Agenda packet, regular meeting, first session — Antioch City Council, March 11, 2025 (part 1 of 3)

ANNOTATED AGENDA
Antioch City Council

SPECIAL AND REGULAR MEETING
Including the Antioch City Council acting as
Housing Successor to the Antioch Development Agency

Date: Tuesday, March 11, 2025
Time: 5:30 P.M. – Closed Session
6:00 P.M. – Special Meeting/Budget Study 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 the inside cover for detailed Speaker Rules.

PLEASE TURN OFF CELL PHONES BEFORE ENTERING COUNCIL CHAMBERS.

Ron Bernal, Mayor Melissa Rhodes, City Clerk
Louie Rocha, Mayor Pro Tem (District 2) Jorge R. Rojas, City Treasurer Tamisha Torres-Walker, Council Member District 1
Donald P. Freitas, Council Member District 3 Bessie Marie Scott, City Manager Monica E. Wilson, Council Member District 4 Derek Cole, Interim 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 disabilities. 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- MARCH 11, 2025

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, materials 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 ordinances 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 the entrance of the Council Chambers. Please see the Speaker Rules on the inside cover of this Agenda.

5:30
P.M. ROLL CALL – CLOSED SESSION – for Council Members – All Present

PLEDGE OF ALLEGIANCE

PUBLIC COMMENTS for Closed Session - None

CLOSED SESSION:

1) CONFERENCE WITH REAL PROPERTY NEGOTIATORS pursuant to California Government Code section 54956.8; Property : Sycamore Square Police Substation 1084 Sycamore Drive, Antioch, CA; Negotiating Parties: City of Antioch Negotiators: Bessie Marie Scott, City Manager and Derek Cole, Interim City Attorney; Property Negotiator: Mike Korin, Property Owner; Under Negotiation: Rent and terms of payment.

Direction Provided to City Negotiators

5:32
P.M. ADJOURN TO CLOSED SESSION

6:24
P.M. ROLL CALL – SPECIAL MEETING/BUDGET STUDY SESSION – for Council Members – All Present

PLEDGE OF ALLEGIANCE

ANTIOCH CITY COUNCIL -2- MARCH 11, 2025

BUDGET STUDY SESSION

SM-1. FISCAL YEAR 2025-27 BUDGET DEVELOPMENT – PUBLIC SAFETY AND COMMUNITY

RESOURCES DEPARTMENT
Direction provided to staff
Recommended Action: It is recommended that the City Council provide feedback and direction regarding the budget development information provided for the Fiscal Year 2025-27 budget.

7:02
P.M. MOTION TO ADJOURN SPECIAL MEETING/BUDGET STUDY SESSION

7:02
P.M. ROLL CALL – REGULAR MEETING – for City /City Council Members acting as Housing Successor to the Antioch Development Agency –
All Present

PLEDGE OF ALLEGIANCE

CITY ATTORNEY TO REPORT OUT ON CLOSED SESSION

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.

MAYOR BERNAL REQUESTED A MOTION TO SUSPEND THE RULES AND MOVE AGENDA ITEM #2 TO BE HEARD AS THE NEXT ORDER OF BUSINESS, APPROVED 5/0

2. PROCLAMATIONS

• In Honor of WWII United States Navy Veteran George Jones 100th Birthday • American Red Cross Month, March 2025
• National Prescription Drug Abuse Awareness Month, March 2025 Approved, 5/0
Recommended Action: It is recommended that the City Council approve the proclamations.

COUNCIL REGULAR AGENDA – Continued from February 25, 2025, Council Meeting

1. CITY COUNCIL 90 -DAY REQUEST LIST – DISCUSSION ON THE CREATION OF A

HOMELESS/UNHOUSED AD HOC COMMITTEE
Direction provided to staff to:
1) Establish an Ad Hoc Committee by Resolution; and
2) Establish a Task Force by Resolution.

Recommended Action: It is recommended that the City Council discuss and provide direction to City staff.

ANTIOCH CITY COUNCIL -3- MARCH 11, 2025

8:39 P.M. BREAK
8:48 P.M. RECONVENED – ALL PRESENT

ANNOUCEMENTS OF CIVIC AND COMMUNITY EVENTS

3. ANNOUNCEMENTS OF BOARD AND COMMISSION OPENINGS

 BOARD OF ADMINISTRATIVE APPEALS
 PARKS AND RECREATION COMMISSION
 ANTIOCH POLICE OVERSIGHT COMMISSION

CITY COUNCIL COMMITTEE REPORTS/COMMUNICATIONS

MAYOR’S COMMENTS

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

A. APPROVAL OF COUNCIL MEETING MINUTES FOR FEBRUARY 11, 2025 Continued, 5/0
Recommended Action: It is recommended that the City Council continue the Meeting Minutes.

B. APPROVAL OF COUNCIL SPECIAL MEETING/CLOSED SESSION MINUTES FOR FEBRUARY 19, 2025
Continued, 5/0
Recommended Action: It is recommended that the City Council continue the Special Meeting/Closed Session minutes.

C. APPROVAL OF COUNCIL MEETING MINUTES FOR FEBRUARY 25, 2025 Continued, 5/0
Recommended Action: It is recommended that the City Council continue the Meeting Minutes.

D. APPROVAL OF COUNCIL SPECIAL MEETING MINUTES FOR MARCH 4, 2025 Continued, 5/0
Recommended Action: It is recommended that the City Council continue the Special Meeting Minutes.

ANTIOCH CITY COUNCIL -4- MARCH 11, 2025

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

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

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

G. REJECTION OF CLAIM S: MARILOU GECALE, ESTATE OF LINDA WOOLRIDGE,

LINNETTE KIDD, DALLAS KIDD AND ISAHIAH KIDD
Rejected, 5/0
Recommended Action: It is recommended that the City Council reject the claims submitted by Marilou Gecale, Estate of Linda Woolridge, Linnette Kidd, Dallas Kidd and Isahiah Kidd.

H. ACCEPTANCE OF WORK AND NOTICE OF COMPLETION FOR THE COUNTRY HILLS DRIVE SOUNDWALL REPLACEMENT (P.W. 561-3)
Reso No. 2025/37 adopted, 5/0
Recommended Action: It is recommended that the City Council adopt a resolution accepting work and authorizing the City Manager or designee to file a Notice of Completion for the Country Hills Drive Soundwall Replacement Project.

I. BUDGET AMENDMENT TO INCREASE THE FISCAL YEAR 2024/25 PUBLIC WORKS

MEDIAN AND GENERAL LANDSCAPE OPERATING BUDGET FOR SOUNDWALL REPAIRS IN THE AMOUNT OF $260,223
Reso No. 2025/38 adopted, 5/0
Recommended Action: It is recommended that the City Council adopt a resolution amending the Fiscal Year 2024/25 Public Works Median and General Landscape Operating Budget in the amount of $26 0,233 for soundwall repairs at various locations.

J. INITIATE PREPARATION OF THE STREET LIGHTING AND LANDSCAPE MAINTENANCE DISTRICT CITY ENGINEER’S REPORT FOR FISCAL YEAR 2025/26 (P.W. 500)
Reso No. 2025/39 adopted, 5/0
Recommended Action: It is recommended that the City Council adopt the resolution directing the Acting City Engineer to prepare a consolidated Engineer’s Report for Fiscal Year 2025/26 Street Lighting and Landscape Maintenance District assessments.

ANTIOCH CITY COUNCIL -5- MARCH 11, 2025

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

K. AWARDING A DESIGN CONSULTANT SERVICES AGREEMENT TO CAROLLO ENGINEERS, INC. IN THE AMOUNT OF $250,000 FOR THE WATER TREATMENT PLANT SOLIDS HANDLING IMPROVEMENTS (P.W. 551-5A)
Reso No. 2025/40 adopted, 5/0
Recommended Action: It is recommended that the City Council adopt a resolution awarding a Design Consultant Services Agreement to Carollo Engineers, Inc. in the amount not to exceed $250,000 for the Water Treatment Plant Solids Handling Improvements and
authorizing the City Manager or designee to execute the agreement in a form approved by the City Attorney.

L. RESOLUTION ESTABLISHING THE RATE PER EQUIVALENT RUNOFF UNIT FOR FISCAL YEAR 2025/26 AND REQUESTING THE CONTRA COSTA COUNTY FLOOD

CONTROL AND WATER CONSERVATION DISTRICT TO ADOPT AN ANNUAL PARCEL

ASSESSMENT FOR DRAINAGE MAINTENANCE AND THE NATIONAL POLLUTI ON

DISCHARGE ELIMINATION SYSTEM PROGRAM
Reso No. 2025/41 adopted with
direction to bring back for discussion, 5/0
Recommended Action: It is recommended that the City Council adopt the resolution:

• Determining that the rate to be assigned to a single Equivalent Runoff Unit for Fiscal Year 2025/26 shall be set at twenty-five dollars ($25.00); and

• Requesting the Contra Costa County Flood Control and Water Conservation District adopt Stormwater Utility Assessment Drainage levies based on the rate for a single Equivalent Runoff Unit for F iscal Year 202 5/26, which shall be set at twenty-five dollars ($25.00).

ANTIOCH CITY COUNCIL -6- MARCH 11, 2025

PUBLIC HEARING

5. RESOLUTION APPROVING WATER RATES PROPOSED IN THE WATER RATE STUDY LISTED IN THE PROP 218 NOTICE PUBLIC HEARING (P.W. 362-9) Reso No. 2025/42 adopted, 4/1 (Torres-Walker)
Recommended Action: It is recommended that the City Council adopt a resolution:

• Approving the findings and the Water Utility Cash Flow Evaluation and Rates Study from Pavletic Consulting LLC dated January 2025;

• Approving the water rate schedule effective May 1, 2025; and

• Amending the Master Fee Schedule to include the updated water rates.

6. LONE TREE RETAIL PROJECT (PD2024-0001)

DURING PUBLIC COMMENTS OF ITEM #6, COUNCIL MEMBER FREITAS MADE A MOTION TO EXTEND THE MEETING TO 11:30 P.M.; APPROVED 5/0

Motioned to continue to March 25, 2025, approved 5/0
Recommended Action: It is recommended that the City Council take the following actions:

1) Adopt the resolution adopting the Addendum to the 2004 Initial Study/Mitigated Negative Declaration demonstrating that the Lone Tree Retail project has been appropriately analyzed under CEQA.

2) Adopt the resolution approving a Final Development Plan, Use Permit and Design Review for development of the Lone Tree Retail project.

CEQA: An addendum to the project’s original Initial
Study/Mitigated Negative Declaration was prepared to analyze whether any of the proposed changes to the development would constitute a new significant impact requiring further evaluation under CEQA.

ANTIOCH CITY COUNCIL -7- MARCH 11, 2025

COUNCIL REGULAR AGENDA

7. RESOLUTION APPROVING THE CLASS SPECIFICATION UPDATES FOR THE CONFIDENTIAL UNIT AND OPERATING ENGINEERS LOCAL UNION NO. 3

BARGAINING UNITS
Reso No. 2025/43 adopted, 5/0
Recommended Action: It is recommended that the City Council adopt the resolution approving a new class specification and other updates to an existing class specification in the Confidential and Operating Engineers Local Union No. 3 Bargaining Units.

PUBLIC COMMENTS

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 City Manager – no longer than 90 days.

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 the meeting 11:38 p.m., 5/0

ANNOTATED AGENDA
Antioch City Council

SPECIAL AND REGULAR MEETING
Including the Antioch City Council acting as
Housing Successor to the Antioch Development Agency

Date: Tuesday, March 11, 2025
Time: 5:30 P.M. – Closed Session
6:00 P.M. – Special Meeting/Budget Study 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 the inside cover for detailed Speaker Rules.

PLEASE TURN OFF CELL PHONES BEFORE ENTERING COUNCIL CHAMBERS.

ANTIOCH CITY COUNCIL -1- MARCH 11, 2025

5:30
P.M. ROLL CALL – CLOSED SESSION – for Council Members – All Present

PLEDGE OF ALLEGIANCE

PUBLIC COMMENTS for Closed Session - None

CLOSED SESSION:

1) CONFERENCE WITH REAL PROPERTY NEGOTIATORS pursuant to California Government Code section 54956.8; Property: Sycamore Square Police Substation 1084 Sycamore Drive, Antioch, CA; Negotiating Parties: City of Antioch Negotiators: Bessie Marie Scott, City Manager and Derek Cole, Interim City Attorney; Property Negotiator: Mike Korin, Property Owner; Under Negotiation: Rent and terms of payment.

Direction Provided to City Negotiators

5:32
P.M. ADJOURN TO CLOSED SESSION

6:24
P.M. ROLL CALL – SPECIAL MEETING/BUDGET STUDY SESSION – for Council Members – All Present

PLEDGE OF ALLEGIANCE

ANTIOCH CITY COUNCIL -2- MARCH 11, 2025

BUDGET STUDY SESSION

SM-1. FISCAL YEAR 2025-27 BUDGET DEVELOPMENT – PUBLIC SAFETY AND COMMUNITY

7:02
P.M. MOTION TO ADJOURN SPECIAL MEETING/BUDGET STUDY SESSION

7:02
P.M. ROLL CALL – REGULAR MEETING – for City /City Council Members acting as Housing Successor to the Antioch Development Agency –
All Present

PLEDGE OF ALLEGIANCE

CITY ATTORNEY TO REPORT OUT ON CLOSED SESSION

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.

MAYOR BERNAL REQUESTED A MOTION TO SUSPEND THE RULES AND MOVE AGENDA ITEM #2 TO BE HEARD AS THE NEXT ORDER OF BUSINESS, APPROVED 5/0

2. PROCLAMATIONS

• In Honor of WWII United States Navy Veteran George Jones 100th Birthday • American Red Cross Month, March 2025
•
National Prescription Drug Abuse Awareness Month, March 2025 Approved, 5/0
Recommended Action: It is recommended that the City Council approve the proclamations.

COUNCIL REGULAR AGENDA – Continued from February 25, 2025, Council Meeting

1. CITY COUNCIL 90 -DAY REQUEST LIST – DISCUSSION ON THE CREATION OF A

HOMELESS/UNHOUSED AD HOC COMMITTEE
Direction provided to staff to:
1) Establish an Ad Hoc Committee by Resolution; and
2) Establish a Task Force by Resolution.

Recommended Action: It is recommended that the City Council discuss and provide direction to City staff.

ANTIOCH CITY COUNCIL -3- MARCH 11, 2025

8:39 P.M. BREAK
8:48 P.M. RECONVENED – ALL PRESENT

ANNOUCEMENTS OF CIVIC AND COMMUNITY EVENTS

3. ANNOUNCEMENTS OF BOARD AND COMMISSION OPENINGS

 BOARD OF ADMINISTRATIVE APPEALS
 PARKS AND RECREATION COMMISSION
 ANTIOCH POLICE OVERSIGHT COMMISSION

CITY COUNCIL COMMITTEE REPORTS/COMMUNICATIONS

MAYOR’S COMMENTS

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

A. APPROVAL OF COUNCIL MEETING MINUTES FOR FEBRUARY 11, 2025 Continued, 5/0
Recommended Action: It is recommended that the City Council continue the Meeting Minutes.

C. APPROVAL OF COUNCIL MEETING MINUTES FOR FEBRUARY 25, 2025 Continued, 5/0
Recommended Action: It is recommended that the City Council continue the Meeting Minutes.

D. APPROVAL OF COUNCIL SPECIAL MEETING MINUTES FOR MARCH 4, 2025 Continued, 5/0
Recommended Action: It is recommended that the City Council continue the Special Meeting Minutes.

ANTIOCH CITY COUNCIL -4- MARCH 11, 2025

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

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

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

G. REJECTION OF CLAIM S: MARILOU GECALE, ESTATE OF LINDA WOOLRIDGE,

I. BUDGET AMENDMENT TO INCREASE THE FISCAL YEAR 2024/25 PUBLIC WORKS

STAFF REPORT

ANTIOCH CITY COUNCIL -5- MARCH 11, 2025

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

L. RESOLUTION ESTABLISHING THE RATE PER EQUIVALENT RUNOFF UNIT FOR FISCAL YEAR 2025/26 AND REQUESTING THE CONTRA COSTA COUNTY FLOOD

CONTROL AND WATER CONSERVATION DISTRICT TO ADOPT AN ANNUAL PARCEL

ASSESSMENT FOR DRAINAGE MAINTENANCE AND THE NATIONAL POLLUTI ON

DISCHARGE ELIMINATION SYSTEM PROGRAM
Reso No. 2025/41 adopted with
direction to bring back for discussion, 5/0
Recommended Action: It is recommended that the City Council adopt the resolution:

• Determining that the rate to be assigned to a single Equivalent Runoff Unit for Fiscal Year 2025/26 shall be set at twenty-five dollars ($25.00); and

• Requesting the Contra Costa County Flood Control and Water Conservation District adopt Stormwater Utility Assessment Drainage levies based on the rate for a single Equivalent Runoff Unit for Fiscal Y ear 202 5/26, which shall be set at twenty-five dollars ($25.00).

ANTIOCH CITY COUNCIL -6- MARCH 11, 2025

PUBLIC HEARING

• A pproving the findings and the Water Utility Cash Flow Evaluation and Rates Study from Pavletic Consulting LLC dated January 2025;

• Approving the water rate schedule effective May 1, 2025; and

• Amending the Master Fee Schedule to include the updated water rates.

6. LONE TREE RETAIL PROJECT (PD2024-0001)

DURING PUBLIC COMMENTS OF ITEM #6, COUNCIL MEMBER FREITAS MADE A MOTION TO EXTEND THE MEETING TO 11:30 P.M.; APPROVED 5/0

Motioned to continue to March 25, 2025, approved 5/0
Recommended Action: It is recommended that the City Council take the following actions:

1) Adopt the resolution adopting the Addendum to the 2004 Initial Study/Mitigated Negative Declaration demonstrating that the Lone Tree Retail project has been appropriately analyzed under CEQA.

2) Adopt the resolution approving a Final Development Plan, Use Permit and Design Review for development of the Lone Tree Retail project.

ANTIOCH CITY COUNCIL -7- MARCH 11, 2025

COUNCIL REGULAR AGENDA

7. RESOLUTION APPROVING THE CLASS SPECIFICATION UPDATES FOR THE CONFIDENTIAL UNIT AND OPERATING ENGINEERS LOCAL UNION NO. 3

PUBLIC COMMENTS

STAFF COMMUNICATIONS

Motioned to adjourn the meeting 11:38 p.m., 5/0

SM- 1 Agenda Item #

STAFF REPORT TO THE CITY COUNCIL

DATE: Special Meeting of March 11, 2025

TO: Honorable Mayor and Members of the City Council

SUBMITTED BY: Dawn Merchant, Finance Director

APPROVED BY: Bessie Marie Scott, City Manager

SUBJECT: FY2025-27 Budget Development – Public Safety and Community Resources Department

RECOMMENDED ACTION
It is recommended that the City Council provide feedback and direction regarding the budget development information provided for the fiscal year 2025-27 budget.

FISCAL IMPACT
The fiscal impact of this budget is outlined in this report.

DISCUSSION
The purpose of this discussion is to continue budget review of the Public Safety and Community Resources (PSCR) Department for the FY2025-27 budget cycle. On March 4th, a special meeting was held to discuss both the PSCR and Police Department budgets. Due to the volume of information reviewed and community input received, City Council requested to continue to the discussion of the PSCR budgets to a special meeting on March 11th and review the Police Department on March 18th.

As a reminder, the budgets for the PSCR Department include:
 General Fund
 ERF Grant Special Revenue Fund
 California Volunteers Grant Special Revenue Fund
 CalVIP Special Revenue Fund
 PLHA Special Revenue Fund
 Community Benefit Special Revenue Fund
 Solid Waste Special Revenue Fund
 Energy Efficiency & Conservation division of CIP Fund  Housing Successor Fund
 Community Development Block Grant (CDBG) Special Revenue Fund  CDBG Revolving Loan Fund Special Revenue Fund
 Opioid Settlement Special Revenue Funds

Antioch City Council Report
March 11, 2025 Agenda Item #SM-1 2
The presentation provided at the March 4th meeting by the PSCR Department is included as Attachment A, and the individual division/fund budget sheets from the prior session are included as Attachment B.

General Fund Budget Summary
The General Fund budget summary from March 4th is provided below, incorporating the percentage of total expenditures by each department.

The PSCR Department is 2% of the revised FY25 budget, increasing to 4% of the total General Fund budget in the next two fiscal years based on the draft numbers under consideration and review.

CHART A

GENERAL FUND BUDGET SUMMARY

2024-25
Revised
2025-26
Draft
2026-27
Draft

Budget Budget Budget
Beginning Balance, July 1 $43,258,769 $37,899,927 $22,233,479 Revenue Source:

Taxes 58,162,527 60,136,866 61,835,866
1% Sales Tax 19,921,225 19,997,489 20,235,000
Licenses & Permits 3,506,569 3,090,200 3,090,200
Fines & Penalties 15,176 15,100 15,100
Investment Income & Rentals 3,140,000 1,872,500 1,210,000 Revenue from Other Agencies 1,001,655 455,000 260,000 Current Service Charges 4,552,969 4,661,551 4,760,181 Other Revenue 842,848 934,079 936,350
Transfers In 9,638,149 4,505,175 4,710,292
Total Revenue 100,781,118 95,667,960 97,052,989
Expenditures:

Legislative & Administrative 7,516,332 7% 8,303,340 7% 7,661,281 7% Finance 2,043,512 2% 2,037,332 2% 2,237,939 2%
Nondepartmental 6,371,175 6% 7,086,769 6% 7,651,655 7%
Public Works 16,912,767 16% 14,482,211 13% 14,579,573 13% Police Services 56,992,526 54% 58,419,507 52% 60,201,262 52% Police Services-Animal Support 2,266,306 2% 2,901,616 3% 3,027,019 3% Recreation/Community Services 5,318,816 5% 5,226,965 5% 5,465,141 5% Public Safety & Community Resources 2,434,312 2% 4,431,663 4% 5,220,152 4% Community Development 6,689,228 6% 8,445,005 8% 8,592,385 7% Total Expenditures 106,544,974 100% 111,334,408 100% 114,636,407 100% Budget Stabilization Transfer 405,014 0 0
Surplus/(Deficit) (5,358,842) (15,666,448) (17,583,418) Ending Balance, June 30 $37,899,927 $22,233,479 $4,650,061 Committed-Litigation Reserve 0 500,000 500,000
Committed-Comm. Dev. Fees 1,096,954 1,196,954 1,296,954 Unassigned Fund Balance $36,802,973 $20,536,525 $2,853,107 Percentage of Revenue 36.52% 21.47% 2.94%
Antioch City Council Report
March 11, 2025 Agenda Item #SM-1 3
Expenditure reductions incorporated into the draft budget in Chart A, as presented on March 4th, are summarized as follows:

Specific to the PSCR Department expenditures, included in the budget for the next two years, is funding of the Angelo Quinto Crisis Response Team in the amount of $1.7M in FY26 (for remainder of fiscal year at end of ARPA funding in October 2025) and $2,475,000 in FY27.

ATTACHMENTS
A. PSCR March 4th presentation slides
B. PSCR Budget Worksheets
FY26 FY27Police Department (PD) Vacancy savings(4,590,423)$ (4,704,298)$ Overtime reductions (1,020,000) (1,020,000) Contractual service/supplies reductions 67,481 (75,019) Total PD Adjustments (5,542,942) (5,799,317) Human Resources (HR) Remove request for new position(220,805) (227,269) Total HR Adjustments (220,805) (227,269) Public Works (PW) Re-allocated General Laborer to Gax Tax Fund (124,634) (133,472) Remove part time help request for facilities (50,013) (52,072) Reduce contract engineering services (784,500) (984,500) Reduce other contractual services/supplies (287,000) (298,610) Total PW Adjustments(1,246,147) (1,468,654) Economic Development (ED) Reduce contracts/business expenses(50,000) (50,000) Total ED Adjustments(50,000) (50,000) City Attorney Reduce legal services contracts- (250,000) Total City Attorney Adjustments - (250,000) City Manager (CM)/Public Safety & Comm. Resources (PSCR) Add Assistant City Manager440,465 452,543 Remove 4 Community Engagement Specialists(728,158) (753,109) Total CM/PSCR Adjustments(287,693) (300,566) Other Adjustments Reduce Recreation subsidy-inc. Child Care transfer (74,905) (84,905) Remove vehicle replacement set aside all departments (1,181,300) (1,181,300) (1,256,205) (1,266,205) Total Expenditure Budget Adjustments (8,603,792)$ (9,362,011)$ General Fund Expenditure Reductions

CITY OF ANTIOCH

PUBLIC SAFETY & COMMUNITY RESOURCES

DEPARTMENT
Amended
• Environmental Sustainability & Resiliency
• Housing & Homelessness
• Violence Intervention & Prevention
• Y outh Services Network

THE PUBLIC SAFETY & COMMUNITY RESOURCES

DEP ARTMENT

American Rescue Plan Act (ARPA)
• Angelo Quinto Community Response Team (AQCRT) - $5,700,00 • Mayor's Apprenticeship Program (MAP) - $625,000
• Opportunity Village (OV)- $6,045,761(Service Provider- $3,382,761, Motel Lease-$2,663,000) May 2023 – April 2025 - 155 participants receiving services
- 145 participants exited
- 114 positive exits to permanent/ stable housing
- 21 discharges/involuntary exits (self-exited, physical violence or threats, safety (hoarding/damaged room), substance abuse)
FY25 Goals
• Establish internal procedures, streamline processes, and improve collaboration between division
• Increase access to legal assistance and empowerment through education and advocacy
• Increase community trust and engagement
• Empowering community members to identify community
concerns, connect individuals to resources and advocate for solutions
PSCR Administration
FY25- $65,000
• Consultant- Professional Services
• Pilot Community Ambassador
Program
• Immigration Legal Services Event
• Training (PSCR Dept.)
FY26- $57,500 / FY27- $57,500
• Community Ambassador Program
• Training (City-Wide)
Contracts Professional
Housing and Homelessness
Homeless Services
FY25- $225,000
• Shower Services
• Motel Voucher Program
• Resource Fair
• Laundry Services
• Emergency Housing Assistance
• CORE T eam
FY26- $395,000 / FY27- $405,000
• Shower Services
• Motel Voucher Program
• Laundry Services
• Emergency Housing Assistance
• Safe Parking
• CORE T eam
FY25 Outcomes
• Shower Services
- 1,059 showers (79 unique
participants)
- Monthly average of 231
attendees receiving hygiene
and food resources
• Motel Voucher Program
- 8 participants
• Resource Fair
- 62 Attendees
- 21 Vendors
• Laundry Services
- 356 participants
- 708 vouchers
• Emergency Housing Assistance
20 Households
FY25-27 Goals
• Shower Services
- 3,120 showers
• Laundry Services
- 1,400 vouchers
• Motel Voucher Program
- 10 participants
• Safe Parking
- 50 households
• Emergency Housing
Assistance
- 25 households
Outcomes
- Secure new funding sources to expand programs, services, and maintain sustainability for city initiatives
- Support grant oversight, reporting, compliance and sharing best practices from other cities to enhance effectiveness
- Analysis of current homelessness trends, service gaps, and system inefficiencies, using data collection, stakeholder interviews, and community engagement
- Develop a data-driven, actionable strategic plan that outlines short- term and long-term solutions, aligns with best practices from other cities, and integrates housing, services, and funding strategies Housing and Homelessness
FY25- $79,000
• Consultant- Assessment and
Strategic Plan
Contracts Professional
FY26- $75,000 / FY27- $75,000
• Grant Writer
• Consultant

• Programs: California Violence Intervention and Prevention (CalVIP), Angelo Quinto Community Response Team (AQCRT)
• Events: Empowerment & Healing Walk, Sycamore BeautificationProject, Season's Feast
• Community Engagement: Canvassing/ Event Promotion, Attending Community Events, Attending Community Discussions, Collaborating with Community Based Organizations (CBO's)
Partnerships:
• Non-Profit Organizations, Antioch Police Department, Contra Costa County Probation Department, Antioch Unified School District, Contra Costa County Health, City of Antioch Departments
Violence Intervention and Prevention

• Sycamore Beautification Project:
• 40 Participants canvassed the Sycamore Corridors while removing waste and providing resources; health screening and onsite case management • Empowerment & Healing Walk:
• 45 residents joined the cause walked in solidarity throughout the city of Antioch
• Season's Feast:
• Over 300 community members attended and received resources, gifts and a hot meal
Violence Intervention and Prevention

One Day At A Time: Uplifting Peace’s mission is to reduce gun violence in the city of Antioch by engaging vulnerable youth and young adults, providing resources, and encouraging positive alternatives for healthier, non-violent lifestyles.

Goal: To enhance public health and safety by supporting the evidence-based violence reduction strategy created by Advance Peace to Antioch communities impacted by group member
involved homicides, shootings, and aggravated assaults.

Violence Intervention and Prevention
California Violence Intervention and Prevention(CalVIP) Program- “Uplifting Peace” *Funding Source - Board of State and Community
Corrections (BSCC)*

Outcomes:
• 13 fellows
• 2 fellows gained employment
• 2 fellows certified through Occupational Safety & Health (OSHA), Transportation Worker Identification Credential (TWIC), and in Traffic Control
Total Amount Funded: $1,794,116
[CONSULTANTS: $1,376,422 WAGES: 417,694]
Start date: 05/01/2023
End date: 12/31/2025
Violence Intervention and Prevention
California Violence Intervention and Prevention(CalVIP) Program- “Uplifting Peace” Key Program Metrics & Outcomes
• Participant Engagement & Program Completion
13 out of 15 fellows actively engaged in the Peacemaker Fellowship program, participating in all key mentorship activities, violence intervention initiatives, and LifeMAP (Life Mentoring, Accountability, and Progress) goals designed to help fellows focus on personal growth, community safety, and leadership development. • Reduction of Violence
92% of participants reported a decrease in violent incidents or conflict in their personal lives and communities; 95% of violence intervention goals, such as mediation and de- escalation techniques, were successfully achieved.
• Skill Development & Community Impact
90% of participants demonstrated measurable improvement in conflict resolution, violence prevention strategies, and community engagement; 85% showed personal growth in their ability to contribute to violence reduction within their communities.

Data Collection: Pre/post-program evaluations, mentor reports (email), and skills assessments focused on community impact and safety.

Angelo Quinto Crisis Response Team (AQCRT): AQCRT provides 24/7 community response to low-level, non-life-threatening 911 calls dispatched through the Antioch Police Department Dispatch Center.

Goals:

AQCRT empowers Antioch residents by providing immediate, on-site interventions to mental health and community challenges. Services include de-escalation, mediation, conflict resolution, and social service linkage.

Funded: $5,700,000
Start date: 11/01/2022
End date: 10/31/2025
Funding Source: American Rescue Plan Act (ARPA)*
Angelo Quinto Community Response Team
Felton Institute

Outcomes:
• 6,691 dispatches completed in 2024
• 2,664 welfare checks conducted
• Strong follow-ups and impactful case management services, with 73 follow-up cases managed and 37 client follow-ups conducted by the behavioral health specialist
Angelo Quinto Community Response Team(AQCRT)
Provider: Felton Institute
Youth Services Network
FY25 Personnel- $594,621
2 full-time staff
Youth Services
Network Manager
Youth Services
Programs Coordinator
2 part-time Interns
Wages for internship
participants (for two programs)
FY 26 Personnel- $636,710 / FY27- $651,280
2 full-time staff
Youth Services
Network Manager
Youth Services
Programs Coordinator
2 part-time Interns
Wages for internship
participants (for two programs)

BUILD INTERNSHIP
• 18-26 year-olds
• 15-20 participants per cohort
• 6-week virtual program

SPRINGBOARD INTERNSHIP
• 16-18 year-olds
• 30-32 participants per cohort
• 6-week program
• Reports to various City of Antioch
departments

Operating Supplies- 24-25
$92,250
• Items for youth events such as
games, bus transportation,
food, etc...

ACT/Stipends
$32,000
• YOCH interns
Operating Supplies- 25-27
$92,100
• Items for youth events such
as games, bus
transportation, food, etc...

