includes interest and rents.  Revenue from Other Agencies – The City receives revenues from other agencies through specific agreements with Federal, State and Local agencies, which are included in this category.
 Service Charges - The City imposes charges for a variety of services such as planning and inspections, which are included in this category.  Other Revenue - This category captures other revenues the City receives which do not fall into any of the categories above.  Transfers In – Transfers in represent monies transferred into the General Fund to subsidize General Fund operations.

Please see the General Fund Revenue Summary on pages 39-43 for a complete breakdown of the specific revenue sources within each category.

Expenditures in the General Fund are categorized by department. For purposes of displaying the total revenues and expenditures of a department, interfund charges are shown separately for the General Fund as a whole. Budgets for each department within the General Fund can be foun d on pages 66-160.

Summaries of revenues and expenditures by department follow.

2023-25 OPERATING BUDGET

GENERAL FUND

56 GENERAL FUND REVENUE AND EXPENDITURE SUMMARY

2020-21 2021-22 2022-23 2022-23 2023-24 Percent 2024-25 Percent Actual Actual Budget Revised Proposed Change Proposed Change

Revenues:

Taxes $50,451,156 $52,803,034 $54,963,697 $56,175,753 $57,115,786 2% $59,083,748 3% Taxes – Measure C 118,649 20,167 0 0 0 0% 0 0%
1% Sales Tax 19,485,295 20,508,561 21,036, 699 21,036,699 21,145,43 3 1% 21,727,902 3% Licenses & Permits 3,077,900 4,305,034 2, 682,000 3,267,000 2,750,24 0 -16% 2,750,240 0% Fines & Penalties 77,380 74,529 135,100 22,128 75,100 239% 75,100 0% Investment Income & Rentals 788,139 -50,053 620,000 706,000 665,000 -6% 675,000 2% Revenue from Other Agencies 1,026,630 348, 857 857,050 851,958 227,229 -73% 150,000 -34% Current Service Charges 4,883,985 4,895,390 6,935,771 5,673,046 4,982,82 1 -12% 5,114,409 3% Other Revenue 1,368,063 5,696,747 647, 775 1,012,067 520,200 -49% 520,200 0% Transfers In 3,898,811 3,879,955 3,911, 486 4,451,392 4,372,79 3 -2% 7,218,073 65% Total Revenues 85,176,008 92,482,221 91,789,578 93,196,043 91,854,602 -1% 97,314,672 5.9%

Expenditures:

Legislative & Administrative 4,738,729 6,181, 870 7,271,993 6,555,840 6, 407,023 -2% 6,888,885 8% Finance 1,436,108 1,568, 272 2,294,343 1,955,638 2, 071,464 6% 2,232,494 8% Non-Departmental 4,985,47 6 5,342,369 8,426,145 8,468,253 4,842,768 -43% 5,106,965 5% Public Works 8,905,628 10,411,518 14,572, 196 13,802,438 12,826,37 7 -7% 13,589,518 6% Police Services 45,374,523 46,431,632 55,393,693 51,219,231 50,741,523 -1% 54,670,183 8% Police Services – Measure C 118,649 20,167 0 0 0 0% 0 0% Police Services-Animal Support 1,312,714 1,313, 715 2,027,290 1,923,994 2, 197,978 14% 2,397,674 9% Recreation/Community Services 3,131,576 1,832,615 4, 845,567 4,633,428 4,062,12 7 -12% 4,238,843 4% Public Safety and Community Resources 0 533, 261 3,097,793 2,245,608 2, 902,877 29% 3,013,473 4% Community Development 4,613,925 5,292,362 8,327,684 6,387,238 6,646, 229 4% 8,176,637 23% Total Expenditures 74,617,3 28 78,927,781 106,256,704 97,191,668 92,698,366 -4 .6% 100,314,672 8.2%

2023-25 OPERATING BUDGET

GENERAL FUND

57 General Fund
Fund Balance Analysis and History

2020-21 2021-22 2022-23 2023-24 2024-25
Actual Actual Revised Proposed Proposed

Beginning Fund Balance $23,959,863 $28,7 58,798 $34,730,176 $34, 730,176 $34,730,176 Net Revenue/Expenditure 10,558,680 13,55 4,440 (3,995,625) ( 843,764) (3,000,000) Budget Stabilization Transfer (5,759,745) (7,583,062) 3,995,625 843,764 3,000,000 Ending Fund Balance $28,758,798 $34,730, 176 $34,730,176 $34, 730,176 $34,730,176 Committed – Community Dev. Fees 893,786 800,135 1,055,135 1,275,135 391,546 Committed - Litigation Reserve 500, 000 500,000 500,000 500,000 500,000 Committed - Compensated Absences 153,654 138,118 150,338 150,000 150,000 Assigned – Encumbrances/Projects 3,264,281 6,922,131 0 0 0 Unassigned Fund Balance $23,947,077 $26,3 69,792 $33,024,703 $32, 805,041 $33,688,630 Percentage of Revenue 28.11% 28.51% 35.44% 35.71% 34.62%

$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
13-14
14-15
15-16
16-17
17-18
18-19
19-20
20-21
21-22
22-23
23-24
24-25
25-26
26-27
27-28

2023-25 OPERATING BUDGET

GENERAL FUND

58 An analysis of revenues verses expenditures each fiscal year follows:

10 30
50 70
90 110
13‐14 14‐15 15‐16 16‐17 17‐18 18‐19 19‐20 20‐21 21‐22 22‐23 23‐24 24‐25 25‐26 26‐27 27‐28 Millions
Revenues Expenditures

2023-25 OPERATING BUDGET

GENERAL FUND

59 1% Sales Tax (Measure W) Funding

Measure W, a 1%/one-cent sales tax was approved by voters in November 2018 which became effective on April 1, 2019 and lasts 20 years. This is a general sales tax measure and can be spent on any General Fund purpose as directed by the City Council. The following tab les outline the budget of the 1% sales tax (Measure W).

FY23
$21,036,699

Budgeted Funds Allocation:

Police (a) $14,145,651
Code Enforcement (b) 1,867,026
Recreation (c) 3,027,234
Youth Network Services (d) 863,735
Community Development (e) 189,310
Public Works (f) 660,166
Human Resources (g) 162,771
Finance (h) 120,806
Total Measure W/1% Sales Tax $21,036,699

(a) The allocation to the Police Department is calculated based on remaining funds after other allocations (b) through (i) are made. (b) Code Enforcement allocation represents all staffing costs. (c) Recreation allocation calculated in each year as the total amount of the General Fund transfer increase over FY19.
(d) Youth Network Services allocation in each year is the total cost of Youth Network program.
(e) Community Development alloca tion calculated as the cost of 1 Planner position approved in 2019-21 budget.
(f) Public Works allocation calculated as the General Fund cost of 1 Engineer, Landscape Maintenance Worker and Facility
Maintenance Worker position approved in the 2019-21 budget and the cost of the abatement team.
(g) Human Resources allocation calculated as the cost of 1 Human Resources Technician position added in the 2019-21 budget. (h) Finance allocation calculated as the cost of 1 Accountant position added in the 2019-21 budget.

FY24 FY25
Budgeted Funds Allocation: (i) $21,145,433 % $21,727,902 % Police Department 12,687,260 $ 60% 13,036,741 $ 60% Quality of Life:

Public Safety & Comm. Resources (exc. Youth) 1,901,268 1,992,947 Landscape Enhancements 307,000 325,000
Code Enforcement 2,020,819 2,027,634
Total Quality of Life Funding 4,229,087 20% 4,345,581 20% Youth:

Youth Network Services 1,001,609 1,020,526
Recreation Services 3,227,477 3,325,054
Total Youth Funding 4,229,086 20% 4,345,580 20% Total Measure W/1% Sales Tax 21,145,433$ 21,727,902 $ (i) City Council allocated 60% of total proj ected budget to the Police Department, 20% to Quality of Life and 20% to Youth in fiscal years 2024 and 2025.

2023-25 OPERATING BUDGET

GENERAL FUND

60 General Fund Revenues

Taxes are the most significant revenue in the General Fund. The following is a breakdown of actual/projected tax revenue in the General Fund compared to total revenues.

0 5
10 15
20 25
30 35
40 45
50 55
60 65
70 75
80 85
90 95
100
15-16
16-17
17-1
8 18-19
19-20
20-21
21-22
22-23
23-24
24-25
Millions
Taxes Total Revenues

2023-25 OPERATING BUDGET

GENERAL FUND

61 The following chart breaks down taxes by source for fiscal year 2024 and 2025.

1% Sales Tax
27%
Sales & Use Tax
25%
Business License
5%
Franchise
7% Property Tax
34%
Other
2%

2023-25 OPERATING BUDGET

GENERAL FUND

62 General Fund Expenditures

The following is a breakdown of projected expenditures by department in the General Fund for fiscal year 2024 and 2025.

Finance
2%
Animal Support
2%
Pub. Safety &
Comm. Resources
3%
Recreation/Comm
Svcs
4%
Community
Development
8%
Legislative
7%
Non-Departmental
5%
Public Works
14%
Police
55%

2023-25 OPERATING BUDGET

GENERAL FUND

63 Within each department, expenditures are broken down by type as follows in 2023-24 (excludes internal services):

0%
20%
40%
60%
80%
100%
LegislativeFinance
Non-Departmental
Public WorksPolice
Animal SupportRecreation/Comm Svcs
Community Development
Pub. Safety & Comm. Resources
Trans fers Out
Supplies &
Services
Personnel

2023-25 OPERATING BUDGET

GENERAL FUND

64 Expenditures by type in total for the General Fund are as follows in 2023-24 (excludes internal services):

Supplies &
Services
29%
Transfers Out
9%
Personnel
62%

2023-25 OPERATING BUDGET

GENERAL FUND

65 A trend analysis of expenditures by type follows:

$0
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
$70,000,000
2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 Personnel Supplies & Services Transfers Out

This page left intentionally blank

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

66 LEGISLATIVE AND ADMINISTRATIVE

LEGISLATIVE AND ADMINISTRATIVE SUMMARY

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge SOURCE OF FUNDS:
1% Sales Tax 134,033 46,074 162,771 162,771 0 -100% 0 0% Billings to Departments 260,505 456,697 397,926 479,999 483,896 1% 490,484 1% Charges for Services 0 36,217 0 10,000 0 0% 0 0%
Miscellaneous Revenue 16,145 150 500 3,807 500 -87% 500 0% TOTAL SOURCE OF FUNDS 410,683 539,138 561,197 656,577 484,396 -26% 490,984 1%

USE OF FUNDS:

Personnel 3,219,914 3,578,236 5,062,845 4,141,244 4,905,696 18% 5,464,374 11% Services & Supplies 2,545,455 3,630,274 3,235,788 3,441,236 3,224,095 -6% 3,147,279 -2% Internal Services (1,026,640) (1,026,640) (1,026,640) (1,026,640) (1,722,768) 68% (1,722,768) 0% TOTAL USE OF FUNDS 4,738,729 6,181,870 7,271,993 6,555,840 6,407,023 -2% 6,888,885 8%

Funded Funded Funded
Funded FTE's: 2022-23 2023-24 2024-25
City Council 5.00 5.00 5.00
City Attorney 3.00 4.00 4.00
City Manager 4.00 4.00 4.00
City Clerk 4.00 4.00 4.00
City Treasurer 1.15 1.15 1.15
Human Resources 6.00 6.00 6.00
Economic Development 2.00 2.00 2.00
Total Legislative & Administrative Funded FTE's 25.15 26.15 26.15

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

67 CITY COUNCIL (100-1110)

The City Council acts on all legislative matters concerning t he City. As the City policy-making and legislative body, the City Council is responsible to more than 115,000 residents of Antioch for approving all programs and services provided in the City. They approve and adopt all ordinances, resol utions, contracts and other matters regarding overall policy decisions and leadership. The Co uncil appoints the City Manager and the City Attorney, as wel l as various commissions, boards and other citizen advisory committees.

In reaching policy decisions, the City Council reviews proposals designed to meet community needs and sustain desired service l evels; initiates new programs to upgrade existing City services; determines the ability of the City to provide financing for all municipal activities; and adopt s the City budget following review and modification of a proposed budget, as submitted by the City Manager.

In addition to holding regular and special Council meetings, the me mbers of the City Council also function as directors of the City of Antioch as Successor Agency and Housing Successor to the Antioch Development Agency and the Antioch Public Financing Authority.

2022-2023 Accomplishments:

 Continued to ensure Measure W funds were expend ed in alignment with City Council priorities.  Continued to represent Antioch at the regional, state and natio nal levels though elected county, state and national representatives, as well as participation in the Mayor’s Conference, the California League of Cities, EC2, Contra Costa Northern Waterfront Economic Development Initiative, Homeless CARE Center Efforts/$3M HEAP Funds, Delta 6, East Contra Costa Jobs Working Group and other forums.  Continued support for the establishment of a non-congregate hou sing project, culminating with the opening of Opportunity Village in May 2023.  Delivered support for the Angelo Quinto Community Response Team with a program ribbon cutting held on May 8, 2023.

2024 & 2025 Objectives:

 Continue to maintain the City Council meetings as a plac e of productive public discussion and problem-solving.  Set policy related to Police Reform and recommendations through the Antioch Police Oversight Commission.  Continue support for mental health crisis response in Antioc h and work cooperatively with County efforts to enhance services.  Establish policy related to Youth Network Services and development opportunities for all Antioch youth.  Approve strategic hiring of additional staffing to build a highly performing municipal organization.  Enhance quality of life for citizens of Antioch by supporti ng programs and policies for youth, seniors, and blight and crime reduction.

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

68 CITY COUNCIL (100-1110) (Continued)

CITY COUNCIL (100-1110)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Source of Funds:

Other 896 0 0 0 0 0% 0 0%
Total Source of Funds 896 0 0 0 0 0% 0 0%
Use of Funds:

Personnel 144,470 168,172 203,608 199,775 293,963 47% 309,234 5% Services & Supplies 43,797 32,121 53,560 53,560 57,069 7% 58,349 2% Internal Services (173,955) (173,955) (173,955) (173,955) (343,939) 98% (343,939) 0% Total Use of Funds 14,312 26,338 83,213 79,380 7,093 -91% 23,644 233%

Elected Officials 5.00 5.00 5.00 5.00 5.00 5.00

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

69 CITY ATTORNEY (100-1120)

The mission of the Antioch City Attorney’s Office is to provide excellent and ethica l legal advice, counsel, representation, an d leadership that catalyzes advancement within the City of Antioch and is responsive to the needs of the City Council, City Manager, City boards and commis sions, department leaders and department staff. The City Attorney’s Office strives to increase legal knowledge/risk throughout departments within the City.

The City Attorney’s office is responsible for providing and supe rvising all legal services for the City and the City of Antioch serving as Successor Agency and Housing Successor to the Antioch Development Agency. The Office provides advice to the City Council, Boards, Commissions and s taff on the Brown Act, Public Records Acts, conflicts of interests, pu blic contracting, land use, environmental laws, employment, and other matters; prepare and review ordinances, contracts, leases and similar legal documents; is responsible for land acquisition; and oversees claims and litigation involving the City.

CITY ATTORNEY

# of FY23 Funded
Positions

# New Positions Added

Position Title Added

# of FY24/FY25
Funded Positions

3.00 1.00 Assistant City Attorney 4.00

City Attorney

Executive Legal Assistant

Assistant City Attorney (2)

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

70 CITY ATTORNEY (100-1120) (Continued)

2022-2023 Accomplishments:
 Providing legal advice and counsel for elected offi cials, staff, commissions, boards, and committees.  Managing all legal services staff and contract attorneys for the City.  Administering the City’s rent stabilization progra m and overseeing all staff and service providers.  Working with and advising the City’s workgroup developing the Ex ecutive Inn transitional housing program with support services.  Working with and advising the City’s workgroup developing the City’s mental health community response team.  Drafting a zero-emission clean energy fleet transition resoluti on and advising the City’s workgroup on a zero-emissions fleet transition plan.  Providing legal advice and counsel concerning public safety, pu blic works, public contracts, code enforcement, employment, labor relations, municipal utilities, land use, municipal elections, conflicts of interests, open meeting laws, public records laws, and litigation.  Appointed to the Municipal Pooling Authority Boar d of Directors by the Antioch City Council.  Elected to the Executive Committee by the Muni cipal Pooling Authority (MPA) board members.  Overseeing the MPA provision and administration of coverage to the City for general liability, property, and workers’ compensation.  Serving as a liaison for the Employment Risk Management Author ity (ERMA), a statewide joint powers authority that provides insurance coverage and tailored loss prevention services to reduce employment practices liability exposure.  Collaborating with the California Affiliated Risk Management Authority (CARMA) for pooled excess general liability coverage against serious third-party claims and suits.

2024 & 2025 Objectives:
 Continue to provide legal advice and counsel for elected officials, staff, commissions, boards, and committees.  Manage all legal services staff and contract attorneys for the City.  Continue to administer the City’s rent stabilizatio n program and oversee all staff and service providers.  Expand the City’s rent stabilization program with adequate sta ffing to include just cause eviction and tenant anti-harassment.  Continue to advise the City’s workgroup developing the Exec utive Inn transitional housing program with support services.  Continue to work with and advise the City’s workgroup dev eloping the City’s mental health community response team.  Continue working on a zero-emission clean energy fleet transi tion resolution and advising the City’s workgroup on a zero-emissions fleet transition plan  Expansion of the police crime prevention commission.
 Oversee the MPA provision and administration of coverage to the City for general liability, property, and workers’ compensation.  Serve as a liaison for the Employment Risk Management Authority (ERMA), a statewide joint powers authority that provides insurance coverage and tailored loss prevention services to reduce employment practices liability exposure.  Collaborate with the California Affiliat ed Risk Management Authority (CARMA) for pooled excess general liability coverage against serious third-party claims and suits.

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

71 CITY ATTORNEY (100-1120) (Continued)

CITY ATTORNEY (100-1120)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Source of Funds:

Legal Fees 0 36,217 0 10,000 0 -100% 0 0%
Other 15 0 0 0 0 0% 0 0%
Total Source of Funds 15 36,217 0 10,000 0 -100% 0 0%

Use of Funds:

Personnel 497,731 552,151 952,675 801,735 1,091,522 36% 1,344,215 23% Services & Supplies 1,154,370 1,792,526 948,813 1,243,213 1,119,208 -10% 925,515 -17% Internal Services (275,101) (275,101) (275,101) (275,101) (576,117) 109% (576,117) 0% Total Use of Funds 1,377,000 2,069,576 1,626,387 1,769,847 1,634,613 -8% 1,693,613 4%

Funded FTE's 2.00 3.00 3.00 3.00 4.00 4.00

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

72 CITY MANAGER (100-1130)

The City Manager serves as the administrative head of the City government under the direction of the City Council and is respon sible for carrying out the policies and directives of the City Council. The City Manager provides leadership to the City’s executive managers and the organization as a whole in meeting the needs of the community and coordinating the provision of a wide range of municipal services.

The City Manager also provides administrative policy direction for fiscal planning; intergovernmental relations in responding t o state, federal and regional issues with local impacts; and for communications - both internal and wi th the community at large. The City Manager attends all Counc il meetings, advising the Council on matters under consideration and makes Council policy recommendations as appropriate.

CITY MANAGER

# of FY23 Funded
Positions

# of New Positions Added

Position Title Added

# of FY24/FY25
Funded Positions

4.00 0.00 N/ A 4.00

City Manager
Principal Executive
Assistant
Public Information
Officer
Assistant City Manager

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

73 CITY MANAGER (100-1130) (Continued)

2022-2023 Accomplishments:

 Completed two-year operating budget cycle for fiscal years 2021-2022 and 2022-2023.  Continued efforts to market the City’s br and, enhance social media experience and improve communications and transparency with the community.  Participated with City Clerk’s Office in By-Distr ict Elections for all City Council Members in 2022.  Continued branding and marketing efforts for the City including the new Rivertown Dining District.  Continued to represent Antioch at the regional, state and national levels.

2024 & 2025 Objectives:

 Complete and implement the Council adopted Vision and Strategic Plan 2021-31.  Implement the City Council adopted 2023-24 budget.
 Finalize recommendations on projects and implement the City Council adopted Rescue Act funding projects and initiatives.  Continue developing and implementing a successi on planning strategy for all city departments.  Encourage enhanced communication and cooperation between the City and local businesses.  Increase economic development efforts, locally and regionally by working more collaboratively and strategically with the Economic Development Director, neighboring cities and the county.
 Form strategic partnerships with other ju risdictions, regional agencies and the privat e sector to expedite implementation of p rojects and address multi- jurisdictional concerns.
 Continue to assist the City Council when they represent Antioc h at the regional, state and natio nal levels though elected coun ty, state and national representatives, as well as participation in the Mayor’s Confer ence, the California League of Cities, Contra Costa Northern Wat erfront Economic Development Initiative, Delta 6 and other forums.

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

74 CITY MANAGER (100-1130) (Continued)

CITY MANAGER (100-1130)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge

Use of Funds:

Personnel 947,101 1,286,746 1,463,313 1,120,391 1,225,914 9% 1,403,155 14% Services & Supplies 351,611 756,156 343,901 389,701 311,510 -20% 311,510 0% Internal Services (263,586) (263,586) (263,586) (263,586) (370,096) 40% (370,096) 0% Total Use of Funds 1,035,126 1,779,316 1,543,628 1,246,506 1,167,328 -6% 1,344,569 15%

Funded FTE's 4.00 4.00 4.00 4.00 4.00 4.00

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

75 CITY CLERK (100-1140)

The position of City Clerk is elected to a four-year term and operates under statutory provision of the California Government C ode, the Elections Code, and City ordinances and policies. The function of the City Clerk’s Offi ce is staffed with one full-time regular Deputy City Clerk and t wo Administrative Analysts, with management oversight provided by the City Attorney.

Duties of the City Clerk’s Office include: keeping records of t he official actions of the City Council, City acting as Successo r Agency to the Antioch Development Agency, Antioch Public Financing Authority and the Board of Admi nistrative Appeals; preparing agendas for both Regular and Spec ial City Council, Board of Administrative Appeals and the Sales Tax Citizens’ Oversight Co mmittee Meetings, minutes and public hearing notices; conducting municipal elections as the Elections Officer, serving as filing officer for the implementatio n of the Political Reform Act; accepting claims and legal act ions against the City; maintaining the Municipal Code; maintaining registration/own ership certificates for City vehicles; attesting City documents including resolutio ns, ordinances and agreements; conducting bid openings; receiving California Public records Act requests and ensuring a timely response; serving as the Secret ary to the Board of Administrative Appeals and the Sales Tax Citizens’ Oversight Committee; and interacting with the City Council, City staff, and the general public on all related matters.

CITY CLERK

# of FY23 Funded
Positions

# of New Positions
Added

Position Title Added

# of FY24/FY25
Funded Positions

4.00 0.00 N/ A 4.00
*Positions report to City Attorney

City Clerk

Deputy City Clerk*

Administrative Analyst (2)*

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

76 CITY CLERK (100-1140) (Continued)

2022-2023 Accomplishments:

 Received the 2020 Census results and began the process of re-distric ting the City of Antioch’s boundaries. After the coordina tion of 5 public hearings/workshop meetings, the City’s re-districting map was finalized and forwarded to the Contra Costa County Elections Division.  Created a re-districting page on the City website to make City records available to the general public via the Internet for greater transparency.  Prepared for and organized the November 2022 General Electi on for two City Council Member seats (District 1 and 4).  Implemented a tracking system for Public Re cords Requests to ensure timely response.  Assured the timely filing of Statements of Economic Interests and Campaign Expense Reports in accordance with the Political Re form Act with the Netfile software.
 Completed Fair Political Practice Commission (FPPC) Form 700 “Statement of Economic Interests” filings and forwarded GC 82700 filers to the FPPC.  Coordinated and prepared correspondence a genda for the Board of Appeal s including Board, staff, and appellant; finalized Board of Appeals notices of decisions and actions.
 Tracked vacancies of City Boards and Commissions per The Ma ddy Act; notified the Public and City Council of openings and prepared notices of vacancy; received and processed applications for appointments.
 Created the application, posted, and received applications for the newly created Antioch Police Oversight Commission.  Continued scanning City documents and historical resolution s, ordinances, and minutes into imaging system (Laserfiche).  Finalized ordinances 2198-2226 and sent to American Legal for codification into the Antioch Municipal Code.  Created staff report, resolution, ordinance and public hearing templates and shared with staff for a uniform appearance and to be consistent with recordkeeping.
 Processed Proclamations and Certificates of Recognition for the City Council.  Reduced the number of hardcopy Municipal Code books from 15 to 5 copies.  Hired two Administrative Analyst I.
 Administrative Analyst 1 Vanessa Rosales, participated in trai ning through the City Clerks Association of California towards receiving her designation as a Certified Municipal Clerk (CMC).
 Continued working on an inventory of over 1800 boxes of files and records in the Records Warehouse.

2024 & 2025 Objectives:

 Coordinate and work with the Contra Costa County Elections Divi sion to conduct the Cities November 2024 General Election for f ive seats: Mayor, City Clerk and City Treasurer (At Large), Council Member District 2, and Council Member District 3. Each seat will be a four-year term.  Assure the timely filing of Statements of Economic Interests and Campaign Expense Reports in accordance with the Political Reform Act.  Continue to receive and assist with all public records requests in accordance with the Public Records Act.  Create and organize a Boards/Commission/Committee singular page on the City’s Website for greater transparency to the public.  Continue to track vacancies and process applications received fo r the City Boards, Commissions and Committees per The Maddy Act.

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

77 CITY CLERK (100-1140) (Continued)

2024 & 2025 Objectives (Cont.):

 Enhance the City Clerk’s page on the City website to make City records available to the general public via the Internet for greater transparency.  Implementation of a records management sy stem for a complete electronic database of all files and records held in the Records Warehouse to include purging of records in accordance with the Records Retention Schedule.  Continue scanning City documents and historical resolution s, ordinances, and minutes into imaging system (Laserfiche).  Change codification process from Annual to Quarterly updates.  Create an Agenda Prep Manual for all staff members.
 Continue participation in training sessions through the City Cler ks Association of California towards certification as a Master Municipal Clerk.

CITY CLERK (100-1140)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Source of Funds:

Other 14,067 150 500 3,807 500 -87% 500 0%
Total Source of Funds 14,067 150 500 3,807 500 -87% 500 0%

Use of Funds:

Personnel 230,171 260,767 614,520 564,047 585,290 4% 618,186 6% Services & Supplies 240,797 191,146 464,958 434,554 230,139 -47% 359,839 56% Internal Services (27,674) (27,674) (27,674) (27,674) (48,357) 75% (48,357) 0% Total Use of Funds 443,294 424,239 1,051,804 970,927 767,072 -21% 929,668 21%

Funded FTE's 3.00 4.00 4.00 4.00 4.00 4.00

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

78 CITY TREASURER (100-1150)

The City Treasurer is elected to a four-year term of office. T he duties of a City Treasurer are to comply with all laws gover ning the deposit and securing of public funds of the City, ensure the City’s investment policy is up to date, review all warrants and field checks issued, and review a nd approve the monthly Investment Report to Council.

