Agenda packet, regular meeting, second session — Antioch City Council, June 24, 2025 (part 3 of 3)

WHEREAS, the City of Antioch has determined that the expenditure of the above funds will have the cumulative effect of advancing the Consolidated Plan objectives in the short and long-term;

WHEREAS, a notice was placed in the East Bay Times on May 16, 2025 soliciting public comment on the 2025-30 Consolidated Plan and the 2025-26 Annual Action Plan for a period not less than 31 days , and a summary of all public comment received both prior to and at the Public Hearing before City Council on June 24, 2025 will be submitted to HUD.

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

Section 1. Determines that is appropriate to submit the City of Antioch 2025 -30 Consolidated Plan and the FY 2025 -26 Annual Action Plan to the U.S. Department of Housing and Urban Development outlining the City’s priorities for the expenditure of CDBG and other funds to address high priority needs in the City in support of HUD’s national objectives and efforts to create suitable living environments and affirmatively further fair housing (attached hereto as Exhibit A and incorporated by reference);

Section 2. Amends the Fiscal Year 2025-26 City Operating Budget for the necessary adjustments to implement the revised Action Plans.

Section 3. The City Manager, or designee, (1) shall be the City representative to submit the Consolidated Plan and FY 2025-2026 Action Plan and all understandings and assurances contained therein, (2) is hereby directed and authorized to disburse funds and execute all attendant documents and agreements in a form approved by the City Attorney consistent with the City Council’s designation and approval of the programs, activities and projects as designated in the City of Antioch FY 2025-26 Action Plan, and (3) shall act in connection with the submission and provide such additional information as may be required.

* * * * * * *

RESOLUTION NO. 2025/***
June 24, 2025

Page 3 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 24th day of June, 2025, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

MELISSA RHODES

CITY CLERK OF THE CITY OF ANTIOCH

EXHIBIT A

ATTACHMENT “D”

RESOLUTION NO. 2025/xxx

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ANTIOCH

AS THE HOUSING SUCCESSOR TO THE ANTIOCH DEVELOPMENT AGENCY

APPROVING FUNDING FOR HOUSING AND HOMELESS PROGRAMS
FOR FISCAL YEAR 2025-2026 AND AUTHORIZING THE NECESSARY FISCAL YEAR 2025-26 BUDGET ADJUSTMENTS

WHEREAS, SB 341 (Chapter 796, Statutes of 2013) modifies expenditure and accounting rules for Housing Successor agencies that have taken over housing functions for former redevelopment agencies, and permits the expenditure of $250,000 per fiscal year for homeless prevention and rapid rehousing services if the Housing Successor has fulfilled all replacement, affordable housing production, and monitoring, database compilation and website publication requirements; and

WHEREAS, the City of Antioch has fulfilled the aforementioned requirements and wishes to help prevent and address the issues of homelessness in the City; and

WHEREAS, FY 2025-26 is the first year of the FY 2025-30 Consolidated Plan and FY 2025 -26 Action Plan and extensive outreach was made to agencies to solicit applications to provide a wide array of services and programs to benefit lower income persons in Antioch; and

WHEREAS, the CDBG Committee carefully considered all applications and made recommendations for funding which constitute the FY 2025-26 Action Plan; and

WHEREAS, the Committee recommends funding in the amount of $500,000 from the Housing Successor Fund with $250,000 to be used for homeless services, as listed below; and

WHEREAS, the Director of Finance has confirmed that there are sufficient unencumbered funds to take this action.

WHEREAS, the City of Antioch as the Housing Successor met on June 24, 2025 to consider the Committee’s recommendations and solicit public input on the proposed FY 2025-30 Action Plan; and

WHEREAS, a notice was placed in the East Bay Times on May 16, 2025 soliciting public comment on the 2025-30 Consolidated Plan and the 2025-26 Annual Action Plan for a period not less than 31 days, and a summary of all public comment received both prior to and at the Public Hearing before City Council on June 24, 2025 will be submitted to HUD.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Antioch as the Housing Successor to the Antioch Development Agency, hereby:

RESOLUTION NO. 2025/***
June 24, 2025

Page 2 ends

Section 1. Designates Housing Successor funding of $250,000 to address and help prevent homelessness and up to $250,000 for administration of the housing programs and monitoring of affordable housing units that were developed with Antioch Development Agency or Housing Successor funding, as specified below:

Section 2. Amends the Fiscal Year 2025-26 City Operating Budget for the necessary adjustments to implement the revised Action Plans.

* * * * * * *

RESOLUTION NO. 2025/***
June 24, 2025

Page 3 ends

AYES:

NOES:

ABSTAIN:

ABSENT:

MELISSA RHODES

CITY CLERK OF THE CITY OF ANTIOCH

5 __ Agenda Item #

STAFF REPORT TO THE CITY COUNCIL

DATE: Regular Meeting of June 24,2025

TO: Honorable Mayor and Members of the City Council

SUBMITTED BY: Bessie Marie Scott, City Manager
Dawn Merchant, Finance Director

SUBJECT: Resolution Approving and Adopting the Fiscal Year 2025-26 Budget and Revising the Fiscal Year 2024-25 Budget

RECOMMENDED ACTION
It is recommended that the City Council adopt a resolution approving and adopting a one- year operating budget for fiscal year 2025-26, appropriating the funds necessary to meet the expenditures set forth therein, and revising the fiscal year 2024-25 budget.

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

DISCUSSION
Since March, City Council and staff have been diligently scrutinizing the budget to close a starting point fiscal year 2026 deficit of $24,270,240. Initially, staff was able to shave $8,603,792 from that number, for a fiscal year 2026 deficit of $15,666,448 as presented at the March 4th budget session. Upon further collaboration with the Council, City Manager and departments as we moved through the exhaustive budget process, and through a series of further adjustments, a General Fund budget with a net deficit of $7,737,331, after a $5M infusion from the Budget Stabilization Fund, is presented this evening.

The work does not stop here with adoption of this one-year budget. Staff is going to continue the quest to reduce the $7.7M remaining deficit during fiscal year 2026 and explore further options to reduce the projected $15,629,642 fiscal year 2027 deficit with a goal of a balanced budget with minimal or no use of reserves or Budget Stabilization.

As a reminder, the City’s General Fund reserve policy is to maintain a 20% unassigned balance of revenues. The fiscal year 2026 General Fund budget reflects a 34.96% unassigned reserve, well above the threshold. The $7,737,331 is being absorbed with existing General Fund reserves, and thus a “balanced” budget is achieved utilizing unassigned reserves.

Antioch City Council Report
June 24, 2025 Agenda Item #5 2
The table below provides a summary of the draft General Fund budget under consideration for adoption this evening.

An updated table of General Fund expenditure adjustments follows, incorporating direction from the June 9th budget session. As a point of clarification and correction, the addition of a Senior Economic Development Program Manager approved on May 28th was inadvertently left off this table as presented on June 9th, this has been added. 2024-25 2025-26 2026-27Revised Proposed ProjectedBeginning Balance, July 1 43,258,769$ 41,640,268$ 33,902,937$ Revenue Source: Taxes 57,209,393 59,252,576 60,936,158 1% Sales Tax 19,921,225 19,997,489 20,235,000 Licenses & Permits3,506,569 3,167,700 3,167,700 Fines & Penalties 20,124 25,100 50,100 Investment Income & Rentals3,148,000 1,883,000 1,218,500 Revenue from Other Agencies1,034,404 195,000 200,000 Current Service Charges4,821,436 4,648,779 4,743,291 Other Revenue922,755 934,079 936,579 Transfers In 10,876,002 4,873,626 5,037,752 Total Revenue 101,459,908 94,977,349 96,525,080 Expenditures: Legislative & Administrative 7,243,580 6,693,835 5,980,533 Finance 2,030,560 1,760,677 1,915,440 Nondepartmental 5,662,127 6,932,849 7,503,655 Public Works 16,608,848 14,030,856 14,011,748 Police Services 55,637,591 58,558,490 60,100,996 Police Services-Animal Support 2,262,605 2,680,030 2,970,935 Recreation/Community Services 4,934,811 5,059,240 5,272,416 Public Safety and Community Resources 2,243,481 2,876,088 4,902,957 Community Development 6,454,806 9,122,615 9,496,042 Total Expenditures 103,078,409 107,714,680 112,154,722 FY24 Encumbrance Roll-Over (5,358,842) - - Budget Stabilization Transfer - 5,000,000 - Surplus/(Deficit)3,740,341 (7,737,331) (15,629,642) Ending Balance, June 30 41,640,268$ 33,902,937$ 18,273,295$ Committed-Litigation Reserve- 500,000 500,000 Committed-Comm. Dev. Fees1,096,954 196,954 - Unassigned Fund Balance40,543,314$ 33,205,983$ 17,773,295$ Percentage of Revenue 39.96% 34.96% 18.41%Minimum Fund Balance for 20% Reserve 20,291,982$ 18,995,470$ 19,305,016$ Over/(Under) 20,251,332 14,210,513 (1,531,721)

GENERAL FUND DRAFT BUDGET
Antioch City Council Report
June 24, 2025 Agenda Item #5 3

FY25 FY26 FY27MODEL 1 REDUCTION TOTALS (ATTACHMENT A)-$ (10,429,889)$ (11,281,545)$ PROPOSALS FROM MAY 20TH, MAY 28TH, JUNE 9THPublic Works (PW) Freeze Administrative Analyst (.10 FTE Gen Fd) - (25,608) (26,839) Freeze Senior Civil Engineer (.25 FTE Gen Fd) - (46,104) (48,825) Freeze Assistant Engineer - (167,529) (182,414) Total PW Adjustments- (239,241) (258,078) Public Safety & Comm. Resources (PSCR) Remove CalVIP grant writer/Rental Assistance- (70,000) - Allocate portion of salaries to California Volunteer Grant- (96,894) (26,826) Adjust AQCRT service model 1- (1,700,000) (1,395,000) Freeze vacant Community Engagement Coordinator (.5 FTE)- (99,897) (107,232) Total PSCR Adjustments- (1,966,791) (1,529,058) City Manager (CM) Add Grant Writer position- 165,633 170,966 Total CM Adjustments - 165,633 170,966 Community Development (CD) Add Senior Economic Development Program Manager - 261,619 269,253 Reduce Economic Development marketing budget - (205,000) (205,000) Total CD Adjustments - 56,619 64,253 Other May 20th Remove funding for Chinese History Project (60,000) - - Remove funding for non profit capacity grants (277,131) - - Total May 20th Adjustments (337,131) - - May 22nd Homekey project 3- 400,000 1,200,000 May 28th Reduce funding for EV Project, return to Gen Fd 2(898,540) - - Remove funding for Waterpark Slide Remediation Project (363,653) - - Remove funding for Murals (108,772) - - Remove funding for Utility Box Artwork (82,756) - - Total May 28th Adjustments (1,453,721) - - Total Other Adjustments (1,790,852) 400,000 1,200,000 Total Additional Expenditure Budget Adjustments (1,790,852) (1,583,780) (351,917) TOTAL BUDGET ADJUSTMENTS (1,790,852)$ (12,013,669)$ (11,633,462)$ 1 AQCRT funded entirely with ARPA in FY26 with revised service model, has not been discontinued2 Council directed to return $1.226M project budget to General Fund, however, upon review of year to dateexpenditures, $327,877 has been spent, thus reducing amount to $898,540 available to return.3 Budget has been reduced $1,550,000. City to explore funding hotel purchase with Low/Mod funds.

General Fund Expenditure Adjustments
Antioch City Council Report
June 24, 2025 Agenda Item #5 4
The fiscal year 2026 budget includes a total of 406 funded positions, city-wide, down from 423 funded positions in fiscal year 2025. This is due to the net of the added, frozen and eliminated positions, including reducing the sworn staffing from 115 positions in 2025, to 105 positions in 2026. Council has directed that the sworn staffing level be 117 in fiscal year 2027. The draft fiscal year 2027 numbers incorporate $4,705,298 phased in vacancy savings in the Police Department to achieve full staffing by the end of fiscal year 2027.

Updated FY26 Expenditures by department and category are presented in Charts A through C. The percentage splits between the Police Department (PD) and Public Safety and Community Resources (PSCR) changed slightly with the modification to the Homekey+ budget, increasing the PD to 55% and reducing PSCR to 3%.

CHART A

8%6%13%55%2%5%3%9%FY26 Expenditures by DepartmentAdministration - 8%Nondepartmental - 6%Public Works - 13%Police - 55%Animal Support - 2%Recreation Support - 5%Public Safety & Comm. Res. - 3%Community Development - 8% Antioch City Council Report
June 24, 2025 Agenda Item #5 5
As demonstrated in Chart B, due to the significant reduction in expenditures for Homekey+, the personnel split increases 1% to 60% of total expenditures, with services and supplies decreasing 1% to 31%.

CHART B

*Excludes internal services

CHART C

EXPENDITURES BY CATEGORY
June 30, June 30,2025 2026Revised Proposed ChangeExpenditures: Personnel $59,721,574 $68,341,920 $8,620,346 Services and Supplies 38,561,828 35,206,917 (3,354,911) Transfers Out 9,622,272 10,074,546 452,274 Internal Services (4,827,265) (5,908,703) (1,081,438)Total Expenditures $103,078,409 $107,714,680 $4,636,271

On June 9th, City Council gave direction to allocate Measure W/1% Sales Tax Allocation 70% to the Police Department, 15% to Quality of Life and 15% to Youth. The fiscal year 2026 projected 1% sales tax budget is $19,997,489. A breakdown of the allocation is presented on the next page.

60%31%9%FY26 Expenses by Category*PersonnelServices & SuppliesTransfers Out Antioch City Council Report
June 24, 2025 Agenda Item #5 6
1% SALES TAX ALLOCATION

A detail listing of all General Fund revenues is included on pages 39-43 of the draft budget document attached.

As discussed, there is still a lot of challenging work for the City to do, and the proposed fiscal year 2025-26 budget presented tonight is the starting point to move forward. The budget will be monitored monthly by departments, with the City Council receiving regular updates.

Proposed budgets for the remaining funds of the City [Special Revenue Funds, Capital Project Funds, Enterprise Funds, Internal Service Funds, Antioch Public Financing Authority (APFA), Housing Successor and Successor Agency] previously reviewed during the budget sessions, are included in the draft budget document attached. The Authority, Housing Successor and Successor Agency require separate resolutions for adoption.

Refer to agenda items #6 and #7 for those staff reports and resolutions for adoption.

ATTACHMENTS

A. General Fund Adjustments – Model 1
B. General Fund Projections
C. Resolution approving and adopting the fiscal year 2025-26 operating budget, appropriating the funds necessary to meet the expenditures set forth therein, and revising the fiscal year 2024-25 budget.

Exhibit A - Draft 2025-26 Operating Budget
FY26Budgeted Funds Allocation: $19,997,489 %Police Department 13,998,243$ 70%Quality of Life: Public Safety & Comm. Resources (exc. Youth) 1,499,812 Code Enforcement 1,499,811 Total Quality of Life Funding 2,999,623 15%Youth: Youth Network Services 1,073,726 Recreation Services 1,925,897 Total Youth Funding 2,999,623 15%Total Measure W/1% Sales Tax 19,997,489$

2024-25 2025-26 2026-27 2027-28 2028-29
Beginning Fund Balance $43,258,769 $41,640,268 $33,902,937 $23,273,295 $20,406,042 Taxes 57,209,393 59,252,576 60,936,158 63,288,902 65,113,148 1% Sales Tax 19,921,225 19,997,489 20,235,000 20,993,000 21,326,000 Services Charges/Permits 8,328,005 7,816,479 7,910,991 8,036,479 8,151,636 All Other Revenues 5,125,283 3,037,179 2,405,179 2,308,334 2,329,946 Transfers In 10,876,002 4,873,626 5,037,752 4,903,495 4,966,827 Total Revenues 101,459,908 94,977,349 96,525,080 99,530,210 101,887,557 % Change -6% 2% 3% 2%
Personnel 59,721,574 68,341,920 71,172,216 80,765,171 84,611,888 (a) Services/Supplies/Transfers 43,356,835 39,372,760 40,982,506 43,553,973 45,481,858 (b) Total Expenditures 103,078,409 107,714,680 112,154,722 124,319,144 130,093,746 % Change 4% 4% 11% 5%
Transfer In Budget Stabilization - 5,000,000 5,000,000 21,921,681 2,809,789 (c) FY24 Encumbrance Roll-Over (5,358,842) - - - - Surplus/(Deficit) 3,740,341 (7,737,331) (10,629,642) (2,867,253) (25,396,400) Ending Fund Balance $41,640,268 $33,902,937 $23,273,295 $20,406,042($4,990,358) Committed 1,096,954 696,954 500,000 500,000 0
Unassigned $40,543,314 $33,205,983 $22,773,295 $19,906,042($4,990,358) Unassigned % 39.96% 34.96% 23.59% 20.00% -4.90%
(a) Assumes all positions fully funded and 2% COLA in FY28 and FY29 (b) Assumes continued funding of AQCRT and Homekey
(c) In FY29, Budget Stabilization Funds fully depleted and Gen Fund out of money GENERAL FUND PROJECTIONS 6.24.25

ATTACHMENT C
RESOLUTION NO. 2025/XX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ANTIOCH APPROVING AND ADOPTING THE OPERATING BUDGET FOR FISCAL YEAR 2025-26,

APPROPRIATING THE FUNDS NECESSARY TO MEET THE EXPENDITURES SET FORTH THEREIN, AND REVISING THE 2024-25 OPERATING BUDGET

WHEREAS, the City Manager of the City of Antioch, in accordance with Antioch Municipal Code, Title 2, Section 2-2.06(B)(7), has submitted to the City Council a Preliminary Operating Budget for the 2025-26 Fiscal Year;

WHEREAS, the City Council of the City of Antioch has heretofore considered said Operating Budget;

WHEREAS, the City Council did receive, consider and evaluate all public comments on the 2025-26 Operating Budget document as submitted by the City Manager; and

WHEREAS, the City Council did receive, consider and evaluate the revised 2024-25 portion of the Operating Budget as submitted;

NOW THEREFORE BE IT RESOLVED:

SECTION 1. The City Manager's 2025-26 Fiscal Year Operating Budget, incorporated herein by reference, for general and special City purposes, and the 2024-25 Fiscal Year revised budget are hereby approved and adopted.

SECTION 2. The City’s reserve policy is as follows:

 General Reserves - General Fund unassigned fund balance of the City will be a minimum of 20% of General Fund operating revenues, with the addition of $500,000 to the unassigned fund balance each year as available.  Replacement Reserves – Reserves for replacement of capital equipment in the Office Equipment Replacement Fund and the Equipment Maintenance Fund.  Litigation/Insurance Reserve – Reserves for litigation and increased insurance deductibles (whether third-party or self-insurance) will be committed in the amount of $500,000 for the 2025-26 fiscal year.

SECTION 3. Appropriations and Amendments Control Policy is as follows:

Appropriations requiring Council action are:
 Appropriation of reserves, except replacement reserves;  Transfers between funds;
 Appropriations and amendments of any unbudgeted expenditures;  Appropriations and amendments of any unassigned revenues; and  Inter-fund loans.

Appropriations and amendments requiring City Manager action are:
 Transfers between departments within a fund (e.g. between Public Works and Police);
 Transfers between line items within a department or division involving salary accounts or above $50,000 per occurrence, and appropriation of replacement reserves.

Department Heads may approve:
 Transfers between line items within a department or division up to and including $50,000 per occurrence.

SECTION 4. The City Council hereby approves and continues the following commitments of Fund Balance:

1. 1% Sales Tax revenues shall be committed in fiscal years 2025-26 as detailed on page 60 of the adopted 2025-26 budget document. City Council shall have the authority to change the allocation of the revenues at any time during a public meeting.

2. The Budget Stabilization Fund shall be committed for unexpected General Fund budget variances, unanticipated projects and/or expenses, unfunded liabilities and to maintain a minimum 20% unassigned fund balance within the General Fund.

3. General Plan Maintenance Fees and Technology Fees collected shall be committed for costs associated with the City’s General Plan and technology upgrades in the Community Development Department.

SECTION 5. The City Council hereby approves the annual recurring purchase orders and contracts as detailed on pages 51-53 of the adopted budget document.

* * * * * *

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 24th day of June 2025, by the following vote:

RESOLUTION NO. 2025/XX
June 24, 2025

Page 2 ends

RESOLUTION NO. 2025/XX
June 24, 2025

Page 3 ends

AYES:

NOES:

ABSTAIN:

ABSENT:

__________________________________

MELISSA RHODES

CITY CLERK OF THE CITY OF ANTIOCH

CITY OF

2025-26 OPERATING BUDGET

CITY OF ANTIOCH, CALIFORNIA

2025-26 DRAFT OPERATING BUDGET

2025-26 OPERATING BUDGET

CITY OF ANTIOCH

2025-26 DRAFT OPERATING BUDGET

June 24, 2025

City Council
Ron Bernal, Mayor
Louie Rocha, Mayor Pro Tem (District 2)
Tamisha Torres-Walker, Mayor Pro Tem (District 1)
Donald P. Freitas, Council Member District 3
Monica E. Wilson, Council Member District 4

Other Elected Officials
Melissa Rhodes, City Clerk
Jorge Rojas Jr., City Treasurer

Interim City Attorney
Derek Cole

City Manager
Bessie Marie Scott

2025-26 OPERATING BUDGET

Department Directors

Dawn Merchant, Finance Director
Scott Buenting, Public Works Director/City Engineer
David Storer, Interim Community Development Director
Joseph Vigil, Police Chief
Ana Cortez, Human Resources Director
Alan Barton, Information Services Director
Shahad Wright, Acting Parks and Recreation Director
Tasha Johnson, Public Safety and Community Resources Director

City of Antioch
Third & “H” Streets, P.O. Box 5007
Antioch, California 94531-5007
www.antiochca.gov

June 24, 2025

Honorable Mayor and City Council,

I submit to you the Fiscal Year 2025-2026 one-year budget for the City of Antioch. As we approach the beginning of this fiscal year, I want to take this opportunity to provide an overview of the financial outlook for our city and highlight key budgetary challenges we anticipate in the coming year. Despite our continued efforts to maintain fiscal discipline and pursue strategic investments in essential services, we are facing several economic pressures that will impact our ability to balance the upcoming budget and cause us to rely on the Budget Stabilization Fund and our Reserves. These challenges include:

1. Slower Revenue Growth – Projected growth in key revenue sources, such as cannabis tax, sales tax, and transient occupancy tax, is expected to moderate due to continued economic uncertainty and shifts in consumer behavior. Too, business license taxes remain flat.

2. Rising Costs – Operational costs, increased hiring to fill previously vacant positions, healthcare benefits, and pension obligations, are expected to increase at a rate that exceeds projected revenue growth.

3. Deferred Maintenance Needs – Several critical infrastructure and capital improvement projects have been delayed in recent years. Addressing these backlogs will require significant investment in the near term.

4. State and Federal Funding Uncertainty – Many of our grant-supported programs face uncertainty due to possible changes in federal appropriations, which may limit our ability to maintain service levels.

In response to these challenges, each department across the City provided an in-depth budget presentation given during a series of Special Meetings which began this year in January, and lasted through June, to increase public transparency and knowledge surrounding financial management. These meetings included hard conversations about difficult but necessary decisions, such as slowing the pace of new hires, reprioritizing capital expenditures, and exploring new revenue-generating opportunities.

2025-26 OPERATING BUDGET

1 TABLE OF CONTENTS
Page
Message from the City Manager ......................................................................................................................................................................... i Table of Contents ................................................................................................................................................................................................ 1 Budget Guide ...................................................................................................................................................................................................... 4 Community Profile .............................................................................................................................................................................................. 7 Budget Strategies and Policies .......................................................................................................................................................................... 10 Appropriation Limit Resolution 2025/90 ............................................................................................................................................................. 15 Resolutions for Adoption the City, APFA, Successor Agency and Housing Successor Budgets ...................................................................... 16 Staffing Overview ............................................................................................................................................................................................... 21 Financial Summaries ........................................................................................................................................................................................ 37 General Fund Revenues ....................................................................................................................................................................... 39 Fund Transfers ....................................................................................................................................................................................... 44 Internal Services ................................................................................................................................................................................... 46 Revenues and Expenditures – All City Funds………………………………………………………………………………………………….. 50 Annual Recurring Purchase Orders/Contracts .…………………………………………………………………………………………………51 GENERAL FUND SUMMARY ............................................................................................................................................................................ 54 General Fund Revenue and Expenditure Summary ............................................................................................................................ 57 Fund Balance History ............................................................................................................................................................................ 58 General Fund Revenues and Expenditures .......................................................................................................................................... 59 1% Sales Tax Funding .......................................................................................................................................................................... 60 Legislative & Administrative
City Council ........................................................................................................................................................................................ 68 City Attorney ....................................................................................................................................................................................... 71 City Manager ...................................................................................................................................................................................... 72 City Clerk ............................................................................................................................................................................................ 75 City Treasurer .................................................................................................................................................................................... 78 Human Resources ............................................................................................................................................................................. 79 Finance................................................................................................................................................................................................ 82 Non-departmental .............................................................................................................................................................................. 88 Public Works (General Fund) ................................................................................................................................................................ 89 2025-26 OPERATING BUDGET

2 Police ...................................................................................................................................................................................................... 107 Recreation/Community Services ........................................................................................................................................................... 135 Public Safety and Community Resources ............................................................................................................................................. 136 Community Development ...................................................................................................................................................................... 146 Budget Stabilization Fund………………………………………………………………………………………………………………………….161 SPECIAL REVENUE FUNDS ............................................................................................................................................................................ 162 ERF Grant Fund…………………………………………………………………………………………………………………………………….165 California Volunteers Grant Fund…………………………………………………………………………………………………………………166 American Rescue Plan Fund………………………………………………………………………………………………………………………167 CalVIP Grant Fund………….………………………………………………………………………………………………………………………168 PLHA Grant Fund…………………………………………………………………………………………………………………………………...169 RMRA Fund ........................................................................................................................................................................................... .171 Federal Asset Forfeiture Fund ............................................................................................................................................................... .172 Delta Fair Property Fund ....................................................................................................................................................................... .173 Community Development Block Grant (CDBG) Fund ............................................................................................................................ .174 Gas Tax Fund………………………………………………………………………………………………………………………………………..176 Animal Services Fund ............................................................................................................................................................................ .178 Civic Arts Fund ....................................................................................................................................................................................... .179 Park In Lieu Fund ................................................................................................................................................................................... .181 Community Benefit Program Fund………………………………………………………………………………………………………………...182 Senior Bus Fund .................................................................................................................................................................................... .183 Recreation Fund ..................................................................................................................................................................................... .184 Traffic Signal Fund ................................................................................................................................................................................. .195 Police Asset Forfeiture Fund .................................................................................................................................................................. .196 Measure J Growth Management Fund .................................................................................................................................................. .197 Child Care Fund .................................................................................................................................................................................... .199 Tidelands Fund ...................................................................................................................................................................................... .200 Solid Waste Reduction Fund.................................................................................................................................................................. .201 Abandoned Vehicle Fund ....................................................................................................................................................................... .205 National Pollutant Discharge Elimination (NPDES) Fund ...................................................................................................................... .206 Supplemental Law Enforcement Service Grant (SLESF) Fund ............................................................................................................. .209 Byrne Grant Fund ................................................................................................................................................................................... .210 CDBG Revolving Loan Fund .................................................................................................................................................................. .211 2025-26 OPERATING BUDGET

3 Traffic Safety Fund..........................................................................................................................................................................…...212 PEG Fund. ............................................................................................................................................................................................. 213 Street Impact Fund ................................................................................................................................................................................. 214 SB1186 Disability Access Fund ............................................................................................................................................................. 215 ADU Accelerator Program Fund…………………………………………………………………………………………………………………..216 Street Light and Landscape Maintenance District Funds ...................................................................................................................... 217 Storm Damage Fund .............................................................................................................................................................................. 240 Opioid Settlement Funds..…………………………………………………………………………………………………………………………241 East Lone Tree Benefit District Fund……………………………………………………………………………………………………………. 246 Kaiser Benefit District Fund………………………………………………………………………………………………………………………..247 CFD 2016-01 Police Protection Fund ……………………………………………………………………………………………………………248 CFD 2018-01 Public Services Fund………………………………………………………………………………………………………………249 CFD 2018-02 Police Protection Fund…………………………………………………………………………………………………………….250 CFD 2022-01 Public Services Fund………………………………………………………………………………………………………………251 Post Retirement Medical Funds ............................................................................................................................................................. 252 CAPITAL PROJECTS ....................................................................................................................................................................................... 255 ENTERPRISE FUNDS ....................................................................................................................................................................................... 270 Water Fund............................................................................................................................................................................................. 272 Sewer Fund ............................................................................................................................................................................................ 280 Marina Fund ........................................................................................................................................................................................... 285 INTERNAL SERVICE FUNDS ........................................................................................................................................................................... 288 Vehicle Replacement Fund .................................................................................................................................................................... 290 Vehicle Equipment Maintenance Fund .................................................................................................................................................. 291 Information Systems Fund ..................................................................................................................................................................... 292 Loss Control Fund .................................................................................................................................................................................. 303 ANTIOCH PUBLIC FINANCING AUTHORITY ................................................................................................................................................. 304 CITY OF ANTIOCH AS SUCCESSOR AGENCY AND HOUSING SUCCESSOR TO THE ANTIOCH DEVELOPMENT AGENCY .............. 308 Housing Fund ......................................................................................................................................................................................... 310 Redevelopment Obligation Retirement Fund ......................................................................................................................................... 312 Successor Agency Debt Service Area #1 Fund ..................................................................................................................................... 313 SUPPLEMENTARY INFORMATION ................................................................................................................................................................. 314 Debt Service Repayment Schedules .................................................................................................................................................... 315 Glossary ................................................................................................................................................................................................ 320 2025-26 OPERATING BUDGET

4 BUDGET GUIDE

A budget serves many purposes. In addition to its inherent value as a resource and spending plan for the City, it informs the public about the City’s financial strategies and provides the documentation needed for other financial-related matters such as audits, loans and grants.

The goal of the City’s budget is to provide a plan that allocates resources to meet the needs and desires of Antioch residents. The budget is one way in which the City Council and City staff responds to the community’s needs. It balances City revenues and costs with community priorities and requirements. The City’s fiscal year is July 1st to June 30th.

In preparing the FY 2025-26 budget, City staff reviewed the 2024-25 fiscal year and estimated the expenditures and revenues anticipated for the next year. As a result, this budget revises the FY 2024-25 budget and incorporates revenues and expenditures that are expected to be incurred during FY 2025-26.

DOCUMENT ORGANIZATION

Message from the City Manager

In her message, the City Manager summarizes the proposed budget to the City Council. She outlines strategies and objectives for change and improvements, lists FY 2024-25 accomplishments, highlights the financial outlook, and summarizes the City’s priorities for fiscal years 2026 through 2027. The most critical issues facing each department during the coming fiscal year are also highlighted and discussed in this section of the document.

Community Profile

This section contains valuable information about the City, its people, and its businesses. City services, population and housing, employment, transportation, and school services are discussed.

Budget Strategies and Policies

Included in this section are descriptions of finance-related information such as the City’s financial objectives, reporting requirements, management responsibilities, reserve descriptions, appropriation control debt management and investment reporting.

Staffing Overview

This section provides an overview of the City’s current staffing levels and highlights any new positions included in the budget.

2025-26 OPERATING BUDGET

5 Financial Summaries

An overall financial picture of Antioch by fund type is shown in this section, including a description of General fund revenues and summary financial tables.

City Budgets by Fund

These sections provide detailed information for each fund of the City, grouped by fund type. The City maintains the following fund types: General Fund, Special Revenue Funds, Capital Projects Funds, Debt Service Funds, Internal Service Funds and Agency Funds. Information about each department within the fund, including department and division descriptions, FY 2026 through 2027 objectives, sources of revenue, and anticipated expenditures are included.

City of Antioch as Successor Agency and Housing Successor to the Antioch Development Agency (ADA)

The Antioch Development Agency (ADA) was formed June 25, 1974, for the purpose of renovating designated areas within the City of Antioch. Effective February 1, 2012, all redevelopment agencies were abolished as a result of AB X1 26 (the Dissolution Act). The City of Antioch elected to become the successor agency and housing successor for the ADA and as such has adopted an Enforceable Obligations Schedule (EOPS) outlining existing obligations to be paid by the former redevelopment agency. As Successor Agency and Housing Successor, the City is responsible for winding down the operations of the former Antioch Development Agency and paying the obligations until satisfied. Contra Costa County will distribute property tax increment to the City to pay obligations as they come due in six- month increments based on a Recognized Obligation Payment Schedule (ROPS) that is submitted to the County Auditor Controller, State Auditor Controller, State Department of Finance and Oversight Board to the City as Successor Agency twice a year.

Antioch Public Financing Authority (APFA)

The Antioch Public Financing Authority (APFA) is a joint powers authority organized by the City and former Antioch Development Agency (ADA) to provide financial assistance to the City and the ADA by financing real and personal property and improvements for the benefit of the residents of the City. It is a blended component unit of the City and is accounted for in separate funds of the City. As such, the APFA has its own budget section. Information on each fund can be found in the APFA section of this budget.

BUDGET PROCESS
January/February: Preliminary department budgets are submitted and preparation of draft budget document begins March/April: City Manager approves draft budget and workshops and presentations on budget begin May: Budget presentations continue, and public hearing is scheduled June: Final budget is adopted for next cycle

2025-26 OPERATING BUDGET

6 Budget and Midyear Review

In October/November of each year, the City Manager and Finance Director give the Council a report on the prior year actual revenues and expenditures. Budget adjustments, if required, are approved by the City Council. A mid-year review will also be done in the January timeframe for this one-year budget.

Department Preliminary Submittals

Each Department must submit their preliminary budget to the City Manager via the Finance Department by mid-February. These budgets must include requests for reclassification and/or reorganization, program changes, services level adjustments, and anticipated revenues and expenditures. In addition, the Human Resources Department provides information regarding changes in fixed labor costs and the Finance Department provides estimated General Fund revenues.

Budget Document Preparation and Approval

The Finance Department prepares the draft budget for review by the City Manager. Following meetings with Department Directors, adjustments made by the City Manager are incorporated into a final draft budget. For this budget cycle, workshops with the City Council and public presentations at regular meetings of the Council began in January 2025 and continued through June. A public hearing is to be held in June. Citizens are encouraged to give input and voice their opinions during this open session. The budget and any suggested changes are reviewed and approved by the Council no later than June 30th.

7 COMMUNITY PROFILE
2025-26 OPERATING BUDGET

COMMUNITY PROFILE

8 Antioch has become one of the most popular communities in East Contra Costa County and has a lot of opportunity because of its proximity to the San Joaquin Delta and affordability in the San Francisco Bay Area. Antioch has a vision and direction with the tagline, “Antioch-Opportunity Lives Here” in recognition of where the City is heading.

Antioch is located on the banks of the San Joaquin River in Northern California. Just off of Highway 4, in Contra Costa County. With a population of over 100,000 people, Antioch has become the heart of Eastern Contra Costa County, offering a variety of employment; shopping and vast recreational activities.

Housing options include many new home developments as well as more established communities. Many of the local residents commute to other areas in Contra Costa, Alameda, Santa Clara, San Francisco and San Joaquin counties for employment. Employment opportunities have increased in the nearby communities and continue to add to the popularity of Antioch's housing market.

Government
The City of Antioch incorporated in February 1872 as a general law city and operates under a Council-Manager form of government. Policy making and legislative authority is vested in a five-member City Council consisting of a Mayor and four Council Members. The four Council Members are elected by district to four-year overlapping terms. The Mayor is directly elected to a four-year term.

The City Council’s main duties include passing ordinances, adopting the budget, appointing committees, and hiring both the City Manager and City Attorney.

The City Manager is responsible for implementing the policies and enforcing the ordinances adopted by the City Council, overseeing day-to-day operations of city government, and appointing the heads of the various city departments.

Population
After three decades of substantial growth in residential construction the City of Antioch’s population as of January 1, 2025 is reported at 116,781 by the California Department of Finance, making it the second largest city in Contra Costa County.

Labor Force and Employment
The City of Antioch’s total labor force (employed residents) is 58,700 and the unemployment rate is 4.9 percent as of April 2025. Many of our residents are employed in jobs located in neighboring communities. The range of their occupations includes sales, managerial services, technical support, professional specialties, warehousing and manufacturing.

Employment within the City of Antioch is growing and is concentrated in six industry sectors – professional and business services, healthcare, financial services, retail, public sector employment and limited manufacturing.

Housing Units
As of the 2020 census, there were 35,742 households in the City of Antioch. Persons per household number was 3.19. 2025-26 OPERATING BUDGET

COMMUNITY PROFILE

9 Transportation/Access
California State Highway 4, connecting San Francisco-Oakland with Stockton and Central Valley points, bisects the City. Connecting with this freeway east of Antioch is State Highway 160, running north to Sacramento, across the Nejedly Bridge, offering access to Solano County and the Sacramento area.

Highway 4 connects to Lone Tree Way and the existing middle Bypass segment in Brentwood. This has provided traffic relief to congested roadways and it accommodates the commuters and citizens to and from Antioch.

Antioch is served by a network of commuter transportation options including daily Amtrak passenger service with a depot in the historic Rivertown area. The Bay Area Rapid Transit (BART) system provides bus and rail connections throughout the Bay Area and recently opened a station in Antioch at Hillcrest which provides a connector train to the Pittsburg station which has provided commute relief to thousands of Antioch residents. Tri Delta Transit bus service travels throughout East County.

Commercial and private air service is available 15 miles west at Buchanan Field. Five other major airports serve the area: Oakland, San Francisco, Sacramento, and San Jose International Airports, and Stockton Metropolitan Airport

Education
Antioch is served by the Antioch Unified School District (AUSD). The District has fourteen elementary schools, four middle schools, two comprehensive high schools, one medical magnet high school, various academies located within the two existing comprehensive high school campuses, and six alternative education schools with a K-12 enrollment of about 19,000 students. There are also four K-8 charter schools with an enrollment of approximately 470. While all schools are located within the Antioch boundaries, the school district also serves portions of the surrounding communities. In addition to these schools, Antioch also offers Antioch Adult School. Surrounding areas of Antioch also offer four additional college campuses and trade schools for the citizens to utilize for higher educational learning opportunities.

Health Care
Antioch has several professional medical offices and two hospitals. The newest facility, which opened in 2008, is the new state of the art Kaiser Permanente Hospital, located on the southeastern end of the City limits. This facility provides Antioch with additional means of local healthcare, while making it more convenient and a safer place for medical emergencies to be addressed in a timely manner.

Prewett Park
Prewett Park is the City’s largest recreation facility with year-round use. Some of the current amenities of Prewett Park include the water park with multiple swimming pools and slides, a skate park and picnic areas. Prewett Park has recently increased the services with the addition of an all-abilities playground and a spray ground in addition to many other amenities.

The City also has numerous other park sites which include: neighborhood parks, playground equipment, tennis courts, picnic areas, trails and a sports complex. 2025-26 OPERATING BUDGET
10 BUDGET STRATEGIES AND POLICIES
2025-26 OPERATING BUDGET

BUDGET STRATEGIES AND POLICIES

11 The City of Antioch has developed broad policy direction through the development of budget strategies that establish long-term policy guidance for conducting the City’s financial activities. The City Council has established these policies to meet the following strategic objectives:

BUDGET STRATEGIES

Strategic Focus – The City’s financial management should be strategic, reflecting the Council’s and the community’s priorities for service while providing resources that realistically fund routine operations. A vision and strategic plan was adopted by the City Council in 2019.

Fiscal control and accountability – The City’s financial activities should be fiscally sound and accountable to the City Council through the City Manager.

Clarity – The City’s financial planning and reporting should be clear and easy to understand so that all participants, the council, the community, and staff can productively participate in making good decisions.

Long-term planning – The City’s financial planning should emphasize multi-year horizons to promote long-term planning of resource uses.

Flexible and cost-effective responses – The City’s financial management practices should encourage an organization that responds quickly and straightforwardly to community demands. The City’s management should flexibly respond to opportunities for better service, should proactively manage revenues, and should cost-effectively manage ongoing operating costs.

FISCAL POLICIES

Financial Activity Reporting

The City’s financial activity will be reported in a variety of funds, which are the basic accounting and reporting entities in governmental accounting. The City’s accounting structure will make it possible:

 To present fairly and with full disclosure the financial position and results of financial operations of the funds of the City in conformity with generally accepted accounting principles, and
 To determine and demonstrate compliance with finance-related legal and contractual provisions.

Management Responsibility

The City Manager and staff shall provide the City Council with monthly updates and a mid-year review of financial activities during the budget process of each year. The review will compare annual budget projections with actual results. 2025-26 OPERATING BUDGET

BUDGET STRATEGIES AND POLICIES

12 RESERVE POLICY
The City will maintain reserve funds to:
 Stabilize the City’s fiscal base for fluctuations in revenues and expenditures;  Provide for nonrecurring, unanticipated expenditures; and  Provide for replacement of capital equipment.
 Provide for payment of mandated liabilities (i.e., OPEB).  Provide for payment of unanticipated litigation or insurance costs.

General Reserves
The purpose of these funds is to be prepared for possible future reductions in revenues or increases in expenditures, to generate interest income and to provide for unexpected opportunities and contingencies. These funds will be known as the General Fund Unassigned Fund Balance of the City and will be budgeted annually at a minimum of 20% of General Fund operating revenues, with the addition of at least $500,000 to the unassigned fund balance each year as available.

Replacement Reserves
The purpose of these funds is to provide sufficient funds for the anticipated replacement of capital equipment. These reserves are maintained within the Internal Service funds called Office Equipment Replacement Fund (573) and the Vehicle Replacement Fund (569).

Litigation/Insurance Reserve (Commitment of Fund Balance)

The purpose of this reserve is to fund unanticipated litigation or other insurance deductible costs (whether third party or self-insurance) not covered by the City’s risk pool. The reserve level is set at ten times the City’s self-insured liability retention, which currently is $50,000, representing a $500,000 reserve.

Budget Stabilization Reserve

In 2018 the City established a Budget Stabilization Reserve Fund to set aside General Fund reserves that exceed 20% to offset any unexpected budget variances.

The City Council has directed that starting in fiscal year 2019-20, the funds will also be used to begin meeting the full actuarial determined contribution towards the City’s OPEB liabilities, to be evaluated each budget year based on budget projections. For external financial reporting purposes, although the fund is separate from the General Fund, it will be combined into one reportable fund with the General Fund.

2025-26 OPERATING BUDGET

BUDGET STRATEGIES AND POLICIES

13 BUDGET AND FINANCIAL PLAN

The City Manager will present a budget and periodic financial information to the City Council, setting forth the following information:

 Actual revenues, expenditures, reserve balances, and fund balances for the prior fiscal year;  Estimated revenues, expenditures, reserve balances, and fund balances for the current fiscal year;  Projected revenues, expenditures, reserve balances, and fund balances for the next fiscal year;  Goals and objectives to be achieved by the organization over the next year;  Capital Improvement Program for the next five years.

APPROPRIATIONS AND AMENDMENTS CONTROL

Appropriations of fiscal resources are the responsibility of the City Council, the City Manager, and Department Heads.

Appropriations requiring Council action are;
 Appropriation of reserves, except replacement reserves;  Transfers between funds;
 Appropriations and amendments of any unbudgeted expenditures;  Appropriations and amendments of any unassigned revenues; and  Inter-fund loans.

Appropriations and amendments requiring City Manager action are;  Transfers between departments within a fund (i.e. between Public Works and Police);  Transfers between line items within a department or division involving salary accounts to/from non-salary accounts or above $50,000 per occurrence, and  Appropriation of replacement reserves.

Appropriations and amendments requiring Department Head action are:
 Transfers between line items within a department or division up to and including $50,000 per occurrence.

2025-26 OPERATING BUDGET

BUDGET STRATEGIES AND POLICIES

14 Investments
The City Council will bi-annually review an Investment Policy in conformance with California Government Code. The policy will address the objectives of safety, liquidity, and yield with respect to the City’s financial assets.

Fees and Charges
The City Council will annually review the schedule of fees and charges. The fees and charges will be set to provide adequate resources for the cost of the program or service provided.

Purchasing
The City will maintain a purchasing policy designed to support and enhance the delivery of governmental services while seeking to obtain the maximum value for each dollar expended.

FUNDS OF THE CITY OF ANTIOCH

Governmental accounting systems are organized and operated on a fund basis. A fund is a self-balancing set of accounts recording cash and other financial resources, together with all related liabilities and residual equities or balances. Funds are used to segregate the City’s financial activities in categories that attain certain objectives in accordance with special regulations, restrictions, or limitations.

Basis of Accounting and Budgeting

The budget is reported using the current financial resources measurement focus and the modified accrual basis of accounting. Revenues are recognized as soon as they are both measurable and available. Revenues are considered to be available when they are collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period (generally 60 days). Expenditures are recorded when a liability is incurred. However, debt service expenditures, as well as expenditures related to compensated absences and claims and judgments are recorded only when payment is due.

2025-26 OPERATING BUDGET

BUDGET STRATEGIES AND POLICIES

16 RESOLUTION NO. 2025/XX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ANTIOCH APPROVING AND ADOPTING THE OPERATING BUDGET FOR FISCAL YEAR 2025-26, APPROPRIATING THE FUNDS NECESSARY TO MEET THE EXPENDITURES SET FORTH THEREIN, AND REVISING THE 2024-25 OPERATING BUDGET

WHEREAS, the City Council of the City of Antioch has heretofore considered said Operating Budget;

WHEREAS, the City Council did receive, consider and evaluate all public comments on the 2025-26 Operating Budget document as submitted by the City Manager; and

WHEREAS, the City Council did receive, consider and evaluate the revised 2024-25 portion of the Operating Budget as submitted; and

NOW THEREFORE BE IT RESOLVED:

SECTION 1. The City Manager's 2025-26 Fiscal Year Operating Budget, incorporated herein by reference, for general and special City purposes, and the 2024- 25 Fiscal Year revised budget are hereby approved and adopted.

SECTION 2. The City’s reserve policy is as follows:

 General Reserves - General Fund unassigned fund balance of the City will be a minimum of 20% of General Fund operating revenues, with the addition of $500,000 to the unassigned fund balance each year as available.  Replacement Reserves – Reserves for replacement of capital equipment in the Office Equipment Replacement Fund and the Equipment Maintenance Fund.
 Litigation/Insurance Reserve – Reserves for litigation and increased insurance deductibles (whether third-party or self-insurance) will be committed in the amount of $500,000 for the 2025-26 fiscal year.

SECTION 3. Appropriations and Amendments Control Policy is as follows:

BUDGET STRATEGIES AND POLICIES

17  Appropriations and amendments of any unassigned revenues; and  Inter-fund loans.

Appropriations and amendments requiring City Manager action are:
 Transfers between departments within a fund (e.g. between Public Works and Police);  Transfers between line items within a department or division involving salary accounts to/from non-salary accounts or above $50,000 per occurrence, and
 Appropriation of replacement reserves.

Department Heads may approve:
 Transfers between line items within a department or division up to and including $50,000 per occurrence.

SECTION 4. The City Council hereby approves and continues the following commitments of Fund Balance:

3. General Plan Maintenance Fees and Technology Fees collected shall be committed for costs associated with the City’s General Plan and technology upgrades in the Community Development Department.

SECTION 5. The City Council hereby approves the annual recurring purchase orders and/or contracts as detailed on pages 51-53 of the adopted budget document.

* * * * * * * * * * * * *

2025-26 OPERATING BUDGET

BUDGET STRATEGIES AND POLICIES

18 I HEREBY CERTIFY that the foregoing resolution was passed and adopted by the City Council of the City of Antioch at a regular meeting thereof, held on the 24th day of June 2025, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

__________________________________

MELISSA RHODES

CITY CLERK OF THE CITY OF ANTIOCH
2025-26 OPERATING BUDGET

BUDGET STRATEGIES AND POLICIES

19 RESOLUTION NO. 2025/XX

RESOLUTION OF THE CITY OF ANTIOCH PUBLIC FINANCING AUTHORITY ADOPTING THE FISCAL YEAR 2025-26 BUDGET AND REVISING THE FISCAL YEAR 2024-25 BUDGET

WHEREAS, The City Council formed the Antioch Public Financing Authority in April 1993 to provide financial assistance to the City by financing improvements for the benefit of the residents of the City; and

WHEREAS, the City Council of the City of Antioch has heretofore considered said budget;

NOW THEREFORE BE IT RESOLVED that the Authority Budget for the 2025-26 Fiscal Year and the 2024-25 Fiscal Year revised budget, on file with the Authority Secretary, are hereby approved and adopted.

* * * * * * * * * * * * *

The foregoing resolution was passed and adopted by the City of Antioch Public Financing Authority at a regular meeting thereof, held on the 24th day of June 2025, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

_____________________________

MELISSA RHODES, SECRETARY

2025-26 OPERATING BUDGET

BUDGET STRATEGIES AND POLICIES

20 SA RESOLUTION NO. 2025/XX

RESOLUTION OF THE CITY OF ANTIOCH AS SUCCESSOR AGENCY AND HOUSING SUCCESSOR TO THE ANTIOCH DEVELOPMENT AGENCY ADOPTING THE FISCAL YEAR 2025-26 BUDGET AND REVISING THE 2024-25 BUDGET AS RELATED TO THE ACTIVITES OF THE SUCCESSOR AGENCY AND HOUSING SUCCESSOR

WHEREAS, the Antioch Development Agency was formed by the adoption of the Redevelopment Plan in July 1975; and

WHEREAS, pursuant to the passage of AB X1 26 upheld by the California Supreme Court, redevelopment agencies were required to be dissolved by February 1, 2012; and

WHEREAS, pursuant to Resolution No. 2012/07 dated January 24, 2012, the City of Antioch confirmed its intention to serve as the Successor Agency to the Antioch Development Agency for non-housing related functions and pursuant to Resolution No. 2012/06 dated January 24, 2012, the City of Antioch elected to perform the housing functions of the Antioch Development Agency pursuant to AB X1 26; and

WHEREAS, the City Council of the City of Antioch as Successor Agency and Housing Successor to the Antioch Development Agency has heretofore considered said Operating Budget; and

WHEREAS, the City Council as Successor Agency and Housing Successor to the Antioch Development Agency did receive, consider and evaluate the revised 2024-25 portion of the Operating Budget as submitted; and

WHEREAS, enforceable obligations of the Successor Agency and Housing Successor are incorporated into said budgets;

NOW THEREFORE BE IT RESOLVED:

A. That the Successor Agency and Housing Successor Budget for the 2025-26 Fiscal Year, on file with the Recording Secretary, is hereby approved and adopted.

B. That the revised portion of the Successor Agency and Housing Successor Budget for the 2024-25 Fiscal Year is hereby approved and adopted.

* * * * * * * * * * * * *

The foregoing resolution was passed and adopted by the City of Antioch as Successor Agency and Housing Successor to the Antioch Development Agency at a regular meeting thereof, held on the 24th day of June 2025, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:
____________________________________________

MELISSA RHODES, RECORDING SECRETARY

CITY OF ANTIOCH
2025-26 OPERATING BUDGET

21 STAFFING OVERVIEW
2025-26 OPERATING BUDGET

STAFFING OVERVIEW

22 The City Council approves all new positions and status (employee versus contract; regular versus temporary; full-time versus part-time.) In addition, the City Council reviews all staffing levels on an annual basis during the budget process.