ACT/Stipends
$32,000
• YOCH interns
Youth Services Network

ANTIOCH COUNCIL

OF TEENS (ACT)
12-18 Y ear Olds
• Number of participants: 72
• Participants who take on leadership roles: 92%
• Number of youth-led initiatives organized to address
local issues: 100%
• Y outh not involved in harmful/disruptive incidents
at school/community:100%

YOCH PROGRAM
This Photo by Unknown Author is licensed under CC BY-NC-ND 12-15 Y ear Olds
• Total amount of youth: 43
• Total hours worked perparticipant: 128
• Increased academic performance: 100%

T E EN BLOCK PART Y

TEEN MOVI E NIGH T

BACK TO SCHO OL

BOWLI NG

T E EN H I KE

T EE N P O T T E RY N I GH T

T E E N S KAT E N IG H T

T EE N PAI N T I NG

E S S E N T I A L M A T E R I A L S A N D R E S O U R C E S

N E E D E D T O S U P P O R T P R O G R A M S ,

A C T I V I T I E S , A N D E V E N T S , I N C L U D I N G

E D U C A T I O N A L T O O L S ,

T R A N S P O R T A T I O N , R E N T I N G V E N U E S , A N D E V E N T S U P P L I E S .

EVEN TS

TEEN SWIM NIGH T
Contracts and Professional Services
(Contracted CBO Strategies)
In FY24 funded 11
programs:
$300,343
In FY25 funded 14
programs:
$352,896
Tutoring Program Performing Arts &
Theatre Program
Basketball
Program
Cosmetology &
Barbering Art Classes Camps (Summer,
Spring, and Fall)
Parenting
Workshops
Student
Coaching 821 participants
Projected to fund
18-20 programs
in FY26 for $400K

NETWORK OF PARTNERS

DREAM TEAM ASPIRE YOUTH

ENGAGMENT

PROGRAMS

PARENTS

CONNECTED

RUBICON

PROGRAMS

RR TRANSITIONAL

HOUSING

ANTIOCH UNIFIED

SCHOOL DISTRICT

FAMIL Y JUSTICE
CENTER

YOUTH SERVICE
CORPS

AND MANY
MORE...

ONE DAY AT A TIME
Mayor’s Apprenticeship Program (MAP)
in partnership with Rubicon Programs
• TIMEFRAME: November 2022 – December 2025
• FUNDING SOURCES
American Rescue Plan Act (ARPA) - $399,522 ( C) + $225,478 (W) Youth Service Corps - $113,320 ( C) + $426,814 (W)
• AGES: 18-26 years old
• 29 participants (9 in progress)
• 17/20 completed program
• 11 secured employment
• WORK-SITE PLACEMENT: Public Works Department
• 20-24 hours a week
RISE – Ready, Inspired, Skilled, Empowered (renamed)
in partnership with Rubicon Programs
• TIMEFRAME: June 2025 through December 2026
• FUNDING SOURCE:Youth Service Corps
• 100% December 2026
• AGES: 18-26 years old
• WORK-SITE PLACEMENT: Animal Services, Recreation Department, Monument Impact, AUSD, Public Works Department. Tri-Delta Transit
• 26-30 hours a week
Grant Funding Opportunities
• Y outh Service Corps
Applying for $1,500,00
FUNDER: California Volunteers, Office of the
Governor
• Employment Social Enterprise
Applying for $1,000,000
FUNDER: Employment Development Department
• Explore the Coast Overnight
Applying for $500,000
FUNDER: Coastal Conservancy
Youth
Services
Metrics &
Outcomes
• Participant Engagement & Program Completion
• 1850+ youth engaged, with an 87% program
completion rate in programs.
• Skill Development & Academic/Personal Growth
• 90% demonstrated measurable skill improvement;
85% showed academic or personal growth.
• Career & Employment Readiness
• 88% secured internships, apprenticeships, or job
placements within six months.
• Community Impact & Goal Achievement
• 95% of planned mentorship hours, training modules,
and community projects successfully completed.
• Satisfaction & Program Effectiveness
• 92% of participants reported high satisfaction; 95%
of program goals met
Data Collection: Post-event surveys via QR codes (SurveyMonkey), Milestone tracking via QR codes (SurveyMonkey)direct email surveys, and facilitator assessments. Doodle attendance tracking, and email confirmations. Employment status check-ins.

Environmental Resilience & Sustainability
The Environmental Sustainability and Resilience Division of the Public Safety and Community Resources Department coordinates much of the city’s efforts towards our agency becoming more sustainable as well as providing programs and information for our community at large to take sustainable action. 2024 & 2025 Accomplishments
• Negotiated and implemented SB1383 compliant amendment to the Franchise Agreement. • Secured SB1383 implementation grant from CalRecycle of $307,000 to increase food recovery and public education.
• Launched Resource Recovery Ambassador program to train community members on recycling processes and proper 3-sort.
• Updated the Climate Action and Resilience Plan for 2025-2030.

Environmental Resilience & Sustainability
2026 & 2027 Objectives:
• Begin the RFP process for new Collections Franchise Agreement ($100,000 in FY27) • Negotiate updates to HHW Operations Agreement with Delta Diablo (1st cost increase since 2005) • Partner with Housing division and local organizations to implement actions from the Climate Action & Resilience Plan
• Hire part-time staff to assist with successful 3-sort at community events • Increase participation in Cleaner Contra Costa Challenge by our residents and other community members • Increase community outreach and engagement at in person events

Budget Study Session

PUBLIC SAFETY & COMMUNITY

RESOURCES BUDGETS

March 4, 2025

Attachment B
BUDGET STUDY SESSION – MARCH 4, 2025
2 DEFINITIONS/EXPLANATIONS OF EXPENSE CATEGORIES USED:

PERSONNEL: All salary and benefit cost associated with full and part-time employees of the City, including projected overtime and standby costs.

MATERIALS & SUPPLIES: Office and operating supplies (pens, paper, etc); postage; copier charges; printing costs; chemicals; pipes & fittings; fuel; paving and building materials and other miscellaneous operating supplies and costs.

CONTRACTS: Contracts for professional services such as legal services, landscape services, design services, software maintenance, repairs, outside staffing (plan review, etc.), County lab testing, etc.

COMPUTER/PHONE MAINTENANCE & REPLACEMENT: The Information Services Department is responsible for Citywide computer and phone maintenance and replacement of devices and is accounted for in an Internal Service Fund of the City. Departments are charged/allocated a share of the cost of maintaining the Information Services Department as well as a charge to put aside money in the Information Services Internal Service Fund for future replacement of devices.

VEHICLE MAINTENANCE & REPLACEMENT: The City’s Vehicle/Fleet Division is responsible for Citywide vehicle maintenance and replacement of vehicles and is accounted for in an Internal Service Fund of the City. Departments are charged/allocated a share of cost of maintaining the Vehicle/Fleet Division as well as a charge to put aside money in the Vehicle Replacement Internal Service Fund for future replacement of vehicles.

BUSINESS EXPENSE: Expenses related to costs of training, conferences, membership dues to organizations, long distance phone charges, recruitment, etc.

UTILITIES: Electricity and gas charges.

FURNITURE & EQUIPMENT: Includes office furniture, computer/software purchases, vehicle purchases and other equipment needs.

INTERNAL SERVICES: As determined by the City’s Cost Allocation Plan last updated in 2023, this is the cost of General Fund services provided to other departments. The amount is allocated to funds other than the General Fund and shown as a “positive” Internal Services expense in those funds and as a “negative” Internal Services expense in the General Fund departments that are being allocated.

BUDGET STUDY SESSION – MARCH 4, 2025
3 PUBLIC SAFETY AND COMMUNITY RESOURCES* – GENERAL FUND

*NOTE: Environmental Services and CDBG programs/staffing accounted for in Special Revenue Funds

Public Safety and Community Resources Director
Youth Network Services
Youth Network Services Manager
Youth Services Program Coordinator
Housing and Homelessness
Unhoused Resident Coordinator
Violence Intervention and Prevention
Public Safety Manager
Community Engagement Coordinator
Environmental Sustainability & Resilience
Administrative Analyst (2)
Administrative Assistant
CDBG/Housing Successor
Administrative Analyst
Housing Program Specialist
# of Department Positions General Fund Special Revenue Funds

11.00 6.75 4.25
BUDGET STUDY SESSION – MARCH 4, 2025
4 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 services, unhoused resident services, violence intervention, community engagement, environmental services and CDBG/Housing Successor activities. The department is responsible for building partnerships and developing strategies that enhance the productivity and sustainability of public and community-based resources as well as for the administration of programs and initiatives that foster public trust 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 implementing initiatives that foster greater community well-being and public safety that provides Antioch residents and other stakeholders with credible, customized, and responsive opportunities.

PUBLIC SAFETY AND COMMUNITY RESOURCES GENERAL FUND SUMMARY

2021-22 2022-23 2023-24 2024-25 2024-25 2025-26 % 2026-27 % Actual Actual Actual Budget Revised Proposed Change Proposed Change SOURCE OF FUNDS:
1% Sales Tax 494,459 734,088 1,693,019 3,013,473 2,360,312 0 -100%1 0 0% Total Source of Funds 494,459 734,088 1,693,019 3,013,473 2,360,312 0 -100% 0 0%

USE OF FUNDS:

Personnel 345,723 808,870 1,104,244 1,739,842 1,400,435 1,512,897 8% 1,566,386 4% Services & Supplies 187,538 809,395 590,175 1,160,183 1,033,877 2,918,766 176% 3,653,766 25% Total Use of Funds 533,261 1,618,265 1,694,419 2,900,025 2,434,312 4,431,663 80% 5,220,152 18%

Funded Funded Funded
2024-25 2025-26 2026-27
Funded FTE’s (General Fund)
Youth Network Services 2.00 2.00 2.00
Housing and Homelessness 1.00 1.00 1.00
Violence Intervention and Prevention 2.00 2.00 2.00 Administration 1.75 1.75 1.75
Total Public Safety and Community Resources Funded FTE's 6.75 6.75 6.75

1VARIANCE: Measure W funds allocated in prior year. City Council to determine next two-year funding allocations.

BUDGET STUDY SESSION – MARCH 4, 2025
5 Youth Network Services (100-4700)

2021-22 2022-23 2023-24 2024-25 2024-25 2025-26 % 2026-27 % Actual Actual Actual Budget Revised Proposed Change Proposed Change

Source of Funds:
1% Sales Tax 494,459 734,088 903,646 1,020,526 1,086,577 0 -100%1 0 0% Total Source of Funds 494,459 734,088 903,646 1,020,526 1,086,577 0 -100% 0 0%

Use of Funds:

Personnel 306,921 442,470 518,630 546,270 594,621 636,710 7%2 651,280 2% Supplies 12,439 51,256 46,582 92,250 92,250 92,100 0% 92,100 0% Youth Stipends/Council of Teens 10,725 9,010 18,775 52,000 32,000 32,000 0% 32,000 0% Contracts 163,674 226,112 300,343 352,896 352,896 400,000 13% 400,000 0% Computer/Phone Maint. & Replace 0 0 1,400 1,400 1,810 1,810 0% 1,810 0% Business Expense 700 5,240 17,916 12,000 13,000 13,000 0% 13,000 0% Total Use of Funds 494,459 734,088 903,646 1,056,816 1,086,577 1,175,620 8% 1,190,190 1%

Funded FTE’s 2.20 2.20 2.00 2.00 2.00 2.00 2.00

1VARIANCE: Measure W previously funded total program. Council deliberation on FY26 and 27 needed. 2VARIANCE: Increase in part-time help and other benefit costs.

BUDGET STUDY SESSION – MARCH 4, 2025
6 Housing and Homelessness (100-4705)

2021-22 2022-23 2023-24 2024-25 2024-25 2025-26 % 2026-27 % Actual Actual Actual Budget Revised Proposed Change Proposed Change Source of Funds:
1% Sales Tax 0 0 248,513 317,237 401,193 0 -100%1 0 0%
Total Source of Funds 0 0 248,513 317,237 401,193 0 -100% 0 0%

Use of Funds:

Personnel 38,802 149,330 147,778 188,808 163,383 191,989 18%2 197,901 3% Contracts 0 158,650 70,583 86,350 79,000 75,000 -5% 75,000 0% Homeless Services 0 302,833 25,888 224,009 225,000 395,000 58%3 405,000 3% Computer/Phone Maint. & Replace 0 0 1,400 1,400 1,810 1,810 0% 1,810 0% Business Expense 0 510 2,864 6,000 6,000 6,000 0% 6,000 0% Total Use of Funds 38,802 611,323 248,513 506,567 475,193 669,799 34% 685,711 2%

Funded FTE’s 1.15 1.15 1.00 1.00 1.00 1.00 1.00

1VARIANCE: Measure W previously funded total program. Council deliberation on FY26 and 27 needed. 2VARIANCE: Salary savings in FY25.
3VARIANCE: Increase in CORE Team funding and expanded shower, laundry, resource faire and safe parking programs.

BUDGET STUDY SESSION – MARCH 4, 2025
7 Violence Intervention and Prevention (100-4706)

2021-22 2022-23 2023-24 2024-25 2024-25 2025-26 % 2026-27 % Actual Actual Actual Budget Revised Proposed Change Proposed Change Source of Funds:
1% Sales Tax1 0 0 102,452 290,353 276,274 0 -100%1 0 0% Total Source of Funds 0 0 102,452 290,353 276,274 0 -100% 0 0%

Use of Funds:

Personnel 0 54,581 99,531 237,578 218,464 209,789 -4% 225,985 8% Supplies 0 0 0 0 0 20,000 100%2 20,000 0%
Contracts 0 69 0 50,000 50,000 1,750,000 3400%3 2,475,000 41%3 Computer/Phone Maint. & Replace 0 0 1,400 1,400 1,810 1,810 0% 1,810 0% Business Expense 0 0 1,521 6,000 6,000 12,000 100%2 12,000 0% Total Use of Funds 0 54,650 102,452 294,978 276,274 1,993,599 622% 2,734,795 37%

Funded FTE’s 0.00 2.15 2.00 2.00 2.00 2.00 2.00

1VARIANCE: Measure W previously funded total program. Council deliberation on FY26 and 27 needed. 2VARIANCE: Community Engagement division being consolidated here starting in FY26. 3VARIANCE: Angelo Quinto Crisis Response Team funding for remainder of FY once ARPA funds depleted and a full year of General Fund funding in FY27.

BUDGET STUDY SESSION – MARCH 4, 2025
8 Community Engagement (100-4707)

2021-22 2022-23 2023-24 2024-25 2024-25 2025-26 % 2026-27 % Actual Actual Actual Budget Revised Proposed Change Proposed Change Source of Funds:
1% Sales Tax 0 0 0 761,149 27,810 0 -100% 0 0%
Total Source of Funds 0 0 0 761,149 27,810 0 -100%1 0 0%

Use of Funds:

Personnel 0 48,714 0 294,923 0 0 0% 0 0%
Contracts 0 0 0 100,000 25,000 0 -100% 0 0%
Computer/Phone Maint. & Replace 0 0 1,400 1,400 1,810 0 -100% 0 0% Business Expense 0 0 0 6,000 1,000 0 -100% 0 0%
Total Use of Funds 0 48,714 1,400 402,323 27,810 0 -100%1 0 0%

Funded FTE’s 0.00 4.15 4.00 4.00 0.00 0.00 0.00
1VARIANCE: This division being consolidated into Violence Intervention and Prevention starting in FY26 and the four Community Resource Specialists positions are being eliminated and converted to second Assistant City Manager position in proposed budget.

BUDGET STUDY SESSION – MARCH 4, 2025
9 Public Safety and Community Resources Administration (100-4708)

2021-22 2022-23 2023-24 2024-25 2024-25 2025-26 % 2026-27 % Actual Actual Actual Budget Revised Proposed Change Proposed Change Source of Funds:
1% Sales Tax 0 0 438,408 624,208 568,458 0 -100%1 0 0%
Total Source of Funds 0 0 438,408 624,208 568,458 0 -100% 0 0%

Use of Funds:

Personnel 0 113,775 338,305 472,263 423,967 474,409 12%2 491,220 4% Supplies 0 21,659 17,076 26,500 20,600 16,600 -19% 16,600 0% Contracts 0 17,370 0 76,900 65,000 57,500 -12% 57,500 0% Computer/Phone Maint. & Replace 0 5,000 22,678 22,678 27,891 29,701 6% 29,701 0% Vehicle Maint/Replacement 0 0 5,000 2,500 2,500 935 -63% 935 0% Business Exp/Conf./Dues 0 11,686 16,853 28,500 28,500 13,500 -53% 13,500 0% Furniture & Equipment 0 0 38,496 10,000 0 0 0% 0 0%
Total Use of Funds 0 169,490 438,408 639,341 568,458 592,645 4% 609,456 3%

Funded FTE’s 0.00 1.10 1.75 1.75 1.75 1.75 1.75

1VARIANCE: Measure W previously funded total program. Council deliberation on FY26 and 27 needed. 2VARIANCE: Increase in part-time help in FY26.

BUDGET STUDY SESSION – MARCH 4, 2025
10 ERF GRANT (203)

The City of Antioch was awarded $6,812,686 in State Encampment Resolution Funds (ERF), which helps communities address dangerous encampments and support people experiencing unsheltered homelessness. The funds are intended to infuse critical resources in communities throughout California so that unhoused Californians can access the essential housing and supportive services they need to achieve long-term stability.

ERF GRANT (FUND 203)
Statement of Revenues, Expenditures and Change in Fund Balance

2022-23 2023-24 2024-25 2024-25 2025-26 % 2026-27 %
Actual Actual Budget Revised Proposed Change Proposed Change Beginning Balance, July 1 $0 $0 $0 $0 $0 $0

Revenue Source:

Revenue from Other Agencies 0 0 0 3,244,136 1,872,068 -42% 1,372,068 -27% Total Revenue 0 0 0 3,244,136 1,872,068 -42% 1,372,068 -27%

Expenditures:

Contracts Professional 0 0 0 3,173,770 1,731,335 -45% 1,231,335 -29% Contracts – C.O.R.E. Team 0 0 0 70,366 140,733 100% 140,733 0% Total Expenditures 0 0 0 3,244,136 1,872,068 -42% 1,372,068 -27%

Ending Balance, June 30 $0 $0 $0 $0 $0 $0

BUDGET STUDY SESSION – MARCH 4, 2025
11 CALIFORNIA VOLUNTEERS GRANT (204)

The City received a $540,134.61 grant from the State of California OPR/California Volunteers to expand on the existing Mayor’s Apprenticeship program. Through this grant the City will be partnering with Rubicon Programs, and young adults will work on public service in the Public Works Department and climate change areas in the Public Safety and Community Resources Department. Focus areas include, beautification projects, sustainable landscaping, waterfront stewardship and green infrastructure projects. The grant runs May 9, 2024 through December 31, 2025.

CALIFORNIA VOLUNTEERS GRANT (FUND 204)
Statement of Revenues, Expenditures and Change in Fund Balance

2022-23 2023-24 2024-25 2024-25 2025-26 % 2026-27 %
Actual Actual Budget Revised Proposed Change Proposed Change Beginning Balance, July 1 $0 $0 $0 $0 $0 $0

Revenue Source:

Revenue from Other Agencies 0 0 810,203 270,068 270,066 0% 0 -100% Total Revenue 0 0 810,203 270,068 270,066 0% 0 -100%1

Expenditures:

Personnel 0 0 0 260,393 260,392 0% 0 -100%
Services and Supplies 0 0 810,203 9,675 9,674 0% 0 -100% Total Expenditures 0 0 810,203 270,068 270,066 0% 0 -100%1

Ending Balance, June 30 $0 $0 $0 $0 $0 $0
1VARIANCE: Grant ends 12/31/25

BUDGET STUDY SESSION – MARCH 4, 2025
12 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 purpose of the grant is to improve public health and safety by supporting effective violence 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

2022-23 2023-24 2024-25 2024-25 2025-26 % 2026-27 %
Actual Actual Budget Revised Proposed Change Proposed Change Beginning Balance, July 1 $0 ($28,325) ($234,274) ($234,274) $0 $0

Revenue Source:

Revenue from Other Agencies 0 262,409 686,044 1,137,173 209,789 -82% 225,985 8% Total Revenue 0 262,409 686,044 1,137,173 209,789 -82% 225,985 8%

Expenditures:

Personnel 5,768 97,004 246,299 246,299 209,789 100% 225,985 8% Services & Supplies 22,557 371,354 656,600 656,600 0 -100% 0 0% Total Expenditures 28,325 468,358 902,899 902,899 209,789 -77% 225,985 8%

Ending Balance, June 30 ($28,325) ($234,274) ($451,129) $0 $0 $0 NOTE: Grant pays for 50% of Public Safety Manager and 50% of Community Engagement Coordinator over the two-year period. The Department is applying for the next grant cycle to continue funding the positions and programs and thus FY27 proposed budget is in anticipation of additional grant funding.

BUDGET STUDY SESSION – MARCH 4, 2025
13 PLHA GRANT (208)

The City’s PLHA program, funded through State PLHA (Permanent Local Housing Allocation) funds, is administered through the Public 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 downpayment assistance through the Antioch Home Ownership Program (AHOP). The City will be receiving additional funds in 2026 and 2027.

PLHA GRANT (FUND 208)
Statement of Revenues, Expenditures and Change in Fund Balance

2022-23 2023-24 2024-25 2024-25 2025-26 % 2026-27 %
Actual Actual Budget Revised Proposed Change Proposed Change Beginning Balance, July 1 $0 $0 $0 $0 $0 $0

Revenue Source:

Revenue from Other Agencies 0 151,910 645,614 645,614 337,975 -48% 259,046 -23% Total Revenue 0 151,910 645,614 645,614 337,975 -48% 259,046 -23%

Expenditures:

Services & Supplies 0 151,910 645,614 645,614 337,975 -48% 259,046 -23% Total Expenditures 0 151,910 645,614 645,614 337,975 -48% 259,046 -23%

Ending Balance, June 30 $0 $0 $0 $0 $0 $0

BUDGET STUDY SESSION – MARCH 4, 2025
14 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 services which benefit low- and moderate-income persons and provide infrastructure improvements in low/moderate areas.

COMMUNITY DEVELOPMENT BLOCK GRANT (FUND 212)
Statement of Revenues, Expenditures and Change in Fund Balance

2022-23 2023-24 2024-25 2024-25 2025-26 % 2026-27 %
Actual Actual Budget Revised Proposed Change Proposed Change

Beginning Balance, July 1 $212,530 $230,516 $230,516 $230,516 $230,516 $230,516

Revenue Source:

Revenue from Other Agencies 1,606,752 482,066 1,675,759 1,652,679 947,738 -43% 326,647 -66% Other 17,986 0 0 0 0 0% 0 0%
Total Revenue 1,624,738 482,066 1,675,759 1,652,679 947,738 -43% 326,647 -66%

Expenditures:

Personnel 15,084 131,242 233,808 210,728 194,538 -8% 83,447 -57% Services & Supplies 1,591,668 350,824 1,441,951 1,441,951 753,200 -48% 243,200 -68% Total Expenditures 1,606,752 482,066 1,675,759 1,652,679 947,738 -43% 326,647 -66%

Ending Balance June 30 $230,516 $230,516 $230,516 $230,516 $230,516 $230,516

BUDGET STUDY SESSION – MARCH 4, 2025
15 COMMUNITY BENEFIT PROGRAM FUND (217)

The City is a partner of an affordable housing tax credit bond transaction that requires the partner entity to provide the City with an annual payment to benefit the lower income community. This fund has been established to account for the annual payment and provide grants or programs to the City’s lower and moderate- income community.

COMMUNITY BENEFIT PROGRAM (FUND 217)
Statement of Revenues, Expenditures and Change in Fund Balance

2022-23 2023-24 2024-25 2024-25 2025-26 % 2026-27 %
Actual Actual Budget Revised Proposed Change Proposed Change

Beginning Balance, July 1 $0 $0 $0 $0 $4,882 $6,957

Revenue Source:

Investment Income 0 0 200 200 225 13% 250 11%
Revenue from Other Agencies 0 0 1,900 1,900 1,900 0% 1,900 0% Transfers In 0 0 2,832 2,832 0 -100% 0
Total Revenues 0 0 4,932 4,932 2,125 -57% 2,150 1%

Expenditures:

Services & Supplies 0 0 50 50 50 0% 50 0%
Total Expenditures 0 0 50 50 50 0% 50 0%

Ending Balance, June 30 $0 $0 $4,882 $4,882 $6,957 $9,057

BUDGET STUDY SESSION – MARCH 4, 2025
16 SOLID WASTE REDUCTION FUND (226)

This fund operates as the Environmental Sustainability and Resilience division under the Public Safety and Community Resources Department. Used Oil funds are used for the collection of oils and filters as part of the curbside recycling program and at the East County Household Hazardous Waste Collection Facility. The Solid Waste Reductions Program was established to help the City meet State mandates to divert waste from landfills through waste reduction, reuse and recycling. In addition. Staff assigned to this fund also coordinate much of the City’s efforts toward the City becoming more sustainable as well as providing programs and information for our community at large to take a sustainable action.

SOLID WASTE (FUND 226)
Statement of Revenues, Expenditures and Change in Fund Balance

2022-23 2023-24 2024-25 2024-25 2025-26 % 2026-27 %
Actual Actual Budget Revised Proposed Change Proposed Change

Beginning Balance, July 1 $218,826 $261,552 $379,421 $379,421 $332,621 $356,646

Revenue Source:

Investment Income 9,022 18,014 1,000 30,000 20,000 -33% 1,000 -95% Revenue from Other Agencies 206,594 45,173 211,788 211,788 164,000 -23% 34,000 -79% Franchise Fees 160,000 320,000 320,000 320,000 400,000 25% 400,000 0% Other 31,961 36,599 23,000 23,000 0 -100% 0 0%
Total Revenue 407,577 419,786 555,788 584,788 584,000 0% 435,000 -26%

Expenditures:

Personnel 156,888 165,208 263,831 263,831 272,523 3% 287,412 5% Services & Supplies 166,803 102,491 319,898 322,341 248,716 -23% 389,784 57% Internal Services 41,160 34,218 39,163 45,416 38,736 -15% 38,736 0% Total Expenditures 364,851 301,917 622,892 631,588 559,975 -11% 715,932 28%

Ending Balance, June 30 $261,552 $379,421 $312,317 $332,621 $356,646 $75,714

Funded Funded Funded
Funded FTE’s 2024-25 2025-26 2026-27
Solid Waste Reduction 0.78 0.78 0.78

BUDGET STUDY SESSION – MARCH 4, 2025
17 SOLID WASTE REDUCTION FUND (226) (Continued)

SOLID WASTE REDUCTION – USED OIL (226-5220)

The California Oil Recycling Enhancement Act of 1991 has placed a $0.16 per gallon fee on motor oil sales for the purpose of funding programs encouraging the proper collection and disposal of used oil. One of the means used to achieve this is the Oil Payment Program (OPP) which is a noncompetitive grant essentially awarded to any community that will pledge to use it solely for used oil recycling activities. The City must apply for these funds on an annual basis. The money is used to fund collection of oil and filters at the East County Household Hazardous Waste Collection Facility and public outreach on the topic.

SOLID WASTE USED OIL (226-5220)

2022-23 2023-24 2024-25 2024-25 2025-26 % 2026-27 %
Actual Actual Budget Revised Proposed Change Proposed Change Source of Funds:

Revenue from Other Agencies 17,613 15,987 14,000 14,000 14,000 0% 14,000 0% Total Source of Funds 17,613 15,987 14,000 14,000 14,000 0% 14,000 0%

Use of Funds:

Personnel 0 0 1,050 1,050 1,050 0% 1,063 0%
Services & Supplies 14,564 14,830 18,200 18,200 13,000 -29% 13,000 0% Internal Services 1,774 2,689 2,931 3,641 2,878 -21% 2,878 0% Total Use of Funds 16,338 17,519 22,181 22,891 16,928 -26% 16,941 0%

BUDGET STUDY SESSION – MARCH 4, 2025
18 SOLID WASTE REDUCTION FUND (226) (Continued)

SOLID WASTE REDUCTION (226-5225)

The Solid Waste Reduction Fund was originally created to address AB 939 which mandated cities to achieve waste diversion goals. The Solid Waste Disposal Measurement Act (SB1016) maintained the 50% diversion requirement in AB939 but changed compliance measurement to a disposal based system expressed as the 50% Equivalent Per Capita Disposal Target. The 50% reduction goal must be maintained indefinitely once it is reached and is calculated for Antioch at pounds per person per day cap of 4.2. As we move forward, the fund is used to achieve compliance with new state laws such as SB1826 (Mandatory Commercial Organics) and upcoming regulations of SB1383 (Short Lived Climate Pollutants).

SOLID WASTE REDUCTION (226-5225)

2022-23 2023-24 2024-25 2024-25 2025-26 % 2026-27 %
Actual Actual Budget Revised Proposed Change Proposed Change Source of Funds:

Franchise Fees 160,000 320,000 320,000 320,000 400,000 25% 400,000 0% Investment Income 9,022 18,014 1,000 30,000 20,000 -33% 1,000 -95% Revenue from Other Agencies 188,981 29,186 197,788 197,788 150,000 -24% 20,000 -87% Other 31,961 36,599 23,000 23,000 0 -100% 0 0%
Total Source of Funds 389,964 403,799 541,788 570,788 570,000 0% 421,000 -26%

Use of Funds:

Personnel 156,888 165,208 262,781 262,781 271,473 3% 286,349 5% Services & Supplies 152,239 87,661 301,698 304,141 235,716 -22% 376,784 60%1 Internal Services 39,386 31,529 36,232 41,775 35,858 -14% 35,858 0% Total Use of Funds 348,513 284,398 600,711 608,697 543,047 -11% 698,991 29%

Funded FTE'S 0.78 0.78 0.78 0.78 0.78 0.78

1VARIANCE: Consultant contract for new RFP for garbage franchise and increase in shared program costs with Delta Diablo for Household Hazardous Waste Program.

BUDGET STUDY SESSION – MARCH 4, 2025
19 ENERGY EFFICIENCY & CONSERVATION DIVISION OF CAPITAL IMPROVEMENT FUND (311-2535)

The Energy Efficiency & Conservation division is a subset of the Capital Improvement Fund and was established in FY11 to account for PG&E rebate funds received from the Honeywell Retro Fit project used for energy efficiency and conservation programs. This fund is used to implement actions in the Climate Action and Resilience Plan and engage community members in energy efficiency and emissions reduction.

ENERGY EFFICIENCY & CONSERVATION (311-2535)

2022-23 2023-24 2024-25 2024-25 2025-26 % 2026-27 %
Actual Actual Budget Revised Proposed Change Proposed Change Revenue Source:

Other 6,962 32,446 41,305 41,689 5,501 -87% 0 -100%
Total Revenue 6,962 32,446 41,305 41,689 5,501 -87%1 0 -100%

Expenditures:

Personnel 0 0 0 0 15,783 100% 15,819 0%
Services & Supplies 6,029 31,210 40,000 40,000 40,000 0% 40,000 0% Internal Services 933 1,236 1,305 1,689 2,218 31% 2,218 0% Total Expenditures 6,962 32,446 41,305 41,689 58,001 39% 58,037 0%

1NOTE: Rebate funds are depleted in FY26 and a funding source needs to be determined in order to continue funding CARP implementation. Without additional funding, the FY26 revised will need to be reduced to the remaining funds available and the FY27 budget will need to be reduced to zero and CARP implementation will be halted.

BUDGET STUDY SESSION – MARCH 4, 2025
20 CDBG REVOLVING LOAN FUND (236)

This fund was set up at the request of the U.S. Department of Housing and Urban Development’s request that the City develop a Revolving Loan Fund for the Owner Occupied Housing Rehabilitation Program (also known as the Neighborhood Preservation Program). A majority of the ending balance in the fund is the balance of housing loans that have been given out by the City but not yet repaid.