2022-23 Accomplishments:

 Insured that the City’s invest ment portfolio was not at risk.  Reviewed State and Federal updates to keep the City’s portfolio in compliance.

2024 & 2025 Objectives:

 Continue review of warrants and field checks.
 Review Investment Policy on a yearly basis for any necessary changes.  Meet quarterly with City’s investment advisor and schedule inve stment update to Council every 6 months from the City’s investment advisor.

CITY TREASURER
(100-1150)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Source of Funds:

Billings to Departments 260,505 456,697 397,926 479,999 483,896 1% 490,484 1% Other 1,167 0 0 0 0 0% 0 0%
Total Source of Funds 261,672 456,697 397,926 479,999 483,896 1% 490,484 1%

Use of Funds:

Personnel 54,121 67,554 69,000 72,308 73,061 1% 74,649 2% Services & Supplies 207,551 389,143 328,926 407,691 410,835 1% 415,835 1% Total Use of Funds 261,672 456,697 397,926 479,999 483,896 1% 490,484 1%

Funded FTE's 1.15 1.15 1.15 1.15 1.15 1.15

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

79 HUMAN RESOURCES (100-1160)

The Human Resources Department is responsible for overseeing the management of personnel services including recruitment; benefit administration, employee relations, labor relations, training, and maintaining the personnel classification and compensation system. The Human Resources Department strives to provide outstanding service to both our internal and external customers. The primary objectives of the department staff are:

 Obtaining qualified staff through a tailored recruitment and se lection process specific to the position and department needs.  Ensuring and managing classification, compensation, performance evaluation and benefit structures that are fair and equitable, within our fiscal abilities.  Assisting employees with various employment related activities.  Building trusting relationships with our employees and our labor partners as part of our Employer/Employee relations and labor relations efforts.  Providing staff development through training opportunities.  Assisting supervisors and managers with labor related situations.

HUMAN RESOURCES

# of FY23 Funded
Positions

# of New Positions
Added

Position Title Added

# of FY24/FY25
Funded Positions

7.00 0.00 N/ A 7.00
* Risk Manager position accounted for in the Loss Control Internal Service Fund Human Resources
Director
Human
Resources
Analyst
Human
Resources
Technician (3)
Risk Manager *
Administrative
Assistant

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

80 HUMAN RESOURCES (100-1160) (Continued)

2022-2023 Accomplishments:

 Sustained recruitment efforts for various positions within the City.  Negotiated better rates and plans for dental and vision.  Completed annual health, dental and vision open enrollments, including provisions of the Affordable Health Care Act.  Worked with legal and outside vendor for the preparation and subm ittal of Affordable Care Act forms 1094C and 1095C Kept apprised of COVID-19 Contra Costa County notices, State and Federal legislation and implement as necessary. Ensured employees were safe and healthy.  Negotiated new collective bargaining agreements with Management Unit, Confidential Unit, Operating Engineers Local Union No. 3, Antioch Police Officers Association, Antioch Police Sworn Management Association, and Antioch Public Works Employees Association.  Processed necessary docum entation and updated salary schedules as a result of contract negotiations.  Reviewed and updated forms available on the intranet.  Served as the Alternate Board of Directors re presentative for Municipal Pooling Authority.  Completed transition to new employee Online Onboarding by utilizing exiting Neogov recruitment software.  Updated Injury and Illness Prevention Program.
 Created Emergency Action Plan.
2024 & 2025 Objectives:

 Initiate Online Exit process using NeoGov.
 Initiate using electronic form to streamline processes.  Initiate new Employer/Employee Relations Resolution and new Pers onnel Rules, including incorporation of applicable Administrative Policies.  Review and update recruitment and hiring practices, in accordance with new Personnel Rules and Municipal Code, to include a Diversity, Equity and Inclusion Program.
 Continue the review non-labor related Administrative Policies and Procedures; update as needed.  Complete Risk Management Assessment process and enhance the City’s Safety and Loss Control Program.  Continue revisions the City’s class specifications.
 Complete annual open enrollments for health, dental and vision plans.  Complete annual filings and continue monitoring changes for the Affordable Care Act.  Continue all recruitment efforts.
 Continue Service Awards Ceremony.
 Continue annual insurance renewals for City buildings and vehicles.

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

81 HUMAN RESOURCES (100-1160) (Continued)

HUMAN RESOURCES
(100-1160)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Source of Funds:
1% Sales Tax 134,033 46,074 162,771 162,771 0 -100% 0 0% Other 0 0 0 0 0 0% 0 0%
Total Source of Funds 134,033 46,074 162,771 162,771 0 -100% 0 0%

Use of Funds:

Personnel 858,870 791,981 1,191,184 939,102 1,077,322 15% 1,133,301 5% Services & Supplies 274,039 200,067 240,643 251,793 318,716 27% 318,716 0% Internal Services (286,324) (286,324) (286,324) (286,324) (384,259) 34% (384,259) 0% Total Use of Funds 846,585 705,724 1,145,503 904,571 1,011,779 12% 1,067,758 6%

Funded FTE's 5.00 6.00 6.00 6.00 6.00 6.00

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

82 ECONOMIC DEVELOPMENT (100-1180)

The Economic Development Department is responsible for the City’s efforts to attract, retain, expand, and assist businesses in Antioch. The Economic Department focuses on growing Antioch’s economy through economic development ac tivities and programming that includes promoting a positive business environment, expansion of the local tax base, creating opportunities for ne w jobs, retail attractions, employment centers and quality dining experiences. The accomplishments and advances for the 2022-23 fiscal year were still hampered by the global pandemic. While businesses were open, some busine sses were impacted by a shortage of employees and/or a shortage of materials. The overall goal for the City of Antioch remains to significantly improv e its financial strength through economic development. The City must continue to take advantage of any economic upswings and othe r positive factors. The City must leverage and create opportunities of economic recovery that are expected to occur as a result of the post -pandemic economy. Staff continues to part icipate in collaborative economic development efforts that focus on establishing Antioch within the region and mega-region.

ECONOMIC DEVELOPMENT

# of FY23 Funded
Positions

# of New Positions
Added

Position Title Added

# of FY24/FY25
Funded Positions

2.00 0.00 N/ A 2.00
Economic Development Director
Economic Development Program Manager

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

83 ECONOMIC DEVELOPMENT (100-1180) (Continued)

2022-23 Accomplishments:

The most notable accomplishment for Economic Development was the adoption of the “Reinvest Antioch” Action Plan and Tool Kit. The plan places significant importance on creating economic incentives, policies, and other resources that could assist in achieving the City’s primary economic development objectives that include:
 Creating good-paying jobs
 Attracting real estate and business investment
 Increasing City fiscal revenue
 Encouraging a land use mix that supports an economically vibrant, high-amenity community  Prioritizing economic development investment s that promote social equity and enhance economic opportunities for historically disadvantaged persons, businesses, and neighborhoods

The Action Plan is organized around these major initiatives:

Initiative 1: Business Development (Job Creation) Pipeline Initiative 2: Real Estate Development Capacity / Site Readiness Initiative 3: Workforce Opportunity Initiative
Initiative 4: Entrepreneurial Development / Startup Assistance Initiative 5: Direct Project Investment / Public-Private Partnerships Initiative 6: Leveraging Housing Demand to Promote Economic Development Initiative 7: Regional Interface/Advocacy
Initiative 8: Funding/Resource Expansion
Initiative 9: Coordination with City (and Other) Foundational Functions For more information please visit Strategic Plan – City of Antioch, California (antiochca.gov)

Additional accomplishments included:
 Successfully hired a replacement for the va cant Economic Development Manager position.  Continued to provide information and assistance to businesses/investors considering Antioch.  Continued participation in regional economic development effort s, including the Northern Waterfront Economic Development Initi ative, East Bay EDA, Contra Costa Economic Development meetups, and Bay Area Urban Manufacturing Initiative (BAUMI).  Continued the City’s rebranding efforts with the Faces of Oppo rtunity Campaign that focused on individuals in the Antioch business community.  Initiated two ARPA funded small business grant programs.  Worked with Finance Department staff on cleaning up the busines s license database which is the source for Economic Department’s CRM program.  Participated in the Springboard Project by working with three high school interns.  Began the process of restructuring the Economic Development Commission.

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

84 ECONOMIC DEVELOPMENT (100-1180) (Continued)

2024 & 2025 Objectives:

 Begin implementing the initiatives adopted within the “Reinvest Antioch” Action Plan and Tool Kit.  Continue downtown revitalization efforts.
 Continue to implement the City’s CRM platform for improved communication with all businesses.  Create a variety of business incentives.
 Increase social media presence.
 Continue to promote development and business opportuni ties with the Economic Development Strategic Plan.  Conduct economic studies on priority de velopment areas that can be job creators.  Continue to advocate for water, riverfront, and other Marine related cluster opportunities.  Continue to improve related Economic Development web pages based on readership trends.  Utilize momentum from rebranding campaign to tourism and business attraction efforts.  Continue to work on the disposition and development of variou s City and former Antioch Development Agency owned properties.  Continue to participate in regional economic development efforts.  Continue to review the Governor's Office of Business and Ec onomic Development (GO-Biz) RFIs (request for information).  Create, negotiate, and recommend cannabis development agreements to Council.  Incorporate economic development best practices that includ e formalizing a business visitation program, creating a business re tention & expansion program, implementing a database system for businesses and properties, and more.

ECONOMIC DEVELOPMENT
(100-1180)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge

Use of Funds:

Personnel 487,450 450,865 568,545 443,886 558,624 26% 581,634 4% Services & Supplies 273,290 269,115 854,987 660,724 776,618 18% 757,515 -2% Total Use of Funds 760,740 719,980 1,423,532 1,104,610 1,335,242 21% 1,339,149 0%

Funded FTE’s 2.00 2.00 2.00 2.00 2.00 2.00

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

85 FINANCE DEPARTMENT

The Finance Department provides internal support to other City Departments and external support to other government agencies by providing financial information to facilitate their decision making process. The Department administers more than 50 funds in accordance with Generally Accept ed Accounting Principles. The Department is also responsible for overseeing the City’s compliance with purchasing guidelines.

Along with the City Treasurer, the Finance Department is resp onsible for the safekeeping, m anagement and accounting of the City 's financial assets. The Department also supplies timely and accurate financial report s to elected and appointed officials and to the State. The Financ e Department works with the City Manager to ensure that a sound program of fiscal control is undertaken with resp ect to developing and implementing the annual b udget. The following divisions are in the Finance Department:
 Administration
 Accounting
 Operations

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

86 FINANCE DEPARTMENT

# of FY23 Funded
Positions

# of New Positions
Added

Position Title Added

# of FY24/FY25
Funded Positions

21.00* 0.00 N/ A 21.00
*Although 21 actual positions under Finance, some positions split funding with Water and Sewer.

NOTE: In FY24, (2) Accounting Technicians are being funded in lieu of (1) Finance Analyst and (1) Customer Service Rep. included in prior budget cycle.

Finance
Director
Deputy
Finance
Director
Financial
Services
Supervisor

Accountant
I/II (3)

Payroll
Specialist
(2)
Accounting
Technician
(2)

Customer
Serv. Rep.
(5)

Accounting
Technician
(3)

Business License
Representative
(2)

Lead Customer
Service Rep.

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

87 FINANCE SUMMARY

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge

SOURCE OF FUNDS:
1% Sales Tax 114,901 125,364 140,889 120,806 0 -100% 0 0% Billings to Departments 8,625 7,727 6,000 6,000 6,000 0% 6,000 0% Administrative Services 5,000 0 0 0 0 0% 0 0%
Other 4,481 1,766 2,000 2,227 1,700 -24% 1,700 0% TOTAL SOURCE OF FUNDS 133,007 134,857 148,889 129,033 7,700 -94% 7,700 0%

USE OF FUNDS:

Personnel 1,548,961 1,624,077 2,231,352 1,850,317 2,126,488 15% 2,261,060 6% Services & Supplies 466,919 523,737 642,533 684,863 675,128 -1% 701,586 4% Internal Services (579,772) (579,542) (579,542) (579,542) (730,152) 26% (730,152) 0% TOTAL USE OF FUNDS 1,436,108 1,568,272 2,294,343 1,955,638 2,071,464 6% 2,232,494 8%

Funded Funded Funded
Funded FTE's: 2022-23 2023-24 2024-25
Finance Administration 0.80 0.80 0.80
Finance Accounting 8.90 8.90 8.90
Finance Operations 2.55 2.55 2.55
Total Finance Funded FTE's 12.25 12.25 12.25

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

88 FINANCE ADMINISTRATION (100-1210)

Finance Administration is responsible for overseeing the management of all Financial Services Fund operations. Finance Adminis tration is also responsible for supplying timely and accurate financial reports of the City’s affairs to elected and appointed officials and to the State to en sure that a sound program of fiscal control is undertaken with respect to implementing the budget. The Finance Director is also the Finance Director for the Antioch Successor Agency.

2022-2023 Accomplishments:

 Prepared draft two-year 2023-25 operating budget, conducting several study sessions with City Council.  Received a Certificate of Achievement for Excellence in Financial Reporting for the fiscal year ended June 30, 2021.  Acted as staff liaison to the Sales Tax Citizens’ Oversight Committee.

2024 & 2025 Objectives:

 Continue to look for ways to improve customer service provided by the Finance Department, including more automated processes.  Continue to look for process and technological efficiencies within the Finance Department.  Continue to act as staff liaison to the Sales Tax Citizens’ Oversight Committee.

FINANCE ADMINISTRATION (100-1210)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Source of Funds:

Admin Services Mello Roos 5,000 0 0 0 0 0% 0 0%
Total Source of Funds 5,000 0 0 0 0 0% 0 0%

Use of Funds:

Personnel 257,983 282,080 306,256 306,256 302,395 -1% 307,928 2% Services & Supplies 30,130 20,653 35,212 36,712 58,530 59% 58,715 0% Internal Services (30,372) (30,372) (30,372) (30,372) (37,009) 22% (37,009) 0% Total Use of Funds 257,741 272,361 311,096 312,596 323,916 4% 329,634 2%

Funded FTE's 0.80 0.80 0.80 0.80 0.80 0.80

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

89 ACCOUNTING SERVICES DIVISION (100-1220)

The Accounting Services Division provides services, informatio n and analyses to the public. This is accomplished by providing budgeting, accounting, accounts payable and payroll processing; preparing t he Comprehensive Annual Financial Report; coordinating various audits; accounting fo r City grants and requesting grant reimbursements from other agencies; providing financial data and assistance to all City departments; and preparing reports needed by City management and other governmental agencies. The Accounting Services Division is also responsible for reviewing and implementing the City’s pu rchasing policy designed to obtain maximum value for goods and services expended by the City. The purchasing function itself is decentralized among the departments.

2022-2023 Accomplishments:

 Published the Comprehensive Annual Financial Report financial statements by December 31.  Provided timely and accurate payroll services to all employees and processed payment invoices submitted by vendors in a timely fashion.  Issued purchase orders accurately and timely.
 Filed all grant reports and submitted a ll grant reimbursement in a timely manner in accordance to grant agreements.  Continued to improve document management by imagi ng pertinent documents, thus reducing paper filing.  Hired second Payroll Specialist position.
 Hired vacant Accounting Technician position.
 Hired vacant Accountant positions.

2024 & 2025 Objectives:

 Prepare and publish the Comprehensive Annual Financial Report by December 31 each year.  Provide timely and accurate payroll services to all employees.  Audit and process payment of invoices submitted by vendors in a timely fashion.  File all required grant reports and reimbursem ents in accordance to the grant agreement.  Continue to implement ways to automate payroll, purchasing, and pay ment processes in order to increase efficiency and achieve cost minimization.  Continue to improve document management by im aging pertinent documents to reduce paper filing.  Successfully implement 22.2 general ledger software update.  Implement GASB96 SBTA accounting pronouncement.

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

90 ACCOUNTING SERVICES DIVISION (100-1220) (Continued)

FINANCE ACCOUNTING
(100-1220)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Source of Funds:
1% Sales Tax 114,901 125,364 140,889 120,806 0 -100% 0 0% Other 0 0 0 567 0 0% 0 0%
Total Source of Funds 114,901 125,364 140,889 121,373 0 -100% 0 0%

Use of Funds:

Personnel 1,052,658 1,111,029 1,606,610 1,259,276 1,500,642 19% 1,607,625 7% Services & Supplies 367,223 411,380 509,571 523,671 476,857 -9% 494,030 4% Internal Services (524,062) (523,832) (523,832) (523,832) (693,143) 32% (693,143) 0% Total Use of Funds 895,819 998,577 1,592,349 1,259,115 1,284,356 2% 1,408,512 10%

Funded FTE's 6.90 7.90 8.90 8.90 8.90 8.90

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

91 FINANCE OPERATIONS DIVISION (100-1230)

Finance Operations is responsible for all functions pertaining to acco unts receivable, business licenses, utility billing, coll ections, cash handling, deposit processing, data entry and delivery of U.S. postal mail for all City departments.

2022-2023 Accomplishments:

 Reviewed and awarded contracts for expiring servic es and renewed or requested bids accordingly.  Identified paper storage processes t hat could be converted and scanned/stored in secure electronic storage folders.  Filled vacant Customer Service positions. Trained and develop ed newly hired staff members in department policies and procedures.  Filled vacant Business License position. Trained and developed ne wly hired staff member in department policies and procedures.  Implementation of new automated pa yment system for water customers.  Implementation of new home based business application process wh ich is manage easily by Business License Department and Community Development Department.
 Implementation of new policy for landlord verification of tenanc y form which will save time and money to our customers.  Worked closely with Infosend to redesign the late and final notices to provide the better customer experience.  Implementation of taking payment arrangements via email, fax an d in person instead of only coming in person to City Hall.  Transition to Incode 10 cloud hosting environment in May 2023.  Filled Lease Customer Service Representative vacancy. 2024 & 2025 Objectives:

 Explore Business License module in ELP Software.
 Review and award contracts for expiring services and renew or request bids accordingly.

 Work on project to Go green and Go paperless.

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

92 FINANCE OPERATIONS DIVISION (100-1230) (Continued)

FINANCE OPERATIONS
(100-1230)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Source of Funds:

Billings to Departments 8,625 7,727 6,000 6,000 6,000 0% 6,000 0% Other 4,481 1,766 2,000 1,660 1,700 2% 1,700 0%
Total Source of Funds 13,106 9,493 8,000 7,660 7,700 1% 7,700 0%

Use of Funds:

Personnel 238,320 230,968 318,486 284,785 323,451 14% 345,507 7% Services & Supplies 69,566 91,704 97,750 124,480 139,741 12% 148,841 7% Internal Services (25,338) (25,338) (25,338) (25,338) 0 -100% 0 0% Total Use of Funds 282,548 297,334 390,898 383,927 463,192 21% 494,348 7%

Funded FTE's 2.55 2.55 2.55 2.55 2.55 2.55

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

93 NON-DEPARTMENTAL DEPARTMENT

The Non-Departmental classification is for revenues and expenditures that are not attributed to any one City department or division within the General Fund.

Revenue items recognized in Non-Departmental include property taxes, franchise fees, business licenses, and sales and use tax.

Non-Departmental operating expenses include insurance policies and claims, sales tax audits, property tax audits, ABAG and League of California Cities membership dues.

GENERAL FUND NON-DEPARTMENTAL
(100-1250)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Source of Funds:

Taxes 49,812,254 51,941,232 54,188,697 55,287,453 56,180,986 2% 58,098,748 3% Investment Income & Rentals 788,139 -50,053 620,000 706,000 665,000 -6% 675,000 2% Revenue from other Agencies 599,611 147,614 105,000 105,000 130,000 24% 130,000 0% Charges for Services 1,499,265 1,803,081 2,082,400 1,897,400 2,023,400 7% 2,148,400 6% Other 640,266 4,623,073 300,000 300,000 150,000 -50% 150,000 0% Transfers In 0 0 13,955,121 3,995,625 843,764 -79% 5,813,059 589% Total Source of Funds 53,339,535 58,464,947 71,251,218 62,291,478 59,993,150 -4% 67,015,207 12%

Use of Funds:

Personnel 16,144 14,333 20,600 20,600 20,600 0% 20,600 0% Services & Supplies 3,567,780 3,276,880 6,631,086 6,101,869 4,710,850 -23% 4,971,977 6% Transfers Out 7,864,033 10,336,954 2,477,195 3,048,520 962,907 -68% 965,977 0% Internal Services (702,736) (702,736) (702,736) (702,736) (851,589) 21% (851,589) 0% Total Use of Funds 10,745,221 12,925,431 8,426,145 8,468,253 4,842,768 -43% 5,106,965 5%

Funded FTE's 0.00 0.00 0.00 0.00 0.00 0.00

2021-23 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

94 PUBLIC WORKS DEPARTMENT

The Public Works Department consists of Administration, Capital Improvements, Channels (NPDES), Engineering and Land Developmen t Services, Facilities, Fleet, Marina Operations, Parks and Landscapi ng, Public Works Inspection, Streets, Si gns and Street Lights, Traffic Engineering , Wastewater Collections, Water Treatment and Distribution, the City’s Warehouse & Central Stores Operation, and protects the City’s pre-1914 water rights. The Department is responsible for the administration, oversight of the design, construction, inspecti on, engineering and maintenance of all City infrastructure, as w ell as the development and implementation of the City’s Five-Year Capital Improvement Program.

Accomplishments, Goals and Objectives for the Public Works Department are presented by division with the 2022-2023 Accomplishments listed first, followed by the 2024 & 2025 Goals/Objectives:

2022-2023 Accomplishments:

Public Works Engineering and Land Development Services, Account: 1005150  Prepared project entitlements for 19 projects including Mt. Di ablo Maintenance Facility, Natural Supplements, Promenade Residential Development Phases 4, 5 & 6, AMPORTS, Dutch Bros., Laurel Ranch Townhomes and the Ranch.  Processed and approved project plans, final maps, and contract documents for 16 projects including Oakley Knolls Development, Laurel Ranch Development, Promenade Development Phases 4, 5, & 6, Deer Valley Estates Development, Sand Creek Road, Hillcrest Ave, Oakley Road and the Hillcrest Ave & Sand Creek Road intersection signalization.  Provided construction support for project acceptance for the final maps and improvements for 2700 Empire Ave, Park Ridge Phases 1, 2, 3, & 4, Hidden Glen Unit 4, Promenade Vineyards at Sand Creek for Phases 1, 2, & 3, Nelson Ranch and Wild Horse Road.  Provided engineering review of Traffic Impact Analyses for DECA East & West, Brentwood Costco, Dutch Bros., Chick-Fil-A and Olive Groves.  Provided traffic engineering support to prepare improvement plan s for the traffic calming on West 10th Street, Sycamore Drive and James Donlon Blvd.  Provided cell tower application engineering review and coordination for 35 Walton Lane, 1146 James Donlon Blvd., 1239 James Do nlon Blvd., 3900 Banbury Way, 4506 Via Dora (AT&T), 4506 Via Dora (T-Mobile), 4506 (Verizon Wireless) and 4551 Wild Horse,  Provided traffic engineering support to manage the Traffic Calming Program.  Provided traffic engineering support to manage various speed surveys.  Assisted and coordinated various resident and business requests for existing infrastructure inquiries, parcel map requests, and verification of existing utilities and easements.
 Assisted with Floodplain Management for the City which included FEMA determinations and coordination with FEMA.  Reviewed various lot line adjustments and mergers.
 Provided engineering support for encroachment permits.  Coordinated updates to City standards and checklists to be used in plan review.

Public Works Capital Improvements Program, Account: 1005170  Administrated $10M Prop 1 Desalination Grant and $55M State Re volving Fund Load for the Brackish Water Desalination project.  Administrated$700,000 IRWM Prop 1 Implementation grant for We st Antioch Creek Flood Conveyance Mitigation and Restoration.  Administrated and implemented a PASS Grant for signal retiming of the Lone Tree Way corridor between Empire Avenue and Sunset Drive.

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

95 2022-2023 Accomplishments (Cont.):

Public Works Capital Improvements Program, Account: 1005170 (Continued)  Implemented revised Traffic Calming Policy.
 Awarded a SS4A Grant for design and constr uction of a Bicycle Garden Project.  Awarded a SS4A Grant for the design and construction of Phase II of the L Street Improvement project.  Awarded a HSIP Grant for signalization of 69 traffic signals at various locations.  Awarded a HSIP Grant for pedestrian and bicyclist safety improvements at three trail crossings.  Commenced a city-wide electric v ehicle fleet transitioning assessment.  Commenced community engagement and design of the Rivertown Community Space  Commenced construction of the Brackish Water Desalination project.  Commenced City-wide Water Facility Cathodic Protection improvements.  Completion of preliminary design of Phase I of the L Street Improvement project.  Completion of the Measure J Checklist.
 Completion of SB 1 reporting requirements.
 Completion of the City Hall Interior Modifications.
 Completion of the 2021 Sidewalk Repair Program.
 Completion of the Leo Fontana Fountain
 Completion of Phase I of the City Hall Interior Office Space project.  Completion of the Prewett Park Deck Coating Phase III project.  Completion of the 2021 Curb Ramps at Various Locations.  Completion of the traffic signal at the intersection of Laurel Road/Canada Valley Road.  Completion of Rivertown Landmark Sign.
 Completion of the Hillcrest/Delta Fair/G entrytown Pavement Rehabilitation project.  Developed the 2022-2027 Five-Year Capital Improvement Program.

Public Works Operations (Administration, Streets, Signs, Striping, Facilities, Parks, Landscaping, Marina) Accounts: 1002140, 1002160, 1002170, 1002190, 1002196, 2574580, 251, 252, 253, 254, 255, 256, 259, 5692610, 5702610, 6312410, 6312420 Administration
 Cross trained administrative staff in processing accounts pay able, purchase requisitions, and contracts execution to allow process continuity when staff is out of the office or when vacancy occurs.
 Developed projects to enhance data gathering and presenting of meaningful results.

Facilities
 Transition to a Computerized Maintenance Ma nagement System (CMMS) platform software (Cityworks) that will track facility asset repair and maintenance in real time is 75% complete.
 Completed upgrades at Lynn House.
 Transferred security system to Bay Alarm and installed access reader, intrusion alarm at various locations.  Completed roof repairs at old offi ces at maintenance service center.