A position allocation system is the standard mechanism used by municipalities to track and monitor staffing levels and approvals. A “Position Allocation Summary” follows:
2025-26 POSITION ALLOCATION SUMMARY – FUNDED POSITIONS

Funded
FY 24-25 Filled FTE’s
Funded
FY 25-26
GENERAL FUND POSITIONS FTE 5.31.25 FTE
CITY COUNCIL (100-1110)
Mayor (Elected) 1.00 1.00 1.00
Mayor Pro-Tem (Elected) 1.00 1.00 1.00
Council Member (Elected) 3.00 3.00 3.00
Sub-total 5.00 5.00 5.00
CITY ATTORNEY (100-1120)
City Attorney 1.00 0.00 1.00
Assistant City Attorney 2.00 1.00 2.00
Deputy City Attorney 0.00 0.00 1.00
Administrative Analyst I 1.00 1.00 1.00
Sub-total 4.00 2.00 5.00
CITY MANAGER (100-1130)
City Manager 1.00 1.00 1.00
Assistant City Manager 1.00 1.00 1.00
Grant Writer 0.00 0.00 1.00
Public Information/Communications Officer 1.00 1.00 1.00 Principal Executive Assistant 1.00 1.00 1.00
Sub-total 4.00 4.00 5.00
CITY CLERK (100-1140)
City Clerk (Elected) 1.00 1.00 1.00
Assistant City Clerk 1.00 1.00 1.00
Administrative Analyst I 2.00 1.00 2.00
Public Records Coordinator 1.00 0.00 1.00
Sub-total 5.00 3.00 5.00
2025-26 OPERATING BUDGET

STAFFING OVERVIEW

23 Funded
FY 24-25 Filled FTE’s
Funded
FY 25-26
GENERAL FUND POSITIONS (Continued) FTE 5.31.25 FTE
CITY TREASURER (100-1150)
City Treasurer 1.00 1.00 1.00
Finance Director (0.80 charged to Finance Admin 100-1210; .075 each to 611/621) 0.05 0.05 0.05 Accountant I (0.90 charged to Finance Acct 100-1220) 0.10 0.10 0.10 Sub-total 1.15 1.15 1.15
HUMAN RESOURCES (100-1160)
Human Resources Director 1.00 1.00 1.00
Human Resources Manager 1.00 0.00 1.00
Administrative Assistant 1.00 1.00 1.00
Human Resources Analyst 1.00 1.00 1.00
Human Resources Specialist 1.00 0.00 1.00
Human Resources Technician 2.00 3.00 2.00
Sub-total 7.00 6.00 7.00
ECONOMIC DEVELOPMENT DEPT (100-1180)
Economic Development Director 1.00 0.00 0.00
Economic Development Program Manager – POSITION MOVING TO COMMUNITY DEVELOP. IN FY26 1.00 1.00 0.00 Sub-total 2.00 1.00 0.00
LEGISLATIVE AND ADMINISTRATIVE TOTAL 28.15 22.15 28.15
FINANCE DEPARTMENT:

Administration (100-1210)
Finance Director (0.05 funded in City Treasurer 100-1150; .075 each to 611/621) 0.80 0.80 0.80 Sub-total 0.80 0.80 0.80
Accounting Services (100-1220)
Deputy Finance Director 1.00 1.00 1.00
Accountant I (0.10 charged to City Treasurer 100-1150) 2.90 2.90 2.90 Accounting Specialist II 1.00 0.00 0.00
Accounting Technician 2.00 2.00 2.00
Payroll Specialist 3.00 3.00 3.00
Sub-total 9.90 8.90 8.90
2025-26 OPERATING BUDGET

STAFFING OVERVIEW

24 Funded
FY 24-25 Filled FTE’s
Funded
FY 25-26
GENERAL FUND POSITIONS (Continued) FTE 5.31.25 FTE
Finance Operations (100-1230) (Cont.)
Finance Services Supervisor 0.15 0.15 0.15
Accounting Technician 0.10 0.10 0.10
Customer Service Representative I & II (charged .45 to 6112330/.45 to 6212220) 0.20 0.20 0.20 Business License Representative 2.00 1.00 1.00
Sub-total 2.45 1.45 1.45
FINANCE TOTAL 13.15 11.15 11.15
PUBLIC WORKS DEPARTMENT:

Administration (100-2140)
Director of Public Works/City Engineer 1.00 1.00 1.00
Deputy Director of Public Works II 0.34 0.34 0.34
Lead Warehouse Maintenance Worker 0.07 0.07 0.07
Warehouse Maintenance Worker II 0.07 0.07 0.07
Administrative Analyst I/II/III 0.20 0.10 0.10
Administrative Assistant 0.10 0.10 0.10
Sub-total 1.78 1.68 1.68
Street Maintenance (100-2160)
Operations Supervisor 0.28 0.28 0.28
Street Maintenance Leadworker 2.00 0.00 2.00
Street Maintenance Worker I & II 5.00 5.00 5.00
Public Works Technician 0.15 0.15 0.15
Code Enforcement Maintenance Worker/General Laborer 3.00 3.00 3.00 Equipment Operator 1.00 1.00 1.00
Sub-total 11.43 9.43 11.43
Facilities Maintenance (100-2190)
Operations Supervisor 0.375 0.375 0.375
Public Works Technician 0.040 0.040 0.040
Facility Maintenance Leadworker 1.000 1.000 1.000
Facility Maintenance Worker II 2.000 1.000 2.000
Sub-total 3.415 2.415 3.415
2025-26 OPERATING BUDGET

STAFFING OVERVIEW

25 Funded
FY 24-25 Filled FTE’s
Funded
FY 25-26
GENERAL FUND POSITIONS (Continued) FTE 5.31.25 FTE
Parks Maintenance (100-2195)
Operations Supervisor 0.175 0.175 0.175
Public Works Technician 0.150 0.150 0.150
General Laborer 1.000 1.000 1.000
Landscape Maintenance Leadworker 1.000 1.000 1.000
Sub-total 2.325 2.325 2.325
Median Landscape (100-2196)
Public Works Technician 0.1500 0.1500 0.1500
Landscape Maintenance Worker I/II (split among programs) 0.9125 0.9125 0.9125 General Laborer (split among programs) 0.4125 0.4125 0.4125 Sub-total 1.4750 1.4750 1.4750
Work Alternative Program (100-2198)
Operations Supervisor 0.15 0.15 0.15
Landscape Maintenance Worker I/II 1.00 1.00 1.00
Sub-total 1.15 1.15 1.15
Engineering Services/Land Development (100-5150)
Senior Civil Engineer 0.25 0.00 0.00
Assistant Engineer 1.00 0.00 0.00
Assistant City Engineer 1.00 0.00 1.00
Senior Public Works Inspector 1.00 1.00 1.00
Public Works Inspector 2.00 2.00 2.00
Administrative Analyst II 1.00 1.00 1.00
Administrative Assistant 0.50 0.50 0.50
Development Services/Engineering Tech (Assoc) 1.00 1.00 1.00 Sub-total 7.75 5.50 6.50
Capital Improvement Administration (100-5170)
Junior/Assistant Engineer 2.00 1.00 2.00
Administrative Analyst I/II/III 0.25 0.25 0.25
Development Services/Engineering Tech (Snr) – to Water/Sewer Funds in FY26 1.00 0.00 0.00

2025-26 OPERATING BUDGET

STAFFING OVERVIEW

26 Funded
FY 24-25 Filled FTE’s
Funded
FY 25-26
GENERAL FUND POSITIONS (Continued) FTE 5.31.25 FTE
Capital Improvement Administration (100-5170) (Cont.)
Administrative Assistant 0.50 0.50 0.50
Sub-total 3.75 1.75 2.75
PUBLIC WORKS GENERAL FUND TOTAL 33.075 25.725 30.725
POLICE DEPARTMENT (ALL DIVISIONS 100-3*):

Chief of Police (.10 funded Animal Control Fund) 0.90 0.90 0.90 Police Captain 2.00 1.00 3.00
Police Lieutenant 6.00 4.00 6.00
Police Sergeant 11.00 9.00 12.00
Police Corporal 7.00 4.00 7.00
Police Officer 88.00 68.00 76.00
Community Service Officer 13.00 8.00 13.00
Administrative Analyst I/II/III 3.00 3.00 4.00
Police Records Supervisor 1.00 1.00 1.00
Property and Evidence Supervisor 1.00 1.00 1.00
Lead Police Records Technician 2.00 2.00 2.00
Police Records Technician 7.00 5.00 7.00
Crime Analyst 2.00 2.00 2.00
Police Communications Supervisor 1.00 1.00 1.00
Lead Dispatcher 4.00 4.00 4.00
Police Dispatcher 13.00 9.00 13.00
POLICE GENERAL FUND TOTAL 161.90 122.90 152.90
PUBLIC SAFETY AND COMMUNITY RESOURCES DEPARTMENT:

Youth Network Services (100-4700)
Youth Network Services Manager 1.00 1.00 1.00
Youth Services Program Coordinator 1.00 1.00 1.00
Sub-total 2.00 2.00 2.00
Housing and Homelessness (100-4705)
Unhoused Resident Coordinator 1.00 0.00 1.00
Sub-total 1.00 0.00 1.00

2025-26 OPERATING BUDGET

STAFFING OVERVIEW

27 Funded
FY 24-25 Filled FTE’s
Funded
FY 25-26
GENERAL FUND POSITIONS (Continued) FTE 5.31.25 FTE
PUBLIC SAFETY AND COMMUNITY RESOURCES DEPARTMENT (Cont.):

Violence Intervention and Prevention (100-4706)
Public Safety Manager 1.00 0.00 1.00
Community Engagement Coordinator 1.00 0.00 0.00
Sub-total 2.00 0.00 1.00
Administration (100-4708)
Public Safety & Community Resources Director 0.75 0.75 0.75 Administrative Assistant III 1.00 1.00 1.00
Sub-total 1.75 1.75 1.75
PUBLIC SAFETY AND COMMUNITY RESOURCES GENERAL FUND TOTAL 6.75 3.75 5.75 COMMUNITY DEVELOPMENT DEPARTMENT:

Administration (100-5110)
Community & Economic Development Director 1.00 0.00 1.00 Administrative Analyst 1.00 1.00 1.00
Community Development Technician (Asst./Assoc./Snr) 2.00 2.00 2.00 Sub-total 4.00 3.00 4.00
Economic Development (100-5120)
Senior/Economic Development Program Manager – in Legislative and Administrative in FY25 0.00 0.00 2.00 Administrative Analyst 0.00 0.00 1.00

0.00 0.00 3.00
Land Planning Services (100-5130)
Planning Manager 1.00 1.00 1.00
Principal/Senior/Associate Planner 3.00 3.00 3.00
Community Development Technician (Assoc) 1.00 1.00 1.00 Sub-total 5.00 5.00 5.00
Code Enforcement (100-5140)
Code Enforcement Manager 1.00 1.00 1.00
Code Enforcement Officer 10.00 7.00 9.00
Community Development Technician (Snr/Asst) 2.00 2.00 2.00 Sub-total 13.00 10.00 12.00
2025-26 OPERATING BUDGET

STAFFING OVERVIEW

28 Funded
FY 24-25 Filled FTE’s
Funded
FY 25-26
GENERAL FUND POSITIONS (Continued) FTE 5.31.25 FTE
COMMUNITY DEVELOPMENT DEPARTMENT (Cont.):

Building Inspection (100-5160)
Building Inspection Services Manager 1.00 1.00 1.00
Community Development Technician (Asst/Assoc) 2.00 2.00 2.00 Building Inspector I/II with certificate 4.00 4.00 4.00 Sub-total 7.00 7.00 7.00
COMMUNITY DEVELOPMENT TOTAL 29.00 25.00 31.00
GRAND TOTAL GENERAL FUND 272.025 210.675 259.675

Funded
FY 24-25 Filled FTE’s
Funded
FY 25-26
POLICE DEPARTMENT SUMMARY FTE 5.31.25 FTE
General Fund Sworn 114.90 86.90 104.90
General Fund Non-Sworn 47.00 36.00 48.00
Sub-total General Fund 161.90 122.90 152.90
Other Funds Sworn 0.10 0.10 0.10
GRAND TOTAL POLICE DEPARTMENT 162.00 123.00 153.00

Funded
FY 24-25 Filled FTE’s
Funded
FY 25-26
SPECIAL REVENUE FUNDS POSITIONS FTE 5.31.25 FTE
GAS TAX FUND (213-2530)
Senior Civil Engineer 0.50 0.00 0.00
Landscape Maintenance Worker 0.50 0.50 0.50
General Laborer 1.00 1.00 1.00
Administrative Analyst I/II/III 0.25 0.25 0.25
GAS TAX TOTAL 2.25 1.75 1.75
ANIMAL SERVICES FUND (FUND 214):

Police Chief 0.10 0.10 0.10
Animal Services Manager 1.00 0.00 1.00
2025-26 OPERATING BUDGET

STAFFING OVERVIEW

29 Funded
FY 24-25 Filled FTE’s
Funded
FY 25-26
SPECIAL REVENUE FUNDS POSITIONS FTE 5.31.25 FTE
ANIMAL SERVICES FUND (FUND 214) (Cont.):

Animal Services Supervisor 1.00 1.00 1.00
Doctor of Veterinary Medicine 1.00 1.00 1.00
Registered Vet Tech 2.00 1.00 2.00
Animal Services Technician 3.00 3.00 3.00
Office Assistant 1.00 1.00 1.00
Animal Control Officer 3.00 1.00 3.00
ANIMAL CONTROL TOTAL 12.10 8.10 12.10
RECREATION SERVICES (FUND 219):

Recreation Community Recreation (219-4495)
Parks and Recreation Director 0.50 0.00 0.50
Recreation Coordinator 1.00 1.00 1.00
Recreation Services Manager 1.00 1.00 1.00
Administrative Analyst I 1.00 1.00 1.00
Administrative Assistant II/III 2.00 2.00 2.00
Sub-total 5.50 5.00 5.50
Recreation Services – NRCC (219-4410)
Recreation Supervisor 1.00 1.00 1.00
Recreation Coordinator 1.00 1.00 1.00
Sub-total 2.00 2.00 2.00
Recreation Services – Sports Programs (219-4450)
Recreation Supervisor 1.00 1.00 1.00
Sub-total 1.00 1.00 1.00
RECREATION SERVICES (FUND 219) (Cont.):

Recreation Services – Water Park Operations (219-4630)
Parks and Recreation Director 0.50 0.00 0.50
Recreation Supervisor 1.00 1.00 1.00
Recreation Coordinator 1.00 1.00 1.00
Aquatics Maintenance Worker I/II 1.00 1.00 1.00
Sub-total 3.50 3.00 3.50
RECREATION FUND TOTAL 12.00 11.00 12.00
2025-26 OPERATING BUDGET

STAFFING OVERVIEW

30 Funded
FY 24-25 Filled FTE’s
Funded
FY 25-26
SPECIAL REVENUE FUNDS POSITIONS FTE 5.31.25 FTE
SOLID WASTE (FUND 226):

Public Safety & Community Resources Director 0.10 0.10 0.10 Administrative Analyst I/III 0.68 0.68 0.68
SOLID WASTE TOTAL 0.78 0.78 0.78
SUCCESSOR AGENCY (FUND 227):

Public Safety & Community Resources Director 0.15 0.15 0.15 Housing Program Specialist 1.00 1.00 1.00
Administrative Analyst I 1.00 0.00 1.00
SUCCESSOR AGENCY FUND TOTAL 2.15 1.15 2.15
NATIONAL POLLUTANT DISCHARGE ELIMINATION SRVS (NPDES) (FUND 229):

Channel Maintenance Operations (229-2585)
Collection System Superintendent 0.075 0.075 0.075
Collections System Supervisor 0.075 0.075 0.075
Lead Collections Systems Worker 0.750 0.750 0.750
Collections Systems Worker I/II 1.000 1.000 1.000
General Laborer 2.000 1.000 2.000
Administrative Analyst I/III 0.340 0.340 0.340
NPDES TOTAL 4.240 3.240 4.240
STREET LIGHT & LANDSCAPE MAINT. DIST. (SLLMD) (FUNDS 251-259):

Operations Supervisor 0.5950 0.5950 0.5950
Landscape Maintenance Worker II 2.5875 2.5875 2.5875
General Laborer 1.2535 1.2535 1.2535
SLLMD 251 – 259 TOTAL 4.4360 4.4360 4.4360

INTERNAL SERVICE FUNDS POSITIONS
VEHICLE EQUIPMENT MAINTENANCE (FUND 570):

Equipment Maintenance (570-2610)
Operations Supervisor 1.365 1.365 1.365
Fleet Leadworker 1.000 1.000 1.000
Equipment Mechanic I/II 3.000 3.000 3.000
Public Works Technician 0.250 0.250 0.250
2025-26 OPERATING BUDGET

STAFFING OVERVIEW

31 Funded
FY 24-25 Filled FTE’s
Funded
FY 25-26
INTERNAL SERVICE FUNDS POSITIONS FTE 5.31.25 FTE
Equipment Maintenance (570-2610) (Cont.)
Lead Warehouse Maintenance Worker 0.060 0.060 0.060
Warehouse Maintenance Worker II (0.80 Water Fd; 0.07 Gen Fd; 0.07 Sewer Fd) 0.060 0.060 0.060 VEHICLE EQUIPMENT MAINTENANCE TOTAL 5.735 5.735 5.735
INFORMATION SYSTEMS (FUND 573):

Information Systems (573-1410)
Information Systems Director (0.25 Network Sup; 0.05 Tele. Sys.) 0.70 0.70 0.70 Network Administrator (0.60 Network Support) 0.40 0.40 0.40 Sub-total 1.10 1.10 1.10
Network Support & PC’s (573-1420)
Information Systems Director (0.70 Info Sys; 0.05 Tele. Sys.) 0.25 0.25 0.25 Network Administrator (0.40 Info Sys/0.10 to Tele. Sys.) 2.50 2.50 2.50 Computer Technician/Senior 1.00 1.00 1.00
Administrative Assistant I/II/III 1.00 0.00 1.00
Sub-total 4.75 3.75 4.75
Telephone System (573-1430)
Information Systems Director (0.25 Network Sup; 0.70 Info Sys.) 0.05 0.05 0.05 Network Administrator (0.90 Network Sup) 0.10 0.10 0.10 Sub-total 0.15 0.15 0.15
GIS Support Services (573-1435)
GIS Specialist 1.00 0.00 1.00
GIS Coordinator 1.00 1.00 1.00
GIS Technician 1.00 1.00 1.00
Public Works Technician 0.18 0.18 0.18
Administrative Assistant II 0.90 0.90 1.00
Sub-total 4.08 3.08 4.08
INFORMATION SYSTEMS TOTAL 10.08 8.08 10.08

2025-26 OPERATING BUDGET

STAFFING OVERVIEW

32 Funded
FY 24-25 Filled FTE’s
Funded
FY 25-26
INTERNAL SERVICE FUNDS POSITIONS FTE 5.31.25 FTE
LOSS CONTROL FUND (580)
Loss Control (580-1160)
Risk and Safety Specialist 1.00 1.00 1.00
LOSS CONTROL TOTAL 1.00 1.00 1.00

ENTERPRISE FUND POSITIONS
WATER FUND (611):

Water Supervision (611-2310)
Deputy Public Works Director II 0.33 0.33 0.33
Water Treatment Plant Superintendent 1.00 1.00 1.00
Water Treatment Plant Supervisor 1.00 1.00 1.00
Water Distribution Superintendent 1.00 1.00 1.00
Water Distribution Supervisor 1.00 1.00 1.00
Water Quality Analyst 1.00 1.00 1.00
Administrative Analyst I/III 1.81 1.36 1.36
Sub-total 7.14 6.69 6.69
Water Production (611-2320)
Water Treatment Plant Operator/Senior/Trainee 10.00 8.00 10.00 Water Treatment Maintenance Worker 5.00 5.00 5.00
Water Treatment Plant Instrument Tech. 3.00 2.00 3.00 General Laborer 2.00 2.00 2.00
Public Works Technician – Assistant 1.00 0.00 1.00
Laboratory Assistant 1.00 1.00 1.00
Sub-total 22.00 18.00 22.00
Water Distribution (611-2330)
Finance Director 0.075 0.075 0.075
Finance Services Supervisor 0.425 0.425 0.425
Public Works Technician 1.000 1.000 1.000
Accounting Technician 0.950 0.950 0.950
Lead Customer Service Representative 0.500 0.000 0.500
Customer Service Representative I/II 2.400 1.900 2.400
2025-26 OPERATING BUDGET

STAFFING OVERVIEW

33 Funded
FY 24-25 Filled FTE’s
Funded
FY 25-26
ENTERPRISE FUND POSITIONS FTE 5.31.25 FTE
Water Distribution (611-2330) (Cont.)
Lead Water Distribution Operator 4.000 4.000 4.000
Cross Connection Control Specialist Leadworker 1.000 1.000 1.000 Cross Connection Control Specialist II 1.000 1.000 1.000 Equipment Operator 2.500 2.500 2.500
Water Distribution Operator I/II 16.50 15.50 16.50
Street Maint. Worker I & II (0.50 charged to Sewer Fund) 0.500 0.500 0.500 Lead Warehouse Maintenance Worker (0.06 Veh Fund; 0.14 Gen Fund) 0.800 0.800 0.800 General Laborer 0.167 0.167 0.167
Warehouse Maintenance Worker II 0.800 0.800 0.800
Administrative Assistant 0.500 0.500 0.500
Sub-total 33.117 31.117 33.117
Water Capital Projects (611-2550)
Senior Civil Engineer 0.125 0.00 0.50
Associate Engineering Technician 0.000 0.00 0.75
Project Manager 0.500 0.00 0.00
Sub-total 0.625 0.00 1.25
WATER FUND TOTAL 62.882 55.807 63.057
SEWER FUND (621):

Wastewater Supervision (621-2210)
Deputy Public Works Director II 0.330 0.330 0.330
Collection Systems Superintendent 0.925 0.925 0.925
Collections Systems Supervisor 0.925 0.925 0.925
Administrative Assistant 0.500 0.500 0.500
Administrative Analyst I/III 1.470 1.020 1.020
Public Works Technician 1.000 1.000 1.000
Finance Director 0.075 0.075 0.075
Finance Services Supervisor 0.425 0.425 0.425
Accounting Technician 0.950 0.950 0.950
Lead Customer Service Representative 0.500 0.000 0.500
Customer Service Representative I/II 2.400 1.900 2.400
2025-26 OPERATING BUDGET

STAFFING OVERVIEW

34 Funded
FY 24-25 Filled FTE’s
Funded
FY 25-26
ENTERPRISE FUND POSITIONS FTE 5.31.25 FTE
Wastewater Supervision (621-2210) (Cont.)
Lead Collections System Worker 2.250 2.250 2.250
Water Distribution Operator I/II 0.500 0.500 0.500
Collections Systems Worker I/II 10.000 8.000 10.000 Equipment Operator 2.500 2.500 2.500
Sewer Camera Truck Operator 1.000 1.000 1.000
Street Maint. Worker I & II (0.50 charged to Water Fund) 0.500 0.500 0.500 General Laborer 0.167 0.167 0.167
Lead Warehouse Maintenance Worker 0.070 0.070 0.070
Warehouse Maintenance Worker 0.070 0.070 0.070
Sub-total 26.557 23.107 26.107
Wastewater Capital Projects (621-2570)
Project Manager 0.500 0.00 0.00
Associate Engineering Technician 0.000 0.00 0.25
Senior Civil Engineer 0.125 0.00 0.50
Sub-total 0.625 0.00 0.75
SEWER FUND TOTAL 27.182 23.107 26.857
MARINA FUND (631):

Marina Administration (631-2410)
Public Works Technician 0.08 0.08 0.08
Administrative Assistant 1.00 1.00 1.00
Marina Maintenance Worker 1.00 1.00 1.00
Operations Supervisor 0.06 0.06 0.06
MARINA FUND TOTAL 2.14 2.14 2.14

2025-26 OPERATING BUDGET

STAFFING OVERVIEW

35 Funded
FY 24-25 Filled FTE’s
Funded
FY 25-26
SUMMARY OF STAFFING FTE 5.31.25 FTE
GRAND TOTAL FY25 419.00 337.00
GRAND TOTAL FY26 406.00

The following PERS payroll contribution assumptions are in the Fiscal Year 2025-26 budget (Miscellaneous rates include UAL in %, Safety UAL shown as flat dollar amount for fiscal year):

FISCAL YEAR 2024-25 FISCAL YEAR 2025-26
PERS Tier-Bargaining Unit
Miscellaneous
PERS Plan ER
Contribution
Safety PERS
Plan ER
Contribution
Safety PERS
Plan UAL
Contribution
Miscellaneous
PERS Plan ER
Contribution
Safety PERS
Plan ER
Contribution
Safety PERS
Plan UAL
Contribution
Classic Employees – all but WTP 38.64% 26.30%* $6,152,984 42.33% 26.35%* $6,933,929 Classic Employees - WTP 36.64%* n/a n/a 40.33%* n/a n/a 2nd Tier n/a 24.84%* $36,708 n/a 24.88%* $76,335
PEPRA – all groups 38.64% 14.72% $30,144 42.33% 14.96% $64,200 *WTP employees pay 2% of the City’s PERS contribution and Sworn Police pay 3%, therefore the ER Contribution is shown net.

2025-26 OPERATING BUDGET

STAFFING OVERVIEW

36 The following full-time equivalent positions have been added and unfunded in FY26:

Position # of Positions Funding Source
2026 New Positions Added
Grant Writer 1 General Fund
Police Captain 1 General Fund
Police Sergeant 1 General Fund
Deputy City Attorney 1 General Fund
Administrative Analyst 2 General Fund – (1) Police Department/(1) Economic Development Senior Economic Development Program Manager 1 General Fund

Total Additional Funded Positions in 2026 7
2026 Positions Unfunded and/or Frozen
Economic Development Director (eliminated) (1) General Fund Assistant/Senior Engineer (2) General Fund/Gas Tax/Water/Sewer Accounting Specialist II (1) General Fund
Business License Representative (1) General Fund
Administrative Analyst (1) General Fund/Water/Sewer
Community Engagement Coordinator (1) General Fund
Code Enforcement Officer (eliminated) (1) General Fund
Police Officer (12) General Fund

Total Positions Unfunded 2026 (20)
Net Positions (13)

2025-26 OPERATING BUDGET
37 FINANCIAL SUMMARIES
2025-26 OPERATING BUDGET

FINANCIAL SUMMARIES

38 Financial Overview
This section provides a summary of General Fund revenues, a summary of transfers between the various funds of the City, interfund charges (“internal services”) between the various funds, summary of revenues and expenditures for all City funds and a summary of annually recurring purchase orders and/or contracts included in the budget.

Funds Transfer Summary

The “Funds Transfer Summary” details inflows and outflows between funds to subsidize operations in those funds.

Internal Services Summary

The City has internal services charges which are spread throughout City departments to allocate costs of services used between departments. The table details these charges.

Revenues and Expenditures – All City Funds

Tables of City-wide projected revenues and expenditures by fund type for 2024-25 and 2025-26.

Summary of Annual Recurring Purchases Orders and/or Contracts

The City has many annual purchase orders and/or contracts that are exempt from bidding per the City’s purchasing policy due to the nature of the goods or services provided. It has also been long standing practice to have open/recurring purchase orders for the purchase of unanticipated goods or services needed on an urgent basis. Use of open purchase orders is tightly controlled. In establishing open/recurring purchase orders, City staff is always cognizant of patronizing City businesses, but also in making sure that the City is paying fair prices.

The purchase of goods and or services over $50,000 requires City Council approval per the City’s purchasing policy. A list of these types of purchase orders and/or contracts (as described in the prior paragraph) included in the budget is detailed. The summary does not include purchase orders or contracts separately brought to Council for approval.

2025-26 OPERATING BUDGET

FINANCIAL SUMMARIES

39 GENERAL FUND REVENUE SUMMARY

2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2024-25 2025-26 % Revenue Type Actual Actual Actual Actual Actual Budget Revised Proposed Change Taxes:

Property Tax-Secured $11,160,335 $11,922,624 $12,498,785 13,734,085 14,582,414 15,367,563 15,310,563 16,235,292 6% Property Tax In Lieu of VLF 8,398,594 8,898,578 9,311,807 10,170,167 10,942,644 11,379,766 11,489,706 11,948,230 4% Property Tax-Unsecured 346,866 363,328 356,195 411,735 531,038 360,000 493,561 500,000 1% Property Tax-Other 901,050 935,063 1,147,635 1,214,385 1,083,329 1,000,000 1,000,000 1,100,000 10% Other In Lieu Taxes 499 501 460 507 983 500 973 600 -38% Unitary Tax 501,044 489,766 491,942 501,044 499,907 525,000 505,433 505,000 0% Total Property Tax 21,308,388 22,609,860 23,806,824 26,031,923 27,640,315 28,632,829 28,800,236 30,289,122 5% Franchises - Miscellaneous 9,086 58,275 24,330 24,438 25,212 10,000 25,968 26,750 3% Franchise-Gas 1,046,728 1,208,842 1,816,803 2,431,068 2,231,781 2,579,120 1,339,324 1,366,110 2% Franchise-Electric 485,669 545,846 565,832 628,089 608,333 666,340 722,310 743,980 3% Franchise-Cable TV 1,237,479 1,227,035 1,251,686 1,178,408 1,082,357 1,347,340 950,000 1,000,000 5% Franchise-Refuse Collection 1,208,474 1,276,803 1,383,049 1,476,467 1,595,748 1,586,622 1,725,000 1,731,250 0% Total Franchise Taxes 3,987,436 4,316,801 5,041,700 5,738,470 5,543,431 6,189,422 4,762,602 4,868,090 2% Business License Tax 1,460,546 1,545,935 1,737,681 1,817,053 1,745,217 1,820,000 1,800,000 1,820,000 1% Business License Tax - Rentals 2,381,821 2,183,426 1,877,964 2,257,766 2,200,357 2,100,000 2,175,000 2,205,000 1% Business License Tax Penalty 84,782 79,739 93,691 328,048 254,429 85,000 185,000 150,000 -19% Business Lic Tax Application 97,890 87,954 80,001 135,821 126,794 90,000 95,000 100,000 5% Contractors Business License 10,536 12,134 13,139 2,777 949 10,000 3,000 2,000 -33% Total Business License Taxes 4,035,575 3,909,188 3,802,476 4,541,465 4,327,746 4,105,000 4,258,000 4,277,000 0% Property Transfer Tax 492,611 702,816 911,734 626,248 534,062 600,000 570,000 620,000 0% Sales and Use Tax 15,379,929 17,911,854 18,047,902 18,344,190 17,816,680 18,224,552 17,639,537 18,043,564 2% 2025-26 OPERATING BUDGET

FINANCIAL SUMMARIES

40 GENERAL FUND REVENUE SUMMARY (Continued)
2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2024-25 2025-26 % Revenue Type Actual Actual Actual Actual Actual Budget Revised Proposed Change Sales Tax Measure C 120,468 118,649 20,167 0 0 0 0 0 0% 1% Sales Tax 15,582,340 19,485,295 20,508,561 20,301,244 20,160,685 20,594,826 19,921,225 19,997,489 0% Sales & Use Tax P.S. Allocation 647,331 712,696 861,802 848,850 822,601 985,000 846,700 879,800 4% Motor Vehicle In Lieu Fees 90,148 82,526 130,368 118,213 142,595 80,000 182,318 125,000 -31% Transient Occupancy Tax 161,627 205,415 200,228 221,179 141,496 150,000 150,000 150,000 0% Total Other Taxes 32,474,454 39,219,251 40,680,762 40,459,924 39,618,119 40,634,378 39,309,780 39,815,853 1% Total Taxes 61,805,853 70,055,100 73,331,762 76,771,782 77,129,611 79,561,629 77,130,618 79,250,065 3% Licenses & Permits:

Bicycle Licenses 0 6 0 0 0 0 0 0 0%
Building Permits 1,552,016 2,775,820 3,706,974 3,034,026 2,876,131 2,508,800 2,508,800 2,577,500 3% Encroachment Permits 225,049 288,650 592,060 577,451 183,030 289,000 987,769 585,000 -41% Wide Vehicle/Overload Permits 11,968 13,424 6,000 5,680 3,648 11,240 10,000 5,200 -48% Total Licenses & Permits 1,789,033 3,077,900 4,305,034 3,617,157 3,062,809 2,809,040 3,506,569 3,167,700 -10% Fines & Penalties:

Vehicle Code Fines 102,006 77,290 72,545 29,269 28,428 75,000 17,000 25,000 47% Non-Traffic Fines 475 90 1,984 2,220 76 100 3,124 100 -97% Total Fines & Penalties 102,481 77,380 74,529 31,489 28,504 75,100 20,124 25,100 25% Use of Money & Property:

Interest Earnings-Pooled 646,813 219,784 -786,376 1,128,572 2,562,592 600,000 2,565,000 1,282,500 -50% Rent 549,561 568,355 657,836 607,644 575,213 575,000 583,000 600,500 3% Lease Interest 0 0 78,487 78,445 83,834 0 0 0 0%
Total Use of Money & Property 1,196,374 788,139 -50,053 1,814,661 3,221,639 1,175,000 3,148,000 1,883,000 -40%

2025-26 OPERATING BUDGET

FINANCIAL SUMMARIES

41 GENERAL FUND REVENUE SUMMARY (Continued)

2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2024-25 2025-26 % Revenue Type Actual Actual Actual Actual Actual Budget Revised Proposed Change Revenue from Other Agencies:

Rev-AB109 Reimbursement 146,795 0 0 0 0 0 0 0 0%
Homeowners Prop Tax Relief 77,403 76,959 77,069 75,160 74,738 80,000 75,000 75,000 0% State Mandated Reimbursements 77,722 72,626 70,545 137,117 112,096 50,000 50,000 60,000 20% POST Reimbursements 87,968 49,341 35,020 43,094 27,565 20,000 62,807 60,000 -4% Grants – Public Works 3,572 0 0 0 51,941 0 0 0 0%
Grants – Community Development 0 59,950 97,583 77,014 616,892 0 0 0 0% CARES Act 55,877 450,026 0 0 0 0 0 0 0%
Grants-Police 114,633 317,728 68,640 13,525 73,631 38,615 846,597 0 -100% Total Revenue from Other Agencies 563,970 1,026,630 348,857 345,910 956,863 188,615 1,034,404 195,000 -81% Services Charges:

Other Service Charges 46,608 42,050 83,367 55,265 55,528 40,525 33,305 35,150 6%

Cannabis Fees 381,408 1,453,579 1,770,621 1,917,950 2,117,018 2,125,000 2,120,000 2,150,000 1% Assessment/Abatement Fees 451,550 578,544 226,685 60,489 246,267 200,000 350,346 107,000 -69% Administration Services 20,230 42,468 31,089 13,764 5,004 23,000 42,448 10,000 -76% Plan Checking Fees 789,883 691,404 347,149 421,246 620,056 677,840 482,000 389,200 -19% Planning Fees 66,257 110,390 121,394 -30,177 58,288 76,800 70,000 79,310 13% Pool Safety Fee 1,232 1,934 2,604 1,529 2,298 1,100 750 1,100 47% Technology Fee 29,716 51,253 168,931 152,605 131,756 105,000 105,000 105,000 0% Energy Inspection Fee 29,415 51,205 57,520 50,600 44,430 45,750 35,000 40,000 14% Accessibility Fee 2,236 2,746 21,962 3,420 2,871 2,550 3,410 2,550 -25% 2025-26 OPERATING BUDGET

FINANCIAL SUMMARIES

42 GENERAL FUND REVENUE SUMMARY (Continued)

2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2024-25 2025-26 % Revenue Type Actual Actual Actual Actual Actual Budget Revised Proposed Change Green Building Verification & Compliance Fee 96,858 238,913 269,500 195,264 209,836 199,000 130,000 150,000 15% General Plan Maintenance Fee 74,318 128,331 143,858 127,904 120,461 117,760 90,000 100,000 11% Inspection Fees 905,348 844,608 872,554 752,062 925,805 748,000 748,000 850,140 14% Admin Services-Mello Roos 25,000 5,000 0 0 0 0 0 0 0%
Billings-Mail Piece Fee 7,930 8,625 7,727 6,321 6,632 6,000 6,000 6,000 0% Billings-Cash Management 250,218 260,505 456,697 482,663 344,505 490,577 445,139 465,979 5% Police Services General 111,569 173,037 149,478 1,439,142 121,737 150,000 100,038 100,000 0% False Alarm Permit Fees 56,701 70,876 66,185 66,214 63,690 70,000 50,000 51,350 3% False Alarm Response 77,140 123,580 96,955 6,875 15,075 25,000 10,000 6,000 -40% Special Public Works Services 373 4,937 1,114 0 0 0 0 0 0% Total Service Charges 3,423,990 4,883,985 4,895,390 5,723,136 5,091,257 5,103,902 4,821,436 4,648,779 -4% Other Revenue:

SBITA Proceeds 0 0 0 1,934,212 623,990 0 0 0 0%
Miscellaneous Revenue 1,532,868 1,363,296 5,693,211 801,725 3,016,584 540,629 920,753 934,079 1% Donations 0 250 220 0 1,170 0 100 0 -100%
Booking Fee Reimbursements 1,158 143 0 0 0 0 0 0 0%
Reimb-Plan Rev Contract-Dev 3,263 4,374 3,316 6,484 4,633 0 1,902 0 -100% Total Other Revenue 1,537,289 1,368,063 5,696,747 2,742,421 3,646,377 540,629 922,755 934,079 1% Total Revenue Before Transfers In 70,418,990 81,277,197 88,602,266 91,046,556 93,137,060 89,453,915 90,583,906 90,103,723 -1%

2025-26 OPERATING BUDGET

FINANCIAL SUMMARIES

43 GENERAL FUND REVENUE SUMMAY (Continued)

2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2024-25 2025-26 % Revenue Type Actual Actual Actual Actual Actual Budget Revised Proposed Change Transfers In:

A-2 City Wide Main. Dist (256) 56,299 56,299 54,981 10,000 30,000 30,000 30,000 30,000 0% Almondridge Main. Dist (253) 75,897 75,897 55,000 55,000 55,000 55,000 55,000 55,000 0% Byrne Grant (233) 92,615 71,997 93,718 0 44,705 0 48,150 40,927 -15% Gas Tax (213) 1,010,000 1,010,000 1,010,000 1,010,000 1,010,000 1,010,000 1,010,000 1,010,000 0% Lone Tree Main. Dist (251) 84,091 84,091 21,092 21,092 21,092 21,092 21,092 21,092 0% SLLM Admin Fund (257) 20,090 17,356 18,420 19,039 22,358 26,478 26,478 27,252 3% E. Lone Tree Main. Dist (259) 14,165 14,165 0 0 0 0 0 0 0% NPDES (229) 233,708 222,317 226,752 229,331 243,158 260,323 260,323 263,549 1% CFD 2016-01 (280) 96,014 100,000 186,078 248,108 289,085 274,980 314,117 313,962 0% CFD 2018-02 (282) 27,141 99,000 219,355 459,011 642,863 624,416 755,170 754,469 0% Street Impact Fund (241) 1,461,505 1,633,525 1,644,559 1,893,893 1,898,135 1,925,000 1,925,000 1,650,000 -14% Abandoned Vehicle Fund (228) 0 0 0 0 0 0 0 300,000 100% Supplemental Law Enforce. Grant (232) 225,000 319,164 250,000 319,536 335,411 275,940 351,554 332,375 -5% Traffic Safety Fund (237) 85,000 195,000 100,000 120,000 81,135 110,000 48,000 75,000 -12% American Rescue Plan Fund (206) 0 0 0 0 0 2,813,059 4,303,594 0 -100% Water Fund (611) 0 0 0 0 0 0 278,984 0 -100%
Employee Benefit Fund (721) 80,971 0 0 0 0 0 0 0 0%
Capital Improvement Fund (311) 0 0 0 0 0 550,000 1,448,540 0 -100% Total Transfers In to General Fund 3,562,496 3,898,811 3,879,955 4,385,010 4,672,942 7,976,288 10,876,002 4,873,626 -55% TOTAL GENERAL FUND REVENUES $73,981,486 $85,176,008 $92,482,221 $95,431,566 $97,810,002 $97,430,203 $101,459,908 $94,977,349 -6%

2025-26 OPERATING BUDGET

FINANCIAL SUMMARIES

44 Transfers By Fund
2026
Transfers
In Purpose
2026
Transfers
Out Purpose
General Fund 100 $2,660,000 Street Maintenance $2,680,030 Animal Subsidy General Fund 100 75,000 Traffic Safety 4,849,240 Recreation Subsidy General Fund 100 150,000 Engineering Services 1,303,000 Lighting & Landscaping General Fund 100 133,344 Lighting & Landscaping 342,276 Debt Service General Fund 100 1,741,733 Police Services 700,000 Marina Subsidy General Fund 100 113,549 Channel Maintenance 200,000 Waterpark CIP Set-Aside Total General Fund $4,873,626 $10,074,546
Gas Tax Fund 213 0 1,010,000 Street Maintenance
Gas Tax Fund 213 0 150,000 Sidewalk Repairs
Total Gas Tax Fund $0 $1,160,000
Animal Control Fund 214 2,680,030 General Fund Subsidy 0 Recreation Fund 219 4,849,240 General Fund Subsidy 0
Recreation Fund 219 175,000 Recreation Programs/Services 0 Total Recreation Fund $5,024,240 $0
Child Care Fund 223 0 175,000 Recreation Programs/Services Abandoned Vehicle Fund 228 0 300,000 Police Services
National Pollution Discharge Elimination
(NPDES) Fund 229 70,000 Channel Maintenance 113,549 Channel Maintenance National Pollution Discharge Elimination
(NPDES) Fund 229 0 150,000 Engineering Services
Total NPDES Fund $70,000 $263,549
Supplemental Law Enforcement Grant Fund 232 0 332,375 Police Services Byrne Grant 233 0 40,927 Police Services
Traffic Safety Fund 237 0 75,000 Traffic Safety
Redevelopment Obligation Retirement Fund 239 0 1,843,032 Debt Service Street Impact Fund 241 0 1,650,000 Street Maintenance SLLMD Funds 25* 2,043,158 Lighting & Landscaping 943,502 Lighting & Landscaping

2025-26 OPERATING BUDGET

FINANCIAL SUMMARIES

45 Transfers By Fund
2026
Transfers
In Purpose
2026
Transfers
Out Purpose
CFD 2016-01 280 0 313,962 Police Services
CFD 2018-02 282 0 754,469 Police Services
Capital Improvement Fund 311 450,000 Sidewalk Repairs 0 Prewett CIP Fund 312 200,000 Repair & Maintenance Set-Aside 0 Antioch Public Financing Authority Debt
Service Fund 417 1,695,900 Debt Service 0

Antioch Public Financing Authority Debt
Service Fund 410 342,276 Debt Service 0

City of Antioch as Successor Agency to
the Antioch Development Agency Area
#1 Debt Service Fund 431 147,132 Debt Service 0

Information Services Fund 573 570,180 GIS Services 0
Water Fund 611 0 150,000 Sidewalk Repair
Water Fund 611 0 285,090 GIS Services
Total Water Fund $0 $435,090
Sewer Fund 621 0 150,000 Sidewalk Repair
Sewer Fund 621 0 285,090 GIS Services
Total Sewer Fund $0 $435,090
Marina Fund 631 700,000 General Fund Subsidy 0

Grand Total Transfers In/Out $18,796,542 $18,796,542

2025-26 OPERATING BUDGET

FINANCIAL SUMMARIES

46 Internal Services - City Wide Admin
2025-26 Budget
FY26 FY26

Fund
#
Credit
(Expense
Reduction)
Debit
(Expense) Reason for Charge
General Fund
City Council 100

$239,913 Allocate cost among user departments
City Attorney 100

1,476,031 Allocate cost among user departments
City Manager 100

570,096 Allocate cost among user departments
City Clerk 100 96,707 Allocate cost among user departments Human Resources 100

667,604 Allocate cost among user departments

Non-Departmental 100 850,930 Allocate cost among user departments Public Works-Maintenance Admin 100

679,539 Allocate cost among user departments
Public Works-Facilities Maintenance 100

145,750 Allocate cost among user departments
Finance Administration 100 36,905 Allocate cost among user departments Finance Accounting 100

1,145,228 Allocate cost among user departments
General Fund Credit $5,908,703

2025-26 OPERATING BUDGET

FINANCIAL SUMMARIES

47 Internal Services - City Wide Admin
2025-26 Budget
FY26 FY26
Fund #
Credit
(Expense
Reduction)
Debit
(Expense) Reason for Charge
Special Revenue Funds
RMRA 209 $1,416 Share of allocated costs Federal Asset Forfeiture 210 5,578 Share of allocated costs Delta Fair Property 211 75 Share of allocated costs Gas Tax 213 88,697 Share of allocated costs
Civic Arts 215 12,050 Share of allocated costs
Park in Lieu 216 2,384 Share of allocated costs Traffic Signalization 220 200 Share of allocated costs Asset Forfeiture 221 1,407 Share of allocated costs Measure J 222 13,086 Share of allocated costs Child Care 223 257 Share of allocated costs Tidelands 225 24 Share of allocated costs Solid Waste Reduction 226 38,149 Share of allocated costs Abandoned Vehicles 228 5,407 Share of allocated costs Pollution Elimination 229 163,224 Share of allocated costs Traffic Safety 237 10 Share of allocated costs
PEG 238 9,885 Share of allocated costs
Street Impact 241 115 Share of allocated costs
SB1186 Disability Access 242 10 Share of allocated costs Lone Tree SLLMD 251 121,327 Share of allocated costs Downtown Maintenance SLLMD 252 80,678 Share of allocated costs Almondridge SLLMD 253 8,244 Share of allocated costs Hillcrest SLLMD 254 207,159 Share of allocated costs Park 1A SLLMD 255 15,291 Share of allocated costs Citywide District 2A SLLMD 256 121,294 Share of allocated costs SLLMD Administration 257 95,348 Share of allocated costs

2025-26 OPERATING BUDGET

FINANCIAL SUMMARIES

48 Internal Services - City Wide Admin
2025-26 Budget
FY26 FY26
Fund #
Credit
(Expense
Reduction)
Debit
(Expense) Reason for Charge
Special Revenue Funds (Continued)
East Lone Tree SLLMD 259 26,579 Share of allocated costs East Lone Tree Benefit District 270 353 Share of allocated costs CFD 2016-01 Police Protection 280 616 Share of allocated costs CFD 2018-01 Public Services 281 13,810 Share of allocated costs CFD 2018-02 Police Protection 282 787 Share of allocated costs Post Retirement Medical - Miscellaneous 578 37,545 Share of allocated costs Post Retirement Medical - Management 579 50,166 Share of allocated costs Capital Projects Funds
Capital Improvement 311 4,458 Share of allocated costs Residential Development Allocation 319 3,013 Share of allocated costs Development Impact Fee - Admin 321 3,422 Share of allocated costs Development Impact Fee – PW 322 51 Share of allocated costs Development Impact Fee – PD 323 100 Share of allocated costs Development Impact Fee – P&R 324 305 Share of allocated costs Hillcrest A.D. 361 71 Share of allocated costs Lone Diamond A.D. 376 1,092 Share of allocated costs Hillcrest Bridge Benefit District 391 31 Share of allocated costs Antioch Public Financing Authority
APFA 2015A Lease Revenue Bonds (ABAG) 410 101 Share of allocated costs APFA 2015A Lease Revenue Bonds (2002) 417 152 Share of allocated costs Internal Service Funds
Vehicle Replacement 569 1,365 Share of allocated costs Information Services 573 266,381 Share of allocated costs

2025-26 OPERATING BUDGET

FINANCIAL SUMMARIES

49 Internal Services - City Wide Admin
2025-26 Budget
FY26 FY26
Fund #
Credit
(Expense
Reduction)
Debit
(Expense) Reason for Charge
Enterprise Funds
Water 611 3,307,045 Share of allocated costs
Water System Improvement 612 972 Share of allocated costs Sewer 621 841,119 Share of allocated costs
Sewer System Improvement 622 486 Share of allocated costs Marina 631 279,760 Share of allocated costs
Housing Successor/Successor Agency Funds
Housing Successor 227 74,546 Share of allocated costs Redevelopment Obligation Retirement 239 2,741 Share of allocated costs Project Area #1 Debt Service 431 251 Share of allocated costs Total Internal Service Charges $5,908,703 $5,908,703

2025-26 OPERATING BUDGET

FINANCIAL SUMMARIES

50 REVENUES - ALL CITY FUNDS

Revised Proposed
FUND 2024-25 2025-26
General Fund $101,459,908 $94,977,349
Special Revenue Funds 56,149,764 40,492,964
Capital Projects Funds 10,747,984 16,222,028
Internal Service Funds 10,935,032 12,353,423
Enterprise Funds 57,334,262 64,270,260
Antioch Successor Agency Funds 2,167,506 2,020,081
Antioch Public Financing Authority 2,001,428 2,040,676 TOTAL REVENUES $240,795,884 $232,376,781

EXPENDITURES - ALL CITY FUNDS
Proposed Proposed
FUND 2024-25 2025-26
General Fund $103,078,409 $107,714,680
Special Revenue Funds 53,595,243 37,236,458
Capital Projects Funds 13,483,789 19,106,043
Internal Service Funds 14,655,350 13,748,122
Enterprise Funds 68,441,893 72,777,418
Antioch Successor Agency Funds 3,013,320 4,107,840
Antioch Public Financing Authority 1,999,023 2,040,328
TOTAL EXPENDITURES $258,267,027 $256,730,889

2025-26 OPERATING BUDGET

FINANCIAL SUMMARIES

51 Summary of Annual Recurring Purchase Orders and/or Contracts 2025-26
Budgeted
Vendor Amount Product/Service Description Fund
Antioch Auto Parts $65,000 Vehicle parts Vehicle Fund
Arrowhead Tow 100,000 Towing & evidence vehicle storage on as needed basis General Fund Badger Meter 1,500,000 Sole source for water meter and parts Water Fund Badger Meters 500,000 Non CIP meter maintenance and supplies Water Fund Chaplin & Hill 60,000 Outside investigator – Police Department General Fund Cole Pro Media 95,000 Media Consultants (PD) General Fund Code 3 Wear 75,000 Police Uniforms General Fund
Concord Uniforms 50,000 Police Uniforms General Fund
Contra Costa County 200,000 CAL-ID, City of Antioch portion General Fund Contra Costa County 300,000 Lab testing for Police Department General Fund Contra Costa County-Public Works 375,000 Traffic Signal Maintenance General Fund County Asphalt 79,000 Secondary asphalt & rock supplier Various Delta Diablo 124,000 Hazardous waste collection & disposal Sewer/Solid Waste East Bay Hills Vet Hospital 80,000 Emergency veterinary services Animal Control Fund Honeywell International 75,000 Additional HVAC repairs on as needed basis Various Grainger 150,000 Various Public Works goods & supplies Various Jack Doheny Supplies 65,000 Sole source supplier for CCTV Truck Water/Sewer Office Depot 125,000 Office Supplies Various
PFM 105,000 Investment Advisor General Fund
San Diego Police Equipment 75,000 Various police equipment on as needed basis General Fund East Bay Regional Communications
System Authority 249,000 Police radios and encryption General Fund DKF Solutions 75,000 Training for City employees Sewer
Central Square Inc/OneSolution 323,569 ASP (Hosting) service for financial software General Fund Granite 100,000 Sole source EZ asphalt bulk delivery Various

2025-26 OPERATING BUDGET

FINANCIAL SUMMARIES

52 Summary of Annual Recurring Purchase Orders and/or Contracts

2025-26
Budgeted
Vendor Amount Product/Service Description Fund
NTU Technologies $50,000 Proprietary chemical for water treatment Water Polydyne Inc 50,000 Proprietary chemical for water treatment Water ICR Electrical 50,000 Backup and emergency electrical support to WTP Water Alta Fence 50,000 Provide emergency repair for WTP facilities Water Delta Fence 50,000 Provide emergency repair for WTP facilities Water Cummins West 50,000 Provide emergency repair service for backup generators Water Koffler Pump 50,000 Provide emergency repair service for backup generators Water Antioch Building Materials 400,000 Local source of asphalt material Various SiteOne Landscape 250,000 Sole source irrigation controllers Various Interstate Sales 75,000 Thermoplastic for street maintenance General Fund Borges & Mahoney 50,000 Instrumentation Water
Peterson Tractor 50,000 General maintenance and equipment rentals Various Watersavers Irrigation 100,000 Irrigation parts Various Amazon Capital 125,000 Office supplies Various
Tyler Technologies/Incode 345,000 Utility billing software – hosting and transaction fees Water/Sewer Tyler Technologies/EP&L 190,000 Energov/EP&L Community Development permitting software General Fund Lowe’s 125,000 Materials and supplies on as needed basis Various Axon/Evidence.com 300,000 BWC and digital evidence storage General Fund EAN/Enterprise 100,000 Undercover vehicles, training vehicle rentals and temp vehicles General Fund Giordano Consulting 50,000 Outside investigator – Police Department General Fund MWI Veterinary Supply 75,000 Veterinary supplies Animal Control Fund Peregrine Technologies 200,000 Analysis platform, E-File DA General Fund Public Safety Family Counseling 75,000 Psychological services & support General Fund

2025-26 OPERATING BUDGET

FINANCIAL SUMMARIES

53 Summary of Annual Recurring Purchase Orders and/or Contracts

2025-26
Budgeted
Vendor Amount Product/Service Description Fund
Serological Institute 75,000 DNA analysis General Fund
Hawthorn Ventures - Purpose Built 150,000 Employees uniforms and safety clothing Various Underground Republic Water Works 250,000 Various Public Works goods & supplies Various Tom Malloy - Trench Shoring 50,000 Emergency equipment rental Water/Sewer Core & Main 350,000 Various Public Works goods & supplies Various Pace 300,000 Various Public Works goods & supplies Various Fastenal Co 75,000 Industrial supplies Various
Recology Blossom Valey 75,000 Planter materials General Fund/SLLMD Treesap Farms (Everde Growers) 75,000 Nursery plants General Fund/SLLMD WECO Industries 100,000 Sewer equipment and supplies Sewer Flock 50,000 Community camera system General Fund
Versaterm 150,000 Call taking/language line/quality control software – PD General Fund Consolidated Electrical Distributors 125,000 Light poles & electrical supplies Various Jam Services 200,000 Electrical supplies Various
Brady Industries – Cole Supply 150,000 Janitorial supplies Water Fastenal 100,000 Tools & supplies Water

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2025-26 OPERATING BUDGET

54 GGEENNEERRAALL FFUUNNDD

2025-26 OPERATING BUDGET

GENERAL FUND
55 The General fund is used to account for money which is not required legally or by sound financial management to be accounted for in another fund. The General Fund is the City’s most significant operating fund made up of several departments. This section will provide an overall summary of the General Fund budget, as well as provide detail of each department’s divisional budgets individually. The following departments are accounted for in the General Fund:

 City Council

 City Attorney

 City Manager

 City Clerk

 City Treasurer

 Human Resources

 Economic Development (under Community Development starting FY26)

 Finance

 Non-Departmental

 Public Works

 Police

 Public Safety and Community Resources

 Community Development

2025-26 OPERATING BUDGET

GENERAL FUND

56 The General Fund receives various sources of revenue which sustain the operations of the City. Revenues within the General Fund are broken down into the following categories:

 Taxes – This category encompasses several sources of tax revenue such as property tax, sales tax and business license tax.  Licenses and Permits – This category includes Building and Encroachment permits.  Fines and Penalties – This category includes fines imposed by the police department such as vehicle code fines.  Use of Money and Property – This category includes interest and rents.  Revenue from Other Agencies – The City receives revenues from other agencies through specific agreements with Federal, State and Local agencies, which are included in this category.
 Service Charges - The City imposes charges for a variety of services such as planning and inspections, which are included in this category.  Other Revenue - This category captures other revenues the City receives which do not fall into any of the categories above.  Transfers In – Transfers in represent monies transferred into the General Fund to subsidize General Fund operations.

Please see the General Fund Revenue Summary on pages 39-43 for a complete breakdown of the specific revenue sources within each category.

Expenditures in the General Fund are categorized by department. For purposes of displaying the total revenues and expenditures of a department, interfund charges are shown separately for the General Fund as a whole. Budgets for each department within the General Fund can be found on pages 67-161.

Summaries of revenues and expenditures by department follow.

2025-26 OPERATING BUDGET

GENERAL FUND

57 GENERAL FUND REVENUE AND EXPENDITURE SUMMARY

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

Revenues:

Taxes $52,803,034 $56,470,538 $56,968,926 $58,966,803 $57,209,393 $59,252,576 4% Taxes – Measure C 20,167 0 0 0 0 0 0%
1% Sales Tax 20,508,561 20,301,244 20,160,685 20,594,826 19,921,225 19,997,489 0% Licenses & Permits 4,305,034 3,617,157 3,062,809 2,809,040 3,506,569 3,167,700 -10% Fines & Penalties 74,529 31,489 28,504 75,100 20,124 25,100 25% Investment Income & Rentals -50,053 1,814,661 3,221,639 1,175,000 3,148,000 1,883,000 -40% Revenue from Other Agencies 348,857 345,910 956,863 188,615 1,034,404 195,000 -81% Current Service Charges 4,895,390 5,723,136 5,091,257 5,103,902 4,821,436 4,648,779 -4% Other Revenue 5,696,747 2,742,421 3,646,377 540,629 922,755 934,079 1% Transfers In 3,879,955 4,385,010 4,672,942 7,976,288 10,876,002 4,873,626 -55% Total Revenues 92,482,221 95,431,566 97,810,002 97,430,203 101,459,908 94,977,349 -6%

Expenditures:

Legislative & Administrative 6,181,870 6,185,167 5,540,047 7,337,251 7,243,580 6,693,835 -8% Finance 1,568,272 1,735,280 1,742,869 2,289,960 2,030,560 1,760,677 -13% Non-Departmental 5,342,369 7,404,899 8,236,174 6,785,931 5,662,127 6,932,849 22% Public Works 10,411,518 11,228,155 12,469,321 16,761,682 16,608,848 14,030,856 -16% Police Services 46,431,632 48,515,054 47,779,516 57,725,438 55,637,591 58,558,490 5% Police Services – Measure C 20,167 0 0 0 0 0 0%
Police Services-Animal Support 1,313,715 1,733,670 1,702,199 2,372,047 2,262,605 2,680,030 18% Recreation/Community Services 1,832,615 4,125,770 4,476,937 5,125,433 4,934,811 5,059,240 3% Public Safety and Community Resources 533,261 1,618,265 1,694,419 2,900,025 2,243,481 2,876,088 28% Community Development 5,292,362 6,038,638 5,305,586 7,938,005 6,454,806 9,122,615 41% Total Expenditures 78,927,781 88,584,898 88,947,068 109,235,772 103,078,409 107,714,680 4.5% 2025-26 OPERATING BUDGET

GENERAL FUND

58 General Fund
Fund Balance Analysis and History

2021-22 2022-23 2023-24 2024-25 2025-26
Actual Actual Actual Revised Proposed

Beginning Fund Balance $28,758,798 $34,730,176 $37,899,927 $43,258,769 $41,640,268 Net Revenue/Expenditure 13,554,440 6,846,668 8,862,934 (1,618,501) (12,737,331) (1) Budget Stabilization Transfer (7,583,062) (3,676,917) (3,504,092) 0 5,000,000 (1) Ending Fund Balance $34,730,176 $37,899,927 $43,258,769 $41,640,268 $33,902,937 Committed – Community Dev. Fees 800,135 886,496 1,138,711 1,096,954 196,954 Committed - Litigation Reserve 500,000 500,000 0 500,000 500,000 Committed - Compensated Absences 138,118 150,338 149,936 0 0 Assigned – Encumbrances/Projects 6,922,131 7,160,654 5,358,842 0 0 Unassigned Fund Balance $26,369,792 $29,202,442 $36,611,280 $40,543,314 $33,205,983 Percentage of Revenue 28.51% 30.60% 37.43% 39.96% 34.96%

(1) General Fund unassigned reserves of $7,737,331 and $5M in Budget Stabilization Funds utilized in 2025-26 to balance the budget.