COMMUNITY DEVELOPMENT BLOCK GRANT REVOLVING LOAN (FUND 236) Statement of Revenues, Expenditures and Change in Fund Balance

2022-23 2023-24 2024-25 2024-25 2025-26 % 2026-27 %
Actual Actual Budget Revised Proposed Change Proposed Change

Beginning Balance, July 1 $6,344,847 $5,892,093 $5,896,673 $5,896,673 $5,901,830 $5,896,930

Revenue Source:

Investment Income 6,564 3,470 100 5,000 100 -98% 100 0% Other 48,606 1,110 0 3,627 0 -100% 0 0%
Total Revenue 55,170 4,580 100 8,627 100 -99% 100 0%

Expenditures:

Services & Supplies 11,833 0 0 3,470 5,000 44% 0 0%
Capital Outlay 496,091 0 0 0 0 0% 0 0%
Total Expenditures 507,924 0 0 3,470 5,000 44% 0 0%

Ending Balance, June 30 $5,892,093 $5,896,673 $5,896,773 $5,901,830 $5,896,930 $5,897,030

BUDGET STUDY SESSION – MARCH 4, 2025
21 OPIOID SETTLEMENT - DISTRIBUTOR (260)

This fund accounts for monies the City is to receive from a national opioid settlement with pharmaceutical distributors McKesson, Cardinal Health, and AmerisourceBergen that will provide substantial funds to agencies throughout California for the abatement of the opioid epidemic in California. Expenditures must include activities tied to the ending, reduction or lessening the effects of the opioid epidemic and include prevention, intervention, harm reduction, and treatment and recovery services.

OPIOID SETTLEMENT – DISTRIBUTOR (FUND 260)
Statement of Revenues, Expenditures and Change in Fund Balance

2022-23 2023-24 2024-25 2024-25 2025-26 % 2026-27 %
Actual Actual Budget Revised Proposed Change Proposed Change

Beginning Balance, July 1 $0 $41,385 $69,294 $69,294 $69,294 $69,294

Revenue Source:

Revenue – Opioid Settlement 41,385 27,909 22,603 22,603 22,603 0% 22,603 0% Total Revenue 41,385 27,909 22,603 22,603 22,603 0% 22,603 0%

Expenditures:

Services & Supplies 0 0 100 22,603 22,603 0% 22,603 0% Total Expenditures 0 0 100 22,603 22,603 0% 22,603 0%

Ending Balance, June 30 $41,385 $69,294 $91,797 $69,294 $69,294 $69,294

BUDGET STUDY SESSION – MARCH 4, 2025
22 OPIOID SETTLEMENT - JANSSEN (262)

This fund accounts for monies the City is to receive from a national opioid settlement with prescription opioid manufacturer Janssen Pharmaceuticals that will provide substantial funds to agencies throughout California for the abatement of the opioid epidemic in California. Expenditures must include activities tied to the ending, reduction or lessening the effects of the opioid epidemic and include prevention, intervention, harm reduction, and treatment and recovery services.

OPIOID SETTLEMENT – JANSSEN (FUND 262)
Statement of Revenues, Expenditures and Change in Fund Balance

2022-23 2023-24 2024-25 2024-25 2025-26 % 2026-27 %
Actual Actual Budget Revised Proposed Change Proposed Change

Beginning Balance, July 1 $0 $0 $12,609 $12,609 $12,609 $12,609

Revenue Source:

Revenue – Opioid Settlement 0 12,609 20,000 20,000 20,000 0% 20,000 0% Total Revenue 0 12,609 20,000 20,000 20,000 0% 20,000 0%

Expenditures:

Services & Supplies 0 0 0 20,000 20,000 0% 20,000 0%
Total Expenditures 0 0 0 20,000 20,000 0% 20,000 0%

Ending Balance, June 30 $0 $12,609 $32,609 $12,609 $12,609 $12,609

BUDGET STUDY SESSION – MARCH 4, 2025
23 OPIOID SETTLEMENT – ABATEMENT II (263)

This fund accounts for monies the City is to receive from a national opioid settlement with prescription opioid manufacturer Mallinckrodt plc that will provide substantial funds to agencies throughout California for the abatement of the opioid epidemic in California. Expenditures must include activities tied to the ending, reduction or lessening the effects of the opioid epidemic and include prevention, intervention, harm reduction, and treatment and recovery services. Funds are administered through the National Opioid Abatement Trust II.

OPIOID SETTLEMENT – ABATEMENT II (FUND 263)
Statement of Revenues, Expenditures and Change in Fund Balance

2022-23 2023-24 2024-25 2024-25 2025-26 % 2026-27 %
Actual Actual Budget Revised Proposed Change Proposed Change

Beginning Balance, July 1 $0 $3,309 $7,203 $7,203 $7,203 $7,203

Revenue Source:

Revenue – Opioid Settlement 3,309 3,894 0 0 0 0% 0 0%
Total Revenue 3,309 3,894 0 0 0 0% 0 0%

Expenditures:

Services & Supplies 0 0 0 0 0 0% 0 0%
Total Expenditures 0 0 0 0 0 0% 0 0%

Ending Balance, June 30 $3,309 $7,203 $7,203 $7,203 $7,203 $7,203

BUDGET STUDY SESSION – MARCH 4, 2025
24 OPIOID SETTLEMENT – ABATEMENTS (264)

This fund accounts for monies the City is to receive from a national opioid settlement with prescription opioid distributors Allergan Finance, LLC and Allergan Limited, CVS Health Corporation, Teva Pharmaceutical Industries Ltd., Walmart Inc. and Walgreens Co. that will provide substantial funds to agencies throughout California for the abatement of the opioid epidemic in California. Expenditures must include activities tied to the ending, reduction or lessening the effects of the opioid epidemic and include prevention, intervention, harm reduction, and treatment and recovery services.

OPIOID SETTLEMENT – ABATEMENTS (FUND 264)
Statement of Revenues, Expenditures and Change in Fund Balance

2022-23 2023-24 2024-25 2024-25 2025-26 % 2026-27 %
Actual Actual Budget Revised Proposed Change Proposed Change

Beginning Balance, July 1 $0 $0 $0 $0 $0 $0

Revenue Source:

Revenue – Opioid Settlement 0 0 124,008 131,272 131,272 0% 131,272 0% Total Revenue 0 0 124,008 131,272 131,272 0% 131,272 0%

Expenditures:

Services & Supplies 0 0 0 131,272 131,272 0% 131,272 0% Total Expenditures 0 0 0 131,272 131,272 0% 131,272 0%

Ending Balance, June 30 $0 $0 $124,008 $0 $0 $0

BUDGET STUDY SESSION – MARCH 4, 2025
25 OPIOID SETTLEMENT – MCKINSEY (265)

This fund accounts for monies the City is to receive from a national opioid settlement with prescription opioid consultant McKinsey & Company, Inc. for their role in advising opioid manufacturers and other industry participants how to sell as many prescription opioids as possible. The funds will provide substantial funds to agencies throughout California for the abatement of the opioid epidemic in California. Expenditures must include activities tied to the ending, reduction or lessening the effects of the opioid epidemic and include prevention, intervention, harm reduction, and treatment and recovery services.

OPIOID SETTLEMENT – ABATEMENT II (FUND 263)
Statement of Revenues, Expenditures and Change in Fund Balance

2022-23 2023-24 2024-25 2024-25 2025-26 % 2026-27 %
Actual Actual Budget Revised Proposed Change Proposed Change

Beginning Balance, July 1 $0 $0 $0 $0 $0 $0

Revenue Source:

Revenue – Opioid Settlement 0 0 5,446 5,446 5,446 0% 5,446 0% Total Revenue 0 0 5,446 5,446 5,446 0% 5,446 0%

Expenditures:

Services & Supplies 0 0 0 5,446 5,446 0% 5,446 0%
Total Expenditures 0 0 0 5,446 5,446 0% 5,446 0%

Ending Balance, June 30 $0 $0 $5,446 $0 $0 $0

BUDGET STUDY SESSION – MARCH 4, 2025
26 HOUSING FUND (227)

The former Low and Moderate Income Housing Fund has been renamed to the Housing Fund with the election by the City to become Housing Successor the Antioch Development Agency. The Housing Fund accounts for funding for programs and loans for low and moderate housing activities. A large portion of the fund balance represents the balance of housing loan receivables due the agency.

HOUSING FUND (FUND 227)
Statement of Revenues, Expenditures and Change in Fund Balance

2022-23 2023-24 2024-25 2024-25 2025-26 % 2026-27 %
Actual Actual Budget Revised Proposed Change Proposed Change Beginning Balance, July 1 $16,503,266 $15,930,610 $15,450,859 $15,450,859 $14,500,355 $10,521,146

Revenue Source:

Investment Income 171,925 345,256 20,000 180,450 25,000 -86% 12,000 -52% Other 0 0 0 0 0 0% 0 0%
Total Revenue 171,925 345,256 20,000 180,450 25,000 -86% 12,000 -52%

Expenditures:

Personnel 69,845 66,960 234,896 154,670 248,198 60% 269,169 8% Services & Supplies 630,076 683,723 3,872,500 872,500 3,680,000 322%1 455,000 -88% Transfers Out 0 0 2,832 2,832 0 -100% 0 0%
Internal Services 44,660 74,324 77,080 100,952 76,011 -25% 76,011 0% Total Expenditures 744,581 825,007 4,187,308 1,130,954 4,004,209 254% 800,180 -80%

Ending Balance, June 30 $15,930,610 $15,450,859 $11,283,551 $14,500,355 $10,521,146 $9,732,966

1VARIANCE: FY26 includes $1.5M in funding for Hope Solutions Village and $1.5M in funding for Novin Development Grace Commons.

1 Agenda Item #

STAFF REPORT TO THE CITY COUNCIL

DATE: Regular Meeting of March 11, 2025

TO: Honorable Mayor and Members of the City Council

SUBMITTED BY: Bessie Marie Scott, City Manager

SUBJECT: City Council 90-Day Request List - Discussion on the Creation of a Homeless/Unhoused Ad Hoc Committee

RECOMMENDED ACTION
It is recommended that the City Council discuss and provide direction to City staff.

FISCAL IMPACT
The recommended action has no fiscal impact at this time.

DISCUSSION
This item is for the City Council’s discussion requested by Mayor Bernal (90-Day Request List, February 2025) to explore the possible creation of a Council Ad Hoc Committee to strategize with a like -minded coalition around strategic and sustainable approaches to address homelessness and increase services for the unhoused population of our community here in Antioch. It is noted that the entire city is impacted by the lack of addressing the needs of the most marginalized within our community, and as a collective we should compassionately and intentionally address the root cause issues impacting those in Antioch who are at risk of being unhoused or are currently/intermittently experiencing homelessness. This is a devastating social problem that reflects broader systemic failures and social inequalities which diminish us all . By extending aid to our unhoused residents, the city commits to our values which include upholding the inherent dignity of every person in Antioch, while we reaffirm the principles of caring for one another across our community . Homelessness often stems from complex systemic issues, including poverty, lack of affordable housing, mental health challenges, and substance use disorders.

Considerations for such an Ad Hoc Committee include that o n November 11, 2024, the City Manager requested that Public Safety and Community Resources Department (PSCR) work with her to create an ‘Antioch Unhoused Advisory Council/ Task Force ’ during the first quarter of 2025 in order to quickly mobilize efforts around standing up a day shelter and identifying ways to increase service provisions aimed at assisting

Antioch City Council Report
March 11, 2025 Agenda Item#1 2
residents who are unstably housed, at risk of becoming unhoused, or are currently and/or chronically unhoused in Antioch. The City Manager proposed the following configuration for such a group:

1. Two Antioch Councilmembers (one being the Mayor)

2. Director, Public Safety and Community Resources

3. Bessie Marie Scott, City Manager

4. CDBG and Housing Consultant (For Funding Advice)

5. Deputy Director, Public Works

6. Chief, Antioch Police Department

7. Member, Code Enforcement

8. Member, Encampment Task Force

9. CBO- Homeless Services Provider

10. CBO- Homeless Services Provider

11. A County Supervisor

12. AUSD or County McKinney-Vento Representative

13. AUSD Board Member

14. Pastor, Faith-based Organization

15. Professional, Mental Health Organization

16. Representative, Sutter Delta

Note that in December 2023, the City of Antioch worked with Focus Strategies to complete the “Plan for the Department of Public Safety and Community Resources to Reduce Homelessness and Increase Access to Critical Resources for Unhoused Residents.” This Plan came about as a result of “Policy Guidelines for the City’s Approach to Unhoused Resident Services” which the City Council adopted in April 2021. At the time, these policy guidelines served as the framework for how the City would approach decisions around advancing resources for our unhoused residents. Too, the guidelines conveyed the City’s clear goal, which was and still is, to reduce homelessness in Antioch.

The Policy Guidelines of 2021 outlined three strategies that the City would use to prioritize to achieve this goal:

1. Address the immediate and public health needs of unhoused Antioch residents;

2. Invest in interim housing and services solutions designed to facilitate the transition into permanent housing; and

3. Increase permanent housing and linkages to permanent housing.

The City Manager has been workin g with external partners to address policy interventions as well as possibilities for increasing service provisions, in addition to Antioch City Council Report
March 11, 2025 Agenda Item#1 3
identifying funding opportunities in the area of housing services and housing opportunities for all.

It is recommended that the City Council discuss and provide direction to City staff regarding standing up an Ad Hoc Committee for this purpose and discuss the parameters and duration of such a committee . Ad hoc committees are temporary committees formed for a specific purpose consisting of less than a quorum of the Council and are not subject to the Brown Act. Ad hoc committees are expected to complete their work within a limited period of time. The term of an ad hoc committee is generally six (6) months to (1) year and then the committee is dissolved.

ATTACHMENTS

A. “Plan for the Department of Public Safety and Community Resources to Reduce Homelessness and Increase Access to Critical Resources for Unhoused Residents.” By: Focus Strategies, December 2023
B. “Policy Guidelines for the City’s Approach to Unhoused Resident Services” 2021 Council Adoption.

1 C I T Y O F A N T I O C H

PLAN FOR THE DEPARTMENT OF PUBLIC SAFETY AND COMMUNITY

RESOURCES TO REDUCE HOMELESSNESS AND INCREASE ACCESS TO

CRITICAL RESOURCES FOR UNHOUSED RESIDENTS

Prepared for City of Antioch by Focus Strategies
12•21•2023

2 THIS PAGE IS INTENTIONALLY LEFT BLANK

3 TABLE OF CONTENTS
Introduction ................................ ................................ ................................ .................... 4 How The Plan Was Developed ................................ ................................ ........................ 4 Departmental Plan Components ....................................................................................................... 5 Departmental Plan Snapshot ................................ ................................ ........................... 6 Departmental Plan Objectives and Activities ................................ ................................ .. 7 Objective #1: Participating in, Partnering with, and Leveraging the Contra Costa County Homelessness Response System ....................................................................................................... 7 Objective #2: Maintaining Temporary Housing and Increasing Emergency Shelter and Permanent Housing Opportunities .................................................................................................... 8 Objective #3: Building Partnerships with Community Partners and Community-Based Efforts that Complement City-Funded and Regional Strategies ............................................................. 10 Initial Next Step Recommendations ................................ ................................ .............. 11 Conclusion ................................ ................................ ................................ .................... 12 Appendix A: Resource and Landscape Analysis ................................ ............................ 13 Overview of Analysis......................................................................................................................... 13 Homelessness in Antioch ................................................................................................................. 13 City of Antioch’s Homelessness Response .................................................................................... 20 Appendix B: Stakeholder Engagement Findings ................................ .......................... 23 Gaps in Resources ............................................................................................................................ 23 Opportunities for Growth ................................................................................................................ 24 Appendix C: Available Funding Overview and Utilization Strategy .............................. 25

4 INTRODUCTION
In April 2021, the Antioch City Council adopted Policy Guidelines for the City’s Approach to Unhoused Resident Services. These policy guidelines serve as a framework for how the City approaches decisions around advancing resources for unhoused residents. Importantly, these guidelines convey the City’s clear goal: to reduce homelessness in Antioch.

The Policy Guidelines outline three strategies that the City will prioritize to achieve this goal:

1. Address the immediate and public health needs of unhoused Antioch residents;

2. Invest in interim housing and services solutions designed to facilitate the transition into permanent housing; and

3. Increase permanent housing and linkages to permanent housing.

These strategies serve as the framework of this Departmental Plan.

In 2022, the Unhoused Resident Coordinator position was integrated into the Department of Public Safety and Community Resources. With this broadening of the Department’s scope to include issues of homelessness, the Department engaged Focus Strategies to develop a Departmental Plan intended to advance City Council’s commitment to reducing homelessness in Antioch by identifying clear activities that align with the Policy Guidelines.

Overall, this Departmental Plan serves as a roadmap for the staff of the Department of Public Safety and Community Resources as they strive to efficiently and effectively use valuable City resources to reduce homelessness in Antioch and improve the health, safety, and well-being of unhoused Antioch residents.

HOW THE PLAN WAS DEVELOPED
Over a series of 11 months, Focus Strategies reviewed publicly-available quantitative data, collected and analyzed qualitative data, and worked closely with staff from the Department of Public Safety and Community Resources staff to identify and refine activities included in this plan. In addition to the insight and feedback of Department staff, Focus Strategies collected data from one-to-one interviews with four stakeholders from the County of Contra Costa (two interviews), a local non-profit provider, and a consultant providing long-term support to the City on activities related to housing. Additionally, relevant City documents (e.g., Policy

5 Guidelines for The City’s Approach to Unhoused Resident Services, City Reports, City Council Meeting minutes, and other City reports) were utilized in the Plan’s development.

Departmental Plan Components
This Departmental Plan consists of four main components:
• The Departmental Plan Snapshot and Departmental Plan and Activities provide a roadmap the Department of Public Safety and Community Resources can use to guide efforts to reduce homelessness in Antioch.
• The Landscape Analysis (Appendix A) reviews resources and programming currently available in the City of Antioch for unhoused residents. This analysis was conducted as a first step in the Departmental planning process to establish foundational knowledge on the City of Antioch’s current activities related to reducing homelessness.
• The Qualitative Data Summary (Appendix B) includes a brief summary of the analysis of qualitative data collected from stakeholders. Stakeholders represented a non-profit provider, Contra Costa County, and City department perspectives on the gaps in resources, opportunities for growth, and potential areas of focus for the Department of Public Safety and Community Resources. Stakeholders were engaged as a second step in the departmental planning process to incorporate important partner perspectives in the development of the Plan’s objectives and activities. • The Available Funding Overview and Utilization Strategy (Appendix C) provides guiding information on funding opportunities that can support the implementation of activities in this Plan. The collection of funding opportunities are described alongside considerations for how the funds can be accessed and utilized by a City entity.

6 DEPARTMENTAL PLAN SNAPSHOT
The table below provides an overview of objectives and activities included in the Plan.

Policy Guideline Goal: Reduce Homelessness In Antioch by:

1. Addressing the immediate and public health needs of unhoused Antioch residents;

2. Investing in interim housing and services solutions designed to facilitate the transition into permanent housing; and

3. Increasing permanent housing and linkages to permanent housing.

Objective #1 Objective # 2 Objective #3
Participating in, partnering
with, and leveraging the Contra
Costa County homelessness
response system

Maintaining temporary housing
and increasing emergency
shelter and permanent housing
opportunities

Building partnerships with
community partners and
community-based efforts that
complement City-funded and
regional strategies
Activities
Actively participate in CoC
board and subcommittees.

Secure additional funding to
extend Opportunity Village and
preserve interim housing
resources in Antioch.

Engage with community
utilizing strategies outlined in
the Department’s Community
Presence Plan.

Increase unhoused Antioch
residents’ access to
coordinated entry by bringing
a local C.O.R.E. team to
Antioch.

Work in partnership with City,
non-profit and County partners,
to explore opportunities to
expand permanent housing
and emergency shelter for
unhoused Antioch residents.

Create and lead a City of
Antioch Housing Resources
Task Force including the
Housing Authority, Community
Development Department, and
key non-profit partners.

Collaborate with internal City
departments and partner with
the County to advance efforts
of expanding unhoused
residents’ access to county
resources, including via a Care
Center.

Assess City funding availability
with internal City partners to
determine strategies for
effective use of available funds
to invest in housing resources
in Antioch.

Facilitate project partnerships
and program development by
positioning the Department as
experts on homeless response
through community education
and engagement with City
Council.

7 DEPARTMENTAL PLAN OBJECTIVES AND ACTIVITIES
Objectives and activities outlined in this Plan are flexible and can be scaled depending on Department capacity and priorities. The Department can add or shift activities within this framework as new needs are identified or as opportunities emerge.

Objective #1: Participating in, partnering with, and leveraging the Contra Costa County homelessness response system
Leveraging the Contra Costa County homelessness response system, including access to the Coordinated Entry system, increases connections to housing resources and basic needs resources for unhoused Antioch residents. Currently, Antioch does not have a low- barrier access point for unhoused residents to connect to the Coordinated Entry System.

Without low-barrier access, stakeholders report longer wait times for service connection, greater barriers in connecting to emergency shelter and temporary housing, and overall more difficulty in resolving a person’s homelessness. Reducing homelessness in Antioch requires that unhoused residents can effectively utilize existing resources across the county.

Three activities are included to advance Objective #1: Participating in, partnering with, and leveraging the Contra Costa County homelessness response system. The first is for the Department to continue its active participation in the Continuum of Care (CoC) board and subcommittees. By remaining connected to the CoC, the Department can build external partnerships, work closely with County staff, and stay informed on developments in the Contra Costa homelessness response system. Through this CoC participation, the Department can continue to identify ways for Antioch to increase resource connection for unhoused residents.

The second activity to advance Objective #1 relates to increasing unhoused residents’ access to Coordinated Entry through various pathways. One pathway specifically serving unsheltered residents is the Coordinated Outreach Referral, Engagement (C.O.R.E) program. C.O.R.E. can provide several important benefits to the unhoused resident community in Antioch. The first is quick and direct access to Coordinated Entry. With a local Antioch C.O.R.E. team, mobile outreach workers could directly connect with unhoused residents and offer them efficient access to the housing resources accessible through the Coordinated Entry system. Additionally, C.O.R.E. provides basic needs

8 resources and connection to other critical services that unhoused residents often need assistance accessing.

The final activity proposed by this plan to advance Objective #1 includes collaborating internally, across City departments, as well as partnering with the County to advance efforts to expand unhoused residents’ access to County resources. This includes coordinating to identify opportunities to site and develop a Care Center in Antioch. As one of the largest cities in Contra Costa County, the City of Antioch has explored partnering with Contra Costa County to develop a Care Center site in Antioch. A Care Center would serve as a one-stop services location for unhoused residents and an additional access point to Coordinated Entry housing resources. Currently, the funding of a Care Center is referenced in the City of Antioch 2023-2031 Housing Element report. As plans to develop a Care Center emerge, the Department can look to collaborate within City departments and with the County to advance this type of project.

Summary of Objective #1 Activities
Actively participate in Continuum of Care board and subcommittees.

Increase unhoused Antioch residents’ access to coordinated entry by bringing County programs like the Coordinated Outreach Referral Engagement (C.O.R.E.) program to Antioch.

Collaborate with internal City departments and partner with the County to advance efforts of expanding unhoused residents’ access to County resources, including via a Care Center.

Objective #2: Maintaining temporary housing and increasing emergency shelter and permanent housing opportunities
Securing funding to maintain valuable temporary housing resources in Antioch, like Opportunity Village, and increasing emergency shelter and permanent housing options directly advances efforts to reduce homelessness in Antioch. Stakeholders raised concerns about limited inclement weather and winter sheltering options specifically, along with extremely limited affordable permanent housing opportunities. As the Department of Public Safety and Community Resources works in partnership with internal

9 City departments and non-profit providers, a focus on increasing interim and permanent housing resources will be critical to meeting the needs of unhoused Antioch residents.

The first activity included to advance Objective #2: Maintaining temporary housing and increasing emergency shelter and permanent housing includes securing funding to continue operations at Opportunity Village. Opportunity Village is a critical interim housing resource in Antioch that provides supportive services and connections to permanent housing. Opportunity Village is currently funded for 2 years through the City of Antioch. Ensuring that Opportunity Village remains funded and operational is critical for the preservation of interim housing options for unhoused residents in Antioch. In addition to exploring potential internal sources of funding, an effective strategy can include partnering with the current service provider, Bay Area Community Services, to identify and co-apply for potential external funding opportunities. Additional information on potential funding sources is included in Appendix C.

The second activity under Objective #2 relates to partnering with City departments, non- profit organizations, and County partners to explore opportunities to expand permanent housing and emergency shelter opportunities for unhoused Antioch residents. Given the very limited housing options available to unhoused Antioch residents, expanding permanent housing access is particularly critical. An increase in housing options improves system flow by ensuring unhoused residents have options to move out of homelessness and into permanent housing. The City can partner with community-based organizations to collaborate on projects that increase housing resources, including rapid re-housing, permanent supportive housing, and affordable housing units. Contra Costa Health (H3) and the Contra Costa Housing Authority are also critical partners in identifying potential opportunities and collaborating to expand housing opportunities to unhoused Antioch residents.

The final activity under Objective #2 includes assessing City funding availability with internal City partners and determining strategies for effective use of available funds to invest in housing and services resources in Antioch. The City of Antioch has access to funding streams that can be leveraged to increase housing and services resources for unhoused Antioch residents. The Department can lead internal efforts to assess the use of available funds and develop strategies for how to best prioritize funding to increase housing options for unhoused Antioch residents.

10 Objective #2: Activities
Secure additional funding to extend Opportunity Village and preserve interim housing resources in Antioch.

Work in partnership with City, non-profit, and County partners, to expand permanent housing and emergency shelter for unhoused Antioch residents.

Assess City funding available with internal City partners to determine strategies for effective use of available funds to invest in housing resources in Antioch.

Objective #3: Building partnerships with community partners and community-based efforts that complement City-funded and regional strategies The Department of Public Safety and Community Resources can play a critical role as a partner to community-based organizations that seek to advance projects that reduce homelessness in Antioch. The Department drafted a Community Presence Plan that outlines activities to build visible connections between the Department and community partners within Antioch and establish the Department as an expert in issues related to homelessness and the homelessness response system.

In addition to the community presence strategies outlined in the Department’s Community Presence Plan, the Department may also consider leading a Homelessness and Housing Resources Task Force to increase partnership within Antioch and facilitate collaboration efforts with partners. Facilitating a working group focused specifically on housing resources for unhoused residents enables the Department to build partnerships with stakeholders that may lead to opportunities to increase housing and service opportunities or develop more effective and equitable strategies to serve unhoused residents.

Finally, the Department can advance Objective #3 through their relationship with the City of Antioch City Council. Stakeholders strongly emphasize the importance of having a trusted City partner that can help community-based organizations or other agencies navigate City processes. The Department can pursue active engagement with City Council to establish Department staff as experts on homeless response in the City and create working lines of communication that support the success of future collaboration efforts.

11 Objective #3: Activities
Engage with community utilizing strategies outlined in the Department’s community presence plan.

Create and lead a City of Antioch Homelessness and Housing Resources Task Force including the Contra Costa Housing Authority, Community Development Department, local non-profit and faith-based organizations, and other key partners.

Facilitate project partnerships and program development by positioning the Department as experts on homeless response through community education and engagement with City Council.

INITIAL NEXT STEP RECOMMENDATIONS
This section outlines initial recommendations for how the Department of Public Safety and Community Resources can begin its efforts to complete the objectives and activities outlined in this Plan. These recommendations are rooted in findings from the Landscape Analysis, stakeholder feedback, and Focus Strategies’ research on regional and state resources.

1. Explore the use of Encampment Resolution Funding (ERF 3-R-L) to advance the objectives and activities of this Plan.

2. Assess available and preferred avenues for regularly engaging with the City of Antioch City Council such as written reports on Department progress and activities, presentations on pre-determined topics at City Council meetings or study sessions, or one-on-one or small group discussions on current strategies, activities, and emerging opportunities.

3. Organize conversations with internal City departments to gain deeper clarity and understanding on available funding streams that can support the increase of housing resources in Antioch along with other resources like a Care Center.

4. Assess the use and impact of funding allocated through the Community Grants process, in preparation for the upcoming funding cycle.

5. Initiate conversations with Bay Area Community Services to co-create a funding sustainability strategy for Opportunity Village.

6. Initiate conversations with community partners such as the Contra Costa Housing Authority, non-profit providers, and internal City departments to assess their interest

12 and capacity for participating in a Homelessness and Housing Task Force in Antioch.

Concurrently, develop a list of potential priority areas on which the Task Force can focus efforts.

CONCLUSION
Developed based on the analysis of local data and the input from stakeholders, this Plan reflects the needs and priorities of the City of Antioch. The Department of Public Safety and Community Resources is uniquely positioned to greatly impact the issue of homelessness by advancing the objectives and activities discussed in this Plan. By taking focused action to meet the needs of unhoused residents and strengthening partnerships with regional and local partners, the Department can nimbly respond to the needs of the community.

13 APPENDIX A

RESOURCE AND LANDSCAPE ANALYSIS

Overview of Analysis
The Public Safety and Community Resources Department sits within the broader City of Antioch structure and operates in a larger community landscape of providers, partners and resources that share a mission to reduce homelessness in Antioch. This analysis assesses the resources, opportunities, and constraints shaping the Department’s work related to homelessness. It can serve as a standalone resource for the Department to use, illustrating and describing the landscape in which the Department operates, and will be used to help identify activities and action items to incorporate into a Departmental plan to reduce homelessness. This analysis primarily draws from information and documents publicly available from the City of Antioch, Contra Costa County Health Housing and Homeless Services (H3), the Department of Housing and Urban Development (HUD), and specific- Service Provider websites.

The Resource and Landscape Analysis includes:
• An overview of rates of homelessness in Antioch and Contra Costa County • A review of services and housing resources in the City of Antioch and Contra Costa County for unhoused residents
• An overview of historical and current City efforts to respond to the needs of unhoused residents in Antioch

Homelessness in Antioch
Identifying activities and action items to reduce homelessness in Antioch must first begin with an understanding of the number of unhoused Antioch residents experiencing homelessness throughout the homeless response system of Contra Costa County. Establishing the rates of homelessness in Antioch within the broader County context will enable the Public Safety and Community Resources Department to make informed decisions on how best to allocate Department resources to meaningfully reduce homelessness in the city.

14 The City of Antioch has the second highest population of people experiencing unsheltered homelessness in Contra Costa County1 and has the largest unsheltered population in East County. Pulled from Contra Costa County's 2020 Point in Time Count Report, Figure 1 demonstrates the distribution of unsheltered homelessness across the county.

Figure 1. Number of Unsheltered Individuals by Contra Costa County Cities West County Central County East County
Location # Location # Location #
Crockett 35 Alamo 2 Antioch 238
El Cerrito 24 Blackhawk 6 Bay Point 49
El Sobrante 9 Clayton 2 Bayview 2
Hercules 7 Concord 160 Bethel Island 2
North Richmond 22 Danville 7 Brentwood 80
Pinole 7 Lafayette 3 Discovery Bay 2
Richmond 280 Martinez 127 Oakley 50
Rodeo 62 Moraga 4 Pittsburg 102
San Pablo 67 Orinada 1
Pacheco 26
Pleasant Hill 90
San Ramon 6
Walnut Creek 80
Based on the 2020 Contra Costa County: Point-In-Time Count Report

According to the City of Antioch's Housing Element, persons experiencing unsheltered homelessness account for over 75% of individuals experiencing homelessness in Contra Costa County.2 Of those experiencing unsheltered homelessness across the county, 55% were single households, ages 25-55.3

1 2020 Contra Costa County: Annual Point-in-Time Count. Access at https://cchealth.org/h3/coc/pdf/PIT-report-2020.pdf
2 2020 Contra Costa County: Annual Point-in-Time Count. Accessed at https://cchealth.org/h3/coc/pdf/PIT-report-2020.pdf
3 2020 Contra Costa County: Annual Point-in-Time Count. Accessed at https://cchealth.org/h3/coc/pdf/PIT-report-2020.pdf

15 In Contra Costa County Continuum of Care’s 2021 Annual Report, households served by Coordinated Entry were asked where in the county they lost housing. Unhoused households most frequently reported Richmond, Concord, or Antioch as the cities where they lived before entering into homelessness, demonstrating that many unhoused residents in the county have a community of origin in Antioch and are served across County programs (see Figure 2).4

Figure 2. Contra Costa Cities Where Households Lost Their Housing East County Central County West County Out of County
Antioch 877 Concord 754 Richmond 1,320 County Not
Listed
678
Pittsburg 550 Martinez 247 San Pablo 235 Alameda Co 233 Bay Point 148 Walnut Creek 152 El Sobrante 63 Solano Co 174 Brentwood 99 Pleasant Hill 108 Rodeo 42 San Francisco
Co
65 Oakley 95 San Ramon 30 Pinole 38 Marin Co 16
Bethel Island 19 Danville 29 El Cerrito 31 Santa Clara Co 15 Discovery Bay 8 Clayton 17 North Richmond 29 Sonoma Co 12 Byron 3 Lafayette 17 Crockett 21 San Mateo Co 9
Knightsen 2 Pacheco 15 Hercules 13 Napa Co 6
Clyde 2 Alamo 13 Port Costa 2 Monterey Co 1
Orinda 9
Moraga 3
Blackhawk 2
Canyon 1
Table Recreated from data presented in Contra Costa County Continuum of Care’s Annual Report, 2021

4 City of Antioch: 2023 – 2031 Housing Element Update. Accessed at https://www.antiochca.gov/fc/community-development/planning/housing- element/AntiochHousingElement_PubReviewDraft-App_final_reduced.pdf

16 The following sections will review the housing and services resources that are available for unhoused individuals within the City of Antioch and Contra Costa County and how they compare to the context of the unsheltered population in the city.