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

96 2022-2023 Accomplishments (Cont.):

Fleet
 Completed taking physical inventory of fleet and equi pment to ensure accurate information is recorded.  Established Wi-Fi connection and issued tablets to mechanics to i mmediately document vehicle maintenance on the tablet as well as allow for access to maintenance manual for technical information and research.  Received 6 of the 18 vehicles purchased to replace aging flee t; remaining 11 vehicles for Police Department scheduled for delivery in May 2023.

Landscaping – Parks/Medians/Local
 Added decomposed granite hardscape surface a nd tables to the picnic area along with irrigation system and booster pump upgrades along the walking trail in District 1A off of Gentrytown Dr.
 Continued upgrading radio-controllers for irrigation systems to DX3 controllers.  Performed median landscape enhancements along Lone Tree Way, Deer Valley Rd, and Hillcrest Ave.  Installed 2,000 cubic yards of mulch to roadside landscaping throughout the City.  Renovation of the playground surfacing and play structure of Antioch City Park.  Rehabilitated the rose garden and performed additional l andscape and irrigation enhancement at Antioch City Park.  Planted trees in Mira Vista Hills Park, City Park, Chichibu Park and Antioch Community Park.  Upgraded irrigation controller and installed a new flow sensor at Deerfield Mini Park  Repaired and retrofitted playgrounds at Eagleridge Park, Dallas Ranch Park, Nelson Ranch Park and Meadow Brook Park.  Collaborated with Holy Rosary Catholic School and the Antioch Ro tary Club to plant 50 trees around Gentrytown Park as part of the Arbor Day 2023 celebration.

Marina
 Increase security in Marina parking lot by adding additional cameras.  Increased advertising through various marketed methods.  Processed outstanding lien sales and removed boats from the Marina opening more slips for potential revenue.  Renovated an existing restroom at the Marina facility into a maintenance shop.  Repaired and replaced boarding float appurtenances at public boat launch.

Streets – Asphalt/Signs/Striping
 Completed paint stencil maintenance of all painted X-walks, STOP bars and legends.  Applied approximately 16,000 lbs of ther moplastic stripping throughout the City.  Paved approximately 3,000 tons of Paved approximately 3,000 to ns of asphalt utilizing level course treatments, asphalt plugs and skin patching.  Completed pavement preparation of parking lo ts prior to contractor performed sealcoating.  Continued to utilize a “Proactive Pothole Crew” after storms in an effort to fill potholes quicker, enhance road safety and minimize claims.  Re-painted the red curbs on every cul-de-sac in the City  Completed the annual Nighttime Streetlight and Sign reflectivi ty survey and developed a survey list schedule to address sign maintenance and replacement.
 Repainted approximately 3 miles of soundwalls.

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

97 2022-2023 Accomplishments (Cont.):

Public Works Utilities (Water Distribution, Water Treatment and Central Stores, Collections System (Wastewater), Storm Water Collections (NPDES) Accounts: 6112310, 6112320, 6112330, 6112340, 6112550, 6212210, 2292585

Collections System (Wastewater)
 Implemented rural manhole inspection program and replaced all rural manholes with watertight locking composite manholes.  Completed State-mandated Sanitary Sewer Management Plan (SSMP) audit.  Treated approximately 33,000 lineal feet of sewer main line for root infiltration to maximize flow and minimize clogs.  Rehabilitated 15 manholes to prevent infiltration and exfiltration and restore structural integrity.  Purchased a new Vactor combination truck able to assist with cleaning larger diameter pipes.  Completed sidewalk and parking lot cleaning at t he Senior Center City Hall and Waldie plaza.  Completed maintenance performed on 12 smart cover devices to ensure continued operation.  Purchased a rigid see snake push camera for inspecting sanitary sewer laterals.  Lowered the number of SSO’s to 15 SSO this year.
 Completed 129 repairs on sewer lines throughout the city.  Cleaned approximately 156 miles of sewer pipe line, completing 134% of the yearly goal.  Inspected 24 miles of sewer main via closed circuit television.  Cleared 33 plugged laterals throughout the city.
 Inspected 2727 manholes in the city.
 Repaired 65 laterals throughout the city.
 Completed repairs on all NASCO Grade 4 and grade 5 repai r per settlement agreement with California River Watch.  Purchased a new shoring box to provide additional safety when performing deep excavations.

Storm Water Collections (NPDES)
 Completed a New RMA with California Department Fish & Wildlife  Completed National Pollutant Discharge Eliminat ion System (NPDES) Quarterly and Annual report.  Completed 100% of all MS4 reports for the year.
 Purchased a new woodchipper to improve productivity and reduce cost of removing downed trees and branches.  Purchased UTV to assist with creek and V-Ditch maintenance.  Cleaned weed abatement and tree trimming within all creeks.  Cleared Safe Space as per regulations.
 Mowed and Cleared 8.5 Acres of fire breaks throughout creek areas.  Abated 75 acres of vegetation, removing a total of 1087 yards of vegetation.  Removed trash and debris from creeks and channels.
 Cleaned up 28 homeless encampments.
 Removed 795 yards household trash and debris.

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

98 2022-2023 Accomplishments (Cont.):

Storm Water Collections (NPDES) (Cont.)
 Removed 208 shopping carts from creeks and channels.
 Cleared and removed a large amount of debris trash, tree branches from Lindsey ( 24 Yards)  Monitored, cleaned, documented and repor ted dumping Hot Spots in the storm channels per the NPDES permit requirement.  Cleared Cavallo spillway, removing 38 yards of debris.  Inspected and cleaned 125 trash capture devices monthly and following any rain event.  Inspected tidal flapper gates & storm pipe culvert at Fulton Shipyard Road every quarter.  V-Ditch debris removal of 179 sites.
 Secured mudslides following rain events.
 Purchased UTV to assist with creek and v-ditch maintenance.  Repaired 59 sections of fencing in and around creek areas caused by vandalism.  Repaired truck mounted pesticide spraying unit
 Added two general laborers to comply with St ate Water Resources Trash Capture regulations.

Water Distribution System/Meter Reading/Stores
 Established a proactive construction crew to continue to minimi ze emergency work that directly impacts the water budget and its customers.  Converted one of three vacant Lead Water Di stribution Operator position to an Equipment Operator position to increase excavation crews.  Located, identified and mapped 25% of City-ow ned water mains within private property.  Replaced meter reading software (Connect) with the most current software (Beacon) achieving compatibility with current meters in place.  Replaced backflow inventory and record-kee ping system that enhanced the effectiveness of the Backflow Prevention Program and achieving compatibility with the City’s Asset Management Database and GIS.
 Implemented an annual, preventive maintenance program that refined and improved pressure regulating valve operations.  Completed annual hydrant preventativ e maintenance systems inspection.

Water Treatment Plant
 Completed deregulation from County and EPA programs related to removal of chlorine gas and anhydrous ammonia from the Water Treatment Plant disinfection operations and removing City from the California Accidental Release Program (CAL ARP).  Completed initial testing of various coag ulants to optimize plant operations and provide compatibility with reverse osmosis system.  Determined that the addition of polymer and acid assisted optimization of plant operations with the new reverse osmosis process.  Increased monitoring of the Municipal Reservoir and managed pretr eatment to remove vegetation from the reservoir and increase water quality.  Rebuilt altitude valves of treated water storage reservoirs to better monitoring water elevations and ensure the health of the water system.  Implemented monthly inspections of the booster pump stations.  Enhanced security around booster pump stati ons though Bay Alarm monitoring system in conjunction with installation of fences, gates, and lighting  Replaced filter valve in ‘A’ Plant to ensure pr oper operation of all related filter appurtenances.

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

99 2024 & 2025 Goals/Objectives:

Public Works Engineering and Land Development Services, Account: 1005150  Complete entitlements for Olive Groves and the Lone Tree Commercial Project.  Process signalization plans for the intersections of Deer Va lley Road & Hewitt Ranch, Deer Valley Road & Wellness Way and Sand Creek Road & Deer Valley Road.
 Process project improvement plans for Delta Courtyard Apartment s, Laurel Ranch Townhomes, DECA East & West and the Spanos Apartments.  Review plot plans for building permit approval forPromenade Phases 4, 5, & 6, Park Ridge Phases 5, 6, & 7, Aviano Phases 2 & 3, The Ranch Phase 1 and Laurel Ranch.
 Acceptance of final maps and improvement plans for Chick-fil-A, Travis Credit Union, Keepsafe Storall, Mount Diablo Maintenance Facility and Natural Supplements.
 Continue to review cell tower applications and coordination with the City’s Attorney’s Office for lease agreements.  Continue to provide traffic engineering support to manage the Traffic Calming Program and speed surveys.  Continue to provide engineering review of traffic control plans.  Continue to coordinate updates to City standards and checklis ts to be used in plan review to maintain consistency.

Public Works Capital Improvement Program, Account: 1005170  Construction and commissioning of the Brackish Water Desalination project.  Construction of the Contra Loma Estates Park Renovation project.  Construction of the first phase of the L Street Improvements project.  Completion of the 2022 Water Main Replacement project.  Construction of the 2023 Antioch Cape Seal project.
 Construction of the Jacobson and Marchetti Park Improvements.  Construction of West Antioch Creek silt removal project.  Construction of the Water Storage Reservoir Rehabilitation project.  Commence implementation of Citywide Signage Program.
 Continue the installation of trash capture devices.
 Obtain permitting and complete design of the Marina Basin Dredging project.  Design Phase II of the City Hall Interior Modifications project.  Design and construction the of traffic signal at Heidorn Rach and Prewett Ranch Roads.

Public Works Operations (Administration, Facilities, Fleet, Marina, Landscaping & Parks, Marina, Streets, Signs, Striping,) Accounts: 1002140, 1002160, 1002170, 1002190, 1002196, 2574580, 251, 252, 253, 254, 255, 256, 259, 5692610, 5702610, and 6312410.

Administration
 Continue with cross training among administrative staff to enhance skillsets and expand services provided to both internal and external customers.  Provide additional training in areas of Customer Service and Syst ems to be more effective and efficient in servicing City staff and the community.

Facilities
 Prepare appropriate facilities to accommodate ou r transition to a zero-emission vehicle fleet.

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

100

2024 & 2025 Goals/Objectives (Cont.):

Facilities (Continued)
 Complete exterior painting and siding rehabilitation at Prewett Water Park.  Complete building and HVAC repairs at Prewett Water Park.  Implement a revised preventive maintenance program.
 Complete the replacement of the east side at City Hall.  Complete City Hall HVAC repairs.
 Continue to identify damage and repair roofs on all City facilities.  Identify, input, and continue to track facilities.
 Continue to work with Bay Alarm to increase and im prove security systems on all City facilities.  Utilize Cityworks to maximize staff response ti me to both internal and external customers.

Fleet
 Installation of an additional vehicle lift within the vehicle shop.  Renovate and remodel the interior of vehicle shop.
 Explore vehicle replacement options to limit supply chain issues.

Landscaping – Parks/Medians/Local
 Perform irrigation system upgrades to reduc e water usage and increase system efficiency.  Continue to transition radio-controllers for irrigation systems to DX3 controllers  Perform median landscape and hardscape enhancements along Lone Tree Way.  Trim all Cul-de-Sacs throughout the City twice a year.  Perform roadside landscape enhancements along Prewett Ranch Dr, Davison Dr, Laurel Rd, and Lone Tree Way  Install over 2,000 cubic yards of recycled mulch in Landscape areas throughout the City.  Complete landscape enhancement to Almondridge Park.
 Continue upgrading irrigation contro llers at City parks and medians.  Rehabilitate existing tennis courts.
 Commence installation of standardized benches and picnic tables.  Plant 100 trees per year at various parks to increase urban canopy citywide.  Replace the play structure at Antioch Community Park.

Marina
 Beautify the Marina and boat launch entrances.
 Increase advertising through print public ations, online advertising, billboards, etc.  Replace dock slip electrical pedestals.
 Renovate private marina restrooms to be a gender-neutral facility.  Rehabilitate of northern and southern gates into marina.  Increase accessibility throughout the Marina.

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

101

2024 & 2025 Goals/Objectives (Cont.):

Streets – Asphalt/Signs/Striping
 Complete striping of double yellow, edge-line, bike la nes, stacking lanes, and crosswalks by November 1, 2023.  Apply 20,000 lbs of thermoplasti c striping throughout the City.  Pave 3,000 tons of asphalt via level course tr eatments, grinding, replacement, and skin patching.  Repave trails along the Deerfield Corridor , Silverado Trail and Canada Valley Trail.  Continue to utilize a “Proactive Pothole Crew” to fill potholes quickly, enhance road safety and minimize claims.  Re-paint red curbs throughout the City.
 Complete the annual Nighttime Streetlight and Sign reflectivity survey.  Re-paint approximately 3 miles of soundwalls throughout the City.

Public Works Utilities (Water Distribution, Water Treatment and Central Stores, Collections System (Wastewater), Storm Water Collections (NPDES), Accounts: 6112310, 6112320, 6112330, 6112550, 6212210, 2292585 Collections System (Wastewater)
 Televise 25% of the Sewer System every year.
 Increase sewer lateral inspection and cleaned by 10% without compromising quality.  Decrease sanitary sewer overflows by 10%
 Continue with the root foaming in main lines and manholes.  Establish a new confined space entry pr ogram and increase training of all personnel.  Commence a trenchless repair program for sanitary sewer service laterals.  Increase recruitment efforts for all open positions.
 Purchase a new 8” By-Pass pump to maintain uninterrupted servic e to customers while work is being performed on a section of the sewer line.

Storm Water, Wastewater Collections and (NPDES)
 Continue trash capture devices inspections and cleaning.  Enhance catch basin maintenance and inspections to be increased by 10%.  Increase inspection of creeks and channels.
 Improve cat tail spraying to increase water flow throughout various creeks.  Improve pruning trees throughout creeks.
 Continue working within RMA Guidelines to increase creek maintenance.  Decrease vegetation regrowth.
 Reduce fire danger and increase clear safe space.
 Continue abating graffiti in various culverts.
 Perform access road base improvements along Markley and West Antioch Creeks.  Increase V-Ditch monitoring and inspections post slide occurrence and cleanup.  Design and install tidal flapper gates & storm pipe culvert at the East Antioch Creek outfall.

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

102

2024 & 2025 Goals/Objectives (Cont.):

Water Distribution System/Meter Reading/Stores
 Replace 7,000 water meter registers/end points with cellular reading facilities.  Increase water meter testing to 10% of City’s meters for accuracy.  Identify and implement proactive plastic water service replacement.  Locate, identify, and repair water leaks throughout the City through the leak detection program.  Implement and improve Water Distribution’s Computer Maintenance Management System.  Establish an effective fire hydrant maintenance program.  Utilizing CMMS, implement an accu rate inventory control program within the Stores Warehouse.

Water Treatment Plant
 Increase recruitment efforts to fill open positions.
 Enhance monitoring and treatment of algae bloo ms within the Antioch Municipal Reservoir.  Continue rebuilding altitude valves at treated water reservoir sites.  Recoat the fluoride tank secondary containment area to protect the area in case of a leak or spill.  Update fluoride day tank storage system to a weight based s ystem utilizing a scale to monitor leaks, spills and overfeeding.  Increase security around the booster pump stations.
 Continue to assist with construction projec t with the Water Treatment Plant facility.  Modernizing operational procedures and equipment.
 Replace aged chain and flight sludge co llection systems at both A & B Plants.

PUBLIC WORKS DEPARTMENT SUMMARY

The following programs are included in this summary:

 Public Works Administration
 Street Maintenance
 Signal Maintenance & Street Lighting
 Facilities Maintenance
 Park Maintenance
 Median & General Landscape
 Work Alternative Program
 Engineering and Development Services
 Capital Improvement

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

103

PUBLIC WORKS – GENERAL FUND OPERATIONS

# of FY23 Funded
Positions

# of New Positions Added

Position Title Added

# of FY24/FY25
Funded Positions

32.935* 0.00 N/A 32.935
*General Fund positions only. Does not include .14 Warehouse/Stores positions as report to Water Distribution Superintendent.

NOTE: In FY24, (1) Engineering Manager is being funded in lieu of (1) Assistant City Engineer included in prior budget cycle.

Public Works
Director/City Engineer
Deputy Director of
Public Works (.34)
Facility Maintenance
Lead Wkr
Landscape Maint.

Leadworker
Landscape Maint.

Worker I/II (.9125)
General Laborer
(.4125)
Work Alt Landscape
Maintenance worker
Street
Maintenance
Leadworker (2)
Street
Maintenance
Worker I/II (5)
Equipment
Operator
Project Manager

Operations
Supervisor(.98)

Administrative
Analyst (1.25)
Community Dev.

Tech.

Public Works
Inspectors (3)

Dev. Svs./Engineering
Tech.

Facility Maintenance
Worker (2)
Administrative
Analyst (.20)
Administrative Asst.
(.10)
Public Works
Technician (.49)
Abatement Team (4)
Administrative
Assistant
Engineering Manager
Engineers (3.25)

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

104

PUBLIC WORKS SUMMARY
2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge SOURCE OF FUNDS:
1% Sales Tax 99,044 356,179 654,341 660,166 307,000 -53% 325,000 6% Special Services Public Works 4,937 1,114 500 500 0 -100% 0 0% Sale of Maps & Plans 0 0 0 270 125 -54% 125 0%
Plan Checking Fees 209,943 48,817 350,000 5,212 258,000 4850% 258,000 0% Inspection Fees 844,608 872,554 800,000 800,000 748,000 -7% 748,000 0% Encroachment/Transportation Permits 302,074 598,060 232,000 567,000 300,240 -47% 300,240 0% Other 459,389 616,486 195,500 544,101 189,500 -65% 189,500 0% Transfers In 3,308,650 3,130,804 3,225,858 3,388,551 3,405,271 0% 3,437,893 1% TOTAL SOURCE OF FUNDS 5,228,645 5,624,014 5,458,199 5,965,800 5,208,136 -15% 5,258,758 1%

USE OF FUNDS:

Personnel 3,419,047 4,009,270 5,338,848 4,951,617 5,286,896 7% 5,611,750 6% Services & Supplies 5,670,156 6,321,351 8,869,993 8,487,466 7,000,163 -18% 6,942,450 -1% Transfers Out 512,528 777,000 1,059,458 1,059,458 1,331,458 26% 1,827,458 37% Internal Services (696,103) (696,103) (696,103) (696,103) (792,140) 14% (792,140) 0% TOTAL USE OF FUNDS 8,905,628 10,411,518 14,572,196 13,802,438 12,826,377 -7% 13,589,518 6% Funded Funded Funded
Funded FTE's: 2022-23 2023-24 2024-25
Maintenance Administration 1.78 1.78 1.78
Street Maintenance 12.43 12.43 12.43
Facilities Maintenance 3.415 3.415 3.415
Parks Maintenance 1.325 1.325 1.325
Parks Median/General Landscape 1.475 1.475 1.475
Work Alternative Program 1.15 1.15 1.15
Engineering and Development Services 7.75 7.75 7.75 Capital Improvement Administration 3.75 3.75 3.75
Total Public Works Funded FTE's 33.075 33.075 33.075

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

105

PUBLIC WORKS - ADMINISTRATION (100-2140)

Public Works Administration is responsible for providing lead ership and direction on the day-to- day operations for all division s within Public Works, comprised of:

Water Treatment, Water Distribution, Meter Reading, Collection Syst ems, GIS, Streets, Signs and Striping, Fleet Services, Marin a, Parks, Facilities, Storm Channel and Storm Drains (NPDES), the Antioch Marina, the City ’s Warehouse & Central Stores operation, Engineering and Land Dev elopment Services including the Office of the City Engineer, Public Works Inspecti on, Street Light and Landscape Maintenance Districts, and Transportation and Traffic Engineering .

Administration provides professional management and oversight to the various divisions’ operations, training and clerical needs and addresses the public’s concerns and service needs.

PUBLIC WORKS ADMINISTRATION (100-2140)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge

Use of Funds:

Personnel 477,413 500,881 572,665 566,655 554,478 -2% 593,032 7% Services & Supplies 88,360 76,285 84,649 88,349 215,141 144% 216,561 1% Internal Services (502,380) (502,380) (502,380) (502,380) (679,539) 35% (679,539) 0% Total Use of Funds 63,393 74,786 154,934 152,624 90,080 -41% 130,054 44%

Funded FTE's 1.78 1.78 1.78 1.78 1.78 1.78

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

106

PUBLIC WORKS - STREET MAINTENANCE (100-2160)

The Street Maintenance function is respons ible for general maintenance and repair of approximately 590 lane miles of roadway in the City of Antioch and perform maintenance of right-of-ways and par king lots. Crews respond to hazardous conditions and emergencies such as vehicle a ccidents and flooding, repair potholes, perform overlay work; remove illegally dumped trash and debris; eradicate weeds along City maintained roadways ; respond to after hour calls for service; remove graffiti, repair road end barricades; make pre parations for, and monitor, contract work. Roadway surface t reatment programs are funded through this activity and performed through contract.

PUBLIC WORKS STREET MAINTENANCE (100-2160)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge

Source of Funds:
1% Sales Tax 0 157,284 421,812 421,812 0 -100% 0 0%
Revenue from Other Agencies 0 0 0 0 0 0% 0 0%
Charges for Services 4,937 1,114 500 500 0 -100% 0 0%
Other 131,439 49,958 0 0 0 0% 0 0%
Transfer in from Gas Tax 1,010,000 1,010,000 1,010,000 1,010,000 1,010,000 0% 1,010,000 0% Transfer In from Street Impact 1,633,525 1,644,559 1,693,896 1,893,896 1,898,135 0% 1,925,000 1% Total Source of Funds 2,779,901 2,862,915 3,126,208 3,326,208 2,908,135 -13% 2,935,000 1%

Use of Funds:

Personnel 915,374 1,227,441 1,813,787 1,499,686 1,749,139 17% 1,822,173 4% Services & Supplies 1,260,257 1,166,315 1,806,698 1,656,063 1,297,252 -22% 1,207,706 -7% Total Use of Funds 2,175,631 2,393,756 3,620,485 3,155,749 3,046,391 -3% 3,029,879 -1%

Funded FTE's 8.38 12.43 12.43 12.43 12.43 12.43

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

107

PUBLIC WORKS - SIGNAL MAINTENANCE (100-2170)

Signal Maintenance and Street Lighting provides for the operation and maintenance of all traffic signals, signal controllers, streetlights and traffic loops.

PUBLIC WORKS SIGNAL/STREET LIGHTS (100-2170)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Source of Funds:

Other 37,995 21,497 110,000 800 1,000 25% 1,000 0%
Transfers In – Traffic Safety Fund 195,000 100,000 120,000 120,000 110,000 -8% 110,000 0% Total Source of Funds 232,995 121,497 230,000 120,800 111,000 -8% 111,000 0%

Use of Funds:

Services & Supplies 945,719 968,808 995,000 995,000 1,034,500 4% 1,040,925 1% Total Use of Funds 945,719 968,808 995,000 995,000 1,034,500 4% 1,040,925 1%

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

108

PUBLIC WORKS - FACILITIES MAINTENANCE (100-2190)

Facilities Maintenance is responsible for approximately 318,600 square feet of City-owned and leased buildings and facilities. Services include preventive maintenance such as painting and minor HVAC maintenance, fire and alarm systems monitoring and ma intenance, repair of fixed ass ets and furniture, electrical and plumbing repairs, roof repairs, window and door r epairs. This activity also opens and closes facilities in prep aration for workday, moves furniture, develops contract work specific ations, provides supervision for the citywi de custodial services contract, administer s 10 maintenance service contracts, monitors facilities for energy usage, performs minor repairs on facility life safety systems, sets up meeting areas for other departments and provides assistance for special events.

PUBLIC WORKS FACILITIES MAINTENANCE (100-2190)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Source of Funds:
1% Sales Tax 19,224 141,165 124,228 152,460 0 -100% 0 0% Other 7,933 0 0 0 0 0% 0 0%
Source of Funds 27,157 141,165 124,228 152,460 0 -100% 0 0%

Use of Funds:

Personnel 360,715 457,908 545,554 542,809 573,045 6% 598,754 4% Services & Supplies 564,796 767,273 1,354,554 1,398,043 1,131,259 -19% 1,134,308 0% Transfers Out – Honeywell 1,528 0 0 0 0 0% 0 0%
Internal Services (193,723) (193,723) (193,723) (193,723) (112,601) -42% (112,601) 0% Total Use of Funds 733,316 1,031,458 1,706,385 1,747,129 1,591,703 -9% 1,620,461 2%

Funded FTE's 3.415 3.415 3.415 3.415 3.415 3.415

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

109

PUBLIC WORKS - PARK MAINTENANCE (100-2195)

Park Maintenance provides safe, aesthetically pleasing and enjoy able parks that meet the needs of the City’s diverse community for passive/active play for leisure, recreation and sports activities; facilitates community events in the parks as needed. Park Maintenance also provides playgrounds that promote safe play for children; and maintains sports fields to accommodate 87 adult teams, 5 youth leagues, and approximately 2,200 soccer p layers at 31 locations. Since 1998, the City of Antioch’s park maintenance costs continues to be the lowest per acre in the Bay Area. Park Maintenance also administers the Memorial Tree Program and Children’s Memorial Tree Grove.

PUBLIC WORKS PARKS MAINTENANCE
(100-2195)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Source of Funds:
1% Sales Tax 0 0 0 0 307,000 100% 325,000 6%
Other 39,438 38,169 38,500 37,500 39,500 5% 39,500 0%
Transfer In from SLLMDs 182,947 92,369 111,598 71,598 91,598 28% 91,598 0% Total Source of Funds 222,385 130,538 150,098 109,098 438,098 302% 456,098 4%

Use of Funds:

Personnel 199,165 241,264 301,360 290,254 293,859 1% 302,721 3% Services & Supplies 1,302,694 1,476,224 2,077,983 2,086,295 1,500,884 -28% 1,612,512 7% Transfer Out to SLLMDs 511,000 777,000 1,059,458 1,059,458 1,331,458 26% 1,827,458 37% Total Use of Funds 2,012,859 2,494,488 3,438,801 3,436,007 3,126,201 -9% 3,742,691 20%

Funded FTE's 1.325 1.325 1.325 1.325 1.325 1.325

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

110

PUBLIC WORKS - MEDIAN AND GENERAL LANDSCAPE (100-2196)

Median Maintenance provides a wide range of programs to maintain the Police Facility, Maintenance Service Center, and major med ian landscaping. Major medians include Hillcrest Avenue, Deer Valley Road, Delta Fair B oulevard, Somersville Road, Buch anan Road, James Donlon Bouleva rd, Lone Tree Way, West 4 th Street, Wilbur Avenue, East 18 th Street, West 10 th Street, Davison Drive, Dallas Ranch Road, A Street and Contra Loma Boulevard. Median Maintenance provides aesthetically pleasing landscape to achieve mandated requirements for public safety in a cost effective and efficient manner of 21 miles, 42 acres of landscape medians, 85 acres of streetscapes along major arterials and right-of-ways.