$0$5,000,000$10,000,000$15,000,000$20,000,000$25,000,000$30,000,000$35,000,000$40,000,000$45,000,00016-1717-1818-1919-2020-2121-2222-2323-2424-2525-26

2025-26 OPERATING BUDGET

GENERAL FUND

59 An analysis of revenues verses expenditures each fiscal year follows:

103050709011016-1717-1818-1919-2020-2121-2222-2323-2424-2525-26 MillionsRevenuesExpenditures

2025-26 OPERATING BUDGET

GENERAL FUND

60 1% Sales Tax (Measure W) Funding

Measure W, a 1%/one-cent sales tax was approved by voters in November 2018 which became effective on April 1, 2019 and lasts 20 years. This is a general sales tax measure and can be spent on any General Fund purpose as directed by the City Council. The following tables outline the budget of the 1% sales tax (Measure W).

The adopted fiscal year 2023-25 budget allocated 60% of funds to the Police Department, 20% to Quality of Life and 20% to Youth. For fiscal year 2025-26, City Council is allocating 70% to the Police Department, 15% to Quality of Life and 15% to Youth as outlined in the table above. The amounts represent funds allocated towards the entire FY25 and FY26 budgeted costs of the divisions.

FY25 Revised FY26Budgeted Funds Allocation: $19,921,225 % $19,997,489 %Police Department 11,952,735$ 60% 13,998,243$ 70%Quality of Life: Public Safety & Comm. Resources (exc. Youth) 1,163,344 1,499,812 Landscape Enhancements 325,000 - Code Enforcement 2,536,341 1,499,811 Total Quality of Life Funding 4,024,685 20% 2,999,623 15%Youth: Youth Network Services 1,080,137 1,073,726 Recreation Services 2,863,668 1,925,897 Total Youth Funding 3,943,805 20% 2,999,623 15%Total Measure W/1% Sales Tax 19,921,225$ 19,997,489$ 2025-26 OPERATING BUDGET

GENERAL FUND

61 General Fund Revenues

Taxes are the most significant revenue in the General Fund. The following is a breakdown of actual/projected tax revenue in the General Fund compared to total revenues.

0510152025303540455055606570758085909510016-1717-1818-1919-2020-2121-2222-2323-2424-2525-26 MillionsTaxesTotal Revenues

2025-26 OPERATING BUDGET

GENERAL FUND

62 The following chart breaks down taxes by source for fiscal year 2026.

1% Sales Tax25%Sales & Use Tax24%Business License5%Franchise6%Property Tax38%Other2% 2025-26 OPERATING BUDGET

GENERAL FUND

63 General Fund Expenditures

The following is a breakdown of projected expenditures by department in the General Fund for fiscal year 2026.

Finance2%Animal Support2%Pub. Safety & Comm. Resources3%Recreation/Comm Svcs5%Community Development8%Legislative6%Non-Departmental6%Public Works13%Police55%

2025-26 OPERATING BUDGET

GENERAL FUND

64 Within each department, expenditures are broken down by type as follows in 2025-26 (excludes internal services):

0%10%20%30%40%50%60%70%80%90%100%LegislativeFinanceNon-DepartmentalPublic WorksPoliceAnimal SupportRecreation/Comm SvcsCommunity DevelopmentPub. Safety & Comm. ResourcesTransfers OutSupplies &ServicesPersonnel

2025-26 OPERATING BUDGET

GENERAL FUND

65 Expenditures by type in total for the General Fund are as follows in 2025-26 (excludes internal services):

Supplies & Services31%Transfers Out9%Personnel60%

2025-26 OPERATING BUDGET

GENERAL FUND

66 A trend analysis of expenditures by type follows:

$0$10,000,000$20,000,000$30,000,000$40,000,000$50,000,000$60,000,000$70,000,0002016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26PersonnelSupplies & ServicesTransfers Out

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2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

67 LEGISLATIVE AND ADMINISTRATIVE

LEGISLATIVE AND ADMINISTRATIVE SUMMARY

2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
SOURCE OF FUNDS:
1% Sales Tax 116,780 0 0 0 0 0%
Billings to Departments 482,663 344,505 490,577 445,139 465,979 5% Charges for Services 10,000 0 0 0 0 0%
Miscellaneous Revenue 3,857 50 13,345 12,844 500 -96% TOTAL SOURCE OF FUNDS 613,300 344,555 503,922 457,983 466,479 2%

USE OF FUNDS:

Personnel 3,811,110 3,225,586 5,659,988 4,682,077 6,062,319 29% Services & Supplies 3,400,697 3,924,236 3,400,031 5,042,034 3,681,867 -27% Internal Services (1,026,640) (1,609,775) (1,722,768) (2,480,531) (3,050,351) 23% TOTAL USE OF FUNDS 6,185,167 5,540,047 7,337,251 7,243,580 6,693,835 -8%

Funded Funded
Funded FTE's: 2024-25 2025-26
City Council 5.00 5.00
City Attorney 4.00 5.00
City Manager 4.00 5.00
City Clerk 5.00 5.00
City Treasurer 1.15 1.15
Human Resources 7.00 7.00
Economic Development1 2.00 0.00
Total Legislative & Administrative Funded FTE's 28.15 28.15

1Division of Community Development starting FY26
2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

68 CITY COUNCIL (100-1110)

The City Council acts on all legislative matters concerning the City. As the City policy-making and legislative body, the City Council is responsible to more than 116,000 residents of Antioch for approving all programs and services provided in the City. They approve and adopt all ordinances, resolutions, contracts and other matters regarding overall policy decisions and leadership. The Council appoints the City Manager and the City Attorney, as well as various commissions, boards and other citizen advisory committees.

In reaching policy decisions, the City Council reviews proposals designed to meet community needs and sustain desired service levels; initiates new programs to upgrade existing City services; determines the ability of the City to provide financing for all municipal activities; and adopts the City budget following review and modification of a proposed budget, as submitted by the City Manager.

In addition to holding regular and special Council meetings, the members of the City Council also function as directors of the City of Antioch as Successor Agency and Housing Successor to the Antioch Development Agency and the Antioch Public Financing Authority.

2024-2025 Accomplishments:
 Continued to represent Antioch at the regional, state and national levels though elected county, state and national representatives, as well as participation in the Mayor’s Conference, CalCities, Contra Costa Northern Waterfront Economic Development Initiative, Delta 6 and other forums.  Receipt of $6.8M State ERF grant to permanently house 30 to 50 homeless individuals in the Sunset Drive/Devpar Court area.  Submitted application for Homekey Plus funding for the purchase and operation of the Comfort Inn to provide permanent supportive housing for 50 to 70 homeless individuals with mental health needs within the County.  Received $1.8M CalVIP Violence Intervention and Prevention Program grant to address gun related violence.  Executed a Memorandum of Agreement with the US DOJ to address past Police Department misconduct.  Ongoing operation of the Angelo Quinto Community Response Team with the goal of partnering with Contra Costa County A3 to provide a financially sustainable model.
 Reestablished the Neighborhood and Business Watch Programs.  Reestablished the monthly citywide Neighborhood Cleanups.

2026 & 2027 Objectives:
 Continue to maintain the City Council meetings as a place of productive public engagement and decision making.  Establish a revised ordinance, onboarding, training and code of conduct for the Antioch Police Oversight Commission.  Address the significant General Fund budget deficit and adopt a balanced FY 2026-27 budget without utilizing reserve funds.  Achieve a fully staffed Police Department of 117 sworn officers by July 1, 2027.  Identify and implement revenue enhancement measures to address the stagnant revenue projections.  Adopt a Homeless Strategic Plan to establish a plan to address the issue of unhoused residents.  Celebrate the completion and activation of the Brackish Water Desalination Plant. 2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

69 CITY COUNCIL (100-1110) (Continued)

2026 & 2027 Objectives (Cont.):
 Continue to restore relationships with Contra Costa County to provide a collaborative effort to address homelessness, mental health services and enhanced services by the Fire Protection District.
 Hire a highly competent and experienced City Attorney to lead the City’s varied and complex legal needs.  Aggressively pursue the recommissioning of the Amtrak Station.  Begin General Plan Update.
 Enhance quality of life for citizens of Antioch by supporting programs and policies for youth, seniors, and blight and crime reduction.

CITY COUNCIL (100-1110)

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

Personnel 167,782 184,963 309,234 195,319 199,998 2%
Services & Supplies 44,995 58,223 168,448 77,484 74,680 -4% Internal Services (173,955) (230,946) (343,939) (270,000) (239,913) -11% Total Use of Funds 38,822 12,240 133,743 2,803 34,765 1140%

Elected Officials 5.00 5.00 5.00 5.00 5.00
2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

70 CITY ATTORNEY (100-1120)

The mission of the Antioch City Attorney’s Office is to provide excellent and ethical legal advice, counsel, representation, and leadership that catalyzes advancement within the City of Antioch and is responsive to the needs of the City Council, City Manager, City boards and commissions, department leaders and department staff. The City Attorney’s Office strives to increase legal knowledge/risk throughout departments within the City.

The City Attorney’s office is responsible for providing and supervising all legal services for the City and the City of Antioch serving as Successor Agency and Housing Successor to the Antioch Development Agency. The Office provides advice to the City Council, Boards, Commissions and staff on the Brown Act, Public Records Acts, conflicts of interests, public contracting, land use, environmental laws, employment, and other matters; prepare and review ordinances, contracts, leases and similar legal documents; is responsible for land acquisition; and oversees claims and litigation involving the City.

CITY ATTORNEY

City Attorney

Administrative
Analyst I

Assistant City
Attorney (2)

Deputy
City Attorney
2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

71 CITY ATTORNEY (100-1120) (Continued)

2024-2025 Accomplishments:
• Providing legal advice and counsel for elected officials, staff, commissions, boards, and committees • Managing all legal services staff and contract attorneys for the City • Providing legal advice and counsel concerning public safety, public works, public contracts, code enforcement, employment, labor relations, municipal utilities, land use, municipal elections, conflicts of interests, open meeting laws, public records laws, and litigation

2026 & 2027 Objectives:
• Continue to provide legal advice and counsel for elected officials, staff, commissions, boards, and committees • Manage all legal services staff and contract attorneys for the City • Welcome a new, in-house City Attorney following a forthcoming recruitment process • Explore the optimal allocation of staffing with the City Attorney’s office to ensure effective coverage for all City departments • Consider a RFP/RFQ process for hiring of future outside and litigation counsel

CITY ATTORNEY (100-1120)

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

Legal Fees 10,000 0 0 0 0 0%
Total Source of Funds 10,000 0 0 0 0 0%

Use of Funds:

Personnel 784,340 798,500 1,375,689 1,324,728 1,909,465 44% Services & Supplies 1,832,277 2,699,160 933,215 2,240,802 1,864,187 -17% Internal Services (275,101) (576,117) (576,117) (1,276,117) (1,476,031) 16% Total Use of Funds 2,341,516 2,921,543 1,732,787 2,289,413 2,297,621 0%

Funded FTE's 3.00 4.00 4.00 4.00 5.001

1Deputy City Attorney position added in FY26 pursuant to DOJ agreement.

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

72 CITY MANAGER (100-1130)

The City Manager serves as the administrative head of the City government under the direction of the City Council and is responsible for carrying out the policies and directives of the City Council. The City Manager provides leadership to the City’s executive managers and the organization as a whole in meeting the needs of the community and coordinating the provision of a wide range of municipal services.

The City Manager also provides administrative policy direction for fiscal planning; intergovernmental relations in responding to state, federal and regional issues with local impacts; and for communications - both internal and with the community at large. The City Manager attends all Council meetings, advising the Council on matters under consideration and makes Council policy recommendations as appropriate.

CITY MANAGER

City Manager
Principal Executive Assistant
Public Information
Officer
Assistant City Manager
2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

73 CITY MANAGER (100-1130) (Continued)

2024-2025 Accomplishments:
 Completed two-year operating budget cycle for fiscal years 2023-2024 and 2024-2025.  Participated with City Clerk’s Office in By-District Elections for all City Council Members in 2024.  Continued efforts to market the City’s brand, enhance social media experience and improve communications and transparency with the community, including hiring a Public Information Officer (PIO).
 Filled several executive level positions to include Chief of Police, Public Works Director, and Assistant City Manager roles.  Implemented the City Council adopted American Rescue Plan Act (ARPA) funding projects and initiatives.  Negotiated a Memorandum of Agreement (MOA) with the Department of Justice (DOJ) to ensure that the Antioch Police Department (APD) carries out constitutional and ethical policing in Antioch.
 Partnered with Townsend Public Affairs (TPA) to engage in state and federal legislative advocacy, to include attending Hill Week in Washington, D.C. in May 2025.
 Implemented professional development training across the executive leadership team with the help of an executive consultant.  Continued to represent Antioch at the regional, state and national levels.

2026 & 2027 Objectives:
 Complete and implement the Council adopted Vision and Strategic Plan 2021-31.  Implement the City Council adopted 2025-26 budget.
 Develop and implement a succession plan for key departments to include Finance and Information Services.  Complete Operational Assessments of several departments on a rolling basis, and update employee personnel policies, and certain Ordinances which directly impact operations.
 Encourage enhanced communication and cooperation between the City and local businesses.  Increase economic development efforts, locally and regionally by working more collaboratively and strategically with the relevant staff, neighboring cities, and the county.
 Form strategic partnerships with other jurisdictions, county and regional agencies, as well as the private sector to expedite implementation of projects and address multi-jurisdictional concerns.
 Continue to assist the City Council when they represent Antioch at the regional, state and national levels though elected county, state and national representatives, as well as participation in the Mayor’s Conference, the California League of Cities, Contra Costa Northern Waterfront Economic Development Initiative, Delta 6 and other forums.
 Address reducing the long-term structural deficit, which will include conducting long term remediation efforts, implementing revenue generating strategies and interventions, making a concerted push with economic development, and utilizing strategic innovation with an eye towards making data driven decisions.

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

74 CITY MANAGER (100-1130) (Continued)

CITY MANAGER (100-1130)

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

Use of Funds:

Personnel 1,006,510 361,126 1,465,763 1,032,929 1,602,177 55% Services & Supplies 233,702 162,693 419,663 910,251 699,191 -23% Internal Services (263,586) (370,096) (370,096) (370,096) (570,096) 54% Total Use of Funds 976,626 153,723 1,515,330 1,573,084 1,731,272 10%

Funded FTE's 4.00 4.00 4.00 4.00 5.001

1Grant Writer position added in FY26
2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

75 CITY CLERK (100-1140)

The position of City Clerk is elected to a four-year term and operates under statutory provision of the California Government Code, the Elections Code, and City ordinances and policies. The function of the City Clerk’s Office is staffed with three full-time regular employees: one Assistant City Clerk and two Administrative Analyst I, with management oversight provided by the City Manager. A Public Records Coordinator was approved in fiscal year 2025 and will be filled on a part- time basis in fiscal year 2026.

Duties of the City Clerk’s Office include: keeping records of the official actions of the City Council, City acting as Successor Agency to the Antioch Development Agency, Antioch Public Financing Authority, Antioch Police Oversight Commission, and the Board of Administrative Appeals; preparing agendas for both Regular and Special City Council, Antioch Police Oversight Commission, Board of Administrative Appeals, Cannabis Standing Committee, and the Sales Tax Citizens’ Oversight Committee Meetings, minutes and public hearing notices; conducting municipal elections as the Elections Officer, serving as filing officer for the implementation of the Political Reform Act; accepting claims and legal actions against the City; maintaining the Municipal Code; City Records Management Officer; maintaining registration/ownership certificates for City vehicles; attesting City documents including resolutions, ordinances and agreements; conducting bid openings; receiving California Public Records Act requests and ensuring a timely response; serving as the Secretary to the Antioch Police Oversight Commission, Board of Administrative Appeals, Cannabis Standing Committee, and the Sales Tax Citizens’ Oversight Committee; and interacting with the City Council, City staff, and the general public on all related matters.

CITY CLERK

*Positions report to City Manager

City Clerk

Assistant City Clerk*

Administrative Analyst (2)*
Public Records Coordinator*
2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

76 CITY CLERK (100-1140) (Continued)

2024-2025 Accomplishments:
 Created an Agenda Prep Manual with exhibits for staff to follow and complete staff reports, resolutions, ordinances, and public hearing notices.  Created a Desk Manual for the City Clerk’s Department to ensure process and procedures are followed and completed sufficiently.  Prepared for and organized the November 2024 General Election for five seats: Mayor, two City Council Member seats (District 2 and 3), City Clerk and City Treasurer.
 Assured the timely filing of Statements of Economic Interests and Campaign Expense Reports in accordance with the Political Reform Act with the Netfile software.
 Completed Fair Political Practice Commission (FPPC) Form 700 “Statement of Economic Interests” filings and forwarded Government Code 82700 filers to the FPPC.
 Finalized adopted resolutions of the City Council and Antioch Police Oversight Commission meetings and scanned into Laserfiche.  Finalized ordinances numbers 2227-2239 and sent to American Legal for codification into the Antioch Municipal Code.  Finalized approved minutes of the City Council meetings and publish onto the website.  Coordinated and prepared correspondence for agendas of the City Council meetings.  Coordinated and prepared correspondence for agendas of the Board of Administrative Appeals including Board, staff, and appellant; finalized Board of Administrative Appeals notices of decisions and actions.  Coordinated and prepared correspondence for agendas of the Antioch Police Oversight Commission (APOC) including Commissioners and staff.  Coordinated and prepared correspondence for agendas of the Cannabis Standing Committee and Sales Tax Citizens’ Oversight Committee including Committee Members and staff.
 Prepared Oaths of Office for appointed Boards and Commission members and new officers of the Antioch Police Department.  Tracked vacancies of City Boards and Commissions per The Maddy Act; notified the Public and City Council of openings and prepared notices of vacancy; received and processed applications for appointments.
 Continued scanning City documents and historical resolutions, ordinances, and minutes into imaging system (Laserfiche).  Processed Proclamations and Certificates of Recognition for the City Council.  Provided the community with Spanish interpreters during council meetings and listening devices for future use.  Continued working on Public Records Requests, managing the completion and following up with departments for response.  Continued working on an inventory of over 1800 boxes of files and records in the Records Warehouse.

2026 & 2027 Objectives:
 Prepare and organize for the November 2026 General Election for two seats: Council Members (District 1 and District 4).  Assure the timely filing of Statements of Economic Interests and Campaign Expense Reports in accordance with the Political Reform Act.  Implement the use of as well as training of the Next Request Software to all departments for Public Records Requests to ensure a timely response.  Implement Agenda Management Software and training for the use of meeting agenda process and publication.  Finalize the Boards/Commission/Committee Handbook to begin training newly appointed members on the Brown Act, CA Public Records Act, Conflict of Interest Code and Political Reform Act.
2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

77 CITY CLERK (100-1140) (Continued)

2026 & 2027 Objectives (Cont.):
 Continue to track vacancies and process applications received for the City Boards, Commissions and Committees per The Maddy Act.  Implementation of a records management system for a complete electronic database of all files and records held in the Records Warehouse to include purging records in accordance with the Records Retention Schedule.  Continue scanning City documents and historical resolutions, ordinances, and minutes into imaging system (Laserfiche).  Enhance and update the City Clerk’s page on the City’s website so City records are available to the general public via the Internet for greater transparency.
 Continue participation in training sessions through the City Clerks Association of California.

CITY CLERK (100-1140)

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

Other 3,857 50 13,345 12,844 500 -96%
Total Source of Funds 3,857 50 13,345 12,844 500 -96%

Use of Funds:

Personnel 486,562 391,620 630,818 547,835 771,502 41%
Services & Supplies 220,423 202,053 384,839 675,903 286,708 -58% Internal Services (27,674) (48,357) (48,357) (96,714) (96,707) 0% Total Use of Funds 679,311 545,316 967,300 1,127,024 961,503 -15%

Funded FTE's 4.00 4.00 5.00 5.00 5.00
2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

78 CITY TREASURER (100-1150)

The City Treasurer is elected to a four-year term of office. The duties of a City Treasurer are to comply with all laws governing the deposit and securing of public funds of the City, ensure the City’s investment policy is up to date, and prepare the monthly Investment Report to Council.

2024-25 Accomplishments:

 Insured that the City’s investment portfolio was not at risk.  Reviewed State and Federal updates with investment advisory firm to keep the City’s portfolio in compliance.  Met quarterly with City’s investment advisor.

2026 & 2027 Objectives:

 Review Investment Policy and present to City Council for adoption in 2026.  Meet quarterly with City’s investment advisor and schedule investment update to Council every 6 months from the City’s investment advisor.

CITY TREASURER (100-1150)

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

Billings to Departments 482,663 344,505 490,577 445,139 465,979 5% Total Source of Funds 482,663 344,505 490,577 445,139 465,979 5%

Use of Funds:

Personnel 75,214 67,710 74,742 72,481 78,961 9%
Services & Supplies 407,449 276,795 415,835 372,658 387,018 4% Total Use of Funds 482,663 344,505 490,577 445,139 465,979 5%

Funded FTE's 1.15 1.15 1.15 1.15 1.15
2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

79 HUMAN RESOURCES (100-1160)

The Human Resources Department is responsible for overseeing the management of personnel services including recruitment; benefit administration, employee relations, labor relations, training, and maintaining the personnel classification and compensation system. The Human Resources Department strives to provide outstanding service to both our internal and external customers. The primary objectives of the department staff are:

 Obtaining qualified staff through a tailored recruitment and selection process specific to the position and department needs.  Ensuring and managing classification, compensation, performance evaluation and benefit structures that are fair and equitable, within our fiscal abilities.  Assisting employees with various employment related activities.  Building trusting relationships with our employees and our labor partners as part of our Employer/Employee relations and labor relations efforts.  Providing staff development through training opportunities.  Assisting supervisors and managers with labor related situations.

HUMAN RESOURCES

*Risk & Safety Specialist position accounted for in the Loss Control Internal Service Fund Human Resources
Director
Human
Resources
Analyst
Human
Resources
Technician (3)
Risk & Safety
Specialist *
Administrative
Assistant
Human
Resources
Manager
2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

80 HUMAN RESOURCES (100-1160) (Continued)

2024-2025 Accomplishments:

 Maintained continuous recruitment efforts across multiple City departments to ensure timely staffing of critical positions.  Managed and coordinated annual Open Enrollment for health, dental, and vision benefits.  Ensured Affordable Care Act (ACA) compliance by successfully preparing and submitting AfCA forms 1094C and 1095C, in partnership with a third-party administrator.
 Implemented labor agreement changes and updated salary schedules accordingly.  Modernized internal Human Resources forms to ensure accuracy and usability.  Enhanced online onboarding through Neogov platform for a better new hire experience and administrative efficiency.  Began project to digitalize files and forms.
 Developed and implemented the new mandated Workplace violence Prevention Plan (WVPP).  Served as the Alternate Board of Directors representative for Municipal Pooling Authority.  Initiated project to update Personnel Rules and administrative policies. 2026 & 2027 Objectives:

 Initiate Online Exit process using Neogov.
 Continue the review non-labor related Administrative Policies and Procedures; update as needed.  Continue Risk Management Assessment process and enhance the City’s Safety and Loss Control Program.  Continue revisions the City’s class specifications.
 Complete annual open enrollments for health, dental and vision plans for the new year.  Complete annual filings and continue monitoring changes for the Affordable Care Act.  Continue all recruitment efforts.
 Continue Service Awards Ceremony.
 Continue annual insurance renewals for City buildings and vehicles.  Develop and implement a Succession Planning program citywide.  Establish and implement an Employee Appreciation Program and New Supervisor Training Program.

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

81 HUMAN RESOURCES (100-1160) (Continued)

HUMAN RESOURCES (100-1160)

2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
Source of Funds:
1% Sales Tax 116,780 0 0 0 0 0%
Total Source of Funds 116,780 0 0 0 0 0%

Use of Funds:

Personnel 889,816 902,440 1,210,568 1,189,360 1,500,216 26% Services & Supplies 258,312 253,920 320,516 329,482 370,083 12% Internal Services (286,324) (384,259) (384,259) (467,604) (667,604) 43% Total Use of Funds 861,804 772,101 1,146,825 1,051,238 1,202,695 14%

Funded FTE's 6.00 6.00 7.00 7.00 7.00
2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

82 FINANCE DEPARTMENT

The Finance Department provides internal support to other City Departments and external support to other government agencies by providing financial information to facilitate their decision making process. The Department administers more than 50 funds in accordance with Generally Accepted Accounting Principles. The Department is also responsible for overseeing the City’s compliance with purchasing guidelines.

Along with the City Treasurer, the Finance Department is responsible for the safekeeping, management and accounting of the City's financial assets. The Department also supplies timely and accurate financial reports to elected and appointed officials and to the State. The Finance Department works with the City Manager to ensure that a sound program of fiscal control is undertaken with respect to developing and implementing the annual budget. The following divisions are in the Finance Department:
 Administration
 Accounting
 Operations

Finance Director
Deputy Finance Director
Accountant I/II (3)

Payroll Specialist
(3)
Accounting Specialist I
(2)

Finance Services Supervisor
Accounting Technician (2)
Lead Customer Service Rep.

Business License
Representative
Customer Service Rep. (5)
2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

83 FINANCE SUMMARY

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

SOURCE OF FUNDS:
1% Sales Tax 120,806 0 0 0 0 0%
Billings to Departments 6,321 6,632 6,000 6,000 6,000 0% Administrative Services 2,453 1,963 1,700 1,825 1,929 6% Other 26,023 0 0 0 0 0%
TOTAL SOURCE OF FUNDS 155,603 8,595 7,700 7,825 7,929 1%

USE OF FUNDS:

Personnel 1,753,987 1,783,577 2,306,755 2,188,562 2,204,648 1% Services & Supplies 556,632 683,840 713,357 724,235 738,162 2% Debt Service - Leases 4,203 5,604 0 0 0 0%
Internal Services (579,542) (730,152) (730,152) (882,237) (1,182,133) 34% TOTAL USE OF FUNDS 1,735,280 1,742,869 2,289,960 2,030,560 1,760,677 -13%

Funded Funded
Funded FTE's: 2024-25 2025-26
Finance Administration 0.80 0.80
Finance Accounting 9.90 8.90
Finance Operations 2.45 1.45
Total Finance Funded FTE's 13.15 11.151

1One Business License Representative and one Accounting Specialist II position frozen in FY26 2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

84 FINANCE ADMINISTRATION (100-1210)

Finance Administration is responsible for overseeing the management of all Financial Services Fund operations. Finance Administration is also responsible for supplying timely and accurate financial reports of the City’s affairs to elected and appointed officials and to the State to ensure that a sound program of fiscal control is undertaken with respect to implementing the budget. The Finance Director is also the Finance Director for the Antioch Successor Agency.

2024-2025 Accomplishments:
 Prepared draft two-year 2025-27 operating budget, conducting several study sessions with City Council.  Received a Certificate of Achievement for Excellence in Financial Reporting for the fiscal year ended June 30, 2024.  Acted as staff liaison to the Sales Tax Citizens’ Oversight Committee.

2025 & 2027 Objectives:
 Continue to look for ways to improve customer service provided by the Finance Department, including more automated processes.  In conjunction with the City Manager’s Office, issue a Request for Proposal for a cost allocation and fee update study.  Issue Request for Proposal for financial statement auditing services.  Continue to act as staff liaison to the Sales Tax Citizens’ Oversight Committee.

FINANCE ADMINISTRATION (100-1210)

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

Other 0 34 0 0 0 0%
Total Source of Funds 0 34 0 0 0 0%

Use of Funds:

Personnel

301,022

294,696

314,639 319,020 333,527 5%
Services & Supplies 22,306 45,838 58,715 59,559 63,964 7% Internal Services (30,372) (37,009) (37,009) (36,949) (36,905) 0% Total Use of Funds 292,956 303,525 336,345 341,630 360,586 6%

Funded FTE's 0.80 0.80 0.80 0.80 0.80
2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

85 ACCOUNTING SERVICES DIVISION (100-1220)

The Accounting Services Division provides services, information and analyses to the public. This is accomplished by providing budgeting, accounting, accounts payable and payroll processing; preparing the Comprehensive Annual Financial Report; coordinating various audits; accounting for City grants and requesting grant reimbursements from other agencies; providing financial data and assistance to all City departments; and preparing reports needed by City management and other governmental agencies. The Accounting Services Division is also responsible for reviewing and implementing the City’s purchasing policy designed to obtain maximum value for goods and services expended by the City. The purchasing function itself is decentralized among the departments.

2024-2025 Accomplishments:

 Published the Comprehensive Annual Financial Report financial statements by December 31.  Provided timely and accurate payroll services to all employees and processed payment invoices submitted by vendors in a timely fashion.  Issued purchase orders accurately and timely.
 Filed all grant reports and submitted all grant reimbursement in a timely manner in accordance to grant agreements.  Continued to improve document management by imaging pertinent documents, thus reducing paper filing.  Hired third Payroll Specialist position.
 Started process to implement GASB101 Compensated Absences pronouncement.

2026 & 2027 Objectives:

 Prepare and publish the Comprehensive Annual Financial Report by December 31 each year.  Provide timely and accurate payroll services to all employees.  Audit and process payment of invoices submitted by vendors in a timely fashion.  File all required grant reports and reimbursements in accordance to the grant agreement.  Continue to implement ways to automate payroll, purchasing, and payment processes in order to increase efficiency and achieve cost minimization.  Continue to improve document management by imaging pertinent documents to reduce paper filing.

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

86 ACCOUNTING SERVICES DIVISION (100-1220) (Continued)

FINANCE ACCOUNTING (100-1220)

2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
Source of Funds:
1% Sales Tax 120,806 0 0 0 0 0%
Other 567 0 0 0 0 0%
Total Source of Funds 121,373 0 0 0 0 0%

Use of Funds:

Personnel 1,194,203 1,180,556 1,639,360 1,507,916 1,631,840 8% Services & Supplies 410,652 520,320 501,940 510,822 516,563 1% Internal Services (523,832) (693,143) (693,143) (845,288) (1,145,228) 35% Total Use of Funds 1,081,023 1,007,733 1,448,157 1,173,450 1,003,175 -15%

Funded FTE's 8.90 8.90 9.90 9.90 8.90

FINANCE OPERATIONS DIVISION (100-1230)

Finance Operations is responsible for all functions pertaining to accounts receivable, business licenses, utility billing, collections, cash handling, deposit processing, data entry and delivery of U.S. postal mail for all City departments.

2024-2025 Accomplishments:

 Explored Business License Module with Community Development’s EPL Software  Reviewed and awarded contract to Infosend for print and mail services for water bills  Awarded contract for new lockbox processing service and implemented new process  Continued to encourage customers to enroll to paperless billing as part of City’s green Initiatives  Filled two positions for Accounting Technician vacancy.  Implementation of text to pay, billing notification with our Utility Billing System.  Implemented a more efficient and more cost-effective process in notifying disconnection of service to utility customers

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

87 FINANCE OPERATIONS DIVISION (100-1230) (Continued)

2024-2025 Accomplishments (Cont.):

 Installed new phone desk for more efficient customer service  Worked with Public Works on water rate study and Prop 218 notification to customers

2026 & 2027 Objectives:

 Fill vacant Lead Customer Service Representative and Customer Service Representative positions.  Implement new cash receipt process in City’s General Ledger software.  Explore general ledger reporting module in utility software to improve account reconciliation and upload to OneSolution.

FINANCE OPERATIONS (100-1230)

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

Billings to Departments 6,321 6,632 6,000 6,000 6,000 0% Other 1,886 1,929 1,700 1,825 1,929 6%
Other Financing Sources 26,023 0 0 0 0 0%
Total Source of Funds 34,230 8,561 7,700 7,825 7,929 1%

Use of Funds:

Personnel 258,762 308,325 352,756 361,626 239,281 -34% Services & Supplies 123,674 117,682 152,702 153,854 157,635 2% Debt Service - Leases 4,203 5,604 0 0 0 0%
Internal Services (25,338) 0 0 0 0 0%
Total Use of Funds 361,301 431,611 505,458 515,480 396,916 -23%

Funded FTE's 2.55 2.55 2.45 2.45 1.45

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

88 NON-DEPARTMENTAL DIVISION

The Non-Departmental classification is for revenues and expenditures that are not attributed to any one City department or division within the General Fund.

Revenue items recognized in Non-Departmental include property taxes, franchise fees, business licenses, and sales and use tax.

Non-Departmental operating expenses include insurance policies and claims, sales tax audits, property tax audits, ABAG and League of California Cities membership dues.

GENERAL FUND NON-DEPARTMENTAL (100-1250)

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

Taxes 55,621,688 56,146,325 57,981,803 56,362,693 58,372,776 4% Investment Income & Rentals 1,814,661 3,221,639 1,175,000 3,148,000 1,883,000 -40% Revenue from other Agencies 212,277 186,834 130,000 125,000 135,000 8% Charges for Services 1,932,069 2,122,922 2,148,400 2,162,548 2,160,150 0% Other 21,731 2,436,226 150,000 210,000 250,000 19%
Transfers In 0 0 7,980,202 6,031,118 5,000,000 -17%
Total Source of Funds 59,602,426 64,113,946 69,565,405 68,039,359 67,800,926 0%

Use of Funds:

Personnel 15,919 15,626 20,600 20,500 20,500 0%
Services & Supplies 4,949,240 5,302,839 6,586,568 5,925,437 6,721,003 13% Transfers Out 6,819,393 7,273,390 1,030,352 567,398 1,042,276 84% Internal Services (702,736) (851,589) (851,589) (851,208) (850,930) 0% Total Use of Funds 11,081,816 11,740,266 6,785,931 5,662,127 6,932,849 22%

Funded FTE's 0.00 0.00 0.00 0.00 0.00

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

89 PUBLIC WORKS DEPARTMENT

The Public Works Department consists of Administration, Capital Improvements, Channels (NPDES), Engineering and Land Development Services, Facilities, Fleet, Marina Operations, Parks and Landscaping, Public Works Inspection, Streets, Signs and Street Lights, Traffic Engineering, Wastewater Collections, Water Treatment and Distribution, the City’s Warehouse & Central Stores Operation, and protects the City’s pre-1914 water rights. The Department is responsible for the administration, oversight of the design, construction, inspection, engineering and maintenance of all City infrastructure, as well as the development and implementation of the City’s Five-Year Capital Improvement Program.

Accomplishments, Goals and Objectives for the Public Works Department are presented by division with the 2024-2025 Accomplishments listed first, followed by the 2026 & 2027 Goals/Objectives:

2024-2025 Accomplishments:

Public Works Engineering and Land Development Services, Account: 1005150  Prepared project entitlements for several projects including The Ranch Phases 1 & 2, Creekside Development, Somersville Apartments, and Wildflower Townhomes.
 Processed and approved project plans, final maps, and contract documents for several residential projects including 2715 Sunset Lane ADU, 56 Worell Road ADU, 5232 Henderson Court reconstruction of fire damaged home, 4048 Rockford Drive ADU, 3256 G Street ADU, 2816 Center Lane ADU, 1118 D Street New Driveway, 4048 Rockford Drive ADU, 2924 Roosevelt Lane New Family Residence, 431 Christina Court New Modular Garage, 4340 Deer Hill Lane New Home & ADU, 301 W. 3rd Street ADU, 1550 Viera Ave New Sewer Connection, 2415 E. 18th New Sewer Connection, and 2717 D Street ADU.  Processed and approved project plans, final maps, and contract documents for new residential developments including Laurel Ranch Townhomes and Creekside Development.
 Processed and approved project plans for several commercial projects including EVSE Equipment Installation at 3901 Lone Tree Way, 3625 E. 18th Street Warehouse Improvements, Walmart Tenant Improvements, Grace Bible Fellowship fence installation, 1690 Mahogany Way Park Renovation, Smith’s Landing New Rear Patio, 3100 Contra Loma Blvd. Starbucks New Drive Thru, and 5705 Lone Tree Way New Chick-Fil-A.  Processed and approved plot plans for Meritage Homes @ Deer Valley Estates, KB Homes @ Laurel Ranch, Davidon Homes @ Park Ridge, and Tri- Pointe Homes @ Promenade.
 Provided construction support for project acceptance of the final maps and improvements for Park Ridge Phases 5, 6, & 7, Promenade Vineyards at Sand Creek for Phases 4, 5, & 6, and Creekside Development Phases 1 & 2.  Provided engineering review of Traffic Impact Analyses for all commercial and new residential development listed above.  Provided traffic engineering support to manage and prepare improvement plans for the Traffic Calming Program.  Provided traffic engineering support to manage various speed surveys.  Assisted and coordinated various residential and business requests for existing infrastructure inquiries, parcel map requests, and verification of existing utilities and easements.
 Assisted with Floodplain Management for the City which included FEMA determinations and coordination with FEMA.  Reviewed various lot line adjustments and mergers.
 Provided engineering support for encroachment permits. 2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

90 2024-2025 Accomplishments (Cont.):

Public Works Capital Improvements Program, Account: 1005170  Commenced design of Phase II of the L Street Improvement project.  Commenced design for signalization of 69 traffic signals at various locations.  Commenced design for pedestrian and bicyclist trail safety improvements  Commenced construction of Phase I of the L Street Improvement project.  Performed community engagement of the Rivertown Community Space  Continued the installation of trash capture devices.
 Completed the initial phase of installation of electric vehicle charging stations.  Completed construction of the Brackish Water Desalination project.  Completed preliminary design of a Bicycle Garden Project.  Completed the Measure J Checklist.
 Completed SB 1 reporting requirements.
 Completed design of the City Hall Interior Modifications.  Completed the 2024 Sidewalk Repair Program.
 Completed the Contra Loma Estates Park Renovation project.  Completed the West Antioch Creek silt removal project.  Completed the Water Treatment Plant ‘A’ Filter Valve Replacement project  Completed the Water Treatment Plant ‘A’ Filter Valve Replacement project  Completed the Water Treatment Plant ‘A’ Applied Channels Repair project  Completed the Water Treatment Plant ‘B’ Basin Repair/Replacement project  Completed the design of Phase II of the City Hall Interior Modifications project.  Completed the design of traffic signal at Heidorn Rach and Prewett Ranch Roads.  Water Treatment Plant Chain and Flight Rehabilitation project  Developed the 2024-2030 Five-Year Capital Improvement Program.

Public Works Operations (Administration, Streets, Signs, Striping, Facilities, Parks, Landscaping, Marina) Accounts: 1002140, 1002160, 1002170, 1002190, 1002196, 2574580, 251, 252, 253, 254, 255, 256, 259, 5692610, 5702610, 6312410, 6312420 Facilities
 Completed the EV Charger Installation Project that involved extensive coordination with contractors and in-house staff. Facilities managed the project from the very beginning where we started with performing a power usage audit all the way to the result of usable EV chargers for both the public and City vehicles.
 Bay Alarm installed intrusion alarms, access control and CCTV cameras at the Water Treatment Plant and River Pump Station.  Started to prepare the newly acquired building at 800 2nd St for occupancy. Facilities staff have worked with several contractors to prepare the new building for occupancy. Upon completion, this will provide the City with additional operational space. Allowing multiple departments to operate from this building.
 Installed an automatic gate at the Marina Boat Launch and parking lot. 2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

91 2024-2025 Accomplishments (Cont.):

Facilities (Cont.)
 Installed a surrounding fence at the Pumpkin Patch/Christmas Tree Lot. Coordinated with the County Surveyor, USA marking company and our Street Maintenance Division to prepare the lot for new fence installation.  Completed HVAC repairs to the Railroad and Rock Club’s. In coordination with our electrical contractor both buildings electrical systems were upgraded to support new heaters and air conditioning units.
 Performed remodel upgrades to the Police Department including the evidence bag and tag room, report writing room, dispatch kitchen and restrooms.  Performed weekly vacant property reports to maintain unoccupied city owned properties.

Fleet
 ASE electric vehicle certification level 1 and Level 2.  Attained certification from California Air Resource Board for emission testing vehicles over 14,000LBS.  Performed an average of 60 preventive maintenance services per month and 80 breakdowns per month.  Triston Wara obtained his ASE Refrigerant certificate.  Upfitted six new police detective vehicles with emergency lights and equipment.  Upfitted four new service body trucks with emergency lights and equipment.  Completed 43 vehicle emissions.
 Advanced clean fleet compliant certificate.
 Attained California Air Resource Board certificate of compliance for off-road diesel vehicles.

Landscaping – Parks/Medians/Local
 Completed median landscape enhancements on Contra Loma Blvd. Median landscape enhancements are in progress on Lone Tree Way.  In progress citywide maintenance and pruning of cul-de-sacs.  Assisted in the annual firebreak and disking project in City open spaces and trails.  Partnered with Holy Rosary Academy for the City’s Annual Arbor Day event and planted 75 trees at Hansen Park.  Performed playground repairs and retrofits at City Park, Markley Creek Park and Heidorn Park.  Completed pruning on 30+ foot trees at City Park, Country Manor Park and Fairview Park.

Marina
 Installed water circulators throughout the marina to reduce the amount of aquatic vegetation growth.  Increased advertising visibility through spring/summer campaigns. Focused on bus advertising throughout East Bay (West Cat/Tri Delta/County Connection) and billboard in Stockton.
 Renovation of ramps accessing Marina building, including new handrails and non-slip coating.

Streets – Asphalt/Signs/Striping
 By November 1st of each year, staff completed stencil maintenance of all painted crosswalks, STOP bars and legends.  Applied approximately 36,000 lbs. of thermoplastic striping throughout the City.  Paved approximately 6,000 tons of asphalt by way of neighborhood level course treatments, grinding, replacement, and skin patching.  Utilized a “Proactive Pothole Crew” after storms to fill potholes in a timelier manner, enhance road safety and minimize claims.  Completed the annual Nighttime Streetlight and Sign reflectivity survey before December 31st of each Fiscal Year and developed a survey list schedule to address sign maintenance and replacement.
2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

92 2024-2025 Accomplishments (Cont.):

Public Works Utilities (Water Distribution, Water Treatment and Central Stores, Collections System (Wastewater), Storm Water Collections (NPDES) Accounts: 6112310, 6112320, 6112330, 6112340, 6112550, 6212210, 2292585

Collections System (Wastewater) & Storm Water Collections (NPDES)  Achieved a 60% reduction in sanitary sewer overflows from January 1, 2022, to December 31, 2024, by increasing lateral inspections, expanding our root foam program, and optimizing SMART cover placements.  Televised 20% of sanitary sewer mainlines, identifying and scheduling our construction crew to repair 87 lateral and mainline locations.  Implemented a storm line cleaning program to enhance system performance and prevent blockages that cause flooding during winter storms.  Transitioned mowing operations for creek areas and sewer access roads in-house, reducing reliance on external contractors and lowering costs.

Water Distribution System/Meter Reading/Stores
 Established a proactive construction crew to continue to minimize emergency work that directly impacts the water budget and its customers; converted one of three vacant Lead Water Distribution Operator position to an Equipment Operator position to facilitate.  In conjunction with CIP, located, identified and mapped 25% of City-owned water mains that loop through private property.  Replaced meter reading software (Connect) with the most current software (Beacon) to achieve compatibility with current meters in place, and better assist customers with consumption reports and leak detection.
 Replaced backflow inventory and record-keeping system (Xc²) to enhance the effectiveness of Backflow Prevention Program and achieve compatibility with the City’s Asset Management Database (Lucity) and GIS.  Implemented an annual, preventive maintenance program to refine and improve the City’s Pressure Regulating Valves.  Annual inspection of Hydrant Preventative Maintenance systems to ensure that a minimum of 25% of City hydrant assets are operable for emergency use.

Water Treatment Plant
 Replaced the chain and flight system for Plant B in house, saving funds by not using a contractor to perform the work.  Managed construction of the Brackish Water Desalination Project.  Improved water quality, especially THM’s and chlorine residuals, through better management of the distribution system. 2026 & 2027 Goals/Objectives:

Public Works Engineering and Land Development Services, Account: 1005150  Complete entitlements and process project improvement plans for Vineyard Crossings, Sorrento Village, Rialto Place, Rancho Meadows, Hillcrest Summit Apartments, Somersville Town Center Apartments, Leung Property, Albers Property, and Lone Tree Apartments.  Process signalization plans for the intersections of Hillcrest Ave & Sand Creek Road, Deer Valley Road & Wellness Way, and Sand Creek Road & Dozier- Libbey Road.
 Review plot plans for building permit approval for Promenade Phases 4, 5 & 6, Park Ridge Phases 5, 6, & 7, and Creekside Development Phases 1 & 2.  Complete processing of project plans, final maps, and contract documents for several projects including Creekside Development Phases 1 & 2, The Ranch Phases 1, 2, & 3, Vineyard Crossings, Sorrento Village, Rialto Place, Rancho Meadows, Hillcrest Summit Apartments, Somersville Town Center Apartments, and Lone Tree Apartments.

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

93 2026 & 2027 Goals/Objectives (Cont.):

Public Works Engineering and Land Development Services, Account (Cont.): 1005150  Review lot line adjustments, easement vacations and lot mergers for several properties including 2801 Minta Lane, 201 Rossi Ave Lot Split, 1880 Phillips Lane utility easement, Hillcrest Summit summary vacation of trail, Tentative Minor Subdivision Map application.  Continue to provide traffic engineering support to manage the Traffic Calming Program and speed surveys.  Complete design and installation of signalization at the intersection of Heidorn Ranch Road & Prewett Ranch Drive.  Continue to provide engineering review of traffic control plans.  Continue to coordinate updates to City standards and checklists to be used in plan review to maintain consistency.

Public Works Capital Improvement Program, Account: 1005170  Commission of the Brackish Water Desalination facility.  Implementation of Citywide Signage Program.
 Update the Water Systems Waster Plan
 Update the Urban Water Management Plan
 Update the Collection Systems Master Plan.
 Obtain permitting and complete design of the Marina Basin Dredging project.  Continue the installation of trash capture devices.
 Construction of the design of Phase II of the City Hall Interior Modifications project.  Construction of the traffic signal at Heidorn Rach and Prewett Ranch Roads.  Construction of the Water Storage Reservoir Rehabilitation project.  Construction of the first phase of the L Street Improvements project.  Construction of the Jacobson and Marchetti Park Improvements.  Construction and commissioning of the Brackish Water Desalination project.  Obtain permitting and complete design of the Marina Basin Dredging project.  Design and construction of the 2025 Water Main Replacement project.  Design and construction of the 2026 Antioch Cape Seal project.

Public Works Operations (Administration, Facilities, Fleet, Marina, Landscaping & Parks, Marina, Streets, Signs, Striping,) Accounts: 1002140, 1002160, 1002170, 1002190, 1002196, 2574580, 251, 252, 253, 254, 255, 256, 259, 5692610, 5702610, and 6312410.

Facilities
 Prepare appropriate facilities to accommodate our electric vehicle conversion initiative.  Complete Water Park main building/kiosk side repair and exterior painting.  Complete Water Park HVAC repairs.
 Implement a revised and improved preventive maintenance program and track with Cityworks.  Complete City Hall east side 2nd and 3rd floor window replacements, including brick work.  Complete City Hall HVAC repairs.
 Continue to identify damage and repair roofs on all City facilities. 2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

94 2026 & 2027 Goals/Objectives (Cont.):

Facilities (Cont.)
 Identify, input, and continue to track facility assets in Cityworks.  Continue to work with Bay Alarm to increase and improve security systems on all City facilities.

Fleet
 Implement ZEV (Zero Emission Vehicle) plan to purchase electric or hybrid vehicles for future replacements when feasible.  Implement a revised and improved preventive maintenance program and continue to complete scheduled items on time.  Complete the installation of an additional vehicle lift and the remodel of the Vehicle Shop.  Explore other options to find suitable vehicle replacements due to supply chain issues with all vehicle manufacturers.

Landscaping – Parks/Medians/Local
 Landscape enhancements to Waldie Plaza, Amtrak Station and Golf Course Rd.  Raise/prune trees in open spaces and trails to conform with fire mitigation standards.  Replace battery operated controllers in medians and right of ways with wireless connections to Weather Trak controllers.  Reseal playground pour in place at Prewett Park, Prosserville Park, Markley Creek Park, and Chichibu Park.  Landscape enhancement at Williamson Ranch Park.
 Complete playground assessment for future replacements.

Marina
 Complete condition survey for future CIP Marina Dredging. The survey will include hydrographic surveying, determination of volume to be removed, and cost planning.
 Obtain a Clean and Resilient Marina Certification through the Association of Marina Industries.  Replace composite grates running the length of the fuel lines.

Streets – Asphalt/Signs/Striping
 Apply approximately 40,000 lbs. of thermoplastic striping throughout the City.  Pave approximately 6,000 tons of asphalt by way of neighborhood level course treatments, grinding, replacement, and skin patching.  Continue to utilize a “Proactive Pothole Crew” after storms to fill potholes in a timelier manner, enhance road safe, and minimize claims  Replace the red curbs with ‘No Parking’ signage throughout the City.  Repaint approximately five miles of soundwalls throughout the City.

Public Works Utilities (Water Distribution, Water Treatment and Central Stores, Collections System (Wastewater), Storm Water Collections (NPDES), Accounts: 6112310, 6112320, 6112330, 6112550, 6212210, 2292585 Storm Water, Wastewater Collections and (NPDES)
 Develop and implement a new confined space entry program, with enhanced training for all personnel.  Launch a trenchless repair program for sanitary sewer service laterals, improving efficiency and minimizing disruptions.  Strengthen reporting capabilities through our new CMMS asset management system to enhance data accuracy and decision-making. 2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

95 2026 & 2027 Goals/Objectives (Cont.):

Water Distribution System/Meter Reading/Stores
 Replace 7,000- water meter registers/endpoints per year from AMR (drive-by reading) to AMI (Cellular reading).  Increase water meter testing to 10% of City’s meters for accuracy.  Identify and implement proactive plastic water service replacement.  Locate, identify, and repair water leaks throughout the City’s water Distribution System through the leak detection program.  Implement and improve Water Distribution’s Computer Maintenance Management (CMMS) program.  Establish an effective Fire Hydrant maintenance program – replace/repair as needed.  Utilizing CMMS, implement an accurate inventory control program within the Stores Warehouse.

Water Treatment Plant
 Reduce total sludge production and chemical use by implementing sulfuric acid addition for Water Treatment Plant A and Plant B.  Operate the Brackish Water Desalination Project.
 Improve sustainability and create self-reliance of the City’s water system through water contract negotiations with CCWD, water right management, and completing most of our infrastructure improvements and repairs with in-house staffing and no longer relying on outside sources and contractors.

PUBLIC WORKS DEPARTMENT SUMMARY

The following programs are included in this summary:

 Public Works Administration
 Street Maintenance
 Signal Maintenance & Street Lighting
 Facilities Maintenance
 Park Maintenance
 Median & General Landscape
 Work Alternative Program
 Engineering and Development Services
 Capital Improvement

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

96 PUBLIC WORKS – GENERAL FUND OPERATIONS

Public Works
Director/City Engineer
(1.0)
Deputy Director of
Public Works (.34)
Facility Maintenance
Lead Wkr (1.0)
Landscape Maint.

Leadworker (1.0)
Landscape Maint.

Worker I/II (.9125)
General Laborer
(1.4125)
Work Alt Landscape
Maintenance worker
(1.0)
Street Maintenance
Leadworker (2)
Street Maintenance
Worker I/II (5)
Equipment
Operator (1.0)

Senior Civil
Engineer (.25)
Operations
Supervisor (.98)

Administrative
Analyst (1.25)
Community Dev.

Tech. (1.0)
Public Works
Inspectors (3)

Dev. Svs./Engineering
Tech. (1.0)
Facility Maintenance
Worker (2)
Administrative
Analyst (.20)
Administrative Asst.
(.10)
Public Works
Technician (.49)
Abatement Team (3)
Administrative
Assistant (1.0)
Assistant City
Engineer (1.0)
Engineers (3.0)
2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

97 PUBLIC WORKS SUMMARY

2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
SOURCE OF FUNDS:
1% Sales Tax 571,007 307,000 325,000 325,000 0 -100% Revenue from Other Agencies 0 51,941 0 0 0 0%
Sale of Maps & Plans 270 270 125 0 0 0%
Plan Checking Fees 7,062 10,111 258,000 22,000 22,000 0% Inspection Fees 752,062 925,805 748,000 748,000 850,140 14% Encroachment/Transportation Permits 583,131 186,678 300,240 997,769 590,200 -41% Other 594,298 608,372 195,500 589,830 567,650 -4%
Transfers In 3,358,355 3,360,878 3,437,893 3,375,893 3,131,893 -7% TOTAL SOURCE OF FUNDS 5,866,185 5,451,055 5,264,758 6,058,492 5,161,883 -17%

USE OF FUNDS:

Personnel 4,252,018 3,756,215 5,764,101 4,917,421 5,549,301 13% Services & Supplies 6,612,782 7,799,190 9,877,263 10,387,258 8,003,844 -23% Transfers Out 1,059,458 1,331,458 1,912,458 1,917,458 1,303,000 -32% Internal Services (696,103) (417,542) (792,140) (613,289) (825,289) 35% TOTAL USE OF FUNDS 11,228,155 12,469,321 16,761,682 16,608,848 14,030,856 -16% Funded Funded
Funded FTE's: 2024-25 2025-26
Maintenance Administration 1.78 1.68
Street Maintenance 11.43 11.43
Facilities Maintenance 3.415 3.415
Parks Maintenance 2.325 2.325
Parks Median/General Landscape 1.475 1.475
Work Alternative Program 1.15 1.15
Engineering and Development Services 7.75 6.50
Capital Improvement Administration 3.75 2.75
Total Public Works Funded FTE's 33.075 30.7251
1One Administrative Analyst and two Engineer positions frozen in FY26. One Engineering Technician re-allocated to Water/Sewer.

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

98 PUBLIC WORKS - ADMINISTRATION (100-2140)

Public Works Administration is responsible for providing leadership and direction on the day-to-day operations for all divisions within Public Works, comprised of:

Water Treatment, Water Distribution, Meter Reading, Collection Systems, GIS, Streets, Signs and Striping, Fleet Services, Marina, Parks, Facilities, Storm Channel and Storm Drains (NPDES), the Antioch Marina, the City’s Warehouse & Central Stores operation, Engineering and Land Development Services including the Office of the City Engineer, Public Works Inspection, Street Light and Landscape Maintenance Districts, and Transportation and Traffic Engineering .

Administration provides professional management and oversight to the various divisions’ operations, training and clerical needs and addresses the public’s concerns and service needs.