Interim Housing Availability in Antioch
Individuals experiencing homelessness in Antioch are encouraged to access 2-1-1 to connect to interim housing programs across the County. Four interim or transitional housing programs operate within Antioch city limits (see Figure 3).

Figure 3. Shelters Operating in Antioch
Shelter Name Number of beds/units Population Served
Winter Nights Shelter Varying Locations and
Spaces
Families
Stand! For Families Free of
Domestic Violence
24 Survivors of Domestic
Violence
East County Shelter
(Don Brown)
20 Individual Adult Men and
Women
Opportunity Village 32 Individual Adult Men and
Women

In addition to these programs dedicated to serving people currently unhoused, Amador Institute operates a transitional housing program for youth aging out of foster care who may be unhoused if not for the program.

Countywide Shelter and Housing Resources for Unhoused Residents In 2022 in Contra Costa County, 239 Emergency, Transitional, and Safe Haven units were available for families and 709 beds or units were available for adults. With over 2,000 people experiencing homelessness across the county5, the interim housing resources available for unhoused residents are limited. In addition, 836 Permanent Housing and Rapid Re-housing units were available for families and 819 units were available for adults (see Figure 4).6

5 2020 Contra Costa County: Annual Point-in-Time Count. Accessed at https://cchealth.org/h3/coc/pdf/PIT-report-2020.pdf
6 Contra Costa County 2022 Housing Inventory Count. Accessed at https://files.hudexchange.info/reports/published/CoC_HIC_State_CA_2022.pdf

17 Figure 4. HUD 2022 CoC Housing Inventory Count: Contra Costa County7 Contra Costa County Housing Inventory Count 2022
Family
Units1
Family
Beds2
Adults
Only
Beds
Child
Only
Beds
Total Yr-
round
beds
Emergency, Safe Haven, and Transitional
Housing
87 239 709 4 952
Emergency Shelter 72 189 514 4 707
Transitional Housing 15 50 195 0 245
Permanent Housing 298 836 819 0 1,655
Permanent Supportive Housing 259 713 562 0 1,275
Rapid Re-Housing 35 114 51 0 165
Other Permanent Housing 4 9 206 0 215
Grand Total 385 1,075 1,528 4 2,607

While, some affordable housing developments operate in Antioch, most government- assisted permanent affordable housing inventory in the city primarily serves seniors and families, and eligibility is not restricted to unhoused residents.8

Considering the number of interim and permanent housing units available, the relative infrequency that permanent supportive housing (the largest segment of permanent housing resources in Contra Costa County) turns over, the low number of affordable housing units dedicated to unhoused residents, and current rates of homelessness, housing resources across the county and within Antioch remains a significant gap in meeting the needs of unhoused residents.

7 HUD 2022 Continuum of Care Homeless Assistance Programs Housing Inventory Count Report.

Accessed at https://files.hudexchange.info/reports/published/CoC_HIC_State_CA_2022.pdf 8 City of Antioch: 2023 - 2031Housing Element Update. Accessed at https://www.antiochca.gov/fc/community-development/planning/housing- element/AntiochHousingElement_PubReviewDraft-App_final_reduced.pdf

18 Basic Needs and Supportive Services in Antioch
Agencies that provide basic needs and supportive services to unhoused Antioch residents are critical partners in supporting residents experiencing homelessness in Antioch. The agencies below offer basic needs and supportive services related to food, hygiene, clothing, legal services, and other needs. While there are many agencies throughout the county that accept referrals for Antioch residents, the list below is separated by those agencies that have a physical location in Antioch or have a strong service delivery presence in Antioch, and those that serve the broader Contra Costa County.

Figure 5. Organizations Serving Unhoused Residents
Service Providers: Antioch
Organization Resource Type
Catholic Charities of the East Bay: Antioch Housing stabilization services, immigration resources, mental health
services
Family Justice Center (FJC) Legal services and supportive services for survivors of violence
STAND! For Families Free of Violence Domestic violence services and housing provider
St. Vincent De Paul Clothing, food, occasionally other forms of financial assistance
Loaves and Fishes Food services
Rubicon Programs Economic mobility services
Healthcare for the Homeless, Contra
Costa Health Services
Basic medical care services and
healthcare information
C.O.R.E Services, Contra Costa County H3 Street outreach, case management and service connection
Humanity Way Housing placement, workforce services,
and case management services
The SHARE Community Mobile showers and laundry services Church 4 Me/City of Antioch Laundry services

19 Service Providers: County-wide
Organization Resource Type
Bay Area Crisis Nursery Emergency Childcare Services Ages 0-5 Needs related to homelessness, domestic
violence or other crisis are eligible
Bay Area Legal Aid (BALA) Legal services
Bay Area Rescue Mission (BARM) Homeless Services (food, shelter, clothing, job training etc.)
Berkeley Food and Housing Project Homeless Services
Emergency food and Housing
(emergency, transitional, RRH,
permanent)
Bi Bett Substance Use Services
Contra Costa Crisis Center Suicide prevention, 2-1-1
Contra Costa Employment and Human
Services Department (EHSD)
Public benefits
Covia Older adult services including Home
Match program for older adults with a
room to rent
Greater Richmond Interfaith Program
(GRIP)
Food services and other basic needs
services
Healthright, 360 Medical, mental health, re-entry, and
substance use services
Hume Center Mental health services
La Clinica De La Raza Medical and mental health services with special capacity to serve Spanish-
speakers

20 Lifelong Medical Care Medical care and other supportive services
Monument Crisis Center Food, youth and senior programming, resource referral services
Multi-Faith ACTION Coalition Food security, employment services, health services, education services
Northern California Family Center Outreach, shelter, counseling, and mediation for runaway and homeless
youth
Rainbow Community Center Clinical services and homeless transitional youth services for LGBTQIA
identifying residents
RYSE Center Youth Services
Safe Organized Spaces Richmond (SoS!) Street Outreach, Mobile Showers, Hygiene services
The Bay Church Food and Showers

Within Antioch, the City has an array of service provider partners that deliver critical housing and basic need resources to residents experiencing homelessness. Challengingly, referrals to these services may be difficult for unhoused residents to access without an existing connection to case management services. Unlike other large cities in the county (Richmond and Concord), Antioch does not have a Coordinated Assessment Resource and Engagement (CARE) Center. In other cities in the county, CARE centers act as a first stop/drop-in resource for persons experiencing homelessness. These sites allow unhoused residents to receive critical services information and referrals. Similarly, street outreach services like those provided by C.O.R.E have limited presence to residents in East County. Low-barrier service connections beyond basic needs (food, clothing, hygiene) is a critical gap in services available to unhoused Antioch residents.

City of Antioch’s Homelessness Response
The City of Antioch has increased its involvement in addressing the needs of unhoused residents over the past five years. In 2018, the City of Antioch declared a shelter crisis in the city, a requirement outlined in California Senate Bill 850 to access certain state funding to respond to homelessness.

21 In early 2019, the City then formed a Homeless Encampment Ad Hoc Committee to coordinate and plan around addressing the needs of people living in encampments. Later in 2019, City Council recommended hiring an Unhoused Resident Coordinator in the City. After further conversations, in early 2020 the City hired Focus Strategies as an Unhoused Resident Services Coordinator Consultant, and in late 2020, the City hired its first Unhoused Resident Coordinator.

Some key activities and achievements in the City from 2020 through June 2023 include:
• Exploring the feasibility and viability of using FEMA trailers to provide housing for unhoused residents. Ultimately, the project was determined to be infeasible and the City began exploring other opportunities to provide housing to residents. • Developing and opening a non-congregate bridge housing program (Opportunity Village). Developing the program was the focus of an Ad Hoc Committee on Homelessness between 2020 and 2021. Opportunity Village opened in Spring 2023 with Bay Area Community Services operating the program and providing supportive services to participants.
• Launching a motel voucher program and contracting with the County for shelter beds at Delta Landing, to provide interim housing opportunities for residents while Opportunity Village was under development.
• Supporting a community-based laundry voucher program for unhoused residents. The program operates as a partnership between Church 4 Me and Launderland, with support from the City of Antioch.
• Adopting policy guidelines in 2021 to facilitate decision-making around resource spending.
• Exploring the viability of applying for Homekey funding to develop interim or permanent housing.
• Propping up inclement weather shelters and establishing an inclement weather response protocol in early 2023.
• Coordinating and hosting a pop-up resource event. The City brought together several local providers to offer low-barrier access to critical resources for unhoused residents. The first pop-up event was held in June 2023. Approximately 35 unhoused residents attended.

22 Other City Initiatives
In addition to the initiatives noted above, the City is engaging in other efforts and planning discussions to support the housing and services needs of unhoused residents.

Funding for Programs, Services, and Housing
The City of Antioch funds several programs to prevent homelessness and provide services and interim housing options for people currently experiencing homelessness. As outlined in the 2022 – 2023 Action Plan to accompany the CDBG Consolidated Plan, the City provided $421,500 from Housing Successor funds and Permanent Local Housing Allocation funds to local organizations serving unhoused residents. Services funded included emergency shelter and safe parking, CORE outreach, homelessness prevention, eviction counseling, and legal assistance.

Care Center/Homeless Housing Project
The City of Antioch has worked with the County to establish a CARE Center and permanent housing for unhoused and very low-income residents in Antioch. The City sold a 5-acre site to the County in 2020 for this purpose. The project stalled, in part due to COVID-related factors.

According to the City’s Housing Element and CDBG Consolidated Plan, the City continues to have discussions with the County with the hope this project can regain traction.

Inclusionary Housing
According to the City’s Housing Element, the City intends to conduct a feasibility study on the viability and feasibility of establishing an inclusionary housing ordinance. The ordinance would set requirements for new market-rate housing development projects to include a certain percentage of affordable housing units or pay a fee in lieu of developing affordable units. Under the ordinance, in lieu fees could be used for construction of affordable housing, the acquisition and rehabilitation of housing and securing of affordability covenants, interim and permanent supportive housing for unhoused residents, and rental assistance programs for low-income residents.

23 APPENDIX B

STAKEHOLDER ENGAGEMENT FINDINGS

In one-to-one interviews, four key stakeholders of the City of Antioch provided their feedback to this Departmental Plan. Stakeholders represented important City partnerships including perspectives from collaborative City departments, non-profit providers, and County staff.

Input from stakeholders focused on identifying gaps and sharing their perspectives on opportunities where the Department of Public Safety and Community Resources could grow to better meet the needs of unhoused residents in the city.

The following sections explore shared themes that emerged across each stakeholder interview. This qualitative data, in combination with the data utilized in the Landscape Analysis, informed the objectives and activities of this Departmental Plan.

Gaps in Resources
Stakeholders identified three primary gaps in resources for unhoused residents in Antioch.

First is direct and easy access to the County’s Coordinated Entry system. The City of Antioch does not have a Care Center within city limits or a dedicated Coordinated Outreach Referral, Engagement (C.O.R.E.) team. For unhoused residents seeking service connection and connection to county-wide housing resources, they must rely on 2-1-1, local community advocates, or the shared East County C.O.R.E. team. Stakeholders discussed how the needs of unhoused residents necessitate greater and lower-barrier access to Coordinated Entry.

While the current East County C.O.R.E. team does serve many unhoused Antioch residents, stakeholders noted that the need for rapid connection is greater than the current capacity of the East County team.

Second, stakeholders have concerns about the limited winter and inclement weather shelter options in the city. Stakeholders acknowledged the importance and impact of programs like Opportunity Village9 and identified that during emergent situations like low temperatures or inclement weather, there are limited options to provide emergency shelter to unhoused residents.

9 Interim housing program funded by the City of Antioch and operated by Bay Area Community Services (BACS).

24 Finally, stakeholders strongly emphasized the need for more permanent housing resources for unhoused residents. Stakeholders stressed the importance of expanding housing options in Antioch for individuals on a single, fixed income and for those with an income of 0-15% AMI (Area Median Income).

Opportunities for Growth
Stakeholders identified areas where they believed there were opportunities for the Department of Public Safety and Community Resources to address the needs of unhoused residents more effectively. First, stakeholders stated the importance of deepening participation in existing County programs like the C.O.R.E. Program. Stakeholders noted that larger cities throughout Contra Costa County have invested in a dedicated C.O.R.E. team (e.g., City of Richmond, City of Concord, and City of Pittsburg).10 Currently, Antioch is served by an East County C.O.R.E. team that must spread their resources throughout East County. By investing in a local C.O.R.E. team, the City of Antioch would increase low-barrier access to Coordinated Entry for unhoused Antioch residents. Having a team dedicated to the City of Antioch would mean quicker and more effective connections to basic need resources and housing opportunities.

Stakeholders shared the Department could play an important partnership role in developing the homelessness response system in Antioch. Stakeholders suggested ways of building collaboration such as reducing barriers for non-profit providers to bring programs and projects into the city, providing relevant context and information to City Council so that new projects and initiatives flow smoothly through City processes, and encouraging and coordinating collaboration across non-profit providers, City departments (e.g., Police or the Community Development Department), and other partners. Stakeholders suggested that the Department consider leading cross-provider and jurisdiction collaboration efforts and widen their presence in positions such as the CoC board and subcommittees.

10 Contra Costa County. Interview. Interview and Correspondence with Contra Costa County Staff, Virtual. August 25, 2023

25 APPENDIX C

AVAILABLE FUNDING OVERVIEW AND UTILIZATION STRATEGY
Information up to date as of 12/19/2023

This component of the Departmental Plan focuses on available funding that the Department of Public Safety and Community Resources can access to reduce homelessness in Antioch and advance the activities outlined in this Plan. These strategy considerations are intended to aid in the Department’s decision-making when determining which funding sources to pursue to advance the activities of this Plan.

Internal City Resources
Funding Source Considerations for Utilization
Community Development Block Grant
Federal funding from the Department of
Housing and Urban Development designed to
support communities in providing decent
housing and encouraging economic
opportunities, particularly for low- and
moderate-income individuals.

• CDBG funds are awarded through
the City’s Community Grants process.
• The Department can incorporate
data gathered through this planning
process into Antioch’s Needs
Assessment and encourage City
Council to adopt High Priority goals
for funding that align with this Plan’s
objectives and activities.
• The next application cycle will open
in 2024.

Permanent Local Housing Allocation (PLHA)
Funding provided to jurisdictions through the
California Department of Housing and
Community Development in support of housing-
related projects and programs.
• PLHA funds are awarded through the
City’s Community Grants process.
• The Department can incorporate
data gathered through this planning
process into Antioch’s Needs
Assessment and encourage City
Council to adopt High Priority goals
for funding that align with this Plan’s
objectives and activities.

26 • The next application cycle will open
in 2024.

Housing Successor Funds
Funds associated with the dissolution of
Redevelopment Agencies. Housing Successor
funds must comply with State guidelines and
reporting requirements and can be used for a
variety of housing-related services and activities.
• Housing Successor funds are
awarded through the City’s
Community Grants process.
• The Department can incorporate
data gathered through this planning
process into Antioch’s Needs
Assessment and encourage City
Council to adopt High Priority goals
for funding that align with this Plan’s
objectives and activities.
• The next application cycle will open
in 2024.

Key External Resources
Funding Source Considerations for Utilization
Measure X
A countywide ballot measure intended to: “keep
Contra Costa’s regional hospital open and
staffed; fund community health centers,
emergency response; support crucial safety-net
services; invest in early childhood services;
protect vulnerable populations; and for other
essential county services.”11 Measure X funding
is awarded through a competitive process
administered by Contra Costa County.

• In the initial allocation of funding in
2023, all funds were awarded to non-
profit/community-based
organizations.
• The City of Antioch could utilize a
strategy of partnership with a non-
profit provider to bring
programming funded by Measure X
to Antioch.
• Measure X funding can be used for a
variety of program types providing
housing and services to unhoused
residents. Measure X funding
(allocated through a separate

11 Contra Costa County, “Measure X”, https://www.contracosta.ca.gov/8530/Measure-X, Last accessed December 3, 2023

27 funding process) is also available to
support capital development costs.
• The next application cycle for
Measure X funds is unknown.

Encampment Resolution Funding (ERF-3-R)
ERF funding is administered by the California
Interagency Council on Homeless. Funding is
designed to “assist local jurisdictions in ensuring
the wellness and safety of people experiencing
homelessness in encampments by providing
services and supports that address their
immediate physical and mental wellness and
result in meaningful paths to safe and stable
housing.”12
• City can serve as lead applicant.
• Applications for the current round of
funding are accepted on a rolling
basis through June 30, 2024, or until
all funds have been exhausted. The
first window for submitting an
application closes on January 31,
2024.

HUD Continuum of Care (CoC) NOFO
HUD CoC funding is awarded to jurisdictions
and nonprofits to provide housing and
supportive services to unhoused residents.

Funding is also provided to Contra Costa County
H3, as the Collaborative Applicant and Homeless
Management Information System Lead, to fund
vital infrastructure of the Continuum of Care.
• Contra Costa Health Services, as the
Collaborative Applicant, facilitates an
annual local funding competition to
prioritize local projects and
recommend them for funding from
HUD.
• The CoC sets local priorities for
funding. Funding can be used for
permanent supportive housing, rapid
rehousing, or joint transitional
housing/rapid rehousing programs.
• The City could serve as a lead
applicant or could partner with a
non-profit organization to apply for
funding to bring programming to
Antioch.

12 State of California, Business, Consumer Services and Housing Agency, California Interagency Council on Homelessness, “Encampment Resolution Funding (ERF) Program”, https://bcsh.ca.gov/calich/erf_program.html, Last Accessed December 19, 2023

28 • Applications require a 25% match.

Foundations and Philanthropic Sources
A variety of local, state, and national foundations
fund projects and programs providing housing
and services to unhoused residents. The list of
member organizations of Funders Together to
End Homelessness, while not exhaustive, is a
useful starting point for exploring potential
philanthropic resources available.
• Foundations often only accept
applications from registered non-
profit organizations. Partnering with
local non-profit providers may be
required.
• Some foundations do not accept
unsolicited funding applications or
proposals. Foundations identify
promising programs and
organizations, meet regularly to
understand operations and
organizational needs, and make
awards based on those assessments.

Building and maintaining
relationships with foundation
program officers is a critical step in
pursuing funding through these
grant-making structures.

1 ATTACHMENT “B”

CITY OF ANTIOCH
POLICY GUIDELINES FOR THE CITY’S APPROACH TO

UNHOUSED RESIDENT SERVICES

Prepared April 16, 2021

I. PURPOSE
The City of Antioch is committed to adopting and implementing strategic, effective responses to the needs of residents who are unhoused. Contra Costa County’s Continuum of Care (CoC) currently provides most of the crisis response and re-housing services for unhoused residents in Antioch and across the region. With the number of unhoused residents continuing to steadily rise, the City of Antioch has been developing its strategy to complement the services available through the CoC and more fully respond to the needs of its residents. The City Council has adopted these Policy Guidelines to articulate the City’s strategic approach, guiding principles, and criteria to inform current and future investments in services for unhoused residents. The Policy Guidelines build on over two years of conversation and engagement within the City to better understand resident needs and the existing service landscape, review potential service and re-housing strategy models, and secure funding for adopted approaches.

II. BACKGROUND
In 2019, members of the City Council hosted a panel with the Homeless Encampment Task Force. From this, the City Council approved and initiated a Homeless Encampment Ad Hoc Committee that met from April 2019 to April 2020 to identify and recommend solutions to the growth in homelessness and the needs of unhoused residents. In April 2020, the Transitional Housing Ad Hoc Committee formed to continue to advance these efforts. Key outcomes from these efforts include the approval of City funding to be set aside for services for unhoused residents and the hiring of an Unhoused Resident Services Coordinator to inform and guide implementation of the City’s work to address homelessness.

In November 2019, the City Council allocated a portion of the set-aside funding for immediate needs including mobile showers and toilets, trash disposal, laundry services, and

2 motel vouchers. In addition, the City Council allocated funds to support pilots for safe parking programs and warming centers. The balance of approved funds remains to be allocated, as of the writing of these Policy Guidelines. Given the limited funding available to respond to the needs of unhoused residents, these Policy Guidelines serve as a framework for decisions around pending and future fund allocations. To be most impactful in reducing homelessness, the City needs to adopt a response strategy that shifts from individual initiatives and reactive responses towards coordinated, data- and equity-informed efforts that drive towards long-term housing solutions: this document outlines that strategy.

The approaches, guiding principles, and criteria in these Policy Guidelines are informed by engagements with local stakeholders, reviews of national best practices for reducing homelessness, and effective programs and services for unhoused residents in peer communities. Most recently, in February 2021, the Transitional Housing Ad Hoc Committee hosted two public forums to introduce community members to the City’s strategic framework for unhoused resident services including a feasibility study that had been completed at City’s Council’s request to explore the development and funding of a non-congregate bridge housing program. At the forums, community members offered feedback on the strategies presented as well as additional ideas for City Council consideration. The City, in coordination with its contracted consultant, Focus Strategies, has reviewed and discussed effective program services and overall homelessness response system strategies informed by national best practices with a lens towards the specific role of cities in crisis response and long-term housing solutions. Additionally, City staff have conducted research and visited several local and peer community programs including a motel voucher program operated by Contra Costa County, shower services provided by Golden Hills Church, food distributed at Troste Property, a tiny home program in Hayward, a safe parking site in Union City, and sanctioned encampment sites in San Francisco and Martinez.

III. CONTEXT
A. Homelessness in Antioch
In partnership with the City, the CoC conducts an annual enumeration1 of people experiencing both sheltered and unsheltered homelessness in the region. In 2020, 238

1 This enumeration process is known as the Point-in-Time Count, or PIT Count, and takes place in January each year. The PIT Count methodology includes a physical counting of people visibly seen to be experiencing homelessness in cars, tents, or other outdoor locations; an inventory of the number of people staying in interim housing programs such as emergency shelter; and a survey of people who are unsheltered to better understand characteristics and needs.

3 people were identified as unsheltered within Antioch. This represents 15% of the people experiencing unsheltered homelessness across Contra Costa County. While year-to-year data has fluctuated2, the City has seen an overall upward trend in the number of residents who are unhoused over the past five years.

Data collected by the County’s Coordinated Outreach, Referral, Engagement (CORE) teams provides additional insight into the population of residents who are unhoused in Antioch. In 2020, CORE teams provided services to 1,104 unique Antioch residents experiencing housing crises: of these residents, 25% were individuals in family households with children.

Fifty-seven percent of people served by CORE teams in Antioch were ages 25-54, 13% were under the age of 18 (includes children in family households), 12% were ages 55-61, 9% were ages 18-24 and 9% were over the age of 62. Of the people who received services through CORE teams in 2020, 45% identified as white, 37% as Black or African American, 18% as Hispanic or Latino, 8% as American Indian or Alaskan Native, 7% as multi-racial, and 2% as Native Hawaiian or other Pacific Islander. In addition, 3% of adult participants were Veterans; 67% of adult indicated having a disabling condition; and 17% reported recent or prior experiences of domestic or intimate partner violence.

Most residents who are unhoused in Antioch had connections to the jurisdiction prior to losing their housing. Of the people served by CORE teams in Antioch, 50% were originally from the City and 32% were from other parts of Contra Costa County. Many of these individuals previously worked, attended school, accessed services, or were connected to friends or family in Antioch.

The COVID-19 pandemic has impacted housing stability for many residents as well as the availability of services. While an enumeration of people experiencing homelessness has not taken place during the pandemic due to public health concerns, many stakeholders within Antioch have expressed concern that the situation has worsened over the past year. In addition to exacerbating need, the pandemic has shifted the landscape of crisis response and emergency housing services. While CORE teams are continuing to provide mobile outreach services, for example, transportation assistance to get to resources is no longer available. In addition, congregate emergency shelters have closed, and non-congregate

2 Number of people identified through PIT Count by year: 238 people in 2020; 226 people in 2019; 350 people in 2018; 137 people in 2017; and 164 people in 2016.

4 programs based out of motels have opened to provide shelter to individuals identified as most vulnerable to severe COVID-19 health impacts.

B. Current City Response
The City’s historical approach to responding to homelessness has been three-pronged:

Community Development Block Grant (CDBG) funds are allocated towards homelessness prevention efforts; the City leverages the Community Engagement Team in its Police Department to respond to incidents such as mental health crises or reports of illegal activity involving residents who are unhoused; and the City’s Public Works Department engages in abatement efforts at sites deemed encampments.

Through its community engagement in recent years, the City has received a significant number of ideas and concerns related to the presence of, and increase in the number of, unhoused residents. There is a varying feedback. For example, in some instances feedback appears in the form of advocacy to reduce the utilization of law enforcement as part of encampment response. In other instances, it is showcased as the concern about the impact of homelessness on home values and public safety. There is also concern about the promotion of additional services and immediate housing options for residents who are unhoused.

As noted in Section II, the City has set-aside $531,174 in funds for new homelessness response efforts, with $140,000 already allocated for mobile showers and toilets, trash and sharps disposal, laundry services, motel vouchers, and pilots for safe parking programs and warming centers. As of the writing of this Policy Guidelines document, the City is preparing to fund and launch a shower access program, laundry services, and a motel voucher program.

Other services are still in the research and/or development phase. To promote service delivery coordination among these funded efforts and other local and regional programs, the City’s Unhoused Resident Coordinator will be convening regular meetings for networking and strategy development.

C. Additional Local and Regional Resources
Multiple community-based groups in Antioch currently provide services for their unhoused neighbors. These groups include: Facing Homelessness, an advocacy group that serves meals and provides other basic needs; SHARE Community and Shower House Ministries that provide mobile or site-based shower access; and Loaves and Fishes and St. Vincent de Paul

5 that offer meals and food access. There are currently no emergency housing programs operating within Antioch.

In nearby communities, families with children can access shelter at Shepherd’s Gate in Brentwood or Love-a-Child in Bay Point: access to shelters for individual adults and young people are extremely limited in East Contra Costa County. Contra Costa County is currently in the process of opening an East Contra Costa County CARE Center (located in a recently acquired Motel 6 in Pittsburg) and interim housing program that will expand service access for residents from Antioch. Unhoused Antioch residents are also eligible to access services available through the CoC’s Coordinated Entry System (CES). CES is a centralized and coordinated process to prioritize and facilitate linkages to housing resources such as Rapid Re-housing and Permanent Supportive Housing. Unhoused residents can access these services by visiting one of the Coordinated Assessment, Referral and Engagement (CARE) Centers in Contra Costa County, calling 2-1-1, or engaging with a mobile CORE team.

IV. CRITERIA TO INFORM FUTURE STRATEGIES
The City has identified the following goals for its homelessness response approach:
• Engage in data-informed planning and investments.
• Invest in temporary housing and shelter that provide a pathway to housing. • Participate in and leverage the Contra Costa County homelessness response system. • Build partnerships with Antioch-based community partners and community-based efforts that complement City-funded and regional strategies. • Adopt strategic encampment resolution policies focused on linking unhoused people to shelter, housing and services.

In February 2021, the City’s Unhoused Resident Coordinator and its contracted consultant, Focus Strategies, presented a strategic framework to the City Council that included a portfolio of program models the City may pursue to serve unhoused residents. This includes:

• Strategies to address the immediate and public health needs of unhoused residents. The goal of these strategies is to keep residents as safe as possible while continuing to work with them towards housing solutions and/or until adding housing resources are available. This may include services like increased access to showers and toilets for people who are unsheltered, the provision of dumpsters and sharps

6 containers particularly at or near more populated encampment areas, vouchers for laundry services, and/or improved access to emergency shelter programs. This also may involve review and refinement of the City’s existing approach to encampment response and/or the role of law enforcement in situations where illegal activity is not the primary concern.

• Interim housing and services solutions designed to facilitate the transition into stable housing. This may include short-term motel vouchers for people awaiting other housing solutions, safe parking sites with case management services, housing- focused CORE team services dedicated to work with residents of Antioch, and/or bridge housing programs. Bridge housing programs can be designed in a variety of settings ranging from motels to tiny homes to congregate facilities. To maximize positive outcomes (i.e., people leaving temporary shelter secure permanent housing upon exit) for any of these efforts, these services will need to be closely coordinated with the CoC’s Coordinated Entry System and resource network.

• Permanent housing resources and linkages. This strategy area focuses on helping residents maintain or obtain stable housing by providing rental assistance, housing problem solving services (sometimes referenced as diversion), and/or housing- focused case management. This may include targeted homelessness prevention efforts, short- or medium-term rental assistance through Rapid Re-Housing programs, and/or long-term rental assistance through permanent housing vouchers such as Permanent Supportive Housing.

Given limited funding availability, it is important the City invest in programs and services that will have maximum impact in reducing homelessness and align with the City’s identified approach to unhoused resident services. As the City considers pending and future investment opportunities, the table below provides a framework of criteria and considerations for assessing whether a program or service is likely to strategically further the City’s efforts. Programs may not meet all the criteria: however, programs that align with these standards are more likely to achieve the City’s goals for serving unhoused residents.

7 Criteria Considerations
I. Alignment with Best
Practice Approaches
 Is the program low barrier and in alignment with Housing First practices?
 Does the program use a trauma-informed approach to
program design and delivery?
 Is the program culturally competent in its design and delivery?
 Does the program advance equity; for example, will it help address racial, ethnic, or other disparities identified among the population of residents who are unhoused?
II. Advancement of
Housing Solutions
 What services and approaches does the program use to
help people connect to housing solutions?
 How does the program promote maximum utilization of
available housing stock in the city?
 How effective has the program been at helping people exit to positive housing outcomes?
 If the program is new or innovative and does not have prior data for reference, how was the program designed and what gap(s) does it aim to fill in the community’s existing service network?
III. Responsiveness to
Critical Health and Safety
Needs
 Does the program advance the City’s goals to alleviate encampment development and/or the need for
abatements?
 How effective has the program been at helping people who are unhoused improve their health and safety?
 If the program is new or innovative and does not have prior data for reference, how was the program designed and what gap(s) does it aim to fill in the community’s existing service network?
 If the program does not directly or indirectly provide housing solutions, how is it balanced by other programs in Antioch’s service portfolio that do advance permanent
housing outcomes?

8 Criteria Considerations
IV. Cost Effectiveness  In comparison to other program models, how cost effective is the program when looking at permanent housing
outcomes?
 If the program requires staffing and/or infrastructure, is there a long-term sustainable funding source for the program?  Does the program leverage the broader network of services available in Antioch inclusive of mainstream resources and community-based services?
 Does the program coordinate with and leverage regional resources such as the Coordinated Entry System?