PUBLIC WORKS PARK MEDIAN/GENERAL LANDSCAPE MAINTENANCE (100-2196)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Source of Funds:
1% Sales Tax 79,820 57,730 65,337 75,894 0 -100% 0 0%
Other 33,971 52,891 2,000 0 0 0% 0 0%
Transfer In SLLMDs 47,505 38,704 14,494 14,494 14,494 0% 14,494 0% Total Source of Funds 161,296 149,325 81,831 90,388 14,494 -84% 14,494 0%

Use of Funds:

Personnel 227,699 140,126 263,338 225,861 252,315 12% 264,437 5% Services & Supplies 704,130 692,327 970,738 793,843 783,845 -1% 811,148 3% Total Use of Funds 931,829 832,453 1,234,076 1,019,704 1,036,160 2% 1,075,585 4%

Funded FTE's 1.475 1.475 1.475 1.475 1.475 1.475

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

111

PUBLIC WORKS – WORK ALTERNATIVE PROGRAM (100-2198)

The Work Alternative Program (WAP) operates in conjunction with the Contra Costa County Sheriff’s office, providing unskilled l abor to perform routine maintenance tasks such as litter pick-up, graffiti removal, we ed abatement and debris removal from street right of ways and sto rm channels. This is a cost effective means of enhancing work performed in the landscape ma intenance districts and channels. The City utilizes one Landsca pe Maintenance Worker and a temporary employee in this program to work with the WAP participants.

PUBLIC WORKS WORK ALTERNATIVE PROGRAM (100-2198)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Source of Funds:

Other 938 0 0 0 0 0% 0 0%
Transfer in from NPDES 72,317 76,752 101,508 103,680 105,681 2% 110,323 4% Transfer in from SLLMD Administration 17,356 18,420 24,362 24,883 25,363 2% 26,478 4% Total Source of Funds 90,611 95,172 125,870 128,563 131,044 2% 136,801 4%

Use of Funds:

Personnel 145,934 153,381 210,838 207,360 210,152 1% 219,269 4% Services & Supplies 309 7,333 19,800 16,500 11,500 -30% 11,500 0% Total Use of Funds 146,243 160,714 230,638 223,860 221,652 -1% 230,769 4%

Funded FTE's 1.15 1.15 1.15 1.15 1.15 1.15

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

112

PUBLIC WORKS - ENGINEERING AND DEVELOPMENT SERVICES DIVISION (100-5150)

This division is responsible for review and approval of final and parcel maps and public improvements for new residential, comm ercial and industrial development as well as the inspection of those improvements. Information is also provided to the public for flood plains in Antioch and the division has primary responsibility for the management of the National Pollutant Discharge Elimination System (NPDES) per mit. The Landscaping and Lighting District En gineer’s Report preparation and Traffic/Transportation are also managed by Engineering Land Development Services.

PUBLIC WORKS ENGINEERING AND DEVELOPMENT (100-5150)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Source of Funds:
1% Sales Tax 0 0 42,964 10,000 0 -100% 0 0%
Permits 302,074 598,060 232,000 567,000 300,240 -47% 300,240 0% Charges for Services 1,054,551 921,371 1,150,000 805,482 1,006,125 25% 1,006,125 0% Other 207,675 453,971 45,000 505,801 149,000 -71% 149,000 0% Transfer In - NPDES 150,000 150,000 150,000 150,000 150,000 0% 150,000 0% Total Source of Funds 1,714,300 2,123,402 1,619,964 2,038,283 1,605,365 -21% 1,605,365 0%

Use of Funds:

Personnel 941,897 1,089,874 1,210,881 1,210,801 1,177,294 -3% 1,315,328 12% Services & Supplies 768,356 1,112,027 1,400,968 1,346,794 833,602 -38% 770,610 -8% Total Use of Funds 1,710,253 2,201,901 2,611,849 2,557,595 2,010,896 -21% 2,085,938 4%

Funded FTE's 7.25 7.75 7.75 7.75 7.75 7.75

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

113

CAPITAL IMPROVEMENT ADMINISTRATION (100-5170)

This Division provides oversight of the design, construction, a nd inspection of the City's Capital Improvement Program; oversee s the development of the City's Five-Year Capital Improvement Program and the yearly Capital Improvement Budget; and protects the City’s pre-1914 water rights.

CAPITAL IMPROVEMENT ADMINISTRATION
(100-5170)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Use of Funds:

Personnel 150,850 198,395 420,425 408,191 476,614 17% 496,036 4% Services & Supplies 35,535 54,759 159,603 106,579 192,180 80% 137,180 -29% Total Use of Funds 186,385 253,154 580,028 514,770 668,794 30% 633,216 -5%

Funded FTE's 3.25 3.75 3.75 3.75 3.75 3.75

2021-23 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

114

POLICE DEPARTMENT

The Antioch Police Department is charged with the enforcement of local, state and federal laws and with providing for around-th e-clock protection of the lives and property of the public. The Police Department functions as an instrument of public service and as a tool for the distribution of information, guidance and direction.

Our Mission

The Mission of the Antioch Police Department, in partnership with our community, is to promote the quality of life in Antioch b y proactively reducing crime with integrity and commitment to excellence.

Strategic Plan

A Strategic Planning is the foundation for the future of any organization. In developing the Strategic Plan for the Antioch Police Department we sought input from the community at large and the rank and file employees of the Antioch Police Department. The resulting information was collated and provides the basis for the six goal statements for the department. Our Strategic Plan not only serves as the foundation for how we will provide police services in the future but also serves as the department’s vehicle for accomplishing needed change. The way in which we deliver services is founded in our belief in Community Policing. The critical aspects of community oriented policing are problem solving, a focus on service delivery at the neighborhood level, and community partnerships.

Our strategic direction for the next three years focuses on six key elements:

1. Leadership and Relationships

2. Communication (Internal and External)

3. Staffing

4. Reducing Crime

5. Juvenile Issues

6. Public Education

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

115

The following programs and bureaus are in the Police Department:

 Police Administration
 Cadets
 Prisoner Custody
 Community Policing Bureau
 Traffic
 Investigation
 Special Investigations Unit
 Communications
 Office of Emergency Management
 Volunteer Program/Chaplaincy
 Facilities Maintenance
 Animal Services Support

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

116

POLICE DEPARTMENT
Administration

Police Chief
Police Captain
(Support Services Division)
Police Captain
(Field Services Division)
Animal Services Manager
Administrative Analyst III
Administrative Analyst I

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

117

POLICE DEPARTMENT
Support Services

Police Captain
(Support Services
Division)
Police Lieutenant
(Administration)
Police Sergeant
(IA, Recruiting,
Training)
Police
Communications
Supervisor
Lead Police
Dispatchers
Police Dispatchers
CEU Police
Sergeant
Police Records
Supervisor
Lead Police
Records
Technician
Police Lieutenant
(Investigations)
Police Sergeant
(Investigations)
Police Sergeant
(SIU Team)
Crime Analysts
Police Officers
(Detectives)
Police Records
Technician
Police Officers
(Detectives)
Police Evidence
Supervisor
(Property &
Evidence)
Community
Service Officers
(Property &
Evidence)
Police Records
Technician
Community
Services Officer
(Training &
Recruiting)

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

118

POLICE DEPARTMENT
Field Services

Police Captain
(Field Services)
Police Lieutenants
(Field Services)
Police Sergeants
Police Sergeant
(Special Teams)
VIPS
Police Corporals
Supervisor Ancillary
Duties
Police Officers
(Traffic)
Police Officers
Community Service
Officers
K9 Unit
SWAT
CNT
Cadets

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

119

POLICE DEPARTMENT
Animal Services

Animal Services
Manager
Doctor of Veterinary
Medicine
Volunteers
Office Assistant
Animal Services
Supervisor
Registered Veterinary
Technicians
Animal Control Officer
Animal Services
Technicians
P/T Animal Care
Attendants

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

120

The next pages of this section provide a department summary of revenues and expenditures with tables for sources and uses of funds. A summary of each program or bureau follows with a table showing the sources and uses of funds for each.

POLICE DEPARTMENT SUMMARY
2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge SOURCE OF FUNDS:

Taxes – Measure C 118,649 20,167 0 0 0 0% 0 0%
1% Sales Tax 15,624,254 17,272,446 12,743,745 14,145,651 12,687,260 -10% 13,036,741 3% P.O.S.T. Funds 49,341 35,020 12,000 32,764 20,000 -39% 20,000 0% Federal Grant 317,728 68,640 0 20,288 0 -100% 0 0% Grant Reimbursement – State/Local 0 0 0 0 77,229 100% 0 -100% Other Service Charges 41,675 38,914 30,000 50,000 40,000 -20% 40,000 0% Police Services General 173,037 149,478 1,396,345 1,431,345 150,000 -90% 150,000 0% False Alarm Permit Fees 70,876 66,185 100,000 70,000 70,000 0% 70,000 0% False Alarm Response 123,580 96,955 50,000 10,000 50,000 400% 50,000 0% Other 8,775 3,189 7,500 5,123 7,500 46% 7,500 0%
Donations 250 220 0 0 0 0% 0 0%
Booking Fee Reimbursements 143 0 1,000 0 0 0% 0 0% Sales Tax Public Safety 712,696 861,802 775,000 888,300 934,800 5% 985,000 5% Non-Traffic Fines 90 1,984 100 2,128 100 -95% 100 0% Vehicle Code Fines 77,290 72,545 135,000 20,000 75,000 275% 75,000 0% Abatement Fees 0 100 0 0 0 0% 0 0%
Transfers in 590,161 749,151 685,628 1,062,841 967,522 -9% 967,121 0% TOTAL SOURCE OF FUNDS 17,908,545 19,436,796 15,936,318 17,738,440 15,079,411 -15% 15,401,462 2%

USE OF FUNDS:

Personnel 38,836,956 39,055,455 44,693,967 40,673,206 41,237,946 1% 45,892,083 11% Services & Supplies 6,654,544 7,396,344 10,699,726 10,546,025 9,503,577 -10% 8,778,100 -8% Transfers Out 1,314,386 1,313,715 2,027,290 1,923,994 2,197,978 14% 2,397,674 9% TOTAL USE OF FUNDS 46,805,886 47,765,514 57,420,983 53,143,225 52,939,501 0% 57,067,857 8%

2023-25 OPERATING BUDGET

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121

POLICE DEPARTMENT SUMMARY (Continued)

Funded Funded Funded
2022-23 2023-24 2024-25
Funded FTE'S
Administration 21.90 22.90 22.90
Prisoner Custody 4.00 4.00 4.00
Community Policing 88.00 88.00 88.00
Traffic Division 7.00 7.00 7.00
Investigations 13.00 13.00 13.00
Special Investigations Unit 6.00 6.00 6.00
Communications 16.00 16.00 16.00
Total Police General Fund Funded FTE's 155.90 156.90 156.90

# of FY23 Funded
Positions*

# of New Positions Added

Position Title Added

# of FY24/FY25
Funded Positions*
155.90 1.00 Police Evidence Supervisor 156.90
*General Fund positions only. .10 of Police Chief funded out of Animal Services Special Revenue Fund

2023-25 OPERATING BUDGET

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122

POLICE ADMINISTRATION (100-3110)

Police Administration is responsible for the administrative and m anagement functions of the department. Effective organization al planning, community relations, training, emergency preparedness, crime prevention, computer services, recruitment, internal affairs, investigation, public education, police commission, evidence, crime analysis and department budget are included in this activity, as well as the Chief of Police.

2022-2023 Accomplishments:
 Restructured the divisions to better serv e the needs of the community by establishing the Special Investigations Unit and the Community Engagement Unit.
 Continued the accelerated hiring process with the goal of filling all sworn positions.  Implemented a professional recruiting webs ite and mentorship program to attract more interest and guide applicants through the police department hiring process.
 Joined the 30 x 30 Initiative with the aim of increasing our female personnel to 30% by 2030.  Filled administrative staff positions to help manage budgetary re sponsibilities and better support the Office of the Chief of Police.  Conducted promotional processes to fill current and antici pated vacancies in command staff and supervisory ranks.  Filled the Public Information Officer position to increase transparency with our community.  Resumed the Citizens’ Academy for the fi rst time since Covid-19 restrictions.  Continued our participation and department al assessment in the National Public Safety Partnership Program (PSP).  Implementation of the Blue Courage Training Progr am for leadership development department wide.  Developed the infrastructure and procedure for reporting qualifyi ng incidents to California Police Officer Standards and Training (POST) pursuant to California Senate Bill 2.
 Improved department training on cultural sensitivity/competency and de-escalation.

2024 & 2025 Objectives:
 Reinstitute our employee evaluations to include subordinate ev aluations of supervisors to improve leadership accountability.  Persist in recruitment efforts to f ill mounting vacancies in all divisions.  Continue succession planning, reorganization, and mentoring.  Maintain the development of APD as a hub for regional training with an added goal of bringing 100% of our internal training to POST for full certification.

We are hosting five highly sought-after courses in the next year.  Allocate funds to replace fleet vehicles to accommodate staff needs, as well as those with high mileage and in a state of disrepair.  Continue to engage our community by expanding and increasing our social media presence.  Expand the Community Camera/ALPR program to incorporate more areas of the city.  Develop our staff of instructors to increase t he quality and frequency of our departmental training.  On-going purge of police records to bring PD in line with the City’s record retention policy.  Host the Citizens’ Academy annually.
 Ensure the department is in compliance with DOJ building CLETS security access requirements.  Evaluate the front counter process to become more effi cient to provide a higher level of customer service.  Update the CAD/RMS system to a platform better suited to departmental needs.

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

123

POLICE ADMINISTRATION (100-3110) (Continued)

POLICE ADMINISTRATION
(100-3110)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Source of Funds:

Revenue from Other Agencies 60,341 35,020 12,000 32,764 97,229 197% 20,000 -79% Charges for Services 409,168 351,532 295,000 280,000 310,000 11% 310,000 0% Other 5,110 1,820 7,500 5,000 7,500 50% 7,500 0%
Transfer In – Byrne Grant 25,000 50,000 25,000 25,000 0 -100% 0 0% Total Source of Funds 499,619 438,372 339,500 342,764 414,729 21% 337,500 -19%

Use of Funds:

Personnel 4,316,229 4,027,136 5,277,058 4,538,644 5,387,128 19% 5,971,421 11% Services & Supplies 2,033,269 2,503,943 2,707,864 2,966,572 3,297,339 11% 3,238,857 -2% Total Use of Funds 6,349,498 6,531,079 7,984,922 7,505,216 8,684,467 16% 9,210,278 6%

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

124

POLICE CADETS (100-3120)

The Cadet program was reinstated after COVID and is currently at 16 youths and representative of our diverse community.

2022-2023 Accomplishments:
 Cadets assisted in deployment of decoy ve hicles as a means of crime prevention.  Cadet program popularity continues to be strong with staff receiving applications on a continuous basis.  Attended the four-day, 2022 Solano Explorer Academy and Central Va lley Explorer Competition where several Antioch Cadets received recognition and awards.
 The Cadets participated in numerous civic and special events to in clude Tip-a-Cop, Rotary 5k Bunny Run, APD Trick-or-Treat, the Holiday Food Drive and Adopt-a-Family.
 Cadets assisted with department training providing services as role players.  The Explorer Crab Feed Raised approximately $15,000 to help offset expenses for the Academy and competitions.

2024 & 2025 Objectives:
 Continue Cadet recruitment efforts to increase the program and diversity within the program.  Consider assigning additional duties to Cadets similar to VIPS duties.  Continue to use Cadets for department training needs and minimize use of sworn staff for training scenarios.  Continue the “Crime Prevention Citation” program an d increase frequency to have a greater impact.  Participate in the 2023 and 2024 Cent ral Valley Explorer Competitions.  Attend the 2023 Solano County Academy.
 Host another crab feed in 2023 and 2024 to rais e funds to offset Academy and competition costs.  Increase team building events.
 Implementation of the “Crime Prevention Ci tations” program throughout the City.

POLICE CADETS (100-3120)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Use of Funds:

Personnel 117 0 2,156 1,176 2,156 83% 2,156 0%
Services & Supplies 8,267 9,929 10,000 10,980 10,000 -9% 10,000 0% Total Use of Funds 8,384 9,929 12,156 12,156 12,156 0% 12,156 0%

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

125

PRISONER CUSTODY (100-3130)

Prisoner Custody provides for all prisoner custody services, booking, custody transportation and property security. This program is also in charge of maintenance of supplies for the jail.

2022-2023 Accomplishments:
 Returned to full use of the jail as Covid-19 restrictions were lifted.  Provided jail safety and procedural tr aining to sworn and civilian employees.  Trained new supervisor to oversee this bureau and provide mandated training.  Passed all jail related inspections with no issues or areas for improvement.

2024 & 2025 Objectives:
 Replace aging jail equipment such as blank ets, cell mattresses, and handcuffs.  Continue to ensure the jail facility, transport vehicles, and all jail records are properly maintained.  Recruit and hire additional CSO’s to expand the number of citizen jailers to four.  Provide the Title 15 mandated 8 hours of biennial jail training to sworn and non-sworn staff.

POLICE PRISONER CUSTODY
(100-3130)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Source of Funds:

Booking Fee Reimbursements 143 0 1,000 0 0 0% 0 0%
Total Source of Funds 143 0 1,000 0 0 0% 0 0%

Use of Funds:

Personnel 626,887 653,803 798,477 575,338 621,547 8% 659,336 6% Services & Supplies 40,606 41,640 163,487 43,487 14,256 -67% 14,256 0% Total Use of Funds 667,493 695,443 961,964 618,825 635,803 3% 673,592 6%

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

126

COMMUNITY POLICING BUREAU (100-3150)

The Community Policing Bureau provides general police services and responds to emergency calls to crimes in progress. Community Policing investigates crimes and investigates traffic accidents and enforces traffic laws and provides preventive patrol.

The Community Policing Bureau has been designed to promote a partn ership with the community City -wide, and together identify co mmunity needs and resolve problems through practice and problem-solving approaches.

2022-2023 Accomplishments:
 Fully implemented the Body-Worn Camera (BWC) / Mobile Video/Audio Recorder (MVAR) program.  Enhanced our community outreach efforts.
 Effectively completed succession planning, reor ganization, promotions, and mentoring goals.  Continued developing the drone program to enhance response to ce rtain crimes and allow officers to respond in a safe, timely and efficient manner.  Purchased and replaced outdated/expired safety equipment to in clude ballistic helmets and vests, as well as additional less lethal equipment to be utilized in the field.

2024 & 2025 Objectives:
 Continue to increase patrol staffing as hiring improves.  Reestablish strong community relationships.
 Utilize new technology that assists in predictive and intelligence-led policing.  Reinstitute proactive enforcement details.
 Continue engaging with the youth in our community by visiting sc hool campuses to interact and provide information to the students.  Develop emerging leaders through succession planning and mentoring.  Allocate funds to replace outdated taser equipment, as well as outdated Patrol, CNT, and SWAT equipment.

Community Policing (Canine)

2022-2023 Accomplishments:
 Due to retirements and transfer s, the Canine Unit experienced a turnover in staff. The unit is currently fully staffed with six handler teams who are all patrol certified.
 Two canine teams were added in the last year and a half.  Handlers have attended or are attending nar cotics schools leaving the unit with four out of six canines narcotics certified.  Revamped the department canine policy to be more in line with current best practices.  New handlers have attended canine liability schools.
 Taken the lead and partnered with dispatch in conducting comm unity engagement events at various schools in Antioch. During these events, youth interact with our officers, dispatchers, and K9’s while learning about police work and proper use of the 911 system.  Unit Supervisor completed K9 Management School.

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

127

COMMUNITY POLICING BUREAU (100-3150) (Continued)

2024 & 2025 Objectives:
 Continue K9 and dispatch demonstrations in the schools to ed ucate, develop, and maintain relationships with the youth.  Enroll the two newest handler teams in narc otics detection class and have them certify.  Have additional handlers attend the K9 liabilit y course to remain current with case law and best practices with respect to K9 utilizations.  Seek dual purpose certification with POST and California Narcotic Canine Association (CNCA).  Enroll all handlers in CNCA to receive training opportunities, case law updates, and remain proficient with canine training and deployment.  Obtain two kennels for the back lot of the police department.  Upgrade existing canine equipment that is becoming old and dated.  Work with fleet managers in obtaining and outfitting new canine vehicles and equipment.

POLICE COMMUNITY POLICING (100-3150)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Source of Funds:

Taxes – Measure C 118,649 20,167 0 0 0 0% 0 0%
1% Sales Tax 15,624,254 17,272,446 12,743,745 14,145,651 12,687,260 -10% 13,036,741 3% Taxes - PSAF 712,696 861,802 775,000 888,300 934,800 5% 985,000 5% Fines & Penalties 90 1,984 100 2,128 100 -95% 100 0%
Rev. from Other Agencies 201,130 36,257 0 20,288 0 -100% 0 0% Current Service Charges 0 0 1,281,345 1,281,345 0 -100% 0 0% Other 436 0 0 0 0 0% 0 0%
Transfers In 518,164 655,433 647,628 1,024,841 967,522 -6% 967,121 0% Total Source of Funds 17,175,419 18,848,089 15,447,818 17,362,553 14,589,682 -16% 14,988,962 3%

Use of Funds:

Personnel 23,834,121 24,387,000 27,063,110 25,709,673 22,648,013 -12% 26,225,901 16% Services & Supplies 2,081,634 2,145,127 4,011,921 3,608,532 2,505,772 -31% 2,276,801 -9% Total Use of Funds 25,915,755 26,532,127 31,075,031 29,318,205 25,153,785 -14% 28,502,702 13%

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

128

TRAFFIC BUREAU (100-3160)

The Traffic Bureau provides for enforcement of moving traffic violations and parking violations. The Bureau directs traffic to ensure proper traffic flow, investigates major and fatal accidents, enforces driving under the influence viol ations and investigates traffic complaints. The Bureau wor ks closely with the Community Policing Bureau to suppress traffic problems in target areas.

2022-2023 Accomplishments:
 Developed and provided in-house training to patrol officers on collision investigations.  Acquired grant funding to send 12 officers to advanced schools related to DUI investigations.  Collaborated with CHP to provide training at APD related to sideshow enforcement.  Participated in monthly multi-jurisdictional traffic enforcement days with neighboring cities.  Organized monthly in-house traffic enforcement days.
 Conducted follow up on side show take overs that resulted in over 20 vehicles being seized.  Developed a court order seizure procedure with Contra Costa Courts.  Recovered 26 stolen vehicles.

2024 & 2025 Objectives:
 Reinstate Traffic Unit.
 Replace aging equipment such as radar and lidar units with grant funds.

POLICE TRAFFIC
(100-3160)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Source of Funds:

Vehicle Code Fines 77,290 72,545 135,000 20,000 75,000 275% 75,000 0% Revenue from Other Agencies 0 24,800 0 0 0 0% 0 0%
Abatement Fees 0 100 0 0 0 0% 0 0%
Total Source of Funds 77,290 97,445 135,000 20,000 75,000 275% 75,000 0%

Use of Funds:

Personnel 1,280,217 1,202,426 1,463,093 1,589,315 2,191,241 38% 2,287,340 4% Services & Supplies 93,727 83,415 78,333 103,333 79,473 -23% 57,279 -28% Total Use of Funds 1,373,944 1,285,841 1,541,426 1,692,648 2,270,714 34% 2,344,619 3%

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

129

INVESTIGATION BUREAU (100-3170)

The Investigation Bureau provides investigative follow-up to those crimes which cannot be resolved at patrol level. Detectives are assigned to robbery, homicide, sex offenses (human trafficking), fraud, burglary, domestic viol ence, and juvenile crimes. Additionally, they investigate Law Enforcement Involved Fatal Incidents and prepare cases for referral to the District Attorney’s office for prosecution.

2022-2023 Accomplishments:
 Promoted four detectives to Field Services Corporal positions.  Maintained a high clearance rate for homicide cases (currently 85% clearance).  Improved overall technological capability for investigating major crimes and critical incidents. (Technology for tracking fugitives, digital forensics, and data- sharing: GPS, Pen-Link, GrayShift, Axiom, CellHawk, Callyo, Vigilant, Peregrine and Cellebrite).  Strengthened the data-driven approach to evaluating juvenile o ffenses to be referred or diverted to the REACH Program and Juvenile Probation saving time, money, and critical resources.
 Staffed one career/supervisory development pos ition in the Investigations Bureau, which is a program that invests education and experience in volunteer/newly promoted officers.
 Implementation of ShotSpotter Technologies , a software platform for gunshot notification, crime gun intelligence, NIBIN support, information sharing and powerful analytics.
 Established Antioch’s first Non-Fatal Shooting (NFS) and Homicide Review Board aimed at surfacing investigative best-practices and information sharing in an effort to reduce violent crime.
 Entered a three-year Public Safety Part nership (PSP) with the US DOJ Public and our federal partners to enhance our ability to reduce violent crime and aggravated assaults in our community.
 Entered into an MOU with the CCC DA’s office for eFiling through Peregrine Technologies, realizing significant savings in materials and staff hours.  The Investigation Bureau was the first to create and finalize a CJIS/DOJ compliant data-sharing MOU using Peregrine, which was adopted by numerous East Bay agencies enhancing our ability to collaborate and solve crime in real-time. 2024 & 2025 Objectives:
 Return the Investigation Bureau staffing levels to fully st affed by adding two full-time detectives, and one full-time Community Service Officer/Crime Scene Investigator.
 Fill crime analyst vacancy to support monitoring of calls for se rvice and crime trends to ensure our deployment of personnel is as efficient as possible and delivers the best customer service to the community, as well as support Investigations.  Maintain a high clearance rate for all crimes.
 Continue to develop, mentor, and invest in future leaders.  Increase the Investigation Bureau vehicle fleet by adding one vehicle.  Continue to maintain and update technologies that assist with investigations.  Update the Investigation Bureau’s interview rooms with new audio/video recording equipment.  Clear out the overflow evidence space and impr ove it for Investigation Bureau office use.

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

130

INVESTIGATION BUREAU (100-3170) (Continued)

2024 & 2025 Objectives (Cont.):
 Increase support for the Family Justice C enter in Antioch by assigning detective(s) as a point of contact to facilitate victim advocacy while engaging as a collaborative partner.