PUBLIC WORKS ADMINISTRATION (100-2140)

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

Use of Funds:

Personnel 507,178 144,790 605,558 286,797 577,652 101% Services & Supplies 76,099 206,786 216,561 254,416 266,347 5% Internal Services (502,380) (304,941) (679,539) (467,539) (679,539) 45% Total Use of Funds 80,897 46,635 142,580 73,674 164,460 123%

Funded FTE's 1.78 1.78 1.78 1.78 1.68

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

99 PUBLIC WORKS - STREET MAINTENANCE (100-2160)

The Street Maintenance function is responsible for general maintenance and repair of approximately 590 lane miles of roadway in the City of Antioch and perform maintenance of right-of-ways and parking lots. Crews respond to hazardous conditions and emergencies such as vehicle accidents and flooding, repair potholes, perform overlay work; remove illegally dumped trash and debris; eradicate weeds along City maintained roadways; respond to after hour calls for service; remove graffiti, repair road end barricades; make preparations for, and monitor, contract work. Roadway surface treatment programs are funded through this activity and performed through contract.

PUBLIC WORKS STREET MAINTENANCE (100-2160)

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

Source of Funds:
1% Sales Tax 345,991 0 0 0 0 0%
Other 0 7,232 0 0 0 0%
Transfer in from Gas Tax 1,010,000 1,010,000 1,010,000 1,010,000 1,010,000 0% Transfer In from Street Impact 1,893,893 1,898,135 1,925,000 1,925,000 1,650,000 -14% Total Source of Funds 3,249,884 2,915,367 2,935,000 2,935,000 2,660,000 -9%

Use of Funds:

Personnel 1,419,991 1,379,432 1,857,060 1,821,632 1,862,297 2% Services & Supplies 971,305 1,573,749 2,105,150 2,116,266 1,438,778 -32% Total Use of Funds 2,391,296 2,953,181 3,962,210 3,937,898 3,301,075 -16%

Funded FTE's 12.43 12.43 12.43 11.43 11.43

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

100

PUBLIC WORKS - SIGNAL MAINTENANCE (100-2170)

Signal Maintenance and Street Lighting provides for the operation and maintenance of all traffic signals, signal controllers, streetlights and traffic loops.

PUBLIC WORKS SIGNAL/STREET LIGHTS (100-2170)

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

Revenue from Other Agencies 0 51,941 0 0 0 0%
Other 754 0 1,000 37,180 15,000 -60%
Transfers In – Traffic Safety Fund 120,000 81,135 110,000 48,000 75,000 56% Total Source of Funds 120,754 133,076 111,000 85,180 90,000 6%

Use of Funds:

Services & Supplies 906,351 1,011,002 1,081,153 1,038,675 1,059,500 2% Total Use of Funds 906,351 1,011,002 1,081,153 1,038,675 1,059,500 2%

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

101

PUBLIC WORKS - FACILITIES MAINTENANCE (100-2190)

Facilities Maintenance is responsible for approximately 318,600 square feet of City-owned and leased buildings and facilities. Services include preventive maintenance such as painting and minor HVAC maintenance, fire and alarm systems monitoring and maintenance, repair of fixed assets and furniture, electrical and plumbing repairs, roof repairs, window and door repairs. This activity also opens and closes facilities in preparation for workday, moves furniture, develops contract work specifications, provides supervision for the citywide custodial services contract, administers 10 maintenance service contracts, monitors facilities for energy usage, performs minor repairs on facility life safety systems, sets up meeting areas for other departments and provides assistance for special events.

PUBLIC WORKS FACILITIES MAINTENANCE (100-2190)

2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
Source of Funds:
1% Sales Tax 152,475 0 0 0 0 0%
Source of Funds 152,475 0 0 0 0 0%

Use of Funds:

Personnel 533,759 566,629 609,831 621,194 658,781 6%
Services & Supplies 993,720 1,236,328 1,697,089 1,796,505 1,264,322 -30% Internal Services (193,723) (112,601) (112,601) (145,750) (145,750) 0% Total Use of Funds 1,333,756 1,690,356 2,194,319 2,271,949 1,777,353 -22%

Funded FTE's 3.415 3.415 3.415 3.415 3.415

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

102

PUBLIC WORKS - PARK MAINTENANCE (100-2195)

Park Maintenance provides safe, aesthetically pleasing and enjoyable parks that meet the needs of the City’s diverse community for passive/active play for leisure, recreation and sports activities; facilitates community events in the parks as needed. Park Maintenance also provides playgrounds that promote safe play for children; and maintains sports fields to accommodate 87 adult teams, 5 youth leagues, and approximately 2,200 soccer players at 31 locations. Since 1998, the City of Antioch’s park maintenance costs continues to be the lowest per acre in the Bay Area. Park Maintenance also administers the Memorial Tree Program and Children’s Memorial Tree Grove.

PUBLIC WORKS PARKS MAINTENANCE (100-2195)

2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
Source of Funds:
1% Sales Tax 0 307,000 325,000 325,000 0 -100%
Other 37,500 37,950 39,500 37,500 37,500 0%
Transfer In from SLLMDs 71,598 91,598 91,598 91,598 91,598 0% Total Source of Funds 109,098 436,548 456,098 454,098 129,098 -72%

Use of Funds:

Personnel 216,622 239,039 391,423 343,580 359,958 5%
Services & Supplies 1,510,603 1,546,066 2,299,594 2,277,731 2,248,680 -1% Transfer Out to SLLMDs 1,059,458 1,331,458 1,912,458 1,917,458 1,303,000 -32% Total Use of Funds 2,786,683 3,116,563 4,603,475 4,538,769 3,911,638 -14%

Funded FTE's 1.325 1.325 2.325 2.325 2.325

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

103

PUBLIC WORKS - MEDIAN AND GENERAL LANDSCAPE (100-2196)

Median Maintenance provides a wide range of programs to maintain the Police Facility, Maintenance Service Center, and major median landscaping. Major medians include Hillcrest Avenue, Deer Valley Road, Delta Fair Boulevard, Somersville Road, Buchanan Road, James Donlon Boulevard, Lone Tree Way, West 4th Street, Wilbur Avenue, East 18th Street, West 10th Street, Davison Drive, Dallas Ranch Road, A Street and Contra Loma Boulevard. Median Maintenance provides aesthetically pleasing landscape to achieve mandated requirements for public safety in a cost effective and efficient manner of 21 miles, 42 acres of landscape medians, 85 acres of streetscapes along major arterials and right-of-ways.

PUBLIC WORKS PARK MEDIAN/GENERAL LANDSCAPE MAINTENANCE (100-2196)

2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
Source of Funds:
1% Sales Tax 72,541 0 0 0 0 0%
Other 16,563 11,238 0 0 0 0%
Transfer In SLLMDs 14,494 14,494 14,494 14,494 14,494 0% Total Source of Funds 103,598 25,732 14,494 14,494 14,494 0%

Use of Funds:

Personnel 152,769 157,108 268,184 265,768 294,049 11%
Services & Supplies 648,544 598,037 1,425,204 1,412,765 907,581 -36% Total Use of Funds 801,313 755,145 1,693,388 1,678,533 1,201,630 -28%

Funded FTE's 1.475 1.475 1.475 1.475 1.475

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

104

PUBLIC WORKS – WORK ALTERNATIVE PROGRAM (100-2198)

The Work Alternative Program (WAP) operates in conjunction with the Contra Costa County Sheriff’s office, providing unskilled labor to perform routine maintenance tasks such as litter pick-up, graffiti removal, weed abatement and debris removal from street right of ways and storm channels. This is a cost effective means of enhancing work performed in the landscape maintenance districts and channels. The City utilizes one Landscape Maintenance Worker and a temporary employee in this program to work with the WAP participants.

PUBLIC WORKS WORK ALTERNATIVE PROGRAM (100-2198)

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

Transfer in from NPDES 79,331 93,158 110,323 110,323 113,549 3% Transfer in from SLLMD Administration 19,039 22,358 26,478 26,478 27,252 3% Total Source of Funds 98,370 115,516 136,801 136,801 140,801 3%

Use of Funds:

Personnel 158,661 186,834 228,488 226,333 227,097 0%
Services & Supplies 5,503 7,250 11,500 11,500 11,500 0% Total Use of Funds 164,164 194,084 239,988 237,833 238,597 0%

Funded FTE's 1.15 1.15 1.15 1.15 1.15

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

105

PUBLIC WORKS - ENGINEERING AND DEVELOPMENT SERVICES DIVISION (100-5150)

This division is responsible for review and approval of final and parcel maps and public improvements for new residential, commercial and industrial development as well as the inspection of those improvements. Information is also provided to the public for flood plains in Antioch and the division has primary responsibility for the management of the National Pollutant Discharge Elimination System (NPDES) permit. The Landscaping and Lighting District Engineer’s Report preparation and Traffic/Transportation are also managed by Engineering Land Development Services.

PUBLIC WORKS ENGINEERING AND DEVELOPMENT (100-5150)

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

Permits 583,131 186,678 300,240 997,769 590,200 -41%
Charges for Services 759,394 936,186 1,006,125 770,000 872,140 13% Other 539,481 551,952 155,000 515,150 515,150 0%
Transfer In - NPDES 150,000 150,000 150,000 150,000 150,000 0% Total Source of Funds 2,032,006 1,824,816 1,611,365 2,432,919 2,127,490 -13%

Use of Funds:

Personnel 1,004,077 835,362 1,287,997 1,160,590 1,125,168 -3% Services & Supplies 1,433,592 1,557,631 837,144 1,389,527 636,552 -54% Total Use of Funds 2,437,669 2,392,993 2,125,141 2,550,117 1,761,720 -31%

Funded FTE's 7.75 7.75 7.75 7.75 6.50
2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

106

CAPITAL IMPROVEMENT ADMINISTRATION (100-5170)

This Division provides oversight of the design, construction, and inspection of the City's Capital Improvement Program; oversees the development of the City's Five-Year Capital Improvement Program and the yearly Capital Improvement Budget; and protects the City’s pre-1914 water rights.

CAPITAL IMPROVEMENT ADMINISTRATION (100-5170)

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

Personnel 258,961 247,021 515,560 191,527 444,299 132% Services & Supplies 67,065 62,341 203,868 89,873 170,584 90% Total Use of Funds 326,026 309,362 719,428 281,400 614,883 119%

Funded FTE's 3.75 3.75 3.75 3.75 2.75

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

107

POLICE DEPARTMENT

The Antioch Police Department is charged with the enforcement of local, state and federal laws and with providing for around-the-clock protection of the lives and property of the public. The Police Department functions as an instrument of public service and as a tool for the distribution of information, guidance and direction.

Our Mission

The Mission of the Antioch Police Department, in partnership with our community, is to promote the quality of life in Antioch by proactively reducing crime with integrity and commitment to excellence.

Strategic Plan

A Strategic Planning is the foundation for the future of any organization. In developing the Strategic Plan for the Antioch Police Department we sought input from the community at large and the rank and file employees of the Antioch Police Department. The resulting information was collated and provides the basis for the six goal statements for the department. Our Strategic Plan not only serves as the foundation for how we will provide police services in the future but also serves as the department’s vehicle for accomplishing needed change. The way in which we deliver services is founded in our belief in Community Policing. The critical aspects of community oriented policing are problem solving, a focus on service delivery at the neighborhood level, and community partnerships.

Our strategic direction for the next three years focuses on seven key elements:

1. Leadership and Relationships

2. Communication (Internal and External)

3. Recruiting/Training/Retention

4. Reducing Crime

5. Juvenile Outreach

6. Community Engagement

7. Employee Wellness

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

108

The following programs and bureaus are in the Police Department:

 Police Administration
 Compliance & Professional Standards
 Cadets
 Prisoner Custody
 Community Policing Bureau
 Traffic
 Investigation
 Special Investigations Unit
 Communications
 Office of Emergency Management
 Volunteer Program/Chaplaincy
 Facilities Maintenance
 Animal Services Support
2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

109

POLICE DEPARTMENT
Administration

Police Chief
Police Captain
(Support Services Division)
Police Captain
(Field Services Division)
Animal Services Manager
Administrative Analyst I
Administrative Analyst I
Police Captain
(Compliance Division)
2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

110

POLICE DEPARTMENT
Support Services

Police Captain
(Support Services
Division)
Police Lieutenant
(Administration)
Police Sergeant
(IA, Recruiting,
Training)
Police
Communications
Supervisor
Lead Police
Dispatchers
Police Dispatchers
CEU Police
Sergeant
Police Records
Supervisor
Lead Police
Records
Technician
Police Lieutenant
(Investigations)
Police Sergeant
(Investigations)
Police Sergeant
(SIU Team)
Crime Analysts
Police Officers
(Detectives)
Police Records
Technician
Police Officers
(Detectives)
Police Evidence
Supervisor
(Property &
Evidence)
Community
Service Officers
(Property &
Evidence)
Police Records
Technician
Community
Services Officer
(Training &
Recruiting)

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

111

POLICE DEPARTMENT
Field Services

Police Captain
(Field Services)
Police Lieutenants (Field
Services)
Police Sergeants
Police Sergeant
(Special Teams)
VIPS
Police Corporals
Supervisor Ancillary
Duties
Police Officers
(Traffic)
Police Officers
Community Service
Officers
K9 Unit
SWAT
CNT
Cadets
2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

112

POLICE DEPARTMENT
Compliance Division

Police Captain
(Compliance Division)
Police Sergeant
Police Officer
Administrative Analyst
2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

113

POLICE DEPARTMENT
Animal Services

Animal Services
Manager
Doctor of Veterinary
Medicine
Volunteers
Office Assistant
Animal Services
Supervisor
Registered Veterinary
Technicians
Animal Control Officer
Animal Services
Technicians
P/T Animal Care
Attendants
2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

114

The next pages of this section provide a department summary of revenues and expenditures with tables for sources and uses of funds. A summary of each program or bureau follows with a table showing the sources and uses of funds for each.

POLICE DEPARTMENT SUMMARY
2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
SOURCE OF FUNDS:
1% Sales Tax 14,032,345 12,744,328 12,356,896 11,952,735 13,998,243 17% P.O.S.T. Funds 43,094 27,565 20,000 62,807 60,000 -4% Federal Grant 13,525 35,017 0 807,982 0 -100%
Grant Reimbursement – State/Local 0 38,614 38,615 38,615 0 -100% Other Service Charges 44,610 55,058 40,000 33,205 35,000 5% Police Services General 1,439,142 121,737 150,000 100,038 100,000 0% False Alarm Permit Fees 66,214 63,690 70,000 50,000 51,350 3% False Alarm Response 6,875 15,075 25,000 10,000 6,000 -40% Other 4,711 3,511 7,500 7,254 4,000 -45%
Donations 0 1,170 0 100 0 0%
Sales Tax Public Safety 848,850 822,601 985,000 846,700 879,800 4% Non-Traffic Fines 2,220 76 100 3,124 100 -97%
Vehicle Code Fines 29,269 28,428 75,000 17,000 25,000 47% Other Financing Proceeds - SBITA 1,533,243 623,990 0 0 0 0% Transfers in 1,026,655 1,312,064 1,175,336 1,468,991 1,741,733 19% TOTAL SOURCE OF FUNDS 19,090,753 15,892,924 14,943,447 15,398,551 16,901,226 10%

USE OF FUNDS:

Personnel 39,393,275 37,667,633 45,273,729 41,602,957 46,517,145 12% Services & Supplies 8,714,779 9,736,634 12,451,709 14,034,634 12,041,345 -14% Debt Service 407,000 375,249 0 0 0 0%
Transfers Out 1,733,670 1,702,199 2,372,047 2,262,605 2,680,030 18% TOTAL USE OF FUNDS 50,248,724 49,481,715 60,097,485 57,900,196 61,238,520 6% 2024-25 2025-26
Funded FTE’s Revised Proposed
Sworn Personnel 114.90 104.90
Non-Sworn Personnel 47.00 48.00
Total Police General Fund Funded FTE's 161.90 152.90 2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

115

POLICE ADMINISTRATION (100-3110)

Police Administration is responsible for the administrative and management functions of the department. Effective organizational planning, community relations, training, emergency preparedness, crime prevention, computer services, recruitment, internal affairs, investigation, public education, police commission, evidence, crime analysis and department budget are included in this activity, as well as the Chief of Police.

2024-2025 Accomplishments:
• Selected a permanent Chief of Police following a nationwide search, providing stable leadership and advancing long-term departmental priorities. • Successfully negotiated a multi-year settlement agreement with the U.S. Department of Justice, outlining reforms in policy, training, oversight, and community engagement — underscoring our commitment to constitutional and non-discriminatory policing. • Continued our accelerated hiring strategy to fill all sworn and professional staff positions. • Reinstituted employee performance evaluations to ensure regular, documented feedback for all staff. This process promotes accountability, supports professional growth, and strengthens the connection between individual performance and departmental goals — reinforcing a culture of continuous improvement and high standards.
• Strengthened engagement with the Antioch Police Oversight Commission (APOC), including data sharing, policy consultation, and complaint process transparency.
• Conducted promotional processes to address current and projected vacancies within supervisory and command staff ranks. • Implemented an Early Warning System (EWS) to identify potential performance concerns early and support officer wellness through timely intervention. • Maintained participation in the National Public Safety Partnership (PSP), reinforcing our commitment to data-driven strategies and public safety innovation. • Continued efforts in succession planning, reorganization, and mentorship to prepare emerging leaders. • Expanded our social media presence to increase transparency and community engagement. • Continued to invest in internal instructor development, enhancing the frequency and quality of training. • Deployed a new CAD/RMS platform better aligned with department needs and workflows. • Completed an RFP for external investigative services to ensure independent, transparent misconduct investigations. • Implemented SPIDR Tech to gather community feedback following police interactions, enabling case updates and follow-up from supervisors. • Launched the IAPro public portal to allow community submission of complaints and commendations, integrated with internal case tracking. • Integrated the California DOJ into IAPro for enhanced audit access and internal accountability. • Upgraded patrol vehicle data systems with new SIM cards, enabling use of mobile computers in the field and improving efficiency at crime scenes and hospitals. • Negotiated and received Council approval for a substation lease in Sycamore Square, bringing a consistent police presence to a high-need area. • Partnered with Human Resources to implement the National Testing Network (NTN) as an additional testing platform for prospective applicants. This widely used system increases accessibility for candidates and streamlines the testing process, allowing applicants to complete written exams at authorized testing sites nationwide. By adopting NTN, we enhance our competitiveness with surrounding agencies and expand our reach to attract a broader, more qualified applicant pool.

2026 & 2027 Objectives:
• Host the Citizens’ Academy annually to educate residents on police operations and foster community partnerships. • Launch a Real-Time Crime Center (RTCC) to centralize live data streams (e.g., ALPRs, ShotSpotter, CAD), supporting proactive policing and improved response coordination.
• Expand wellness programs with proactive measures like health check-ins, resilience screenings, and stress reduction resources.

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

116

POLICE ADMINISTRATION (100-3110) (Continued)

2026 & 2027 Objectives (Cont.):

• Increase staffing in the Investigations Bureau to manage caseloads more effectively and improve service to victims. • Activate the SPIDR Tech Investigations Module to keep victims informed on case progress and resources. • Replace our current ALPR system with Flock Safety to leverage enhanced vehicle recognition and AI-powered analytics. • Replace the outdated backup generator to ensure uninterrupted operations during power outages. • Upgrade all in-car computers with modern systems to support new software and mobile field reporting. • Improve IT infrastructure with enhanced data redundancy and operational reliability. • Reinstate the Department Awards Program to recognize exceptional service and promote a positive organizational culture. • Complete facility capital improvements — including new flooring, paint, furniture, and roof replacement — to modernize workspaces and improve morale. • Launch a Leadership Development Program focused on mentorship, ethics, and critical incident decision-making. • Explore the development of a regional Public Safety Training Facility to host advanced and scenario-based training. • Expand use of data-driven policing with real-time analytics, crime heat mapping, and predictive strategies. • Evaluate livestreaming capabilities for body-worn cameras to enhance oversight during critical incidents. • Launch a transparency dashboard to share crime stats, complaint data, and reform progress with the community. • Introduce a Youth Engagement Program alongside the Citizens’ Academy to build relationships with young residents. • Grow school and youth partnerships by assigning officers as mentors and public safety educators. • Implement a Strategic Recruitment and Retention Initiative with targeted outreach, incentives, and support programs. • Develop a 10-year Facility Master Plan to guide future expansion and ensure infrastructure meets operational needs. • Pilot AI-generated report writing from bodycam footage to streamline documentation and reduce administrative load. • Explore expanding the UAV program into a UAV First Responder model, enhancing response speed and situational awareness during critical incidents. • Launch a Family Support Program with quarterly outreach and onboarding resources for officers’ families. • Create Career Pathways for officers interested in investigative, technical, instructional, or leadership development tracks. • Develop a Resiliency Certification Program focused on trauma management, self-care, and long-term mental health support. • Adopt AI transcription and redaction software for faster, compliant processing of bodycam footage and interviews. • Expand VR Training to cover new areas including procedural justice, crisis de-escalation, and public engagement scenarios — with role-specific modules for dispatchers and supervisors.
• Launch an Annual Innovation Challenge to encourage staff to propose ideas that improve service, technology, or internal culture. • Host Community Simulation Days where residents experience police scenarios through VR, building mutual understanding. • Develop a 24/7 Digital Communications Team for real-time public messaging, crisis updates, and media management.

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

117

POLICE ADMINISTRATION (100-3110) (Continued)

POLICE ADMINISTRATION (100-3110)

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

Revenue from Other Agencies 43,094 73,253 58,615 101,422 60,000 -41% Charges for Services 275,496 255,560 285,000 193,205 192,350 0% Other 224,295 627,477 7,500 6,401 4,000 -38%
Transfer In – Byrne Grant 0 25,000 0 25,000 17,777 -29% Total Source of Funds 542,885 981,290 351,115 326,028 274,127 -16%

Use of Funds:

Personnel 4,475,753 4,889,060 5,166,605 4,830,241 4,957,966 3% Services & Supplies 2,890,159 3,573,592 3,828,569 4,732,177 5,101,880 8% Debt Service - SBITAs 127,000 95,250 0 0 0 0%
Total Use of Funds 7,492,912 8,557,902 8,995,174 9,562,418 10,059,846 5%

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

118

POLICE COMPLIANCE & PROFESIONAL STANDARDS (100-3115)

The Compliance & Professional Standards division was established pursuant to a settlement agreement (Agreement) entered into between the United States Department of Justice (DOJ), the City of Antioch and the Antioch Police Department in January 2025. This division is responsible for collecting and maintaining all data and records necessary to document compliance with the Agreement and performing ongoing quality assurance and reporting for each area of the Agreement.

2026 & 2027 Objectives:
• Implement all DOJ agreement action items, including revised policies, mandatory training, transparency initiatives, and complaint handling standards • Work in full partnership with the DOJ’s federally appointed monitor to meet all terms of the settlement agreement. • Stand up the Compliance and Professional Standards Division, including a Captain, Community Liaison Officer, data analyst, and support staff. • Overhaul departmental policies to reflect best practices, legal standards, and the principles of constitutional and procedural justice. • Continue collaborating with the Antioch Police Oversight Commission (APOC) by supporting member training, fostering productive communication, and working together on transparency, policy alignment, and implementation of reform efforts. • Enhance language access services through multilingual hiring, technology tools, and cultural competency training. • Expand multilingual outreach through digital content and personal stories to build trust with underrepresented communities. • Incorporate constitutional policing scenarios into promotional exams to ensure ethical, legally sound leadership decision-making. • Expand department-wide Procedural Justice Training focused on respectful, transparent, and fair treatment of all community members. • Create a formal auditing system for body-worn camera footage and dispatch recordings to ensure policy compliance and identify training needs. • Expand the EWS system to include wellness-focused indicators such as trauma exposure, fatigue, and behavioral flags for early support. • Establish a Use-of-Force Sentinel Review Panel to analyze critical incidents with a focus on systemic improvements.

POLICE COMPLIANCE & PROFESSIONAL STANDARDS (100-3115)

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

Personnel 0 0 0 0 1,305,470 100%
Services & Supplies 0 0 0 20,000 610,000 2950%
Total Use of Funds 0 0 0 20,000 1,915,470 9477%

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

119

POLICE CADETS (100-3120)

The Cadet program has been in hiatus since 2021, with a goal to reinstate in this upcoming budget cycle.

2026 & 2027 Objectives:
 Reimplement the Cadet program after a hiatus since 2021  Train our youth in the career of law enforcement
 Train and participate in the cadet program competitions

POLICE CADETS (100-3120)

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

Other 0 0 0 38 0 -100%
Total Source of Funds 0 0 0 38 0 0%

Use of Funds:

Personnel 0 0 2,156 2,156 2,156 0%
Services & Supplies 10,980 611 10,000 10,000 10,000 0% Total Use of Funds 10,980 611 12,156 12,156 12,156 0%

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

120

PRISONER CUSTODY (100-3130)

Prisoner Custody provides for all prisoner custody services, booking, custody transportation and property security. This program is also in charge of maintenance of supplies for the jail.

2024-2025 Accomplishments:
 Replaced blankets, mattresses and handcuffs.
 Proper maintenance of jail facility, transport vehicles, and jail records.

2026 & 2027 Objectives:
 Get all jailers and officers Title 15 certified.
 Repaint all cells and replace plexiglass due to vandalism.  Upgrade HVAC system and controller module.
 Replace transport van

POLICE PRISONER CUSTODY (100-3130)

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

Use of Funds:

Personnel 517,716 495,738 659,336 379,964 521,579 37% Services & Supplies 41,454 13,947 14,256 17,070 17,070 0% Total Use of Funds 559,170 509,685 673,592 397,034 538,649 36%

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

121

COMMUNITY POLICING BUREAU (100-3150)

The Community Policing Bureau provides general police services and responds to emergency calls to crimes in progress. Community Policing investigates crimes and investigates traffic accidents and enforces traffic laws and provides preventive patrol.

The Community Policing Bureau has been designed to promote a partnership with the community City-wide, and together identify community needs and resolve problems through practice and problem-solving approaches.

2024-2025 Accomplishments:
 Increased patrol staffing as hiring improved. Added a 5th patrol shift and reduced mandatory overtime.  Established stronger community relationships through increased community engagements efforts.  Utilized new technology that assisted in predictive and intelligence-led policing.  Re-instituted proactive enforcement details monthly.
 Through succession planning and mentoring, additional promotions and appointments took place to enhance leadership within the patrol teams.  Replaced aging patrol vehicles to improve reliability, officer safety, and operational readiness.  Expanded ShotSpotter coverage to improve firearm incident detection and response across more of the city.  Secured City Council approval for two modern armored rescue vehicles, replacing the outdated MRAP to support tactical operations safely.  Installed StarChase GPS tracking systems on patrol vehicles, offering a safer alternative to high-speed pursuits and improving tactical coordination.  Replaced outdated Patrol, CNT, and SWAT equipment.

2026 & 2027 Objectives:
 Increase patrol staffing as hiring continues to improve. Implement a 6th patrol team in our effort to reduce patrol response times and increase proactive policing.
 Continue to establish stronger community relationships.  Utilize new technology that assists in predictive and intelligence-led policing.  Increase proactive enforcement details.
 Continue engaging with the youth in our community by visiting school campuses to interact and provide information to the students.  Build stronger relationships with our business community.  Continue to develop emerging leaders through succession planning and mentoring.  Allocate funds to replace outdated taser equipment.
 Continue partnerships with the Angelo Quinto Community Response Team to support crisis response and engagement with unhoused residents.  Expand special enforcement units focused on quality-of-life concerns such as sideshows, illegal dumping, and chronic nuisance properties.

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

122

COMMUNITY POLICING BUREAU (100-3150) (Continued)

Community Policing (Canine)

2024-2025 Accomplishments:
 Due to separations, retirements and transfers, the Canine Unit experienced a turnover in staff. The unit is currently being rebuilt and is staffed with four handler teams who are all patrol certified.
 One additional canine team was added in the last year and a half. A replacement canine was purchased for an existing handler due to the retirement age of the existing canine.
 A handler attended a firearms detection course, giving the unit a certified firearms detection canine.  New handlers have attended or are currently enrolled in canine liability schools.  Increased training from 16 hours per month to 20 hours per month.  Canine teams attended several canine conferences, which provided additional training opportunities, case law updates, and the ability to remain proficient with canine training and deployment.
 Obtained two kennels for the back lot of the police department.  Conducted community engagement events at various schools in Antioch. During these events, youth interact with our officers and K9’s while learning about police work and proper use of the 911 system.

2026 & 2027 Objectives:
 Continue K9 and dispatch demonstrations in the schools to educate, develop, and maintain relationships with the youth.  Enroll the two newest handler teams in narcotics and/or firearms detection class and have them certify.  Increase the number of canine teams to six.
 Have additional handlers attend the K9 liability course to remain current with case law and best practices with respect to K9 utilizations.  Seek dual purpose certification with POST and California Narcotic Canine Association (CNCA).  Enroll all handlers in CNCA to receive training opportunities, case law updates, and remain proficient with canine training and deployment.  Upgrade existing canine equipment that is becoming old and dated.  Work with fleet managers in obtaining and outfitting new canine vehicles and equipment.

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

123

COMMUNITY POLICING BUREAU (100-3150) (Continued)

POLICE COMMUNITY POLICING (100-3150)

2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
Source of Funds:
1% Sales Tax 14,032,345 12,744,328 12,356,896 11,952,735 13,998,243 17% Taxes - PSAF 848,850 822,601 985,000 846,700 879,800 4% Fines & Penalties 2,220 76 100 3,124 100 -97%
Revenue from Other Agencies 13,525 0 0 740,000 0 -100%
Current Service Charges 1,281,345 0 0 0 0 0%
Other Financing Proceeds-SBITAs 1,313,241 0 0 0 0 0%
Transfers In 1,026,655 1,267,359 1,175,336 1,420,841 1,700,806 20% Total Source of Funds 18,518,181 14,834,364 14,517,332 14,963,400 16,578,949 11%

Use of Funds:

Personnel 24,505,521 20,871,793 26,799,513 27,192,059 26,955,530 -1% Services & Supplies 3,636,009 2,078,389 2,886,156 3,415,216 1,939,115 -43% Debt Service - SBITAs 280,000 279,999 0 0 0 0%
Total Use of Funds 28,421,530 23,230,181 29,685,669 30,607,275 28,894,645 -6%

TRAFFIC BUREAU (100-3160)

The Traffic Bureau provides for enforcement of moving traffic violations and parking violations. The Bureau directs traffic to ensure proper traffic flow, investigates major and fatal accidents, enforces driving under the influence violations and investigates traffic complaints. The Bureau works closely with the Community Policing Bureau to suppress traffic problems in target areas.

2024-2025 Accomplishments:
 The Unit was disbanded in 2023, but with the OTS Grants the Sergeant and officer worked overtime enforcing traffic, DUIs, and checkpoints while working patrol.
 Handled fatal and major crash investigations while working a patrol schedule. 2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

124

TRAFFIC BUREAU (100-3160) (Continued)

2024-2025 Accomplishments (Cont.):
 The Unit was reinstated with a Sergeant and an officer in June of 2024, working CET and Traffic.  Obtained a grant of $100,000 from OTS that paid for overtime operations such as DUI Check points, side show enforcements, and other traffic enforcement details.
 Obtained an OTS grant for 6 officers to attend SFST and ARIDE courses.  Assisted with CHP RATT on several stolen vehicle cases, 69 stolen vehicles recovered with 9 arrests.  Replaced outdated equipment with grant funds. We now have 6 new PAS devices, 4 new LiDAR devices, and have our own equipment for DUI checkpoints.

2026 & 2027 Objectives:
 Additional staffing to both CET and Traffic Unit.
 Acquiring additional grant funding for future enforcement operations.  Switching to a digital cite system, grant was written and pending.  Acquire a grant to purchase (2) patrol trucks for the Traffic and CET team.  Continue to work with CHP RATT on the stolen vehicle issues in the City.  Implement a training schedule for traffic Officers.

POLICE TRAFFIC (100-3160)

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

Vehicle Code Fines 29,269 28,428 75,000 17,000 25,000 47% Revenue from Other Agencies 0 22,443 0 67,982 0 0%
Total Source of Funds 29,269 50,871 75,000 84,982 25,000 -71%

Use of Funds:

Personnel 1,728,574 1,753,834 2,104,225 1,068,812 1,919,384 80% Services & Supplies 101,004 61,789 74,962 77,279 49,586 -36% Total Use of Funds 1,829,578 1,815,623 2,179,187 1,146,091 1,968,970 72%

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

125

INVESTIGATION BUREAU (100-3170)

The Investigation Bureau provides investigative follow-up to those crimes which cannot be resolved at patrol level. Detectives are assigned to robbery, homicide, sex offenses (human trafficking), fraud, burglary, domestic violence, and juvenile crimes. Additionally, they investigate Law Enforcement Involved Fatal Incidents and prepare cases for referral to the District Attorney’s office for prosecution.

2024-2025 Accomplishments:
 Promoted two detectives to Sergeant positions.
 Successfully filed 138 felony cases to the Contra Costa County District Attorney’s Office.  Staffed one additional crime analyst within the investigation bureau to aid in the collection and interpretation of data related to criminal activity, identify crime patterns, trends and series to assist in the deployment of resources, strategic planning and investigative support.  Increased the Investigation Bureau fleet by adding five new vehicles, one of which is designed specifically for CSI and which is climate friendly by reducing/eliminating tailpipe emissions.
 Purchased user rights to the AI-powered platform Veritone, designed to enhance investigative efficiency, transparency and operational effectiveness within the Investigation Bureau. Veritone saves time and resources by quickly redacting sensitive content for public release, allowing for AI-Driven investigative tools by identifying people and objects across large volumes of digital evidence, accelerating case resolution.  Acquired an Alternate Light Source Camera (Crime-lite auto) making APD the only agency in Contra Costa County to possess/utilize a full spectral imaging device for the search, detection and capture of evidence.  Acquired a specialized mapping drone designed to map crime scenes efficiently and accurately providing detailed diagrams to aid in the successful prosecution of violent offenders.
 A total of 1,380 hours of additional specialized training(s) attended by current detectives/crime analysts assigned to the Investigation Bureau. 2026 & 2027 Objectives:
 Return the Investigation Bureau staffing levels to fully staffed by adding five additional detectives and at minimum, one CSO.  Create a structured and efficient Investigator Onboarding Program designed to equip new investigators with the essential knowledge, skills and resources needed to succeed in their roles. The goal is to accelerate the learning curve, promote consistency in investigative practices, and ensure operational readiness from day one.
 Create an extensive resource guide, much like a Field Training Guide, for newly assigned investigators, designed to equip new investigators with tools to aid in their success while in their new role.
 Create a specialized Homicide (only) Investigator position within the Investigations Bureau to focus exclusively on homicide cases. This role is designed to enhance case solvability and increase the clearance rate by allowing for dedicated time, attention and expertise on complex investigations. By improving the efficiency and effectiveness of homicide case resolution, this position also aims to help prevent future acts of violence, particularly those that may be perpetrated by repeat offenders.
 Update the Investigations Bureau’s interview room with new audio/video recording equipment.  Update/modernize the Investigations Bureau's office space, designed to improve efficiency, enhance moral and professionalism, address ergonomic concerns, provide better space utilization and enhance first impressions, reinforcing confidence in the organization’s culture and mission.

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

126

INVESTIGATION BUREAU (100-3170) (Continued)

POLICE INVESTIGATIONS (100-3170)

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

Revenue from Other Agencies 0 0 0 0 0 0%
Other 418 1,119 0 853 0 -100%
Total Source of Funds 418 1,119 0 853 0 -100%

Use of Funds:

Personnel 3,672,667 4,758,172 4,635,634 4,071,779 5,229,533 28% Services & Supplies 795,262 866,885 1,035,721 1,089,962 1,237,109 14% Total Use of Funds 4,467,929 5,625,057 5,671,355 5,161,741 6,466,642 25%

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

127

SPECIAL INVESTIGATIONS UNIT (SIU) (100-3175)

The Special Investigations Unit provides intelligence gathering and investigative follow-up to those narcotics, weapons violations, human-trafficking and gang cases which cannot be resolved at the patrol level. This unit prioritizes fugitive apprehension and high-risk searches in addition to their current responsibilities.

2024-2025 Accomplishments:
 SIU has collaborated mutually with the Contra Costa County Major Crimes Task Force and has utilized their investigative assets and resources to solve gang related crime in the City of Antioch and the majority of Contra Costa County.  Established a new collaborative relationship with the ATF-E, participating in their Western Crime Gun Intelligence Working Group, and the Cross- Jurisdictional Firearms Trafficking Strike Force. The ATF program focuses on a collaborative approach highlighting best-practices involving the development of crime-gun intelligence while allowing access to NIBIN/NESS databases for shooting investigative analysis and linking.  Established a collaborative relationship with the USMS, participating in their Task Force Officer program. The USMS program strengthens the unit’s ability to engage in high-risk fugitive apprehension operations and offers access to staffing, training opportunities and technological resources related to public safety.
 Reduce expenditure by using a state contract for undercover vehicles with Enterprise Rental company. 2026 & 2027 Objectives:
 Return SIU staffing levels to fully staffed by adding four detectives and a supervisor.  Enhance the intelligence-gathering, crime-gun collection and case-building capability of the unit by adding two detectives for field-operations.  Continue strengthening multi-faceted relationships with outside agencies to leverage resources and assistance with large-scale narcotics, gang and weapons related investigations and prosecutions.
 Continue to identify and procure technology that supports engaging in data-driven solutions used to mitigate violent crime and gun crime, including gun trafficking.
 Increase fugitive apprehension and vice operations with a focus on impacting human trafficking and illegal gang activity.  Continue to reduce expenditure by using a state contract for undercover vehicles with Enterprise Rental company.

POLICE SPECIAL INVESTIGATIONS UNIT (SIU) (100-3175)

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

Personnel 1,393,663 1,707,124 1,625,509 418,200 1,163,358 178% Services & Supplies 82,431 87,598 130,091 129,845 103,462 -20% Total Use of Funds 1,476,094 1,794,722 1,755,600 548,045 1,266,820 131%

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

128

COMMUNICATIONS BUREAU (100-3180)

Communications (police dispatch) provides emergency and non-emergency dispatch services and directs citizens to the proper service providers.

2024-2025 Accomplishments:
 Implemented and learned new RIMS cad system
 Implemented Northern 911 for transferring callers more quickly to other agencies  Started updating radios to have new encryption and better service in the beat 4 area  Sent dispatchers to WLLE (Women in Law Enforcement) conference  Answered approximately 225,800 phone calls
 Replaced outdated portable radios with Motorola Next Gen units, improving communication in challenging areas like hospitals, city buildings, and Southwest Antioch.

2026 & 2027 Objectives:
 Continue to answer 911 calls quickly and within 10 seconds  Deploy an AI-powered phone system to reduce wait times and route calls in multiple languages to the appropriate resources.  Have dispatchers attend training and be able to send more dispatchers to trainings like WLLE (Women in Law Enforcement) conference  Hire new dispatchers and have them trained
 Start looking into new Communications Center
 Purchase new recording system that is updated and will offer access to Investigations  Have dispatchers involved in more community events

POLICE COMMUNICATIONS (100-3180)

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

Use of Funds:

Personnel 3,052,302 3,108,119 4,220,716 3,579,711 4,402,134 23% Services & Supplies 532,881 2,303,505 1,541,495 1,608,798 1,925,740 20% Total Use of Funds 3,585,183 5,411,624 5,762,211 5,188,509 6,327,874 22%

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

129

OFFICE OF EMERGENCY MANAGEMENT (100-3185)

The Office of Emergency Management has the overarching service responsibility for "disaster preparedness" in our community. This section will develop, maintain and coordinate current emergency preparedness plans that will help mitigate the effects of man-made, technical, and natural disasters. A useful plan is one that complies with state and federal mandates (SEMS/NIMS and ICS), protects life and property, and efficiently takes an all-hazards approach by applying management, organization, and communication skills. The disaster preparedness program supports ongoing education, preparation and training, and oversees the Emergency Operations Center.

2024-2025 Accomplishments:
 Entered a professional services agreement with a new emergency management consulting firm, CrisisMC911, to update the City’s emergency operations plan and to provide required training to all City staff.  Represented the city at the CCC Emergency Operations Center monthly MAC Group meetings.  Identified the need to update the City’s local hazard mitigation plan and entered a professional services agreement with an emergency management consulting firm, Navigating Preparedness, to assist in updating the plan.

2026 & 2027 Objectives:
 Update the city’s Emergency Operations Plan and deploy tailored training modules with the city’s new emergency management consultant, CrisisMC911.  Partner with the city’s consultant to administer robust and detailed state and federally certified section specific training and exercises for city staff.  Finalize the City’s local hazard mitigation plan and have it approved by the California Office of Emergency Services and the Federal Emergency Management Agency.
 Maintain and update the City’s Cooling and Warming Centers.  Pursue grant opportunities to fund training, education, materials, and updates.  Activate the city’s EOC during low-level events for experience and training.  Continue to update the City/department’s website to include a comprehensive section for emergency preparedness.  Upgrade the Community Room at the Police Department with new and up-to-date audio/video equipment, real-time information delivery (communication) hardware and software, and industry standard technology used for emergency preparedness intelligence gathering, response, and management.

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

130

OFFICE OF EMERGENCY MANAGEMENT (100-3185) (Continued)

POLICE OFFICE OF EMERGENCY MANAGEMENT (100-3185)

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

Revenue from Other Agencies 0 5,500 0 0 0 0%
Total Source of Funds 0 5,500 0 0 0 0%

Use of Funds:

Services & Supplies 24,022 17,169 209,496 212,435 149,185 -30% Total Use of Funds 24,022 17,169 209,496 212,435 149,185 -30%

COMMUNITY VOLUNTEER PROGRAM/CRIME PREVENTION COMMISSION/CHAPLAINCY/EXPLORERS (100-3195)

The Volunteer Program supports police services, while providing the citizens an opportunity to actively support their community. These opportunities will involve clerical support, vacation patrols, crime prevention and community awareness presentations.

The Antioch Police Crime Prevention Commission is composed of seven members who are appointed by the Mayor. Their purpose is to organize and facilitate Antioch’s Crime Prevention Program through the Neighborhood Watch Program.

The Chaplaincy Program is a ministry of ordained volunteer clergy to support the employees of Antioch Police Department and the citizens of Antioch during crisis/non-crisis situations.

2024-2025 Accomplishments:

VIPS
 Volunteered 2,752.75 hours in 2024 in police service.  VIPS continued to deploy decoy vehicles as a crime deterrent, and the radar trailer as a traffic calming measure. The VIPS have accommodated special and short notice requests for these services.
2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

131

COMMUNITY VOLUNTEER PROGRAM/CRIME PREVENTION COMMISSION/CHAPLAINCY/EXPLORERS (100-3195) (Continued)

2024-2025 Accomplishments (Cont.):

 VIPS have expanded volunteer hours in the records division.  Provided service, direction, and equipment at all neighborhood Cleanups.  Recruited four new volunteers.
 VIPS have continued to work at city and department events to enhance staffing needs.  Increased the number of VIPS willing to participate in “callouts” for major incidents.

2026 & 2027 Objectives:

VIPS
 Continue recruitment and increase VIPS staffing.
 Add enough new VIPS to complete another field services VIPS academy.  Assess and explore other areas VIPS could be helpful and expand their duties.  Increase recurring VIPS training to help with critical incidents as they arise and support departmental vehicle maintenance.

POLICE COMMUNITY VOLUNTEERS (100-3195)

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

Donations 0 75 0 100 0 -100%
Transfer In – Byrne Grant 0 19,705 0 23,150 23,150 0%
Total Source of Funds 0 19,780 0 23,250 23,150 0%

Use of Funds:

Personnel 47,079 83,793 60,035 60,035 60,035 0%
Services & Supplies 13,747 15,508 17,076 17,076 13,219 -23% Total Use of Funds 60,826 99,301 77,111 77,111 73,254 -5%

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

132

FACILITIES MAINTENANCE (100-3200)

The primary objective of the Facilities Maintenance activity is to provide for an acceptable level of maintenance to the Police and Animal Services facilities. There are no personnel assigned to this work. Facilities maintenance work such as roof repairs, general building repairs, and necessary alterations to office, installation of building hardware, electrical wiring and janitorial maintenance are accomplished through this program. Additionally, utilities for the department are paid from this account.

2024-2025 Accomplishments:
 Replaced the aging work area in the report writing room making a more ergonomical work environment for Officers.  Improved the storage and workspace in the outer evidence room and the outer armory.  Identified repairs and continued to maintain the overall safety/security of the building.  Replaced an outdated HVAC chiller improving the cooling of the facility.

2026 & 2027 Objectives:
 Continue to make improvements throughout the interior of the Police Department to include carpeting, paint, and workspace upgrades.  Begin paving a portion of the dirt area in the back lot and include covered parking to help with the evidence vehicle storage and the longevity of Police Department vehicles and equipment.
 Update the records work area to provide a more ergonomical work environment for records employees.

POLICE FACILITIES MAINTENANCE (100-3200)

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

Services & Supplies 586,830 717,641 2,663,887 2,664,776 884,979 -67% Total Use of Funds 586,830 717,641 2,663,887 2,664,776 884,979 -67%

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

133

ANIMAL SERVICES SUPPORT (100-3320)

The City operates an animal shelter for which the Police Department has oversight. The operations of the animal shelter are accounted for in a Special Revenue Fund. A subsidy is provided by the General Fund to the Animal Services Special Revenue Fund to support operations.

2024-2025 Accomplishments:
 Animal Services appointed a volunteer Foster Coordinator position to assist with the movement of medically needy and/or underage animals that enter the shelter. It focuses on animals that are in need of additional support beyond our capacity for care. A foster option alleviates the shelter staff of extra duties and lowers the euthanasia rates.
 The addition of two City of Antioch Interns from the Youth Services department in January 2025 added extra hands to assist with the care of the animals in the shelter along with providing them with new and adaptable skills that can aid in the future hiring of these individuals with no impact on the Animal Services’ budget.
 Two part time Animal Care Attendants were hired in February 2025. Since their hire, AAS has been able to provide greater continuity of care for animals in the shelter and our full time staff have been able to carve out time to attend training to update and improve on their skills.  One full time Animal Control Officer was hired in March 2025.  Several successful promotional events including a Halloween Event with over 500 attendees, a Pizza Party after hours with over 30 attendees and off-site adoptions at car shows, other rescue organization hosted events have increased the shelter’s exposure and encouraged additional volunteers, donors and adopters to come to the shelter.
 Offering hands on training and continued educational opportunities for approximately 20 intern Doctor’s of Veterinary Medicine and Veterinary Technicians employed through Veterinary Emergency Group who have returned to volunteer and assist with Veterinary needs within the shelter throughout the year.  Grants received during FY2024 & FY2025:
o $59,500 California for All Animals to assist with pet guardians’ redemption fees and offer spay/neuter for pets that are impounded.

2026 & 2027 Objectives:
 Ensure completion of grant funded agreements.
 Prioritize and ensure completion of repairs and renovations required to address operational needs within the animal services facility.  Initiate the planning process to determine whether expansion and/or replacement of the current animal shelter is the best course of action to ensure adequate space is available for staff and shelter pets.  Set priorities on the hiring of additional personnel to adequately care for the pets in the shelter and respond to calls for service in the field.  Conduct a thorough review of animal control ordinances to ensure consistency between state, county and local laws and incorporate current best practice within the animal services field into Antioch City Ordinance.  Expand on promotional opportunities to gain greater exposure for the shelter and encourage adopters, donors and volunteers.  Increase existing staff’s skills, knowledge and bring them up to date with current California shelter practices and standards of care.

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

134

ANIMAL SERVICES SUPPORT (100-3320) (Continued)

ANIMAL SERVICES SUPPORT (100-3320)

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

Use of Funds:

Services & Supplies 0 0 40,000 40,000 0 -100%
Transfer Out to Animal Services 1,733,670 1,702,199 2,372,047 2,262,605 2,680,030 18% Total Use of Funds 1,733,670 1,702,199 2,412,047 2,302,605 2,680,030 16%

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

135

RECREATION/COMMUNITY SERVICES SUPPORT

Parks and Recreation provides the City's residents recreational, preschool, social and meeting space within the community. Recreation Programs are accounted for in the Recreation Special Revenue Fund. The Recreation/Community Services Support division within the General Fund provides a subsidy to this fund to support operations.

RECREATION/COMMUNITY SERVICES SUPPORT (100-4110)

2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
Source of Funds:
1% Sales Tax 2,820,962 3,128,491 3,098,439 2,863,668 1,925,897 -33% Total Source of Funds 2,820,962 3,128,491 3,098,439 2,863,668 1,925,897 -33%

Use of Funds:

Services & Supplies 15,516 36,347 373,653 60,000 10,000 -83% Transfer Out to Prewett CIP 0 0 200,000 200,000 200,000 0% Transfer Out to Recreation Fund 4,110,254 4,440,590 4,551,780 4,674,811 4,849,240 4% Total Use of Funds 4,125,770 4,476,937 5,125,433 4,934,811 5,059,240 3%

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2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

136

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 Director
Administrative
Assistant
Youth Network
Services
Housing and
Homelessness
Unhoused Resident
Coordinator
Youth Services
Network Manager
Youth Services
Program
Coordinator
Violence
Intervention and
Prevention
Public Safety
Manager
Environmental
Sustainability and
Resilience*
CDBG/Housing
Successor*
Administrative
Analyst (2)
Administrative
Analyst
2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

137

PUBLIC SAFETY AND COMMUNITY RESOURCES SUMMARY
2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
SOURCE OF FUNDS:
1% Sales Tax 734,088 1,693,019 3,013,473 2,243,481 2,573,538 15% Total Source of Funds 734,088 1,693,019 3,013,473 2,243,481 2,573,538 15%

USE OF FUNDS:

Personnel 808,870 1,104,244 1,739,842 1,359,536 1,332,322 -2% Services & Supplies 809,395 590,175 1,160,183 883,945 1,543,766 75% Total Use of Funds 1,618,265 1,694,419 2,900,025 2,243,481 2,876,088 28%

Funded Funded
2024-25 2025-26
Funded FTE'S
Youth Network Services 2.00 2.00
Housing and Homelessness 1.00 1.00
Violence Intervention and Prevention 2.00 1.00
Administration 1.75 1.75
Total Public Safety and Community Resources Funded FTE's 6.75 5.751

1Community Engagement Coordinator position frozen in FY26.

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

138

YOUTH NETWORK SERVICES DIVISION (100-4700)

Youth Network Services is grounded in the belief that every young person holds unique strengths and limitless potential, even as they face systemic and societal barriers during a critical stage of development. The division is committed to advancing equity by amplifying youth voice, cultivating leadership, and engaging youth as active agents of change in their communities. We recognize that for young people to thrive, they need access to comprehensive support—including health and wellness services, quality education and academic support, meaningful employment, and safe, stable housing. Youth Network Services provides holistic, youth- centered programs, events, and initiatives that foster self-confidence, build positive relationships, and help young people achieve their personal, academic, vocational, and life goals. Our offerings are designed to provide transformative experiences that address the complex emotional, educational, and social challenges youth encounter. Every opportunity is rooted in equity and connection—ensuring all young people have access to trusted adults, family engagement, and a network of support. We remain responsive and informed through continuous collaboration with school districts, nonprofit organizations, law enforcement, faith-based partners, and families—ensuring our services reflect current trends and the evolving needs of our youth.

2024-2025 Accomplishments:

Secured Funding for Sustainability and Growth
 Awarded $540,000 from California Volunteers Youth Service Corps to expand youth engagement, workforce development, and community service initiatives.

Advanced Personal Growth and Development
Provided inclusive, youth-centered services that supported life skills, confidence-building, and identity development:
 Served over 450 youth (ages 12–26) through programming focused on social-emotional wellness, academics, physical enrichment, and civic engagement.  Launched the YOCH Program, where 30 youth (ages 12–15) tutored younger students, logging over 900 volunteer hours.  Sponsored and supported 4 youth delegates to participate in the California Youth & Government Program in Sacramento, where they gained hands-on experience in civic leadership, legislative advocacy, and public speaking alongside hundreds of peers statewide.

Elevated Workforce Readiness and Career Pathways
Connected youth to paid training, skill-building, and mentorship opportunities:
 Graduated the 2nd Mayor’s Apprenticeship Program (MAP) cohort and launched the 3rd, placing 16 young adults in roles with Public Works and Youth Services—88% gained employment post-program.
 Completed the 3rd Springboard Internship Program with 28 high school juniors/seniors placed in paid internships across City departments.  Trained 20 young adults in BUILD Antioch on design and construction career pathways.  Hosted the 2025 Youth Job Fair at Deer Valley High, engaging 150+ students and 20+ employers. o Antioch Council of Teens sponsored and hosted 9 community events for other youth in the community to participate in community service projects, civic engagement and social events.
 Strengthened job pipelines by expanding partnerships with Rubicon Programs and Future Build.

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

139

YOUTH NETWORK SERVICES DIVISION (100-4700) (Continued)

2024-2025 Accomplishments (Cont.):

Strengthened Social Bonds and Supportive Relationships
Created networks of mentorship and peer connection for healthy development:
 Attended quarterly AUSD meetings for youth recruitment, feedback, and initiative alignment.  Hired 3 part-time young adults as peer program assistants.  Issued an RFP, distributing $352,000 to 12+ local nonprofits delivering tutoring, arts, sports, and enrichment camps during school breaks.  Operated Midnight Basketball, retaining 97% of 120+ participants across 3 seasons, building community safety and trust.

Empowered Civic Engagement and Youth Leadership
Promoted youth voice and responsibility in public life:
 Held bi-monthly Antioch Council of Teens (ACT) meetings with 30 consistent youth participants building leadership, public speaking, and advocacy skills.  ACT hosted 12 community events, including city clean-ups, voter education, and youth town halls.  Installed 3 benches and waste stations along the Mokelumne Trail as part of an ACT-led community beautification project.  Facilitated youth representation at City Council and civic forums, amplifying youth perspectives in policy and programming.

2026 & 2027 Objectives:
 Develop and offer an internship focusing on science, technology, engineering, math, and arts for young girls in Antioch.  Expand year-round programming to serve over 750 youth ages 12–26 through a continuum of services that support academic success, social-emotional development, and career readiness.
 Launch a Youth Civic Fellowship to train 25 young leaders in public policy, advocacy, and local government through hands-on projects and mentorship.  Secure $1M in external funding to sustain and grow youth programs, including workforce development, mental health services, and community engagement initiatives.
 Establish a Youth Wellness Hub that offers wraparound services including mental health counseling, conflict resolution, tutoring, and creative expression opportunities.
 Develop a citywide Youth Employment Pipeline in partnerships with local businesses and unions to place at least 60-75 youth in paid internships, apprenticeships, or transitional jobs.Expand restorative justice and mentorship programs to serve at least 200 opportunity youth,  with measurable improvements in school engagement and reduced justice involvement.  Increase bilingual and culturally responsive programming to ensure equitable access and participation across Antioch’s diverse youth population.  Attain and secure a strong data-management system.

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

140

YOUTH NETWORK SERVICES DIVISION (100-4700) (Continued)

YOUTH NETWORK SERVICES (100-4700)

2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
Source of Funds:
1% Sales Tax 734,088 903,646 1,020,526 1,080,137 1,073,726 -1% Total Source of Funds 734,088 903,646 1,020,526 1,080,137 1,073,726 -1%

Use of Funds:

Personnel 442,470 518,630 546,270 613,294 539,816 -12% Services & Supplies 291,618 385,016 510,546 466,843 533,910 14% Total Use of Funds 734,088 903,646 1,056,816 1,080,137 1,073,726 -1%

Funded FTE’s 2.20 2.00 2.00 2.00 2.00

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

141

HOUSING AND HOMELESSNESS DIVISION (100-4705)

Housing and Homelessness integrates, provides, distributes, and promotes innovative, efficient, and cost-saving housing and unhoused services to the City of Antioch’s low income and unhoused residents. As an administrative entity for the unhoused continuum of care, the Housing and Homeless division actively works with key partners at county, state and federal levels, local school districts, housing providers, law enforcement and non-profit community-based-organizations to develop innovative and community specific policies and strategies to address the needs of persons experiencing homelessness and/or housing insecurity as a key determinant of public safety and individual health. The Housing and Homeless division works closely with the City Community Development Block Grant unit, Environmental Sustainability and Resilience division, and housing consultants in soliciting and identifying additional funding.