The four criteria above also offer an applicable lens for the development and modification of City policies pertaining to the needs and experiences of unhoused residents, such as policies that guide the City’s approach to encampment areas. Policies, funding decisions, and program services are most impactful towards solutions when they are working towards a shared vision and direction. Thus, policy decisions will be reviewed in light of how they utilize best practices; their alignment with the City’s approach to trauma- and equity-informed responses to homelessness; the extent to which they advance the City’s goals of advancing housing solutions and responding to critical health and safety needs of residents; and whether they are the most resource-effective solution to a challenge.

V. CONCLUSION
The City of Antioch is moving forward in its intent to improve services for unhoused residents and other community members impacted by homelessness. As it does so, it will be important for the City to make policy and investment decisions focused on achieving maximum impact towards advancing housing solutions and reducing homelessness. The criteria in this Policy Guidelines document provide a roadmap for assessing new program or service opportunities through the lens of alignment with best practices, advancement of permanent housing solutions, responsiveness to critical health and safety needs, and cost effectiveness in achieving housing stability for Antioch residents. With all new or expanded efforts, coordination with and leveraging of regional and community-based resources will be critical to maximizing permanent housing connections.

5 6
Goals for the Approach to
Unhoused Resident Needs
• Engage in data-informed planning and investments.
• Invest in temporary housing and shelter that provide a pathway to housing. • Participate in and leverage the Contra Costa County homelessness response system. • Build partnerships with Antioch-based community partners and community-based efforts that complement City-funded and regional strategies.
• Adopt strategic encampment resolution policies focused on finking unhoused people to shelter, housing and services.

Strategic Framework
• Strategies to address the immediate and public health needs of unhoused residents.
• Interim housing and services solutions designed to facilitate the transition into stable housing.
• Permanent housing resources and linkages.
4/21/2021
3 HONORING GEORGE JONES, NAVY VETERAN
On his 100th BIRTHDAY
MARCH 2025

WHEREAS, George Jones was born on March 8, 1925, and has dedicated his life to serving his community and country;

WHEREAS, George Jones graduated from Mt. Diablo High School and, during a time of global conflict, enlisted in the Unites States Navy to support the war effort in World War II;

WHEREAS, during his service in the Pacific theater, George played a crucial role in loading and unloading vital cargo, contributing to the success of military operations;

WHEREAS, George was stationed on the recently liberated island of Guam, where U.S. forces fought valiantly to reclaim the island from enemy occupation, at a cost of over 7,000 American lives;

WHEREAS, after his honorable service, George Jones returned to Antioch, California, where he worked at U.S. Steel as an inspector in the Sheet and Tin Mill, and later contributed to the community at Tri Delta;

WHEREAS, George Jones has lived a life of service, hard work, and dedication, embodying the values of patriotism, community and perseverance, and is a beloved member of the Antioch community;

WHEREAS, the City of Antioch and its Veterans community are proud to recognize and honor George Jones on the occasion of his 100th birthday, celebrating his incredible legacy and contributions to our nation and our City.

NOW, THEREFORE, I, RON BERNAL, Mayor of the City of Antioch, do hereby salute, commend and honor GEORGE JONES for his dedication, commitment, and positive influence to our community and the Veterans in the City of Antioch.

MARCH 11, 2025

_______________________________________
RON BERNAL, Mayor

2.01 03-11-25

AMERICAN RED CROSS MONTH
MARCH 2025

WHEREAS, March is American Red Cross month, when we recognize the compassion of people in the City of Antioch and renew our commitment to lend a helping hand to our neighbors in need;

WHEREAS, American Red Cross volunteers have stepped up to deliver relief and care across our country and around the world, bringing out the best of humanity in times of crisis as Clara Barton, founder of the American Red Cross, did over 140 years ago;

WHEREAS, the volunteers, blood and platelet donors, and supporters shine a beacon of hope in people’s darkest hours – delivering shelter, food and comfort during disasters; providing critical blood donations for hospital patients; supporting service members, veterans and their families; saving lives with first aid, CPR, AED and other skills; or delivering international aid and reconnecting loved ones separated by global crises;

WHEREAS, with 982 volunteers in Contra Costa County, the American Red Cross assisted or responded to 94 disasters, assisted 204 families; and through our Sound the Alarm program, the American Red Cross installed 846 smoke alarms, making 262 homes safer, and trained 1,876 youth and adults through the Pillowcase Project and Preparedness Programs;

WHEREAS, Contra Costa County residents donated 17,356 units of lifesaving blood; hosted 520 blood drives; and trained 11,808 citizens in first aid, CPR, AED, and aquatics; provided 463 case services to military members and their families; and provided humanitarian aid internationally; and

WHEREAS, this work to uplift our community is made possible by those who selflessly answer the call to help, whenever and wherever it is needed. We hereby recognize this month of March in honor of their remarkable service, and we ask everyone to join in their commitment to care for one another .

NOW, THEREFORE, I, RON BERNAL, Mayor of the City of Antioch, hereby proclaim that March 2025 is American Red Cross Month, and we encourage all residents to reach out and support its humanitarian mission.

MARCH 11, 2025

_______________________________________
RON BERNAL, Mayor

2.02 03-11-25

NATIONAL PRESCRIPTION DRUG ABUSE AWARENESS MONTH
MARCH 2025

WHEREAS, March is recognized as Prescription Drug Abuse Awareness Month, bringing attention to the serious issue of prescription drug misuse and its impact on individuals, families, and communities, including here in the City of Antioch;

WHEREAS, while prescription medications such as opioids, sedatives, and stimulants can be effective when used as directed by a healthcare provider, their misuse can lead to severe health consequences, including addiction, overdose, impaired judgment, and increased risks such as impaired driving, infectious diseases, and complications during pregnancy;

WHEREAS, prescription opioid addiction remains a significant public health crisis, with as many as one in four patients receiving long-term opioid therapy in a primary care setting developing opioid use disorder (OUD);

WHEREAS, prescription opioid overdoses frequently involve benzodiazepines, which are central nervous system depressants used to treat anxiety and sleep disorders. The Centers for Disease Control and Prevention (CDC) advises against combining these substances whenever possible due to the heightened risk of overdose;

WHEREAS, Contra Costa County experienced 176 opioid-related overdose deaths, 407 opioid-related emergency department visits, and the distribution of 447,583 opioid prescriptions, resulting in a prescription rate of 307 per 1,000 residents, which remains higher than the state average;

WHEREAS, synthetic opioids, particularly fentanyl, as well as stimulants like methamphetamine, continue to be primary drivers of drug overdose deaths across the nation;

WHEREAS, the City of Antioch encourages community members to take proactive steps to prevent prescription drug misuse by safely storing medications, properly disposing of unused or expired prescriptions, and raising awareness about the dangers of misuse and overdose;

WHEREAS, the Contra Costa County Medication Education and Disposal Safety (MEDS) Coalition works diligently to engage residents in Prescription Drug Abuse Awareness Month activities to promote education, prevention, and community action; and

WHEREAS, the City of Antioch’s Public Safety and Community Resources Department will host its first Opioid Awareness Event on March 26, 2025.

NOW, THEREFORE, I, RON BERNAL, Mayor of the City of Antioch, hereby proclaim the month of March 2025, and each following March, to be “Prescription Drug Abuse Awareness Month” in the City of Antioch.

MARCH 11, 2025

\
_______________________________________
RON BERNAL, Mayor

2.03 3-11-25

BOARD / COMMISSION / COMMITTEE

VACANCY ANNOUNCEMENTS

Phone: (925) 779-7009 OFFICE OF THE CITY CLERK 200 H Street/P.O. Box 5007 [email protected] Antioch, CA. 94531-5007
https://bit.ly/COA-BC23 AntiochIsOpportunity.com
The City of Antioch urges residents to become involved in their local community! One way to do so is to serve on the various Boards, Commissions, and Committees. Any interested resident is encouraged to apply for the vacancies by 5:00 p.m. on the deadline below.

EXTENDED DEADLINE DATE: FRIDAY, MARCH 28, 2025:
 BOARD OF ADMINISTRATIVE APPEALS
o Two (2) partial term vacancies, expiring March 2028

 PARKS AND RECREATION COMMISSION
o One (1) partial term vacancy, expiring April 2026

DEADLINE DATE: FRIDAY, MARCH 28, 2025:
 ANTIOCH POLICE OVERSIGHT COMMISSION
o One (1) partial term vacancy, expiring November 2025

To be considered for the vacancy position (s) listed
above, please fill out an application available on the City’s website at https://bit.ly/COA-BC23. Printed
applications are also available at Antioch City Hall,
200 H Street, Antioch, CA.

Please return the completed application by the deadline date listed above, by email to: [email protected].

You can also drop off the application (Attn: City Clerk), in the water billing drop-off box outside Antioch City Hall.

Your interest and desire to serve our community can make a difference. #3

BOARD OF ADMINISTRATIVE APPEALS
Two (2) vacancies, expiring March 2028
Extended Deadline: By 5:00 p.m., March 28, 2025
The City of Antioch encourages residents to become involved in their local community .

One way to do so is to serve on various commissions, boards, and committees. Any interested resident is encouraged to apply.

Purpose:

The Board of Administrative Appeals hears appeals regarding administrative decisions by any official of the City dealing with Municipal Code Interpretations.

Boar
d Seats:
• Five (5) Board Members, 4-year terms.
• One (1) Alternate Board Member, 2-year term.

Meet
ings:
• Held every first Thursday of every month at 3:00 p.m. in the City Council Chambers; or on other dates as needed.

Req
uirements:
• Must be a resident of the City of Antioch.
• Three (3) members shall have experience in building construction trades and/or training in the CA Code of Regulations.
• Board members are required to submit the Fair Political Practices Commission (FPPC) Form 700 (Statement of Economic Interests) upon assuming office, and every year thereafter.
• Board members are required to complete a 2-hour online AB1234 Ethics course within one year of their appointment.
• Newly appointed and reappointed Members are required to take an Oath of Office administered by the City Clerk.

To be considered for these volunteer position(s), a completed application must be emailed to: [email protected], or mailed /delivered to the Office of the City Clerk, by the deadline date listed above. Applications are available on the City’s website at:
https://bit.ly/COA-BC23, and at the City Clerk’s Office.

PARKS & RECREATION COMMISSION
One (1) Vacancy, expiring April 2026
Extended Deadline: By 5:00 p.m., March 28, 2025
The City of Antioch encourages residents to become involved in their local community .

One way to do so is to serve on various commissions, boards, and committees. Any interested resident is encouraged to apply.

Purpose:

The Parks and Recreation Commission serves in an advisory capacity to the City Council in matters pertaining to Parks and Recreation functions, as well as engaging the community in programs and services. The Commission also surveys current and future park and recreational needs of the community to provide a sound and year -round recreational program for all ages.

C
ommission Seats:
• Seven (7) Commission Members, 4-year terms.

M
eetings:
• Held every third Thursday of every month at 7:00 p.m. in the City Council Chambers; or on other dates as needed.

R
equirements:
• Must be a resident of the City of Antioch.
• Commissioners are required to submit the Fair Political Practices Commission (FPPC) Form 700 (Statement of Economic Interests) upon assuming office, and every year thereafter.
• Commissioners are required to complete a 2-hour online AB1234 Ethics course within one year of their appointment.
• Newly appointed and reappointed Members are required to take an Oath of Office administered by the City Clerk.

ANTIOCH POLICE OVERSIGHT COMMISSION
One (1) Partial-Term Vacancy, expiring November 2025
Deadline: By 5:00 p.m., March 28, 2025
The City of Antioch encourages residents to become involved in their local community .

One way to do so is to serve on various commissions, boards, and committees. Any interested resident is encouraged to apply.

Purpose:

The Commission shall advise the City Council and Staff on the administration of the Antioch Police Department and public safety issues to ensure that the policies conform to national standards of constitutional policing. The Commission shall promote, encourage, and facilitate community participation and oversight by reviewing and recommending policies that are sensitive to the diverse needs of the residents, aiming to inform the community of its rights and responsibilities on interactions with police officers. (Ordinance No. 2212-C-S, passed May 24, 2022).

Committee Seats:
• One (1) representative from each of the four (4) councilmembers voting districts of the City.
• One (1) representative of the Antioch faith-based community. • One (1) representative of the Antioch business community. • One (1) employee or student of the Antioch Unified School District.

Meetings:
• Twice per month, except in July and December, when meetings occur only once.

Requirements:
• Must be a resident of the City of Antioch.
• Not a spouse of, or a current /former City Employee /department -sworn employee /sworn police officer /sworn police officer association representative. • Commissioners are required to submit the Fair Political Practices Commission (FPPC) Form 700 (Statement of Economic Interests) upon assuming office, and every year thereafter.
• Commissioners are required to complete a 2-hour online AB1234 Ethics course within one year of their appointment.
• Newly appointed and reappointed Members are required to take an Oath of Office administered by the City Clerk.

A
03-11-25

STAFF REPORT TO THE CITY COUNCIL
DATE:

TO:

Regular Meeting of March 11, 2025
Honorable Mayor and Members of the City Council
SUBMITTED BY: Melissa Rhodes, City Clerk
Christina Garcia, CMC, Assistant City Clerk
SUBJECT: City Council Meeting Minutes of February 11, 2025

RECOMMENDED ACTION
It is recommended that the City Council continue the Meeting Minutes of February 11, 2025.

FISCAL IMPACT
None

DISCUSSION
N/A

ATTACHMENT
None.

Cg
B
03-11-25

STAFF REPORT TO THE CITY COUNCIL
DATE:

TO:

RECOMMENDED ACTION
It is recommended that the City Council continue the Special Meeting/Closed Session Minutes of February 19, 2025.

FISCAL IMPACT
None

DISCUSSION
N/A

ATTACHMENT
None.

Cg
C
03-11-25

STAFF REPORT TO THE CITY COUNCIL
DATE:

TO:

RECOMMENDED ACTION
It is recommended that the City Council continue the Meeting Minutes of February 25, 2025.

FISCAL IMPACT
None

DISCUSSION
N/A

ATTACHMENT
None.

Cg
D
03-11-25

STAFF REPORT TO THE CITY COUNCIL
DATE:

TO:

RECOMMENDED ACTION
It is recommended that the City Council continue the Special Meeting/Budget Study Session Minutes of March 4, 2025.

FISCAL IMPACT
None

DISCUSSION
N/A

ATTACHMENT
None.

Cg
100 General Fund
Non departmental
00417953 AUTO ZONE DEPOSIT REFUND 2,000.00
00418015 LIFE INSURANCE CO OF NORTH AMERICA PAYROLL 5, 580.82 00418026 MUNICIPAL POOLING AUTHORITY PAYROLL 2,569.34
00418033 PARS PAYROLL 5,786.32
00418051 STANTEC CONSULTING SERVICES INC CONSULTING S ERVICES 7,702.00 00418052 STATE OF CALIFORNIA PAYROLL 120.00
00418053 STATE OF CALIFORNIA PAYROLL 50.00
00418083 COLONIAL LIFE MONTHLY PREMIUM 3,129.33
00418118 NAJIB, TEMOUR REFUND 4.00
00418127 QUADIENT LEASING USA INC POSTAGE 2,500.00
00418128 RANEY PLANNING & MANAGEMENT INC CONSULTING S ERVICES 1,191.25 00950427 NATIONWIDE RETIREMENT SOLUTIONS PAYROLL 45,16 7.62 00950434 NATIONWIDE RETIREMENT SOLUTION PAYROLL 33,644 .86 City Council
00417981 COSTCO VARIOUS BUSINESS EXPENSES 94.56
City Attorney
00417971 CANON FINANCIAL SERVICES COPIER LEASE 140.69
00418030 OFFICE DEPOT INC OFFICE SUPPLIES 23.68
00418047 SHRED IT INC SHREDDING SERVICES 65.37
00418075 BEST BEST & KRIEGER LLP LEGAL SERVICES RENDE RED 4,026.88 00418105 JACKSON LEWIS PC LEGAL SERVICES RENDERED 426. 00 00418109 KRAMER WORKPLACE INVESTIGATIONS LEGAL SERVIC ES RENDERED 8,820.00 00950443 TELECOM LAW FIRM PC LEGAL SERVICES RENDERED 5 ,765.95 City Manager
00417948 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 1 72.29 00417971 CANON FINANCIAL SERVICES COPIER LEASE 140.68
00417981 COSTCO VARIOUS BUSINESS EXPENSES 12.64
00418047 SHRED IT INC SHREDDING SERVICES 65.39
00418100 BOB HALL & ASSOCIATES RECRUITMENT SERVICES 25 ,000.00 00950438 KLARITY CONSULTING LLC COACHING SERVICES 480. 00 City Clerk
00417947 ACCOUNTEMPS TEMP SERVICES 1,779.54
00418030 OFFICE DEPOT INC OFFICE SUPPLIES 173.06
00418066 ACCOUNTEMPS TEMP SERVICES 3,545.26
00418080 CITY CLERKS ASSOC OF CA CCAC CONFERENCE 695.0 0 00418087 COUNTY CLERK 2024 ELECTIONS 191,024.13
00418112 MANUEL, VINCENT EXPENSE REIMBURSEMENT 91.60
00418132 ROSALES, VANESSA ROSE EXPENSE REIMBURSEMENT 5 9.38 00418140 TOTAL RECALL CAPTIONING CLOSED CAPTIONING 920 .00 00950432 UBEO BUSINESS SERVICES COPIER 1,272.94
City Treasurer
00418068 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 3 4.27 Human Resources
00418092 DIABLO LIVE SCAN LLC FINGERPRINTS 60.00
00418119 NEOGOV SUBSCRIPTION 2,058.00

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
FEBRUARY 14 - FEBRUARY 27, 2025
FUND/CHECK#
Finance Accounting
Prepared by : L. Reyes
3/5/2025 March 11, 2025 Page 1

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
FEBRUARY 14 - FEBRUARY 27, 2025
FUND/CHECK#
Economic Development
00417971 CANON FINANCIAL SERVICES COPIER LEASE 140.68
00418086 CONWAY DATA INC CALIFORNIA DATA PAGE 7,000.00
00418093 DUALHARE INC SOCIAL MEDIA CONTENT 12,200.00
Finance Administration
00418068 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 3 83.80 00950432 UBEO BUSINESS SERVICES COPIER 441.38
Finance Accounting
00418030 OFFICE DEPOT INC OFFICE SUPPLIES 153.63
00418068 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 3 37.35 00418098 FORVIS LLP SCR PREP 4,200.00
00950431 SUPERION LLC ASP SERVICE 58,087.25
Finance Operations
00418068 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 5 17.07 00418127 QUADIENT LEASING USA INC POSTAGE 44.10
00950432 UBEO BUSINESS SERVICES CONTRACT LEASE 1,221.0 0 Non Departmental
00417962 BRIDGE BUILDERS TO THE NEW GENERATION CIVIC ENH GRANT FY 24/25 4,800.00 00417972 CHARLES & SMITH HEALTH & WELLNESS CIVIC ENH GRANT FY 24/25 1,500.00 00417977 CONTRA COSTA COUNTY COUNTY SHARE NE TAX 23-2 4 262,871.16 00417979 CONTRA COSTA COUNTY LIBRARY Q2 LIBRARY 41,254 .11 00417988 EASTBAY FORWARD ECONOMIC DEVELOPMENT CIVIC ENH GRANT FY 24/25 3,800.00 00418068 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 4 0.79 00418093 DUALHARE INC SOCIAL MEDIA CONTENT 4,300.00
00418118 NAJIB, TEMOUR REFUND 260.00
00418150 WOMENS CLUB OF ANTIOCH CIVIC ENH GRANT FY 24 /25 2,300.00 00950414 AVENU STARS SERVICE 1,157.63
Public Works Administration
00418061 VIRAY, JULIE EXPENSE REIMBURSEMENT 184.22
00950432 UBEO BUSINESS SERVICES COPIER 453.90
Public Works Street Maintenance
00417994 FASTSIGNS 2025 MINI CALENDARS 43.59
00418043 SCA OF CA, LLC STREET SWEEPING 7,846.00
00418056 TAPCO SIGN POST BOLTS 766.83
00418071 ANTIOCH BUILDING MATERIALS ROCK 1,230.41
00418104 INTERSTATE SALES PAVEMENT MARKERS 1,905.07
00418108 KERN OIL FILTER RECYCLING, LLC ABSORBANTS 538 .00 00418111 MANERI SIGN COMPANY STREET SIGNS 1,070.67
Public Works-Signal/Street Lights
00418010 JAM SERVICES INC LIGHT FIXTURES 36,217.50
00418090 DC ELECTRIC GROUP INC STREETLIGHT KNOCKDOWN 3 6,976.22 00418125 PACIFIC GAS AND ELECTRIC CO ELECTRIC 238.47
Public Works-Facilities Maintenance
00417957 BAY ALARM COMPANY SERVICE CALL 872.19
00417987 DREAM RIDE ELEVATOR ELEVATOR MAINTENANCE 480. 00 00417993 FASTENAL COMPANY SUPPLIES 53.12
00417994 FASTSIGNS 2025 MINI CALENDARS 43.59
00418007 HONEYWELL INTERNATIONAL INC INSTALL NEW FURN ACE 42,882.27 Finance Accounting
Prepared by : L. Reyes
3/5/2025 March 11, 2025 Page 2

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
FEBRUARY 14 - FEBRUARY 27, 2025
FUND/CHECK#
00418012 KARLA'S JANITORIAL & SUPPLIERS, LLC JANITORI AL SERVICES 8,072.00 00418054 STERICYCLE INC SHRED IT SERVICE 95.45
00418069 AMERICAN PLUMBING INC ON CALL PLUMBING REPAI R 175.00 00418072 BAY ALARM COMPANY MARCH MAINTENANCE 3,036.93
00418088 CRESCO EQUIPMENT RENTALS & AFFILIATES BUCKET TRUCK RENTAL 4,023.00 00418090 DC ELECTRIC GROUP INC REPAIRS LIGHTING 2,849. 28 00418131 ROBINS LOCK AND KEY LOCKSMITH SERVICES 127.78
Public Works-Parks Maint
00418067 ALTA FENCE CO FENCE REPAIR 5,384.00
00418090 DC ELECTRIC GROUP INC ELECTRICAL REPAIR 3,920 .07 00418116 MIRACLE PLAYSYSTEMS INC PLAYGROUND EQUIPMENT 6,341.76 00418139 TERRACARE ASSOCIATES PARKS MAINTENANCE 108,25 8.15 00950436 GRAINGER INC SUPPLIES 348.28
Public Works-Median/General Land
00950442 SITEONE LANDSCAPE SUPPLY HOLDING LLC IRRIGAT ION PARTS 1,532.22 Police Administration
00417961 BPS TACTICAL INC. BALLISTIC VEST 1,235.67
00417966 CANON FINANCIAL SERVICES COPIER LEASE 2,419.2 9 00417974 CODE 3 WEAR PUBLIC SAFETY OUTFITTERS UNIFORM S 1,031.75 00417976 CONTRA COSTA COUNTY ACADEMY FEES 16,568.75
00417985 DESIDERIO, JAMES PER DIEM 136.00
00417991 EWART, ASHLEY MARIE PER DIEM 344.00
00417992 FACHNER, DANIEL E PER DIEM 920.00
00417999 GALLS LLC UNIFORMS 488.07
00418023 MILLER MENDEL INC BACKGROUNDS 382.50
00418027 NILSEN, ERIK ROBERT EXPENSE REIMBURSEMENT 1,0 29.76 00418034 PERRY, APRIL EXPENSE REIMBURSEMENT 396.00
00418040 ROY, MICHAEL L PER DIEM 136.00
00418074 BECERRA, ARTURO MODESTO PER DIEM 172.00
00418081 CLONINGER, NAHLEEN R PER DIEM 258.00
00418093 DUALHARE INC SOCIAL MEDIA CONTENT 400.00
00418094 DUFFY, ADAM JAMES EXPENSE REIMBURSEMENT 317.2 9 00418096 EGAN, JOSHUA PER DIEM 258.00
00418099 GRAGG, RANDALL ANDREW PER DIEM 920.00
00418114 MARQUES, SHAWN LUIS PER DIEM 344.00
00418121 NILSEN, ERIK ROBERT PER DIEM 258.00
00418135 SHAFFER, COLE ANDREW PER DIEM 172.00
00418136 SOUZA MELLONE, MICHAEL C EXPENSE REIMBURSEME NT 349.96 00418137 SOUZA MELLONE, MICHAEL C PER DIEM 344.00
00418138 STANISLAV ALEX SEMENUK TRAINING 1,050.00
00418144 VIGIL JR, JOSEPH PER DIEM 344.00
00418149 WHITAKER, WILLIAM PER DIEM 344.00
00950417 EMPLOYEE ADVANCED DISABILITY PENSION 5,855.50
Police Community Policing
00418117 MOTOROLA SOLUTIONS INC ANNUAL SUBSCRIPTION 23 ,010.00 Police Facilities Maintenance
00417987 DREAM RIDE ELEVATOR ELEVATOR MAINTENANCE 160. 00 00418007 HONEYWELL INTERNATIONAL INC BOILER PUMP/ISOL ATION VALVE 1,333.20 Finance Accounting
Prepared by : L. Reyes
3/5/2025 March 11, 2025 Page 3

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
FEBRUARY 14 - FEBRUARY 27, 2025
FUND/CHECK#
00418012 KARLA'S JANITORIAL & SUPPLIERS, LLC JANITORI AL SERVICES 7,462.00 00418017 LOPEZ MNTS SVCS LLC REPORT WRITING ROOM DEMO 4,943.00 00418046 SHERWIN WILLIAMS CO SUPPLIES 1,050.90
00418072 BAY ALARM COMPANY MARCH MAINTENANCE 1,350.00
00418090 DC ELECTRIC GROUP INC ELECTRICAL REPAIR 712.3 2 00418129 REINHOLDT ENGINEERING CONSTR UST INSPECTIONS 175.00 00418131 ROBINS LOCK AND KEY LOCKSMITH SERVICES 615.00
Youth Network Services
00417964 CABRAL, MONSERRAT EXPENSE REIMBURSEMENT 1,614 .88 00418076 BIG SKY LOGOS AND EMBROIDERY ACT SHIRT 3,099. 24 00418093 DUALHARE INC SOCIAL MEDIA CONTENT 1,900.00
00418133 RR TRANSITIONAL HOUSING TUTORING PROGRAM 3,38 6.80 Housing and Homelessness
00418045 SHARE COMMUNITY SHOWER PROGRAM 22,046.83
00418106 JOHNSON, TASHA YVETTE PER DIEM 301.00
PSCR Administration
00417967 CANON FINANCIAL SERVICES CONTRACT LEASE 204.1 3 00418012 KARLA'S JANITORIAL & SUPPLIERS, LLC JANITORI AL SERVICES 770.00 00418072 BAY ALARM COMPANY MARCH MAINTENANCE 346.52
00418093 DUALHARE INC SOCIAL MEDIA CONTENT 1,370.00
Community Development Administration
00417948 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 4 47.02 Community Development Land Planning Services
00418126 PLACEWORKS INC CONSULTING SERVICES 9,636.46
00950415 BAY AREA NEWS GROUP - EAST BAY LEGAL AD 1,013 .66 CD Code Enforcement
00417948 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 5 4.78 00417978 CONTRA COSTA COUNTY RECORDING/COPY FEES 187.0 0 00417984 DATA TICKET INC CONSULTANTS 574.00
00418014 LAU ANDY HOANG THI THUAN REFUND 400.00
PW Engineer Land Development
00417993 FASTENAL COMPANY VESTS 42.24
00418082 COASTLAND CIVIL ENGINEERING INSPECTION SERVI CES 113,258.75 00950425 INTERWEST CONSULTING GROUP INC PROFESSIONAL SERVICES 122,681.25 00950432 UBEO BUSINESS SERVICES COPIER 263.25
Capital Imp. Administration
00418113 MAR, HARRY GARRETT EXPENSE REIMBURSEMENT 25.9 7 00950432 UBEO BUSINESS SERVICES COPIER 534.48
206 American Rescue Plan Fund
Non Departmental
00417946 360 AUTOCARE INC ARPA SMALL BUSINESS GRANT 15 ,000.00 00417952 AURAJ CHAHAL INC ARPA SMALL BUSINESS GRANT 15 ,000.00 00417954 AZEVEDO, GENE ARPA SMALL BUSINESS GRANT 10,000.00 00417973 CLASSY GLASS TINTING ARPA SMALL BUSINESS GRA NT 10,000.00 00417990 EL CAMPANIL THEATRE PRESERVATION ARPA SMALL BUSINESS GRANT 10,000.00 00417996 FRIGARD CHIROPRACTIC ARPA SMALL BUSINESS GRA NT 10,000.00 00418001 GOMEZ, GRICELDA ARPA SMALL BUSINESS GRANT 10, 000.00 00418003 GUTIERREZ, SALVADOR ARPA SMALL BUSINESS GRAN T 5,000.00 Finance Accounting
Prepared by : L. Reyes
3/5/2025 March 11, 2025 Page 4

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
FEBRUARY 14 - FEBRUARY 27, 2025
FUND/CHECK#
00418004 HALDER, ALBERT ARPA SMALL BUSINESS GRANT 10,000.00 00418009 HUNT, JENNIFER SHEREE ARPA SMALL BUSINESS GR ANT 5,000.00 00418013 LATINOS HAIR SALON ARPA SMALL BUSINESS GRANT 10,000.00 00418018 MA, THAO NGOC ARPA SMALL BUSINESS GRANT 10,000.00 00418022 MICHAUD, ROBERT J ARPA SMALL BUSINESS GRANT 1 5,000.00 00418028 NK GAS ARPA SMALL BUSINESS GRANT 15,000.00
00418037 REID VENTURES ARPA SMALL BUSINESS GRANT 15,000.00 00418042 SANTOS ARAGON ENTERPRISES, INC. ARPA SMALL B USINESS GRANT 10,000.00 00418044 SEAN MCCAULEY INVESTMENTS INC ARPA SMALL BUS INESS GRANT 10,000.00 00418049 SR VENTURES LLC ARPA SMALL BUSINESS GRANT 10, 000.00 00418062 WALLACE TERMITE & CONSTRUCTION ARPA SMALL BU SINESS GRANT 15,000.00 00418073 BEAT THE STREETS INC ARPA SMALL BUSINESS GRA NT 10,000.00 00950420 FELTON INSTITUTE DECEMBER INVOICE 150,423.99
PSCR Administration
00950436 GRAINGER INC PLUMBING PARTS 4,818.64
209 RMRA Fund
Streets
00950415 BAY AREA NEWS GROUP - EAST BAY LEGAL AD 613.0 4 212 CDBG Fund
CDBG
00417965 CANCER SUPPORT COMMUNITY Q1FY24-25-CSC REIMB 2,499.81 00417975 CONTRA COSTA CHILD CARE COUNCIL Q2FY24-25-CO CO KIDS REIMB 5,399.69 00417980 CONTRA COSTA FAMILY JUSTICE ALLIANCE Q2FY24- 25-FJA REIMB 4,168.90 00417982 COURT APPOINTED SPECIAL ADVOCATES Q2FY24-25- CASA REIMB 3,100.28 00418021 MEALS ON WHEELS AND SENIOR OUTREACH Q2FY24- 25-MOW REIMB 2,500.08 00418084 CONTRA COSTA SENIOR LEGAL SERVICES Q2FY24-25 -CCSLS REIMB 1,405.23 213 Gas Tax Fund
Streets
00418125 PACIFIC GAS AND ELECTRIC CO ELECTRIC 145.28
216 Park-In-Lieu Fund
Parks & Open Space
00418041 ROYSTON HANAMOTO ALLEY AND ABEY PROFESSIONAL SERVICES 2,638.75 00418116 MIRACLE PLAYSYSTEMS INC PLAYGROUND - JACOBSE N 147,953.48 219 Recreation Fund
Non departmental
00417965 CANCER SUPPORT COMMUNITY REFUND DEPOSIT 200. 00 00418038 ALLAN REYES CHECK REPLACEMENT 250.00
Nick Rodriguez Community Cent
00417968 CANON FINANCIAL SERVICES CONTRACT LEASE 287.2 8 00418068 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 1 ,518.75 00418072 BAY ALARM COMPANY MARCH MAINTENANCE 48.65
00418142 UNITED STATES POSTAL SERVICE BULK MAIL 750.00
00950432 UBEO BUSINESS SERVICES COPIER 1,079.34
Recreation Sports Programs
00418068 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 4 81.21 00418072 BAY ALARM COMPANY MARCH MAINTENANCE 75.00
00418143 VALLEY ATHLETICS FIELD PREP EQUIPMENT 1,262.1 3 Finance Accounting
Prepared by : L. Reyes
3/5/2025 March 11, 2025 Page 5