POLICE INVESTIGATIONS
(100-3170)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Source of Funds:

Revenue from Other Agencies 0 7,583 0 0 0 0% 0 0%
Other 3,229 1,369 0 123 0 -100% 0 0%
Total Source of Funds 3,229 8,952 0 123 0 -100% 0 0%

Use of Funds:

Personnel 4,340,477 3,833,144 4,776,636 3,563,416 5,081,808 43% 5,260,739 4% Services & Supplies 822,837 814,214 1,028,925 1,028,925 1,008,398 -2% 962,369 -5% Total Use of Funds 5,163,314 4,647,358 5,805,561 4,592,341 6,090,206 33% 6,223,108 2%

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

131

SPECIAL INVESTIGATIONS UNIT (SIU) (100-3175) [FORMERLY SPECIAL OPERATIONS UNIT (SOU)]

The Special Investigations Unit (formerly the Special Operations Unit ) provides intelligence gather ing and investigative follow -up to those narcotics, weapons violations, human-trafficking and gang cases which cannot be resolved at the patrol level. Due to an ongoing reduction in staf fing, this unit prioritizes fugitive apprehension and high-risk searches in addition to their current responsibilities.

2022-2023 Accomplishments:
 The SOU and POP Teams were reinvented to create the Special Inve stigations Unit; a highly focused, intelligence gathering, collaborative, proactive unit tasked with identifying the most significant drivers of violent crime and engage in evidence-based focused-deterrence strategies in an effort to disrupt and reduce violent crime.
 Established a new collaborative relationship with the ATF-E, par ticipating in their Western Crime Gun Intelligence Working Group, and the Cross- Jurisdictional Firearms Trafficking Strike Force. The ATF program focuses on a collaborative approach highlighting best-practices involving the development of crime-gun intelligence while allowing access to NIBIN/NESS databases for shooting investigative analysis and linking.  Established a new collaborative relationship with the USMS, parti cipating in their Task Force Officer program. The USMS program strengthens the unit’s ability to engage in high-risk fugitive apprehension operations and offers access to staffing, training opportunities and technological resources related to public safety.
 Reduce expenditures by using a state contract for under cover vehicles with Enterprise Rental company. 2024 & 2025 Objectives:
 Return SIU staffing levels to fully staffed by adding one full-time detective.  Enhance the intelligence-gathering, crime-gun collection and ca se-building capability of the unit by adding two detectives for field-operations.  Continue strengthening multi-faceted relationships with outside agencies to leverage resources and assistance with large-scale narcotics, gang and weapons related investigations and prosecutions.
 Continue to identify and procure technology that supports engaging in data-driven solutions used to mitigate violent crime and gun crime, including gun trafficking.
 Increase fugitive apprehension and vice operations with a focus on impacting human trafficking and illegal gang activity.  Continue to reduce expenditures by using a state contract fo r undercover vehicles with Enterprise Rental company.

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

132

SPECIAL INVESTIGATIONS UNIT (SIU) (100-3175) (Continued)

POLICE SPECIAL INVESTIGATIONS UNIT (SIU) (100-3175)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Use of Funds:

Personnel 1,372,192 1,847,593 1,794,175 1,443,006 1,844,685 28% 1,919,084 4% Services & Supplies 72,446 95,693 115,835 115,835 109,978 -5% 103,845 -6% Total Use of Funds 1,444,638 1,943,286 1,910,010 1,558,841 1,954,663 25% 2,022,929 3%

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

133

COMMUNICATIONS BUREAU (100-3180)

Communications (police dispatch) provides emergency and non-emergency dispatch services and directs citizens to the proper service providers.

2022-2023 Accomplishments:
 Continued 9-1-1 for kids’ program and h ad dispatch presentations at schools.  Eliminated built in OT for dispatchers in an attempt to reduce OT expenditures.  Successfully functioned throughout COVID pandemic.
 Extended online reports to make response times better for our customers.  Implemented and learned new CAD system.
 90% of 9-1-1 calls answered in less than 10 seconds.

2024 & 2025 Objectives:
 Install and train on new ShotSpotter system.
 Continue to be involved in community events (9-1-1 for kids’ program, Coffee with the Cops backpack drive, Giving Tuesday.).  Update EBRCs radios and encryption.
 Look toward future technology and equipment needs.
 Continue to have 9-1-1 calls answered in less than 10 seconds.  Train new dispatchers and have a fu lly staffed communication center.  Integrate with the CARE team, Code Enforc ement, Animal Control, and Public Works.

POLICE COMMUNICATIONS (100-3180)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Source of Funds:

Transfers In 1,780 2,664 0 0 0 0% 0 0%
Total Source of Funds 1,780 2,664 0 0 0 0% 0 0%

Use of Funds:

Personnel 2,980,593 3,040,100 3,459,227 3,202,603 3,401,333 6% 3,506,071 3% Services & Supplies 826,667 1,063,542 1,386,534 1,386,534 1,412,666 2% 1,302,666 -8% Total Use of Funds 3,807,260 4,103,642 4,845,761 4,589,137 4,813,999 5% 4,808,737 0%

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

134

OFFICE OF EMERGENCY MANAGEMENT (100-3185)

The Office of Emergency Management has the overarching service responsibility for "disaster preparedness" in our community. This section will develop, maintain and coordinate current emergency preparedness plans that will help mitigate the effects of man-m ade, technical, and natural dis asters. A useful plan is one that complies with state and federal mandates (SEMS/NIMS and ICS), protects life and property, and efficiently takes an all-hazards approach by applying management, organization, and communication skills. The disaster preparedness program supports o ngoing education, preparation and training, and oversees the Emergency Operations Center.

2022-2023 Accomplishments:
 Completed the city’s first Emergency Operations Plan to in clude tailored Emergency Action Plan and Situational Status report; certified by CalOES and FEMA and ratified by the City Council.
 Completed the city’s first Antioch Municipal Reservoir & Dam Emergency Action Plan; certified by CalOES and Dept. of Water Resources.  Maintained the city’s EOC (virtual) response to the Novel Corona Virus (COVID-19) pandemic, communicating with the county and the state through the web-based application WebEOC.
 Collaborated and coordinated with city, count y, state, and federal organizations throughout the 2023 Winter (Atmospheric River) Storm declared disaster.  Continued our partnership with the county CERT organizers to ex pand the training of volunteers in the area of emergency services.  Represent the city at the CCC Emergency Oper ations Center monthly MAC Group meetings.  Started work to update the citywide Inju ry, Illness & Prevention Program (IIP).  Started work to create Emergency Action Plans and annexes for each city-owned structure as mandated by CalOSHA.

2024 & 2025 Objectives:
 Continue to develop and deploy tailored training modules wi th the city’s new OES consultant, Preparative Consulting.  Partner with the city’s consultant to administer robust and detailed state and federally certified section specific trainings and exercises for city staff.  Develop and update EOP annexes as needed.
 Maintain and update the city’s Cooling and Warming Centers.  Continue to provide presentations to community groups and stakeholders related to emergency preparedness.  Research grant opportunities to fund training, education, materials, and updates.  Activate the city’s EOC during low-level events for experience and training.  Continue to update the city/department’s website to incl ude a comprehensive section for emergency preparedness.  Upgrade the Community Room at the police department with new and up-to-date audio/video equipment, real-time information delivery (communication) hardware and software, and industry standard technology used for emergency preparedness intelligence gathering, response, and management.

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

135

OFFICE OF EMERGENCY MANAGEMENT (100-3185) (Continued)

POLICE OFFICE OF EMERGENCY MANAGEMENT
(100-3185)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Source of Funds:

Revenue from Other Agencies 105,598 0 0 0 0 0% 0 0%
Total Source of Funds 105,598 0 0 0 0 0% 0 0%

Use of Funds:

Services & Supplies 161,465 34,648 132,788 132,788 94,496 -29% 94,496 0% Total Use of Funds 161,465 34,648 132,788 132,788 94,496 -29% 94,496 0%

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

136

COMMUNITY VOLUNTEER PROGRAM/CRIME PREVENTION COMMISSION/CHAPLAINCY/EXPLORERS (100-3195)

The Volunteer Program supports police services, while providing the citizens an opportunity to actively support their community . These opportunities will involve clerical support, vacation patrols, crime prevention and community awareness presentations.

The Antioch Police Crime Prevention Commission is composed of seven members who are appointed by the Mayor. Their purpose is to organize and facilitate Antioch’s Crime Prevention Program through the Neighborhood Watch Program.

The Chaplaincy Program is a ministry of or dained volunteer clergy to support the empl oyees of Antioch Police Department and the citizens of Antioch during crisis/non-crisis situations.

2022-2023 Accomplishments:

VIPS
 Reinstituted the VIPS unit after the suspension due to Covid.  VIPS continued to deploy decoy vehicles as a crime deterrent, an d the radar trailer as a traffic calming measure. The VIPS have accommodated special and short notice requests for these services.
 Hans Ho resumed his position as the Volunteer Coordinator.  Provided service, direction, and equipment at all neighborhood Cleanups.  Recruited nine new volunteers and hosted a VIPS academy.  Increased the number of VIPS willing to partici pate in “callouts” for major incidents.

2024 & 2025 Objectives:

VIPS
 Continue recruitment and increase VIPS staffing.
 Add enough new VIPS to complete another field services VIPS academy.  Assess and explore other areas VIPS c ould be helpful and expand their duties.  Increase recurring VIPS training to help with critical incidents as they arise and support departmental vehicle maintenance.

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

137

COMMUNITY VOLUNTEER PROGRAM/CRIME PREVENTION COMMISSION/CHAPLAINCY/EXPLORERS (100-3195) (Continued)

POLICE COMMUNITY VOLUNTEERS
(100-3195)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Source of Funds:

Donations 250 220 0 0 0 0% 0 0%
Transfer In – Byrne Grant 45,217 41,054 13,000 13,000 0 -100% 0 0% Total Source of Funds 45,467 41,274 13,000 13,000 0 -100% 0 0%

Use of Funds:

Personnel 86,123 64,253 60,035 50,035 60,035 20% 60,035 0% Services & Supplies 14,277 11,564 19,639 19,639 20,744 6% 17,076 -18% Total Use of Funds 100,400 75,817 79,674 69,674 80,779 16% 77,111 -5%

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

138

FACILITIES MAINTENANCE (100-3200)

The primary objective of the Facilities Maintenance activity is to provide for an acc eptable level of maintenance to the Police and Animal Services facilities. There are no personnel assigned to this work. Facilities maintenance work such as roof repairs, general building repairs, and necess ary alterations to office, installation of building hardware, electrical wiring and janitorial maintenance are accomplished through this program. Additionally, utilities for the department are paid from this account.

2022-2023 Accomplishments:
 Replaced the aging intercommunication systems throughout the de partment and parking lots with upgraded audio/video technology to improve the security of the property and the safety of our personnel.
 Located local facilities that can be used for long term evidence storage locations.  Identified repairs and continued to maintain the overall safety/security of the building.  Replaced outdated fitness equipment in the gym to aid in employee health and wellness.

2024 & 2025 Objectives:
 Assess the need and feasibility of developi ng the remaining surge areas of the PD.  Explore the feasibility of paving a portion of the dirt area in the back lot with covered parking.  Update the inner armory to provide additional storage for equipment.

POLICE FACILITIES MAINTENANCE (100-3200)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Use of Funds:

Services & Supplies 499,349 592,629 1,004,400 1,089,400 950,455 -13% 700,455 -26% Transfer Out 1,672 0 0 0 0 0% 0 0%
Total Use of Funds 501,021 592,629 1,004,400 1,089,400 950,455 -13% 700,455 -26%

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

139

ANIMAL SERVICES SUPPORT (100-3320)

The City operates an animal shelter for which the Police Departm ent has oversight. The operations of the animal shelter are acc ounted for in a Special Revenue Fund. A subsidy is provided by the General Fund to the Animal Services Special Revenue Fund to support operations.

2022-2023 Accomplishments:
 Animal Services launched their new volunteer program in Augus t 2021. The new volunteer program utilizes the online volunteer management software Volunteer Impact. Since relaunch, 110 volunteers have completed more than 6,100 hours of volunteer service at the Antioch Animal Shelter.  The addition of the Animal Services Technician was successfully completed in August 2022. This additional AST has allowed for more consistent scheduling of animal care staff to help address the needs associated with the increased number of pets entering the shelter since the end of the COVID pandemic.
 Grants received during FY2022 & FY2023
o A $10,000.00 grant was received from the California Animal Welfar e Funders Group in September of 2021 to assist with spay/neuter costs for community cats in Antioch. These funds were utilized during FY22 and FY23. To date, a total of 74 community cats have been spay/neutered via this program.
o AAS received a grant for the University of Florida’s, Maddie’s® Shelter Medicine Program to complete a pro bono assessment of the Antioch Animal Shelter. This assessment was completed in April 2022. Recommendations from this assessment were utilized when applying for the grant received from the California for All Animals.
o A grant for $5,000.00 was received from Petco Love in April 2022. o Two grants, one for $5,000.00 (July 2022) and one for $59,500.00 (N ovember 2022), were received from California for All Animals. These grant funds will be utilized in FY24-25 to help reduce stress within the shelter by remodeling and relocating the cat housing areas away from the dog housing areas.
 In addition to the grant sponsored shelter assessment complete d by the UF Maddie’s® Shelter Medicine Program, a staff-initiated needs assessment was completed. Recommendations for addressing facility and personnel needs are included in the FY24-25 budget.

2024 & 2025 Objectives:
 Ensure completion of grant funded projects to reduce stress within the shelter by updating and remodeling the dog and cat hous ing areas within the current animal shelter.
 Prioritize and ensure completion of repairs and renovations requi red to address operational needs within the animal services facility.  Initiate the planning process to determine whether expansion and/or replacement of the current animal shelter is the best cour se of action to ensure adequate space is available for staff and shelter pets.  Set priorities on the hiring of additional personnel to adequatel y care for the pets in the shelter and respond to calls for service in the field.  Conduct a thorough review of animal control ordinances to ensure consistency between state, county and local laws and incorpor ate current best practice within the animal services field into Antioch City Ordinance.

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

140

ANIMAL SERVICES SUPPORT (100-3320) (Continued)

ANIMAL SERVICES SUPPORT
(100-3320)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge

Use of Funds:

Services & Supplies 0 0 40,000 40,000 0 -100% 0 0%
Transfer Out to Animal Services 1,312,714 1,313,715 2,027,290 1,923,994 2,197,978 14% 2,397,674 9% Total Use of Funds 1,312,714 1,313,715 2,067,290 1,963,994 2,197,978 12% 2,397,674 9%

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2021-23 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

141

RECREATION/COMMUNITY SERVICES SUPPORT

Parks and Recreation provides the City's re sidents recreational, preschool, social and meeting space within the community. Rec reation Programs are accounted for in the Recreation Special Revenue Fund. The Recreation/Communi ty Services Support division within the General Fund provide s a subsidy to this fund to support operations.

RECREATION/COMMUNITY SERVICES SUPPORT
(100-4110)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Source of Funds:
1% Sales Tax 1,683,054 501,311 3,027,234 3,027,234 3,227,477 7% 3,325,054 0% Total Source of Funds 1,683,054 501,311 3,027,234 3,027,234 3,227,477 7% 3,325,054 3%

Use of Funds:

Personnel 135,121 0 0 0 0 0% 0 0%
Services & Supplies 24,109 42,012 402,041 417,557 0 -100% 0 0% Transfer Out to Recreation Fund 2,972,346 1,790,603 4,443,526 4,215,871 4,062,127 -4% 4,238,843 4% Total Use of Funds 3,131,576 1,832,615 4,845,567 4,633,428 4,062,127 -12% 4,238,843 4%

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2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

142

PUBLIC SAFETY AND COMMUNITY RESOURCES DEPARTMENT

The Public Safety and Community Resources was created in fiscal year 2022 to provide a central department to encompass youth se rvices, unhoused resident services, violence intervention, community engagement, envir onmental services and CDBG/Housing Successor activities. The department is responsible for building partnerships and developing strategies that enhance t he productivity and sustainability of public and community-based resources as well as for the administration of programs and initiatives that foster public trus t and transparency within, the City of Antioch. Public safety in Antioch is the most important role of local government and this department is responsible for implemen ting initiatives that foster greater community well-being and p ublic safety that provides Antioch residents and other stakeholders with credible, customized, and responsive opportunities.

# of FY23 Funded
Positions (General Fund)

# of New Positions
Added

Position Title Added

# of FY24/FY25
Funded Positions (General Fund)

11.00* 0.00 N/A 11.00
*General Fund only - .25 of Director allocated between Solid Waste and Housing Successor Funds; Environmental Sustainability in Solid Waste Special Revenue Fund and CDBG & Housing Successor in Special Revenue Funds.

Public Safety and
Community
Resources Director
Administrative
Assistant
Youth Network
Services
Housing and
Homelessness
Unhoused Resident
Coordinator
Youth Services
Network Manager
Youth Services
Program
Coordinator
Violence
Intervention and
Prevention
Public Safety
Manager
Community
Engagement
Coordinator
Community
Engagement
Community
Resource
Specialists (4)
Environmental
Sustainability
and Resilience*
CDBG/Housing
Successor*
Administrative
Analyst (2)
Administrative
Analyst

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

143

PUBLIC SAFETY AND COMMUNITY RESOURCES SUMMARY

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge SOURCE OF FUNDS:
1% Sales Tax 0 494,459 1,049,906 863,735 2,902,877 236% 3,013,473 4% Total Source of Funds 0 494,459 1,049,906 863,735 2,902,877 236% 3,013,473 4%

USE OF FUNDS:

Personnel 0 345,723 1,836,096 994,806 2,083,899 109% 2,148,745 3% Services & Supplies 0 187,538 1,261,697 1,250,802 818,978 -35% 864,728 6% Total Use of Funds 0 533,261 3,097,793 2,245,608 2,902,877 29% 3,013,473 4%

Funded Funded Funded
2022-23 2023-24 2024-25
Funded FTE'S
Youth Network Services 2.20 2.00 2.00
Housing and Homelessness 1.15 1.00 1.00
Violence Intervention and Prevention 2.15 2.00 2.00 Community Engagement 4.15 4.00 4.00
Administration 1.10 1.75 1.75
Total Public Safety and Community Resources Funded FTE's 10.75 10.75 10.75

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

144

YOUTH NETWORK SERVICES DIVISION (100-4700)

Youth Network Services recognizes youth strengths, and the existence of societal barriers that impose challenges at such a critical age. It is committed to creating equitable opportunities that uplift the value of youth voice and engage them as influencing members. The Youth Network Services division recognizes that young people need health and wellness services, education and employment, and safe and stable housing to create a foundation on which to thrive. Through youth- centered programs, events, and opportunities, activities work to build positive relationships, gain self-confidence, and meet y outh’s personal, educational, vocational, and life goals . Opportunities reflect transformative experiences that speak to the range of incidental, emotional, and educational barriers tha t youth face. Opportunities connect positively to families and other cari ng and supportive adults in their lives. All youth have equita ble access to all offerings. Youth Services understands and keeps current with trends and programs identified through a collaborative network of the school distri ct, non-profit organizations, police department, faith-based communities, and families.

2022-2023 Accomplishments:
 Fostered personal growth and development by providing resour ces, and programs, and opportunities that helped young people develop essential life skills, build self-esteem discover their passions and talents by:
o Centering programs, services, and opportunities around socio-emot ional well-being, academic success, workforce development, community service, physical enrichment, and civic engagement for youth ages 12–26.  Promoting diversity and inclusion by creating a welcoming and inclusive environment that celebrated diversity and encouraged young people from all backgrounds to participate and feel valued by:
o Distributing 275k in funding to over 12 community-based organiza tions to complete after-school tutoring, visual and performing arts, dance, basketball programs, and camps and services during the AUSD breaks. o Successfully completed 3 seasons of Mi dnight Basketball with 97% participation.  Provided career readiness and job training by assisting young pe ople to build the skills and confidence needed to succeed in the workforce by offering job training programs, internships, mentorship, and career development resources. o Piloted the 1
st
Mayors Apprenticeship Program with a cohort placement at Public Works Department o Completed the 2
nd
class of Springboard Interns (28 rising juniors and seniors) from AUSD; paid internship that trains all youth and places them in different city departments;
o Completed the 2 nd class of BUILD Antioch, a paid internship focused on design, architecture, and construction for 20 young adults.  Built positive relationships and social connections to create opportunities for young people to build positive relationships a nd social connections with their peers, mentors, and other supportive adults by:
o Established monthly meetings with AUSD for youth pres entations, recruitment, and discussions on needs assessment. o Hired a full-time Youth Services Programs Coordinator. o Creating and publishing a proposal request focusing on soliciting services for organizations serving marginalized youth in the Bay area.  Encouraged civic engagement by empowering young people to become active and engaged members of their communities:
o Held bi-monthly meetings for all youth 12-18 by offering opport unities to take on leadership roles, develop public speaking skills, engage in civic responsibility and learn about effective communication and problem-solving. o Antioch Council of Teens sponsored and hosted 9 community events for other youth in the community to participate in community service projects, civic engagement and social events.

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

145

YOUTH NETWORK SERVICES DIVISION (100-4700) (Continued)

2024 & 2025 Objectives:

The Goals for the Youth Services network prioritize the needs and interests of youth ages 12-26 and aim to provide a supportive and empowering environment for their growth and development.
 Partner with at least five community-based organi zations to bring technology services to youth.  Develop and offer an internship focusing on science, technology, engineering, math, and arts for young girls in Antioch.  Create after-school programming with AUSD for youth in middle school.  Strengthen relationships with local organizations , businesses, and stakeholders to build partnerships.  Procure additional grant funds for youth-centered services and events.  Support and prioritize mental health and wellness by offering resources and support for managing stress, building resilience, and accessing mental health services when needed.
 Provide more mental health and wellness programs for youth 12-18.  Build capacity by hiring two young adults to serv e as technical assistants in internship programs.

YOUTH NETWORK SERVICES (100-4700)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Source of Funds:
1% Sales Tax 0 494,459 1,049,906 863,735 1,001,609 16% 1,020,526 0% Total Source of Funds 0 494,459 1,049,906 863,735 1,001,609 16% 1,020,526 0%

Use of Funds:

Personnel 0 306,921 634,129 479,985 524,959 9% 537,876 2% Services & Supplies 0 187,538 423,750 383,750 476,650 24% 482,650 1% Total Use of Funds 0 494,459 1,057,879 863,735 1,001,609 16% 1,020,526 2%

Funded FTE’s 0.00 2.20 2.20 2.20 2.00 2.00

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

146

HOUSING AND HOMELESSNESS DIVISION (100-4705)

Housing and Homelessness integrates, provides, distributes, and promotes innovative, effi cient, and cost-saving housing and unhoused services to the Cit y of Antioch’s low income and unhoused residents. As an administrative entity for the unhoused conti nuum of care, the Housing and Ho meless division actively works with key partners at county, stat e and federal levels, local school districts, housing providers, law enforcement and non-profi t community-based-organizations to develop innovative and community specific policies and strategies to address the needs of persons experiencing homelessness and/or housing insecurity as a key determinant of public safety and individual health. The Housing and Homeless division works closely with the City Community Dev elopment Block Grant unit, Environmental Sustainability and Resilience division, and housing consultants in soliciting and identifying additional funding.

2022-2023 Accomplishments:
 Prioritized immediate services that meet the needs of the most underserved populations focusing on those living outside in visible encampments.  139 residents served in the Laundry Voucher Program in par tnership with the Church 4 Me and SHARE COMMUNITY.  Provided 43 nights of stay through motel vouche r program to those in immediate emergency need.  Supported the local shower program with operational support.  Served approximately 636 participants through the Laundry Voucher Program.  Collaborated with Contra Costa County’s H3 program to place An tioch Residents in the Delta Landing Program while we worked on the completion of the Non-Congregate Bridge Housing Program.
 Provided refuge during inclement weather events.
 Continued to collaborate with local stakeholders from public and private agencies by attending coalition meetings, engaging in critical dialogue and shared best practices.
 Opened Opportunity Village with 33 rooms.

2024 & 2025 Objectives:
 Work with Technical Assistance provider Focus Strategies to create a departmental strategy plan.  Maintain media presence and keep up to date information on city’s website.  Increase transparency of City initiatives serving the unhoused population.  Participate in regional efforts.
 Reduce homelessness and the prev alence of visible encampments.  Coordinate with local public and non-profit stakeholders.  Continue to provide housing support that meet the needs of those looking for permanent housing.  Establish a semi-annual pop-up event in collaboration with local stakeholders to bring light to resources available to unhoused and unsheltered residents in the community.

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

147

HOUSING AND HOMELESSNESS DIVISION (100-4705) (Continued)

HOUSING AND HOMELESSNESS
(100-4705)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Source of Funds:
1% Sales Tax 0 0 0 0 311,853 100% 317,237 2%
Total Source of Funds 0 0 0 0 311,853 100% 317,237 2%

Use of Funds:

Personnel 0 38,802 245,714 163,285 179,453 10% 184,837 3% Services & Supplies 0 0 597,247 622,247 132,400 -79% 132,400 0% Total Use of Funds 0 38,802 842,961 785,532 311,853 -60% 317,237 2%

Funded FTE’s 0.00 1.15 1.15 1.15 1.00 1.00

VIOLENCE INTERVENTION AND PREVENTION DIVISION (100-4706)

The Violence Intervention and Prevention division’s primary function and responsibility is to develop programs t hat improve the public health and safety in the City of Antioch by supporting transformative citywide approach in co mmunities that are disproportionately impacted by violence. The Violence Intervention and Prevention division understands the need to offer systemic inte rruption to violence. The Violence Intervention and Prevention division develops impactful opportunities through state/county grant and contract funding to des ign and implement initiatives that provide community-focuse d, and trauma-informed responses. Additionally, providing support and partnership to community leaders, currently embedded in the various diverse neighborhoods throughout the City to make positive, proactive, and reactive change.

2022-2023 Accomplishments:
 Hired Public Safety Manager position.
 Created an eligibility list for Community Engagement Coordinator position to be hired by June 30, 2023.  Received funding from Board of State and Community Corrections for the California Violence Intervention and Prevention (CalVIP) grant in the total amount of $1,794,116.00 for a grant period of July 1, 2022 through December 31, 2025.  Identified non-profits through RFQ process to participate in the CalVIP grant.  Contracted with Felton Institute to lead the A ngelo Quinto Community Response Team (AQCRT).  Implemented and began AQCRT initiative.

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

148

VIOLENCE INTERVENTION AND PREVENTION DIVISION (100-4706) (Continued)

2024 & 2025 Objectives:
 Continue AQCRT initiative.
 Continue CalVIP grant.
 Complete community needs assess ment in the Sycamore corridor.  Apply for violence intervention and prevention grants to support current and future work.  Host community town halls and workshops.
 Create a community leader network.
 Hold community-led events.