2024-2025 Accomplishments:
 Prioritized immediate services that meet the needs of the most underserved populations focusing on those living outside in visible encampments.  Provided 40 nights of stay through motel voucher program to those in immediate emergency need.  1,059 showers with SHARE Community shower program including operational support.  231 attendees during shower program receiving hygiene kits, food, and various resources.  Served approximately 356 participants and 708 vouchers through the Laundry Voucher Program.  Contracted with Contra Costa County’s H3 program to secure 50% of a CORE team dedicated solely to Antioch.  62 attendees and 21 vendors for unhoused resource fair.  Continued to collaborate with local stakeholders from public and private agencies by attending coalition meetings, engaging in critical dialogue and shared best practices.
 Opportunity Village program served 155 participants and 114 positive exits to stable/permanent housing.

2026 & 2027 Objectives:
 Provide access to hygiene services by delivering a minimum of 3,120 showers to individuals experiencing homelessness or housing insecurity.  Support basic needs through the distribution of at least 1,400 laundry vouchers.  Offer temporary shelter through the motel voucher program, serving 10 participants with short-term accommodations.  Expand safe parking options to provide designated overnight parking for 50 households living in vehicles.  Deliver emergency housing assistance to support 25 households at risk of or currently experiencing homelessness.  Maintain media presence and keep up to date information on city’s website.  Increase transparency of City initiatives serving the unhoused population.  Participate in regional efforts through meetings, events and activities.  Reduce homelessness and the prevalence of visible encampments through Encampment Resolution Fund.  Coordinate and collaborate with local public and non-profit stakeholders.

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

142

HOUSING AND HOMELESSNESS DIVISION (100-4705) (Continued)

HOUSING AND HOMELESSNESS (100-4705)

2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
Source of Funds:
1% Sales Tax 0 248,513 317,237 351,575 1,029,799 193%
Total Source of Funds 0 248,513 317,237 351,575 1,029,799 193%

Use of Funds:

Personnel 149,330 147,778 188,808 98,878 191,989 94%
Services & Supplies 461,993 100,735 317,759 252,697 837,810 232% Total Use of Funds 611,323 248,513 506,567 351,575 1,029,799 193%

Funded FTE’s 1.15 1.00 1.00 1.00 1.00

VIOLENCE INTERVENTION AND PREVENTION DIVISION (100-4706)

The Violence Intervention and Prevention division’s primary function and responsibility is to develop programs that improve the public health and safety in the City of Antioch by supporting transformative citywide approach in communities that are disproportionately impacted by violence. The Violence Intervention and Prevention division understands the need to offer systemic interruption to violence. The Violence Intervention and Prevention division develops impactful opportunities through state/county grant and contract funding to design and implement initiatives that provide community-focused, and trauma-informed responses. Additionally, providing support and partnership to community leaders, currently embedded in the various diverse neighborhoods throughout the City to make positive, proactive, and reactive change.

2024-2025 Accomplishments:
 Expanded the Angelo Quinto Community Response Team (AQCRT) by increasing the number of trained responders from 5 to 11 and integrating mental health specialists resulting in a projected 96% reduction in non-violent crisis-related 911 calls in targeted neighborhoods.  Successfully completing implementation of the $1.79M CalVIP grant, delivering measurable outcomes including engagement of 18 high-risk youth and young adults in the Peacemaker Fellowship®, 100+ conflict mediations, and a 95% reduction in retaliatory violence in the Sycamore corridor and surrounding areas.
 Active with partners in the Community Violence Prevention Network (CVPN) composed of local leaders, service providers, faith-based partners, and neighborhood residents, meeting monthly and collaboratively. 2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

143

VIOLENCE INTERVENTION AND PREVENTION DIVISION (100-4706) (Continued)

2024-2025 Accomplishments (Cont.):
 Conducting a comprehensive Community Needs & Assets Assessment for violence prevention, with at least 500 residents surveyed, 6 focus groups conducted, and findings used to co-design policy and program recommendations for 2027–2030  Hosted a Holiday Season Feast in partnership with community-based organizations, where we distributed over 300 thoughtfully selected gifts to children and provided a warm, festive gathering that fostered joy, connection, and community spirit for families across Antioch.  Created education and awareness in public health by organizing and executing three impactful opioid awareness events to educate and engage the community.

2026 & 2027 Objectives:
 Establish a permanent Community Safety & Healing Hub in Antioch to serve as a central location for AQCRT operations, community-based healing events, and case management, serving 500+ residents annually with wraparound support.  Launch a Crisis Prevention and De-escalation Training Academy in partnership with Felton Institute, training 200+ frontline staff, residents, and community leaders in trauma-informed care, de-escalation, and culturally responsive crisis response practices.  Enhance data collection and evaluation systems by launching a public-facing dashboard tracking non-police interventions, youth engagement outcomes, neighborhood violence trends, and program impact metrics, updated quarterly via data-management system.  Develop and submit a compelling, data-driven application for the next round of CalVIP funding, emphasizing measurable impact, cross-sector collaboration, and innovative violence intervention strategies to strengthen public safety and expand trauma-informed support for high-risk individuals in Antioch.
 Expand the AQCRT through 2027 by reducing hours of operation and the number of Community Resource Specialists, while leveraging funds from the Antioch Police Department.

VIOLENCE INTERVENTION AND PREVENTION (100-4706)

2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
Source of Funds:
1% Sales Tax 0 102,452 290,353 281,094 179,918 -36%
Total Source of Funds 0 102,452 290,353 281,094 179,918 -36%

Use of Funds:

Personnel 54,581 99,531 237,578 223,397 126,108 -44%
Services & Supplies 69 2,921 57,400 57,697 53,810 -7%
Total Use of Funds 54,650 102,452 294,978 281,094 179,918 -36%

Funded FTE’s 2.15 2.00 2.00 2.00 1.00
2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

144

COMMUNITY ENGAGEMENT DIVISION (100-4707)

This division is being eliminated and functions consolidated into Violence Intervention and Prevention Division.

COMMUNITY ENGAGEMENT (100-4707)

2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
Source of Funds:
1% Sales Tax 0 0 761,149 27,697 0 -100%
Total Source of Funds 0 0 761,149 27,697 0 -100%

Use of Funds:

Personnel 48,714 0 294,923 0 0 0%
Services & Supplies 0 1,400 107,400 27,697 0 -100%
Total Use of Funds 48,714 1,400 402,323 27,697 0 -100%

Funded FTE’s 4.15 4.00 4.00 0.00 0.00

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

145

ADMINISTRATION DIVISION (100-4708)

This division serves to support the overall operations of all department activities and provides staff support for all goals of the various divisions. It is also responsible for the long-range planning of community engagement, building departmental capacity and program sustainability.

PUBLIC SAFETY AND COMMUNITY RESOURCES ADMINISTRATION (100-4708)

2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
Source of Funds:
1% Sales Tax 0 438,408 624,208 502,978 290,095 -42%
Total Source of Funds 0 438,408 624,208 502,978 290,095 -42%

Use of Funds:

Personnel 113,775 338,305 472,263 423,967 474,409 12%
Services & Supplies 55,715 100,103 167,078 79,011 118,236 50% Total Use of Funds 169,490 438,408 639,341 502,978 592,645 18%

Funded FTE's 1.10 1.75 1.75 1.75 1.75

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

146

COMMUNITY DEVELOPMENT DEPARTMENT

The goal of the Community Development Department is to manage the City’s built and natural environments through the development review and permitting process and the enforcement of existing regulations. This goal is addressed through advanced (long-range) and current City planning programs, through an efficient and informed building inspection program, and through a responsive and professional Code Enforcement program. These programs provide exceptional customer service, create a safer and more attractive environment, expand economic development opportunities, and contribute to a better quality of life for the City of Antioch and its residents.

Community &
Economic
Development Director
Administrative
Analyst
Bldg Inspection
Services Manager
Planning Manager
Planner (3)
Community
Development
Technician
Building Inspectors
(3)
Community
Development
Technician (2)
Community
Development
Technician

CODE

ENFORCEMENT

Code Enforcement
Manager
Code Enforcement
Officers (9)
Community
Development
Technician (3)
Senior/Economic
Development
Program Manager (2)
Administrative
Analyst
2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

147

COMMUNITY DEVELOPMENT SUMMARY

2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
SOURCE OF FUNDS:
1% Sales Tax 1,905,256 2,287,847 1,801,018 2,536,341 1,499,811 -41% Building Permits 3,034,026 2,876,131 2,508,800 2,508,800 2,577,500 3% Plan Checking Fees 414,184 609,945 419,840 460,000 367,200 -20% Planning Fees (30,177) 58,288 76,800 70,000 79,310 100% Other Service Charges 0 0 0 0 0 0%
Pool Safety Fee 1,529 2,298 1,100 750 1,100 47%
Cert Access Spec Consultation 30 0 0 0 0 0%
Technology Fee 152,605 131,756 105,000 105,000 105,000 0% Energy Inspection Fee 50,600 44,430 45,750 35,000 40,000 14% Accessibility Fee 3,420 2,871 2,550 3,410 2,550 -25% Green Bldg Verif & Compliance 195,264 209,836 199,000 130,000 150,000 15% General Plan Maintenance Fee 127,904 120,461 117,760 90,000 100,000 11% Reimbursement Developers 6,484 4,633 0 1,902 0 0%
Assessment Fees 58,572 231,503 200,000 350,000 100,000 -71% Abatement Fees 1,917 14,064 0 346 7,000 100%
Revenue from Other Agencies 77,014 616,892 0 0 0 100% Other Financing Source -SBITA Proceeds 374,946 0 0 0 0 0% Miscellaneous Revenue 174,675 (33,538) 172,584 99,000 110,000 11% Total Source of Funds 6,548,249 7,177,417 5,650,202 6,390,549 5,139,471 -20%

USE OF FUNDS:

Personnel 3,718,381 4,075,961 5,433,568 4,950,521 6,655,685 34% Services & Supplies 2,130,906 1,040,275 2,504,437 1,504,285 2,466,930 64% Debt Service - SBITAs 189,351 189,350 0 0 0 0%
Total Use of Funds 6,038,638 5,305,586 7,938,005 6,454,806 9,122,615 41%

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

148

COMMUNITY DEVELOPMENT SUMMARY (Continued)

Funded Funded
2024-25 2025-26
Funded FTE'S
Administration 4.00 4.00
Economic Development (Legislative & Admin. In FY25) 0.00 3.00 Land Planning Services 5.00 5.00
Code Enforcement 13.00 12.00
Building Inspection 7.00 7.00
Total Community Development Funded FTE's 29.00 31.00

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

149

ADMINISTRATION DIVISION (100-5110)
This Division is responsible for the ongoing and structured operations and administration of the Department’s divisions as a cohesive unit, bringing consistent functionality through the implementation and maintenance of technology, the management of finances and budget, and the improvement and streamlining of services to increase public and community engagement with the Department’s overall objectives. This Division consists of one (1) Administrative Analyst, and two (2) Community Development Technicians. Activities of this division were previously split among the different Community Development cost centers and were segregated out beginning in the 2024 budget.

2024-2025 Accomplishments:
 Sustained management of department-wide functions and contracts (Permitting and Land Management Software, and printer/copier/scanner services).  Structured Division functionality between additional staff (Technicians) for enhanced and streamlined work assignments.  Established an effective Front Counter coverage rotation among technicians from Planning, Building, and Code Enforcement that maximizes staff efficacy and customer service, while offering staff equitable access to utilize the City’s Remote Work Policy.  Successful phased configuration of additional processes within EP&L (Enterprise Permitting & Licensing, Permitting & Land Management Software.), including:
- Acquired SSRS (SQL Server Reporting Services) licenses, allowing for custom reports and EP&L generated (cost savings) - Integrating SolarApp+ (Residential Rooftop Solar Permitting) with EP&L for the State’s AB 379 requirements.  Established a streamlined Permit Refund process that minimizes staff time, ensures accurate records within our internal system.

2026 & 2027 Objectives:
 Complete integration of Citation process within Enterprise Permitting & Licensing (EP&L) and coordinate successfully with Finance for improved GL coding and processing to increase citation and re-inspection fee recovery.  Coordinate and collaborate with the Development Engineering Division to establish and capture standards and conditions digitally within EP&L for consistent plan review on larger-scale development projects
 Guide and coordinate a successful 2nd floor remodel to increase Operations and meet staff and facility needs  Identify other Divisions and Departments (i.e. Economic Development, Business Licensing, Development Engineering) and increase collaboration to improve shared processes.
 Continued improvement and standardization of internal policies, procedures, and best practices.  Support both internal and external opportunities and resources for staff development.  Identify and pursue opportunities for grants, fellowships, and other local, state, and federal resources to assist in the Department’s objective.

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

150

ADMINISTRATION DIVISION (100-5110) (Continued)

COMMUNITY DEVELOPMENT ADMINISTRATION (100-5110)

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

Personnel 0 396,505 930,145 517,946 987,551 91%
Services & Supplies 0 33,124 289,132 302,143 282,153 -7% Debt Service 0 189,350 0 0 0 0%
Total Use of Funds 0 618,979 1,219,277 820,089 1,269,704 55%

Funded FTE's 0.00 3.00 3.00 4.00 4.00

ECONOMIC DEVELOPMENT DIVISION (100-1180/100-5120) [Prior to FY26, division under Legislative & Administrative. Under Community Development beginning in FY26]

The Economic Development Department is responsible for the City’s efforts to attract, retain, expand, and assist businesses in Antioch. The Economic Department focuses on growing Antioch’s economy through economic development activities and programming that includes promoting a positive business environment, expansion of the local tax base, creating opportunities for new jobs, retail attractions, employment centers and quality dining experiences. The overall goal for the City of Antioch remains to significantly improve its financial strength through economic development. The City must continue to take advantage of any economic upswings and other positive factors. The City must leverage and create opportunities of economic recovery that are expected to occur as a result of the post- pandemic economy. Staff continues to participate in collaborative economic development efforts that focus on establishing Antioch within the region and mega- region.

2024-25 Accomplishments:
 Scaled implementation of Strategic Plan: The “Reinvest Antioch” Action Plan and Tool Kit was adopted by Council in 2022. Significant progress was made across all initiatives, particularly Job Creation Pipeline, Startup Assistance, Public-Private Partnerships, and Funding/Resource Expansion.  Pursued, received, and implemented federal funding:
o Economic Recovery Corps (ERC)
 Received a full-time, fully-funded Economic Recovery Corps Fellow from the EDA for 2.5 years.  Completed one year of program and was used as case study by program evaluation partners such as the National League Of Cities (NLC)  Second year of Antioch program was funded conditional on federal authorization o Applied for funding to clean up brownfields from the EPA, to establish community microgrids from the DOE, and to establish a medical innovation accelerator from EDA - these are awaiting announcement. o Completed implementation of American Rescue Plan-funded Small Business Grants program. 2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

151

ECONOMIC DEVELOPMENT DIVISION (100-1180/100-5120) (Continued) 2024-25 Accomplishments (Cont.):
 Improved communication systems: Continued using CRM software to improve communication with businesses, increased social media presence, launched blog on antiochca.gov
o Successfully maintained database of over 3000 businesses o Identiifed additional data sources to begin tracking businesses outside of business license data stream o Switched business license application from outdated SIC industry codes to the current NAICS industry codes  Implemented small business support programs:
o Implemented small business grants to local businesses that suffered a financial loss during the pandemic. Grants were $10,400 on average, for a total of $717,500 spent across 66 businesses.
o Launched and grew the Antioch Business Collaborative program, a network of 8 organizations providing specialized free support to local businesses. Served 141 businesses, helped start 19 businesses, and supported 289 jobs. This program received a Merit Award from the CA Association of Local Economic Developers and was a featured program by the National League of Cities.  Provided targeted industry support: Developed industry-specific resource menus, created and recommended cannabis development agreements to Council
 Progressed downtown revitalization project: Began assisting downtown businesses in forming a merchant’s association  Marketed Antioch in print and online: Publications in Site Selection, Business Facilities, SF Business Times, and National League of Cities. Maintained attraction website.
 Reviewed and responded to GO-Biz RFIs
 Promoted vacant industrial sites: Created master list and marketing materials around industrially-zoned sites, began outreach to developers and brokers
 Deepened community partnerships: Hosted several community engagement events, presented to 100+ stakeholders including elected officials  Broadened regional collaboration: Began quarterly East County meetings, participated in regional initiatives such as Northern Waterfront Economic Development Initiative, Priority Production Areas Technical Assistance Project, Green Empowerment Zone, East Bay Economic Development Alliance  Spearheaded internal collaboration: Began monthly meetings with Planning, Business Licensing, and Environmental Resources teams

2025-26 Objectives:

Goal 1: Create a sound economy that attracts investment, increases the local tax-base, and generates sufficient public revenues to support desired municipal services and facilities.

Goal 2: Promote a diverse range of jobs businesses, and industries, providing high paying employment and entrepreneurial opportunities, balanced with and well- suited to Antioch’s population.

Goal 3: Maintain a balance of new development with revitalization of existing retail locations:

Objectives:

1. Foster a climate in which Antioch businesses can prosper 2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

152

ECONOMIC DEVELOPMENT DIVISION (100-1180/100-5120) (Continued) 2025-26 Objectives (Cont.):

Positive Business Climate Policies
a. Maintain an Economic Development Department to represent the City to current and potential employers, and to provide those employers with a point- of- contact for resolving business-related issues.
b. Maintain an Economic Development Commission to advise the City Council regarding economic development, redevelopment, and employment generation issues and activities.
c. Periodically meet with and conduct surveys of the local business community to evaluate the effectiveness of City services and economic development activities.
d. Provide expedited permit review processing for time-sensitive employment- and sales tax-generating development proposals meeting City objectives. e. Work with private sector entities to identify and implement technologically advanced infrastructure improvements to enable the City to compete with other communities.
f. Promote Antioch as a good location in which to do business through a coordinated City effort. Promote Antioch as a business location including an educated workforce, competitive development sites, and an active business-friendly government. g. Work with the private sector to maintain an adequate supply of skilled workers and the capital needed to attract and maintain business in Antioch. i. Encourage local and regional educational institutions to establish education and continuing education programs to meet the existing and foreseeable needs of local employers.
ii. Network with local businesses and real estate professionals to identify the types of industries and occupations most in demand and/or least available in the local workforce. Work with the Antioch Unified School District, Los Medanos College, and California State University Hayward to identify local educational resources applicable to the labor force needs of emerging industries (e.g., telecommunications, fiber optics, and biotechnology) in relevant occupational specialties.
iii. Encourage the entry of lower income Antioch residents into job training programs, enabling them to hold meaningful, well paying jobs. h. Support location of permanent satellite facilities for the California State University system or another public or private university within the local area. i. Streamline the development review process so that it works effectively and efficiently for the applicant and the public through: explicit statements of City expectations, early identification of issues, consistent application of community policy, an emphasis on expedited problem- solving, and ensuring that detailed regulations facilitate and do not hinder the achievement of community objectives. j. Continue to enhance Antioch's image in order to improve the local business climate. i. Publicize positive images of Antioch through placement of articles in the local and regional media and business journals. ii. Promote Antioch as an excellent place to do business by building on Antioch's competitive advantages. iii. Provide excellent customer service to businesses and developers of employment-generating projects by demonstrating that local government is focused on solving problems and providing certainty in the development review process. iv. Recognize the economic development benefits of, and place emphasis on beautification of major arterials and community entries, street cleaning and consistent enforcement of City regulations. v. Undertake provision of urban design improvements at key community entries within employment-generating lands

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

153

ECONOMIC DEVELOPMENT DIVISION (100-1180/100-5120) (Continued) 2025-26 Objectives (Cont.):
k. Continue to facilitate the availability of needed infrastructure for employment- generating uses while keeping development impact fees to the minimum. Establish assessment districts where feasible to fund up-front installation of needed public facilities.

Business Attraction and Expansion Policies
a. Focus business attraction and expansion efforts on employment and sales tax generating uses; high performance, fast growing firms, and community and regional serving retail; and high technology and other industries that will enhance the local economy. b. Attract and assist the relocation and local expansion of medium sized firms (15 to 250 employees) in recognized growth sectors, including high-tech, biotech, research and development, and retail trade and services. c. Provide similar incentives for existing local businesses wishing to expand as for new businesses wishing to locate in Antioch. d. Conduct outreach to City vendors to attract new businesses to Antioch. e. Maintain an up-to-date inventory of available lands, including lands for sale or lease) and supporting infrastructure (in cooperation with the commercial and real estate sector) for new business development and business expansion for sales tax and employment generators. f. Continue and expand research activities providing a better understanding of local economic, labor market, and employment characteristics to better anticipate economic development opportunities and provide information helpful for targeting marketing efforts, and addressing major economic development issues.
g. Continue to participate in economic development partnerships with neighboring communities, recognizing that job creation, both within Antioch and in Eastern Contra Costa County, will assist in reducing peak hour traffic congestion along the SR-4 freeway. h. Work with local groups demonstrating community support to acquire property and attract important public and quasi- public institutions including college campuses, hospitals and other medical facilities, offices and yards for public utilities and service agencies, post office, and State and federal offices and facilities.

2. Provide adequate land to accommodate planned development, with office, business park, industrial, and commercial areas complementing residential and public development in location, access, mix of uses, attractiveness and design quality.

Commercial and Industrial Land Availability Policies
a. Maintain a mix of uses on the General Plan land use map, providing a balance of housing types, commercial development, and employment- generating uses.
b. Work toward redevelopment of existing heavy industrial areas along Wilbur Road and Fourth Street to increase their overall employment density. c. Promote the establishment of workplace alternatives, including home occupations and telecommuting. d. Maintain an inventory of turnkey sites for commercial and employment-generating development, complete with appropriate zoning, in-place infrastructure, and environmental clearances.
e. Promote the preparation of Specific Plans with associated environmental documentation to facilitate the development of specific local areas f. Implement assessment districts or other financing mechanisms to facilitate the development of infrastructure for specific local areas g. Require the provision of fiber optic networks and other advanced telecommunications in new employment- generating developments. 2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

154

ECONOMIC DEVELOPMENT DIVISION (100-1180/100-5120) (Continued) 2025-26 Objectives (Cont.):
h. Maintain space in business parks for distribution and research uses. Attract a wide range of industries, which serve local and regional needs and contribute to the community's economic vitality, and at the same time protect the local environment and quality of life. i. Seek innovative ways to reduce the cost of infrastructure provision for employment- generating and commercial development (e.g., providing incentives for the provision of infrastructure serving employment-generating and commercial development areas as part of the residential development allocation system).

ECONOMIC DEVELOPMENT (100-1180) [Legislative & Administrative]

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

Use of Funds:

Personnel 400,886 519,227 593,174 319,425 0 -100%
Services & Supplies 403,539 271,392 757,515 435,454 0 -100% Total Use of Funds 804,425 790,619 1,350,689 754,879 0 -100%

Funded FTE’s 2.00 2.00 2.00 2.00 0.00

ECONOMIC DEVELOPMENT (100-5120) [Community Development]

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

Use of Funds:

Personnel 0 0 0 0 694,094 100%
Services & Supplies 0 0 0 0 415,293 100%
Total Use of Funds 0 0 0 0 1,109,387 100%

Funded FTE’s 0.00 0.00 0.00 0.00 3.00
2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

155

LAND PLANNING SERVICES DIVISION (100-5130)

This Division is the central point for the review and processing of all development applications, including rezoning, use permits, variances, design review, planned developments, tentative maps, etc. Staff is responsible for assuring compliance with California Environmental Quality Act (CEQA) and applicable General Plan requirements and provides staff support for the Planning Commission. The planning staff is also responsible for the long-range planning of the community, including updating the General Plan and the preparation of specific plans for future growth areas and coordinating with the planning activities of surrounding jurisdictions and the County. The division is proposed to be staffed by three (3) planners (Principal / Associate / Assistant), and one (1) Community Development Technician.

2024 - 2025 Accomplishments:
 Entitlements: Planning continued to process land use entitlements ranging from minor to complex projects. - Projects approved in FY 24-25 include: Albers Ranch, Starbucks on Mahogany, Creekside Vineyards at Sand Creek home architecture, and Lone Tree Retail.
 Inclusionary Housing Ordinance project was initiated.  Specific Plan Updates:
- East Lone Tree Specific Plan modified to streamline the development process for undeveloped commercial parcels. - Downtown Specific Plan modified to make clarifications and ease the development of missing middle housing. • Zoning Ordinance Updates were completed to comply with Housing Element and State law, including an employee housing program. • Metropolitan Transportation Committee Transit Oriented Communities (TOC) Grant: Applied for and was awarded $850,000 in grant funding to comply with the TOC Policy.

2026 & 2027 Objectives:
• Initiate the comprehensive General Plan update.
• Manage entitlement applications through project approval, plan check, construction, and completion.  Work to comply with Metropolitan Transportation Committee Transit Oriented Communities Policy, including working on a Hillcrest Station Area Specific Plan update.
 Continue to complete Housing Element Implementation.
 Bring the Inclusionary Housing Ordinance to City Council for adoption in late Summer 2025.

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

156

LAND PLANNING SERVICES DIVISION (100-5130) (Continued)

COMMUNITY DEVELOPMENT LAND PLANNING SERVICES (100-5130)

2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
Source of Funds:
1% Sales Tax 153,446 0 0 0 0 0%
Charges for Services 204,941 279,590 378,880 280,000 291,510 4% Revenue from Other Agencies 77,014 616,892 0 0 0 0%
Other 79,387 51,163 55,000 36,902 45,000 22%
Total Source of Funds 514,788 947,645 433,880 316,902 336,510 6%

Use of Funds:

Personnel 1,219,375 741,599 1,194,818 1,067,892 1,111,698 4% Services & Supplies 505,952 253,784 1,450,566 409,223 1,229,723 201% Total Use of Funds 1,725,327 995,383 2,645,384 1,477,115 2,341,421 59%

Funded FTE's 6.68 5.00 5.00 5.00 5.00
2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

157

CODE ENFORCEMENT (100-5140)

The Code Enforcement Division’s mission is to protect and enhance the quality of life, health, safety, and welfare of our community. The Division is responsible for investigating complaints of violations of the Antioch Municipal Code (AMC) on commercial and residential property including: Zoning/Land Use, Health & Safety, Housing, Building, Electrical, and Plumbing Codes. Enforcement activity is prioritized, with highest priority given to those violations having an immediate effect on health, safety, and welfare of the public such as homeless encampments, substandard housing, and unsecured properties. The Division is staffed by nine (9) Code Enforcement Officers, and two (2) Community Development Technicians. The Code Enforcement Division operations are overseen by the Code Enforcement Manager.

2024 - 2025 Accomplishments:
• Created electronic version of Notice of Violations (NOV), Notice and Ordering, and Citations into EP&L, eliminating three-part carbon paper citations saving staff time and supply costs.
• Continued partnership with Republic Services for Neighborhood Cleanup Events throughout the City. • Onboarded two (2) Code Officers with potential for additional hires to have Division staffed to the budgeted allocated FTE level

2026 & 2027 Objectives:
 Code Enforcement Officers to attend continuing education courses.  Continue to improve and streamline the use of the case tracking software.  Eliminate data ticket contract and bring collections in-house using existing procedures from the Finance Department. This will better allow the City to recapture the re-inspection fees at least, which are cost-recovery fees, through the lien process.  Implement iPad use for Officers. This will allow case management directly in the field with real-time updates to cases.  Incorporate Bluetooth thermal printers in the vehicles capable of issuing a notice “on the spot” for proactive and reactive enforcement activity.

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

158

CODE ENFORCEMENT (100-5140) (Continued)

COMMUNITY DEVELOPMENT CODE ENFORCEMENT (100-5140)

2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
Source of Funds:
1% Sales Tax 1,751,810 2,287,847 1,801,018 2,536,341 1,499,811 -41% Charges for Services 60,489 245,567 200,000 350,346 107,000 -69% Other 31,554 -174,516 50,000 24,000 25,000 4%
Total Source of Funds 1,843,853 2,358,898 2,051,018 2,910,687 1,631,811 -44%

Use of Funds:

Personnel 1,751,302 1,920,143 1,944,112 1,960,344 2,475,271 26% Services & Supplies 473,893 438,755 550,074 575,997 354,116 -39% Total Use of Funds 2,225,195 2,358,898 2,494,186 2,536,341 2,829,387 12%

Funded FTE's 18.66 18.00 13.00 13.00 12.00

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

159

BUILDING INSPECTION SERVICES DIVISION (100-5160)

The Building Inspection Division inspects all permitted construction projects within the City which are not in the public right-of-way, enforcing standards set in the Building, Plumbing, Electrical, and Mechanical and Municipal codes. This division administers and collects development/permit fees charged by the City and other agencies; maintains the City’s street address system; inspects existing structures/dwelling units for health and safety hazards when called upon; enforces State Accessibility and Energy Efficiency standards; and works diligently to enforce minimum standards to safeguard life, health, property and public welfare by regulating and controlling the design, construction, quality of materials, use and occupancy of all buildings and structures within the City. This Division is staffed with four (4) Building Inspectors, two (2) Community Development Technicians, and one (1) Building Inspection Services Manager who provide technical support, plan check for all residential and commercial projects, issue over the counter permits, and manage day-to-day operations of the Division.

2024 - 2025 Accomplishments:
• Implemented pre-approved ADU process for ease of application. • Implemented no-plan-check permits for water heaters, re-roofs and HVAC. • Integrated solar app for ease of solar permit submittal. • Hired four full-time building inspectors filling all vacant staff positions.

2026 & 2027 Objectives:
• Continuous training and certification for all staff. • Complete CASp certification to comply with state mandate. • Ongoing EP&L improvements and integration into building department process. • Constant improvement of application and inspection process for ease of permit issuance and inspection times. • Prepare and revise internal policies and procedure for continued compliance with ever-advancing State policy requirements / compliance for permitting and building codes

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

160

BUILDING INSPECTION SERVICES DIVISION (100-5160) (Continued)

COMMUNITY DEVELOPMENT BUILDING INSPECTION (100-5160)

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

Permits 3,034,026 2,876,131 2,508,800 2,508,800 2,577,500 3% Charges for Services 710,418 900,295 588,920 614,160 553,650 -10% Other 445,164 94,448 67,584 40,000 40,000 0%
Total Source of Funds 4,189,608 3,870,874 3,165,304 3,162,960 3,171,150 0%

Use of Funds:

Personnel 747,704 1,017,714 1,364,493 1,404,339 1,387,071 -1% Services & Supplies 1,151,061 314,612 214,665 216,922 185,645 -14% Debt Service 189,351 0 0 0 0 0%
Total Use of Funds 2,088,116 1,332,326 1,579,158 1,621,261 1,572,716 -3%

Funded FTE's 6.66 6.00 7.00 7.00 7.00

2025-26 OPERATING BUDGET

GENERAL FUND – BUDGET STABILIZATION FUND

161

BUDGET STABILIZATION FUND (105)

In fiscal year 2018, the City established a Budget Stabilization Fund to set aside monies for future budget variances, unexpected occurrences, emergencies and the like. General Fund reserves over 20% of unassigned fund balance were used to establish the fund and future General Fund unassigned reserves over 20% can be moved into this fund. Per City Council direction, beginning in fiscal year 2020, these funds will be used to pay the difference in the full Actuarial Determined Contribution for OPEB payments from the pay as you go costs currently made by the City to address the unfunded liability for OPEB.

BUDGET STABILIZATION (FUND 105)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $35,299,488 $38,325,278 $41,131,470 $41,131,470 $39,931,470

Revenue Source:

Transfer In – General Fund 3,676,917 3,504,092 0 0 0 0% Total Revenue 3,676,917 3,504,092 0 0 0 0%

Expenditures:

OPEB Contribution 651,127 697,900 1,300,000 1,200,000 1,300,000 8% Transfer Out – General Fund 0 0 4,617,143 0 5,000,000 100% Total Expenditures 651,127 697,900 5,917,143 1,200,000 6,300,000 425%

Ending Balance, June 30 $38,325,278 $41,131,470 $35,214,327 $39,931,470 $33,631,470

2025-26 OPERATING BUDGET

162

SPECIAL REVENUE
FUNDS
2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

163
The City maintains fifty-three Special Revenue Funds. Special Revenue Funds are used to account for the proceeds of specific revenue sources that are restricted to expenditures for specific purposes. Each fund is listed below in the Special Revenue Funds Summary table.

SUMMARY OF SPECIAL REVENUE FUNDS
Estimated Estimated Estimated
Fund Balance Revised Revised Balance Proposed Proposed Balance Special Revenue Fund Title # 7/1/24 Revenues Expend. 6/30/25 Revenues Expend. 6/30/26 ERF Grant Fund 203 $0 $3,244,136 $3,244,136 $0 $1,872,068 $1,872,068 $0 California Volunteers Grant Fund 204 0 241,095 241,095 0 1,481,634 1,481,634 0 American Rescue Plan Fund 206 668,316 14,869,210 0 0 0 0 0 CalVIP Grant Fund 207 (234,274) 1,137,173 902,899 0 209,789 209,789 0 PLHA Fund 208 0 645,614 645,614 0 509,164 509,164 0 RMRA Fund 209 6,880,527 3,123,512 7,825,450 2,178,589 3,331,708 1,011,416 4,498,881 Police Federal Asset Forfeiture Fund 210 442,237 30,000 405,214 67,023 30,000 6,378 90,645 Delta Fair Property Fund 211 (551,631) 2,835,609 2,077,620 206,358 43,288 445 249,201 Community Develop. Block Grant (CDBG) 212 230,516 1,652,679 1,652,679 230,516 1,268,900 1,268,900 230,516 Gas Tax Fund 213 3,311,712 3,396,206 5,785,103 922,815 3,427,191 2,989,036 1,360,970 Animal Services Fund 214 59,500 2,498,400 2,557,900 0 2,915,030 2,915,030 0 Civic Arts Fund 215 351,432 75,325 69,476 357,281 77,556 52,414 382,423 Park-In Lieu Fund 216 3,481,704 686,566 3,051,644 1,116,626 449,000 169,384 1,396,242 Community Benefit Program Fund 217 0 4,932 50 4,882 2,125 50 6,957 Recreation Programs Fund 219 1,426,566 7,207,392 7,349,505 1,284,453 7,533,476 7,683,305 1,134,624 Traffic Signal Fund 220 816,399 110,000 475,752 450,647 3,480,540 3,641,740 289,447 Police Asset Forfeiture Fund 221 152,350 31,182 133,736 49,796 37,000 2,407 84,389 Measure J Growth Management Fund 222 2,595,025 3,201,304 4,582,504 1,213,825 1,828,201 2,228,814 813,212 Child Care Fund 223 222,756 112,955 82,901 252,810 115,074 178,207 189,677 Tidelands Fund 225 146,871 13,238 319 159,790 10,801 75,274 95,317 Solid Waste Reduction Fund 226 379,421 587,134 631,653 334,902 584,000 559,260 359,642 Abandoned Vehicle Fund 228 882,907 125,599 29,284 979,222 120,000 355,403 743,819 National Pollutant Discharge Elim. (NPDES) 229 3,639,999 1,015,000 2,020,446 2,634,553 955,000 1,968,242 1,621,311 Supplemental Law Enforcement Fund 232 0 351,679 351,679 0 332,500 332,500 0 Byrne Grant Fund 233 0 50,685 50,685 0 43,462 43,462 0 CDBG Revolving Loan Fund 236 5,896,673 8,627 3,470 5,901,830 100 5,000 5,896,930 2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

164
SUMMARY OF SPECIAL REVENUE FUNDS (Continued)
Estimated Estimated Estimated
Fund Balance Revised Revised Balance Proposed Proposed Balance Special Revenue Fund Title # 7/1/24 Revenues Expend. 6/30/25 Revenues Expend. 6/30/26 Traffic Safety Fund 237 12,782 48,850 48,058 13,574 75,850 75,060 14,364 PEG Fund 238 552,540 202,000 108,431 646,109 207,640 100,735 753,014 Street Impact Fund 241 449,959 1,780,000 1,926,391 303,568 1,817,000 1,651,615 468,953 SB1186 Disability Access Fund 242 205,324 45,000 10,308 240,016 45,000 10,310 274,706 ADU Accelerator Program Fund 243 0 269,729 266,529 3,200 0 3,200 0 Maintenance District Funds:

Lone Tree Way District 251 764,958 1,055,729 1,642,011 178,676 1,030,229 1,066,970 141,935 Downtown District 252 269,723 243,458 372,865 140,316 177,500 247,526 70,290 Almondridge District 253 79,050 112,182 131,523 59,709 112,182 125,085 46,806 Hillcrest Landscape Maintenance Dist. 254 1,050,641 1,490,887 2,404,779 136,749 1,244,887 1,292,731 88,905 Park District 1A 255 288,900 114,255 160,946 242,209 133,926 70,141 305,994 Park District 2A 256 725,012 1,097,209 1,581,257 240,964 779,209 852,507 167,666 Park Administration Fund 257 0 950,107 950,107 0 740,158 740,158 0 East Lone Tree District 259 174,717 240,167 341,935 72,949 237,167 217,021 93,095 Opioid Settlement Distributor Fund 260 69,294 22,603 22,603 69,294 22,808 22,808 69,294 Storm Damage Fund 261 (664,000) 223,308 223,308 (664,000) 2,258,276 2,115,416 (521,141) Opioid Settlement Janssen Fund 262 12,609 19,757 32,077 289 21,860 21,860 289 Opioid Settlement Abatement II Fund 263 7,203 0 3,000 4,203 0 4,203 0 Opioid Settlement Abatements Fund 264 0 137,949 0 137,949 36,683 43,497 131,135 Opioid Settlement McKinsey Fund 265 0 5,446 1,000 4,446 5,446 9,892 0 East Lone Tree Benefit District Fund 270 10,144,760 915,000 15,273 11,044,487 1,335,000 15,853 12,363,634 Kaiser Public Facility Benefit District Fund 271 33,857 1,200 50 35,007 1,200 50 36,157 CFD 2016-01 Police Protection Fund 280 0 314,803 314,803 0 314,803 314,803 0 CFD 2018-01 Public Services Fund 281 1,737,795 850,502 63,487 2,524,810 870,502 78,010 3,317,302 CFD 2018-02 Police Protection Fund 282 0 756,056 756,056 0 755,556 755,556 0 CFD 2022-01 Public Services Fund 283 181,043 243,177 19,350 404,870 244,177 21,220 627,827 Post Retirement Medical – Miscellaneous 578 263,403 700,369 559,856 403,916 347,000 457,945 292,971 Post Retirement Medical - Management 579 1,161,860 540,000 953,657 748,203 375,000 716,666 406,537 TOTAL SPECIAL REVENUE FUNDS $48,320,436 $56,149,764 $53,595,243 $35,337,431 $40,492,964 $37,236,458 $38,593,936 2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

165

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 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $0 $0 $0 $0 $0

Revenue Source:

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

Expenditures:

Services and Supplies 0 0 0 3,244,136 1,872,068 -42%
Total Expenditures 0 0 0 3,244,136 1,872,068 -42%

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

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

166

CALIFORNIA VOLUNTEERS GRANT (204)

The City received two grants totaling $2,280,718.27 grant from the State of California OPR/California Volunteers to expand on the existing youth apprenticeship program, “S.O.A.R.”. 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 grants run May 9, 2024 through December 31, 2026.

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

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

Revenue Source:

Revenue from Other Agencies 0 0 810,203 241,095 1,481,634 515% Total Revenue 0 0 810,203 241,095 1,481,634 515%

Expenditures:

Personnel 0 0 0 144,861 983,767 579%
Services and Supplies 0 0 810,203 96,234 497,867 417%
Total Expenditures 0 0 810,203 241,095 1,481,634 515%

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

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

167

AMERICAN RESCUE PLAN (206)

The American Rescue Plan Act of 2021 was signed into law on March 11, 2021, and will deliver $350 billion for eligible state, local, territorial, and tribal governments to respond to the COVID-19 emergency. Funding for eligible expenditures must be spent or obligated by December 31, 2024. Antioch is an entitlement City and received a total of $21,550,900 directly from the Department of the Treasury split into two payments. The first payment was received in May 2021 with the second payment received in May 2022.

AMERICAN RESCUE PLAN (FUND 206)
Statement of Revenues, Expenditures and Change in Fund Balance

2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $48,181 $239,956 $668,316 $668,316 $0

Revenue Source:

Investment Income 224,041 450,581 175,000 286,115 0 -100% Revenue from Other Agencies 1,747,475 5,220,329 14,573,095 14,583,095 0 -100% Other Financing Source - Lease 2,292,309 0 0 0 0 0%
Total Revenue 4,263,825 5,670,910 14,748,095 14,869,210 0 -100%

Expenditures:

Personnel 72,911 152,566 0 0 0 0%
Services and Supplies 3,999,139 5,089,930 10,280,500 10,290,036 0 -100% Transfer Out to General Fund 0 0 5,136,576 5,247,416 0 -100% Internal Services 0 54 54 74 0 -100%
Total Expenditures 4,072,050 5,242,550 15,417,130 15,537,526 0 -100%

Ending Balance, June 30 $239,956 $668,316 ($719) $0 $0

NOTE: It is anticipated there will be unspent obligations remaining at 6/30/25 that will be requested to be re-appropriated to FY2026. Obligated funds must be spent by 12/31/26.

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

168

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 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $0 ($28,325) ($234,274) ($234,274) $0

Revenue Source:

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

Expenditures:

Personnel 5,768 97,004 246,299 246,299 209,789 -15%
Services & Supplies 22,557 371,354 656,600 656,600 0 -100% Total Expenditures 28,325 468,358 902,899 902,899 209,789 -77%

Ending Balance, June 30 ($28,325) ($234,274) ($451,129) $0 $0 NOTE: Grant pays for 50% of Public Safety Manager and 50% of Community Engagement Coordinator over the two-year period.

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

169

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 approximately $350,000 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).

2024-2025 Accomplishments:

 Completed annual application and receive annual awards.  Launch Antioch Safe Parking Program in FY 23-24 and continue in FY 24-25 to address homeless issue by providing safe parking for persons living in their vehicles. Served 106 Antioch residents to date with safe parking and case management to connect them to housing or shelter options.  Worked with Community Development Planning staff to enhance Glazier ADU incentive program with investment of $150k PLHA funds to increase ADU production that is deed restricted for lower income renters.  Allocated $510,000 for Housing Rehabilitation in FY 24-25 to provide loans and grants to lower income homeowners for needed repairs to maintain Antioch’s housing stock.

2026 & 2027 Objectives:

 Complete last year of PLHA 5-year plan, submit reports and billing.  Conduct community process and work with the CDBG Committee and Council to create and adopt new goals for next five-year funding cycle.  Submit application for first year of new funding cycle and year-end report.

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

170

PLHA GRANT (208) (Continued)

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

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

Revenue Source:

Revenue from Other Agencies 0 151,910 645,614 645,614 509,164 -21% Total Revenue 0 151,910 645,614 645,614 509,164 -21%

Expenditures:

Services & Supplies 0 151,910 645,614 645,614 509,164 -21% Total Expenditures 0 151,910 645,614 645,614 509,164 -21%

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

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

171
RMRA (209)

The Road Repair and Accountability Act of 2017 (SB 1) approved by the California legislature established a Road Maintenance and Repair Account (RMRA) in the state treasury that allocates monies to cities and counties for road maintenance and repair based upon a statutory formula. This fund was created by the City to account for monies received from the State under this act and spending of those funds.

RMRA (FUND 209)
Statement of Revenues, Expenditures and Change in Fund Balance 2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $3,275,512 $5,508,879 $6,880,527 $6,880,527 $2,178,589

Revenue Source:

Revenue from Other Agencies 2,696,692 2,920,235 4,458,896 3,023,512 3,131,708 4% Investment Income 37,949 208,133 10,000 100,000 200,000 100% Transfer In – Measure J Fund 0 0 1,200,000 0 0 0%
Total Revenue 2,734,641 3,128,368 5,668,896 3,123,512 3,331,708 7%

Expenditures:

Services & Supplies 8,354 7,452 4,500 7,500 10,000 33% Capital Projects 492,750 1,748,528 11,004,730 7,817,000 1,000,000 -87% Internal Services 170 740 740 950 1,416 49%
Total Expenditures 501,274 1,756,720 11,009,970 7,825,450 1,011,416 -87%

Ending Balance, June 30 $5,508,879 $6,880,527 $1,539,453 $2,178,589 $4,498,881

The following is a list of budgeted capital projects:

2024-25 2025-26
Capital Projects Revised Proposed
Pavement Preventative Maintenance $0 $1,000,000
L Street Improvements 5,432,000 0
Pavement Plugs and Leveling Courses 2,385,000 0
Total Capital Projects $7,817,000 $1,000,000
2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

172

FEDERAL ASSET FORFEITURE (210)

This fund accounts for monies and property seized during drug enforcement on Federal cases. The Federal government requires a separate fund to account for these activities.

FEDERAL ASSET FORFEITURE (FUND 210)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $391,959 $397,490 $442,237 $442,237 $67,023

Revenue Source:

Investment Income 6,309 14,866 500 15,000 15,000 0%
Other 0 33,554 15,000 15,000 15,000 0%
Total Revenue 6,309 48,420 15,500 30,000 30,000 0%

Expenditures:

Services & Supplies 759 510 500,800 400,800 800 -100% Internal Services 19 3,163 3,301 4,414 5,578 26%
Total Expenditures 778 3,673 504,101 405,214 6,378 -98%

Ending Balance, June 30 $397,490 $442,237 ($46,364) $67,023 $90,645

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

173

DELTA FAIR PROPERTY FUND (211)

The Delta Fair Property Fund was created when the City sold property it owned on Delta Fair Boulevard at the City’s western City limits. The property was originally purchased from the State on the condition that it would be used for park and recreation purposes. When it was decided that the property was more suitable for commercial purposes and should be sold or leased, the State gave its permission on the condition that proceeds be used for park purposes for those parks constructed prior to 1980.

DELTA FAIR PROPERTY (FUND 211)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $112,214 ($45,366) ($551,631) ($551,631) $206,358

Revenue Source:

Investment Income 17,278 19,431 500 0 1,000 100%
Current Service Charges 33,540 50,054 41,498 62,800 42,288 -33% Revenue from Other Agencies 0 179,191 2,772,809 2,772,809 0 -100% Total Revenue 50,818 248,676 2,814,807 2,835,609 43,288 -98%

Expenditures:

Services & Supplies 50 91 300 50 300 500%
Contra Loma Estates Park/Fencing 208,327 754,773 2,021,472 2,077,472 0 -100% Internal Services 21 77 77 98 145 48%
Total Expenditures 208,398 754,941 2,021,849 2,077,620 445 -100%

Ending Balance, June 30 ($45,366) ($551,631) $241,327 $206,358 $249,201

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

174

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.

2024-2025 Accomplishments:
 Awarded $815,194 in FY 23-24 and $879,893 in CDBG funding in FY 24-25 which was received after successful submission and approval of the Antioch Annual Action Plans and Annual Performance and Evaluation Reports (CAPERs).  Managed the award of 21 CDBG and CDBG-CV grants totaling $1,675,759 annually in FY 23-24 and FY 24-25 with goals to serve over 3,400 extremely low- and very low-income Antioch residents annually with a wide variety of social services and new affordable housing while maintaining compliance with Federal requirements
 Worked with the CDBG Consortium, made up of other entitlement communities and the County, in coordinating all CDBG activities to reduce administrative burden, sharing information, making improvements to the City Data Services on-line reporting system for grantees.  In preparation for the FY 25-30 Consolidated Plan, conducting extensive needs analysis including community survey in English and Spanish, mailings, tabling, and outreach to lower income neighborhoods, limited English-speaking communities, and persons with special need, as well as interviews with key stakeholders and City department leadership staff.
 As part of the development of the new 2025-30 Consolidated Plan, review and update the Consortium/Antioch Citizen Participation Plan and Limited English Proficiency Plan and take to Council with the Relocation Plan for approval in June FY 2024-25.  Conducted extensive review of 2020 Census and other data analysis of housing stock condition, characteristics, and developed the 2025-30 Consolidated Plan and FY 2025-26 Action Plan) in collaboration with the Contra Costa Consortium and Housing Authorities of Contra Costa and Pittsburg. Facilitate review by the CDBG Committee and take to Council for adoption in June 2025.  Conducted extensive Grant Kickoff event for the first two-year cycle (FY 2025-26 and 2026-27) of the new Consolidated Plan, including providing technical assistance to agencies, facilitating agency interviews by the CDBG Committee, conducting a risk analysis on all applications, facilitating the scoring process by the CDBG Committee, and facilitating funding recommendations by the CDBG Committee.  Provided staff support to the CDBG Committee of the City Council during a busy grant cycle year with reduced staffing.to coordinate agency application review for FY 25-26 and facilitate the recommendation and approval process (ongoing until May).  Partnered with the Environmental Sustainability and Resilience Division in the development of a new Climate Action and Resilience Plan.

2026 & 2027 Objectives:
 Develop final 2024-25 CAPER to discuss accomplishments for the year and all progress toward achieving the goals and objectives that were identified in the 2020-25 Consolidated Plan.
 Develop annual Action Plans and year-end CAPERS for FY 2025-26 and 2026-27 that will be approved by HUD for funding. Prepare staff reports, resolutions, and make presentations at Public Hearings.
 Fund activities and programs that best serve the needs of Antioch residents in the first two years of the 2025-30 Consolidated Plan.  Monitor and maintain adequate records and provide technical support to ensure that the CDBG program is operating as efficiently as possible.  Update and create 2025-30 Analysis of Impediments to Fair Housing Choice (AI) with new 2020 Census data. 2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

175

COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) (212) (Continued)

2026 & 2027 Objectives (Cont.):
 Partner with Environmental Sustainability and Resilience Division in implementation of $156,140 in grant funding from the Department of Energy (DOE) Energy Efficiency Block Grant. Funding will provide HVAC, solar, and other energy savings measures to benefit lower income households through the Housing Rehabilitation Program if funding is released by the courts.  Implement succession planning for staffing of Community Grant and Affordable Housing functions.

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 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $212,530 $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 1,268,900 -23% Other 17,986 0 0 0 0 0%
Total Revenue 1,624,738 482,066 1,675,759 1,652,679 1,268,900 -23%

Expenditures:

Personnel 15,084 131,242 233,808 210,728 194,538 -8%
Services & Supplies 1,591,668 350,824 1,441,951 1,441,951 1,074,362 -25% Total Expenditures 1,606,752 482,066 1,675,759 1,652,679 1,268,900 -23%

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

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

176

GAS TAX (213)

The City receives gas tax funds from the State under the State Street and Highways Code. The gas tax funds are limited to research, planning, construction, improvement, maintenance and operation of public streets. The City also uses these funds to pay for maintenance and operation of streetlights.

GAS TAX (FUND 213)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $1,125,343 $1,960,041 $3,311,712 $3,311,712 $922,815

Revenue Source:

Revenue from Other Agencies 2,911,350 3,228,454 4,355,027 3,296,206 3,302,191 0% Investment Income 8,966 82,151 5,000 100,000 125,000 25% Total Revenues 2,920,316 3,310,605 4,360,027 3,396,206 3,427,191 1%

Expenditures:

Personnel 82,237 96,476 265,111 265,111 247,339 -7%
Services & Supplies 560,598 721,320 540,250 785,000 788,000 0% Capital Projects 324,879 12,563 5,064,333 3,347,119 705,000 -79% Transfers Out 1,055,489 1,080,503 1,449,870 1,323,427 1,160,000 -12% Internal Services 62,415 48,072 54,053 64,446 88,697 38% Total Expenditures 2,085,618 1,958,934 7,373,617 5,785,103 2,989,036 -48%

Ending Balance, June 30 $1,960,041 $3,311,712 $298,122 $922,815 $1,360,970

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

177

GAS TAX (213) (Continued)

The following is a list of budgeted capital projects:

2024-25 2025-26
Capital Projects Revised Proposed
Pavement Management System $35,300 $80,000
Trail Maintenance Program 253,000 175,000
Amtrak Station Improvements 375,000 0
Streetlight Improvements 389,644 0
Median Island Improvements 400,000 400,000
School Safety Improvements 50,000 50,000
Countywide Smart Signals 334,175 0
James Donlon Traffic Calming 865,000 0
Sycamore Traffic Calming 425,000 0
West Tenth Street Traffic Calming 220,000 0
Total Capital Projects $3,347,119 $705,000

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

178

ANIMAL SERVICES (214)

In 1978 the citizens of Antioch overwhelmingly voted for Measure A. This measure was for re-establishing, maintaining and operating a City animal shelter. Measure A authorized funds to be appropriated annually by the City Council. This fund accounts for revenues and expenditures of the City's animal services program. A portion of the revenues required to operate this function comes from animal licenses and shelter, adoption, handling, and impound fees. The remainder comes from a subsidy from the General Fund.

ANIMAL SERVICES (FUND 214)
Statement of Revenues, Expenditures and Change in Fund Balance

2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $0 $59,500 $59,500 $59,500 $0

Revenue Source:

Current Service Charges 252,718 200,502 248,500 199,000 199,000 0% Revenue from Other Agencies 62,500 6,000 20,000 15,000 15,000 0% Other Revenue 25,739 26,229 21,103 21,795 21,000 -4%
Transfer In – General Fund 1,733,670 1,702,199 2,356,944 2,262,605 2,680,030 18% Total Revenue 2,074,627 1,934,930 2,646,547 2,498,400 2,915,030 17%

Expenditures:

Personnel 1,578,233 1,488,619 2,119,552 1,813,986 2,111,094 16% Services & Supplies 436,894 446,311 586,495 743,914 803,936 8% Total Expenditures 2,015,127 1,934,930 2,706,047 2,557,900 2,915,030 14%

Ending Balance, June 30 $59,500 $59,500 $0 $0 $0

Funded Funded
2024-25 2025-26
Funded FTE’s 12.10 12.10

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

179

CIVIC ARTS FUND (215)

This fund accounts for the City’s Civic Arts Administration program. Revenue for this fund comes from the City's 10% Transient Occupancy Tax (TOT). The General Fund, through various departments, also supports civic arts; providing support to annual parades and community events. A Civic Enhancement Grant Program was introduced in FY 2018-2019 to support events and beautification projects coordinated by nonprofit organizations. This program is funded by the General Fund. Arts and cultural programs connect residents to Antioch’s rich history, cultural diversity, and the arts. The City partners with many community organizations to bring exhibits, music, and theater to life throughout the year. Young and old, and individuals and families, are more engaged in their community when they are involved in the arts which enriches the entire community.

2024-2025 Accomplishments:

 Civic Enhancement Community Grant Program continues to grow as 20 organizations received $50k to enhance community efforts towards beautification and civic celebrations.
 Continued Martin Luther King, Jr. Day of Service - a civic volunteer and enhancement event for all ages.  Supported city events and community organizations such as Celebrate Antioch Foundation, Delta Veterans Group, and others.  Executed over 20 special events leveraging multiple community partners.  Assisted with the annual Veteran’s Day Parade and Memorial Day Ceremony.  The Nick Rodriguez Community Theater opened following last years upgraded the sound and light system. This year the curtains were replaced.  Took the lead role on July 4th and Holiday DeLites Parades and events.