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
FEBRUARY 14 - FEBRUARY 27, 2025
FUND/CHECK#
Recreation-Comm Center
00418068 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 9 36.87 00418072 BAY ALARM COMPANY MARCH MAINTENANCE 165.00
00418125 PACIFIC GAS AND ELECTRIC CO GAS 10,366.70
00418139 TERRACARE ASSOCIATES PARKS MAINTENANCE 4,748. 42 00950432 UBEO BUSINESS SERVICES COPIER 864.29
00950444 ULINE SUPPLIES 47.75
Recreation Water Park
00417948 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 1 34.94 00417949 AMERICAN RED CROSS TRAINING 571.00
00418036 PRECISION PLUMBING AND CONTRACTING INC PLUMB ING SERVICES 8,020.00 00418072 BAY ALARM COMPANY MARCH MAINTENANCE 546.71
00418139 TERRACARE ASSOCIATES PARKS MAINTENANCE 4,569. 33 00950426 KNORR SYSTEMS INC CHEMICALS 1,066.50
00950432 UBEO BUSINESS SERVICES COPIER 197.86
222 Measure C/J Fund
Streets
00418139 TERRACARE ASSOCIATES LONE TREE ENHANCEMENTS 2 2,282.76 00418146 WATERSAVERS IRRIGATION, INC LONE TREE ENHANC EMENTS 2,266.75 226 Solid Waste Reduction Fund
Solid Waste
00417983 CRRA ANNUAL DUES 200.00
00417989 ECOHERO SHOW LLC, THE SCHOOL PERFORMANCES 2,5 00.00 00418089 CRRA CRRA MEMBERSHIP DSA 200.00
229 Pollution Elimination Fund
Channel Maintenance Operation
00418091 DEPT OF FISH AND GAME ANNUAL PERMIT FEES 1,50 5.00 255 Park 1A Maintenance District Fund
Park 1A Maintenance District
00418072 BAY ALARM COMPANY MARCH MAINTENANCE 145.00
257 SLLMD Administration Fund
SLLMD Administration
00417994 FASTSIGNS 2025 MINI CALENDARS 43.59
311 Capital Improvement Fund
Non departmental
Streets
00418134 SANDSTONE ENVIRONMENTAL ENGINEERING PROGRES S PAYMENT #5 46,697.00 569 Vehicle Replacement Fund
Equipment Maintenance
00418120 NICHOLAS K CORPORATION DUMP TRUCK 197,785.14
570 Equipment Maintenance Fund
Non departmental
00418008 HUNT AND SONS INC FUEL 17,579.55
00418103 HUNT AND SONS INC FUEL 14,997.45
Equipment Maintenance
00417959 BELKORP AG LLC PARTS 339.50
00417994 FASTSIGNS 2025 MINI CALENDARS 43.70
00418016 LIM AUTOMOTIVE SUPPLY INC PARTS 595.97
Finance Accounting
Prepared by : L. Reyes
3/5/2025 March 11, 2025 Page 6

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
FEBRUARY 14 - FEBRUARY 27, 2025
FUND/CHECK#
00418025 MUNICIPAL MAINT EQUIPMENT INC PARTS 1,510.82
00418031 OREILLY AUTO PARTS PARTS 1,751.54
00418063 WALNUT CREEK FORD PARTS 2.92
00418064 WINTER CHEVROLET CO OUTSIDE REPAIR 2,415.98
00418070 ANTIOCH ACE HARDWARE SUPPLIES 47.35
00418079 CHUCKS BRAKE AND WHEEL SERVICE INC DRIVE SHA FT REPAIR 523.73 00418095 EAST BAY TIRE CO TIRES 2,451.24
00418108 KERN OIL FILTER RECYCLING, LLC USED OIL DISP OSAL 150.00 00418110 LIM AUTOMOTIVE SUPPLY INC STANDS 1,706.26
00418122 OREILLY AUTO PARTS MOTOR OIL 432.14
00418145 WALNUT CREEK FORD PARTS 86.54
00950428 PETERSON TRACTOR CO PARTS 1,194.84
00950432 UBEO BUSINESS SERVICES COPIER 151.30
00950439 KIMBALL MIDWEST PARTS/SUPPLIES 185.08
573 Information Services Fund
Information Services
00418059 VERIZON WIRELESS DATA USAGE 528.42
Network Support & PCs
00950419 DELL COMPUTER CORP COMPUTER MONITOR 2,628.75
00950432 UBEO BUSINESS SERVICES COPIER 46.01
Office Equipment Replacement
00950419 DELL COMPUTER CORP COMPUTER EQUIPMENT 4,787.9 5 577 Post Retirement Medical-Police Fund
Non Departmental
00418000 RETIREE CHECK REPLACEMENT 1,622.64
00418151 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00418157 RETIREE MEDICAL AFTER RETIREMENT 1,622.64
00418161 RETIREE MEDICAL AFTER RETIREMENT 954.90
00418162 RETIREE MEDICAL AFTER RETIREMENT 528.16
00418163 RETIREE MEDICAL AFTER RETIREMENT 57.90
00418164 RETIREE MEDICAL AFTER RETIREMENT 528.16
00418166 RETIREE MEDICAL AFTER RETIREMENT 1,956.51
00418167 RETIREE MEDICAL AFTER RETIREMENT 709.38
00950430 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00950446 RETIREE MEDICAL AFTER RETIREMENT 528.16
00950447 RETIREE MEDICAL AFTER RETIREMENT 2,735.54
00950448 RETIREE MEDICAL AFTER RETIREMENT 108.33
00950451 RETIREE MEDICAL AFTER RETIREMENT 1,297.98
00950452 RETIREE MEDICAL AFTER RETIREMENT 454.10
00950454 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00950455 RETIREE MEDICAL AFTER RETIREMENT 817.12
00950459 RETIREE MEDICAL AFTER RETIREMENT 528.16
00950461 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00950468 RETIREE MEDICAL AFTER RETIREMENT 1,112.90
00950469 RETIREE MEDICAL AFTER RETIREMENT 2,735.54
00950474 RETIREE MEDICAL AFTER RETIREMENT 528.16
00950476 RETIREE MEDICAL AFTER RETIREMENT 965.00
00950478 RETIREE MEDICAL AFTER RETIREMENT 1,011.40
Finance Accounting
Prepared by : L. Reyes
3/5/2025 March 11, 2025 Page 7

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
FEBRUARY 14 - FEBRUARY 27, 2025
FUND/CHECK#
00950481 RETIREE MEDICAL AFTER RETIREMENT 817.12
00950490 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00950496 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00950497 RETIREE MEDICAL AFTER RETIREMENT 827.20
00950498 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00950501 RETIREE MEDICAL AFTER RETIREMENT 1,845.22
00950509 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00950515 RETIREE MEDICAL AFTER RETIREMENT 528.16
00950516 RETIREE MEDICAL AFTER RETIREMENT 1,011.40
00950517 RETIREE MEDICAL AFTER RETIREMENT 546.39
00950518 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00950521 RETIREE MEDICAL AFTER RETIREMENT 637.88
00950528 RETIREE MEDICAL AFTER RETIREMENT 185.08
00950529 RETIREE MEDICAL AFTER RETIREMENT 676.68
00950530 RETIREE MEDICAL AFTER RETIREMENT 2,003.22
00950531 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00950534 RETIREE MEDICAL AFTER RETIREMENT 473.38
00950543 RETIREE MEDICAL AFTER RETIREMENT 2,735.84
00950545 RETIREE MEDICAL AFTER RETIREMENT 196.69
00950547 RETIREE MEDICAL AFTER RETIREMENT 1,511.35
00950550 RETIREE MEDICAL AFTER RETIREMENT 2,503.00
00950554 RETIREE MEDICAL AFTER RETIREMENT 668.70
00950556 RETIREE MEDICAL AFTER RETIREMENT 954.90
00950558 RETIREE MEDICAL AFTER RETIREMENT 1,671.25
00950565 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00950567 RETIREE MEDICAL AFTER RETIREMENT 1,337.71
00950570 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00950571 RETIREE MEDICAL AFTER RETIREMENT 1,011.40
00950573 RETIREE MEDICAL AFTER RETIREMENT 528.16
00950574 RETIREE MEDICAL AFTER RETIREMENT 1,466.65
00950578 RETIREE MEDICAL AFTER RETIREMENT 398.45
00950587 RETIREE MEDICAL AFTER RETIREMENT 709.98
00950588 RETIREE MEDICAL AFTER RETIREMENT 2,735.54
00950590 RETIREE MEDICAL AFTER RETIREMENT 1,586.21
00950598 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00950599 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00950601 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00950602 RETIREE MEDICAL AFTER RETIREMENT 504.30
00950604 RETIREE MEDICAL AFTER RETIREMENT 1,884.82
00950608 RETIREE MEDICAL AFTER RETIREMENT 528.16
00950609 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00950613 RETIREE MEDICAL AFTER RETIREMENT 726.50
00950619 RETIREE MEDICAL AFTER RETIREMENT 909.96
00950623 RETIREE MEDICAL AFTER RETIREMENT 855.70
00950624 RETIREE MEDICAL AFTER RETIREMENT 954.90
00950626 RETIREE MEDICAL AFTER RETIREMENT 30.66
00950628 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
Finance Accounting
Prepared by : L. Reyes
3/5/2025 March 11, 2025 Page 8

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
FEBRUARY 14 - FEBRUARY 27, 2025
FUND/CHECK#
578 Post Retirement Medical-Misc Fund
Non Departmental
00418152 RETIREE MEDICAL AFTER RETIREMENT 176.48
00418155 RETIREE MEDICAL AFTER RETIREMENT 78.69
00418156 RETIREE MEDICAL AFTER RETIREMENT 78.69
00418159 RETIREE MEDICAL AFTER RETIREMENT 304.59
00418160 RETIREE MEDICAL AFTER RETIREMENT 78.69
00418168 RETIREE MEDICAL AFTER RETIREMENT 78.69
00418169 RETIREE MEDICAL AFTER RETIREMENT 216.75
00950423 RETIREE MEDICAL AFTER RETIREMENT 220.00
00950445 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950450 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950453 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950458 RETIREE MEDICAL AFTER RETIREMENT 196.69
00950463 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950466 RETIREE MEDICAL AFTER RETIREMENT 161.20
00950467 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950470 RETIREE MEDICAL AFTER RETIREMENT 196.69
00950471 RETIREE MEDICAL AFTER RETIREMENT 551.38
00950472 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950475 RETIREE MEDICAL AFTER RETIREMENT 196.69
00950482 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950487 RETIREE MEDICAL AFTER RETIREMENT 78.69
00950489 RETIREE MEDICAL AFTER RETIREMENT 78.69
00950491 RETIREE MEDICAL AFTER RETIREMENT 551.38
00950492 RETIREE MEDICAL AFTER RETIREMENT 551.38
00950493 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950494 RETIREE MEDICAL AFTER RETIREMENT 196.69
00950495 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950503 RETIREE MEDICAL AFTER RETIREMENT 709.38
00950504 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950505 RETIREE MEDICAL AFTER RETIREMENT 155.52
00950506 RETIREE MEDICAL AFTER RETIREMENT 110.00
00950507 RETIREE MEDICAL AFTER RETIREMENT 551.38
00950508 RETIREE MEDICAL AFTER RETIREMENT 551.38
00950513 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950514 RETIREE MEDICAL AFTER RETIREMENT 78.69
00950523 RETIREE MEDICAL AFTER RETIREMENT 78.69
00950524 RETIREE MEDICAL AFTER RETIREMENT 78.69
00950527 RETIREE MEDICAL AFTER RETIREMENT 78.69
00950533 RETIREE MEDICAL AFTER RETIREMENT 78.69
00950538 RETIREE MEDICAL AFTER RETIREMENT 196.69
00950539 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950540 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950542 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950544 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950551 RETIREE MEDICAL AFTER RETIREMENT 78.69
00950553 RETIREE MEDICAL AFTER RETIREMENT 78.69
Finance Accounting
Prepared by : L. Reyes
3/5/2025 March 11, 2025 Page 9

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
FEBRUARY 14 - FEBRUARY 27, 2025
FUND/CHECK#
00950557 RETIREE MEDICAL AFTER RETIREMENT 405.00
00950560 RETIREE MEDICAL AFTER RETIREMENT 196.69
00950564 RETIREE MEDICAL AFTER RETIREMENT 709.38
00950566 RETIREE MEDICAL AFTER RETIREMENT 78.69
00950568 RETIREE MEDICAL AFTER RETIREMENT 46.48
00950572 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950575 RETIREE MEDICAL AFTER RETIREMENT 78.69
00950577 RETIREE MEDICAL AFTER RETIREMENT 78.69
00950581 RETIREE MEDICAL AFTER RETIREMENT 78.69
00950586 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950589 RETIREE MEDICAL AFTER RETIREMENT 78.69
00950594 RETIREE MEDICAL AFTER RETIREMENT 78.69
00950606 RETIREE MEDICAL AFTER RETIREMENT 78.69
00950611 RETIREE MEDICAL AFTER RETIREMENT 220.00
00950612 RETIREE MEDICAL AFTER RETIREMENT 309.46
00950615 RETIREE MEDICAL AFTER RETIREMENT 78.69
00950622 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950625 RETIREE MEDICAL AFTER RETIREMENT 78.69
00950627 RETIREE MEDICAL AFTER RETIREMENT 315.38
579 Post Retirement Medical-Mgmt Fund
Non Departmental
00418153 RETIREE MEDICAL AFTER RETIREMENT 1,509.00
00418154 RETIREE MEDICAL AFTER RETIREMENT 551.38
00418158 RETIREE MEDICAL AFTER RETIREMENT 78.69
00418165 RETIREE MEDICAL AFTER RETIREMENT 431.38
00418170 RETIREE MEDICAL AFTER RETIREMENT 474.30
00418171 RETIREE MEDICAL AFTER RETIREMENT 2,735.54
00418172 RETIREE MEDICAL AFTER RETIREMENT 551.38
00950418 RETIREE MEDICAL AFTER RETIREMENT 630.76
00950449 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950456 RETIREE MEDICAL AFTER RETIREMENT 551.38
00950457 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950460 RETIREE MEDICAL AFTER RETIREMENT 551.38
00950462 RETIREE MEDICAL AFTER RETIREMENT 185.08
00950464 RETIREE MEDICAL AFTER RETIREMENT 136.69
00950465 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00950473 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950477 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950479 RETIREE MEDICAL AFTER RETIREMENT 56.00
00950480 RETIREE MEDICAL AFTER RETIREMENT 551.38
00950483 RETIREE MEDICAL AFTER RETIREMENT 1,011.40
00950484 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950485 RETIREE MEDICAL AFTER RETIREMENT 473.38
00950486 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950488 RETIREE MEDICAL AFTER RETIREMENT 431.38
00950499 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950500 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950502 RETIREE MEDICAL AFTER RETIREMENT 315.38
Finance Accounting
Prepared by : L. Reyes
3/5/2025 March 11, 2025 Page 10

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
FEBRUARY 14 - FEBRUARY 27, 2025
FUND/CHECK#
00950510 RETIREE MEDICAL AFTER RETIREMENT 473.38
00950511 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950512 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950519 RETIREE MEDICAL AFTER RETIREMENT 426.70
00950520 RETIREE MEDICAL AFTER RETIREMENT 400.00
00950522 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950525 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950526 RETIREE MEDICAL AFTER RETIREMENT 2,735.54
00950532 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950535 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950536 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950537 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950541 RETIREE MEDICAL AFTER RETIREMENT 817.12
00950546 RETIREE MEDICAL AFTER RETIREMENT 934.26
00950548 RETIREE MEDICAL AFTER RETIREMENT 676.68
00950549 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950552 RETIREE MEDICAL AFTER RETIREMENT 1,845.22
00950555 RETIREE MEDICAL AFTER RETIREMENT 426.70
00950559 RETIREE MEDICAL AFTER RETIREMENT 431.38
00950561 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00950562 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950563 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950569 RETIREE MEDICAL AFTER RETIREMENT 78.69
00950576 RETIREE MEDICAL AFTER RETIREMENT 78.69
00950579 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950580 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950582 RETIREE MEDICAL AFTER RETIREMENT 78.69
00950583 RETIREE MEDICAL AFTER RETIREMENT 136.69
00950584 RETIREE MEDICAL AFTER RETIREMENT 429.00
00950585 RETIREE MEDICAL AFTER RETIREMENT 196.69
00950591 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950592 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950593 RETIREE MEDICAL AFTER RETIREMENT 78.69
00950595 RETIREE MEDICAL AFTER RETIREMENT 426.70
00950596 RETIREE MEDICAL AFTER RETIREMENT 1,011.40
00950597 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950600 RETIREE MEDICAL AFTER RETIREMENT 431.38
00950603 RETIREE MEDICAL AFTER RETIREMENT 318.86
00950605 RETIREE MEDICAL AFTER RETIREMENT 78.69
00950607 RETIREE MEDICAL AFTER RETIREMENT 551.38
00950610 RETIREE MEDICAL AFTER RETIREMENT 110.00
00950614 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950616 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950617 RETIREE MEDICAL AFTER RETIREMENT 315.38
00950618 RETIREE MEDICAL AFTER RETIREMENT 1,902.80
00950620 RETIREE MEDICAL AFTER RETIREMENT 78.69
00950621 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
Finance Accounting
Prepared by : L. Reyes
3/5/2025 March 11, 2025 Page 11

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
FEBRUARY 14 - FEBRUARY 27, 2025
FUND/CHECK#
611 Water Fund
Non departmental
00417950 AMERICAN TEXTILE AND SUPPLY INC ABSORBENT 491 .68 00417993 FASTENAL COMPANY SUPPLIES 330.69
00418006 HAWTHORN VENTURES LLC UNIFORMS 6,164.88
00418016 LIM AUTOMOTIVE SUPPLY INC PARTS 421.11
00418097 FASTENAL COMPANY SUPPLIES 727.38
00950421 GRAINGER INC SUPPLIES 1,571.01
00950429 ROADSAFE TRAFFIC SYSTEMS INC GLOVES 237.06
00950444 ULINE SUPPLIES 234.87
Water Production
00417951 ANTIOCH ACE HARDWARE SUPPLIES 90.79
00417956 BARTLEY PUMP PM, LLC SERVICE WORK 700.00
00417960 BORGES AND MAHONEY GANTRY CRANE 4,513.44
00417970 CANON FINANCIAL SERVICES CONTRACT LEASE 254.5 0 00417987 DREAM RIDE ELEVATOR ELEVATOR MAINTENANCE 200. 00 00417994 FASTSIGNS 2025 MINI CALENDARS 43.70
00417997 FRUIT GROWERS LABORATORY, INC TESTING 2,022.0 0 00418002 GUALCO GROUP INC, THE PROFESSIONAL SERVICES 4 ,185.00 00418005 HARRINGTON INDUSTRIAL PLASTICS LLC O RING KI T 2,082.01 00418011 KARL NEEDHAM ENTERPRISES INC SLUDGE 22,274.20
00418012 KARLA'S JANITORIAL & SUPPLIERS, LLC JANITORI AL SERVICES 939.00 00418019 MCCAMPBELL ANALYTICAL INC LAB TESTING 48.20
00418020 MCMASTER CARR SUPPLY CO PARTS 975.76
00418024 MORENO, SANTIAGO XIPIL EXPENSE REIMBURSEMENT 229.25 00418035 POLYDYNE INC CHEMICALS 7,576.80
00418050 STANDARD PLUMBING SUPPLY CO. INC. SUPPLIES 49 .13 00418055 SWAN ANALYTICAL INSTRUMENTS USA INC PARTS 1,6 77.28 00418058 UNIVAR SOLUTIONS USA INC CHEMICALS 23,337.47
00418060 VESTIS GROUP INC SUPPLIES 565.80
00418072 BAY ALARM COMPANY MARCH MAINTENANCE 7,375.31
00418085 CONTRA COSTA WATER DISTRICT RAW WATER 711,901 .75 00418107 JOLIVETTE, NATHAN LOUIS EXPENSE REIMBURSEMEN T 936.17 00418129 REINHOLDT ENGINEERING CONSTR UST INSPECTIONS 175.00 00418131 ROBINS LOCK AND KEY LOCKSMITH SERVICES 355.00
00950416 CHEMTRADE CHEMICALS US LLC CHEMICALS 7,257.63
00950422 HACH CO LAB SUPPLY 1,422.35
Water Distribution
00417951 ANTIOCH ACE HARDWARE SUPPLIES 37.49
00417963 C AND J FAVALORA TRUCKING INC FULTON RECYCLE 22,200.00 00417986 DKF SOLUTIONS GROUP LLC TRAINING 99.00
00417994 FASTSIGNS 2025 MINI CALENDARS 43.71
00417998 G AND S PAVING SERVICE CUTS 6,839.94
00418029 NO CA BACKFLOW PREVENTION ASSOCIATION BACKFL OW MEMBERSHIP 600.00 00418030 OFFICE DEPOT INC OFFICE SUPPLIES 172.49
00418032 PACE SUPPLY CORP VALVE REPAIR KIT 1,357.34
00418039 ROBERTS AND BRUNE CO PIPE FITTING 362.18
00418048 SIMPLASTICS, LLC SUPPLIES 820.42
Finance Accounting
Prepared by : L. Reyes
3/5/2025 March 11, 2025 Page 12

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
FEBRUARY 14 - FEBRUARY 27, 2025
FUND/CHECK#
00418057 TYLER TECHNOLOGIES INC PAYMENT SYSTEM 162.50
00418067 ALTA FENCE CO FENCE REPAIR 216.00
00418071 ANTIOCH BUILDING MATERIALS ROCK 13,983.54
00418072 BAY ALARM COMPANY MARCH MAINTENANCE 105.00
00418078 CHECK PROCESSORS INC PROCESSING PAYMENT 499.6 7 00418102 HD SUPPLY INC DIFFUSER 2,774.64
00418120 NICHOLAS K CORPORATION DUMP TRUCK 85,051.99
00418123 PACE SUPPLY CORP FITTINGS 2,399.45
00418124 PACIFIC CREDIT SERVICES COLLECTION FEES 446.6 4 00418130 ROBERTS AND BRUNE CO PIPE FITTING 5,450.58
00418141 UNDERGROUND REPUBLIC WATER WORKS, INC PIPE F ITTINGS 4,600.13 00418148 WESTERN PACIFIC TRUCK SCHOOL CDL TRAINING 7,0 00.00 00950421 GRAINGER INC SUPPLIES 367.73
00950424 INFOSEND INC PRINT AND MAIL SERVICES 49.66
00950429 ROADSAFE TRAFFIC SYSTEMS INC SIGNS 928.91
00950432 UBEO BUSINESS SERVICES COPIER 422.73
00950433 ULINE SUPPLIES 204.25
00950435 BADGER METER INC METERS 70,504.50
00950437 INFOSEND INC PRINT AND MAIL SERVICES 3,371.88
00950441 ROADSAFE TRAFFIC SYSTEMS INC SIGNS 746.86
00950444 ULINE FACILITY SUPPLIES 121.01
Public Buildings & Facilities
00417955 B&K VALVES & EQUIPMENT INC PARTS 5,000.00
00418072 BAY ALARM COMPANY ALARM INSTALL 30,087.50
00418077 BROWN AND CALDWELL INC PROFESSIONAL SERVICES 1,208.00 00418101 HB CONSULTING GROUP INC PROFESSIONAL SERVICE S 20,445.00 00950415 BAY AREA NEWS GROUP - EAST BAY LEGAL AD 353.0 8 Water Systems
00950435 BADGER METER INC REGISTERS 109,953.70
621 Sewer Fund
Swr-Wastewater Administration
00417963 C AND J FAVALORA TRUCKING INC FULTON RECYCLE 22,200.00 00417994 FASTSIGNS 2025 MINI CALENDARS 43.75
00417998 G AND S PAVING SERVICE CUTS 6,839.93
00418032 PACE SUPPLY CORP PIPE FITTINGS 3,562.49
00418050 STANDARD PLUMBING SUPPLY CO. INC. SUPPLIES 31 8.48 00418057 TYLER TECHNOLOGIES INC PAYMENT SYSTEM 162.50
00418065 WOODARD AND CURRAN PROFESSIONAL SERVICE 4,38 6.25 00418067 ALTA FENCE CO FENCE REPAIR 216.00
00418071 ANTIOCH BUILDING MATERIALS ROCK 13,983.57
00418078 CHECK PROCESSORS INC PROCESSING PAYMENT 499. 66 00418115 MCCAMPBELL ANALYTICAL INC WATER SAMPLING 298. 00 00418130 ROBERTS AND BRUNE CO SUPPLIES 8,037.77
00418147 WECO INDUSTRIES INC EQUIPMENT & SUPPLIES 1,14 5.91 00950424 INFOSEND INC PRINT & MAIL SERVICES 49.66
00950432 UBEO BUSINESS SERVICES COPIER 395.39
00950437 INFOSEND INC PRINT & MAIL SERVICES 3,371.86
00950440 OWEN EQUIPMENT SALES VACTOR TRUCK SERVICES 1, 194.16 Finance Accounting
Prepared by : L. Reyes
3/5/2025 March 11, 2025 Page 13

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
FEBRUARY 14 - FEBRUARY 27, 2025
FUND/CHECK#
00950444 ULINE SUPPLIES 61.52
631 Marina Fund
Marina Administration
00417995 FASTSIGNS CHECK REPLACEMENT 223.87
00418012 KARLA'S JANITORIAL & SUPPLIERS, LLC JANITORI AL SERVICES 1,540.00 00418072 BAY ALARM COMPANY MARCH MAINTENANCE 369.16
00418129 REINHOLDT ENGINEERING CONSTR UST INSPECTIONS 175.00 00950432 UBEO BUSINESS SERVICES COPIER 24.45
Finance Accounting
Prepared by : L. Reyes
3/5/2025 March 11, 2025 Page 14
227 Housing Fund
Housing
00417958 BAY AREA AFFORDABLE HOMEOWNERSHIP ALLIANCE Q 2FY24-25 BAAHA REIMB 6,225.00

AS HOUSING SUCCESSOR TO

THE ANTIOCH DEVELOPMENT AGENCY

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
FEBRUARY 14 - FEBRUARY 27, 2025
FUND/CHECK#
Finance Accounting
Prepared by : L. Reyes
3/5/2025 March 11, 2025 Page 1

G
Agenda Item #

STAFF REPORT TO THE CITY COUNCIL

DATE: Regular Meeting of March 11, 2025

TO: Honorable Mayor and Members of the City Council

SUBMITTED BY: Derek Cole, Interim City Attorney DC

SUBJECT: REJECTION OF CLAIMS: MARILOU GECALE, ESTATE OF

LINDA WOOLRIDGE, LINNETTE KIDD, DALLAS KIDD AND

ISAHIAH KIDD

RECOMMENDED ACTION
It is recommended that the City Council reject the claim s submitted by Marilou Gecale, Estate of Linda Woolridge, Linnette Kidd, Dallas Kidd and Isahiah Kidd.

Should the City Council desire to discuss this matter, it would be scheduled for a future closed session.

ATTACHMENTS
None.

J
Agenda Item #

STAFF REPORT TO THE CITY COUNCIL

DATE: Regular Meeting of March 11, 2025

TO: Honorable Mayor and Members of the City Council

SUBMITTED BY: Phil Hoffmeister, Administrative Analyst II

APPROVED BY: Scott Buenting, Acting Public Works Director/City Engineer

SUBJECT: Initiate Preparation of the Street Lighting and Landscape Maintenance District City Engineer’s Report for Fiscal Year 2025/26; PW 500

RECOMMENDED ACTION
It is recommended the City Council adopt the resolution directing the City Engineer to prepare a consolidated Engineer’s Report for fiscal year 202 5/26 Street Lighting and Landscape Maintenance District assessments.

FISCAL IMPACT
Adoption of this resolution has no fiscal impact.

DISCUSSION
To begin t he annual Street Lighting and Landscape Maintenance District assessment proceedings, the City Council must adopt a resolution describing any proposed new improvements and any substantial changes in existing improvements and order ing the preparation of an Engineer’s Report for the coming fiscal year. The attached resolution determines there are no proposed new improvements or substantial changes in existing improvements and directs the City Engineer to prepare a report that will be considered at a public hearing in the future.

ATTACHMENT
A. Resolution

ATTACHMENT “A”

RESOLUTION NO. 2025/**

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ANTIOCH
DIRECTING THE CITY ENGINEER TO PREPARE A CONSOLIDATED ENGINEER’S REPORT FOR FISCAL YEAR 2025/2026 STREET LIGHTING AND LANDSCAPE

MAINTENANCE DISTRICT ASSESSMENTS

WHEREAS, Streets and Highways Code section 22622 requires the City Council to adopt a resolution describing any proposed new improvements or substantial changes in existing improvements in the various landscape maintenance districts, and to order the City Engineer to prepare and file a report pursuant to Article 4, Chapter 1 of the Landscaping and Lighting Act of 1972;

WHEREAS, there are no significant improvements or substantial changes, other than projects already approved in the City’s budget documents or that are scheduled to be accepted from new developments; and

WHEREAS, in November of 1996, California’s voters adopted Proposition 218, which requires an Engineer’s Report to levy annual assessments for the forthcoming fiscal year.

NOW, THEREFORE, BE IT RESOLVED that the City Council determines that, for the levy of annual assessments of all the landscaping districts, there are no proposed new improvements or substantial changes in existing improvements; and

BE IT FURTHER RESOLVED that the City Engineer shall prepare and file a consolidated report for all the landscaping districts pursuant to Article 4 of Chapter 1 (commencing with Streets and Highways Code § 22565) of the Landscaping and Lighting Act of 1972, consistent with the procedural requirements of Proposition 218.

* * * * * * *

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 11 th day of
March 2025, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

_____________________________________

MELISSA RHODES

CITY CLERK OF THE CITY OF ANTIOCH

L
Agenda Item #

STAFF REPORT TO THE CITY COUNCIL

DATE: Regular Meeting of March 11, 2025

TO: Honorable Mayor and Members of the City Council

SUBMITTED BY: Phil Hoffmeister, Administrative Analyst II

APPROVED BY: Scott Buenting, Acting Public Works Director/City Engineer

SUBJECT: Resolution Establishing the Rate per Equivalent Runoff Unit for Fiscal Year 2025/26 and Requesting the Contra Costa County Flood Control and Water Conservation District to Adopt an Annual Parcel Assessment for Drainage Maintenance and the National Pollution Discharge Elimination System Program

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

1. Determining that the rate to be assigned to a single Equivalent Runoff Unit for Fiscal Year 2025/26 shall be set at twenty-five dollars ($25.00); and

2. Requesting the Contra Costa County Flood Control and Water Conservation District adopt Stormwater Utility Assessment Drainage levies based on the rate for a single Equivalent Runoff Unit for F iscal Year 202 5/26, which shall be set at twenty-five dollars ($25.00).

FISCAL IMPACT
The adoption of the National Pollution Discharge Elimination System (NPDES) rate of $25 per equivalent runoff unit ( ERU) will generate approximately $1,2 50,000 annually. The City of Antioch will receive approximately $850,000 of that revenue to provide services and administer the NPDES program as mandated by the Clean Water Act. The remaining $400,000 reflects the City’s share of County Clean Water Program costs. Such costs are allocated to all participating agencies on a population basis.

DISCUSSION
At the March 9, 1993, meeting, the City Council adopted Resolution 93/49 authorizing the establishment of an annual parcel assessment for drainage maintenance and the NPDES program. That action set the fee for F iscal Year 1993/94 at $20 per ERU per year and established a maximum rate of $25 per ERU per year. At the April 12, 1994, meeting, the Council concurred with budget revisions proposed by staff and reduced that fee for Fiscal Antioch City Council Report
March 11, 2025 Agenda Item #L 2
Year 1994/95 to $17 per ERU per year. By subsequent actions, City Council set the rate for Fiscal Years 1995/96 through 2001/02 at $17 per ERU per year.