VIOLENCE INTERVENTION AND PREVENTION (100-4706)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Source of Funds:
1% Sales Tax 0 0 0 0 254,649 100% 290,353 14%
Total Source of Funds 0 0 0 0 254,649 100% 290,353 14%

Use of Funds:

Personnel 0 0 184,136 102,379 225,999 121% 232,953 3%
Services & Supplies 0 0 25,000 25,000 28,650 15% 57,400 100% Total Use of Funds 0 0 209,136 127,379 254,649 100% 290,353 14%

Funded FTE’s 0.00 0.00 2.15 2.15 2.00 2.00

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

149

COMMUNITY ENGAGEMENT DIVISION (100-4707)

Community Engagement is a conduit between City leadership, City staff and residents to proactively engage with the community to address individual a nd collective needs through community events, public engagement forums, district panel discussions. Using a problem-solving approach, the division will primarily work in the field to link residents to appropriate resources to resolve issues related to blight, unsafe housing conditions, un housed populations, tenant/landlord disputes, and similar. Additionally, the division will be highly visible in the community by supporting community initiatives and serving as an in-community resource for the City’s residents. The Community Engagement division will support other divisions within the Public Safety and Community Resources Department, either directly or through referral, by furthering issues related to environmental programs, housing, unhoused populations, youth programs, and violence intervention and prevention. The Community Engagement division is dedicated to establishing meaningful and sustainable programs that promote community pride , diversity, equity and inclusion in creating a sense of belonging for every person.

2024 & 2025 Objectives:
 Create job specifications and salary range for Community Engagement Specialist position  Seek approval from council
 Recruit and hire 4 Community Engagement Specialists
 Establish relationships throughout the city with key community and school leaders  Lead and host 1-2 community even ts/workshops/activities/townhalls  Acquaint community members with city resources and process

COMMUNITY ENGAGEMENT (100-4707)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Source of Funds:
1% Sales Tax 0 0 0 0 732,445 100% 761,149 4%
Total Source of Funds 0 0 0 0 732,445 100% 761,149 4%

Use of Funds:

Personnel 0 0 567,771 116,247 706,045 507% 728,749 3%
Services & Supplies 0 0 25,000 25,000 26,400 6% 32,400 0% Total Use of Funds 0 0 592,771 141,247 732,445 419% 761,149 4%

Funded FTE’s 0.00 0.00 4.15 4.15 4.00 4.00

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

150

ADMINISTRATION DIVISION (100-4708)

This division serves to support the overall operations of a ll department activities and provides staff support for all goals of the various divisions. It is also responsible for the long-range planning of community engagement, building departmental capacity and program sustainability.

PUBLIC SAFETY AND COMMUNITY RESOURCES ADMINISTRATION
(100-4708)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Source of Funds:
1% Sales Tax 0 0 0 0 602,321 100% 624,208 4%
Total Source of Funds 0 0 0 0 602,321 100% 624,208 4%

Use of Funds:

Personnel 0 0 204,346 132,910 447,443 237% 464,330 4%
Services & Supplies 0 0 190,700 194,805 154,878 -20% 159,878 3% Total Use of Funds 0 0 395,046 327,715 602,321 84% 624,208 4%

Funded FTE's 0.00 0.00 1.10 1.10 1.75 1.75

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2021-23 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

151

COMMUNITY DEVELOPMENT DEPARTMENT

The goal of the Community Development Department is to manage the City’s built and natural environments through the development review and permitting process and the enforcement of existing regulations. This goal is addressed through advanced and current City planning programs, through an efficient and informed building inspection program, and through a responsive and professional code enforcement program. These programs provide exceptional customer service, create a safer and more attractive environment, expand economic development opportunities, and contribute to a better quality of life for the City of Antioch and its residents.

# of FY23 Funded
Positions

# of New Positions
Added

Position Title Added

# of FY24/FY25
Funded Positions

32.00 0.00 N/ A 31.00
NOTE: In FY24, (2) Principal Planners are being funded in lieu of (2) Senior Planners and (1) Planning Manager.

Community
Development Director
Administrative Analyst
Bldg Inspection
Services Manager
Planning
Planner (3)
Community
Development
Technician
Building Inspectors (3)
Community
Development
Technician (2)
Community
Development
Technician
CODE

ENFORCEMENT

Code Enforcement
Manager
Code Enforcement
Officers (14)
Community
Development
Technician (3)

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

152

COMMUNITY DEVELOPMENT SUMMARY

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge SOURCE OF FUNDS:
1% Sales Tax 1,756,215 1,712,728 3,257,813 2,056,336 2,020,819 -2% 2,027,634 0% Building Permits 2,775,820 3,706,974 2,450,000 2,700,000 2,450,000 -9% 2,450,000 0% Plan Checking Fees 481,461 298,332 410,000 380,000 410,000 8% 410,000 0% Planning Fees 110,390 121,394 77,200 0 75,000 100% 75,000 0% Other Service Charges 0 7,859 0 0 0 0% 0 0%
Pool Safety Fee 1,934 2,604 1,100 1,423 1,100 -23% 1,100 0% Cert Access Spec Consultation 0 250 0 30 0 0% 0 0% Technology Fee 51,253 168,931 105,000 140,000 105,000 -25% 105,000 0% Energy Inspection Fee 51,205 57,520 45,750 45,750 45,750 0% 45,750 0% Accessibility Fee 2,746 21,962 2,550 3,200 2,550 -20% 2,550 0% Green Bldg Verif & Compliance 238,913 269,500 199,000 175,000 199,000 14% 199,000 0% General Plan Maintenance Fee 128,331 143,858 115,000 115,000 115,000 0% 115,000 0% Reimbursement Developers 4,374 3,316 4,400 6,030 0 -100% 0 0% Assessment Fees 560,746 223,808 750,000 50,000 200,000 300% 200,000 0% Abatement Fees 14,961 1,533 17,000 1,917 0 -100% 0 0% Revenue from Other Agencies 59,950 97,583 740,050 693,906 0 -100% 0 0% Miscellaneous Revenue 234,240 448,547 136,875 150,779 171,000 13% 171,000 0% Total Source of Funds 6,472,539 7,286,699 8,311,738 6,519,371 5,795,219 -11% 5,802,034 0%

USE OF FUNDS:

Personnel 3,953,229 3,312,016 5,576,476 3,992,993 4,712,921 18% 6,082,577 29% Services & Supplies 660,696 1,980,346 2,751,208 2,394,245 1,933,308 -19% 2,094,060 8% Total Use of Funds 4,613,925 5,292,362 8,327,684 6,387,238 6,646,229 4% 8,176,637 23%

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

153

COMMUNITY DEVELOPMENT SUMMARY (Continued)

Funded Funded Funded
2022-23 2023-24 2024-25
Funded FTE'S
Administration 0.00 3.00 3.00
Land Planning Services 6.68 4.00 4.00
Code Enforcement 18.66 18.00 18.00
Building Inspection 6.66 6.00 6.00
Total Community Development Funded FTE's 32.00 31.00 31.00

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

154

ADMINISTRATION DIVISION (100-5110)

This Division is responsible for the ongoing and structured oper ations and administration of the Department’s divisions as a co hesive unit, bringing consistent functionality through the implementation and maintenance of technology, the management of finances and budget, and the improvem ent and streamlining of services to increase public and community engagement with the De partment’s overall objectives. This Division consists of one (1) Administrative Analyst, one (1) Community Development Technician. Activities of this division were previously split among the different Community Development cost centers and are being segregated out beginning in the 2024 budget.

2022-2023 Accomplishments:
 Project Management, Implementation, and ongoing configuration of Enterprise Permitting & Licensing (EPL), a new automated perm itting and plan management system, including an online application portal for customers and applicants.  Collaboration with other Departments to increase communication and improve program and service delivery.

2024 & 2025 Objectives:
 Phased integration of proc esses in to the EPL system.  Continued improvement and standardization of inte rnal policies, procedures, and best practices.  Support both internal and external opportunities and resources for staff development.  Take part in various committees and focused efforts to bring innovate and effective solutions.  Find opportunities for grants, fellowships, and other local, state, and federal resources to assist in the Department’s objective.

COMMUNITY DEVELOPMENT ADMINISTRATION (100-5110)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge

Use of Funds:

Personnel 0 0 0 0 745,992 100% 771,253 3%
Services & Supplies 0 0 0 0 263,253 100% 265,753 1%
Total Use of Funds 0 0 0 0 1,009,245 100% 1,037,006 3%

Funded FTE's 0.00 0.00 0.00 0.00 3.00 3.00

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

155

LAND PLANNING SERVICES DIVISION (100-5130)

This Division is the central point for the review and processi ng of all development applications, including rezoning, use permi ts, variances, design review, planned developments, tentative maps, etc. Staff is responsible for assuring compliance with California Environmental Quality Act (CEQ A) and applicable General Plan requirements and provides staff support for the Planning Commission. The planning staff is also responsible for the long-range planning of the community, including updating the General Plan and the preparation of specific plans for future growth areas and coordinating with the pla nning activities of surrounding jurisdictions and the County. The division is proposed to be staffed by two (2) Principal Planners, one (1) Associate Planner, and one (1) Community Development Technician.

2022 - 2023 Accomplishments:
 Preparation, circulation, and City Council approval of the Housing Element update.  Adoption of the Commercial Inf ill Housing (CIH) Overlay District.  Implemented a new software system allowing online application, plan submittal, and plan management.  Processed entitlements for signific ant development projects including:
o AMPORTS – new processing facility for delivery and st orage of vehicles and upgrade of existing dock o Wildhorse Multifamily Project – 126 unit townhome development o Laurel Ranch – approximately 187 single family lots

2024 & 2025 Objectives:
 Initiate comprehensive General Plan and Zoning Ordinance Update.  Complete Phase II (final) of the Citywide HCP/NCCP.
 Pursue best practices, implement legislative up dates, and identify and implement process improvements.  Manage entitlement applications through project app roval, plan check, construction, and completion.

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

156

LAND PLANNING SERVICES DIVISION (100-5130) (Continued)

COMMUNITY DEVELOPMENT LAND PLANNING SER
VICES (100-5130)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Source of Funds:
1% Sales Tax 168,795 163,900 202,310 189,310 0 -100% 0 0% Charges for Services 445,547 373,546 372,200 225,000 370,000 64% 370,000 0% Revenue from Other Agencies 59,950 97,583 740,050 693,906 0 -100% 0 0% Other 65,670 56,868 59,525 76,030 55,000 -28% 55,000 0% Total Source of Funds 739,962 691,897 1,374,085 1,184,246 425,000 -64% 425,000 0%

Use of Funds:

Personnel 1,143,703 1,086,804 1,525,245 1,307,060 771,818 -41% 870,740 13% Services & Supplies 184,737 814,935 877,270 509,674 641,476 26% 1,348,351 110% Total Use of Funds 1,328,440 1,901,739 2,402,515 1,816,734 1,413,294 -22% 2,219,091 57%

Funded FTE's 6.64 6.68 6.68 6.68 4.00 4.00

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

157

CODE ENFORCEMENT (100-5140)

The Code Enforcement Division’s mission is to protect and enhance the quality of life, health, safety, and welfare of our community. The Division is responsible for investigating complaints of violations of the Antioch Municipal Code (AMC) on commercial and re sidential property including: Z oning/Land Use, Health & Safety, Housing, Building, Electrical, and Plumbing Codes. Enforcement activity is prioritized, with highest priority given to those v iolations having an immediate effect on health, safety, and welfare of the public such as homeless encampments, substandard housing, and unsecured properties. The Division is staffed by fourteen (14) Code Enforcement Officers, and two (2) Community Development Tech nicians. The Code Enforcement Division operations are overseen by the Code Enforcement Manager.

2022 - 2023 Accomplishments:
 Proactive enforcement activity resulted in over 2,121 new cases.  Over 2, 066 cases were closed / resolved.
 Technician staff routed or responded to over 5,672 inquiries and calls for the Division.  Technician staff handled or responded to over 1,624 SeeClickFix inquiries (online reporting).  Implemented an easy online-application form for RV parking regi stration in response to an approved Amendment to the Antioch Municipal Code regarding the storage of Recreation Vehicles on residentially zoned property.  Onboarded 4 new Code Enforcement Officers.
 Implemented a new software system allowing more efficiency in code case management and correspondence creation.

2024 & 2025 Objectives:

 Code Enforcement Officers to attend continuing education courses.  Continue to improve and streamline the use of the case tracking software.  Continued partnership with Republic Services for Neighborhood Cleanup Events throughout the City.  Additional public presentations/outreach on Code Enforcement Division functions and procedures.

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

158

CODE ENFORCEMENT (100-5140) (Continued)

COMMUNITY DE
VELOPMENT CODE ENFORCEMENT (100-5140)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Source of Funds:
1% Sales Tax 1,587,420 1,548,828 3,055,503 1,867,026 2,020,819 8% 2,027,634 0% Charges for Services 575,707 225,341 767,000 51,917 200,000 285% 200,000 0% Other 71,488 285,594 15,750 30,779 50,000 62% 50,000 0% Total Source of Funds 2,234,615 2,059,763 3,838,253 1,949,722 2,270,819 16% 2,277,634 0%

Use of Funds:

Personnel 1,755,734 1,546,252 2,896,538 1,867,026 2,243,668 20% 3,260,178 45% Services & Supplies 154,688 298,150 612,500 623,133 427,466 -31% 355,535 -17% Total Use of Funds 1,910,422 1,844,402 3,509,038 2,490,159 2,671,134 7% 3,615,713 35%

Funded FTE's 14.63 18.66 18.66 18.66 18.00 18.00

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

159

BUILDING INSPECTION SERVICES DIVISION (100-5160)

The Building Inspection Division inspects all permitted construction projects within the City which are not in the public right -of-way, enforcing standards set in the Building, Plumbing, Electrical, and Mechanical and Municipal codes. This division administers and collects development/permit fees charged by the City and other agencies; maintains the City’s street address system; inspects existing structures/dwelling units for health and safety hazards when called upon; enforces State Accessibility and Energy Efficienc y standards; and works diligently to enforce mi nimum standards to safeguard life, health, pro perty and public welfare by regulating and controlling the design, constr uction, quality of materials, use and occu pancy of all buildings and structures wi thin the City. This Division is staffed with two (2) Building Inspectors, two (2) Community Development Technicians, and one (1) Building Inspection Services Manager w ho provide technical support, plan check for all residential and commercial projects, issue over the counter permits, and manage day-to-day operations of the Division.

2022 - 2023 Accomplishments:
 Implemented a new software system allowing online application, plan submittal, and plan management.  Provided Building Code information and guidance to our resi dents and developers in the office and in the field.  Provided responsive, professional and flexible plan review, per mitting and inspection services to the construction community.  Issued over 3,501 building permits.
 Performed over 7,397 inspections.

2024 & 2025 Objectives:
 Continue to increase the competency and efficiency of the Building Division through in-house and external training and education for staff.  Continue to provide exceptional customer service by making same day/next day inspections, timely plan review and informative, customer friendly public handouts and forms.
 Upgrade permit tracking software.
 Maintain adequate capacity to ensure that inspection services are provided in an efficient and customer-friendly manner.

2023-25 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

160

BUILDING INSPECTION SERVICES DIVISION (100-5160) (Continued)

COMMUNITY DE
VELOPMENT BUILDING INSPECTION (100-5160)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Source of Funds:

Permits 2,775,820 3,706,974 2,450,000 2,700,000 2,450,000 -9% 2,450,000 0% Charges for Services 620,686 718,664 583,400 635,403 583,400 -8% 583,400 0% Other 101,456 109,401 66,000 50,000 66,000 32% 66,000 0% Total Source of Funds 3,497,962 4,535,039 3,099,400 3,385,403 3,099,400 -8% 3,099,400 0%

Use of Funds:

Personnel 1,053,792 678,960 1,154,693 818,907 951,443 16% 1,180,406 24% Services & Supplies 321,271 867,261 1,261,438 1,261,438 601,113 -52% 124,421 -79% Total Use of Funds 1,375,063 1,546,221 2,416,131 2,080,345 1,552,556 -25% 1,304,827 -16%

Funded FTE's 5.63 6.66 6.66 6.66 6.00 6.00

2021-23 OPERATING BUDGET

GENERAL FUND – BUDGET STABILIZATION FUND

161

BUDGET STABILIZATION FUND (105)

In fiscal year 2018, the City established a Budget Stabilization Fund to set aside monies for future budget variances, unexpect ed occurrences, emergencies and the like. General Fund reserves over 20% of unassigned fund bal ance were used to establish the fund and future General Fund un assigned reserves over 20% can be moved into this fund. Per City Council direction, beginning in fiscal year 2020, these funds will be used to pay the difference in the full Actuarial Determined Contribution for OPEB payments from the pay as you go costs currently made by the City to address the unfunded liability for OPEB.

BUDGET STABILIZATION (FUND 105)
Statement of Revenues, Expenditures and Change in Fund Balance

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge

Beginning Balance, July 1 $23,871,244 $28,951,461 $35,299,488 $35,299,488 $30,652,736 $28,508,972

Revenue Source:

Transfer In – General Fund 5,759,745 7,583,062 0 0 0 0% 0 0% Total Revenue 5,759,745 7,583,062 0 0 0 0% 0 0%

Expenditures:

OPEB Contribution 679,528 1,235,035 1,300,000 651,127 1,300,000 100% 1,300,000 0% Transfer Out – General Fund 0 0 13,955,121 3,995,625 843,764 -79% 3,000,000 256% Total Expenditures 679,528 1,235,035 15,255,121 4,646,752 2,143,764 -54% 4,300,000 101%

Ending Balance, June 30 $28,951,461 $35,299,488 $20,044,367 $30,652,736 $28,508,972 $24,208,972

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2023-25 OPERATING BUDGET

162

SPECIAL REVENUE
FUNDS

2023-25 OPERATING BUDGET

SPECIAL REVENUE FUNDS

163

The City maintains forty-seven Special Revenue Funds. Special Revenue Funds are used to account for the proceeds of specific revenue sources that are restricted to expenditures for specific purposes. Each fund is listed below in the Special Revenue Funds Summary table.

SUMMARY OF SPECIAL REVENUE FUNDS
Estimated Estimated Estimated
Fund Balance Proposed Proposed Balance Proposed Proposed Balance Special Revenue Fund Title # 7/1 /23 Revenues Expend. 6/30 /24 Revenues Expend. 6/30 /25 American Rescue Plan Fund 206 $93,244 $8,120,841 $8,071,895 $142,190 $4,065,9 25 $4,056,979 $151,136 CalVIP Grant Fund 207 0 683,074 683,074 0 686,044 686,044 0 PLHA Fund 208 0 771,500 771,500 0 1,478,500 1,478,500 0 RMRA Fund 209 130,407 2,860,911 2,305,24 0 686,078 2,804,555 3,257,240 233,393 Police Federal Asset Forfeiture Fund 210 191,64 0 15,500 104,101 103,039 15,500 104,101 14,438 Delta Fair Property Fund 211 (34,573) 40,790 377 5,840 41,998 377 47,461 Community Develop. Block Grant (CDBG) 212 190,056 441,669 441,669 190,056 907,705 907,705 190,056 Gas Tax Fund 213 1,004,600 3,108,318 3, 567,285 545,633 4,328,463 3,588,312 1,285,784 Animal Services Fund 214 59,500 2,472, 563 2,532,063 0 2,672,174 2,672,174 0 Civic Arts Fund 215 286,155 89,446 48, 884 326,717 89,556 49,205 367,068 Park-In Lieu Fund 216 1,232,244 339,000 417,424 1,153,820 339,000 417,424 1,075,396 Senior Bus Fund 218 54,108 6,100 29,169 31,039 6,100 29,169 7,970 Recreation Programs Fund 219 928,631 6,448,754 6,385, 306 992,079 6,735,434 6,670,743 1,056,770 Traffic Signal Fund 220 216,131 2,640,500 2, 802,118 54,513 119,500 1,118 172,895 Police Asset Forfeiture Fund 221 111,8 68 8,000 2,233 117,635 8,000 2,233 123,402 Measure J Growth Management Fund 222 107,237 1,595,650 1,428, 579 274,308 1,615,650 678,579 1,211,379 Child Care Fund 223 190,917 98,741 82,388 207,270 101,613 82,563 226,320 Tidelands Fund 225 135,213 9,354 264 144,303 10,428 264 154,467 Solid Waste Reduction Fund 226 224,1 80 387,916 550,601 61,495 386,000 446,568 927 Abandoned Vehicle Fund 228 743,325 105,0 00 53,205 795,120 105,000 53,205 846,915 National Pollutant Discharge Elim. (NPDES) 229 3,364,750 900,000 1,967,630 2, 297,120 900,000 2,010,266 1,186,854 Supplemental Law Enforcement Fund 232 72, 750 276,000 276,000 72,750 276,000 276,000 72,750 Byrne Grant Fund 233 0 0 0 0 0 0 0
CDBG Revolving Loan Fund 236 6,939,242 155,360 0 7,094,602 158,057 0 7,252,659 Traffic Safety Fund 237 31,446 110,500 110,116 31,830 110,500 110,116 32,214

2023-25 OPERATING BUDGET

SPECIAL REVENUE FUNDS

164

SUMMARY OF SPECIAL REVENUE FUNDS (Continued)
Estimated Estimated Estimated
Fund Balance Proposed Proposed Balance Proposed Proposed Balance Special Revenue Fund Title # 7/1 /23 Revenues Expend. 6/30 /24 Revenues Expend. 6/30 /25 PEG Fund 238 324,785 257,500 186,044 396,241 260,000 136,244 519,997 Street Impact Fund 241 504,970 1,894,400 1,899,400 499,970 1,950,900 1,926,265 524,605 SB1186 Disability Access Fund 242 118,104 33,100 231 150,973 33,100 231 183,842 Maintenance District Funds:

Lone Tree Way District 251 363,845 1,081,681 1,328, 517 117,009 1,020,681 1,074,586 63,104 Downtown District 252 122,415 235,508 265,223 92,700 235,508 235,735 92,473 Almondridge District 253 64,856 103,036 118,653 49,239 102,936 120,943 31,232 Hillcrest Landscape Maintenance Dist. 254 202, 125 1,103,283 1,260,850 44,558 1,333,283 1,367,061 10,780 Park District 1A 255 224,403 101,557 103,568 222,392 101,557 78,682 245,267 Park District 2A 256 305,451 793,981 914,991 184, 441 1,120,981 1,137,068 168,354 Park Administration Fund 257 0 687,605 687,605 0 685,932 685,932 0 East Lone Tree District 259 134,082 224,415 272,053 86,444 224,415 280,078 30,781 Opioid Settlement Fund 260 44,694 17,970 62,664 0 100 100 0 Storm Damage Fund 261 0 0 0 0 0 0 0
East Lone Tree Benefit District Fund 270 8,762,927 1,260,000 15,194 10,007,733 1,265,000 15,194 11,257,539 Kaiser Public Facility Benefit District Fund 271 1,947,362 1,000 150 1,948,212 1,000 150 1,949,062 CFD 2016-01 Police Protection Fund 280 0 247,348 247,348 0 247,348 247,348 0 CFD 2018-01 Public Services Fund 281 938,7 01 583,081 108,951 1,412,831 583,581 108,951 1,887,461 CFD 2018-02 Police Protection Fund 282 0 460,544 460,544 0 460,544 460,544 0 CFD 2022-01 Public Services Fund 283 37, 366 47,716 12,100 72,982 47,916 14,200 106,698 Post Retirement Medical - Police 577 2, 655 940,100 937,775 4,980 951,100 952,775 3,305 Post Retirement Medical – Miscellaneous 578 174,197 530,500 535,604 169,093 550,500 559,604 159,989 Post Retirement Medical - Management 579 1,181,795 500,500 922,154 760,141 500,500 967,154 293,487 TOTAL SPECIAL REVENUE FUNDS $31,727,804 $42,790,312 $42,970,740 $31,547, 376 $39,638,584 $37,947,730 $33,238,230

2023-25 OPERATING BUDGET

SPECIAL REVENUE FUNDS

165

AMERICAN RESCUE PLAN (206)

The American Rescue Plan Act of 2021 was signed into law on March 11, 2021, and will deliver $350 billion for eligible state, local, territorial, and tribal governments to respond to the COVID-19 emergency. Funding for eligible expe nditures must be spent or obligated by December 31, 2024. Anti och is an entitlement City and received a total of $21,550,900 directly from the Department of the Treasury split into two payments. The first payment was received in May 2021 with the second payment received in May 2022.

AMERICAN RESCUE PLAN (FUND 206)
Statement of Revenues, Expenditures and Change in Fund Balance

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Beginning Balance, July 1 $0 $44,244 $44,244 $44,244 $93,244 $142,190

Revenue Source:

Investment Income 47,121 0 25,000 50,000 50,000 0% 10,000 -80% Revenue from Other Agencies 0 0 0 9,424,134 8,070,841 -14% 4,055,925 -50% Total Revenue 47,121 0 25,000 9,474,134 8,120,841 -14% 4,065,925 -50%

Expenditures:

Services and Supplies 2,877 0 17,361,000 9,425,134 8,071,841 -14% 1,243,866 -85% Transfer Out to General Fund 0 0 0 0 0 0% 2,813,059 100% Internal Services 0 0 0 0 54 100% 54 0%
Total Expenditures 2,877 0 17,361,000 9,425,134 8,071,895 -14% 4,056,979 -50%

Ending Balance, June 30 $44,244 $44,244 ($17,291,756) $93,244 $142,190 $151,136

2023-25 OPERATING BUDGET

SPECIAL REVENUE FUNDS

166

CALVIP GRANT (207)

The City of Antioch received $1,794,116 in grant funding from the Board of State and Community Corrections under the California Violence Intervention and Prevention (CalVIP) grant program. The purp ose of the grant is to improve public health and safety by supporting effective vio lence reduction initiatives in communities that are disproportionately impacted by violence. The grant runs from July 1, 2022 through December 31, 2025 and is being administered by the Public Safety and Community Resources Department.

CalVIP GRANT
(FUND 207)
Statement of Revenues, Expenditures and Change in Fund Balance

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Beginning Balance, July 1 $0 $0 $0 $0 $0 $0

Revenue Source:

Revenue from Other Agencies 0 0 0 425,000 683,074 61% 686,044 0% Total Revenue 0 0 0 425,000 683,074 61% 686,044 0%

Expenditures:

Personnel 0 109,215 100% 112,184 3%
Services & Supplies 0 0 0 425,000 573,859 35% 573,860 0% Total Expenditures 0 0 0 425,000 683,074 61% 686,044 0%

Ending Balance, June 30 $0 $0 $0 $0 $0 $0

NOTE: Grant pays for 50% of Public Safety Manager and 50% of Community Engagement Coordinator over the two-year period.