2026 & 2027 Objectives:

 Continue to manage the Civic Enhancement Community Grant Program.  Continue Antioch’s Summer Concert Series in Waldie Plaza during July & August and expand program to other areas of the City.  Provide support to community organizations and civic celebrations such as Celebrate Antioch Foundation, Delta Veterans Group, and others.  Continue to assist with the traditional community parades: Memorial Day and Veteran’s Day; continue leading the effort on July 4 and Holiday Delites  Continue to add and enhance the special event offerings of the City with a focus on cultural celebrations.

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

180

CIVIC ARTS FUND (215) (Continued)

CIVIC ARTS (FUND 215)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $243,877 $309,148 $351,432 $351,432 $357,281

Revenue Source:

Investment Income 8,789 16,739 6,556 15,325 17,556 15% Transient Occupancy Tax 94,791 60,641 83,000 60,000 60,000 0% Other 4,157 0 0 0 0 0%
Total Revenue 107,737 77,380 89,556 75,325 77,556 3%

Expenditures:

Services & Supplies 36,308 26,781 58,498 58,458 40,364 -31% Internal Services 6,158 8,315 8,453 11,018 12,050 9%
Total Expenditures 42,466 35,096 66,951 69,476 52,414 -25%

Ending Balance, June 30 $309,148 $351,432 $374,037 $357,281 $382,423

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

181

PARK IN-LIEU FUND (216)

Developers are required to donate land and/or improvements or pay an equivalent fee for neighborhood parks. Fees are placed in the Park-In-Lieu Fund, and used for acquisition of additional park land, and to pay for design and improvements to donated park acreage. Fees are based on the number of housing units built annually.

PARK IN LIEU (FUND 216)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $2,774,237 $2,930,652 $3,481,704 $3,481,704 $1,116,626

Revenue Source:

Investment Income 43,706 114,676 15,000 115,000 125,000 9% Revenue from Other Agencies 0 0 247,566 247,566 0 -100% Licenses & Permits 236,698 551,205 324,000 324,000 324,000 0% Total Revenues 280,404 665,881 586,566 686,566 449,000 -35%

Expenditures:

Services & Supplies 5,601 4,020 16,000 16,200 17,000 5% Park Facilities Upgrades 118,247 109,454 3,100,520 3,033,570 150,000 -95% Internal Services 141 1,355 1,424 1,874 2,384 27%
Total Expenditures 123,989 114,829 3,117,944 3,051,644 169,384 -94%

Ending Balance, June 30 $2,930,652 $3,481,704 $950,326 $1,116,626 $1,396,242

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

182

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 %
Actual Actual Budget Revised Proposed Change

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

Revenue Source:

Investment Income 0 0 200 200 225 13%
Revenue from Other Agencies 0 0 1,900 1,900 1,900 0%
Transfer In – Housing Successor Fund 0 0 2,832 2,832 0 -100% Total Revenues 0 0 4,932 4,932 2,125 -57%

Expenditures:

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

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

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

183

SENIOR BUS FUND (218)

This fund was consolidated into the Recreation Services Fund Nick Rodriguez Community Center (NRCC) division in fiscal year 2025. The budget presented below represents the final consolidation in the 2024-25 budget.

SENIOR BUS (FUND 218)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $82,157 $60,854 $45,215 $45,215 $0

Revenue Source:

Investment Income 1,578 2,147 538 538 0 -100%
Current Service Charges 15,789 11,282 0 0 0 0%
Total Revenues 17,367 13,429 538 538 0 -100%

Expenditures:

Services & Supplies 16,652 20,068 14 14 0 -100%
Transfer Out – Recreation Fund 7,700 7,700 45,397 45,397 0 -100% Internal Services 14,318 1,300 342 342 0 -100%
Total Expenditures 38,670 29,068 45,753 45,753 0 -100%

Ending Balance, June 30 $60,854 $45,215 $0 $0 $0

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

184

RECREATION SERVICES FUND (219)

Recreation Services unifies and strengthens the community by creating experiences that inspire life-long learning. Programs focus on youth and family enrichment, early childhood learning, healthy lifestyles, sports and fitness, and services for older adults. The department maintains a variety of facilities and spaces that are safe, clean and green. These well-maintained facilities host city programs; they are also available for reservation by residents. Recreation Services collaborates with community organizations to create a sense of place and host civic events, and promotes environmental stewardship and fostering human development.

The Department is a leader in creating a community that is highly desirable within the region. A Parks and Recreation Director provides department management and leadership, while eleven full-time (11 FTE) staff are supported by seasonal and temporary employees to engage the community and carry out the goals, tasks and activities that result in high quality programs and services. A seven-member Parks and Recreation Commission is appointed by the City Council to represent the community, provide input to City staff on various projects, and advise the City Council on strategic initiatives.

Recreation Services ensures that all residents have access to the benefits of local parks and recreation: programs, facilities, places and spaces that make their lives and communities great.

Parks & Recreation
Director
Recreation Services
Manager
Recreation
Supervisor –
Sports/Facilities
Recreation
Programs
Coordinator
Recreation Supervisor
– Water Park
Recreation Programs
Coordinator
Aquatics Maintenance
Worker
Recreation Supervisor
– Senior Center/NRCC
Recreation Programs
Coordinator
Administrative Analyst
I
Administrative Assistant
II/III (2)
2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

185

RECREATION SERVICES FUND (219) (Continued)

RECREATION SERVICES (FUND 219)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $999,175 $1,441,633 $1,426,566 $1,426,566 $1,284,453

Revenue Source:

Investment Income 8,745 13,947 3,000 10,347 2,040 -80% Revenue from Other Agencies 0 9,765 0 0 0 0%
Current Service Charges 2,022,742 2,021,601 2,410,891 2,389,637 2,472,196 3% Other 7,216 4,310 7,000 7,200 35,000 386%
Transfer in from Prewett CIP 929 944 0 0 0 0%
Transfer in from General Fund 4,110,254 4,440,590 4,551,780 4,674,811 4,849,240 4% Transfer in from Senior Bus Fund 7,700 7,700 45,397 45,397 0 -100% Transfer in from Child Care Fund 70,000 80,000 80,000 80,000 175,000 119% Total Revenue 6,227,586 6,578,857 7,098,068 7,207,392 7,533,476 5%

Expenditures:

Personnel 3,334,221 3,942,608 4,178,306 4,257,150 4,498,780 6% Services & Supplies 2,168,550 2,641,857 3,068,911 2,910,513 3,184,525 9% Capital Expense 282,357 9,459 181,842 181,842 0 -100% Total Expenditures 5,785,128 6,593,924 7,429,059 7,349,505 7,683,305 5%

Ending Balance, June 30* $1,441,633 $1,426,566 $1,095,575 $1,284,453 $1,134,624 *The ending balance in the fund is committed to youth programs/services, sports field, turf field and memorial field maintenance.

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

186

RECREATION SERVICES FUND (219) (Continued)

RECREATION SERVICES STAFFING SUMMARY

Funded Funded
2024-25 2025-26
Funded FTE’s:

Nick Rodriguez Community Center (NRCC)/Senior Center 2.00 2.00 Sports 1.00 1.00
Community Recreation 6.00 6.00
Water Park Operations 3.00 3.00
Total Recreation Funded FTE’s 12.00 12.00

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

187

RECREATION SERVICES FUND (219) (Continued)

NICK RODRIGUEZ COMMUNITY CENTER/ANTIOCH SENIOR CENTER (219-4410)

The Nick Rodriguez Community Center is located in the Historic Downtown District of Antioch. It is a popular facility for casual events that are provided by local organizations and individuals. A signature feature within the Community Center is the community theater. This quaint theater is the primary home for youth and children theater companies; it seats two hundred people and is an excellent venue for youth productions that build self-esteem and confidence. Throughout the Center, the multi-use room, arts & crafts room, conference room and physical fitness room provide an excellent venue for classes and meetings. The Antioch Senior Center is a vibrant hub for the senior community, offering a variety of programs and resources to enhance the quality of life for older adults. The center provides a popular lunch program, engaging activities, informative workshops, and exciting events for seniors to enjoy and socialize.

2024-2025 Accomplishments:

 Contracted Intentions Acting Studio to offer acting classes and shows.  Established partnership with Antioch Friends of Seniors No-Profit group to support Senior Center.  Senior Center membership has grown to over 1,000 members.  Established new programs/classes such as beginner Spanish, Pickleball, Ballet Folklorico, Men’s & Women’s friendship circles, Drop-in Bocce Ball,  Established new events Senior Fashion show, Senior Gift A Senior, Echoes of Hawaii Hula Performance, New Years Eve Event.  Open new drop-in computer lab for the Senior Center.
 Collaboration with Senior Food Bank and Loaves and Fishes.

2026 & 2027 Objectives:
 Apply for grants funding for operations of the Senior Center and Nick Rodriguez Community Center.  Collaborate with the Antioch Friends of Seniors on future programs, events, and resources.  Build the sponsorship program and attract new sponsorship opportunities.  Continue to grow our social media & marketing program with our committee.  Continue to revise and streamline the rental process for customers; benchmark the rental fees against similar community centers.  Improve facility maintenance and upkeep, including standardizing and updating bathrooms.  Revise Standard Operation Procedures of the facility.  Partner with community theater production companies for productions.  Improve staff in-service trainings to raise the level of standard for customer service.  Complete upgrade for facility new roof and HVAC through state grant.  Create and launch afternoon and evening senior programs and activities.

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

188

RECREATION SERVICES FUND (219) (Continued)

NICK RODRIGUEZ COMMUNITY CENTER/ANTIOCH SENIOR CENTER (219-4410) (Continued)

NICK RODRIGUEZ COMMUNITY CENTER/ANTIOCH SENIOR CENTER (219-4410)

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

Investment Income 2,254 7,950 3,000 9,832 2,000 -80%
Current Service Charges 107,315 142,872 165,750 123,750 131,750 6% Revenue from Other Agencies 0 9,765 0 0 0 0%
Other 1,487 892 2,000 2,000 2,000 0%
Transfer in from Senior Bus Fund 7,700 7,700 45,397 45,397 0 -100% Transfer in from General Fund 952,050 796,666 929,368 1,161,083 982,816 -15% Total Source of Funds 1,070,806 965,845 1,145,515 1,342,062 1,118,566 -17%

Use of Funds:

Personnel 356,182 459,663 625,944 668,701 698,625 4%
Services & Supplies 391,423 360,936 717,110 432,106 678,791 57% Capital Expense 16,280 0 17,405 17,405 0 -100%
Total Expenditures 763,885 820,599 1,360,459 1,118,212 1,377,416 23%

Funded FTE’S 2.00 2.00 2.00 2.00 2.00

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

189

RECREATION SERVICES FUND (219) (Continued)

SPORTS PROGRAMS (219-4450)

Youth participation in sports and recreational programs plays a vital role in promoting physical health, social skills, and emotional development. With rising childhood obesity rates, encouraging physical activity and introducing healthy lifestyle habits are more important than ever. Engaging in sports and team-based activities also fosters a strong sense of community and civic connection among local families.

The Antioch Recreation Sports Division is committed to creating inclusive opportunities for children, emphasizing accessibility, skill development, sportsmanship, and—most importantly—fun in an active environment.

In addition to youth programming, the Sports Division oversees and maintains more than 35 facilities that are available for local user groups to rent for practices, games, and tournaments—offering even more ways for both youth and adults to stay active.

Adult sports and recreation programs provide valuable opportunities for residents to maintain a healthy lifestyle while benefiting from improved mental wellness, including reduced stress, depression, and social isolation. A well-rounded and accessible sports and recreation program enhances the overall quality of life in our community and adds lasting value to Antioch.

2024-2025 Accomplishments:
 Successfully completed the 2024 Junior Giants League which saw 521 participants.  Successfully completed the 2025 winter season of Junior Warriors which saw 210 players ranging from kindergarten to 8th grade, and 18 volunteer coaches.
 New scoreboards were installed for all three baseball fields at Antioch Community Park and along with several other enchantments to the fields to create a more welcoming atmosphere for our user groups.
 Launched multiple new sports classes- Multi-sport Adventures for ages 4-6 years; Sluggers (baseball) classes for ages 5-13 years; Flag Football classes for ages 8-14 years.

2026 & 2027 Objectives:
 Maximize the usage at our local parks/fields for rental groups  Launch MLS-GO in Spring 2026 (or another suitable time of year). This soccer league would help expand the variety of sports we can offer in the community.
 Offer a one-day clinic for each youth sports league that we offer. This would include basketball in the winter, baseball/softball in the spring and flag football in the summer/fall.
 Refurbish Memorial Field as a playable space and offer rentals for baseball and soccer at this location.  Continue to grow summer sports camp; average 35 campers per week (45% increase from current weekly average).

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

190

RECREATION SERVICES FUND (219) (Continued)

SPORTS PROGRAMS (219-4450) (Continued)

RECREATION SERVICES – SPORTS PROGRAMS (219-4450)

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

Current Service Charges 443,290 480,943 458,100 467,596 501,566 7% Other -53 100 0 200 10,000 4900%
Transfer In – General Fund 75,676 85,159 165,854 177,863 174,110 -2% Total Source of Funds 518,913 566,202 623,954 645,659 685,676 6%

Use of Funds:

Personnel 350,788 374,659 426,910 427,868 463,565 8%
Services & Supplies 168,125 191,543 197,456 217,791 222,111 2% Total Use of Funds 518,913 566,202 624,366 645,659 685,676 6%

Funded FTE'S 1.00 1.00 1.00 1.00 1.00

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

191
RECREATION SERVICES FUND (219) (Continued)

COMMUNITY RECREATION (219-4495)

Community Recreation is a broad-based component of the department that provides programs and services to support a safe, stimulating and diverse community.

Introductory and intermediate level program experiences are planned and delivered for young children, school-age and teens, adults, and families. Residents are encouraged to explore special interests, gather with friends and family, and achieve a healthy lifestyle. Programs and services meet the needs of the community and provide a nurturing environment to address trends and ideas.

Managing and operating the Antioch Community Center is achieved through the community recreation unit. The Community Center hosts numerous programs and events and provides space for partners such as the Antioch Library. It is admired by residents and well-liked for reservable uses such as weddings, church services and family celebrations.

2024-2025 Accomplishments:
 Expanded Community Events: Hosted over 20 family-friendly events—twice as many as the previous year. All events were free or low-cost to foster a sense of community. Highlights included Movie Night, Coastal Cleanup, Big Truck Day, Eggstravaganza & Rec Expo, MLK Day of Service, Fall-O-Ween, Market Saturday, and the July 4th Celebration.
 Culturally Inclusive Programming: Continued to grow cultural events that celebrate the diversity of our community, including Multicultural Day, Juneteenth, and Día de los Muertos.
 Summer Concert Series Growth: Expanded the Summer Concert Series with more performances and increased community attendance at both Prewett Community Park and Waldie Plaza, exceeding engagement levels from FY 2022–2023.  Facility Use and Rentals: Increased weekday and evening facility rentals, demonstrating higher demand and community usage.  Citywide Recreation Guide: Produced and distributed the Recreation Guide three times per year, mailed to all households in zip codes 94509, and 94531.
 Enhanced Marketing and Outreach: Strengthened outreach to existing participants through social media, flyers, business partnerships, banners, and targeted email campaigns. Utilized Constant Contact and Facebook Boost ads to promote events and registration opportunities.  Summer Camp Success: Achieved a 26% increase in summer camp participation year-over-year, with over 60% of campers returning from previous years.
 Expanded Camp Services: Partnered to provide free summer lunches to all youth under 18, including both campers and the broader community.  Camp Enrichment: Introduced special guests—naturalists, musicians, magicians—and local field trips to deepen campers' exposure to science, arts, and theater.
 Revamped Teen Volunteer Program: Reimagined the Junior Recreation Leader volunteer program with a stronger focus on mentorship, leadership training, and purposeful engagement.
 Recreation-Led Classes: Launched new staff-led programs like Cooking, Slime Labs, and Paint Nights, all of which received strong community support and attendance.
2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

192

RECREATION SERVICES FUND (219) (Continued)

COMMUNITY RECREATION (219-4495) (Continued)

2026 & 2027 Objectives:
 Youth Program Expansion: Continue to grow the quality, variety, and number of staff-led youth programs, while expanding offerings to new locations, including the Nick Rodriguez Community Center (NRCC).
 Inclusive Special Events: Build upon existing events to ensure they are welcoming, diverse, and accessible for all community members.  Sponsorship Development: Strengthen the sponsorship program to support and sustain the growing number of community events.  Access Through Scholarships: Maintain and grow scholarship opportunities to provide equitable access to programs for youth and adults.  Staff Development: Invest in ongoing professional development and training for staff at all levels to support program quality and service excellence.  Revenue Growth: Increase departmental revenue through expanded programming, grants, and strategic partnerships.  Marketing & Storytelling: Deepen engagement with current participants through enhanced marketing, surveys, and use of platforms like ActiveNet and Constant Contact. Continue to tell the community’s story by incorporating resident photos and testimonials that reflect belonging and unity.

COMMUNITY RECREATION (219-4495)

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

Investment Income 6,491 5,997 0 515 40 0%
Current Service Charges 564,123 716,845 661,691 672,941 690,637 3% Other 1,341 908 2,000 2,000 18,000 800%
Transfer In – General Fund 1,545,122 1,756,528 2,107,395 1,799,514 2,179,098 21% Transfer In – Child Care Fund 35,000 40,944 40,000 40,000 87,500 119% Total Source of Funds 2,152,077 2,521,222 2,811,086 2,514,970 2,975,275 18%

Use of Funds:

Personnel 1,342,733 1,449,568 1,681,805 1,706,669 1,693,942 -1% Services & Supplies 796,496 1,086,721 1,076,441 1,174,264 1,172,312 0% Total Use of Funds 2,139,229 2,536,289 2,758,246 2,880,933 2,866,254 -1%

Funded FTE'S 6.00 6.00 6.00 6.00 6.00

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

193

RECREATION SERVICES FUND (219) (Continued)

WATER PARK OPERATIONS (219-4630)
The Antioch Water Park serves as a hub for Antioch residents of all ages to relax, recreate, stay active, pursue personal fitness, learn new skills and make memories.

The Community Aquatics Program offers Learn To Swim classes for youth and adults including group classes, private instruction and parent/me lessons. The park is open for general admission Memorial Day through Labor Day, providing local recreation opportunities to residents and families. Water attractions include five water slides, five pools, a splash & spray ground and are designed to serve an array of ages and swim abilities. The lap and sport pools along with the Rattler’s Run and Canyon Cooler slides serve more experienced swimmers. The Tad Pool, Otter & Humphrey’s Slides and Cattail Harbor accommodate younger guests and less experienced swimmers. Recreation staff also provide trainings for individuals to develop their aquatic knowledge and skill set to get certified in a variety of roles including lifeguard, swim instructor, junior lifeguard and lifeguard instructor. The Multi-Use room is utilized by community members for private events, meetings and serves as a venue for year-round classes.
2024-2025 Accomplishments:
 General admission remained steady with over 40,000 guests visiting the park each year.  Season Pass Memberships continue to be popular with over 500 being purchased in 2024.  Our swim lesson program has grown from 641 participants in 2023 to 1,068 participants in 2024.  New theme nights were added to the Water Park After Dark special event series, which ended in 2024.  Continued to improve our special events including Eggstravaganza and Falloween, both exceeding 600 guests in 2024.  Completed roof replacement and fence line replacement and upgrade.  Progress was made in the locker rooms with new counter tops. The back bathrooms were completely remodeled.  Cattail Harbor Spray Park was completely overhauled and is fully functional for summer 2025.  Replaced nine sets of stairs throughout the park to improve safety.  Tad Pool was replastered and retiled.
 Resurfaced, repaired and repainted Boulder Cove slides.  Break room (including managers office) remodel.
 Upgrades made to Gator Grill concession area include new ice machine, lighting upgrades and Coca Cola implementation.  Installed dumpster enclosures and three sort trash bins throughout the park.

2026 & 2027 Objectives:
 Complete siding replacement project.
 Upgrade mechanical rooms and equipment to more efficient methods.  Complete locker room update project (replace bathroom stall partitions, fully functioning shower stalls).  Replace Prewett Peak and install new water slides.
 Resurface Boulder and Lap Pools.

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

194

RECREATION SERVICES FUND (219) (Continued)

WATER PARK OPERATIONS (219-4630) (Continued)
2026 & 2027 Objectives (Cont.):
 Repair Sport Pool and replace surrounding deck areas.  Continue resurfacing and maintenance on old deck texture areas to match new areas.  Renovation to Spray Park surrounding areas.
 Develop and implement aquatic therapy programs for our community.  Improve and expand on Multi Use room and rentals/programs that utilize it.  Implement online ordering system for Gator Grill concessions.  Form partnership with Antioch Unified School District to expand aquatics programs throughout Antioch.  Work with Special Olympics Northern California to bring aquatic programs to their athletes.  Invest in pool covers to increase efficiency and effectiveness of pool equipment.  Continue meeting State of California and Contra Costa County requirements and regulations for operations.  Provide programs, classes and activities based on industry trends and community needs.  Evaluate current programs for quality experience, attendance, and fee structures.

WATER PARK OPERATIONS (219-4630)

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

Current Service Charges 908,014 680,941 1,125,350 1,125,350 1,148,243 2% Other 4,441 2,410 3,000 3,000 5,000 67%
Transfer In – Gen Fund/Child Care Fund 1,573,335 1,842,237 1,389,163 1,576,351 1,600,716 2% Total Source of Funds 2,485,790 2,525,588 2,517,513 2,704,701 2,753,959 2%

Use of Funds:

Personnel 1,241,717 1,513,472 1,443,647 1,453,912 1,642,648 13% Services & Supplies 836,825 1,011,061 1,077,904 1,086,352 1,111,311 2% Capital Expense 241,758 1,055 164,437 164,437 0 -100%
Total Use of Funds 2,320,300 2,525,588 2,685,988 2,704,701 2,753,959 2% Funded FTE'S 3.00 3.00 3.00 3.00 3.00

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

195

TRAFFIC SIGNAL FUND (220)

This fund accounts for traffic signal fees collected from developers to fund off-site traffic signals.

TRAFFIC SIGNAL FUND (FUND 220)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $668,986 $659,985 $816,399 $816,399 $450,647

Revenue Source:

Investment Income 12,809 26,115 5,500 30,000 13,000 -57% Revenue from Other Agencies 0 0 2,520,540 0 3,348,540 100% Current Service Charges 79,584 132,141 119,000 80,000 119,000 49% Total Revenue 92,393 158,256 2,645,040 110,000 3,480,540 3064%

Expenditures:

Services & Supplies 1,310 912 1,007 1,007 1,000 -1%
Signals/Various Locations 99,966 819 3,265,189 474,589 3,640,540 667% Internal Services 118 111 111 156 200 28%
Total Expenditures 101,394 1,842 3,266,307 475,752 3,641,740 665%

Ending Balance, June 30 $659,985 $816,399 $195,132 $450,647 $289,447

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

196

ASSET FORFEITURE (221)

This fund accounts for monies seized during drug enforcement activities. Monies are held by the City until cases are settled by the courts. Monies are then either reverted to the City or returned to the rightful owner. Monies reverted to the City must be used for legitimate law enforcement purposes.

ASSET FORFEITURE (FUND 221)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $108,949 $124,917 $152,350 $152,350 $49,796

Revenue Source:

Investment Income 13,172 29,146 3,000 30,000 32,000 7% Asset Forfeiture 4,903 0 5,000 1,182 5,000 323%
Total Revenue 18,075 29,146 8,000 31,182 37,000 19%

Expenditures:

Services & Supplies 1,526 980 133,300 132,800 1,000 -99% Internal Services 581 733 733 936 1,407 50%
Total Expenditures 2,107 1,713 134,033 133,736 2,407 -98%

Ending Balance, June 30 $124,917 $152,350 $26,317 $49,796 $84,389

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

197

MEASURE J GROWTH MANAGEMENT FUND (222)

Measure J revenue is derived from a voter-approved, one-half cent sales tax in Contra Costa County. The City receives allocations from the Contra Costa Transportation Authority (CCTA) to be used for transportation improvement and maintenance projects provided that the City complies with the Growth Management Program. Formally Measure C which expired March 30, 2009; voters approved Measure J which began April 1, 2009, to continue this measure.

MEASURE J GROWTH MANAGEMENT (FUND 222)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $2,798,479 $2,313,094 $2,595,025 $2,595,025 $1,213,825

Revenue Source:

Investment Income 51,995 86,856 50,000 100,000 85,000 -15% Revenue from Other Agencies 0 1,741,217 1,565,650 3,101,304 1,743,201 -44% Total Revenue 51,995 1,828,073 1,615,650 3,201,304 1,828,201 -43%

Expenditures:

Personnel 16,731 26,274 6,865 6,865 6,865 0%
Services & Supplies 111,936 421,069 237,405 460,538 193,500 -58% Capital Projects 405,502 1,091,429 2,584,847 4,105,000 2,015,363 -51% Transfer Out 0 0 1,200,000 0 0 0%
Internal Services 3,211 7,370 7,714 10,101 13,086 30%
Total Expenditures 537,380 1,546,142 4,036,831 4,582,504 2,228,814 -51%

Ending Balance, June 30 $2,313,094 $2,595,025 $173,844 $1,213,825 $813,212

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

198

MEASURE J GROWTH MANAGEMENT FUND (222) (Continued)

The following is a list of budgeted capital projects:

2024-25 2025-26
Capital Projects Revised Proposed
Pavement Surface Treatments $10,000 $1,400,000
Countywide Smart Signals 0 65,363
Sidewalk/Handicap/Pedestrian Improvements 485,000 0
L Street Improvements 2,669,000 0
Median Island Improvements 941,000 550,000
Total Capital Projects $4,105,000 $2,015,363

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

199

CHILD CARE FUND (223)

The Child Care Fund accounts for lease revenue received from the YWCA and City expenditures relating to the Mary Rocha Child Care Center at 931 Cavallo Road.

In 1990 the City purchased a modular building for $240,000 and made improvements in the amount of $75,000 for a low income child care facility. The land and modular building of the center belong to the City.

CHILD CARE (FUND 223)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $167,134 $196,027 $222,756 $222,756 $252,810

Revenue Source:

Investment Income 3,104 8,577 3,000 9,000 8,000 -11%
Current Service Charges 97,893 100,731 98,613 103,955 107,074 3% Total Revenue 100,997 109,308 101,613 112,955 115,074 2%

Expenditures:

Services & Supplies 2,026 2,441 2,844 2,717 2,950 9%
Transfers Out – Recreation 70,000 80,000 80,000 80,000 175,000 119% Internal Services 78 138 138 184 257 40%
Total Expenditures 72,104 82,579 82,982 82,901 178,207 115%

Ending Balance, June 30 $196,027 $222,756 $241,387 $252,810 $189,677

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

200

TIDELANDS FUND (225)

In 1990, the California State Legislature passed Assembly Bill 1900 that created tidelands entitlement areas. Funds are generated by payments from the lessees of the City's tidelands areas. This revenue is limited to improving accessibility and/or protection of the City's waterfront areas.

TIDELANDS (FUND 225)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $125,430 $134,359 $146,871 $146,871 $159,790

Revenue Source:

Investment Income 2,016 5,119 2,000 5,500 3,000 -45%
Current Service Charges 7,420 7,584 8,428 7,738 7,801 1% Total Revenue 9,436 12,703 10,428 13,238 10,801 -18%

Expenditures:

Services & Supplies 258 177 250 300 75,250 24983%
Internal Services 249 14 14 19 24 26%
Total Expenditures 507 191 264 319 75,274 23497%

Ending Balance, June 30 $134,359 $146,871 $157,035 $159,790 $95,317

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

201

SOLID WASTE REDUCTION FUND (226)

This fund has two programs operated by the Environmental Sustainability and Resilience Division of 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 Reduction Program was established to help the City meet State mandates to divert waste from landfills through waste reduction, reuse and recycling.

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

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

Beginning Balance, July 1 $218,826 $261,552 $379,421 $379,421 $334,902

Revenue Source:

Investment Income 9,022 18,014 1,000 30,000 20,000 -33% Revenue from Other Agencies 206,594 45,173 211,788 214,134 164,000 -23% Franchise Fees 160,000 320,000 320,000 320,000 400,000 25% Other 31,961 36,599 23,000 23,000 0 -100%
Total Revenue 407,577 419,786 555,788 587,134 584,000 -1%

Expenditures:

Personnel 156,888 165,208 263,831 263,831 272,395 3%
Services & Supplies 166,803 102,491 319,898 322,406 248,716 -23% Internal Services 41,160 34,218 39,163 45,416 38,149 -16% Total Expenditures 364,851 301,917 622,892 631,653 559,260 -11%

Ending Balance, June 30 $261,552 $379,421 $312,317 $334,902 $359,642

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

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

202

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 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Revenue from Other Agencies 17,613 15,987 14,000 16,346 14,000 -14% Total Source of Funds 17,613 15,987 14,000 16,346 14,000 -14%

Use of Funds:

Personnel 0 0 1,050 1,050 1,050 0%
Services & Supplies 14,564 14,830 18,200 19,005 13,000 -32% Internal Services 1,774 2,689 2,931 3,641 2,804 -23%
Total Use of Funds 16,338 17,519 22,181 23,696 16,854 -29%

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

203

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).

2024-2025 Accomplishments:
 Launched Residential Organics Diversion Program, including the required route auditing.  Provide assistance to multi-family properties on Organics program implementation and outreach to residents.  Launched Resource Recovery Ambassador training program to create subject matter experts on the 3-sort program throughout the community.  Coordinated with Code Enforcement to begin enforcement for organics diversion and food recovery as required by SB1383. 2026 & 2027 Objectives:
 Assist Tier 2 food generators in their food recovery efforts as mandated by SB1383 (beginning in FY2025).  Continue to assistance to multi-family properties on Organics program implementation and outreach to residents.  Create a staffing pool of Resource Recovery Ambassadors to assist with 3-sort program at city organized special events.

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

204

SOLID WASTE REDUCTION FUND (226) (Continued)

SOLID WASTE REDUCTION (226-5225)

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

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

Use of Funds:

Personnel 156,888 165,208 262,781 262,781 271,345 3%
Services & Supplies 152,239 87,661 301,698 303,401 235,716 -22% Internal Services 39,386 31,529 36,232 41,775 35,345 -15% Total Use of Funds 348,513 284,398 600,711 607,957 542,406 -11%

Funded FTE'S 0.78 0.78 0.78 0.78 0.78

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

205

ABANDONED VEHICLE FUND (228)

This fund accounts for revenue from AB 4114, which charges a $1.00 fee on the registration of all vehicles located in the City. The funds are received from the County and are used to remove abandoned vehicles from City streets.

ABANDONED VEHICLE (FUND 228)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $670,113 $787,671 $882,907 $882,907 $979,222

Investment Income 10,476 28,995 5,000 32,000 20,000 -38% Revenue from Other Agencies 112,620 71,458 100,000 93,599 100,000 7% Total Revenues 123,096 100,453 105,000 125,599 120,000 -4%

Expenditures:

Personnel 55 838 22,096 22,096 22,096 0%
Services & Supplies 1,595 1,308 27,900 2,900 27,900 862% Transfer Out – General Fund 0 0 0 0 300,000 100%
Internal Services 3,888 3,071 3,209 4,288 5,407 26%
Total Expenditures 5,538 5,217 53,205 29,284 355,403 1114%

Ending Balance, June 30 $787,671 $882,907 $934,702 $979,222 $743,819

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

206

NATIONAL POLLUTANT DISCHARGE ELIMINATION (NPDES) FUND (229)

This fund was established to account for activities related to the National Pollutant Discharge Elimination System (NPDES). NPDES was mandated by the Clean Water Act of 1987 and to monitor and reduce storm water pollution. The program is administered in the State of California by the Water Quality Control Board and is funded by a parcel tax of $25.00 per equivalent residential parcel.

NATIONAL POLLUTANT DISCHARGE ELIMINATION SERVICES (NPDES) (FUND 229) Statement of Revenues, Expenditures and Change in Fund Balance

2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $1,819,181 $3,990,402 $3,639,999 $3,639,999 $2,634,553

Revenue Source:

Investment Income 4,548 138,306 5,000 120,000 60,000 -50% Settlement Funds 2,616,081 0 0 0 0 0%
Assessment Fees 878,674 742,607 825,000 825,000 825,000 0% Other 190 260 0 0 0 0%
Transfers In - SLLMD 70,000 70,000 70,000 70,000 70,000 0% Total Revenues 3,569,493 951,173 900,000 1,015,000 955,000 -6%

Expenditures:

Personnel 541,392 475,624 715,069 627,535 678,065 8%
Services & Supplies 537,374 437,303 1,085,291 889,804 763,404 -14% Capital Projects 93 0 500,000 50,000 100,000 100%
Transfers Out – General Fund 229,331 243,158 260,323 260,323 263,549 1% Internal Services 90,082 145,491 167,277 192,784 163,224 -15% Total Expenditures 1,398,272 1,301,576 2,727,960 2,020,446 1,968,242 -3%

Ending Balance, June 30 $3,990,402 $3,639,999 $1,812,039 $2,634,553 $1,621,311

Funded Funded
Funded FTE’s: 2024-25 2025-26
Channel Maintenance 4.24 4.24
2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

207

NATIONAL POLLUTANT DISCHARGE ELIMINATION (NPDES) FUND (229) (Continued)

STORM DRAIN ADMINISTRATION (229-5230)

Storm Drain Administration accounts for the revenues and expenditures of monitoring and maintaining the program.

STORM DRAIN ADMINISTRATION (229-5230)

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

Investment Income 4,548 138,306 5,000 120,000 60,000 -50% Assessment Fees 878,674 742,607 825,000 825,000 825,000 0% Total Source of Funds 883,222 880,913 830,000 945,000 885,000 -6%

Use of Funds:

Services & Supplies 108,417 53,132 360,416 173,000 323,500 87% Transfers Out – General Fund 150,000 150,000 150,000 150,000 150,000 0% Internal Services 11,661 17,517 18,413 24,416 17,590 -28% Total Use of Funds 270,078 220,649 528,829 347,416 491,090 41%

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

208

NATIONAL POLLUTANT DISCHARGE ELIMINATION (NPDES) FUND (229) (Continued)

CHANNEL MAINTENANCE OPERATIONS (229-2585)

This activity is responsible for maintaining, in a safe and serviceable condition, all catch basins, storm channels, creeks, culverts and concrete lined “V” ditches in open space, that handle storm water run-off in the City of Antioch’s jurisdiction. Personnel assigned to this activity remove debris, illegally dumped trash, perform weed abatement activities including chemical vegetation control, stencil storm drain inlets, perform work associated with flooding, erosion control, channel beautification, arrange for and monitor contract maintenance work, interact with regulatory agencies responsible for protecting water quality and wildlife when performing required maintenance activities and developing projects which require permits from the Department of Fish and Game, the Central Valley Regional Water Quality Control Board, and the Army Corps of Engineers.

CHANNEL MAINTENANCE (229-2585)

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

Source of Funds:

Settlement Funds 2,616,081 0 0 0 0 0%
Transfers In - SLLMD 70,000 70,000 70,000 70,000 70,000 0% Other 190 260 0 0 0 0%
Total Source of Funds 2,686,271 70,260 70,000 70,000 70,000 0%

Use of Funds:

Personnel 541,392 475,624 715,069 627,535 678,065 8%
Services & Supplies 428,957 384,171 724,875 716,804 439,904 -39% Trash Capture Devices 93 0 500,000 50,000 100,000 100% Transfers Out – General Fund 79,331 93,158 110,323 110,323 113,549 3% Internal Services 78,421 127,974 148,864 168,368 145,634 -14% Total Use of Funds 1,128,194 1,080,927 2,199,131 1,673,030 1,477,152 -12%

Funded FTE'S 4.24 4.24 4.24 4.24 4.24

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

209

SUPPLEMENTAL LAW ENFORCEMENT SERVICES FUND GRANT (SLESF) (232)

This fund accounts for the revenue dispersed by the State to local jurisdictions for the staffing of “front line” officers. This money is passed through the County.

SUPPLEMENTAL LAW ENFORCEMENT GRANT (FUND 232)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $25,344 $0 $0 $0 $0

Revenue Source:

Investment Income 3,852 2,915 1,000 3,200 2,500 -22%
Revenue From Other Agencies 290,570 332,622 275,000 348,479 330,000 -5% Total Revenue 294,422 335,537 276,000 351,679 332,500 -5%

Expenditures:

Services & Supplies 230 126 60 125 125 0%
Transfer Out – General Fund 319,536 335,411 275,940 351,554 332,375 -5% Total Expenditures 319,766 335,537 276,000 351,679 332,500 -5%

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

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

210

BYRNE GRANT (233)

This fund accounts for public safety funding allocated under the Fiscal Year 1996 Omnibus Appropriations Act. Funds may be used for a wide variety of activities from increasing personnel and equipment resources for law enforcement to developing and supporting programs to enhance effective criminal justice processes.

BYRNE GRANT (FUND 233)
Statement of Revenues, Expenditures and Change in Fund Balance

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

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

Revenue Source:

Revenue From Other Agencies 0 47,058 0 50,685 43,462 -14% Total Revenue 0 47,058 0 50,685 43,462 -14%

Expenditures:

Services & Supplies 0 2,353 0 2,535 2,535 0%
Transfer Out – General Fund 0 44,705 0 48,150 40,927 -15% Total Expenditures 0 47,058 0 50,685 43,462 -14%

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

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

211

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 %
Actual Actual Budget Revised Proposed Change

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

Revenue Source:

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

Expenditures:

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

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

*NOTE: $5.7M of ending balance represents loan receivable balances. Remaining funds represent program income (loan repayments).

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

212

TRAFFIC SAFETY (237)

This fund accounts for fines and forfeitures received under Section 1463 of the Penal Code. Funds shall be used exclusively for official traffic control devices, the maintenance thereof, equipment and supplies for traffic law enforcement and traffic accident prevention.

TRAFFIC SAFETY (FUND 237)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $41,060 $23,042 $12,782 $12,782 $13,574

Revenue Source:

Investment Income 652 972 500 850 850 0%
Vehicle Code Fines 101,382 69,956 110,000 48,000 75,000 56% Total Revenue 102,034 70,928 110,500 48,850 75,850 55%

Expenditures:

Services & Supplies 48 47 110 50 50 0%
Transfer Out – General Fund 120,000 81,135 110,000 48,000 75,000 56% Internal Services 4 6 6 8 10 25%
Total Expenditures 120,052 81,188 110,116 48,058 75,060 56%

Ending Balance, June 30 $23,042 $12,782 $13,166 $13,574 $14,364

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

213

PEG FRANCHISE FEE (238)

This fund accounts for a 1% fee collected from video franchises to support local Public, Educational and Governmental Programming (PEG).

PEG FRANCHISE FEE (FUND 238)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $149,649 $374,361 $552,540 $552,540 $646,109

Revenue Source:

Investment Income (90) 13,985 5,000 20,000 22,000 10% Franchise Fees 236,253 217,568 255,000 182,000 185,640 2% Total Revenue 236,163 231,553 260,000 202,000 207,640 3%

Expenditures:

Services & Supplies 6,787 47,837 130,300 100,800 90,850 -10% Internal Services 4,664 5,537 5,744 7,631 9,885 30%
Total Expenditures 11,451 53,374 136,044 108,431 100,735 -7%

Ending Balance, June 30 $374,361 $552,540 $676,496 $646,109 $753,014

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

214

STREET IMPACT FUND (241)

This fund accounts for the street impact fee portion of the garbage franchise agreement approved on August 9, 2005. These funds are earmarked for road repair work.

STREET IMPACT FUND (FUND 241)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $560,601 $582,653 $449,959 $449,959 $303,568

Revenue Source:

Investment Income 10,200 27,757 10,000 30,000 32,000 7% Franchise Fees 1,907,054 1,738,984 1,940,900 1,750,000 1,785,000 2% Total Revenue 1,917,254 1,766,741 1,950,900 1,780,000 1,817,000 2%

Expenditures:

Services & Supplies 1,274 1,235 1,200 1,300 1,500 15%
Transfer Out – General Fund 1,893,893 1,898,135 1,925,000 1,925,000 1,650,000 -14% Internal Services 35 65 65 91 115 26%
Total Expenditures 1,895,202 1,899,435 1,926,265 1,926,391 1,651,615 -14%

Ending Balance, June 30 $582,653 $449,959 $474,594 $303,568 $468,953

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

215

SB1186 DISABILITY ACCESS (242)

This fund accounts for a $4 state fee collected with new or renewed business licenses for the purposes of increasing disability access and compliance with construction-related accessibility requirements.

SB1186 DISABILITY ACCESS (FUND 242)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $125,219 $162,535 $205,324 $205,324 $240,016

Revenue Source:

Investment Income 1,743 6,363 500 8,000 8,000 0%
Charges for Services 35,852 36,659 32,600 37,000 37,000 0% Total Revenue 37,595 43,022 33,100 45,000 45,000 0%

Expenditures:

Services & Supplies 279 227 10,225 10,300 10,300 0%
Internal Services 0 6 6 8 10 25%
Total Expenditures 279 233 10,231 10,308 10,310 0%

Ending Balance, June 30 $162,535 $205,324 $228,193 $240,016 $274,706

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

216

ADU ACCELERATOR PROGRAM (243)

This fund accounts monies the City received to establish a rebate/incentive program within the City for Accessory Dwelling Unit (ADU) building permits.

Funds will be used (1) to provide rebates to applicants/homeowners that construct an ADU upon finalization of the building permit; and (2) for the City to hire designers to draw up ADU architecture/construction plans that applicants can use for their ADU projects.

ADU ACCELERATOR PROGRAM (FUND 243)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $0 $0 $0 $0 $3,200

Revenue Source:

Investment Income 0 0 0 3,500 0 -100%
Revenue from other Agencies 0 0 0 266,229 0 -100%
Total Revenue 0 0 0 269,729 0 -100%

Expenditures:

Services & Supplies 0 0 0 266,529 3,200 -99%
Total Expenditures 0 0 0 266,529 3,200 -99%

Ending Balance, June 30 $0 $0 $0 $3,200 $0

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

217

STREET LIGHT AND LANDSCAPE MAINTENANCE DISTRICT FUNDS

These funds were established to account for revenue and related expenditures of lighting and landscape activities in areas throughout the City. Each district provides a variety of services to maintain landscaped and non landscaped areas, including minor medians, open space, cul-de-sacs, trails, right-of-ways, and neighborhood landscaping.

LONE TREE WAY MAINTENANCE DISTRICT FUND (251)
This fund consists of four maintenance zones, providing a variety of services to maintain landscaped and non-landscaped areas, including minor medians, open space, cul-de-sacs, trails, right-of-ways, and neighborhood landscaping.

LONE TREE MAINTENANCE DISTRICT (FUND 251)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $429,864 $542,624 $764,958 $764,958 $178,676

Revenue Source:

Investment Income 7,537 18,644 500 19,000 3,500 -82%
Assessments 640,183 669,491 640,181 656,729 656,729 0% Transfer In – General Fund 240,000 441,000 380,000 380,000 370,000 0% Total Revenue 887,720 1,129,135 1,020,681 1,055,729 1,030,229 -2%

Expenditures:

Personnel 124,429 129,022 163,824 163,811 181,118 11%
Services & Supplies 443,539 507,026 1,039,413 1,039,179 487,140 -53% Transfers Out 161,802 204,537 341,880 350,084 277,385 -21% Internal Services 45,190 66,216 73,371 88,937 121,327 36% Total Expenditures 774,960 906,801 1,618,488 1,642,011 1,066,970 -35%

Ending Balance, June 30 $542,624 $764,958 $167,151 $178,676 $141,935

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

218

LONE TREE WAY MAINTENANCE DISTRICT FUND (251) (Continued)

LONE TREE WAY MAINTENANCE DISTRCT STAFFING SUMMARY

Funded Funded
Funded FTE’s: 2024-25 2025-26
Zone 1 0.1370 0.1370
Zone 2 0.5385 0.5385
Zone 3 0.4820 0.4820
Zone 4 0.0250 0.0250
Total Funded FTE’s 1.1825 1.1825

LONE TREE MAINTENANCE DISTRICT - ZONE 1 (251-4511)

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

Investment Income 7,537 18,644 500 19,000 3,500 -82%
Assessment Fees 148,750 155,559 148,749 149,032 149,032 0% Total Source of Funds 156,287 174,203 149,249 168,032 152,532 -9%

Use of Funds:

Personnel 19,716 16,877 20,615 24,603 26,152 6%
Services & Supplies 91,426 83,424 162,671 162,589 98,778 -39% Transfers Out 16,302 21,254 37,165 38,116 29,694 -22%
Internal Services 10,114 13,484 14,520 18,233 24,386 34% Total Use of Funds 137,558 135,039 234,971 243,541 179,010 -26%

Funded FTE'S 0.1370 0.1370 0.1370 0.1370 0.1370

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

219

LONE TREE WAY MAINTENANCE DISTRICT FUND (251) (Continued)

LONE TREE MAINTENANCE DISTRICT – ZONE 2 (251-4512)

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

Assessment Fees 198,161 207,233 198,160 198,537 198,537 0% Transfer In – General Fund 150,000 251,000 229,000 229,000 200,000 -13% Total Source of Funds 348,161 458,233 427,160 427,537 398,537 -7%

Use of Funds:

Personnel 55,823 57,790 70,733 69,531 78,109 12%
Services & Supplies 164,574 208,537 396,132 396,023 175,415 -56% Transfers Out 64,078 83,539 146,084 149,820 116,713 -22% Internal Services 16,908 26,479 29,798 35,373 48,912 38% Total Use of Funds 301,383 376,345 642,747 650,747 419,149 -36%

Funded FTE'S 0.5385 0.5385 0.5385 0.5385 0.5385

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

220

LONE TREE WAY MAINTENANCE DISTRICT FUND (251) (Continued)

LONE TREE MAINTENANCE DISTRICT - ZONE 3 (251-4513)

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

Assessment Fees 216,761 226,686 216,762 217,173 217,173 0% Transfer In – General Fund 90,000 190,000 151,000 151,000 170,000 13% Total Source of Funds 306,761 416,686 367,762 368,173 387,173 5%

Use of Funds:

Personnel 45,375 49,260 66,417 63,818 70,614 11%
Services & Supplies 148,166 171,385 395,448 395,328 166,947 -58% Transfers Out 57,355 74,774 130,756 134,100 104,467 -22% Internal Services 14,273 20,307 22,727 27,231 37,398 37% Total Use of Funds 265,169 315,726 615,348 620,477 379,426 -39%

Funded FTE'S 0.4820 0.4820 0.4820 0.4820 0.4820

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

221

LONE TREE WAY MAINTENANCE DISTRICT FUND (251) (Continued)

LONE TREE MAINTENANCE DISTRICT - ZONE 4 (251-4514)

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

Assessment Fees 76,511 80,013 76,510 91,987 91,987 0%
Total Source of Funds 76,511 80,013 76,510 91,987 91,987 0%

Use of Funds:

Personnel 3,515 5,095 6,059 5,859 6,243 7%
Services & Supplies 39,373 43,680 85,162 85,239 46,000 -46% Transfers Out 24,067 24,970 27,875 28,048 26,511 -5%
Internal Services 3,895 5,946 6,326 8,100 10,631 31%
Total Use of Funds 70,850 79,691 125,422 127,246 89,385 -30%

Funded FTE'S 0.025 0.025 0.025 0.025 0.025

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

222

DOWNTOWN MAINTENANCE DISTRICT FUND (252)

The Downtown Maintenance District provides a variety of services to maintain landscaped and non-landscaped areas, including minor medians, fishing pier, trails, right-of-ways, flowerbeds and parking lots; assists in community events as needed including 4th of July, street fairs, and banner installations.

DOWNTOWN MAINTENANCE DISTRICT (FUND 252)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $115,725 $196,693 $269,723 $269,723 $140,316

Revenue Source:

Investment Income 548 2,644 50 8,000 2,500 -69%
Transfers In 235,458 235,458 235,458 235,458 175,000 -26% Total Revenue 236,006 238,102 235,508 243,458 177,500 -27%

Expenditures:

Personnel 88,723 76,796 113,122 103,813 114,206 10%
Services & Supplies 44,077 43,685 210,202 210,352 48,308 -77% Transfer Out 2,380 3,102 5,425 5,564 4,334 -22%
Internal Services 19,858 41,489 50,451 53,136 80,678 52% Total Expenditures 155,038 165,072 379,200 372,865 247,526 -34%

Ending Balance, June 30 $196,693 $269,723 $126,031 $140,316 $70,290

Funded Funded
2024-25 2025-26
Funded FTE’s: 0.686 0.686

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

223

ALMONDRIDGE MAINTENANCE DISTRICT FUND (253)

Almondridge Maintenance District Provides a variety of services to maintain landscaped and non-landscaped areas, including minor medians, open space, cul-de- sacs, trails, right-of-ways, and neighborhood landscaping.

ALMONDRIDGE MAINTENANCE DISTRICT (FUND 253)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $71,344 $70,258 $79,050 $79,050 $59,709

Revenue Source:

Investment Income 2,610 3,287 500 2,500 2,500 0%
Assessment Fees 102,436 107,126 102,436 109,682 109,682 0% Total Revenue 105,046 110,413 102,936 112,182 112,182 0%

Expenditures:

Personnel 3,514 5,095 6,062 6,022 6,360 6%
Services & Supplies 41,580 33,040 57,279 57,254 50,062 -13% Transfer Out 57,975 58,878 61,783 61,956 60,419 -2%
Internal Services 3,063 4,608 4,919 6,291 8,244 31%
Total Expenditures 106,132 101,621 130,043 131,523 125,085 -5%

Ending Balance, June 30 $70,258 $79,050 $51,943 $59,709 $46,806

Funded Funded
2024-25 2025-26
Funded FTE’s: 0.025 0.025

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

224

HILLCREST MAINTENANCE DISTRICT FUND (254)

Hillcrest Maintenance District consists of four maintenance zones, providing services to maintain landscaped and non-landscaped areas, including minor medians, open space, cul-de-sacs, trails, right-of-ways, and neighborhood landscaping.

HILLCREST MAINTENANCE DISTRICT (FUND 254)
Statement of Revenues, Expenditures and Change in Fund Balance 2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $826,329 $963,839 $1,050,641 $1,050,641 $136,749

Revenue Source:

Investment Income 15,654 36,501 1,000 32,000 15,000 -53% Assessment Fees 828,284 866,205 828,283 829,887 829,887 0% Transfer In – General Fund 217,000 274,000 564,000 629,000 400,000 -36% Total Revenue 1,060,938 1,176,706 1,393,283 1,490,887 1,244,887 -17%

Use of Funds:

Personnel 151,171 175,179 216,869 272,297 232,488 -15% Services & Supplies 531,272 560,540 1,547,632 1,547,176 518,226 -67% Transfers Out 183,844 239,678 419,122 429,841 334,858 -22% Internal Services 57,141 114,507 125,180 155,465 207,159 33% Total Use of Funds 923,428 1,089,904 2,308,803 2,404,779 1,292,731 -46%

Ending Balance, June 30 $963,839 $1,050,641 $135,121 $136,749 $88,905

Funded Funded
Funded FTE'S: 2024-25 2025-26
Zone 1 0.6225 0.6225
Zone 2 0.4225 0.4225
Zone 4 0.5000 0.5000
Total Funded FTE’s: 1.5450 1.5450

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

225

HILLCREST MAINTENANCE DISTRICT FUND (254) (Continued)

HILLCREST MAINTENANCE DISTRICT, ZONE 1 (254-4541)

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

Investment Income 15,654 36,501 1,000 32,000 15,000 -53% Assessment Fees 276,456 289,113 276,456 276,981 276,981 0% Transfer In – General Fund 82,000 117,000 202,000 202,000 140,000 -31% Total Source of Funds 374,110 442,614 479,456 510,981 431,981 -15%

Use of Funds:

Personnel 65,581 71,322 86,654 86,366 94,866 10%
Services & Supplies 180,412 170,353 381,539 381,386 175,463 -54% Transfers Out 74,073 96,569 168,870 173,188 134,918 -22% Internal Services 22,116 31,769 35,606 42,481 58,559 38% Total Use of Funds 342,182 370,013 672,669 683,421 463,806 -32%

Funded FTE’s 0.6225 0.6225 0.6225 0.6225 0.6225

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

226

HILLCREST MAINTENANCE DISTRICT FUND (254) (Continued)

HILLCREST MAINTENANCE DISTRICT ZONE 2 (254-4542)

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

Assessment Fees 365,066 381,779 365,065 365,759 365,759 0% Transfer In – General Fund 0 22,000 92,000 157,000 85,000 -46% Total Source of Funds 365,066 403,779 457,065 522,759 450,759 -14%

Use of Funds:

Personnel 41,187 53,264 58,711 117,258 63,043 -46%
Services & Supplies 186,998 205,375 870,931 870,730 186,955 -79% Transfers Out 50,274 65,543 114,614 117,545 91,571 -22% Internal Services 18,884 61,414 65,900 84,433 109,419 30% Total Use of Funds 297,343 385,596 1,110,156 1,189,966 450,988 -62%

Funded FTE’s 0.4225 0.4225 0.4225 0.4225 0.4225

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

227

HILLCREST MAINTENANCE DISTRICT FUND (254) (Continued)

HILLCREST MAINTENANCE DISTRICT, ZONE 4 (254-4544)

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

Revenue Source:

Assessment Fees 186,762 195,313 186,762 187,147 187,147 0% Transfer In – General Fund 135,000 135,000 270,000 270,000 175,000 -35% Total Revenue 321,762 330,313 456,762 457,147 362,147 -21%

Use of Funds:

Personnel 44,403 50,593 71,504 68,673 74,579 9%
Services & Supplies 163,862 184,812 295,162 295,060 155,808 -47% Transfers Out 59,497 77,566 135,638 139,108 108,369 -22% Internal Services 16,141 21,324 23,674 28,551 39,181 37% Total Use of Funds 283,903 334,295 525,978 531,392 377,937 -29%

Funded FTE'S 0.50 0.50 0.50 0.50 0.50

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

228

PARK MAINTENANCE DISTRICT 1-A FUND (255)

Park Maintenance District 1-A provides services to maintain landscaped and non-landscaped areas, including minor medians, open space, cul-de-sacs, trails, right- of-ways, and neighborhood landscaping. Services are also provided for the District owned and operated RV storage facility.

Park 1A Maintenance District (FUND 255)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $188,333 $234,751 $288,900 $288,900 $242,209

Revenue Sources:

Taxes 55,954 57,682 53,707 59,505 61,176 3%
Investment Income & Rentals 47,149 50,096 47,590 54,490 72,490 33% Revenue from Other Agencies 261 253 260 260 260 0%
Total Revenues 103,364 108,031 101,557 114,255 133,926 17%

Expenditures:

Personnel 2,812 4,076 4,848 4,848 5,086 5%
Services & Supplies 46,074 38,215 139,064 139,064 45,430 -67% Transfers Out 2,380 3,102 5,424 5,564 4,334 -22%
Internal Services 5,680 8,489 8,902 11,470 15,291 33% Total Expenditures 56,946 53,882 158,238 160,946 70,141 -56%

Ending Balance, June 30 $234,751 $288,900 $232,219 $242,209 $305,994

Funded Funded
2024-25 2025-26
Funded FTE'S: 0.02 0.02

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

229

CITYWIDE DISTRICT 2A MAINTENANCE DISTRICT FUND (256)

Citywide District 2A Maintenance District consists of seven open and three un-funded maintenance zones, providing a variety of services to maintain landscaped and non-landscaped areas, including minor medians, 87 acres of open space, 148 cul-de-sacs, 28,000 linear feet of trails, 15 acres of right-of-way, and 6 subdivision entrance signs. One new zone was added in this district during fiscal 06/07 in the Markley Creek area.