At the April 9, 2002, Council meeting, in preparation for permit revisions and increased costs by the State Water Resources Control Board, staff presented alternatives to raising the ERU from $17 to the maximum of $25 over a 3- year period to meet projected increased costs. St aff recommended raising the ERU to $21 in 2002/ 03 and proposed increasing the fee per ERU to $23 in 2003 /04 and $25 in 2004/ 05. Council approved those increases respectively. The City is required by April 1 st to determine the cost to be
assigned to the E RU for the forthcoming f iscal year. The resolution submitted with this report meets that condition.

With the uncertainty of future regulations and the cost to implement and administer State mandates, reliable cost projections are challenging to calculate. However, based on the City’s current NPDES permit requirements and financial data and estimates for revenue and expenditures to meet those provisions, a revised zero fund balance could be realized by the end of F iscal Year 2027/28. The City Council should evaluate increasing the fee next year which is subject to Proposition 218.

ATTACHMENTS
A. Resolution

ATTACHMENT “A”

RESOLUTION NO. 2025/**

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ANTIOCH

ESTABLISHING THE RATE PER EQUIVALENT RUNOFF UNIT FOR FISCAL YEAR 2025/26 AND REQUESTING THE CONTRA COSTA COUNTY FLOOD CONTROL

AND WATER CONSERVATION DISTRICT TO ADOPT AN ANNUAL PARCEL

ASSESSMENT FOR DRAINAGE MAINTENANCE AND THE NATIONAL POLLUTION

DISCHARGE ELIMINATION SYSTEM PROGRAM

WHEREAS, under the Federal Clean Water Act, prescribed discharges of stormwater require a permit from the appropriate California Regional Water Quality Control Board under the National Pollutant Discharge Elimination System (NPDES) program;

WHEREAS, the City of Antioch (City) applied for, and received, an NPDES permit which requires the implementation of selected Best Management Practices to minimize or eliminate pollutants from entering stormwaters;

WHEREAS, it is the intent of the City to utilize funds received from its Stormwater Utility Area (SUA) for implementation of the NPDES program and drainage maintenance activities;

WHEREAS, at the request of the City, the Contra Costa County Flood Control and Water Conservation District (District) has completed the process for formation of an SUA, including the adoption of the Stormwater Utility Assessment Drainage Ordinance No. 93- 47; and

WHEREAS, the SUA and Program Group Costs Payment agreement between City and District requires the City, by April 1
st, determine the rate to be assessed to a single
Equivalent Runoff Unit (ERU) for the forthcoming fiscal year.

NOW, THEREFORE , BE IT RESOLVED , that the City Council of the City of Antioch hereby determines that the rate to be assigned to a single Equivalent Runoff Unit for Fiscal Year 2025/26 shall be set at twenty-five dollars ($25.00).

BE IT FU RTHER RESOLVED that the City Council hereby request s the Contra Costa County Flood Control and Water Conservation District adopt Stormwater Utility Assessment Drainage levies based on the rate for a single Equivalent Runoff Unit for Fiscal Year 2025/26, which shall be set at twenty-five dollars ($25.00).

* * * * * * *
RESOLUTION NO. 2025/**
March 11, 2025

Page 2 ends

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 11 th day of
March, 2025, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

___________________________________

MELISSA RHODES

CITY CLERK OF THE CITY OF ANTIOCH

6 Agenda I tem #
ST

AFF REPORT TO THE CITY COUNCIL
DATE
: Regular Meeting of March 11, 2025
TO: H
onorable Mayor and Members of the City Council
SUBM
ITTED BY: Nathan Tinclair, Associate Planner
APPR
OVED BY: Kwame P. Reed, Assistant City Manager / Acting Community Development Director
SUBJ
ECT: Lone Tree Retail Project (PD2024-0001)
RECO

MMENDED ACTION
It is recommended that the City Council:

1. Adopt the resolution adopting the Addendum to the 2004 Initial Study/Mitigated Negative Declaration demonstrating that the Lone Tree Retail project has been appropriately analyzed under CEQA; and

2. Adopt the resolution approving a Final Development Plan, Use Permit and Design Review for development of the Lone Tree Retail project.

SCAL IMPACT
There is no direct fiscal impact because of this action. The development will be fully funded by the developer.

DISCUSSION
The project applicant, Architecture Plus, Inc., is seeking approval of the Lone Tree Retail commercial project , consisting of development of three buildings: a car wash, quick service restaurant, and combination quick service restaurant and retail building, along with associated site improvements. Necessary entitlements from the City of Antioch include the following:

1. Adde
ndum to the Adopted Initial Study/Mitigated Negative Declaration. The project previously had an Initial Study/Mitigated Negative Declaration prepared in 2004 and adopted in 2005 to analyze potential environmental effects. The addendum demonstrates that the previously adopted IS/MND adequately analyzes this proposed project, and that further environmental review is not required.

2. Fi
nal Development Plan. The proposed project requires approval of a new Final Development Plan for the already -established Planned Development District, in order to develop a new car wash, which was not listed on the original Master Use List for the Planned Development, as well as to deviate from the previously NST

Antioch City Council Report
March 11, 2025 Agenda Item # 6 2

approved site plans, parking and landscaping layouts, and other commercial center design elements.

3. Use Permit. Per Antioch Municipal Code section 9- 5.2307(C)(1), a use permit is required prior to construction of any phase of an approved P-D District.

4. Design Review. Per Antioch Municipal Code section 9-5.2607(A)(1), design review is required for all new development in P-D districts.

In addition to the above approvals, prior to building permit issuance, the project will also require approval of a new tentative subdivision map in order to adjust the lot lines and easements within and between the project parcels and adjacent parcels. T he developer of the adjacent Community Infill Housing residential project will be submitting one tentative and final map for the parcels within both projects, which will require separate City approval.

Location
The project site consists of 3.22 acres located on the southwest side of the approximately 18-acre PD04-05 district. The site is identified by Assessor’s Parcel Numbers (APNs) 072-500-005 (“Parcel E”), 072-500-006 (“Parcel F”), and 072-500-007 (“Parcel G”). The project is bordered by Lone Tree Way to the southwest, Bluerock Center to the northwest, vacant parcels to the northeast (which are part of the city’s Commercial Infill Housing Overlay District) , and the existing In- Shape Fitness Center and parking lot to the southeast.

Background
The project site is within the 18- acre PD04-05 zoning district, with a General Plan designation of Neighborhood Community Commercial. The location was part of a 2005 entitlement for development of the In-Shape Fitness Center, along with a 126,000 square foot commercial development. While In-Shape was constructed and opened in 2007, the rest of the site has remained undeveloped.

Antioch City Council Report
March 11, 2025 Agenda Item # 6 3

Location Map

Project Location and Vicinity

Antioch City Council Report
March 11, 2025 Agenda Item # 6 4

Currently, the project site is primarily undeveloped, although there is an existing entry driveway, landscaping, and monument signage in the center of the site, which will remain with the new development. A small portion towards the south of the project site is currently a parking lot for the In -Shape development. Of the originally proposed shopping center and ancillary development, only the In-Shape Fitness Center, parking lot, entry driveway, and improvements to Lone Tree Way, including an extended left turn lane, and 6’ perimeter sidewalks were built. The remaining building pads were left undeveloped. The 2005 PD approvals envisioned two restaurants totaling 14,000 sq uare feet, as well as a 10,000 square foot medical office building in the project location.

To the northeast of the project site there is a 245-unit multifamily Commercial Infill Housing project that was approved ministerially in 2023 and has yet to file for building permits.

Proposed Businesses and Hours of Operation
The developer proposes to construct tenant spaces for four businesses in three buildings:
a drive-thru car wash (Parcel E), drive -thru quick service restaurant (Parcel F), and a combination drive-thru quick service restaurant and retail space (Parcel G). The applicant has prospective tenants for three of the four spaces : the car wash is proposed to be operated by M ister Car Wash, the standalone quick service restaurant building is proposed to be operated by Habit Burger & Grill , the quick service restaurant in the combination building is proposed to be operated by Chipotle, and the retail tenant is to be determined.

The proposed hours of operation are as follows:

Mister Car Wash: 7:00am – 7:00pm during winter months. 7:00am – 8:00pm during summer months.

Habit Burger & Grill: 10:00am – 11:00pm
Chipotle/Retail TBD: 10:45am – 11:00pm

Chipotle intends to apply for a class 41 ABC license to serve beer and wine for consumption on site. Per Antioch Municipal Code, restaurants that derive more than 50% of their gross receipts from food are not subject to the same restrictions as liquor establishments.

Site Layout, Access and Parking
The originally proposed site layout for the commercial center included three pad sites along the Lone Tree Way frontage, and the project’s proposed plan follows that same basic design.

Antioch City Council Report
March 11, 2025 Agenda Item # 6 5

2004 Site Plan

The proposed project site is laid out in a linear manner, with each new building being located within its own individual parcel. The commercial center is accessed through three different driveway connections to Lone Tree Way, all of which are existing. The main, center driveway is signalized in both directions at Lone Tree Way. Existing protected left and right turn lanes on Lone Tree Way were built with the construction of In-Shape. New striping will be added to the inward bound main driveway, in order to split traffic turnin g left into Parcels E and F, and going straight to the future residential site or right to Parcel G or In-Shape. A new 26-foot-wide main drive will connect the commercial center parcels.

Each building has a drive-thru which meets the City of Antioch’s stacking requirements of at least six cars. Pedestrian walkways connect each parcel with Lone Tree Way. New trash enclosures will be provided at each parcel, the design of which have been reviewed and approved by Republic services. Parcel G contains an approximately 15 foot by 19 foot patio for outdoor seating.

A Local Transportation Analysis was performed for the project, which concluded that the addition of the project would not cause unacceptable levels of delay at any of the local intersections studied. The Transportation Analysis is included as Appendix A of the project’s IS/MND Addendum.

Each of the individual parcels provides parking, including 11 parking spots at Parcel E,17 parking spots at Parcel F, and 33 parking spots at Parcel G (including existing parking used by In- Shape Fitness). Based on a parking analysis performed for the previous Planned Development approvals, In- Shape was to provide one parking spot per 200

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gross square feet. This results in a requirement for 298 parking spots. When considering the new commercial buildings as a whole, based on square footage, approximately 55 parking spots would be required (11,018 square feet / 200 = 55.09). The project proposes to provide 48 parking spots in addition to the 298 already used by In-Shape, a deviation of 7 from Antioch Municipal Code (AMC) parking standards. Given this small variation compared to the vast number of parking spaces that will be available throughout the entire commercial center, as well as the fact that the new businesses will all generate a significant amount of their visitors through drive- thrus, staff is supportive of the parking plan as proposed. Since this is a Planned Development, it is allowed to deviate from AMC standards. Additionally, the center is not close to any residential or commercial street parking, therefore there is no reasonable risk of overflow from the commercial center impacting parking at existing nearby residences or businesses.

Architecture
Staff believe that the buildings, as designed, comply with Antioch’s Commercial Design Guidelines. For example, building walls and roofs are articulated in compliance with Design Guidelines 3.1.4 C and D. The buildings feature brick , stone and metal accent materials in compliance with Design Guideline 3.1.4 E. The color scheme includes colors such as an off-white color, a brown, pattered color, greys and brick that unify the design of the buildings between all three sites, as well as referencing the brick, white and grey colors on the existing In-Shape building, in support of Design Guidelines 3.1.4 A and E.

Landscaping and Stormwater Control
The project features a variety of existing and proposed landscaping to beautify the site, screen the buildings and drive-thrus, and provide an attractive frontage along Lone Tree Way. Shrubs and trees , such as Saratoga hybrid laurel, Japanese maple, western redbud, Italian cypress, skyrocket eastern redcedar, little ollie olive, red yucca, and Mexican bush sage, as well as various ornamental grasses, will screen the drive -thrus when viewed from L one Tree Way, and provide buffers between each building. Accent plantings will be located at the driveway entrances to highlight the monument signage and beautify the site. The planting will comply with Water Efficient Landscape Ordinance guidelines pursuant to Antioch Municipal Code section 9-5.1006 and California Code of Regulations, Title 23, sections 490 et seq.

There are currently approximately 37 trees on or adjacent to the project site. The developer will be removing two trees that meet the standard for an established tree in the AMC, requiring replacement. There are no protected trees on site. The project will plant approximately 36 trees, far surpassing the 4 that would be required as replacement s for the established trees to be removed.

Bioretention facilities will be located throughout the site, primarily along the upper border with the residential site, and adjacent to Lone Tree Way, in order to treat stormwater Antioch City Council Report
March 11, 2025 Agenda Item # 6 7

runoff from the project. Existing paved areas will continue to use existing stormwater infrastructure built as part of the original commercial center development. The project will comply with relevant C.3 stormwater control requirements.

Signage
The project includes new wall signage on each of the commercial buildings as well as updates to the existing monument signage, and installation of a new monument sign at the northern driveway entrance to the project site. The project is being conditioned to comply with signage requirements in the Antioch Municipal Code § 9- 5.512 for Neighborhood/Community Commercial Zones. Any future signage proposed at the site would need to comply with these guidelines. In addition to the wall signage, the applicant is also proposing to install various directional signage, particularly to manage traffic flow for the project drive-thrus, as well as two 10-minute parking signs at two of the Parcel F parking spots, in order to ensure pickup parking availability. This operational signage is not included within the total signage area evaluated.

The car wash on Parcel E is proposing to install a large wall sign that reads “Free Vacuums.” Staff are proposing that the project be conditioned to remove that signage from the plans, because it is in conflict with citywide signage design guideline 7.4.2A which states that business names and logos are appropriate for a wall sign, but not extraneous information. Additionally, inclusion of this sign appears to push the total signage area beyond what would be allowed per Antioch Municipal Code § 9- 5.512 for Neighborhood/Community Commercial Zones.

Phasing
The applicant has informed C ity staff that the project will likely be phased, with the applicant building the Parcel G shell building, access improvements, site improvements, and building pads for the other two sites. The project’s conditions of approval will require preparation of a phasing plan, to be approved by Community Development and Engineering staff. Additionally, all access roadways, utility improvements (including stormwater control infrastructure), and frontage improvements for the project must be built during the first phase of construction.

Proposed Conditions of Approval
In addition to Antioch’s standard conditions of approval, several project -specific conditions are also proposed. As mentioned above, this includes requirements for signage to follow AMC requirements for neighborhood/community commercial zones and for the “Free Vacuums” sign to be removed. The conditions also require access roads, utilities and frontage improvements to be built during the first phase of the project.

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The project will be conditioned to add car wash to the master list of allowed uses at the shopping center. Restaurants, as well as various types of retail businesses, are already included within that list.

This project will require adjustments to the easements and lot lines between the three parcels and the adjacent residential parcel, in order to reflect the final site plan, and ensure that no structures are built over lot lines or easements. It is staff’s understanding that the developer of the adjacent residential project will be submitting tentative and final maps covering all adjustments within the entire PD04- 05 area. The project conditions of approval will require that these maps be approved through the City’s process prior to building permit issuance.

The project is also conditioned to require a shared parking arrangement, either through an easement or the project CC&R’s, between all three project parcels as well as the In- Shape parcel, covering the entire commercial center.

The project is conditioned so that the businesses must adhere to the aforementioned hours of operations, which were analyzed in the noise study conducted as part of the CEQA addendum. Any proposed expansion of these hours will require approval from the Zoning Administrator, and may require a noise study to confirm that increased operations do not create a new significant noise impact.

Environmental Review
An addendum to the project’s original initial Study/Mitigated Negative Declaration was prepared to analyze whether any of the proposed changes to the development would constitute a new significant impact requiring further evaluation under CEQA. The addendum concluded that substantial changes to the project which would require major revisions of the previous IS/MND due to the involvement of new significant environmental effects or a substantial increase in the severity of previously identified significant ef fects would not occur as a result of this proposed project. Therefore, the proposed project would not meet the criteria set forth in CEQA Guidelines Section 15162(a)(1), and preparation of an addendum would provide the appropriate level of environmental review.

The addendum and appendices is available here :
https://www.antiochca.gov/fc/community-development/planning/lone-tree-retail/Lone- Tree-Retail-Project-Addendum.pdf.

In December 2004, the City of Antioch prepared an Initial Study/Mitigated Negative Declaration (IS/MND), which evaluated the development of the 18-acre site with 186,000 square feet of commercial uses. The commercial uses anticipated in the 2004 IS/MND included a 60,000 square foot health club, 101,000 square foot retail shopping center, two restaurant buildings totaling 14,000 square feet, and a 10,000 square foot medical office building. The IS/MND is available here: https://www.antiochca.gov/fc/community - development/planning/lone-tree-retail/Lone-Tree-Retail-Project-2004-IS-MND.pdf. The 2004 IS/MND was adopted as part of a Planned Development approval (PD04-05). Only Antioch City Council Report
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the In -Shape Family Fitness Center , associated parking lot, as well as roadway and frontage improvements along Long Tree Way have been constructed to date.

The addendum analyzed several areas to confirm that no new significant impact would be created by the project. The addendum concluded that the project would result in a similar amount of ground disturbance as what was previously analyzed. Based on the transportation analysis, the total number of daily trips generated by the project actually decreased 599 from what was originally proposed. Therefore, air quality is not a potential significant impact. Given that emissions regulations have strengthened since 2004, and the overall number of vehicle trips is decreasing, greenhouse gas emissions is not a significant impact.

A noise study was completed to confirm that noise generated by the new project does not create a significant impact, in excess of the noise levels permitted in the City of Antioch General Plan. This was particularly of interest since the car wash was not a use envisioned in the original project. The noise study concluded that calculated combined noise level exposure from project operations would be below the applicable City of Antioch 60 dB CNEL exterior noise level standard at the closest noise-sensitive receptors, and therefore impacts related to noise would be less than significant.

The 2004 IS/MND identified the potential for burrowing owls to occur on site, and as part of the IS/MND Addendum, the project’s biological mitigation measures were revised to be consistent with the most recent standards and regulations. This includes requiring a pre- construction survey by a qualified biologist for the presence of owls, and appropriate actions including consulting with the California Department of Fish and Wildlife if owls or burrows are found.

Transportation mitigation measures, including construction of an extended left turn lane into the center from Lone Tree Way, were implemented with the construction of In-Shape.

In conclusion, although altered from what was originally anticipated, the proposed commercial uses would be consistent with the commercial nature of the anticipated uses and would not result in any new significant environmental impacts or a substantial increase in the severity of any previously identified significant impacts.

Planning Commission Action
On February 19, 2025, the Antioch Planning Commission held a public hearing regarding the proposed project. At the close of the meeting the Planning Commission voted 4- 0, with two Commissioners absent, to adopt a resolution recommending that the City Council adopt an addendum to the Initial Study/Mitigated Negative Declaration for the project. A second vote was held to adopt a resolution recommending that the City Council approve the Final Development Plan, Use Permit and Design Review for the project. This motion failed in a 3 – 1 vote with one Commissioner opposing and two Commissioners absent.

Per Antioch Municipal Code, Planning Commission resolutions require at least 4 yes votes for adoption. Therefore, the Planning Commission did not adopt a resolution recommending City Council adopt or deny the Final Development Plan, Use Permit, and Design review for the project.

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March 11, 2025 Agenda Item # 6 10

During the Planning Commission meeting, Commissioners asked City staff and the project applicant a range of questions, including topics such as the need for and appropriateness of a car wash in the proposed location, impacts of the project on water and sewer systems, the status of the adjacent proposed residential project, the project’s parking plan, and environmental analysis performed. Four letters/emails of public comment were received for the project prior to the Planning Commission hearing. This includes three letters of support: two from neighboring property owners and one from the developer of the adjacent proposed Commercial Infill Housing residential p roject. One member of the public provided written comment suggesting that the project be explicitly conditioned to require landscape screening around the drive- thrus and along Lone Tree Way. No members of the public commented on the project during the Planning Commission hearing.

ATTACHMENTS
A. Resolution Adopting an Addendum to the Initial Study/Mitigated Negative Declaration a. Exhibit A Addendum to the Initial Study/Mitigated Negative Declaration B. Resolution Approving a Final Development Plan, Use Permit and Design Review a. Exhibit A Conditions of Approval
C. Project Plans
D. Project Description
E. Outside Agency Comments
F. Public Comment

ATTACHMENT “A”
RESOLUTION NO. 2025/XX
RE

SOLUTION OF THE CITY COUNCIL OF THE CITY OF ANTIOCH

ADOPTING THE ADDENDUM TO THE INITIAL STUDY/MITIGATED NEGATIVE DECLARATION FOR THE LONE TREE RETAIL PROJECT (PD2024-0001) AS

ADEQUATE FOR ADDRESSING THE ENVIRONMENTAL IMPACTS OF THE

PROPOSED PROJECT
W
HEREAS, on February 22, 2005, the City Council of the City of Antioch (“City Council”) adopted Resolution No. 2005/20 adopting an Initial Study/Mitigated Negative Declaration for the In- Shape Health Club and Commercial Center Project (“the 2004 IS/MND”) as adequate for addressing the environmental impacts of the project; W
HEREAS, the City of Antioch (“City”) received an application from Architecture Plus, Inc. for approval of a new Final Development Plan, Use Permit and Design Review for the development of a drive-thru car wash, a quick service restaurant, and combined retail and quick service restaurant, and associated site improvements (PD2024-0001) at a portion of the site (APNs: 072-500-005; 072-500-006; 072-500-007) evaluated in the In- Shape Health Club and Commercial Center Project;

WHEREAS, the City determined an Addendum to the In- Shape Health Club and Commercial Center project Initial Study/Mitigated Negative Declaration is the appropriate environmental document pursuant to Section 15164 of the Guidelines of the California Environmental Quality Act;
WHEREAS, on February 19, 2025, the Antioch Planning Commission (“Planning Commission”) held a duly noticed public hearing on the matter, and received and considered evidence, both oral and documentary;
W
HEREAS, the Planning Commission adopted a resolution recommending that the City Council adopt the A ddendum to the Initial Study/Mitigated Negative Declaration for the In-Shape Health Club and Commercial Center Project; W
HEREAS, the City Council duly gave notice of public hearing as required by law; W
HEREAS, on March 11, 2025, City Council held a duly noticed public hearing on the matter, received presentation by City staff, and considered evidence, both oral and documentary, and all other pertinent documents regarding the proposed request.

NO
W, THEREFORE, BE IT RESOLVED AND DETERMINED AS FOLLOWS:

1. T
he foregoing recitals are true and correct.

2. T
HE CITY COUNCIL hereby finds that substantial changes are not proposed to the project that would require major revisions to the 2004 IS/MND due to the involvement of new significant environmental effects or a substantial increase in the severity of a previously identified effect.

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3. THE CITY COUNCIL hereby finds that substantial changes have not occurred with respect the circumstances under which the project is undertaken requiring major revisions to the 2004 IS/MND due to the involvement of new significant environmental effects or a substantial increase in the severity of a previously identified effect.

4. THE CITY COUNCIL hereby finds that there is no new information of substantial importance which was not known and could not have been known at the time the 2004 IS/MND was certified showing any of the following:

a. The project will not have a new significant effect not previously discussed in the 2004 IS/MND.
b. The project will not cause any significant effect examined in the 2004 IS/MND to be substantially more severe.
c. The mitigation measures in the 2004 IS/MND and adopted in Resolution No. 2005/20 remain feasible, or have already been implemented, but some have been modified to be consistent with the most recent standards and regulations. All mitigation measures identified in this Addendum and required for the proposed project as identified in the 2004 IS/MND that are necessary to reduce the potentially significant impacts to a level of insignificance will be made a requirement of the project and are acceptable by the project proponent.
d. There are no mitigation measures or alternatives which are considerably different from those analyzed in the 2004 IS/MND that would substantially reduce one or more significant effects on the environment.

5. THE CITY COUNCIL hereby finds that the modification to Mitigation Measure 4-a.1, and the removal of Mitigation Measure 4-a.2 and 4-a.3 is justified in order to make the mitigation measures consistent with the most recent standards and regulations for burrowing owls, and to provide clarity for enforcement agencies.

BE IT FUTHER RESOLVED, that the City Council does hereby A DOPT the Addendum to the IS/MND for the In- Shape Health Club and Commercial Center Project (attached as Exhibit A) pursuant to the California Environmental Quality Act. All feasible mitigation measures for the project identified in the IS/MND, Addendum and accompanying studies are hereby incorporated into this approval.

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* * * * * * * *

AYES:

NOES:

ABSTAIN:

ABSENT:

MELISSA RHODES

CITY CLERK OF THE CITY OF ANTIOCH

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EXHIBIT A

ADDENDUM TO THE IS/MND
(SEPARATE PAGE)

CITY OF ANTIOCH

COMMUNITY DEVELOPMENT DEPARTMENT
Lone Tree Retail Project
I
S/MND Addendum
January 2025
Prepared by
1501 Sports Drive, Suite A, Sacramento, CA 95834
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A. INTRODUCTION AND SUMMARY
The purpose of this Addendum is to demonstrate that the Lone Tree Retail Project (proposed project) has been adequately analyzed in the previous environmental review under the California Environmental Quality Act (CEQA) and that further evaluation is not required.

B. PROJECT BACKGROUND
In December 2004, the City of Antioch prepared an Initial Study/Mitigated Negative Declaration (IS/MND), hereafter referred to as the “2004 IS/MND, ” for the previously approved In- Shape Health Club and Shopping Center Project. The 2004 IS/MND evaluated the development of an 18-acre site, located on the northeast side of Lone Tree Way, with 186,000 square feet (sf) of commercial uses. The commercial uses anticipated in the 2004 IS/MND included a 60,000 -sf health club, 101,000-sf retail shopping center, two restaurant buildings totaling 14,000 sf, and a 10,000-sf medical office building. The 2004 IS/MN D was adopted as part of a Planned Development approval (PD-04-05).

O
f the commercial uses anticipated to be constructed within the 18-acre site in the 2004 IS/MND, only the In-Shape Family Fitness Center and an associated parking lot have been constructed to date, as well as frontage improvements along Long Tree Way for the entirety of the site. In the time since the adoption of the 2004 IS/MND, the City has ministerially approved a residential housing project on the eastern portion of the site through the City’s Community Infill Housing overlay via an approval letter, which will replace the previously approved 101,000-sf retail shopping center. The remaining portions of the project site currently remain undeveloped.

C. PROJECT DESCRIPTION
The following provides a description of the project site’s current location and setting, as well as the proposed project components and the discretionary actions required for the project.

Project Location and Setting
The proposed project site consists of the westernmost 3.22-acre portion of the overall 18-acre site analyzed in the 2004 IS/MND (see Figure 1). The project site is located at 4099 Lone Tree Way in the City of Antioch, California and is identified by Assessor’s Parcel Numbers (APNs) 072 -500- 005, -006, and -007 (see Figure 2). The northern half of the project site consists of the 1.21 -acre Parcel E (APN 072-500-005) and the 0.96-acre Parcel F (APN 072-500-006); Parcels E and F are undeveloped. The southern half of the project site consists of the 1. 05-acre Parcel G (APN 072- 500-007). The southern portion of Parcel G is developed with a segment of the In- Shape Family Fitness Center parking lot and the northern portion of the parcel is undeveloped. An existi ng s
ignaled driveway bisects the project site and separates Parcels E and F from Parcel G.

Surrounding existing land uses include medical offices, commercial uses, and undeveloped land which is approved for multi-family residential uses to the north; the In-Shape Family Fitness Center parking lot to the east; the In-Shape Family Fitness Center facility to the southeast; and open space and single-family residences to the west, across Lone Tree Way. The City of Antioch General Plan des
ignates the site as Neighborhood Community Commercial and the site is zoned Planned Development (P-D).

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Figure 1
Regional Vicinity
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Figure 2
Project Site Boundaries
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Project Components
The project site was previously approved for development of two restaurant buildings totaling 14,000 sf, as well as a 10,000-sf medical office building. The proposed project would include the construction of a car wash facility, a quick-service restaurant, and a quick-service restaurant/retail building (see Figure 3).

The
proposed project would develop Parcel E with a 4,708-sf car wash, Parcel F with a 2,550-sf quick service restaurant, and Parcel G with a 3,760-sf quick service restaurant/retail building. The proposed project would also include new landscaping medians along the eastern portions of Parcels E and F, adjacent to the future multi-family residential uses.

A
comparison of the previously approved and the currently proposed uses within the project site is presented in Table 1, below.

Table 1
Approved vs. Proposed Commercial Uses
Approved Proposed
Medical Office Building (10,000 sf)
Restaurant Buildings (14,000 sf)
Car Wash (4,708 sf)
Quick Service Restaurant– Parcel F (2,550 sf)
Quick Service Restaurant/Retail Building – Parcel G (3,760 sf) Total
24,000 sf 11,018 sf
The pr
oposed car wash facility would operate from 7:00 AM to 7:00 PM during winter months, and from 7:00 AM to 8:00 PM during summer months. The quick service restaurant within Parcel F would operate from 10:00 AM to 11:00 PM, and the quick service restaurant/retail building within Parcel G would operate from 10:45 AM to 11:00 PM. Compliance with the foregoing hours of operation would be required as a Condition of Approval for the proposed project.

V
ehicle access to the project site would be provided by two existing driveways off of Lone Tree Way located in the center of the site between Parcels F and G, as well as one new driveway from Lone Tree Way into Parcel E the northern portion of the site. Consistent with City requirements, based on the square footage of the proposed retail uses, Parcel E would include 11 parking stalls, including two Americans with Disabilities Act (ADA) compliant spaces; Parcel F would include 17 parking stalls, including two compact spaces and two ADA-compliant spaces; and Parcel G would include 19 parking stalls, including two ADA -compliant spaces. Overall, the proposed project would include 47 new parking spaces. It is noted that the southern portion of Parcel G is currently developed with approximately 27 existing parking spaces that are shared with the In- Shape Family Fitness Center.

Requested/Required Entitlements
The proposed project would require the following approvals from the City of Antioch:
• Fi
nal Development Plan;
• Use Permit; and
• Design Review.

I
t should be noted that as part of the adjacent multi -family residential development north of the project site, the developer will submit a tentative map to the City, which will include adjusted lot lines for that site and the project site.

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Figure 3
Site Plan

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The tentative map will be subject to separate City review and approval.

D. DISCUSSION
New significant effects or other grounds require additional environmental review in support of further agency action on a project pursuant to Public Resources Code (PRC) Section 21166 and State CEQA Guidelines Sections 15162 and 15164. Under the guidelines, additional environmental review shall be required if any of the following criteria are met:

15162. Subsequent EIRs and Negative Declarations
(a) When an EIR has been certified or a negative declaration adopted for a project, no subsequent EIR shall be prepared for that project unless the lead agency determines, on the basis of substantial evidence in the light of the whole record, one or more of the following:

(1) Substantial changes are proposed in the project which will require major revisions of the previous EIR or negative declaration due to the involvement of new significant environmental effects or a substantial increase in the severity of previously identified significant effects;
(2) Substantial changes occur with respect to the circumstances under which the project is undertaken which will require major revisions of the previous EIR or negative declaration due to the involvement of new significant environmental effects or a substantial increase in the severity of previously identified significant effects; or
(3) New information of substantial importance, which was not known and could not have been known with the exercise of reasonable diligence at the time the previous EIR was certified as complete or the negative declaration was adopted, shows any of the following:

(A) The project will have one or more significant effects not discussed in the previous EIR or negative declaration;
(B) Significant effects previously examined will be substantially more severe than shown in the previous EIR;
(C) Mitigation measures or alternatives previously found not to be feasible would in fact be feasible and would substantially reduce one or more significant effects of the project, but the project proponents decline to adopt the mitigation measure or alternative; or
(D) Mitigation measures or alternatives which are considerably different from those analyzed in the previous EIR would substantially reduce one or more significant effects on the environment, but the project proponents decline to adopt the mitigation measure or alternative.

(b) If changes to a project or its circumstances occur or new information becomes available after adoption of a negative declaration, the lead agency shall prepare a subsequent EIR if required under subdivision (a). Otherwise the lead agency shall determine whether to prepare a subsequent negative declaration, an addendum, or no further documentation.