2023-25 OPERATING BUDGET

SPECIAL REVENUE FUNDS

167

PLHA GRANT (208)

The City’s PLHA program, funded through State PLHA (Permanent Loc al Housing Allocation) funds, is administered through the Publ ic Safety and Community Resources Department. This new program provides a permanent source of funding to help increase the supply of affordable housing units. The City’s annual allocation is $394,235 during the five- year period of 2019-2023. The uses approved by the City Council include 1) Assisting persons who are experiencing homelessness (30% of grant or maximum $700,000.) 2) The development of Accessory Dwelling Units (ADUs) as rental housing and rehabilitation of housing (40% of grant or maximum of $950,000) and 3) Homeownership opportunities (25% of funds or maximum of $600,000) to provide downpaymen t assistance through the Antioch Home Ownership Program (AHOP).
2022-2023 Accomplishments:

 Completed application and awarded $171,500 for Safe Parking Program, not yet in operation.  Working with nonprofit agency, staff and potential foundation f under on developing ADU project to test feasibility and extend limited funding of $950,000, as well as find other ways to increase ADU production.
 Allocated $600,000 for AHOP Downpayment Assi stance Program to provide assistance to homeowners earning from 81% to 120% of the area median income.

2024 & 2025 Objectives:

 Finalize location for Safe Parking Program and fund for three years.  Develop parameters for ADU program, secure additional funding, and test concept of creating more affordable housing through ADU production by funding at least three ADU projects.
 Expend grant funds for AHOP program, allowing 10 lower income households to become homeowners in Antioch.  Submit application for next five years of funding.

2023-25 OPERATING BUDGET

SPECIAL REVENUE FUNDS

168

PLHA GRANT (208) (Continued)

PLHA GRANT (FUND 208)
Statement of Revenues, Expenditures and Change in Fund Balance

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Beginning Balance, July 1 $0 $0 $0 $0 $0 $0

Revenue Source:

Revenue from Other Agencies 0 0 0 0 771,500 100% 1,478,500 92% Total Revenue 0 0 0 0 771,500 100% 1,478,500 92%

Expenditures:

Services & Supplies 0 0 0 0 771,500 100% 1,478,500 92%
Total Expenditures 0 0 0 0 771,500 100% 1,478,500 92%

Ending Balance, June 30 $0 $0 $0 $0 $0 $0

2023-25 OPERATING BUDGET

SPECIAL REVENUE FUNDS

169

RMRA (209)

The Road Repair and Accountability Act of 2017 (SB 1) approved by the California legislature established a Road Maintenance and Repair Account (RMRA) in the state treasury that allocates monies to cities and counties for road maintenance and repair based upon a statutory formula. This fund was created by the City to account for monies received from the State under this act and spending of those funds.

RMRA (FUND 209)
Statement of Revenues, Expenditures and Change in Fund Balance 2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge

Beginning Balance, July 1 $2,350,895 $2,080,141 $3,275,512 $3,275,512 $130,407 $686,078

Revenue Source:

Revenue from Other Agencies 3,425,389 3,236,828 3,967,820 4,077,298 2,850,911 -30% 2,794,555 -2% Investment Income 10,481 -57,673 25,000 25,000 10,000 -60% 10,000 0% Transfer In – Measure J Fund 0 0 1,200,000 1,200,000 0 -100% 0 0% Total Revenue 3,435,870 3,179,155 5,192,820 5,302,298 2,860,911 -46% 2,804,555 -2%

Expenditures:

Services & Supplies 4,314 4,487 4,500 4,500 4,500 0% 4,500 0% Capital Projects 3,702,140 1,979,127 8,942,733 8,442,733 2,300,000 -73% 3,252,000 41% Internal Services 170 170 170 170 740 335% 740 0%
Total Expenditures 3,706,624 1,983,784 8,947,403 8,447,403 2,305,240 -73% 3,257,240 41%

Ending Balance, June 30 $2,080,141 $3,275,512 ($479,071) $130,407 $686,078 $233,393

2023-25 OPERATING BUDGET

SPECIAL REVENUE FUNDS

170

RMRA (209) (Continued)

The following is a list of budgeted capital projects:

2022-23 2023-24 2024-25
Capital Projects Revised Proposed Proposed
Pavement Preventative Maintenance $1,200,000 $2,300,000 $0 L Street Improvements 2,408,601 0 3,252,000
Pavement Plugs and Leveling Courses 4,367,654 0 0
2018 Pavement Rehabilitation 466,478 0 0
Total Capital Projects $8,442,733 $2,300,000 $3,252,000

2023-25 OPERATING BUDGET

SPECIAL REVENUE FUNDS

171

FEDERAL ASSET FORFEITURE (210)

This fund accounts for monies and property seized during drug enforcement on Federal cases. The Federal government requires a separate fund to account for these activities.

FEDERAL ASSET FORFEITURE (FUND 210)
Statement of Revenues, Expenditures and Change in Fund Balance

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge

Beginning Balance, July 1 $329,940 $385,185 $391,959 $391,959 $191,640 $103,039

Revenue Source:

Investment Income 806 -6,136 50 500 500 0% 500 0%
Other 123,772 13,703 100,000 0 15,000 100% 15,000 0%
Total Revenue 124,578 7,567 100,050 500 15,500 3000% 15,500 0%

Expenditures:

Services & Supplies 69,314 774 200,500 200,800 100,800 -50% 100,800 0% Internal Services 19 19 19 19 3,301 17274% 3,301 0%
Total Expenditures 69,333 793 200,519 200,819 104,101 -48% 104,101 0%

Ending Balance, June 30 $385,185 $391,959 $291,490 $191,640 $103,039 $14,438

2023-25 OPERATING BUDGET

SPECIAL REVENUE FUNDS

172

DELTA FAIR PROPERTY FUND (211)

The Delta Fair Property Fund was created when the City sold property it owned on Delta Fair Boulevard at the City’s western City limits. The property was originally purchased from the State on the condition t hat it would be used for park and recreation purposes. When it was decided that the property was more suitable for commercial purposes and should be sold or leased, the State gav e its permission on the condition that proceeds be used for park purposes for those parks constructed prior to 1980.

DELTA FAIR PROPERTY
(FUND 211)
Statement of Revenues, Expenditures and Change in Fund Balance

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge

Beginning Balance, July 1 $135,667 $158,525 $112,213 $112,213 ($34,573) $5,840

Revenue Source:

Investment Income 450 21,349 2,000 500 500 0% 500 0%
Current Service Charges 47,938 74,748 47,938 42,607 40,290 -5% 41,498 3% Revenue from Other Agencies 0 0 2,795,000 2,795,000 0 -100% 0 0% Total Revenue 48,388 96,097 2,844,938 2,838,107 40,790 -99% 41,998 3%

Expenditures:

Services & Supplies 231 238 450 300 300 0% 300 0%
Contra Loma Basketball Courts/Park 25,278 142,150 2,984,572 2,984,572 0 -100% 0 0% Internal Services 21 21 21 21 77 267% 77 0%
Total Expenditures 25,530 142,409 2,985,043 2,984,893 377 -100% 377 0%

Ending Balance, June 30 $158,525 $112,213 ($27,892) ($34,573)* $5,840 $47,461

*Note: It is anticipated that a portion of project expenditures will roll over into FY24, thus not having negative ending balance at 6/30/23.

2023-25 OPERATING BUDGET

SPECIAL REVENUE FUNDS

173

COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) (212)

The Community Development Block Grant program, funded through the Department of Housing and Urban Development, is administered through the Public Safety and Community Resource Department. As an “entitlement community ” the City receives annual grant funds for activities and servi ces which benefit low- and moderate-income persons and provide infrastructure improvements in low/moderate areas.

2022-2023 Accomplishments:
 CDBG and CDBG-CV funding in each year through successful subm ission and approval of the Antioch Annual Action Plans and Annual Performance and Evaluation Reports (CAPER).
 Managed $1.153 million in federal CDBG-CV funds through the Covid epidemic in addition to annual CDBG and HS grant program of over $2 million without additional staffing, funding 30-31 community programs while maintaining compliance with State and Federal requirements.  Worked with the CDBG Consortium, made up of other entitlement communities and the County, in coordinating all CDBG activities to reduce administrative burden, sharing information, making improvements to the City Data Services on-line reporting system for grantees, and coordinating the grant application processes for the three year grant cycle for FY 2022-23, 2023-24 and 2024-25.  Provided staff support to the CDBG Committee of the City Council to coordinate agency interviews and facilitate the recommendation and approval process.  Worked with HUD to dissolve the CDBG Housing Revolving Loan Pr ogram and reprogramming to the Roadway Project, allowing the City to pass the HUD timeliness test for expenditure of federal funding.
 In partnership with the CIP department, successfully passed HUD monitoring of Davis Bacon construction requirements and complete large City roadway project funded with CDBG.
 Implemented the county-wide Assessment of Fair Housing (AFH) for 2020-25 in conjunction with the Contra Costa Consortium and Housing Authorities of Contra Costa and Pittsburg.
 Represented the City on the Contra Costa Homeless Continuum of Ca re by serving in the City Government seat of the Council on Homeless as well as on three committees.

2024 & 2025 Objectives:
 Fund activities and programs that best serve the needs of Anti och residents for the final two years of the 2020-25 Consolidated Plan.  Monitor and maintain adequate records and provide technical supp ort to ensure that the CDBG program is operating as efficiently as possible.  As part of the development of the new 2025-30 Consolidated Plan, extensively review the Consortium/Antioch Citizen Participation Plan, update the Limited English Proficiency Plan with 2020 Census data, and take to Council with the Relocation Plan for approval in FY 2023-24.  Develop new 2025-30 Analysis of Impediments to Fair Housing Choice (AI) with new 2020 Census data.  To develop the 2025-30 Consolidated Plan, conduct extensive needs analysis including community survey in English and Spanish, mailings, tabling, and outreach to lower income neighborhoods, limited English speaking communities, and persons with special need, as well as interviews with key stakeholders and City department leadership staff.
 Conduct extensive 2020 Census and other data analysis of housi ng stock condition, characteristics, and write 2025-30 Consolidated Plan and FY 2025-26 Action Plan; facilitate review of AI, Consolidated Plan draft, and other HUD-required documents by the CDBG Committee and take to Council for adoption.  Partner with the Environmental Sustainability and Resilience Division in the development of a new Climate Action and Resilience Plan.  Develop annual Action Plan fo r 2024-25 and CAPER for 2023-24.

2023-25 OPERATING BUDGET

SPECIAL REVENUE FUNDS

174

COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) (212) (Continued)

2024 & 2025 Objectives (Cont.):
 Conduct extensive Grant Kickoff event for the first two year cycle (FY 2025-26 and 2026-27)of the new Consolidated Plan, including providing technical assistance to agencies, facilitating agency interviews by the CDBG Committee, conducting a risk analysis on all applications, facilitating the scoring process by the CDBG Committee, and determining funding recommendations.  Develop annual Action Plan including prepare staff report, re solutions, and make presentation at a Public Hearing.  Develop final 2024-25 CAPER to discuss ac complishments for the year and progress toward achieving the goals and objectives that were identified in the 2020-25 Consolidated Plan.
 Partner with Environmental Sustainability and Resilience Divi sion in implementation of $156,140 in grant funding from the Department of Energy (DOE) Energy Efficiency Block Grant. Funding will provide HVAC, solar, and other energy savings measures to benefit lower income households through the Housing Rehabilitation Program.
 Complete development of the 2025-30 Consolidated Plan and first year Action Plan and take to Council for adoption.

2023-25 OPERATING BUDGET

SPECIAL REVENUE FUNDS

175

COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) (212) (Continued)

COMMUNITY DEVELOPMENT BLOCK GRANT (FUND 212)
Statement of Revenues, Expenditures and Change in Fund Balance

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge

Beginning Balance, July 1 $237,065 $157,624 $212,529 $212,529 $190,056 $190,056

Revenue Source:

Revenue from Other Agencies 601,374 1,016,271 471,840 2,160,479 441,669 -80% 907,705 106% Other 19,434 0 0 17,986 0 0% 0 0%
Total Revenue 620,808 1,016,271 471,840 2,178,465 441,669 -80% 907,705 106%

Expenditures:

Personnel 0 0 83,447 83,447 83,447 0% 83,447 0%
Services & Supplies 700,249 961,366 1,321,393 2,117,491 358,222 -83% 824,258 130% Total Expenditures 700,249 961,366 1,404,840 2,200,938 441,669 -80% 907,705 106%

Ending Balance June 30 $157,624 $212,529 ($720,471) $190,056 $190,056 $190,056

2023-25 OPERATING BUDGET

SPECIAL REVENUE FUNDS

176

GAS TAX (213)

The City receives gas tax funds from the State under the State Street and Highways Code. The gas tax funds are limited to rese arch, planning, construction, improvement, maintenance and operation of public streets. The City also uses these funds to pay for maintenance and operation of streetlights.

GAS TAX (FUND 213)
Statement of Revenues, Expenditures and Change in Fund Balance

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge

Beginning Balance, July 1 $502,638 $638,926 $1,125,343 $1,125,343 $1,004,600 $545,633

Revenue Source:

Revenue from Other Agencies 2,525,168 2,649,128 3,953,000 2,928,764 3,103,318 6% 4,323,463 39% Investment Income -4,419 -9,898 25,000 25,000 5,000 -80% 5,000 0% Other 58 0 0 0 0 0% 0 0%
Total Revenues 2,520,807 2,639,230 3,978,000 2,953,764 3,108,318 5% 4,328,463 39%

Expenditures:

Personnel 90,983 85,819 237,630 125,940 238,232 89% 250,459 5% Services & Supplies 432,820 474,899 460,000 460,820 480,000 4% 498,800 4% Capital Projects 623,958 413,482 3,074,874 1,187,672 1,605,000 35% 1,625,000 1% Transfers Out 1,174,343 1,116,198 1,233,802 1,237,660 1,190,000 -4% 1,160,000 -3% Internal Services 62,415 62,415 62,415 62,415 54,053 -13% 54,053 0% Total Expenditures 2,384,519 2,152,813 5,068,721 3,074,507 3,567,285 16% 3,588,312 1%

Ending Balance, June 30 $638,926 $1,125,343 $34,622 $1,004,600 $545,633 $1,285,784

2023-25 OPERATING BUDGET

SPECIAL REVENUE FUNDS

177

GAS TAX (213) (Continued)

The following is a list of budgeted capital projects:

2022-23 2023-24 2024-25
Capital Projects Revised Proposed Proposed
Pavement Management System $98,000 $30,000 $0
Trail Maintenance Program 241,651 175,000 175,000
Overhead Utility Undergrounding 0 0 1,000,000
Amtrak Station Improvements 0 150,000 0
Streetlight Improvements 800,000 800,000 0
Median Island Improvements 0 400,000 400,000
Pedestrian Safety Improvements 0 50,000 50,000
Local Roadway Safety Plan 48,021 0 0
Total Capital Projects $1,187,672 $1,605,000 $1,625,000

2023-25 OPERATING BUDGET

SPECIAL REVENUE FUNDS

178

ANIMAL SERVICES (214)

In 1978 the citizens of Antioch overwhelmingly voted for Measure A. This measure was for re-establishing, maintaining and operating a City animal shelter. Measure A authorized funds to be appropriated annually by the City Council. This fund accounts for revenues and expenditures of the Ci ty's animal services program. A portion of the revenues required to operate this function comes from animal licenses and shelter, adoption, handling, and impound fees. The remainder comes from a subsidy from the General Fund.

ANIMAL SERVICES
(FUND 214)
Statement of Revenues, Expenditures and Change in Fund Balance

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Beginning Balance, July 1 $0 $0 $0 $0 $59,500 $0

Revenue Source:

Current Service Charges 214,917 233,311 216,200 229,485 233,500 2% 233,500 0% Investment Income 22 0 0 0 0 0% 0 0%
Revenue from Other Agencies 34,366 10,000 0 62,500 20,000 -68% 20,000 0% Other Revenue 12,467 14,649 30,500 20,970 21,085 1% 21,000 0% Transfer In – General Fund 1,312,714 1,313,715 2,027,290 1,923,994 2,197,978 14% 2,397,674 9% Total Revenue 1,574,486 1,571,675 2,273,990 2,236,949 2,472,563 11% 2,672,174 8%

Expenditures:

Personnel 1,283,574 1,252,744 1,877,296 1,766,294 2,009,919 14% 2,170,622 8% Services & Supplies 290,862 318,931 396,694 411,155 522,144 27% 501,552 -4% Transfers Out - Honeywell 50 0 0 0 0 0% 0 0%
Total Expenditures 1,574,486 1,571,675 2,273,990 2,177,449 2,532,063 16% 2,672,174 6%

Ending Balance, June 30 $0 $0 $0 $59,500 $0 $0

Funded Funded Funded
2022-23 2023-24 2024-25
Funded FTE’s 11.10 12.10* 12.10
*Registered Veterinary Technician being added in FY24.

2023-25 OPERATING BUDGET

SPECIAL REVENUE FUNDS

179

CIVIC ARTS FUND (215)

This fund accounts for the City’s Civic Arts Administration program. Revenue for this fund comes from the City's 10% Transient Occupancy Tax (TOT). The General Fund, through various departments, also supports civic arts; providing support to annual parades and community events. A Civic Enhancement Grant Program was introduced in FY 2018-2019 to support events and beautification projects coordinated by nonprofit organizations. This program is funded by the General Fund. Arts and cultural programs connect residents to Antioch’s rich history, cultural diversity, and the arts. The City partners with many community organizations to bring exhibits, music, and theater to life throughout the year. Young and old, and individuals and families, are more engaged in their community when they are involved in the arts which enriches the entire community.

2022-2023 Accomplishments:

 Following COVID, restarted the Civic Enhancement Community Gr ant Program to enhance community efforts towards beautification and civic celebrations.  Provided facility and exhibit assistance for the Annual Black History Exhibit coordinated by Ruah Ministries.  Continued Martin Luther King, Jr. Day of Service - a civic volunteer and enhancement event for all ages.  Supported city events and community organizations such as Ce lebrate Antioch Foundation, Delta Veterans Group, and others.  Executed the Sesquicentennial event series, which included over 20 special events leveraging multiple community partners.  Assisted with the annual Veteran’s Day Parade and Memorial Day Para de. Programs were able to continue with modifications in 2021 and return to traditional formats in 2022.
 Re-opened Nick Rodriguez Community Theater following t he pandemic and upgraded the sound and light system.

2024 & 2025 Objectives:

 Continue to manage the Civic Enhancement Community Grant Program.  Restart Antioch’s Summer Concert Series in Waldie Plaza during July & August and expand program to other areas of the City. Add Movie Nights to the series.
 Provide support to community organizations and civic celebratio ns such as Celebrate Antioch Foundation, Delta Veterans Group, and others.  Assist with the traditional community parades: Memorial Day and Veteran’s Day; take the lead role on July 4 th and Holiday DeLites Parades.
 Continue to add and enhance the special event offerings of the City with a focus on cultural celebrations.

2023-25 OPERATING BUDGET

SPECIAL REVENUE FUNDS

180

CIVIC ARTS FUND (215) (Continued)

CIVIC ARTS (FUND 215)
Statement of Revenues, Expenditures and Change in Fund Balance

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge

Beginning Balance, July 1 $107,676 $183,666 $243,877 $243,877 $286,155 $326,717

Revenue Source:

Investment Income 5,688 1,753 6,504 6,340 6,446 2% 6,556 2% Transient Occupancy Tax 87,553 85,812 70,000 85,000 83,000 -2% 83,000 0% Total Revenue 93,241 87,565 76,504 91,340 89,446 -2% 89,556 0%

Expenditures:

Services & Supplies 11,093 21,196 42,599 42,904 40,431 -6% 40,752 1% Internal Services 6,158 6,158 6,158 6,158 8,453 37% 8,453 0% Total Expenditures 17,251 27,354 48,757 49,062 48,884 0% 49,205 1%

Ending Balance, June 30 $183,666 $243,877 $271,624 $286,155 $326,717 $367,068

2023-25 OPERATING BUDGET

SPECIAL REVENUE FUNDS

181

PARK IN-LIEU FUND (216)

Developers are required to donate land and/or improvements or pay an equivalent fee for neighborhood parks. Fees are placed in the Park-In-Lieu Fund, and used for acquisition of additional park land, and to pay for design and improvements to donated park acreage. Fees are based on the number of housing units built annually.

PARK IN LIEU (FUND 216)
Statement of Revenues, Expenditures and Change in Fund Balance

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge

Beginning Balance, July 1 $2,111,914 $2,618,824 $2,774,237 $2,774,237 $1,232,244 $1,153,820

Revenue Source:

Investment Income 3,879 -43,342 15,000 15,000 15,000 0% 15,000 0% Revenue from Other Agencies 0 0 100,000 0 0 0% 0 0%
Licenses & Permits 521,045 410,479 300,000 205,148 324,000 58% 324,000 0% Total Revenues 524,924 367,137 415,000 220,148 339,000 54% 339,000 0%

Expenditures:

Services & Supplies 17,637 5,549 20,000 20,000 16,000 -20% 16,000 0% Park Facilities Upgrades 236 591 1,194,596 1,720,000 150,000 -91% 150,000 0% Transfer Out – Development Impact 0 205,443 250,000 22,000 250,000 1036% 250,000 0% Internal Services 141 141 141 141 1,424 910% 1,424 0%
Total Expenditures 18,014 211,724 1,464,737 1,762,141 417,424 -76% 417,424 0%

Ending Balance, June 30 $2,618,824 $2,774,237 $1,724,500 $1,232,244 $1,153,820 $1,075,396

2023-25 OPERATING BUDGET

SPECIAL REVENUE FUNDS

182

SENIOR BUS FUND (218)

In 2012 Tri Delta Transit incorporated the Senior Bus Program into the Dial-a-Ride service. This fund’s remaining balance is u sed to bridge the seniors into this program so that significant transportation increases were not imposed on this population with fixed incomes. This fund also tr ansfers a small amount of funds into the Senior Program budget for administration. This fund is made up of grant monies that cannot be used for other purposes.

2022-2023 Accomplishments:

 Ensured equal access to transportation by maintaining a ticket tracking system to purchase subsidized tickets.  Monitored fare rates for subsidized tickets; maintained the subsidized ticket fare of $2.00.  Sustained a working partnership with Tri-Delta Transi t service to ensure minimal impact to senior riders.  Purchased tickets in bulk; provided ticket sales at t he Senior Center as a service to individual users.

2024 & 2025 Objectives:

 Maintain subsidy budget tracking from ti cket sales provided by Tri-Delta Transit.  Continue to monitor ticket sales to ensure qualified Antioch s enior riders have equal opportunity to purchase subsidized tickets.  Monitor use and trends in transportation and make recommendations for future transportation alte rnatives; consider alternative system for Seniors to access transportation to and from Senior Center in addition to the current system.  Continue educating senior citizens in the community on trans portation options and associated costs to support independent living.  Research and apply for additional funding for the transportation needs of older adults and people with disabilities.

2023-25 OPERATING BUDGET

SPECIAL REVENUE FUNDS

183

SENIOR BUS FUND (218) (Continued)

SENIOR BUS (FUND 218)
Statement of Revenues, Expenditures and Change in Fund Balance

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge

Beginning Balance, July 1 $123,180 $98,781 $82,157 $82,157 $54,108 $31,039

Revenue Source:

Investment Income 19 -1,287 3,000 1,000 100 -90% 100 0% Current Service Charges 615 6,865 5,000 13,169 6,000 -54% 6,000 0% Total Revenues 634 5,578 8,000 14,169 6,100 -57% 6,100 0%

Expenditures:

Services & Supplies 3,015 184 20,300 20,200 20,100 0% 20,100 0% Transfer Out – Recreation Fund 7,700 7,700 7,700 7,700 7,700 0% 7,700 0% Internal Services 14,318 14,318 14,318 14,318 1,369 -90% 1,369 0% Total Expenditures 25,033 22,202 42,318 42,218 29,169 -31% 29,169 0%

Ending Balance, June 30 $98,781 $82,157 $47,839 $54,108 $31,039 $7,970

2023-25 OPERATING BUDGET

SPECIAL REVENUE FUNDS

184
RECREATION SERVICES FUND (219)

Recreation Services unifies and strengthens the community by creating experiences that inspire life-long learning. Programs focus on youth and family enrichment, early childhood learning, healthy lifestyles, sports and fitness, and services for older adults. The department maintains a va riety of facilities and spaces that are safe, clean and green. These well-maintained facilities host city programs; they are also available for reservation by residen ts. Recreation Services collaborates with community organizations to create a sense of place and host civic events, and promotes environmental stewardship and fostering human development.

The Department is a leader in creating a community that is hi ghly desirable within the region. A Parks and Recreation Director provides department management and leadership, while eleven full-time (11 FTE) staff are supported by seasonal and temporary employees to engage the community and carry out the goals, tasks and activities that result in high quality programs and services. A seven-member Parks and Recreation Commission is appointed by the City Council to represent the community, provide input to City staff on various projects, and advise the City Council on strategic initiatives.

Recreation Services ensures that all residents have access to the benefits of local parks and recreation: programs, facilities, places and spaces that make their lives and communities great.

# of FY23 Funded
Positions
# New Positions Added Position Title Added # of FY24/FY25 Funded Positions

12.00 0.00 N/A 12.00
NOTE: In FY24, (1) Recreation Services Manager funded in lieu of (1) Recreation Supervisor.

Parks &
Recreation
Director
Recreation
Services
Prewett
Water Park
Recreation
Coordinator
(2.5)

Recreation
Supervisor
(2)
Recreation
Supervisor
Recreation
Coordinator
(.50)

Administrative
Assistant (2)

Aquatics
Maintenance
Worker
Administrative
Analyst
Recreation
Services
Manager

2023-25 OPERATING BUDGET

SPECIAL REVENUE FUNDS

185

RECREATION SERVICES FUND (219) (Continued)

RECREATION SERVICES (FUND 219)
Statement of Revenues, Expenditures and Change in Fund Balance

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge

Beginning Balance, July 1 $851,018 $1,367,187 $999,175 $999,175 $928,631 $992,079

Revenue Source:

Investment Income 7,741 10,827 2,000 2,000 3,000 50% 3,000 0% Revenue from Other Agencies 85,592 3,090 0 0 0 0% 0 0% Current Service Charges 249,291 2,127,704 1,982,200 2,066,266 2,288,927 11% 2,398,891 5% Other 38,764 5,864 38,000 7,105 7,000 -1% 7,000 0%
Transfer in from Prewett CIP 0 0 0 929 0 -100% 0 0%
Transfer in from General Fund 2,972,345 1,790,604 4,443,526 4,215,871 4,062,127 -4% 4,238,843 4% Transfer in from Senior Bus Fund 7,700 7,700 7,700 7,700 7,700 0% 7,700 0% Transfer in from Child Care Fund 70,000 70,000 70,000 70,000 80,000 14% 80,000 0% Total Revenue 3,431,433 4,015,789 6,543,426 6,369,871 6,448,754 1% 6,735,434 4%

Expenditures:

Personnel 1,727,254 2,707,743 3,615,567 3,434,138 3,840,866 12% 4,058,374 6% Services & Supplies 1,186,259 1,676,058 2,504,481 2,371,747 2,504,446 6% 2,612,369 4% Capital Expense 0 0 634,530 634,530 39,994 -94% 0 -100% Transfer Out - Honeywell 1,751 0 0 0 0 0% 0 0%
Total Expenditures 2,915,264 4,383,801 6,754,578 6,440,415 6,385,306 -1% 6,670,743 4%

Ending Balance, June 30* $1,367,187 $999,175 $788,023 $928,631 $992,079 $1,056,770

*The ending balance in the fund is committed to youth programs/services, sports field, turf field and memorial field maintenance.