CITYWIDE 2A MAINTENANCE DISTRICT (FUND 256)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $480,033 $578,508 $725,012 $725,012 $240,964

Revenue Source:

Investment Income 7,615 17,163 1,000 18,000 15,000 -17% Assessment Fees 411,981 430,842 411,981 406,209 406,209 0% Transfers In 367,000 381,000 733,000 673,000 358,000 -47% Total Revenue 786,596 829,005 1,145,981 1,097,209 779,209 -29%

Expenditures:

Personnel 69,127 78,551 103,707 100,452 109,928 9%
Services & Supplies 477,379 400,400 1,177,178 1,176,903 446,365 -62% Transfers Out 94,073 136,569 208,871 213,190 174,920 -18% Internal Services 47,542 66,981 72,265 90,712 121,294 34% Total Expenditures 688,121 682,501 1,562,021 1,581,257 852,507 -46%

Ending Balance, June 30 $578,508 $725,012 $308,972 $240,964 $167,666

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

230

CITYWIDE DISTRICT 2A MAINTENANCE DISTRICT FUND (256) (Continued)

CITYWIDE DISTRICT 2A MAINTENANCE DISTRICT STAFFING SUMMARY

Funded Funded
Funded FTE’s: 2024-25 2025-26
Zone 3 0.0800 0.0800
Zone 4 0.0250 0.0250
Zone 5 0.1175 0.1175
Zone 6 0.0375 0.0375
Zone 8 0.1875 0.1875
Zone 9 0.1750 0.1750
Zone 10 0.0900 0.0900
Total Funded FTE’s: 0.7125 0.7125

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

231

CITYWIDE DISTRICT 2A MAINTENANCE DISTRICT FUND (256) (Continued)

CITYWIDE MAINTENANCE ZONE 3 (256-4563)

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

Investment Income 7,615 17,163 1,000 18,000 15,000 -17% Assessment Fees 14,569 15,236 14,569 74,585 74,585 0%
Transfer In – General Fund 40,000 50,000 60,000 0 0 0%
Total Source of Funds 62,184 82,399 75,569 92,585 89,585 -3%

Use of Funds:

Personnel 7,522 7,974 10,616 10,221 11,385 11%
Services & Supplies 28,995 19,548 61,683 62,140 40,204 -35% Transfers Out 9,519 12,410 21,701 22,257 17,339 -22%
Internal Services 2,996 5,222 5,672 6,946 9,683 39%
Total Use of Funds 49,032 45,154 99,672 101,564 78,611 -23%

Funded FTE's 0.08 0.08 0.08 0.08 0.08

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

232

CITYWIDE DISTRICT 2A MAINTENANCE DISTRICT FUND (256) (Continued)

CITYWIDE MAINTENANCE ZONE 4 (256-4564)

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

Assessment Fees 12,981 13,576 12,982 13,006 13,006 0%
Transfer In – General Fund 86,000 90,000 261,000 261,000 90,000 -66% Total Source of Funds 98,981 103,576 273,982 274,006 103,006 -62%

Use of Funds:

Personnel 937 1,048 2,929 2,521 2,899 15%
Services & Supplies 125,805 88,621 270,245 270,238 83,257 -69% Transfer Out – SLLMD Admin 2,975 3,878 6,783 6,956 5,419 -22% Internal Services 5,673 10,490 11,007 14,463 18,589 29% Total Use of Funds 135,390 104,037 290,964 294,178 110,164 -63%

Funded FTE's 0.025 0.025 0.025 0.025 0.025

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

233

CITYWIDE DISTRICT 2A MAINTENANCE DISTRICT FUND (256) (Continued)

CITYWIDE MAINTENANCE ZONE 5 (256-4565)

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

Assessment Fees 1,500 1,569 1,500 1,502 1,502 0%
Transfer In – General Fund 82,000 82,000 207,000 207,000 100,000 -52% Total Source of Funds 83,500 83,569 208,500 208,502 101,502 -51%

Use of Funds:

Personnel 12,471 13,648 15,813 15,547 17,315 11%
Services & Supplies 49,860 36,832 177,713 177,713 51,123 -71% Transfer Out – SLLMD Admin 13,982 18,228 31,875 32,690 25,467 -22% Internal Services 4,797 6,452 7,178 8,603 11,926 39%
Total Use of Funds 81,110 75,160 232,579 234,553 105,831 -55%

Funded FTE's 0.1175 0.1175 0.1175 0.1175 0.1175

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

234

CITYWIDE DISTRICT 2A MAINTENANCE DISTRICT FUND (256) (Continued)

CITYWIDE MAINTENANCE ZONE 6 (256-4566)

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

Assessment Fees 28,727 30,042 28,727 28,781 28,781 0%
Transfer In – General Fund 48,000 48,000 69,000 69,000 48,000 -30% Total Source of Funds 76,727 78,042 97,727 97,781 76,781 -21%

Use of Funds:

Personnel 4,847 5,058 5,325 5,389 5,932 10%
Services & Supplies 55,113 42,254 138,163 138,147 51,696 -63% Transfer Out – SLLMD Admin 4,462 5,818 10,174 10,433 8,128 -22% Internal Services 5,519 8,457 8,974 11,491 15,217 32%
Total Use of Funds 69,941 61,587 162,636 165,460 80,973 -51% Funded FTE's

0.0375 0.375

0.0375 0.0375 0.0375

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

235

CITYWIDE DISTRICT 2A MAINTENANCE DISTRICT FUND (256) (Continued)

CITYWIDE MAINTENANCE ZONE 8 (256-4568)

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

Assessment Fees 75,145 78,585 75,145 75,287 75,287 0% Transfer In – General Fund 58,000 58,000 58,000 58,000 65,000 12% Total Source of Funds 133,145 136,585 133,145 133,287 140,287 5%

Use of Funds:

Personnel 15,054 15,915 24,186 22,795 25,424 12%
Services & Supplies 66,033 67,813 118,512 118,470 68,412 -42% Transfers Out 22,311 29,087 50,865 52,166 40,638 -22% Internal Services 9,454 12,437 13,577 16,801 22,604 35% Total Use of Funds 112,852 125,252 207,140 210,232 157,078 -25%

Funded FTE's 0.1875 0.1875 0.1875 0.1875 0.1875

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

236

CITYWIDE DISTRICT 2A MAINTENANCE DISTRICT FUND (256) (Continued)

CITYWIDE MAINTENANCE ZONE 9 (256-4569)

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

Assessment Fees 116,580 121,917 116,580 116,801 116,801 0% Transfer In – General Fund 53,000 53,000 78,000 78,000 55,000 -29% Total Source of Funds 169,580 174,917 194,580 194,801 171,801 -12%

Use of Funds:

Personnel 15,625 16,569 23,015 22,040 24,502 11%
Services & Supplies 111,747 76,306 193,682 193,619 97,978 -49% Transfers Out 20,824 27,148 47,473 48,688 37,929 -22%
Internal Services 9,587 12,645 13,785 16,972 23,071 36% Total Use of Funds 157,783 132,668 277,955 281,319 183,480 -35%

Funded FTE's 0.175 0.175 0.175 0.175 0.175

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

237

CITYWIDE DISTRICT 2A MAINTENANCE DISTRICT FUND (256) (Continued)

CITYWIDE MAINTENANCE ZONE 10 (256-4572)

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

Assessment Fees 162,479 169,917 162,478 96,247 96,247 0% Total Source of Funds 162,479 169,917 162,478 96,247 96,247 0%

Use of Funds:

Personnel 12,671 18,339 21,823 21,939 22,471 2%
Services & Supplies 39,826 69,026 217,180 216,576 53,695 -75% Transfers Out 20,000 40,000 40,000 40,000 40,000 0%
Internal Services 9,516 11,278 12,072 15,436 20,204 31% Total Use of Funds 82,013 138,643 291,075 293,951 136,370 -54%

Funded FTE's 0.09 0.09 0.09 0.09 0.09

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

238

STREET LIGHT AND LANDSCAPE MAINTENANCE DISTRICT ADMINISTRATION FUND (257)

Park Administration provides funds for items shared by all six landscape maintenance districts such as vehicle and landscape equipment and provides oversight personnel for a wide variety of services, including maintenance of street trees, medians, cul-de-sacs and open space. Any overtime incurred by crews working in the landscape districts is paid from this fund. A portion of the Work Alternative Program (WAP) is also funded.

STREET LIGHT AND LANDSCAPE MAINTENANCE DISTRICT ADMINISTRATION (FUND 257) Statement of Revenues, Expenditures and Change in Fund Balance

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

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

Revenue Source:

Transfers In 406,363 529,777 926,413 950,107 740,158 -22% Total Revenue 406,363 529,777 926,413 950,107 740,158 -22%

Expenditures:

Personnel 94,883 109,178 117,258 129,966 146,419 13%
Services & Supplies 258,635 347,571 724,295 727,010 471,139 -35% Transfers Out 19,039 22,358 26,478 26,478 27,252 3%
Internal Services 33,806 50,670 58,382 66,653 95,348 43% Total Expenditures 406,363 529,777 926,413 950,107 740,158 -22%

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

Funded Funded
2024-25 2025-26
Funded FTE’s: 0.13 0.13

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

239

EAST LONE TREE DISTRICT FUND (259)

East Lone Tree District came on line during fiscal year 06-07 and provides a variety of services to maintain landscaped and non-landscaped areas, including minor medians, open space, cul-de-sacs, trails, right-of-ways, and neighborhood landscaping; special provisions are included for creek maintenance for a period of five years.

EAST LONE TREE STREET LIGHT AND LANDSCAPE MAINTENANCE DISTRICT (FUND 259) Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $203,366 $168,369 $174,717 $174,717 $72,949

Revenue Source:

Investment Income 4,235 6,287 500 6,000 3,000 -50% Assessment Fees 223,914 234,167 223,915 234,167 234,167 0% Total Revenue 228,149 240,454 224,415 240,167 237,167 -1%

Expenditures:

Personnel 19,007 27,510 31,775 31,736 33,638 6%
Services & Supplies 175,325 131,724 229,843 229,843 96,804 -58% Transfers Out 60,000 60,000 60,000 60,000 60,000 0%
Internal Services 8,814 14,872 16,046 20,356 26,579 31% Total Expenditures 263,146 234,106 337,664 341,935 217,021 -37%

Ending Balance, June 30 $168,369 $174,717 $61,468 $72,949 $93,095

Funded Funded
2024-25 2025-26
Funded FTE’s: 0.135 0.135

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

240

STORM DAMAGE (261)

On January 14, 2023, a declaration of state and local emergency was declared by the State of California due to severe storm damage, allowing for federal funding to be available to specific areas designated under FEMA-4683-DR-CA. Contra Costa County was included as one of the specific areas. The City sustained damages to properties and infrastructure as a result of the severe weather. This fund was created to track the cost of damages by specific project area in order to file for federal and state financial assistance to reimburse the City for the costs incurred.

STORM DAMAGE (FUND 261)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $0 ($664,000) ($664,000) ($664,000) ($664,000)

Revenue Source:

Revenue from Other Agencies 0 0 0 219,592 2,084,562 849% Transfer in from Sewer Fund 0 0 0 3,716 173,714 4575%
Total Revenue 0 0 0 223,308 2,258,276 911%

Expenditures:

Personnel 0 0 92,604 100,967 0 -100%
Services & Supplies 664,000 0 1,288,454 122,341 2,115,416 1629% Total Expenditures 664,000 0 1,381,058 223,308 2,115,416 847%

Ending Balance, June 30 ($664,000) ($664,000) ($2,045,058) ($664,000) ($521,141)

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

241

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 %
Actual Actual Budget Revised Proposed Change

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

Revenue Source:

Interest Income 0 0 100 0 0 0%
Revenue – Opioid Settlement 41,385 27,909 22,603 22,603 22,603 0% Total Revenue 41,385 27,909 22,703 22,603 22,603 0%

Expenditures:

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

Ending Balance, June 30 $41,385 $69,294 $91,897 $69,294 $69,294

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

242

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 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $0 $0 $12,609 $12,609 $289

Revenue Source:

Revenue – Opioid Settlement 0 12,609 20,000 19,757 21,860 11% Total Revenue 0 12,609 20,000 19,757 21,860 11%

Expenditures:

Services & Supplies 0 0 0 32,077 21,860 -32%
Total Expenditures 0 0 0 32,077 21,860 -32%

Ending Balance, June 30 $0 $12,609 $32,609 $289 $289

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

243

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 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $0 $3,309 $7,203 $7,203 $4,203

Revenue Source:

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

Expenditures:

Services & Supplies 0 0 0 3,000 4,203 40%
Total Expenditures 0 0 0 3,000 4,203 40%

Ending Balance, June 30 $3,309 $7,203 $7,203 $4,203 $0

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

244

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 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $0 $0 $0 $0 $137,949

Revenue Source:

Revenue – Opioid Settlement 0 0 124,008 137,949 36,683 -73% Total Revenue 0 0 124,008 137,949 36,683 -73%

Expenditures:

Services & Supplies 0 0 0 0 43,497 100%
Total Expenditures 0 0 0 0 43,497 100%

Ending Balance, June 30 $0 $0 $124,008 $137,949 $131,135

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

245

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 – MCKINSEY (FUND 265)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $0 $0 $0 $0 $4,446

Revenue Source:

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

Expenditures:

Services & Supplies 0 0 0 1,000 9,892 889%
Total Expenditures 0 0 0 1,000 9,892 889%

Ending Balance, June 30 $0 $0 $5,446 $4,446 $0

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

246

EAST LONE TREE BENEFIT DISTRICT (270)

This fund accounts for the East Lone Tree Public Facility Benefit District formed by the City in December 2016. A benefit district fee is charged to developers to be used to fund the planning, design/engineering and construction of transportation improvements – specifically the segments of Slatten Ranch Road and related infrastructure including storm drain, water, sanitary sewer, dry utilities and East Antioch Trail improvements.

EAST LONE TREE BENEFIT DISTRICT (FUND 270)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $8,412,524 $8,855,088 $10,144,760 $10,144,760 $11,044,487

Revenue Source:

Interest Income 136,138 341,812 50,000 345,000 375,000 9% Benefit District Fees 345,000 960,000 1,215,000 570,000 960,000 68% Total Revenue 481,138 1,301,812 1,265,000 915,000 1,335,000 46%

Expenditures:

Services & Supplies 16,977 11,946 15,000 15,000 15,500 3% Internal Services 21,597 194 194 273 353 29%
Total Expenditures 38,574 12,140 15,194 15,273 15,853 4%

Ending Balance, June 30 $8,855,088 $10,144,760 $11,394,566 $11,044,487 $12,363,634

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

247

KAISER PUBLIC FACILITY BENEFIT DISTRICT (271)

City Council adopted resolution 2006/29 declaring its intention to establish a benefit district for property within the exterior boundaries of the Kaiser Medical Center in order to provide for the reimbursement of certain public improvements completed by Kaiser Foundation Hospitals. A benefit district fee is charged to developers to be used to reimburse Kaiser Foundation Hospitals for the full engineering and construction costs of Deer Valley Road, Sand Creek Road and Wellness Way located within the District boundaries.

KAISER PUBLIC FACILITY BENEFIT DISTRICT (FUND 271)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $0 $1,927,024 $33,857 $33,857 $35,007

Revenue Source:

Interest Income -19,084 55,490 2,000 1,200 1,200 0%
Benefit District Fees 1,947,287 0 0 0 0 0%
Total Revenue 1,928,203 55,490 2,000 1,200 1,200 0%

Expenditures:

Services & Supplies 1,179 1,948,657 150 50 50 0%
Total Expenditures 1,179 1,948,657 150 50 50 0%

Ending Balance, June 30 $1,927,024 $33,857 $35,707 $35,007 $36,157

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

248

CFD 2016-01 POLICE PROTECTION (280)

On January 24, 2017, the City passed Resolution 2017/10 authorizing the formation of City of Antioch Community Facilities District 2016-01 (Police Protection) (CFD) pursuant to the Mello-Roos Community Facilities Act of 1982, as amended, Section 53311 et seq. of the California Government Code. A special tax, secured by a continuing lien against all non-exempt real property in the CFD, will be levied annually upon the same roll as ordinary, ad valorem real property taxes. The CFD is authorized to fund all or a portion of the cost of Police protection services, including the maintenance and upkeep of facilities and equipment, as well as overhead and administrative expenses performed in relation to the CFD.

CFD 2016-01 POLICE PROTECTION (FUND 280)
Statement of Revenues, Expenditures and Change in Fund Balance

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

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

Revenue Source:

Investment Income 1,408 5,979 400 1,500 1,500 0%
Assessment Revenue 246,948 283,564 283,565 313,303 313,303 0% Total Revenue 248,356 289,543 283,965 314,803 314,803 0%

Expenditures:

Services & Supplies 246 123 8,650 225 225 0%
Transfer Out – General Fund 248,108 289,085 274,980 314,117 313,962 0% Internal Services 2 335 335 461 616 34%
Total Expenditures 248,356 289,543 283,965 314,803 314,803 0%

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

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

249

CFD 2018-01 PUBLIC SERVICES (281)

On February 27, 2018, the City passed Resolution 2018/26 authorizing the formation of City of Antioch Community Facilities District 2018-01 (Public Services) (CFD) pursuant to the Mello-Roos Community Facilities Act of 1982, as amended, Section 53311 et seq. of the California Government Code. A special tax, secured by a continuing lien against all non-exempt real property in the CFD, will be levied annually upon the same roll as ordinary, ad valorem real property taxes. The CFD is authorized to fund all or a portion of the cost of neighborhood park and street lighting maintenance, neighborhood landscape maintenance, storm water maintenance, open space maintenance, and administrative expenses related to the CFD.

CFD 2018-01 PUBLIC SERVICES (FUND 281)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $428,209 $989,425 $1,737,795 $1,737,795 $2,524,810

Revenue Source:

Investment Income 2,826 41,978 2,000 65,000 85,000 31% Assessment Revenue 581,581 724,879 724,879 785,502 785,502 0% Total Revenue 584,407 766,857 726,879 850,502 870,502 2%

Expenditures:

Services & Supplies 1,702 10,599 101,881 52,500 64,200 22% Internal Services 21,489 7,888 8,301 10,987 13,810 26% Total Expenditures 23,191 18,487 110,182 63,487 78,010 23%

Ending Balance, June 30 $989,425 $1,737,795 $2,354,492 $2,524,810 $3,317,302

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

250

CFD 2018-02 POLICE PROTECTION (282)

On October 23, 2018, the City passed Resolution 2018/137 authorizing the formation of City of Antioch Community Facilities District 2018-02 (Police Protection) (CFD) pursuant to the Mello-Roos Community Facilities Act of 1982, as amended, Section 53311 et seq. of the California Government Code. A special tax, secured by a continuing lien against all non-exempt real property in the CFD, will be levied annually upon the same roll as ordinary, ad valorem real property taxes.

The CFD is authorized to fund all or a portion of the cost of Police protection services, including the maintenance and upkeep of facilities and equipment, as well as overhead and administrative expenses performed in relation to the CFD.

CFD 2018-02 POLICE PROTECTION (FUND 282)
Statement of Revenues, Expenditures and Change in Fund Balance

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

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

Revenue Source:

Investment Income 399 11,920 500 5,500 5,000 -9%
Assessment Revenue 460,045 631,642 631,642 750,556 750,556 0% Total Revenue 460,444 643,562 632,142 756,056 755,556 0%

Expenditures:

Services & Supplies 1,392 273 7,300 300 300 0%
Transfers Out – General Fund 459,011 642,863 624,416 755,170 754,469 0% Internal Services 41 426 426 586 787 34%
Total Expenditures 460,444 643,562 632,142 756,056 755,556 0%

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

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

251

CFD 2022-01 PUBLIC SERVICES (283)

On March 22, 2022, the City passed Resolution 2022/49 authorizing the formation of City of Antioch Community Facilities District 2022-01 (Public Services) (CFD) pursuant to the Mello-Roos Community Facilities Act of 1982, as amended, Section 53311 et seq. of the California Government Code. A special tax, secured by a continuing lien against all non-exempt real property in the CFD, will be levied annually upon the same roll as ordinary, ad valorem real property taxes. The CFD is authorized to fund all or a portion of the cost of neighborhood park and street lighting maintenance, neighborhood landscape maintenance, storm water maintenance, open space maintenance, and administrative expenses related to the CFD. The CFD currently encompasses the Laurel Ridge Subdivision in the City.

CFD 2022-01 PUBLIC SERVICES (FUND 283)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $0 $46,452 $181,043 $181,043 $404,870

Revenue Source:

Investment Income -352 2,700 700 9,000 10,000 11%
Assessment Revenue 47,216 133,604 133,604 234,177 234,177 0% Total Revenue 46,864 136,304 134,304 243,177 244,177 0%

Expenditures:

Services & Supplies 412 1,713 14,200 19,350 21,220 10% Total Expenditures 412 1,713 14,200 19,350 21,220 10%

Ending Balance, June 30 $46,452 $181,043 $301,147 $404,870 $627,827

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

252

POST RETIREMENT MEDICAL FUNDS 577, 578, 579 – Post Retirement Medical Funds are used to pay post retirement medical benefits for retirees under the following separate fund categories: Police (Fund 577), Miscellaneous (Fund 578), and Management (Fund 579).

RETIREE MEDICAL POLICE (FUND 577)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $57,544 $1,618 ($12,370) ($12,370) $0

Revenue Source:

Interest Income 2 0 100 0 0 0%
Trust Deposits/Reimbursements 876,782 965,128 1,011,000 1,155,995 0 -100% Total Revenues 876,784 965,128 1,011,100 1,155,995 0 -100%

Expenditures:

Post Retirement Medical - Police 878,255 961,391 995,050 1,121,952 0 -100% Internal Services 54,455 17,725 17,725 21,673 0 -100%
Total Expenditures 932,710 979,116 1,012,775 1,143,625 0 -100%

Ending Balance, June 30 $1,618 ($12,370) ($14,045) $0 $0

NOTE: Fund is being consolidated into General Fund starting in FY26 as all trust deposits are allocated from the Police Department General Fund budget.

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SPECIAL REVENUE FUNDS

253

POST RETIREMENT MEDICAL FUNDS 577, 578, 579 (Continued) –

RETIREE MEDICAL MISCELLANEOUS (FUND 578)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $236,354 $186,150 $263,403 $263,403 $403,916

Source of Funds:

Interest Income 4,477 7,250 500 10,000 2,000 -80%
Trust Deposits/Reimbursements 513,658 594,410 550,000 690,369 345,000 -50% Total Source of Funds 518,135 601,660 550,500 700,369 347,000 -50%

Use of Funds:

Post Retirement Medical - Misc. 533,761 505,203 540,400 536,378 420,400 -22% Internal Services 34,578 19,204 19,204 23,478 37,545 60% Total Use of Funds 568,339 524,407 559,604 559,856 457,945 -18%

Ending Balance, June 30 $186,150 $263,403 $254,299 $403,916 $292,971

2025-26 OPERATING BUDGET

SPECIAL REVENUE FUNDS

254

POST RETIREMENT MEDICAL FUNDS 577, 578, 579 (Continued) -

RETIREE MEDICAL MANAGEMENT (FUND 579)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $730,713 $1,200,399 $1,161,860 $1,161,860 $748,203

Source of Funds:

Interest Income 8,447 42,746 500 40,000 10,000 -75%
Trust Deposits/Reimbursements 1,099,414 552,809 500,000 500,000 365,000 -27% Total Source of Funds 1,107,861 595,555 500,500 540,000 375,000 -31%

Use of Funds:

Post Retirement Medical - Mgmt 586,382 608,440 941,500 922,308 666,500 -28% Internal Services 51,793 25,654 25,654 31,349 50,166 60% Total Use of Funds 638,175 634,094 967,154 953,657 716,666 -25%

Ending Balance, June 30 $1,200,399 $1,161,860 $695,206 $748,203 $406,537

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255

CAPITAL PROJECTS
FUNDS
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CAPITAL PROJECTS FUNDS

256

Capital Projects funds are utilized to account for resources used for the acquisition and construction of capital facilities by the City, with the exception of those assets financed by special revenue or proprietary funds. The City maintains nine active capital projects funds listed below in the Capital Projects Fund Summary table.

CAPITAL PROJECTS FUNDS SUMMARY

Estimated Estimated Estimated
Fund Balance Revised Revised Balance Proposed Proposed Balance Description # 7/1/24 Revenues Expenditures 6/30/25 Revenues Expenditures 6/30/26 Capital Improvements (CIP) 311 $6,828,831 $8,849,365 $11,385,977 $4,292,219 $14,624,928 $15,888,969 $3,028,178 Prewett Park CIP 312 1,434,026 506,306 1,226,720 713,612 275,000 584,721 403,891 Residential Development Allocation 319 41,220 1,200 2,454 39,966 100 28,899 11,167 Development Impact Fee - Administrative 321 1,090,902 96,000 36,301 1,150,601 96,000 178,248 1,068,353 Development Impact Fee – Public Works 322 835,245 151,000 187,281 798,964 146,000 701,051 243,913 Development Impact Fee - Police 323 1,722,871 215,000 511,926 1,425,945 215,000 440,697 1,200,248 Development Impact Fee – Parks & Recreation 324 6,675,034 840,000 108,434 7,406,600 845,000 908,734 7,342,866 Hillcrest Assessment District Construction #26 361 403,556 15,000 654 417,902 2,500 350,321 70,081 Lone Tree Assessment District Const #27/31 376 405,327 70,563 23,869 452,021 14,000 24,222 441,799 Hillcrest/Highway 4 Bridge Benefit District 391 97,951 3,550 173 101,328 3,500 181 104,647 Total Capital Projects Funds $19,534,963 $10,747,984 $13,483,789 $16,799,158 $16,222,028 $19,106,043 $13,915,143

2025-26 OPERATING BUDGET

CAPITAL PROJECTS FUNDS

257

CAPITAL IMPROVEMENT FUND (CIP) (311)

The Capital Improvement Fund was established in 1987 to set aside money from the General Fund for any capital improvement project not provided for in one of the other funds. The City can transfer General Fund dollars to the Capital Improvement Fund as needed. The Energy Efficiency & Conservation division 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. The Northeast Annexation division accounts for property tax monies required to be set aside per the Northeast Annexation agreement for infrastructure needs.

CAPITAL IMPROVEMENT FUND (FUND 311)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $2,857,987 $5,348,698 $6,828,831 $6,828,831 $4,292,219

Revenue Source:

Investment Income 15,967 160,437 15,000 250,000 235,000 -6% Property Taxes 300,000 300,000 300,000 300,000 0 -100% Revenue from Other Agencies 426,998 526,061 19,252,000 6,290,000 13,008,000 107% Current Service Charges 5,535 6,849 20,000 5,000 5,000 0% Other 7,237 32,446 41,305 20,262 26,928 33%
Transfers In 2,346,298 1,438,269 3,166,253 1,984,103 1,350,000 -32% Total Revenue 3,102,035 2,464,062 22,794,558 8,849,365 14,624,928 65%

Expenditures:

Services & Supplies 14,460 37,965 46,000 26,573 32,746 23% Capital Projects 595,649 943,542 26,454,373 9,651,360 15,851,765 64% Transfers Out 0 0 550,000 1,704,846 0 -100%
Internal Services 1,215 2,422 2,491 3,198 4,458 39%
Total Expenditures 611,324 983,929 27,052,864 11,385,977 15,888,969 40%

Ending Balance, June 30 $5,348,698 $6,828,831 $2,570,525 $4,292,219 $3,028,178

2025-26 OPERATING BUDGET

CAPITAL PROJECTS FUNDS

258

CAPITAL IMPROVEMENT FUND (CIP) (311) (Continued)

CAPITAL IMPROVEMENT (311-2520)

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

Investment Income 15,967 160,437 15,000 250,000 235,000 -6% Revenue from Other Agencies 126,998 526,061 19,252,000 6,290,000 13,008,000 107% Current Service Charges 5,535 6,849 20,000 5,000 5,000 0% Other 275 0 0 0 0 0%
Transfers In 2,346,298 1,438,269 3,166,253 1,984,103 1,350,000 -32% Total Revenue 2,495,073 2,131,616 22,453,253 8,529,103 14,598,000 71% Expenditures: Services & Supplies 8,431 6,755 6,000 8,000 8,000 0% Capital Projects 595,649 943,542 26,454,373 9,651,360 15,851,765 64% Transfers Out 0 0 550,000 1,704,846 0 -100%
Internal Services 282 1,186 1,186 1,509 2,276 51%
Total Expenditures 604,362 951,483 27,011,559 11,365,715 15,862,041 40%

2025-26 OPERATING BUDGET

CAPITAL PROJECTS FUNDS

259

CAPITAL IMPROVEMENT FUND (CIP) (311) (Continued)

The following projects are budgeted in the Capital Improvement Division:

2024-25 2025-26
Capital Projects Revised Proposed
Sidewalk Repair $940,282 $450,000
L St. Improvements 0 13,008,000
Bicycle Garden 4,099,041 900,000
NRCC Rehab 2,177,052 0
EOC Improvements 480,325 480,325
PSCR Building 943,822 0
Citywide Signage/Landmark Sign 460,324 0
West Antioch Creek Flood Conveyance Mitigation 102,544 0 Prewett Pool Deck Coating 71,748 0
City Hall Office Modifications 48,345 1,400,000
Restoration of Public Fountains 0 47,117
Restoration of Public Art 0 46,648
EV Transition Project 327,877 0
Total Capital Projects $9,651,360 $15,851,765

2025-26 OPERATING BUDGET

CAPITAL PROJECTS FUNDS

260

CAPITAL IMPROVEMENT FUND (CIP) (311) (Continued)

ENERGY EFFICIENCY & CONSERVATION (311-2535)

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

Other 6,962 32,446 41,305 20,262 26,928 33%
Total Revenue 6,962 32,446 41,305 20,262 26,928 33%

Expenditures: Personnel 0 0 0 0 10,625 100%
Services & Supplies 6,029 31,210 40,000 18,573 14,121 -24% Internal Services 933 1,236 1,305 1,689 2,182 29%
Total Expenditures 6,962 32,446 41,305 20,262 26,928 33%

Northeast Annexation (311-2545)

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

Property Taxes 300,000 300,000 300,000 300,000 0 -100% Revenue from Other Agencies 300,000 0 0 0 0 0%
Total Revenue 600,000 300,000 300,000 300,000 0 -100%
Expenditures: NE Annexation Infrastructure 0 0 0 0 0 0% Total Expenditures 0 0 0 0 0 0%

2025-26 OPERATING BUDGET

CAPITAL PROJECTS FUNDS

261

PREWETT PARK CIP (312)

The Prewett Park CIP Fund tracks the capital improvement expenses for the Antioch Community Center and Prewett Family Water Park. Resources from the General Fund are accumulated to fund major improvements, repairs and maintenance needs of the facilities.

PREWETT PARK CIP (FUND 312)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $477 $846 $1,434,026 $1,434,026 $713,612

Revenue Source:

Investment Income 1,346 16,531 0 50,000 25,000 -50% Revenue from Other Agencies 31,659 0 0 0 50,000 100%
Transfer In – CIP Fund 0 0 0 256,306 0 -100%
Transfer In – Gen Fund 0 1,579,605 200,000 200,000 200,000 0% Total Revenue 33,005 1,596,136 200,000 506,306 275,000 -46%

Use of Funds:

Services & Supplies 16,403 1,174 50,000 2,000 51,000 2450% Prewett Park 15,304 160,839 1,368,766 1,224,720 533,721 -56% Transfer Out 929 943 0 0 0 0%
Total Use of Funds 32,636 162,956 1,418,766 1,226,720 584,721 -52%

Ending Balance, June 30 $846 $1,434,026 $215,260 $713,612 $403,891

2025-26 OPERATING BUDGET

CAPITAL PROJECTS FUNDS

262

RESIDENTIAL DEVELOPMENT ALLOCATION (319)

The Residential Development Allocation Program (RDA) was adopted May 14, 2002, by the City Council. It required that allocations be obtained prior to receiving residential development entitlements and ultimately, the issuance of building permits for residential projects. A Development Allocation is the right to proceed, subject to all applicable requirements, to obtain entitlements. This enacted process was to provide funding for specific capital improvements projects as approved by the City Council. The ordinance has expired.

RESIDENTIAL DEVELOPMENT ALLOCATION (FUND 319)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $40,906 $41,452 $41,220 $41,220 $39,966

Revenue Source:

Investment Income 667 1,525 100 1,200 100 -92%
Total Revenue 667 1,525 100 1,200 100 -92%

Expenditures:

Services & Supplies 80 51 25,931 70 25,886 36880%
Internal Services 41 1,706 1,775 2,384 3,013 26%
Total Expenditures 121 1,757 27,706 2,454 28,899 1078%

Ending Balance, June 30 $41,452 $41,220 $13,614 $39,966 $11,167

2025-26 OPERATING BUDGET

CAPITAL PROJECTS FUNDS

263

DEVELOPMENT IMPACT FEE FUNDS (321-324)

Development Impact Fees (DIFs) were established pursuant to Ordinance 2079-C-S in March 2014. Every person who develops or redevelops land in the City shall pay a DIF with the issuance of a building permit to defray the cost of certain public facilities required to serve new development within the City. The following DIFs have been created: Administrative Facilities Fee, Parks and Recreation Facilities Fee, Police Facilities Fee and Public Works Facilities Fee.

DEVELOPMENT IMPACT FEE - ADMINISTRATIVE FACILITIES (FUND 321) Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $673,672 $927,025 $1,090,902 $1,090,902 $1,150,601 Revenue Source: Investment Income 9,445 35,568 6,000 36,000 36,000 0% Development Impact Fees 245,588 131,478 165,000 60,000 60,000 0% Total Revenue 255,033 167,046 171,000 96,000 96,000 0%

Expenditures:

Services & Supplies 1,609 1,243 174,676 33,612 174,826 420% Internal Services 71 1,926 1,995 2,689 3,422 27%
Total Expenditures 1,680 3,169 176,671 36,301 178,248 391% Ending Balance, June 30 $927,025 $1,090,902 $1,085,231 $1,150,601 $1,068,353

2025-26 OPERATING BUDGET

CAPITAL PROJECTS FUNDS

264

DEVELOPMENT IMPACT FEE FUNDS (321-324) (Continued)

DEVELOPMENT IMPACT FEE - PUBLIC WORKS (FUND 322)
Statement of Revenues, Expenditures and Change in Fund Balance

2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $456,132 $688,888 $835,245 $835,245 $798,964 Revenue Source: Investment Income 5,960 26,703 8,000 30,000 25,000 -17% Development Impact Fees 227,963 120,623 160,000 121,000 121,000 0% Total Revenue 233,923 147,326 168,000 151,000 146,000 -3%

Expenditures:

Services & Supplies 1,167 941 1,000 121,200 701,000 478% Transfer Out – Vehicle Fund 0 0 66,042 66,042 0 -100% Internal Services 0 28 28 39 51 31%
Total Expenditures 1,167 969 67,070 187,281 701,051 274% Ending Balance, June 30 $688,888 $835,245 $936,175 $798,964 $243,913

2025-26 OPERATING BUDGET

CAPITAL PROJECTS FUNDS

265

DEVELOPMENT IMPACT FEE FUNDS (321-324) (Continued)

DEVELOPMENT IMPACT FEE - POLICE FACILITIES (FUND 323)
Statement of Revenues, Expenditures and Change in Fund Balance

2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $1,231,573 $1,843,017 $1,722,871 $1,722,871 $1,425,945 Revenue Source: Investment Income 16,556 64,658 10,000 65,000 65,000 0% Development Impact Fees 632,970 328,563 450,000 150,000 150,000 0% Total Revenue 649,526 393,221 460,000 215,000 215,000 0%

Expenditures:

Services & Supplies 38,082 513,312 160,597 511,849 440,597 -14% Internal Services 0 55 55 77 100 30%
Total Expenditures 38,082 513,367 160,652 511,926 440,697 -14% Ending Balance, June 30 $1,843,017 $1,722,871 $2,022,219 $1,425,945 $1,200,248

2025-26 OPERATING BUDGET

CAPITAL PROJECTS FUNDS

266

DEVELOPMENT IMPACT FEE FUNDS (321-324) (Continued)

DEVELOPMENT IMPACT FEE - PARKS & RECREATION (FUND 324)
Statement of Revenues, Expenditures and Change in Fund Balance

2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $4,218,197 $5,491,282 $6,675,034 $6,675,034 $7,406,600 Revenue Source:

Investment Income 61,004 214,036 50,000 240,000 245,000 2% Development Impact Fees 1,320,788 977,406 1,000,000 600,000 600,000 0% Total Revenue 1,381,792 1,191,442 1,050,000 840,000 845,000 1% Expenditures:

Services & Supplies 108,707 7,524 159,075 8,200 8,500 4% Transfer Out – CIP Bike Garden 0 0 1,000,000 100,000 900,000 800% Internal Services 0 166 166 234 234 0%
Total Expenditures 108,707 7,690 1,159,241 108,434 908,734 738%

Ending Balance, June 30 $5,491,282 $6,675,034 $6,565,793 $7,406,600 $7,342,866

2025-26 OPERATING BUDGET

CAPITAL PROJECTS FUNDS

267

HILLCREST ASSESSMENT DISTRICT #26 CONSTRUCTION FUND (361)

The Hillcrest Assessment District No. 26 Construction Fund accounts for the expenditures related to the assessment district.

HILLCREST AD (FUND 361)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $380,023 $389,610 $403,556 $403,556 $417,902

Revenue Source:

Investment Income 6,145 14,476 500 15,000 2,500 -83%
Bridge Fees 4,210 0 0 0 0 0%
Total Revenue 10,355 14,476 500 15,000 2,500 -83%

Expenditures:

Services & Supplies 749 491 250 600 250 -58%
Wildhorse Left Turn project 0 0 350,000 0 350,000 100% Internal Services 19 39 39 54 71 31%
Total Expenditures 768 530 350,289 654 350,321 53466%

Ending Balance, June 30 $389,610 $403,556 $53,767 $417,902 $70,081

2025-26 OPERATING BUDGET

CAPITAL PROJECTS FUNDS

268

LONE DIAMOND ASSESSMENT DISTRICT #27/32 CONSTRUCTION FUND (376)

The Lone Diamond Assessment District #27/31 Construction Fund accounts for the expenditures related to this assessment district.

LONE DIAMOND ASSESSMENT DISTRICT CONSTRUCTION FUND (FUND 376) Statement of Revenues, Expenditures and Change in Fund Balance

2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $192,187 $276,163 $405,327 $405,327 $452,021

Revenue Source:

Investment Income 2,668 11,942 400 14,000 14,000 0%
Charges for Services 88,311 123,317 0 56,563 0 -100%
Total Revenue 90,979 135,259 400 70,563 14,000 -80%

Expenditures:

Services & Supplies 5,349 5,521 25,361 23,123 23,130 0% Transfers Out to CIP Fund 1,043 0 73,661 0 0 0%
Internal Services 611 574 574 746 1,092 46%
Total Expenditures 7,003 6,095 99,596 23,869 24,222 1%

Ending Balance, June 30 $276,163 $405,327 $306,131 $452,021 $441,799

2025-26 OPERATING BUDGET

CAPITAL PROJECTS FUNDS

269

HILLCREST/HIGHWAY 4 BRIDGE BENEFIT DISTRICT (391)

The Hillcrest/Highway 4 Bridge Benefit District was formed to collect fees to build the bridge going over State Route Highway 4. This district was formed for anyone that lives or plans construction in this area that will benefit from the construction of the bridge.

HILLCREST/HIGHWAY 4 BRIDGE DISTRICT (FUND 391)
Statement of Revenues, Expenditures and Change in Fund Balance

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

Beginning Balance, July 1 $144,306 $94,573 $97,951 $97,951 $101,328

Revenue Source:

Investment Income 2,456 3,514 1,500 3,550 3,500 -1%
Bridge Fees 6,759 0 0 0 0 0%
Total Revenues 9,215 3,514 1,500 3,550 3,500 -1%

Expenditures:

Services & Supplies 58,934 119 300 150 150 0%
Internal Services 14 17 17 23 31 35%
Total Expenditures 58,948 136 317 173 181 5%

Ending Balance, June 30 $94,573 $97,951 $99,134 $101,328 $104,647

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2025-26 OPERATING BUDGET

270

EENNTTEERRPPRRIISSEE FFUUNNDDSS

2025-26 OPERATING BUDGET

ENTERPRISE FUNDS

271

The City maintains five enterprise funds. Operating revenues and expenses of these funds generally result from providing services in connection with the fund’s principal ongoing operations. Below is a summary of the City’s Enterprise Funds.

SUMMARY OF ENTERPRISE FUNDS
Estimated Estimated Estimated
Fund Balance Revised Revised Balance Proposed Proposed Balance Fund # 7/1/24 Revenues Expenditures 6/30/25 Revenues Expenditures 6/30/26 Water 611 $59,252,332 $45,182,352 $52,805,264 $51,629,420 $50,909,260 $58,848,285 $43,690,395 Water System Improvement 612 12,112,156 3,020,000 20,742 15,111,414 2,847,000 22,972 17,935,442 Sewer 621 8,165,838 7,900,000 13,108,219 2,957,619 8,259,000 12,429,121 (1,212,502) Sewer System Improvement 622 6,517,548 429,500 1,009,071 5,937,977 985,000 159,486 6,763,491 Marina 631 259,234 802,410 1,498,597 (436,953) 1,270,000 1,317,554 (484,507) Total Enterprise Funds $86,307,108 $57,334,262 $68,441,893 $75,199,477 $64,270,260 $72,777,418 $66,692,319

NOTE: Negative balances are due to the recognition of Enterprise Funds share of City Net Pension and OPEB Liabilities with the implementation of GASB68 and 75.
2025-26 OPERATING BUDGET

ENTERPRISE FUNDS

272

WATER FUND (611)

The Water Fund is a Public Works Enterprise Fund that accounts for the revenues and expenditures related to providing water service through more than 31,000 service connections throughout Antioch to more than 100,000 consumers. The cost of treating the water, transporting it and maintaining the distribution infrastructure, including 326 miles of mainlines is also accounted for in this fund.

WATER FUND SUMMARY (FUND 611)
Statement of Revenues, Expenditures and Change in Net Position 2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $59,243,184 $57,754,100 $59,252,332 $59,252,332 $51,629,420

Revenue Source:

Investment Income 971,796 2,684,553 250,000 2,600,000 2,600,000 0% Charges for Services 40,477,028 42,995,081 44,049,029 42,466,071 47,193,260 11% Revenue from Other Agencies 3,013,387 22,255 1,000,000 0 1,000,000 100% Other 125,840 109,049 84,000 116,281 116,000 0%
Other Financing Source - SWRCB 34,157,126 16,865,359 0 0 0 0% Transfers in 6,100,000 0 0 0 0 0%
Total Revenues: 84,845,177 62,676,297 45,383,029 45,182,352 50,909,260 13%

Expenditures:

Personnel 7,754,778 8,772,234 12,587,076 9,987,720 12,483,960 25% Services & Supplies 26,086,104 29,967,985 37,457,370 28,877,532 28,734,111 0% Capital Projects 50,270,579 19,800,937 21,092,153 10,048,504 11,425,000 14% Debt Service 525,302 672,169 2,257,584 711,360 2,463,079 246% Transfers Out 314,679 210,842 674,380 814,935 435,090 -47% Internal Services 1,382,819 1,753,898 2,001,377 2,365,213 3,307,045 40% Total Expenditures 86,334,261 61,178,065 76,069,940 52,805,264 58,848,285 11%

Ending Balance $57,754,100 $59,252,332 $28,565,421 $51,629,420 $43,690,395

2025-26 OPERATING BUDGET

ENTERPRISE FUNDS

273

WATER FUND (611) (Continued)

WATER FUND SUMMARY OF STAFFING
Funded Funded
2024-25 2025-26
Funded FTE’s:

Water Supervision 7.14 6.69
Water Production 22.00 22.00
Water Distribution 33.117 33.117
Water Public Buildings & Facilities 0.625 1.250
Total Funded FTE’s 62.882 63.057

2025-26 OPERATING BUDGET

ENTERPRISE FUNDS

274

WATER SUPERVISION (611-2310)

Water Supervision provides for administration and management for the treatment, production and distribution of treated water, as well as the City’s Meter Reading, Backflow Prevention programs and the City’s Central Stores Operation. Personnel provide effective leadership, direction, planning, work scheduling, participation in and monitoring of an effective employee safety training program; prepare annual budgets; annual, monthly and quarterly reports; maintain and oversee compliance with Local, State, Federal, Department of Health regulations and AWWA standards including water quality; oversee mandated programs and ensure guidelines for compliance for valve turning, hydrant flushing and backflow prevention programs. Managers evaluate employee performance; monitor division activities and budgets; develop and implement innovative programs designed to improve department efficiency and effectiveness; develop bid specifications; monitor contract work for compliance; and respond to citizen inquiries. This activity is also responsible for administering the activities associated with the State of California Underground Storage Tank Cleanup Fund and the Public Works Maintenance Management System.

WATER SUPERVISION (611-2310)

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

Sources of Funds:

Charges for Services 40,251,570 42,396,424 43,430,029 41,864,554 46,574,260 11% Investment Income 971,796 2,684,553 250,000 2,600,000 2,600,000 0% Other 124,024 109,049 84,000 115,000 116,000 1%
Total Source of Funds 41,347,390 45,190,026 43,764,029 44,579,554 49,290,260 11%

Use of Funds:

Personnel 684,073 1,081,281 1,995,523 1,512,486 1,855,484 23% Services & Supplies 2,005,241 1,437,541 1,891,129 2,316,461 2,463,281 6% Debt Service 525,302 672,169 2,257,584 711,360 2,463,079 246% Transfers Out 314,679 210,842 674,380 814,935 435,090 -47% Internal Services 202,634 257,736 293,344 348,390 485,419 39% Total Use of Funds 3,731,929 3,659,569 7,111,960 5,703,632 7,702,353 35%

Funded FTE's 7.14 7.14 7.14 7.14 6.69

2025-26 OPERATING BUDGET

ENTERPRISE FUNDS

275

WATER FUND (611) (Continued)

WATER PRODUCTION (611-2320)

Within Water Production, funds are allocated to provide water treatment operations, impounding dam and reservoir booster pumping, raw water pumping from the San Joaquin River and the Contra Costa Canal. Also included in this activity are laboratory work, all fresh water storage reservoirs and all chemical and electrical costs.

WATER PRODUCTION (611-2320)

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

Use of Funds:

Personnel 2,706,826 2,883,384 4,785,177 3,490,296 4,501,863 29% Services & Supplies 18,056,647 21,592,066 26,029,226 18,322,975 18,928,492 3% Internal Services 379,865 561,812 631,286 763,076 1,048,149 37% Total Use of Funds 21,143,338 25,037,262 31,445,689 22,576,347 24,478,504 8%

Funded FTE's 14.00 18.00 22.00 22.00 22.00

2025-26 OPERATING BUDGET

ENTERPRISE FUNDS

276

WATER FUND (611) (Continued)

WATER DISTRIBUTION (611-2330)

This Program is charged with the responsibility of maintaining the City’s treated and raw water distribution systems in safe and serviceable conditions, administering a Water Conservation Program focused on providing residential, commercial and irrigation customers with education and assistance to conserve the City’s treated water supply. The system delivers treated water to residential, commercial and irrigation customers. Personnel maintain approximately 383 miles of water main, over 31,000 service connections and meters, over 2,400 backflow prevention devices, maintain, repair and flush approximately 3,443 fire hydrants and exercise system valves. Personnel staff a 24-hour Stand-by System to respond to emergency calls.

WATER DISTRIBUTION (611-2330)

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

Source of Funds:

Charges for Services 225,458 598,657 619,000 601,517 619,000 3% Other 1,816 0 0 1,281 0 -100%
Total Source of Funds 227,274 598,657 619,000 602,798 619,000 3%

Use of Funds:

Personnel 4,198,085 4,638,689 5,621,765 4,851,372 5,839,525 20% Services & Supplies 6,024,216 6,938,378 9,537,015 8,238,096 7,342,338 -11% Internal Services 771,528 892,300 1,030,794 1,196,103 1,695,503 42% Total Use of Funds 10,993,829 12,469,367 16,189,574 14,285,571 14,877,366 4%

Funded FTE’s 31.067 31.067 33.067 33.117 33.117

2025-26 OPERATING BUDGET

ENTERPRISE FUNDS

277

WATER FUND (611) (Continued)

WATER CAPITAL PROJECTS (611-2550)

WATER PUBLIC BUILDINGS AND FACILITIES - CIP (611-2550)
2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Revenue from Other Agencies 3,013,387 22,255 1,000,000 0 1,000,000 100% Other Financing Source – SWRCB Loan 34,157,126 16,865,359 0 0 0 0% Transfer In – Water System Impr. Fund 6,100,000 0 0 0 0 0% Total Source of Funds 43,270,513 16,887,614 1,000,000 0 1,000,000 100% Use of Funds:

Personnel 165,794 168,880 184,611 133,566 287,088 115% WTP Renovation 0 96 500,000 0 500,000 100%
Water Studies & Planning 4,433 23,912 426,088 426,088 225,000 -47% Water Main Replacement 2,291,633 838,839 1,154,705 294,000 2,000,000 580% Storage Reservoir Rehabilitation 9,119 0 1,600,000 0 1,600,000 100% WTP Solids Handling Improvements 0 0 500,000 500,000 700,000 40% WTP Drainage Capture 0 0 100,000 0 0 0%
Radio Communication Improvements 0 0 170,000 0 0 0%
Plant B Basin Repair/Replace. 0 0 400,000 0 0 0%
Sodium Hypochlorite Storage Coating 0 0 300,000 0 0 0% Pittsburg/Antioch Intertie 0 0 775,000 0 775,000 100%
WTP Improvements 169,689 146,062 659,249 659,249 475,000 -28% James Donlon Pump Station Upgrades 39,380 866 140,146 0 0 0% Hillcrest Pump Station Rehab 143,101 -37,798 302,798 0 0 0% WTP Electrical Upgrade 0 0 1,350,000 0 1,350,000 100%
Desalination Plant-High Purification 46,788,750 17,425,073 5,820,528 5,820,528 0 -100% Median Island Improvements 64,000 0 0 0 0 0%
Facility Maintenance and Repairs 0 0 0 0 150,000 100%
Table continued on next page

2025-26 OPERATING BUDGET

ENTERPRISE FUNDS

278

WATER FUND (611) (Continued)

WATER CAPITAL PROJECTS (611-2550) (Continued)

WATER PUBLIC BUILDINGS AND FACILITIES - CIP (611-2550)

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

Use of Funds (Continued):

WTP B Solar Covers 0 0 500,000 0 500,000 100%
Integration/Upgrade Access Controls 0 0 0 195,000 0 -100% AMI Meter Reading Upgrade 760,474 1,403,887 1,865,639 1,865,639 1,500,000 -20% Polymer Room Y& Filter Aid Installation 0 0 240,000 0 0 0% Water Treatment Plant Chain and Flights
Rehabilitation 0 0 500,000 0 0 0%
WTP Applied Channel Rehabilitation 0 0 1,000,000 0 0 0% Plant A Filter Valves Replacement 0 0 1,000,000 0 0 0% Chemical Injection Modifications 0 0 176,000 176,000 0 -100% Lone Tree Booster Pump Improvements 0 0 1,062,000 0 1,100,000 100% Reservoir Road Rehab 0 0 550,000 0 550,000 100%
Security Fencing at City Facilities 0 0 0 112,000 0 -100% Internal Services 28,792 42,050 45,953 57,644 77,974 35% Total Use of Funds 50,465,165 20,011,867 21,322,717 10,239,714 11,790,062 15%

Funded FTE's 0.625 0.625 0.625 0.625 1.250

2025-26 OPERATING BUDGET

ENTERPRISE FUNDS

279

WATER SYSTEM IMPROVEMENT (612)

Fees are collected from developers to fund offsite or oversize facilities in three areas: water storage, plant expansion and other facilities including oversized mains.

WATER SYSTEM IMPROVEMENT (FUND 612)
Statement of Revenues, Expenditures and Change in Net Position 2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $12,748,706 $9,147,917 $12,112,156 $12,112,156 $15,111,414

Revenue Source:

Current Service Charges 2,339,134 2,523,203 2,778,900 2,545,000 2,347,000 -8% Investment Income 187,855 454,741 100,000 475,000 500,000 5% Total Revenues 2,526,989 2,977,944 2,878,900 3,020,000 2,847,000 -6%

Expenditures:

Services & Supplies 27,043 13,189 22,000 20,000 22,000 10% Transfer Out – Brackish Water 6,100,000 0 0 0 0 0%
Internal Services 735 516 516 742 972 31%
Total Expenditures 6,127,778 13,705 22,516 20,742 22,972 11%

Ending Balance, June 30 $9,147,917 $12,112,156 $14,968,540 $15,111,414 $17,935,442

2025-26 OPERATING BUDGET

ENTERPRISE FUNDS

280

SEWER FUND (621)

The Sewer Fund is a Public Works Enterprise Fund that accounts for the revenues and expenditures related to providing wastewater collection, storm drain and channel maintenance services for the City of Antioch.

SEWER FUND SUMMARY (FUND 621)
Statement of Revenues, Expenditures and Change in Net Position 2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $9,698,667 $8,865,378 $8,165,838 $8,165,838 $2,957,619

Revenue Source:

Investment Income 230,378 486,934 100,000 400,000 100,000 -75% Charges for Services 7,225,855 7,287,232 7,931,665 7,500,000 8,159,000 9% Other 19,082 18,940 0 0 0 0%
Total Revenues 7,475,315 7,793,106 8,031,665 7,900,000 8,259,000 5%

Expenditures:

Personnel 3,649,395 3,978,505 4,891,301 4,704,757 5,017,952 7% Services & Supplies 3,617,158 3,562,409 6,010,980 5,325,270 5,511,246 3% Capital Projects 50,552 613 1,998,835 1,550,000 450,000 -71% Transfers Out 314,679 210,842 674,380 539,667 608,804 13% Internal Services 676,820 740,277 859,521 988,525 841,119 -15% Total Expenditures 8,308,604 8,492,646 14,435,017 13,108,219 12,429,121 -5%

Ending Balance $8,865,378 $8,165,838 $1,762,486 $2,957,619 ($1,212,502)1

1 NOTE: Amount negative due to recognition of pension and OPEB liabilities. Removing these would make ending balance $4,983,360 positive at 6/30/26.