(c) Once a project has been approved, the lead agency‘s role in project approval is completed, unless further discretionary approval on that project is required. Information appearing after an approval does not require reopening of that approval. If after the project is approved, any of the conditions described in subdivision (a) occurs, a subsequent EIR or negative declaration shall only be prepared by the public agency which grants the next discretionary approval for the project, if any. In this situation no other responsible agency shall grant an approval for the project until the subsequent EIR has been certified or subsequent negative declaration adopted.

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(d) A subsequent EIR or subsequent negative declaration shall be given the same notice and public review as required under Section 15087 or Section 15072. A subsequent EIR or negative declaration shall state where the previous document is available and can be reviewed.

15164. Addendum to an EIR or Negative Declaration
(a) The lead agency or responsible agency shall prepare an addendum to a previously certified EIR if some changes or additions are necessary but none of the conditions described in Section 15162 calling for preparation of a subsequent EIR have occurred.

(b) An addendum to an adopted negative declaration may be prepared if only minor technical changes or additions are necessary or none of the conditions described in Section 15162 calling for the preparation of a subsequent EIR or negative declaration have occurred.

(c) An addendum need not be circulated for public review but can be included in or attached to the final EIR or adopted negative declaration.

(d) The decision making body shall consider the addendum with the final EIR or adopted negative declaration prior to making a decision on the project.

(e) A brief explanation of the decision not to prepare a subsequent EIR pursuant to Section 15162 should be included in an addendum to an EIR, the lead agency's findings on the project, or elsewhere in the record. The explanation must be supported by substanti al evidence.

In addition to the above, the following guidance is relevant to the proposed analysis:

• If new measures will be adopted to mitigate new potentially significant impacts to a less - than-significant level, the agency may adopt a subsequent negative declaration addressing those impacts.
• If the agency makes minor technical changes or additions to the prior negative declaration, it may prepare an addendum to the negative declaration. • If the agency concludes that none of the conditions requiring a subsequent EIR or negative declaration have occurred, and if there is no need to make changes or additions to the prior negative declaration, the agency need not prepare any further environmental documentation but may make a record of its determination.

The applicability of the criteria to the proposed project is described in the following sections.

Criterion 15162(a)(1)
As described above, whereas the 2004 IS/MND anticipated the development of the project site with two restaurant buildings, the currently proposed project would include the construction of a car wash facility , a quick -service restaurant , and a quick -service restaurant/retail building.

Although altered from what was originally anticipated, the proposed commercial uses would be consistent with the commercial nature of the anticipated uses, and would be consistent with what is permitted in the Neighborhood Community Commercial land use and P-D zoning designations.

In addition, as discussed in additional detail below, the proposed project would not result in any new significant environmental impacts or a substantial increase in the severity of any previously identified significant impacts.

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Based on the above, substantial changes to the project which would require major revisions of the previous IS/MND due to the involvement of new significant environmental effects or a substantial increase in the severity of previously identified significant effects would not occur as a result of the proposed project. Therefore, the proposed project would not meet the criteria set forth in CEQA Guidelines Section 15162(a)(1), and preparation of an addendum would provide the appropriate level of environmental review.

Criterion 15162(a)(2)
As discussed above, the 2004 IS/MND that assessed the impacts of commercial development of the project site has been adopted by the City. Significant updates to local, State, and federal regulations have not been adopted since the certification of the previous IS/MND that would require major revisions to the previous analysis due to a resultant new significant environmental effect or substantial increase in the severity of a previously identified significant effect. Similarly, other substantial changes have not occurred with respect to the circumstances under which the proposed project will be undertaken requiring major revisions of the 2004 IS/MND due to new or substantially more severe effects. Therefore, the proposed project would not meet the criteria set forth in CEQA Guidelines Section 15162(a)(2), and preparation of an addendum would provide the appropriate level of environmental review.

Criterion 15162(a)(3)
As discussed above, an IS/MND that assessed the impacts of commercial development of the project site has been adopted by the City. The proposed project would involve commercial development similar to what was anticipated for the site in the 2004 IS/MND, and would not modify the land use designation of the site. There is no new information of substantial importance, which was not known and could not have been known with the exercise of reasonable diligence at the time the previous IS/MND was adopted, indicating that the proposed project would result in a new or more severe significant impact from what was identified in the 2004 IS/MND, as discussed in further detail below. Therefore, the proposed project would not meet the criteria set forth in in CEQA Guidelines Section 15162(a)(3), and preparation of an addendum would provide the appropriate level of environmental review.

E. ENVIRONMENTAL IMPACT ANALYSIS
The following sections provide discussions of potential impacts associated with the proposed project in comparison to those previously identified in the 2004 IS/MND. According to CEQA Guidelines Section 15164(b), an addendum may be prepared if only minor technical changes or additions to the previous mitigated declaration are necessary or if none of the conditions described in Section 15162 calling for the preparation of a subsequent mitigated declaration have occurred. Given the limited scope of changes to the project, this Addendum provides a detailed evaluation of those select CEQA topics most affected by the changes, whereas the remaining CEQA topics are appropriately discussed at a lesser level of detail.

Air Quality
The 2004 IS/MND determined that the In-Shape Health Club and Shopping Center Project would not result in any significant impacts related to air quality. T he currently proposed project would result in a similar amount of ground disturbance as what was anticipated in the 2004 IS/MND for the project site. In addition, whereas the 2004 IS/MND anticipated construction of approximately 24,000 sf of commercial uses within the project site, the proposed project would develop a total of approximately 11,018 sf of commercial uses, which is less than half of what was analyzed in the 2004 IS/MND. The proposed project would also be required to comply with the most current applicable laws and regulations related to reducing construction emissions, which are more strict A13
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than those in effect when the 2004 IS/MND was adopted. Therefore, construction emissions associated with buildout of the project site would be less than what was anticipated and analyzed in the 2004 IS/MND.

O
perational air quality impacts associated with the proposed project would also be reduced from what was anticipated for the project site in the 2004 IS/MND. According to the Local Transportation Analysis (LTA) prepared for the proposed project by Kimley -Horn (see Appendix A),1 the proposed car wash facility , quick-service restaurant, and quick-service restaurant/retail building are anticipated to generate a total of 1,542 new daily trips. The 2004 IS/MND anticipated that the entire In -Shape Health Club and Shopping Center Project would generate 8,454 daily trips; without the trips generated by the existing In-Shape Family Fitness Center and the Shopping Center anticipated for development north of the current project site, the 2004 IS/MND anticipated that the on -site development would generate approximately 2,141 daily trips. As such, the currently proposed project would generate 599 fewer daily trips than was previously anticipated in the 2004 IS/MND. Due to the commercial nature of both the currently proposed project and the development previously anticipated for the project site in the 2004 IS/MND, other operational emissions generated by the proposed project would also be within the scope of what was previously anticipated in the 2004 IS/MND. While the proposed project would include drive- throughs, idling events associated with light-duty vehicles (i.e., passenger vehicles and light duty trucks) represent a relatively minor percentage of total vehicle operations, and, as a result, the California Air Resources Board (CARB) has indicated that idling emissions are accounted for within typical mobile emissions associated with light -duty vehicles. As such, idling emissions associated with the proposed drive-throughs are not assumed to substantially generate pollutant emissions beyond presumed mobile emissions accounted for within the prior analysis. Therefore, operational air quality impacts associated with the proposed project would be within the scope of the prior analysis.

O
verall, based on the above, the proposed project would not result in any new significant impacts or a substantial increase in the severity of a previously identified significant impact related to air quality.

Greenhouse Gas Emissions
Si
nce the 2004 IS/MND was adopted, a number of regulations have been enacted for the purpose of, or with an underlying goal for, reducing greenhouse gas ( GHG) emissions, such as the California Green Building Standards Code (CALGreen Code) and the California Building Energy Efficiency Standards Code. Such regulations have become increasingly stringent since the 2004 IS/MND was adopted . The proposed project would be required to comply with all current applicable regulations associated with GHG emissions, including the CALGreen Code and California Building Energy Efficiency Standards Code. Requirements of the CALGreen Code include, but are not limited to, the following measures:
• C
ompliance with relevant regulations related to future installation of electric vehicle (EV) charging infrastructure in residential and non-residential structures; • Indoor water use consumption is reduced through the establishment of maximum fixture water use rates;
• Outdoor landscaping must comply with the California Department of Water Resources’ Model Water Efficient Landscape Ordinance (MWELO), or a local ordinance, whichever is more stringent, to reduce outdoor water use;
1 Kimley-Horn. Antioch Lone Tree Shopping Center Local Transportation Analysis (LTA). May 2, 2024.

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• Diversion of 65 percent of construction and demolition waste from landfills; • Required solar photovoltaic system and battery storage standards for certain buildings; and
• M
andatory use of low- pollutant emitting interior finish materials such as paints, carpet, vinyl flooring, and particle board.

I
n addition, technological advancements for the reduction of GHG emissions are ever -evolving.

As such, the currently available technologies and regulations would inherently cause the proposed project to result in substantially fewer GHG emissions than what would have been predicted for the site had such analysis been undertaken during the preparation of the 2004 IS/MND.

The pr
imary GHG emitted by human activities is carbon dioxide (CO2); one of the largest sources of CO2 includes the burning of fossil fuels for transportation and electricity. Although the proposed commercial uses are similar to what was anticipated for the site in the 2004 IS/MND, unlike the previously approved In-Shape Health Club and Shopping Center Project, the proposed project would include two quick -service restaurants with drive-throughs and a car wash, which would result in idling vehicles on-site. However, as discussed above, according to the LTA, the proposed project would generate 599 fewer daily vehicle trips than what was anticipated for the site in the 2004 IS/MND. Because vehicle trips would decrease under the proposed project as compared to what was anticipated in the 2004 IS/MND, the associated GHG emissions would also decrease.

Furthermore, the proposed project would result in the reduction of 12,982 sf of commercial use as compared to what was anticipated in the 2004 IS/MND, and would be required to comply with the most current and more stringent regulations. Therefore, GHG emissions associated with the proposed project would not result in a new or significant impact beyond what was anticipated in the 2004 IS/MND.

Noise
The 2004 IS/MND determined that given compliance with applicable City noise ordinances, the In-Shape Health Club and Shopping Center Project would not result in any significant impacts related to noise.

A
ccording to the 2015 Supreme Court Case, California Building Industry Association v. Bay Area Air Quality Management District (Case No. S213478), “agencies subject to CEQA generally are not required to analyze the impact of existing environmental conditions on a project’s future users or residents.” As such, because the CEQA Guidelines do not require analysis of effects of the environment on the project, including impacts of noise on future residents, or in the case of the proposed project, customers of th e proposed commercial uses, the potential effects related to noise exposure at the proposed project are not considered a CEQA impact. Any subsequent analysis of noise impacts associated with the proposed project on future residents of the adjacent planned residential development is presented for informational purposes only, and does not affect the CEQA analysis.

The f
ollowing analysis includes a discussion of noise standards and criteria applicable to various land uses, as well as potential traffic noise and non-transportation noise sources associated with the proposed project. The analysis below is based on the Environmental Noise and Vibration A15
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Assessment (ENVA) prepared for the proposed project by Bollard Acoustical Consultants, Inc. (BAC) (see Appendix B).2 The following terms are referenced in this discussion:

• Decibel (dB): A unit of sound energy intensity. An A -weighted decibel (dBA) is a decibel corrected for the variation in frequency response to the typical human ear at commonly encountered noise levels. All references to dB in this discussion will be A-weighted unless noted otherwise.
• Day-Night Average Level (DNL): The average sound level over a 24- hour period, with a penalty of 10 dB applied to noise occurring during nighttime hours (10:00 PM to 7:00 AM). • Community Noise Equivalent Level (CNEL): The average sound level over a 24- hour period, with a penalty of 5 dB applied to noise occurring during daytime hours (7:00 AM to 10:00 PM) and a penalty of 10 dB applied to noise occurring during nighttime hours (10:00 PM to 7:00 AM).
• Equivalent Sound Level (L
eq): The average sound level over a given time-period.
• Maximum Sound Level (Lmax): The maximum sound level over a given time-period. • Sound Exposure Level (SEL): A rating (dB) of a discrete event that compresses the total sound energy of the event into a one-second time period.

Sensitive Receptors
Noise-sensitive land uses are generally defined as locations where people reside or where the presence of unwanted sound could adversely affect the primary intended use of the land. Places where people live, sleep, recreate, worship, and study are considered to be sensitive to noise because intrusive noise can be disruptive to such activities. Within the project vicinity, and for the purposes of a CEQA evaluation, the nearest sensitive receptors are the single-family residences to the north, east, west, and south of the project site.

Existing Noise and Vibration E nvironment
The ambient noise environment in the immediate project vicinity is defined by noise from traffic on Lone Tree Way, as well as activities at nearby commercial uses. In order to quantify the existing ambient noise environment within the project vicinity, BAC conducted long-term ambient noise level measurements at three locations on June 19 and 20, 2023. The noise survey locations are shown in Figure 4, and are identified as Sites 1, 2, and 3. The ambient noise level survey results are summarized below in Table 2.

The ambient noise measurements obtained at Sites 1, 2, and 3 are believed to be representative of the existing ambient noise environments at the existing single- family residential uses to the north, east, and west of the project site, respectively.

During BAC site visits on June 18 and 21, 2024, vibration levels at the project site were below the threshold of human perception.

2 Bollard Acoustical Consultants, Inc. Environmental Noise and Vibration Assessment: Lone Tree Retail Project .

December 12, 2024.

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Figure 4
Noise Survey Locations

Source: Bollard Acoustical Consultants, Inc. 2024.

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Table 2
Ambient Noise Survey Results
Survey
Location1 Date
Time
Period2
Average Measured Noise
Levels (dB)
CNEL (dB) Leq Lmax
Site 1
6/19/24
Daytime 47 64
51 Evening 47 68
Nighttime 43 57
6/20/24
Daytime 46 63
51 Evening 47 64
Nighttime 43 59
Site 2
6/19/24
Daytime 52 68
56 Evening 54 74
Nighttime 48 62
6/20/24
Daytime 52 68
55 Evening 52 74
Nighttime 47 64
Site 3
6/19/24
Daytime 58 78
62 Evening 61 87
Nighttime 53 69
6/20/24
Daytime 59 77
62 Evening 58 80
Nighttime 54 72
Notes:
1 N oise survey site locations are shown in Figure 4.
2 D aytime: 7:00 AM to 7:00 PM; Evening: 7:00 PM to 10:00 PM; Nighttime: 10:00 PM to 7:00 AM.

Source: Bollard Acoustical Consultants, Inc. 2024.

City Noise Standards and Criteria
The Environmental Hazards Element of the City of Antioch General Plan contains objectives and policies to ensure that City residents are not subjected to noise beyond acceptable levels.

Pursuant to Objective 11.8.1, Noise Objective, of the General Plan, the allowable exterior noise level for single- family residential uses is defined as 60 dB CNEL within rear yards, and the allowable exterior noise level for multi-family residential uses is 60 dB CNEL within interior open spaces. In addition, pursuant to General Plan Policy 11.8.2(g), appropriate noise mitigation is required when a new development would cause noise in excess of the General Plan noise objectives or an audible (3 to 5 dBA) increase in noise in areas where General Plan noise objectives are already exceeded due to existing development.

Pursuant to Sections 5-17.04 and 5-17.05 of the City of Antioch Code of Ordinances, the operation of heavy construction equipment and construction activities are prohibited on weekdays prior to 7:00 AM and after 6:00 PM; on weekdays within 300 feet of occupied dwelling space prior to 8:00 AM and after 5:00 PM; and on weekends and holidays prior to 9:00 AM and after 5:00 PM, irrespective of the distance from an occupied dwelling.

Project Construction Noise
During project construction activities, heavy equipment would be used for grading excavation, paving, and building construction, which would increase ambient noise levels when in use. Noise levels would vary depending on the type of equipment used, how it is operated, and how well it is maintained. Noise exposure at any single point outside the project work area would also vary depending upon the proximity of equipment activities to that point.

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Table 3 includes the range of maximum noise levels for equipment commonly used in general construction projects at full-power of operation at a distance of 50 feet. It should be noted that not all of the construction activities would be required of the proposed project. Table 3 data also include predicted maximum (L max) equipment noise levels at the nearest existing and planned residential uses, which assume a standard spherical spreading loss of 6 dB per doubling of distance. As discussed above, the project construction noise levels at the adjacent future multi - family residential development are presented for informational purposes only, and do not affect the analysis.

Table 3
Reference and Projected Noise Levels for Construction Equipment Type of
Equipment
Reference
Noise Level
at 50 feet,
Lmax (dB)
Projected Noise Level, Lmax (dB)
Site 1
(575 feet)
Site 2
(385 feet)1
Site 3
(300 feet)
Future Multi-
Family
Residential
(220 feet)2
Air compressor 80 59 52 64 62
Backhoe 80 59 52 64 62
Ballast equalizer 82 61 54 66 64
Ballast tamper 83 62 55 67 65
Compactor 82 61 54 66 64
Concrete mixer 85 64 57 69 67
Concrete pump 82 61 54 66 64
Concrete vibrator 76 55 48 60 58
Crane, mobile 83 62 55 67 65
Dozer 85 64 57 69 67
Excavator 85 64 57 69 67
Generator 82 61 54 66 64
Grader 85 64 57 69 67
Impact wrench 85 64 57 69 67
Loader 80 59 52 64 62
Paver 85 64 57 69 67
Pneumatic tool 85 64 57 69 67
Pump 77 56 49 61 59
Saw 76 55 48 60 58
Scarifier 83 62 55 67 65
Scraper 85 64 57 69 67
Shovel 82 61 54 66 64
Spike driver 77 56 49 61 59
Tie cutter 84 63 56 68 66
Tie handler 80 59 52 64 62
Tie inserter 85 64 57 69 67
Truck 84 63 56 68 66
Low 55 48 60 58
High 64 57 69 67
Average 61 54 67 64
Notes:
1 Predicted noise levels at Site 2 include a -10 dB offset to account for the existing 10-foot wall. 2 Predicted noise levels at the future multi-family residential development include a -5 dB offset for screening of pool area by buildings.

Source: Federal Highway Administration, Roadway Construction Noise Model User’s Guide, January 2006.

Bollard Acoustical Consultants, Inc. 2024.

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C
onsistent with Section 5-17.05 of the City’s Code of Ordinances, it is assumed that construction activities associated with the proposed project would not occur on weekdays prior to 7:00 AM and after 6:00 PM; on weekdays within 300 feet of occupied dwelling space prior to 8:00 AM and after 5:00 PM; and on weekends and holidays prior to 9:00 AM and after 5:00 PM. Based on the measured ambient maximum (Lmax) daytime noise levels at Sites 1, 2, and 3, which encapsulates the City’s allowable construction hours (7:00 AM to 6:00 PM), as presented in Table 2 , the predicted construction activity noise levels presented in Table 3 are either below or within the range of the ambient measured maximum noise levels at the nearest residential uses.

H
owever, noise from heavy equipment operations during on-site construction activities would add to the noise environment in the immediate project site vicinity. A potentially significant impact would occur if project-related construction activities were to noticeably increase ambient noise levels above background levels at the nearby noise- sensitive residential uses. As discussed above, the threshold of perception of the human ear is approximately 3 to 5 dB; a 5 dB change is considered to be clearly noticeable. Consistent with General Plan Policy 11.8.2(g), a noticeable increase in ambient noise levels is therefore assumed to occur where noise levels increase by 3 dB or more over existing ambient noise levels.

U
sing the calculated average measured maximum (Lmax) noise levels at Sites 1, 2, and 3 during the allowable construction hours (7:00 AM to 6:00 PM), and the calculated averages of predicted construction equipment maximum noise levels shown in Table 3, BAC calculated the ambient plus project construction equipment noise level increases at the nearby existing residential uses.

BAC concluded that project-generated increases in ambient maximum noise levels would range from 0.2 dB L
max to 2.1 dB Lmax at the closest existing residential uses. The calculated increases in ambient maximum noise levels at the nearest sensitive receptors are below the applied increase significance criterion of 3 dB. Therefore, construction activities associated with the proposed project would not result in a temporary increase in ambient noise levels in excess of the standards established in the City’s General Plan, and a less-than-significant impact would occur.

Project Operational Noise
The proposed project consists of a car wash facility in Parcel E, a quick service restaurant with a drive-through in Parcel F, and a quick service restaurant /retail building with a drive-through in Parcel G. According to the ENVA, the primary noise sources associated with project operations are drive-through operations (i.e., idling vehicles and amplified menu speak boards), delivery truck circulation, truck delivery activities, car wash tunnel operations, vehicle vacuum equipment, and building mechanical equipment (heating, ventilation, and air conditioning [HVAC]). As discussed above, the proposed car wash facility would operate from 7:00 AM to 7:00 PM during winter months, and from 7:00 AM to 8:00 PM during summer months. The quick service restaurant within Parcel F would operate from 10:00 AM to 11:00 PM, and the quick service restaurant/retail building within Parcel G would operate from 10:45 AM to 11:00 PM. As part of the proposed amendment to PD-04-05, the proposed project would be required to comply with the foregoing hours of operations as a Condition of Approval.

A
n analysis of each of the identified project operational noise sources at the nearby existing single-family residential uses (Sites 1, 2, and 3) and the future multi -family residential use is provided below.

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Drive-Through Noise
As discussed above, the proposed project would include the development of Parcels F and G with two quick service restaurants with drive- throughs. The two drive -through lanes would have amplified menu speaker posts, the locations of which are shown in Figure 5.

Although the amplified speaker menu models have not yet been determined, in order to quantify the noise emissions of the proposed drive -through speaker usage, BAC utilized noise level measurements from the speaker manufacturer of a commonly installed model. BAC determined that the speaker posts have the ability to incorporate automatic volume control (AVC), which adjusts outbound volume based on the ambient noise level environment. For example, assuming an outdoor ambient noise level of 45 dB, the speaker would adjust the volume of the system to 45 dB for a resulting overall sound level of 48 dB at a distance of four feet. Without the AVC option, the speaker reference noise level would be 72 dB at four feet. Based on data collected for similar drive -through operations, the ENVA determined that drive -through vehicle passages, including vehicle idling, have median and maximum noise levels of 60 dB L eq at a distance of five
feet.

To calculate the project drive-through operations noise level exposure relative to the City’s CNEL standard, the ENVA conservatively assumed that project drive-through menu speaker and vehicle noise from both quick service restaurants, combined, would occur during every hour of the proposed hours of operations, and that speaker posts would operate without the AVC option enabled (i.e., worst-case speaker post noise exposure).

Using the foregoing information, and assuming a standard spherical spreading loss of -6 dB per doubling of distance, data were projected from the proposed drive -through lanes and speaker posts to the nearest existing and planned noise- sensitive residential uses. The results of such projections are summarized in Table 4, below.

Table 4
Predicted Combined Drive-Through Noise Levels at Nearby Residential Uses
Receiver1
Predicted Combined Noise
Level, CNEL (dB)2,3,4
City Noise
Standard, CNEL
(dB)
Site 1 32
60 Site 2 24
Site 3 39
Future Multi-Family Residential 34
Notes:
1 Noise survey site locations are shown in Figure 4.
2 Predicted combined CNEL assumes continuous quick service restaurant/retail building operation during all proposed hours of operation.
3 Predicted noise levels at Site 2 include a -10 dB offset to account for the existing 10-foot wall. 4 Predicted noise levels at the future multi -family residential development include a -5 dB offset for screening of pool area by buildings.

Source: Bollard Acoustical Consultants, Inc. 2024.

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Figure 5
Proposed Noise Generation Sources
Source: Bollard Acoustical Consultants, Inc. 2024.

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As shown in Table 4, drive-through operational noise is predicted to be below the applicable City of Antioch 60 dB CNEL exterior noise level standard at the closest noise-sensitive receptors. It is noted that activation of the drive- through speaker model’s AVC option would further reduce speaker noise level exposure. In addition, using the ambient noise measurements presented in Table 2, the ENVA determined that drive-through related increases in ambient noise levels would be less than 0.1 CNEL at the closest existing and planned noise- sensitive residential uses. The calculated increase in ambient noise levels indicated above is well below the General Plan ambient noise level increase significance criterion of 3 dB. Therefore, impacts related to noise generated by the proposed drive-through operations would be less than significant.

On-Site Truck Circulation Noise
BAC anticipates that deliveries of product to the proposed quick service restaurant and quick service restaurant/retail building would occur at the front of the buildings with medium-duty vendor trucks/vans. On-site truck passbys are expected to be relatively brief and would occur at low speeds. The ENVA determined that single- event medium truck passby noise levels are approximately 66 dB Lmax and 76 dB SEL at a reference distance of 50 feet. In order to calculate hourly average noise level exposure from truck circulation, the ENVA assumes that the quick service restaurant and quick service restaurant/retail building could each receive two deliveries from a medium duty truck/van during a worst- case busy hour of deliveries, for a total of four project-generated truck deliveries during a given busy hour. Given an SEL of 76, and assuming four medium truck passbys during a given hour, BAC calculated the hourly average to be 46 dB Leq. In order to calculate CNEL exposure, the ENVA conservatively assumed that the four truck deliveries could occur during nighttime hours, which would be the worst -case CNEL exposure.

Based on the foregoing information, and assuming a standard spherical spreading loss of -6 dB per doubling of distance, project-generated on-site truck circulation noise exposure at the nearest existing and planned noise- sensitive residential uses was calculated. The results of such calculations are presented in Table 5, below.

Table 5
Predicted On-Site Truck Circulation Noise Levels at Nearby Residential Uses
Receiver1
Predicted Noise Level, CNEL
(dB)2,3,4
City Noise
Standard, CNEL
(dB)
Site 1 <20
60 Site 2 <20
Site 3 28
Future Multi-Family Residential 25
Notes:
1 N oise survey site locations are shown in Figure 4.
2 P redicted CNEL assumes a total of four truck deliveries all occurring during nighttime hours. 3 P redicted noise levels at Site 2 include a - 10 dB offset to account for the existing 10-foot wall. 4 P redicted noise levels at the future multi -family residential development include a -5 dB offset for screening of pool area by buildings.

Source: Bollard Acoustical Consultants, Inc. 2024.

A
s shown in Table 5, on-site truck circulation noise is predicted to be below the applicable City of Antioch 60 dB CNEL exterior noise level standard at the closest noise- sensitive receptors. In addition, using the ambient noise measurements presented in Table 2, the ENVA determined that increases in ambient noise levels related to on-site truck circulation would be less than 0.1 CNEL at the closest existing and planned noise- sensitive residential uses. The calculated increase in A23
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ambient noise levels indicated above is well below the General Plan ambient noise level increase significance criterion of 3 dB. Therefore, impacts related to noise generated by the on -site truck circulation associated with operation of the proposed project would be less than significant.

Truck Delivery Activity Noise
As discussed above, BAC anticipates that deliveries of product to the proposed quick service restaurant and quick service restaurant/retail building would occur at the front of the buildings with medium-duty vendor trucks/vans. The primary noise sources associated with delivery activities are trucks stopping (air brakes), trucks backing into position (back-up alarms), and trucks pulling away from the loading/unloading area (revving engines). The ENVA states that noise levels associated with truck deliveries are approximately 76 dB SEL at a distance of 100 feet. In order to conservatively estimate noise level exposure from truck delivery activity , the ENVA assumes that the quick service restaurant and the quick service restaurant/retail building could each receive two deliveries from a medium duty truck/van during a worst- case busy hour of deliveries, for a total of four project -generated truck deliveries during a given busy hour. In order to calculate CNEL exposure, the ENVA conservatively assumed that the four truck deliveries could occur during nighttime hours, which would be the worst-case CNEL exposure. Based on the foregoing information, and assuming a standard spherical spreading loss of -6 dB per doubling of distance, project-generated truck activity noise level exposure at the nearest existing and planned noise- sensitive residential uses was calculated. The results of such calculations are presented in Table 6, below.

Table 6
Predicted Truck Delivery Activity Noise Levels at Nearby Residential Uses
Receiver1
Predicted Noise Level, CNEL
(dB)2,3,4
City Noise
Standard, CNEL
(dB)
Site 1 26
60 Site 2 20
Site 3 30
Future Multi-Family Residential 30
Notes:
1 Noise survey site locations are shown in Figure 4.
2 Predicted CNEL assumes a total of four truck deliveries all occurring during nighttime hours. 3 Predicted noise levels at Site 2 include a -10 dB offset to account for the existing 10-foot wall. 4 Predicted noise levels at the future multi -family residential development include a -5 dB offset for screening of pool area by buildings.

Source: Bollard Acoustical Consultants, Inc. 2024.

As shown in Table 6 , truck delivery activity noise is predicted to be below the applicable City of Antioch 60 dB CNEL exterior noise level standard at the closest noise- sensitive receptors. In addition, using the ambient noise measurements presented in Table 2, the ENVA determined that increases in ambient noise levels related to truck delivery activity would be less than 0.1 CNEL at the closest existing and planned noise-sensitive residential uses. The calculated increase in ambient noise levels indicated above is well below the General Plan ambient noise level increase significance criterion of 3 dB. Therefore, impacts related to noise generated by the truck delivery activity associated with operation of the proposed project would be less than significant.

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Car Wash Drying Assembly Noise
According to BAC, noise levels generated by car washes are primarily due to the drying portion of the operation. Based on information obtained from the project applicant about the models proposed to be used in the drying portion of the proposed car wash, the blower assembly generates a maximum noise level of 75 dB L
max at a distance of 100 feet. The car wash cycle lasts approximately 1.5 minutes, with the drying assembly in operation during the last 0.5 minutes of the cycle. Based on the forgoing information, the ENVA calculated that the car wash would go through 40 full cycles and the drying would operate for approximately 20 minutes during a busy hour of operations. Based on 20 minutes of dryer operations per hour, the resulting hourly average (L
eq) drying assembly noise level was calculated to be approximately 5 dB lower than the equipment’s 75 dB Lmax referenced above. In order to calculate project-generated car wash drying assembly noise levels relative to the General Plan’s CNEL descriptor, a 24- hour average standard, BAC conservatively assumed that the hourly average car wash drying operations noise identified above could occur during every hour of proposed car wash operations during the summer hours (7:00 AM to 8:00 PM). Furthermore, BAC determined that the noise level generation of car wash drying assemblies vary depending on the orientation of the measurement position relative to the tunnel opening. Worst -case drying assembly noise levels occur at a position directly facing the car wash exit, considered to be 0 degrees off-axis. At off-axis positions, the tunnel building facade provides varying degrees of noise level reduction. At positions 45 degrees off-axis relative to the facade of the car wash exit and entrance, drying assembly noise levels are approximately 5 dB lower. At 90 degrees off -axis, drying assembly noise levels are approximately 10 dB lower.

B
ased on the foregoing information, and assuming a standard spherical spreading loss of -6 dB per doubling of distance, worst-case project-generated car wash drying assembly noise exposure at the nearest existing and planned noise- sensitive residential uses was calculated. The results of such calculations are presented in Table 7, below.

Table 7
Predicted Car Wash Drying Assembly Noise Levels at Nearby Residential Uses
Receiver1
Predicted Noise Level, CNEL
(dB)2,3,4
City Noise
Standard, CNEL
(dB)
Site 1 39
60 Site 2 38
Site 3 48
Future Multi-Family Residential 43
Notes:
1 N oise survey site locations are shown in Figure 4.
2 P redicted CNEL based on drying assembly in operation during every hour from 7:00 AM to 8:00 PM. 3 P redicted noise levels at Site 2 include a - 10 dB offset to account for the existing 10-foot wall. 4 P redicted noise levels at the future multi -family residential development include a -5 dB offset for screening of pool area by buildings.

Source: Bollard Acoustical Consultants, Inc. 2024.

A
s shown in Table 7, project-generated car wash drying assembly noise exposure is predicted to be below the applicable City of Antioch 60 dB CNEL exterior noise level standard at the closest noise-sensitive receptors. In addition, using the ambient noise measurements presented in Table 2, the ENVA determined that increases in ambient noise levels related to project -generated car A25
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Antioch City CouncilMarch 11, 2025

Antioch City Council
March 11, 2025