2023-25 OPERATING BUDGET

SPECIAL REVENUE FUNDS

186

RECREATION SERVICES FUND (219) (Continued)

RECREATION SERVICES STAFFING SUMMARY

Funded Funded Funded
2022-23 2023-24 2024-25
Funded FTE’s:

Nick Rodriguez Community Center (NRCC) 0.50 0.50 0.50 Senior Programs and Services 1.50 1.50 1.50
Sports 1.00 1.00 1.00
Community Recreation 6.00 6.00 6.00
Water Park Operations 3.00 3.00 3.00
Total Recreation Funded FTE’s 12.00 12.00 12.00

2023-25 OPERATING BUDGET

SPECIAL REVENUE FUNDS

187

RECREATION SERVICES FUND (219) (Continued)

NICK RODRIGUEZ COMMUNITY CENTER (219-4410)

The Nick Rodriguez Community Center is loca ted in the Historic Do wntown District of Antioch. It is a popular facility for casu al events that are provided by local organizations and individuals. A signature feature within the Comm unity Center is the community theater. This quaint theater i s the primary home for youth and children theater companies; it seats two hundred people and is an excellent venue for youth product ions that build self-esteem and confidence. Throughout the Center, the multi-use room, arts & crafts room, conference room and physical fitness room provide an excellent venue for classes and meetings.

2022-2023 Accomplishments:

 Completed theatre upgrade of lights and soundboard.
 Thoroughly removed dirt and dust buildup in high areas of facility.  Partnered with Contra Costa County to use the N RCC as a mass community vaccination clinic.  Partnered with Red Cross and local ministries in provid ing emergency shelter during severe weather conditions.

2024 & 2025 Objectives:
 Utilizing funding provided by a state grant, complete an upgrade plan for the facility including new roof and accessibility upgrades.  Create and launch a website for the theater.
 Continue to revise and streamline the rent al process for customers; benchmark the rental fees against similar community centers.  Improve facility maintenance and upkeep, including standardizing and updating bathrooms.  Revise Standard Operation Pr ocedures of the facility.  Partner with community theater production companies for productions.  Introduce new services and enrichment programs for youth & t eens, adults, art classes, health and fitness, peer group support and counseling.  Improve staff in-service trainings to rais e the level of standard for customer service.  Create and launch afternoon and evening senior programs and activities.  Create and launch programs and events in the theatre.

2023-25 OPERATING BUDGET

SPECIAL REVENUE FUNDS

188

RECREATION SERVICES FUND (219) (Continued)

NICK RODRIGUEZ COMMUNITY CENTER (219-4410) (Continued)

NICK RODRIGUEZ COMMUNITY CENTER (219-4410)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Source of Funds:

Investment Income 7,644 3,945 2,000 2,000 3,000 50% 3,000 0% Current Service Charges 262 5,159 50,000 50,000 52,500 5% 52,500 0% Revenue from Other Agencies 2,456 0 0 0 0 0% 0 0%
Other 0 0 0 80 0 -100% 0 0%
Transfer in from General Fund 53,520 75,622 302,890 356,179 218,199 -39% 224,368 3% Total Source of Funds 63,882 84,726 354,890 408,259 273,699 -33% 279,868 2%

Use of Funds:

Personnel 2,487 4,218 98,340 98,340 155,956 59% 158,304 2% Services & Supplies 61,067 80,508 102,369 108,369 117,743 9% 121,564 3% Capital Expense 0 0 201,550 201,550 0 -100% 0 0%
Total Expenditures 63,554 84,726 402,259 408,259 273,699 -33% 279,868 2%

Funded FTE’S 0.00 0.00 0.00 0.50 0.50 0.50

2023-25 OPERATING BUDGET

SPECIAL REVENUE FUNDS

189

RECREATION SERVICES FUND (219) (Continued)

SENIOR PROGRAMS AND SERVICES (219-4420)

The Antioch Senior Center remained committed to providing except ional recreation experiences to the community following CDC gui delines and state mitigation measures. To remain fiscally responsible and financially strong , the City quickly pivoted to prioritize programs and services, evaluated planned projects and offset expenses
Senior programs and services provide inclusive experiences that strengthen the socialization, recreation, information, and referral needs of Antioch’s active older adults, low-income seniors, and the elderly. Staff maintains the Antioch Senior Center facility, creating programs and activit ies, and administers numerous social services such as the County Senior Nutrition program, Annual Senior BBQ and Senior Resource Fair. Volunteers are an important p art of senior programs and services as well as fundraising, grant writing, and developing community partnerships.

The Senior Nutrition Program is recognized by Contra Costa County as Site #13 and serves the highest number of meals in the program. It is commonly known as Co. Co. Café. Staff facilitates the distribution of daily meals including reservations and fee collection, monitors quality con trol, and submits requi red reports. The program serves nutritious meals to all seniors 50 years and older five days a week and relies on a high number of volunteers to ensure a quality experience. Lunch fees are suggested at $2.00 per meal.

2022-2023 Accomplishments:

 Staff assumed full operations of the Antioch Senior Center fo llowing decades of operation by an outside agency. The transition was needed to modernize the center and bring policies and procedures to current best practices.  Launched a Senior Food Program in partnership with the Food Bank of Contra Costa and Solano serving 60 bags of groceries which will continue to grow to more.
 Membership has grown from 300 in 2022 to 1,000 in 2023.  Upgraded maintenance supplies and equipment in facility to provide a more functional and economic maintenance service.  Expanded and launched 5 (five) fee-based senior programming oppor tunities targeting the younger 50-60+ active adults throughout the City.  Established new volunteer hour tracki ng system for auditing purposes.  Created a sustainability program fo r properly disposing of waste.  Created the Antioch Friends of Seniors Advisory Board.

2023-25 OPERATING BUDGET

SPECIAL REVENUE FUNDS

190

RECREATION SERVICES FUND (219) (Continued)

SENIOR PROGRAMS AND SERVICES (219-4420) (Continued)

2024 & 2025 Objectives:

 Enhance Senior Services by networking with outside agencies to provide seniors with informational referrals and assistance (i. e. Senior Fraud prevention, Spanish and Chinese Peer Counseling, AARP Safe Drivers Course, California Highway Patrol, The National Federation of the Blind, Contra Costa County Aging and Adult Services, Alzheimer’s Association of Contra Costa, Kaiser Permanente, Food Bank, and HiCAP).  Maintain status as the largest serving out of the 18 Café Co sta nutrition sites in the County. Met all county policy and procedures standards.  Continue to the grow the Food Bank Distribution Program  Develop Standard Operation Procedures for front desk, cu stodial, rentals, nutrition program and field trips  Redesign the lobby area to improve customer service delivery  Coordinate the annual Senior Resource Fair
 Increase the number of partnerships with downtown Antioch merchants, aging and adult se rvices, and community organizations; be come the resource and information hub for people of all ages seeking relevant senior related information, educational seminars, and workshops.  Collaborate with local senior and community organizations; Anti och Historical Society, Bedford Center, East Bay Regional Park District, East Contra Costa County Senior Coalition, Sons of Italy, and the Lion’s Club for experiences and opportunities that are not traditionally offered.  Collaborate with Tri-Delta Transit Dial-a-ride to secure daily round trip transportation for meal participants.  Improve promotion of activities, programs and events for member awareness  Continue revamping the newsletter communication platforms  Continue to establish the Antioch Friends of Seniors Advisory Board and work towards creating a non-profit.  Increase the number of programs that creat e cultural unity by providing volunteers and services in various languages, celebrating cultural practices, and offering classes that teach multi-cultural skills and activities.  Establish a monthly in-service training with all active vol unteers and staff to address common concerns, issues, and ideas, and foster human development.  Continue to streamline Active Data entry and reporting to enhance tracking and reporting for additional funding.  Improve the building appearance by installing more visible sign age on the exterior of the building to promote awareness of the senior services facility within the community and attract new participants.
 Focus on 4 large scale events a year – one per quarter – to promote and celebrate the aging community.

2023-25 OPERATING BUDGET

SPECIAL REVENUE FUNDS

191

RECREATION SERVICES FUND (219) (Continued)

SENIOR PROGRAMS AND SERVICES (219-4420) (Continued)

SENIOR PROGRAMS AND SERVICES (219-4420)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Source of Funds:

Revenue from Other Agencies 6,432 3,090 20,000 0 0 0% 0 0% Current Service Charges 1,705 16,182 97,000 98,000 101,250 3% 101,250 0% Other 3,663 2,240 2,000 2,000 2,000 0% 2,000 0%
Transfer in from General Fund 280,919 450,819 729,812 653,106 562,451 -14% 561,456 0% Transfer in from Senior Bus 7,700 7,700 7,700 7,700 7,700 0% 7,700 0% Total Source of Funds 300,419 480,031 856,512 760,806 673,401 -11% 672,406 0%

Use of Funds:

Personnel 214,279 373,779 421,343 356,317 359,967 1% 377,645 5% Services & Supplies 86,140 106,252 308,950 325,639 313,434 -4% 294,761 -6% Capital Expense 0 0 78,850 78,850 0 -100% 0 0%
Total Use of Funds 300,419 480,031 809,143 760,806 673,401 -11% 672,406 0%

Funded FTE’S 2.00 2.00 2.00 1.50 1.50 1.50

2023-25 OPERATING BUDGET

SPECIAL REVENUE FUNDS

192

RECREATION SERVICES FUND (219) (Continued)

SPORTS PROGRAMS (219-4450)

Participation in sports and recreation programs for youth is essential in their physical, social and emotional development. Furthermore, as childhood obesity rates rise physical activity and an introduction to healthy lifestyle choices are more important than ever. Participation in sports and team activities also builds a sense of community and civic engagement for local families. The Antioch Recreation Sports Division prioritizes accessibility, fundamental instruction, sportsmanship and fun for local children in an active environment.

The Sports Division also provides and manages over 35 facilities for local user groups to rent for practices, games and tournaments; providing additional opportunities for youth and adults to get active.

Adult sports and recreation allow local residents to get active and maintain a healthy lifestyle. There are also socio-emotional benefits such as stress, depression and isolation relief. The presence of comprehensive sports and recreation programs add value to our community.

2022-2023 Accomplishments:
 Introduction of the Antioch Youth Sports Skills and Drills program. The program features introductory basketball and soccer classes for youth ages 4-10 with progressive curriculum and skill levels. This program was designed to be affordable ($29 for a 4-week class for Antioch residents) and take place at neighborhood parks such as Prosserville, Diablo West, Fairview, and Prewett Communi ty Park in order to be accessible to all families regardl ess of income level or the neighborhood they reside in. Over the course of the past two years, 942 children have participated.  Reintroduction of the Drop-In Adult Sports programs. During Co vid, these programs were halted. Drop-In Volleyball and Basketball were re-introduced in January 2022. In just over one year, over 2,000 individuals have attended an open-gym program. Volleyball was so popular, the program w as expanded to a second night. Currently, our department offers Drop -In Volleyball on Sundays from 6pm-7:30pm and Tuesdays from 7:30pm-9pm. Drop-In Bas ketball is offered on Sunday nights from 8pm-9:30pm. Cost is $5 per visit.
 Reintroduction of the City Adult Softball Leagues beginning in summer of 2021. Leagues had been halted due to Covid-19. In the last two years, we have had 114 teams participate consisting of over 1,700 players. We currently offer Women’s E Division on Monday nights, Men’s D and E divisions on both Thursday and Friday nights.
 After a two year hiatus due to Covid-19 restrictions, we br ought back our Youth Jr. Warriors League and it has flourished like never before. Since January of 2022, we have offered 4 seasons for youth ages 4-13. In 2022, 413 children participated in the program. A record number 535 local youth, grades K-8 participated in 2023, up 102 players from 2022. An improvement of 180 players (60% increase) from the 2019/2020 pre-covid seasons. A number of changes and improvements have been made to the league including the introduc tion of a Kindergarten Division for younger players, contractin g of officials for grades 3-8, weekly quote cards featuring motivational quotes are handed out to each player every week and a free holiday clinic was offered in partnership with the Golden State Warriors in December 2022.

2023-25 OPERATING BUDGET

SPECIAL REVENUE FUNDS

193

RECREATION SERVICES FUND (219) (Continued)

SPORTS PROGRAMS (219-4450) (Continued)

2024 & 2025 Objectives:
 Introduce a Youth Flag Football League for children grades 3-8.  Offer a one-day clinic for each youth sports league that we offer. This would include basketball in the winter, baseball/softball in the spring and flag football in the summer/fall.
 Refurbish Memorial Field as a playable space and offer rentals for baseball and soccer at this location.  Continue to grow summer sports camp; average 35 campers per week (45% increase from current weekly average).

RECREATION SERVICES – SPORTS PROGRAMS (219-4450)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Source of Funds:

Revenue from Other Agencies 12,418 0 0 0 0 0% 0
Current Service Charges 48,335 392,399 398,000 412,000 450,850 9% 458,100 2% Other 3,382 0 0 0 0 0% 0 0%
Transfer In – General Fund 133,679 70,043 122,406 118,082 129,667 10% 150,012 16% Total Source of Funds 197,814 462,442 520,406 530,082 580,517 10% 608,112 5%

Use of Funds:

Personnel 156,000 308,168 363,356 368,270 407,122 11% 422,922 4% Services & Supplies 41,814 154,274 157,050 161,812 173,395 7% 185,190 7% Total Use of Funds 197,814 462,442 520,406 530,082 580,517 10% 608,112 5%

Funded FTE'S 1.00 1.00 1.00 1.00 1.00 1.00

2023-25 OPERATING BUDGET

SPECIAL REVENUE FUNDS

194

RECREATION SERVICES FUND (219) (Continued)

COMMUNITY RECREATION (219-4495)

Community Recreation is a broad-based component of the department that provides programs and services to support a safe, stimulating and diverse community.

Introductory and intermediate level program experiences are planned and delivered for young children, school-age and teens, adults, and families. Residents are encouraged to explore special interests, gather with friends and family, and achieve a healthy lifestyle. Programs and services meet the needs of the community and provide a nurturing environment to address trends and ideas.

Managing and operating the Antioch Community Center is achieved through the community recreation unit. The Community Center hosts numerous programs and events and provides space for partners such as the Antioch Library. It is admired by residents and well-liked for reservable uses such as weddings, church services and family celebrations.

2022-2023 Accomplishments:
 Provided over 10 family events between 22-23 that were free or low cost to strengthen a sense of place. Events offered: Movie night, Coastal cleanup, Big Truck Day, Extravaganza & Rec Expo, MLK Day, Fall-O-Ween, and more.  Partner with community members and agencies to develop cultural ev ents that reflect the diversity of the community such as Multicultural day, Juneteenth, Día De Los Muertos.
 Bring back the Summer Concert Series at Pr ewett Community Park and Waldie Plaza.  Increased weekday and evening rentals; host ed public meetings for City initiatives – Provided space for Blood Drives in ACC Gym, Co Co County utilizing City facility parking lots for COVID Testing and vaccine distribution.  Produced the Citywide Recreation Guide three times each year; mailed to all households in zip codes 94509, 94531, 94561.  Increased marketing efforts to current customers to increase repeat participation. – marketing through social media, providing marketing tools (flyers, guides, etc.) to community businesses, partners, use of constant contact and weekly email promotions in addition to the Recreation Guid e. FB Boost ads to promote events and program registration promotions.
 Saw a 26% increase in summer camp participation over the past year, with over 60% returning camper rate.  Provided expansion of camp hours via extended care model for wo rking and communing parents at an affordable rate. Camp hours were expanded to an earlier start time of 7:30AM-9AM and 4PM-6PM for the latest pick up.  Incorporate special guests and visitors in camp programs such as Naturalists, Musicians, and Magicians as well as local field trips around the bay area to connect youth to science, arts and theater.
 Revamp summer volunteer program for teens to learn how to be Junior Recreation Leaders over the summer. More intention on training and purpose.  Monthly training/professional development for pre-school staff  Reached 100% participation in recreational-preschool programs AM Class. – providing additional and new summer programs that meet the needs of preschool aged children by offering preparatory summer programming to better transition children into and out of preschool. – Preschool program successfully offered Fall-Spring.
 Introduced new fee-based programs for adults based on trends and interests such as Hula Hoop fitness, Aztec Dance, Kayak Yoga, Food Certification class and flower arranging.

2023-25 OPERATING BUDGET

SPECIAL REVENUE FUNDS

195

RECREATION SERVICES FUND (219) (Continued)

COMMUNITY RECREATION (219-4495) (Continued)

2024 & 2025 Objectives:
 Continue to grow the quality, type and number of youth programs such as Arts, cooking classes, STEM classes and dance programs for youth.  Continue to grow the quality and types of Special events to be inclusive, safe, and enjoyable for all community members.  Provide even more classes and activities specifically aimed at Health & Wellness focusing on reducing stress, healthy eating and more for ages 0-99.

Incorporate outdoor fitness classes, and nature programs using the Mobile Recreation Bus in Antioch Park and facilities.  Continue increasing department revenues through additional programming, grants, and partnerships.  Increase in-service training for staff. – Race, equity , youth development and inclusion training for staff.  Increase marketing efforts to current customers to increase re peat participation; utilize social media, Active Net and constant contact. Continue re-designing and modifying the recreation guide to improve readability and increase program participation; incorporate photos of members of the community to reflect belonging and unity.

COMMUNITY RECREATION (219-4495)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Source of Funds:

Investment Income 97 6,882 0 0 0 0% 0 0%
Revenue from Other Agencies 50,056 0 0 0 0 0% 0 0%
Current Service Charges 78,603 866,574 590,000 621,066 635,127 2% 661,691 4% Other 14,881 299 13,000 2,025 2,000 -1% 2,000 0%
Transfer In – General Fund 1,576,009 367,930 1,633,037 1,536,839 1,900,095 24% 2,009,362 6% Transfer In – Child Care Fund 35,000 35,000 35,000 35,000 40,000 14% 40,000 0% Total Source of Funds 1,754,646 1,276,685 2,271,037 2,194,930 2,577,222 17% 2,713,053 5%

Use of Funds:

Personnel 778,766 1,024,114 1,483,773 1,433,676 1,583,249 10% 1,666,969 5% Services & Supplies 459,141 620,583 895,989 832,727 930,525 12% 981,393 5% Transfer out – Honeywell DS 898 0 0 0 0 0% 0 0%
Total Use of Funds 1,238,805 1,644,697 2,379,762 2,266,403 2,513,774 11% 2,648,362 5%

Funded FTE'S 5.00 5.00 6.00 6.00 6.00 6.00

2023-25 OPERATING BUDGET

SPECIAL REVENUE FUNDS

196

RECREATION SERVICES FUND (219) (Continued)

WATER PARK OPERATIONS (219-4630)
The Antioch Water Park serves as a hub for Antioch residents of all ages to relax, recreate, stay active, pursue personal fitness, learn new skills and make memories.

The Community Aquatics Program offers Learn To Swim classes for youth and adults including group classes, private instruction and parent/me lessons. The park is open for general admission Memorial Day through Labor Day, providing local recreation opportunities to residents and families. Water attractions include five water slides, five pools, a splash & spray ground and are designed to serve an array of ages and swim abilities. The lap and sport pools along with the Rattler’s Run and Canyon Cooler slides serve more experienced swimmers. The Tad Pool, Otter & Humphrey’s Slides and Cattail Harbor accommodate yo unger guests and less experienced swimmers. Recreation staff also provide trainings for individuals to develop their aquatic knowledge and skill set to get certified in a variety of roles including lifeguard, swim instructor, junior lifeguard and lifeguard instructor. The Multi-Use room is utilized by community members for private events, meetings and serves as a venue for year-round classes.
2022-2023 Accomplishments:
 General Admission was reinstated summer of 2021 and over 27,000 guests visited the park. In summer 2022, over 40,000 guests visited.  Season Pass Memberships were reinstated summer of 2021 with 188 sold. In summer 2022, 526 memberships were purchased.  Group swim lessons and private swim lessons for all ages were reinstated and revitalized. Participation jumped from 158 students in 2021 to 700 students in 2022.
 A brand new special event series, Water Park After Dark, debut ed in summer 2022 featuring events like Carnival Night, Luau Night, Movie Night and Parents Night Out. Over 1,200 guests partook in these events.
 Introduced Eggstravaganza as a spring egg hunt event in the pools and around the pool deck.  Revitalized the concessions program after it reopened in 2021:
 Invested in new equipment including a range grill and updated food warmers.  Conducted cost analysis and improved menu offerings and processes.  New point of sale system streamlin ed ordering process and staff efficiency.  Introduced Allie’s Oasis, a second concessi ons location featuring Dippin’ Dots Ice Cream  In summer 2022, the program turned a profit and increased sales by 200%  Expanded water aerobics and swim lesson programming into the Fall and Spring seasons to better serve our community.  Reimagined rentals during general admission season including birthday parties and new luxury loungers.  Trained and certified 120 new lifeguards to maintain and improve visitor safety.  Implemented a new online store and point of sale system to im prove the guest experience park wide. This allowed online ticket sales, season pass sales, birthday party rentals and luxury lounger rentals prior to the guests arrival at the park. This new software also streamlined our concessions operations making them more efficient and effective.
 Placed updated signage throughout the park.
 Pool deck resurfacing/replacement project took place in early 2022.  Installed new pumps in Boulder Cove and got all features working in summer 2021.

2023-25 OPERATING BUDGET

SPECIAL REVENUE FUNDS

197
RECREATION SERVICES FUND (219) (Continued)

WATER PARK OPERATIONS (219-4630) (Continued)
2024 & 2025 Objectives:
 Complete roof, siding and fence replacement projects.  Upgrade mechanical rooms and equipment to more efficient methods.  Complete locker room update project (replace bathroo m stall partitions, fully functioning shower stalls).  Repair structure underneath Prewett Peak and resurface all pools and remaining pool deck areas that require it.  Develop and implement aquatic therapy programs for our community.  Improve and expand on Multi Use room and rentals/programs that utilize it.  Implement online ordering syst em for Gator Grill concessions.  Form partnership with Antioch Unified School Dist rict to expand aquatics programs throughout Antioch.  Work with Special Olympics Northern Californi a to bring aquatic programs to their athletes.  Invest in pool covers to increase efficiency and effectiveness of pool equipment.  Continue meeting State of California and Contra Co sta County requirements and regulations for operations.  Provide programs, classes and activities based on industry trends and community needs.  Evaluate current programs for quality ex perience, attendance, and fee structures.

WATER PARK OPERATIONS (219-4630)

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge Source of Funds:

Revenue from Other Agencies 14,245 0 0 0 0 0% 0 0% Current Service Charges 120,386 847,390 847,200 885,200 1,049,200 19% 1,125,350 7% Other 16,823 3,325 3,000 3,000 3,000 0% 3,000 0%
Transfer In – Gen Fund/Child Care Fund 963,218 861,190 1,690,381 1,587,594 1,291,715 -19% 1,333,645 3% Total Source of Funds 1,114,672 1,711,905 2,540,581 2,475,794 2,343,915 -5% 2,461,995 5% Use of Funds:

Personnel 575,722 997,464 1,248,755 1,177,535 1,334,572 13% 1,432,534 7% Services & Supplies 538,097 714,441 987,003 890,080 1,009,343 13% 1,029,461 2% Capital Expense 0 0 407,250 407,250 0 -100% 0 0%
Transfer Out – Honeywell DS 853 0 0 0 0 0% 0 0%
Total Use of Funds 1,114,672 1,711,905 2,643,008 2,474,865 2,343,915 -5% 2,461,995 5% Funded FTE'S 3.00 3.00 3.00 3.00 3.00 3.00

2023-25 OPERATING BUDGET

SPECIAL REVENUE FUNDS

198

TRAFFIC SIGNAL FUND (220)

This fund accounts for traffic signal fees collected from developers to fund off-site traffic signals.

TRAFFIC SIGNAL FUND (FUND 220)
Statement of Revenues, Expenditures and Change in Fund Balance

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge

Beginning Balance, July 1 $1,042,440 $1,134,887 $668,986 $668,986 $216,131 $54,513

Revenue Source:

Investment Income 1,909 -12,087 5,000 5,000 500 -90% 500 0% Revenue from Other Agencies 0 0 0 0 2,521,000 100% 0 -100% Current Service Charges 92,236 90,581 100,000 68,225 119,000 74% 119,000 0% Total Revenue 94,145 78,494 105,000 73,225 2,640,500 3506% 119,500 -95%

Expenditures:

Services & Supplies 1,580 1,970 2,000 2,000 1,000 -50% 1,000 0% Signals/Various Locations 0 542,307 995,032 523,962 2,801,000 435% 0 -100% Internal Services 118 118 118 118 118 0% 118 0%
Total Expenditures 1,698 544,395 997,150 526,080 2,802,118 433% 1,118 -100%

Ending Balance, June 30 $1,134,887 $668,986 ($223,164) $216,131 $54,513 $172,895

2023-25 OPERATING BUDGET

SPECIAL REVENUE FUNDS

199

ASSET FORFEITURE (221)

This fund accounts for monies seized during drug enforcement activities. Monies are held by the City until cases are settled b y the courts. Monies are then either reverted to the City or returned to the rightful owner. Monies reverted to the City must be used for legitimate law enforcement purposes.

ASSET FORFEITURE (FUND 221)
Statement of Revenues, Expenditures and Change in Fund Balance

2020-21 2021-22 2022-23 2022-23 2023-24 % 2024-25 %
Actual Actual Bud get Revised Proposed Chan ge Proposed Chan ge

Beginning Balance, July 1 $114,637 $123,580 $108,949 $108,949 $111,868 $117,635

Revenue Source:

Investment Income 2,959 -12,652 15,000 3,000 3,000 0% 3,000 0% Asset Forfeiture 7,609 347 5,000 5,000 5,000 0% 5,000 0% Total Revenue 10,568 -12,305 20,000 8,000 8,000 0% 8,000 0%