2025-26 OPERATING BUDGET

ENTERPRISE FUNDS

281

SEWER FUND (621) (Continued)

SEWER FUND SUMMARY OF STAFFING

Funded Funded
2024-25 2025-26
Funded FTE’s:

Wastewater Supervision 26.557 26.107
Wastewater CIP 0.625 0.750
Total Funded FTE’s: 27.182 26.857

2025-26 OPERATING BUDGET

ENTERPRISE FUNDS

282

SEWER FUND (621) (Continued)

WASTEWATER SUPERVISION (621-2210)

Wastewater Supervision is responsible for providing administrative and managerial functions to the City’s wastewater collections system. This function provides direct supervision for Wastewater Collections and Storm Drain and Channel Maintenance. Personnel provide effective leadership; direction; planning; work scheduling; participation and monitoring of an effective employee safety training program; prepare annual budgets; monthly and quarterly reports; maintain and oversee compliance with State, Federal and Health Department regulations; oversee and evaluate employee performance; monitor division activities and budgets; implement innovative programs to improve efficiency and over all effectiveness; develop bid specifications; arrange for and monitor contract work for compliance.

This function is responsible to participate in and ensure compliance with the State’s newly mandated program for monitoring and reporting sewer system overflows (SSO’s).

SEWER-WASTEWATER SUPERVISION (621-2210)

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

Investment Income 230,378 486,934 100,000 400,000 100,000 -75% Charges for Service 7,225,855 7,287,232 7,931,665 7,500,000 8,159,000 9% Other 19,082 18,940 0 0 0 0%
Total Source of Funds 7,475,315 7,793,106 8,031,665 7,900,000 8,259,000 5%

Use of Funds:

Personnel 3,519,041 3,833,264 4,709,604 4,523,060 4,825,577 7% Services & Supplies 3,617,158 3,562,409 6,010,980 5,325,270 5,511,246 3% Transfers Out 314,679 210,842 674,380 539,667 608,804 13% Internal Services 657,036 723,343 839,855 965,699 821,960 -15% Total Use of Funds 8,107,914 8,329,858 12,234,819 11,353,696 11,767,587 4%

Funded FTE’s 26.507 26.507 26.507 26.557 26.107

2025-26 OPERATING BUDGET

ENTERPRISE FUNDS

283

SEWER FUND (621) (Continued)

SEWER CAPITAL PROJECTS (621-2570)

The following capital projects are to be expended from the Sewer Fund:

SEWER-WASTEWATER COLLECTION CAPITAL PROJECTS (621-2570)

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

Personnel 130,354 145,241 181,697 181,697 192,375 6% Trenchless Rehabilitation 50,552 613 348,835 50,000 300,000 500% E Antioch Creek Outfall 0 0 1,500,000 1,500,000 0 -100% Corrosion Rehab 0 0 150,000 0 150,000 100%
Internal Services 19,784 16,934 19,666 22,826 19,159 -16% Total Use of Funds 200,690 162,788 2,200,198 1,754,523 661,534 -62%

Funded FTE’s 0.625 0.625 0.625 0.750 0.750

2025-26 OPERATING BUDGET

ENTERPRISE FUNDS

284

SEWER SYSTEM IMPROVEMENT (622)

Sewer Facility Expansion Fund is set up to track the development fees collected from developers to fund offsite or to oversize sewer facilities and replace inadequate sewers.

SEWER SYSTEM IMPROVEMENT (FUND 622)
Statement of Revenues, Expenditures and Change in Net Position

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

Beginning Balance, July 1 $4,712,824 $5,580,535 $6,517,548 $6,517,548 $5,937,977

Revenue Source:

Current Service Charges 810,809 730,462 1,000,000 192,500 735,000 282% Investment Income 70,725 214,292 45,000 237,000 250,000 5% Total Revenues 881,534 944,754 1,045,000 429,500 985,000 129%

Expenditures:

Services & Supplies 13,603 7,483 6,500 8,700 9,000 3%
E. Antioch Creek Outfall 0 0 1,000,000 1,000,000 0 -100% Sewer Main Replacement 0 0 600,000 0 150,000 100%
Internal Services 220 258 258 371 486 31%
Total Expenditures 13,823 7,741 1,606,758 1,009,071 159,486 -84%

Ending Balance, June 30 $5,580,535 $6,517,548 $5,955,790 $5,937,977 $6,763,491

2025-26 OPERATING BUDGET

ENTERPRISE FUNDS

285

MARINA FUND (631)

The Marina Fund accounts for the revenues and expenditures related to operating and maintaining a municipal Marina for the City of Antioch.

MARINA FUND SUMMARY (FUND 631)
Statement of Revenues, Expenditures and Change in Net Position

2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $4,527 $412 $259,234 $259,234 ($436,953)

Revenue Source:

Investment Income 11,302 6,502 5,000 15,000 5,000 -67% Charges for Services 601,740 586,834 580,000 564,000 564,000 0% Other 7,521 21,016 1,000 1,000 1,000 0%
Transfers In 585,000 621,000 685,375 222,410 700,000 0% Total Revenues 1,205,563 1,235,352 1,271,375 802,410 1,270,000 58%

Expenses:

Personnel 355,512 211,901 326,476 353,575 357,903 1%
Services & Supplies 515,796 395,555 806,541 713,680 498,502 -30% Debt Service 177,653 177,484 181,389 181,389 181,389 0% Internal Services 160,717 191,590 207,500 249,953 279,760 12% Total Expenses 1,209,678 976,530 1,521,906 1,498,597 1,317,554 -12% Ending Balance, June 301 $412 $259,234 $8,703 ($436,953)1 ($484,507)1

Funded Funded
2024-25 2025-26
Funded FTE’s: 2.14 2.14
1NOTE: Ending balance negative due to Net Pension Liability.

2025-26 OPERATING BUDGET

ENTERPRISE FUNDS

286

MARINA FUND (631) (Continued)

MARINA ADMINISTRATION FUND (631-2410)

The Marina Administration is responsible for overseeing the management of a seven-day-a-week pleasure boat marina operation. Tasks include renting berths, monitoring occupancy, maintaining records, providing security, enforcing ordinances and State laws, collecting rents, selling fuel and oil, communicating with and supplying timely and accurate reports to State and local governmental agencies and providing various customer services. This activity is also responsible for managing the Marina leases and has been successful in seeking grants for marina improvements and operations.

MARINA ADMINISTRATION (631-2410)

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

Investment Income 9,943 6,502 5,000 15,000 5,000 -67%
Charges for Service 601,740 586,834 580,000 564,000 564,000 0% Other 7,521 20,279 1,000 1,000 1,000 0%
Transfer in from General Fund 585,000 621,000 685,375 222,410 700,000 215% Total Source of Funds 1,204,204 1,234,615 1,271,375 802,410 1,270,000 58%

Use of Funds:

Personnel 355,512 211,901 326,476 353,575 357,903 1%
Services & Supplies 500,498 395,555 806,541 713,680 498,502 -30% Debt Service 177,653 177,484 181,389 181,389 181,389 0% Internal Services 160,717 191,590 207,500 249,953 279,760 12% Total Use of Funds 1,194,380 976,530 1,521,906 1,498,597 1,317,554 -12%

Funded FTE’s 2.14 2.14 2.14 2.14 2.14

2025-26 OPERATING BUDGET

ENTERPRISE FUNDS

287

MARINA FUND (631) (Continued)

MARINA CAPITAL PROJECTS (631-2510)

The purpose of this division is to account for the implementation of capital projects at the Antioch Marina Facility, maintaining and upgrading the City’s capital investment in the Marina infrastructure and land.

MARINA CAPITAL PROJECTS (631-2510)

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

Use of Funds:

Marina Projects 0 0 0 0 0 0%
Total Use of Funds 0 0 0 0 0 0%

2025-26 OPERATING BUDGET

288

IINNTTEERRNNAALL SSEERRVVIICCEE FFUUNNDDSS

2025-26 OPERATING BUDGET

INTERNAL SERVICE FUNDS

289

INTERNAL SERVICE FUNDS

Internal Service Funds are used to finance and account for special activities and services performed by a designated City department for other departments on a cost reimbursement basis. Internal Service Funds are also used to account for specific purposes that benefit the City as a whole, such as the Loss Control Fund.

Internal Service Funds are considered Proprietary funds.

The City maintains four Internal Service Funds, which are listed below in the Internal Service Funds Summary table.

SUMMARY OF INTERNAL SERVICE FUNDS

Estimated Estimated Estimated
Fund Balance Revised Revised Balance Proposed Proposed Balance Internal Service Fund Title # 7/1/24 Revenues Expenditures 6/30/25 Revenues Expenditures 6/30/26 Vehicle Replacement 569 $11,528,550 $2,027,883 $4,412,708 $9,143,725 $1,085,970 $2,109,365 $8,120,330 Vehicle Maintenance 570 590,691 2,217,763 2,700,411 108,043 2,545,000 2,565,443 87,600 Information Services 573 1,386,558 3,910,886 3,958,647 1,338,797 4,276,453 4,459,746 1,155,504 Loss Control 580 989,855 2,778,500 3,583,584 184,771 4,446,000 4,613,568 17,203 TOTAL INTERNAL SERVICE FUNDS $14,495,654 $10,935,032 $14,655,350 $10,775,336 $12,353,423 $13,748,122 $9,380,637

2025-26 OPERATING BUDGET

INTERNAL SERVICE FUNDS

290

VEHICLE REPLACEMENT FUND (569)

Vehicle Replacement is included in the Vehicle Equipment Replacement Fund. The fund accounts for the replacement of vehicles and equipment used by all City departments. The source of revenue for this fund is rental fees charged to the various departments.

VEHICLE REPLACEMENT (Fund 569)
Statement of Revenues, Expenditures and Change in Net Position 2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $8,404,369 $9,735,918 $11,528,550 $11,528,550 $9,143,725

Revenue Source:

Investment Income 131,992 363,884 65,000 365,000 300,000 -18% Current Service Charges 2,903,340 2,500,060 1,457,751 1,551,841 740,970 -52% Other 76,688 203,852 45,000 45,000 45,000 0%
Transfer In – Dev. Impact 0 0 66,042 66,042 0 -100%
Total Revenues 3,112,020 3,067,796 1,633,793 2,027,883 1,085,970 -46%

Expenditures:

Equipment 1,780,069 1,274,434 4,411,728 4,411,728 2,108,000 -52% Internal Services 402 730 730 980 1,365 39%
Total Expenditures 1,780,471 1,275,164 4,412,458 4,412,708 2,109,365 -52%

Ending Balance, June 30 $9,735,918 $11,528,550 $8,749,885 $9,143,725 $8,120,330

2025-26 OPERATING BUDGET

INTERNAL SERVICE FUNDS

291

VEHICLE EQUIPMENT MAINTENANCE FUND (570)

Vehicle Repair and maintenance is included in the Vehicle Equipment Maintenance Fund. The fund accounts for the maintenance and repair of vehicles and equipment used by all City departments. The source of revenue for this fund is rental fees charged to the various departments.

Fleet Services is responsible for all maintenance and repairs of the City's fleet of vehicles and equipment, including small municipal equipment such as mowers, saws, blowers and edgers. Fleet services provides the following services: support to other divisions in the form of design and fabrication; develops equipment and contract work specifications; purchases vehicles; arranges for disposal of retired vehicles and equipment, provides fueling services to the City's fleet; provides a variety of reports and schedules for other departments.

VEHICLE EQUIPMENT MAINTENANCE (FUND 570)
Statement of Revenues, Expenditures and Change in Net Position 2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $749,935 $749,971 $590,691 $590,691 $108,043

Revenue Source:

Investment Income 9,453 25,303 1,000 18,000 5,000 -75%
Current Service Charges 1,900,937 1,867,951 2,320,000 2,165,000 2,515,000 2% Other 35,587 56,767 30,000 34,763 25,000 -9%
Total Revenues 1,945,977 1,950,021 2,351,000 2,217,763 2,545,000 1%

Expenditures:

Personnel 670,450 795,238 1,051,043 956,590 1,115,287 25% Services & Supplies 1,275,491 1,314,063 1,956,065 1,743,821 1,450,156 19% Total Expenditures 1,945,941 2,109,301 3,007,108 2,700,411 2,565,443 21%

Ending Balance, June 30 $749,971 $590,691 ($65,417) $108,043 $87,600

Funded Funded
2024-25 2025-26
Total Funded FTE'S 5.735 5.735
2025-26 OPERATING BUDGET

INTERNAL SERVICE FUNDS

292

INFORMATION SYSTEMS FUND (573)
The Information Systems Department serves as an internal service provider to all City departments. The department encompasses the City’s computer technology and telecommunications systems. Departmental responsibilities include all television productions, security systems, special project management and support of all City computer systems including Finance and Police systems; planning, implementing and supporting all information system upgrades and replacements, including personal computers, servers, data networks; coordinating Internet services; providing service and maintenance of the City’s telephone systems; management and support of GIS related activities throughout the City; and providing planning and oversight of the City’s equipment replacement fund.

Information Systems Department Divisions are: Information Services Administration, Network and Personal Computer Support Services, Telephone Systems Program, GIS Support Systems, and Office Equipment Replacement.

Note: GIS division reports to Public Works and thus excluded from this organization chart.

Information Services
Director
Network Administrator
(2)
Computer Technician
(2)
Administrative
Assistant
2025-26 OPERATING BUDGET

INTERNAL SERVICE FUNDS

293

INFORMATION SYSTEMS FUND (573) (Continued)

INFORMATION SYSTEMS (FUND 573)
Statement of Revenues, Expenditures and Change in Net Position 2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $1,558,682 $1,276,077 $1,386,558 $1,386,558 $1,338,797

Revenue Source:

Investment Income 17,909 40,679 5,000 40,000 40,000 0% Current Service Charges 1,854,506 2,879,748 2,880,365 3,425,838 3,666,273 7% Other 7,209 0 0 0 0 0%
Financing Proceeds - SBITA 664,753 0 0 0 0 0%
Transfers In 538,380 280,678 529,020 445,048 570,180 28% Total Revenues 3,082,757 3,201,105 3,414,385 3,910,886 4,276,453 9%

Expenditures:

Personnel 1,558,642 1,531,450 2,023,088 1,870,743 2,074,864 19% Services & Supplies 1,705,275 1,419,556 2,280,731 1,905,993 2,118,501 14% Internal Services 101,445 139,618 165,632 181,911 266,381 63% Total Expenditures 3,365,362 3,090,624 4,469,451 3,958,647 4,459,746 18%

Ending Balance, June 30 $1,276,077 $1,386,558 $331,492 $1,338,797 $1,155,504

Funded Funded
Funded FTE's: 2024-25 2025-26
Information Services 1.10 1.10
Network Support & PCs 4.75 4.75
Telephone System 0.15 0.15
GIS Support 4.08 4.08
Total Funded FTEs 10.08 10.08

2025-26 OPERATING BUDGET

INTERNAL SERVICE FUNDS

294

INFORMATION SERVICES ADMINISTRATION (573-1410)

Information Services Administration provides for the automation activities of the City. The primary responsibilities are in support of City-wide network, network security, phones, Police systems, television productions, and project management.

2024 - 2025 Accomplishments:
 Facilitate and support several user moves due to various extenuating circumstances (construction, etc.).  Incode10 transition to Parallels (Incode Cloud).
 Replace PD’s CAD/RMS system – again.
 MFA for all users.
 Replaced City Hall firewall
 Replaced/upgraded 10 servers
 Expanded internal Wi-Fi at Public Works
 Rolled out 40 rugged laptops to Public Works
 Expanded network and Senior Center
 Implemented Information Systems documentation system
 Implemented City wide mobile device management system  Replaced City’s main data storage array

2026 & 2027 Objectives:
 Setup SharePoint websites and move departmental files to Office365.  Develop organizational software application portfolio.  Review/Revamp departmental policies and procedures.
 Work with all City departments to develop an Information Systems roadmap.  Upgrade PD community room A/V.
 Install and configure redundant internet connections for PD and City Hall.  Replace security camera server.
 Upgrade production servers.
 Revamp new employee onboarding procedures, including training materials for new employees.  Knowledge base for common self-help issues.
 Inventory cleanup / find and implement a new inventory system.

2025-26 OPERATING BUDGET

INTERNAL SERVICE FUNDS

295

INFORMATION SYSTEMS FUND (573) (Continued)

INFORMATION SERVICES ADMINISTRATION (573-1410)

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

Investment Income 17,909 40,679 5,000 40,000 40,000 0%
Total Source of Funds 17,909 40,679 5,000 40,000 40,000 0%

Use of Funds:

Personnel 325,055 324,736 349,279 344,810 356,969 4%
Services & Supplies 447,244 183,927 51,611 52,874 56,814 7% Total Use of Funds 772,299 508,663 400,890 397,684 413,783 4%

Funded FTE's 1.10 1.10 1.10 1.10 1.10

2025-26 OPERATING BUDGET

INTERNAL SERVICE FUNDS

296

INFORMATION SYSTEMS FUND (573) (Continued)

NETWORK AND PERSONAL COMPUTER SUPPORT SERVICES (573-1420)

Network and Personal Computer Support Services is responsible for the operating environment and customer support of the City’s personal computers, servers, data networks and Internet services.

2024 - 2025 Accomplishments:
 Maintained 360 computers and 38 servers.
 Replaced PD’s CAD/RMS system.
 Moved user files to OneDrive.
 Upgraded Patrol vehicles LTE to 5G.
 Facilitated and supported several user moves due to various extenuating circumstances (construction, etc.).  Replaced City Hall firewall
 Expanded internal Wi-Fi at Public Works
 Rolled out 40 rugged laptops to Public Works
 Expanded network at Senior Center
 Implemented Information Systems documentation system
 Implemented City wide mobile device management system  Replaced City’s main data storage array
 Upgraded and decommissioned legacy servers to improve system performance and reduce maintenance overhead.  Includes: Domain Controller upgrades for PD and City Hall, deployment of standalone DHCP server, PD print server upgrade, and decommissioning of legacy CRW and Incode servers.
 Installed new computer lab at the Antioch Senior Center to expand digital access and support community programs.  Completed cloud provisioning and Windows 11 upgrades for the patrol fleet, enhancing system performance, security, and manageability across all mobile units.
 Implemented PDQ Connect for automated software deployment and system management, improving efficiency in package deployment across the organization.

2026 & 2027 Objectives:
 Uptime of 99 % on network.
 Setup SharePoint websites and move departmental files to Office365.  Replace/upgrade all remaining 2008 servers.
 Upgrade PD community room A/V.
 Install and configure redundant internet connections for CH.  Replace UPS’s, as needed.
2025-26 OPERATING BUDGET

INTERNAL SERVICE FUNDS

297

INFORMATION SYSTEMS FUND (573) (Continued)

NETWORK AND PERSONAL COMPUTER SUPPORT SERVICES (573-1420) (Continued)

2026 & 2027 Objectives (Cont.):
 Replace/upgrade DCs and elevate Domain functional level to highest supported.  Knowledge base for common self-help issues.
 Revamp new employee onboarding procedures, including training materials for new employees.  Move the Wi-Fi over to our main City network rather than a separate network.  Inventory cleanup / find and implement a new inventory system.  Move lingering applications to Single Sign-On (such as Adobe Pro subscription).  Upgrade all City computers to Windows 11 in preparation for Windows 10 end-of-life.  Standardize employee email signatures to ensure professional consistency across all departments.  Complete mobile device management (MDM) enrollment for all City-issued mobile devices.  Consolidate and migrate all internal IT documentation to a centralized and secure location for easier access and version control.  Streamline IT processes related to Public Records Act (PRA) requests to reduce response times and ensure compliance.  Deploy Microsoft Universal Print or equivalent solution to eliminate reliance on print servers and reduce driver-related support calls.  Integrate internal Wi-Fi networks with the City’s core data network to enhance performance, security, and manageability.  Establish a formal annual IT equipment refresh cycle to proactively replace critical infrastructure and reduce unplanned downtime.  Expand multi-factor authentication (MFA) and single sign-on (SSO) to achieve 100% coverage across all City systems and critical applications.  Implement SMS archiving solutions to support compliance with PRA requirements and records retention policies.  Establish a formal standardized hardware policy to guide procurement, compatibility, and lifecycle management decisions.  Refresh Mobile Data Terminals (MDTs) in the patrol fleet as existing devices have reached end-of-life, ensuring continued compatibility with public safety applications, and maintaining operational reliability.

2025-26 OPERATING BUDGET

INTERNAL SERVICE FUNDS

298

INFORMATION SYSTEMS FUND (573) (Continued)

NETWORK AND PERSONAL COMPUTER SUPPORT SERVICES (573-1420) (Continued)

INFORMATION SERVICES - NETWORK SUPPORT & PC'S (573-1420)

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

Billings to Departments 1,545,638 2,374,129 2,369,329 2,865,373 3,086,373 8% Total Source of Funds 1,545,638 2,374,129 2,369,329 2,865,373 3,086,373 8%

Use of Funds:

Personnel 670,690 760,326 871,467 896,194 941,090 5%
Services & Supplies 617,113 620,685 990,812 1,028,021 1,005,864 -2% Total Use of Funds 1,287,803 1,381,011 1,862,279 1,924,215 1,946,954 1%

Funded FTE'S 4.75 4.75 4.75 4.75 4.75
2025-26 OPERATING BUDGET

INTERNAL SERVICE FUNDS

299

INFORMATION SYSTEMS FUND (573) (Continued)

TELEPHONE SYSTEMS SERVICES (573-1430)

Telephone Systems Services provides service and maintenance of the City’s telephone systems.

2024-2025 Accomplishments:
 98% uptime of telephone switches.
 Over 100 add/move/delete changes.

2026 & 2027 Objectives:
 Uptime of 99.99% for telephone system.
 Upgrade to latest version of call manager.
 Upgrade to latest version of auto attendant.
 Upgrade to latest version of automated call distribution.  Upgrade to latest version of TeamQ ACD.

INFORMATION SERVICES - TELEPHONE SYSTEM (573-1430)

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

Current Service Charges 180,974 217,141 212,571 262,000 262,000 0% Total Source of Funds 180,974 217,141 212,571 262,000 262,000 0%

Use of Funds:

Personnel 24,520 28,783 31,792 33,607 36,104 7%
Services & Supplies 68,616 114,112 172,227 173,015 136,176 -21% Total Use of Funds 93,136 142,895 204,019 206,622 172,280 -17%

Funded FTE'S 0.15 0.15 0.15 0.15 0.15

2025-26 OPERATING BUDGET

INTERNAL SERVICE FUNDS

300

INFORMATION SYSTEMS FUND (573) (Continued)

GIS SUPPORT SYSTEMS (573-1435)

GIS Support systems is responsible for the management and support of GIS-related activities throughout the City’s different departments. Major activities include design, development, and maintenance of numerous spatial databases, acquisition and data conversion of assessor parcel data from Contra Costa County’s Public Works Department, GIS data linkage to internal software applications, as well as management of all GIS data exchanged between the City and outside consultants or contractors. The GIS division also provides support to all departments for GIS software applications over the City’s internal network and support for Public Works Maintenance Management System.

2024-2025 Accomplishments:
 Implementation of CityWorks Enterprise Asset Management System.  Integration of GIS with PD’s RIMS Computer Aided Dispatch System.  Successful geocoding integration with Community Development’s Energov system, for permits, land use, and private property citations.  Implementation of ArcGIS Image Server with new city-wide aerial imagery.  Updated and revised of street centerline dataset.
 Updated and revised address dataset.

2026 & 2027 Objectives:
 Successful launch of Trimble Unity Maintain Enterprise Software.  Successful launch of ESRI Field Maps data collection application suite.  Successful update and inventory of LED streetlight dataset.  Successful update and inventory of street sign dataset.  Successful update to SeeClickFix, including configuration of service time intervals and CityWorks integration

2025-26 OPERATING BUDGET

INTERNAL SERVICE FUNDS

301

INFORMATION SYSTEMS FUND (573) (Continued)

GIS SUPPORT SYSTEMS (573-1435) (Continued)

INFORMATION SERVICES - GIS SUPPORT SERVICES (573-1435)

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

Current Service Charges 0 141,098 151,085 151,085 170,520 13% Transfers In 538,380 280,678 529,020 445,048 570,180 28% Total Source of Funds 538,380 421,776 680,105 596,133 740,700 24%

Use of Funds:

Personnel 538,377 417,605 770,550 596,132 740,701 24%
Services & Supplies 445,161 340,007 908,198 494,200 419,647 -15% Internal Services 100,679 138,662 164,676 180,745 264,510 46% Total Use of Funds 1,084,217 896,274 1,843,424 1,271,077 1,424,858 12%

Funded FTE'S 4.08 4.08 4.08 4.08 4.08

2025-26 OPERATING BUDGET

INTERNAL SERVICE FUNDS

302

INFORMATION SYSTEMS FUND (573) (Continued)

OFFICE EQUIPMENT REPLACEMENT (573-1440)

Office Equipment Replacement is the holding fund for charges paid by departments throughout the City to provide the means to pay for the orderly replacement of obsolete office equipment, computers and major software items.

INFORMATION SERVICES - OFFICE EQUIPMENT REPLACEMENT (573-1440)

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

Current Service Charges 127,894 147,380 147,380 147,380 147,380 0% Total Source of Funds 127,894 147,380 147,380 147,380 147,380 0%

Use of Funds:

Services & Supplies 127,141 160,825 157,883 157,883 500,000 217% Internal Services 766 956 956 1,166 1,871 60%
Total Use of Funds 127,907 161,781 158,839 159,049 501,871 216%

2025-26 OPERATING BUDGET

INTERNAL SERVICE FUNDS

303

LOSS CONTROL FUND (580)

The Loss Control Program provides consultation services to City departments in the area of workers’ compensation claim cost control, and compliance with California OSHA requirements. Staff in this fund is also responsible for assisting departments in maintaining a safe workplace for employees by managing an aggressive health and safety program.

LOSS CONTROL (FUND 580)
Statement of Revenues, Expenditures and Change in Net Position 2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $436,802 $1,115,326 $989,855 $989,855 $184,771

Revenue Source:

Investment Income (4,806) 23,186 500 3,500 1,000 -71% Revenue from Other Agencies 0 12,900 0 0 0 0%
Current Service Charges 3,339,375 2,930,088 3,520,000 2,775,000 4,445,000 60% Other 0 560 0 0 0 0%
Total Revenue 3,334,569 2,966,734 3,520,500 2,778,500 4,446,000 60%

Expenditures:

Personnel 213,589 208,480 175,796 114,797 173,349 51%
Insurance Policies 2,439,246 2,863,461 3,400,035 3,395,047 4,341,109 28% Services & Supplies 3,210 20,264 98,169 73,740 99,110 34% Total Expenditures 2,656,045 3,092,205 3,674,000 3,583,584 4,613,568 29%

Ending Balance, June 30 $1,115,326 $989,855 $836,355 $184,771 $17,203

Funded FTE’s 1.00 1.00 1.00 1.00 1.00

2025-26 OPERATING BUDGET

304

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2025-26 OPERATING BUDGET

ANTIOCH PUBLIC FINANCING AUTHORITY

305

The Antioch Public Financing Authority (APFA) is a joint powers authority organized by the City of Antioch and the Antioch Development Agency under the laws of the State of California. The Authority was organized to provide financial assistance to the City by financing real and personal property and improvements for the benefit of the residents of the City and surrounding areas.

The APFA maintains the following funds:

 APFA 2015A Lease Revenue Refunding Bonds – Portion related to refunding 2001 ABAG Bonds (410)

 APFA 2015A Lease Revenue Refunding Bonds – Portion related to refunding APFA 2002A&B Lease Revenue Bonds (417)

ANTIOCH PUBLIC FINANCING AUTHORITY (APFA)

COMBINED STATEMENT OF APFA DEBT SERVICE FUNDS

Estimated Estimated Estimated
Fund Balance Revised Revised Balance Proposed Proposed Balance APFA Debt Issue # 7/1/24 Revenues Expenditures 6/30/25 Revenues Expenditures 6/30/26

2015A Lease Revenue Refunding Bonds 410 $236 $344,988 $344,988 $236 $342,276 $342,276 $236 2015A Lease Revenue Refunding Bonds 417 4,197 1,656,440 1,654,035 6,602 1,698,400 1,698,052 6,950 TOTAL APFA $4,433 $2,001,428 $1,999,023 $6,838 $2,040,676 $2,040,328 $7,186

2025-26 OPERATING BUDGET

ANTIOCH PUBLIC FINANCING AUTHORITY

306

APFA 2015A LEASE REVENUE REFUNDING BONDS (410)
(Portion related to refunding 2001 ABAG bonds)

In February 2015, Antioch Public Financing Authority (APFA) Lease Revenue Refunding Bonds were issued to refinance the APFA 2002 A&B Lease Revenue Bonds and the ABAG 2001A Lease Revenue Bonds. The APFA leases the police facility and animal shelter to the City under a site and facility lease and the base rental payments made by the City represent the debt service on the new bonds. This fund accounts for the portion related to the ABAG bonds and debt service is paid by the General Fund. Final debt service is May 2031.

2015A LEASE REVENUE REFUNDING BONDS (FUND 410)
Statement of Revenues, Expenditures and Change in Fund Balance 2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $70 $226 $236 $236 $236

Revenue Source:

Transfer In – General Fund 348,688 341,933 344,977 344,988 342,276 -2% Total Revenues 348,688 341,933 344,977 344,988 342,276 -2%

Expenditures:

Services & Supplies 225 371 425 425 425 0%
Debt Service 348,250 341,500 344,500 344,500 341,750 -2% Internal Services 57 52 52 63 101 -9%
Total Expenditures 348,532 341,923 344,977 344,988 342,276 -2%

Ending Balance, June 30 $226 $236 $236 $236 $236

2025-26 OPERATING BUDGET

ANTIOCH PUBLIC FINANCING AUTHORITY

307

APFA 2015A LEASE REVENUE REFUNDING BONDS (417)
(Portion related to refunding APFA 2002 A&B Lease Revenue Bonds)

In February 2015, Antioch Public Financing Authority (APFA) Lease Revenue Refunding Bonds were issued to refinance the APFA 2002 A&B Lease Revenue Bonds and the ABAG 2001A Lease Revenue Bonds. The APFA leases the police facility and animal shelter to the City under a site and facility lease and the base rental payments made by the City represent the debt service on the new bonds. This fund accounts for the portion related to the 2002 A&B bonds and debt service is reimbursed by Successor Agency to the Antioch Development Agency. Final debt service is May 2032.

2015A LEASE REVENUE REFUNDING BONDS (FUND 417)
Statement of Revenues, Expenditures and Change in Fund Balance

2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $416 $3,187 $4,197 $4,197 $6,602

Revenue Source:

Investment Income 2,471 5,149 10 4,000 2,500 -38%
Transfer in from ADA Retirement 1,578,253 1,611,806 1,654,178 1,652,440 1,695,900 3% Total Revenues 1,580,724 1,616,955 1,654,188 1,656,440 1,698,400 3%

Expenditures:

Services & Supplies 1,246 1,967 2,200 2,040 2,500 23%
Debt Service 1,576,650 1,613,900 1,651,900 1,651,900 1,695,400 3% Internal Services 57 78 78 95 152 60%
Total Expenditures 1,577,953 1,615,945 1,654,178 1,654,035 1,698,052 3%

Ending Balance, June 30 $3,187 $4,197 $4,207 $6,602 $6,950

2025-26 OPERATING BUDGET
308

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AAGGEENNCCYY

2025-26 OPERATING BUDGET

CITY OF ANTIOCH AS SUCCESSOR AGENCY AND HOUSING SUCCESSOR TO THE ANTIOCH DEVELOPMENT AGENCY

309

The Antioch Development Agency (Agency or ADA) was formed June 25, 1974, for the purpose of renovating designated areas within the City limits. Project areas were designated to receive tax increment funds based on redevelopment formulas. The redevelopment funds were targeted for slum and blight areas.

There are currently four former redevelopment areas in Antioch encompassing 2,082 acres, which is 11.6% of the City’s incorporated area.

Effective February 1, 2012, all redevelopment agencies throughout California were abolished with AB 1X26, the Dissolution Act. The City of Antioch elected to become the Successor Agency and Housing Successor to the Antioch Development Agency. The role of the City in these capacities is to oversee the wind-down of redevelopment and pay enforceable obligations of the former Antioch Development Agency until satisfied. As a result, the former Low and Moderate Income Housing Fund of the City has been re-named the Housing Fund and will account for the enforceable obligations of the former Antioch Development Agency related to activities of the former Low and Moderate Income Housing Fund. Expenses comprise administration of existing housing loans (rental rehabilitation, first time homebuyer, housing rehabilitation). Prior to dissolution, housing activities were funded by a 20% set-aside of tax increment revenues from the five project areas of the Antioch Development Agency. This set-aside is eliminated with dissolution, and obligations after February 1st will be funded with existing fund balance from the Low and Moderate Income Housing Fund and any loan repayments that may be received. The City as Successor Agency has also established the Redevelopment Obligation Retirement Fund to account for the receipt of property taxes from Contra Costa County to pay enforceable obligations of the former Antioch Development Agency. The payment of taxes occurs in June and January of each year to pay for obligations for the following six-month period as listed on the Successor Agency’s approved Recognized Obligation Payment Schedule (ROPS).

SUMMARY OF SUCCESSOR AGENCY AND HOUSING SUCCESSOR FUNDS Estimated Estimated Estimated
Fund Balance Revised Revised Balance Proposed Proposed Balance Fund # 7/1/24 Revenues Expenditures 6/30/25 Revenues Expenditures 6/30/26 Housing Fund 227 $15,450,859 $219,256 $1,070,613 $14,599,502 $25,600 $2,112,614 $12,512,488 Redevelopment Obligation Retirement
Fund 239 449,524 1,802,896 1,795,781 456,639 1,843,339 1,848,023 451,955 Successor Agency Project Area #1
Debt Service 431 153,176 145,354 146,926 151,604 151,142 147,203 155,543 Total Successor Agency and
Housing Successor Funds $16,053,559 $2,167,506 $3,013,320 $15,207,745 $2,020,081 $4,107,840 $13,119,986

2025-26 OPERATING BUDGET

CITY OF ANTIOCH AS SUCCESSOR AGENCY AND HOUSING SUCCESSOR TO THE ANTIOCH DEVELOPMENT AGENCY

310

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 City’s Housing program, funded through State Housing Successor funds, is administered through the Public Safety and Community Resources Department. This fund is the remainder of the housing funds of the former Antioch Development Agency. It provides $250k annually for homeless programs and funding for affordable housing projects to benefit lower income families. Funding will be exhausted in approximately the next two years.

Housing Rehabilitation and Housing Downpayment Assistance will have to compete for PLHA funding or new sources will be needed to continue them.

The Housing Fund accounts for outstanding enforceable obligations relating to existing housing activities. A large portion of the fund balance represents the balance of housing loan receivables due the agency.

2024-2025 Accomplishments:

• Annually provide an average of 10 emergency housing grants (up to $15k) and 3-4 housing loans (up to $75k) to conduct emergency repairs and extensive housing rehabilitation that allows lower income, usually older homeowners, to remain safely in their homes and age in place. • Annually manage $250,000 in grant funding to four-six agencies providing homeless prevention and services to unhoused residents in the City, serving 22,793 residents each year.
• In FY 24-25, providing funding commitment of $3 million to two affordable housing developers to construct 40 units of new housing with supportive services for homeless persons with affordability of 30% of the area median income (AMI), and 60 units of affordable housing up to 50% AMI. • Report annually to State on accomplishments and fund balances of the Housing Successor fund. • Substantially assist Planning division of Community Development in writing of Housing Element, reporting accomplishments in fair housing, tenant landlord, homeless prevention and homeless services, housing rehabilitation, home buyer down payment assistance, and other housing programs listed in the Housing Element.

FY 2026 & FY 2027 Objectives:

• Provide HS funding to assist in the development of 50 new units of housing for persons of extremely low income, not exceeding 30% of the area median income. • Monitor all multifamily affordable housing projects for compliance with Housing Successor regulations. • Continue to manage Housing Rehabilitation and AHOP programs to assist lower income homeowners, as well as grant program to prevent homelessness and assist unhoused residents.
• Continue to produce annual Housing Successor and Housing Element services reports with Planning staff. • Implement succession planning for staffing of Affordable Housing functions

2025-26 OPERATING BUDGET

CITY OF ANTIOCH AS SUCCESSOR AGENCY AND HOUSING SUCCESSOR TO THE ANTIOCH DEVELOPMENT AGENCY

311

HOUSING FUND (227) (Continued)

HOUSING FUND (FUND 227)
Statement of Revenues, Expenditures and Change in Fund Balance 2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $16,503,266 $15,930,610 $15,450,859 $15,450,859 $14,599,502

Revenue Source:

Investment Income 171,925 345,256 20,000 206,228 25,000 -88% Other 0 0 0 13,028 600 -95%
Total Revenue 171,925 345,256 20,000 219,256 25,600 -88%

Expenditures:

Personnel 69,845 66,960 234,896 87,771 248,068 183%
Services & Supplies 630,076 683,723 3,872,500 879,058 1,790,000 104% Transfer Out – Comm. Benefit Fund 0 0 2,832 2,832 0 -100% Internal Services 44,660 74,324 77,080 100,952 74,546 -26% Total Expenditures 744,581 825,007 4,187,308 1,070,613 2,112,614 97%

Ending Balance, June 30 $15,930,610 $15,450,859 $11,283,551 $14,599,502 $12,512,488 Reserved for Housing Loans Receivable

(9,501,359)

(9,630,928)

(9,513,675)

(9,508,275)

Funds Available $6,429,251 $5,819,931 $1,769,876 $5,085,827 $3,004,213

2025-26 OPERATING BUDGET

CITY OF ANTIOCH AS SUCCESSOR AGENCY AND HOUSING SUCCESSOR TO THE ANTIOCH DEVELOPMENT AGENCY

312

REDEVELOPMENT OBLIGATION RETIREMENT FUND (239)
This fund was established by the City as Successor Agency to the Antioch Development Agency to account for property tax receipts from Contra Costa County to pay enforceable obligations of the former Antioch Development Agency.

REDEVELOPMENT OBLIGATION RETIREMENT FUND (FUND 239)
Statement of Revenues, Expenditures and Change in Net Position

2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $572,063 $490,778 $449,524 $449,524 $456,639

Revenue Source:

Taxes1 1,631,409 1,694,351 1,780,439 1,775,896 1,821,339 3% Investment Income 16,576 19,527 5,000 27,000 22,000 -19% Total Revenue 1,647,985 1,713,878 1,785,439 1,802,896 1,843,339 2%

Expenditures:

Administration/Other 1,895 656 2,250 1,676 2,250 34%
Transfers Out2 1,724,727 1,752,921 1,801,814 1,791,934 1,843,032 3% Internal Services 2,648 1,555 1,624 2,171 2,741 26%
Total Expenditures 1,729,270 1,755,132 1,805,688 1,795,781 1,848,023 3%

Ending Balance, June 30 $490,778 $449,524 $429,275 $456,639 $451,955

1NOTE: The County distributes taxes each June and January to pay for obligations due for the upcoming six-month period. The payment expected in June will cover expenditures for the period of July through December. Therefore, revenues will not equal expenditures due to the timing difference of what period the money received covers.

2NOTE: Transfers Out are to the Antioch Public Financing Authority Fund to pay for debt service on the 2002 Lease Revenue Bonds and 2015A Lease Revenue Bonds for which the former Antioch Development Agency was obligated to pay, and debt service funds for the 2009 Tax Allocation Bonds.

2025-26 OPERATING BUDGET

CITY OF ANTIOCH AS SUCCESSOR AGENCY AND HOUSING SUCCESSOR TO THE ANTIOCH DEVELOPMENT AGENCY

313

THE CITY OF ANTIOCH AS SUCCESSOR AGENCY TO THE ANTIOCH DEVELOPMENT AGENCY DEBT SERVICE AREA #1 (431) – This fund accounts for the repayment of the 2009 Tax Allocation Bonds. Details of the outstanding bond issue are as follows:

2009 Series Tax Allocation Bonds – These bonds were issued in 2009 and purchased directly by the State of California Department of Water Resources for the Markley Creek Remediation Project. The final debt service payment is scheduled to occur in September 2027.

SUCCESSOR AGENCY PROJECT AREA #1 DEBT SERVICE (FUND 431) Statement of Revenues, Expenditures and Change in Fund Balance

2022-23 2023-24 2024-25 2024-25 2025-26 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $146,100 $151,181 $153,176 $153,176 $151,604 Revenue Source: Investment Income 4,802 7,559 33 5,860 4,010 -32% Transfer In1 146,474 141,115 147,636 139,494 147,132 5% Total Revenues 151,276 148,674 147,669 145,354 151,142 4% Expenditures:

Debt Service 146,086 146,544 147,501 146,746 146,952 0% Internal Services 109 135 135 180 251 39%
Total Expenditures 146,195 146,679 147,636 146,926 147,203 0% Ending Balance, June 30 $151,181 $153,176 $153,209 $151,604 $155,543

1NOTE: Transfer in is from the Redevelopment Obligation Retirement Fund to pay for debt service.

2025-26 OPERATING BUDGET

314

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2025-26 OPERATING BUDGET

SUPPLEMENTARY INFORMATION

315

ANTIOCH PUBLIC FINANCING AUTHORITY 2015A LEASE REVENUE REFUNDING BONDS DEBT SCHEDULE

Fiscal Year 2001 ABAG Refinanced Portion APFA 2002 A&B Refinanced Portion Aggregate Debt Service Balance P & I Payments Balance P & I Payments Balance P & I Payments 2014-15 $3,840,000 $ -

$19,315,000 $ - $23,155,000 $ - 2015-16 3,700,000 347,167 18,925,000 1,392,528 22,625,000 1,739,694 2016-17 3,525,000 341,700 18,385,000 1,352,450 21,910,000 1,694,150 2017-18 3,345,000 341,450 17,795,000 1,386,250 21,140,000 1,727,700 2018-19 3,155,000 344,250 17,150,000 1,417,650 20,305,000 1,761,900 2019-20 2,955,000 344,750 16,435,000 1,455,400 19,390,000 1,800,150 2020-21 2,745,000 344,750 15,645,000 1,494,650 18,390,000 1,839,400 2021-22 2,525,000 344,250 14,775,000 1,535,150 17,300,000 1,879,400 2022-23 2,290,000 348,250 13,820,000 1,576,650 16,110,000 1,924,900 2023-24 2,050,000 341,500 12,780,000 1,613,900 14,830,000 1,955,400 2024-25 1,795,000 344,500 11,650,000 1,651,900 13,445,000 1,996,400 2025-26 1,530,000 341,750 10,420,000 1,695,400 11,950,000 2,037,150 2026-27 1,250,000 343,500 9,165,000 1,658,900 10,415,000 2,002,400 2027-28 955,000 344,500 7,570,000 1,936,150 8,525,000 2,280,650 2028-29 650,000 339,750 5,855,000 1,976,400 6,505,000 2,316,150 2029-30 325,000 344,500 4,005,000 2,025,650 4,330,000 2,370,150 2030-31 - 334,750 2,055,000 2,070,150 2,055,000 2,404,900 2031-32 - - - 2,116,650 - 2,116,650 TOTALS $5,491,317 $28,355,828 $33,847,144

 APFA 2002A&B Portion – Debt payments reimbursed by the Successor Agency to the Antioch Development Agency 2025-26 OPERATING BUDGET

SUPPLEMENTARY INFORMATION

316

MARINA - LOAN REPAYMENT SCHEDULES

FISCAL
YEAR
#84-21-45 #85-21-130 #86-21-166 #87-21-59
Balance
P & I
Payments Balance
P & I
Payments Balance
P & I
Payments Balance
P & I
Payments
1989-90 $2,000,000
1999-91 1,953,343 $166,657 $3,000,000
1991-92 1,903,886 166,657 2,945,081 $234,919 $500,000 $715,198 $43,460 1992-93 1,851,461 166,657 2,886,867 234,919 491,607 $31,893 704,154 42,309 1993-94 1,805,528 139,644 2,837,468 195,516 483,236 31,053 694,334 42,309 1994-95 1,747,133 139,644 2,769,638 195,516 473,929 31,053 683,271 42,309 1995-96 1,686,110 139,644 2,698,756 195,516 464,203 31,053 671,709 42,309 1996-97 1,622,341 139,644 2,624,684 195,516 454,039 31,053 659,627 42,309 1997-98 1,555,702 139,644 2,547,279 195,516 443,418 31,053 647,001 42,309 1998-99 1,486,065 139,644 2,466,390 195,516 432,318 31,053 633,807 42,309 1999-00 1,413,294 139,644 2,381,862 195,516 420,720 31,053 620,019 42,389 2000-01 1,336,349 140,543 2,292,825 196,220 408,579 31,073 605,531 42,389 2001-02 1,255,942 140,543 2,199,783 196,220 395,892 31,073 590,391 37,550 2002-03 1,226,926 85,533 2,153,929 144,844 388,571 25,136 579,408 37,550 2003-04 1,196,605 85,533 2,106,012 144,844 380,921 25,136 567,932 37,550 2004-05 1,164,919 85,533 2,055,938 144,844 372,927 25,136 555,939 37,550 2005-06 1,131,807 85,533 2,003,611 144,844 364,572 25,136 543,406 37,550 2006-07 1,097,205 85,533 1,948,930 144,844 355,842 25,136 530,309 37,550 2007-08 1,061,047 85,533 1,891,788 144,844 346,719 25,136 516,623 37,550 2008-09 1,023,261 85,533 1,832,074 144,844 337,185 25,136 502,321 37,550 2009-10 983,775 85,533 1,769,673 144,844 327,223 25,136 487,376 37,550 2010-11 942,511 85,533 1,704,465 144,844 316,812 25,136 471,758 37,550 2011-12 899,391 85,533 1,636,322 144,844 305,932 25,136 455,437 37,550 2012-13 854,331 85,533 1,565,112 144,844 294,563 25,136 438,381 37,550 2013-14 807,243 85,533 1,490,698 144,844 282,682 25,136 420,559 37,550 2014-15 758,036 85,533 1,412,936 144,844 270,267 25,136 401,934 37,550 2015-16 706,627 85,521 1,331,674 144,844 257,293 25,136 382,471 37,550 2016-17 684,102 54,323 1,246,755 144,844 243,735 25,136 362,132 37,550 2017-18 660,564 54,323 1,158,021 144,838 229,567 25,136 340,878 37,550 2018-19 635,966 54,323 1,121,107 89,025 214,762 25,136 318,667 37,535 2019-20 610,261 54,323 1,082,532 89,025 199,312 25,115 295,472 22,716 2025-26 OPERATING BUDGET

SUPPLEMENTARY INFORMATION

317

Marina Loan Repayment Schedules (Continued)
#84-21-45 #85-21-130 #86-21-166 #87-21-59
Fiscal
Year Balance
P & I
Payments Balance
P & I
Payments Balance
P & I
Payments Balance
P&I
Payments

2020-21 583,400 54,323 1,042,221 89,025 192,956 15,325 286,053 22,716 2021-22 555,330 54,323 1,000,096 89,025 186,314 15,325 276,209 22,716 2022-23 525,997 54,323 956,075 89,025 179,373 15,325 265,923 22,716 2023-24 495,344 54,323 910,073 89,025 172,119 15,325 255,173 22,716 2024-25 463,311 54,323 862,002 89,025 164,540 15,325 243,940 22,716 2025-26 429,837 54,323 811,767 89,025 156,619 15,325 232,201 22,716 2026-27 394,857 54,323 759,271 89,025 148,342 15,325 219,934 22,716 2027-28 358,303 54,323 704,413 89,025 139,692 15,325 207,115 22,716 2028-29 320,103 54,323 647,087 89,025 130,653 15,325 193,719 22,716 2029-30 280,185 54,323 587,181 89,025 121,208 15,325 179,721 22,716 2030-31 238,470 54,323 524,579 89,025 111,337 15,325 165,092 22,716 2031-32 194,878 54,323 459,160 89,025 101,022 15,325 149,805 22,716 2032-33 149,325 54,323 390,797 89,025 90,243 15,325 133,831 22,716 2033-34 101,722 54,323 319,358 89,025 78,979 15,325 117,137 22,716 2034-35 51,976 54,323 244,704 89,025 67,208 15,325 99,692 22,716 2035-40 0 54,315 0 267,050 0 76,540 0 113,542 TOTALS

$4,042,468 $6,328,863 $1,070,252 $1,554,568

2025-26 OPERATING BUDGET

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318

WATER FUND – STATE REVOLVING FUND (SRF) LOAN REPAYMENT – BRACKISH WATER PROJECT

DEBT SERVICE DEBT SERVICE

FISCAL SRF FISCAL SRF
YEAR LOAN YEAR LOAN (Continued)

Principal
Balance
Principal
Additions
Principal &
Interest Payments
Principal
Balance
Principal
Additions
Principal & Interest
Payments
2021-22 $8,977,516 $8,977,516 $0 2043-44 $24,949,566 - $2,463,079 2022-23 43,134,642 34,157,126 79,937 2044-45 22,835,781 - 2,463,079 2023-24 60,000,000 16,865,358 241,073 2045-46 20,692,403 - 2,463,079 2024-25 60,000,000 - 711,360 2046-47 18,519,016 - 2,463,079 2025-26 58,376,921 - 2,463,079 2047-48 16,315,204 - 2,463,079 2026-27 56,731,118 - 2,463,079 2048-49 14,080,537 - 2,463,079 2027-28 55,062,274 - 2,463,079 2049-50 11,814,585 - 2,463,079 2028-29 53,370,067 - 2,463,079 2050-51 9,516,910 - 2,463,079 2029-30 51,654,169 - 2,463,079 2051-52 7,187,068 - 2,463,079 2030-31 49,914,248 - 2,463,079 2052-53 4,824,607 - 2,463,079 2031-32 48,149,968 - 2,463,079 2053-54 2,429,072 - 2,463,079 2032-33 46,360,988 - 2,463,079 2054-55 0 - 2,463,079 2033-34 44,546,962 - 2,463,079
2034-35 42,707,540 - 2,463,079
2035-36 40,842,367 - 2,463,079
2036-37 38,951,080 - 2,463,079
2037-38 37,033,316 - 2,463,079
2038-39 35,088,703 - 2,463,079
2039-40 33,116,866 - 2,463,079
2040-41 31,117,422 - 2,463,079
2041-42 29,089,987 - 2,463,079
2042-43 27,034,167 - 2,463,079
TOTALS $0 $60,000,000 $74,924,750

NOTE: Final payment due July 31, 2054

2025-26 OPERATING BUDGET

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319

CITY OF ANTIOCH AS SUCCESSOR AGENCY TO THE ANTIOCH DEVELOPMENT AGENCY DEBT REPAYMENT SCHEDULE

DEBT SERVICE
FISCAL AREA #1
YEAR 2009 TAB’S
Balance Payments
2009-10 $2,080,841 $23,594
2010-11 1,985,498 148,206
2011-12 1,891,432 144,762
2012-13 1,794,313 144,730
2013-14 1,694,977 144,697
2014-15 1,593,058 144,664
2015-16 1,488,489 144,629
2016-17 1,381,201 144,594
2017-18 1,271,124 144,558
2018-19 1,158,184 144,520
2019-20 1,042,309 144,482
2020-21 923,420 144,443
2021-22 801,441 144,403
2022-23 676,289 144,362
2023-24 547,884 144,319
2024-25 416,141 144,276
2025-26 280,972 144,231
2026-27 142,289 144,186
2027-28 - 144,139
TOTALS $2,627,794

2025-26 OPERATING BUDGET

SUPPLEMENTARY INFORMATION

320

GLOSSARY OF BUDGET TERMINOLOGY

Account Groups: Account groups are used to establish accounting control of general fixed assets and the unmatured principal of general long-term obligations.

Assets and liabilities of these funds are neither spendable resources nor do they require current appropriation. Therefore, they are accounted for separately from the governmental fund types.

Accrual Basis: A basis of accounting in which transactions are recognized at the time they are incurred, as opposed to when cash is received or spent.

Activity: Departmental efforts which contribute to the achievement of a specific set of program objectives; the smallest unit of the program budget.

Agency Funds: Agency funds are used to account for assets held by the City as an agent for individuals, private organizations, other governments and/or other funds.

Appropriation: An authorization by the City Council to make expenditures/expenses and to incur obligations for a specific purpose within a specific time frame.

An appropriation is usually limited in amount and as to time when it may be expended. Operational appropriations usually expire at fiscal year end.

Assessed Valuation: A dollar value placed on real estate or other property by Contra Costa County as a basis for levying property taxes.

Assessment District: Defines area of land that is benefited by the acquisition, construction, or maintenance of a public improvement. An assessment is levied and collected in the regular property tax bill to fund the improvements.

Assets: A probable future economic benefit obtained or controlled by a particular entity as a result of past transactions or events.

Audit: A view of the City's accounts by an independent auditing firm to substantiate fiscal year-end funds, salaries, reserves, and cash on hand.

Beginning/Ending (Unappropriated) Fund Balance/Net Position: Unencumbered resources available in a fund from the prior/current fiscal year after payment of the prior/current fiscal year's expenditures/expenses. This is not necessarily cash on hand.

Bond: A City may raise capital by issuing a written promise to pay a specific sum of money, called the face value or principal amount, at a specific date or dates in the future, together with periodic interest at a special rate.

Budget: A plan of financial activity for a specified period of time indicating all planned revenues and expenses for the budget period (July 1 through June 30). The budget is proposed until it has been approved by the City Council.

Budget Amendment: The City Council has the sole responsibility for adopting the City’s budget and may amend or supplement the budget at any time after adoption by a majority vote. The City Manager has the authority to approve administrative adjustments to the budget as long as those changes will not have a significant policy impact nor affect budgeted year-end fund balances. 2025-26 OPERATING BUDGET

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GLOSSARY OF BUDGET TERMINOLOGY (Continued)

Budget Hearing: A public meeting at which any citizen may appear and be heard regarding the increase, decrease or omission of any item in the proposed budget as presented in writing by the City Manager to the City Council.

Building Permits: The City requires that building permits be obtained to ensure that structures meet specific standards. The City requires various construction permits for activities such as the installation of electric, plumbing, and sewage facilities. The City charges a fee for issuing these permits in order to recover only the costs incurred. These fees are collected into the General Fund.

Business License Tax: The Business License Tax is imposed for the privilege of conducting business within the City. These fees are collected into the General Fund.

Capital Improvement: A permanent addition to the City's assets, including the design, construction, or purchase of land, buildings, or facilities, or major renovations of same.

Capital Improvement Program (CIP): A financial plan of proposed capital improvement projects with single- and multiple-year capital expenditures/expenses.

The Capital Improvement Program plans for five years and is updated annually.

Capital Outlay: A budget appropriation category which budgets all equipment having a unit cost of more than $5,000 and an estimated useful life of five years.

Non-CIP capital outlay is budgeted in the City’s operating budget.

Capital Projects: Major construction, acquisition, or renovation activities which add value to a government's physical assets or significantly increase their useful life.

CDBG: Community Development Block Grant – a program designed by the U.S. Department of Housing and Urban Development to revitalize low-and-moderate- income areas within a city.

Consumer Price Index (CPI): Consumer price index is a statistical measure of a weighted average of prices of a specified set of goods and services purchased by wage earners in urban areas.

Debt Service: Payment of the principal and interest on an obligation resulting from the issuance of bonds, notes, or certificates of participation.

Debt Service Requirements: The amount of money required to pay principal and interest on outstanding debt and required contributions to accumulate monies for future retirement of term bonds.

Deficit: An excess of expenditures or expenses over revenues (resources).

2025-26 OPERATING BUDGET

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GLOSSARY OF BUDGET TERMINOLOGY (Continued)

Department: An organizational unit comprised of divisions or programs. It is the basic unit of service responsibility encompassing a broad mandate of related activities.

Division: A sub-section (or activity) within a department which furthers the objectives of the City Council by providing specific services or a product.

Encumbrances: Funds not yet expended, but which are legally obligated or "set aside" in anticipation of expenditure. These funds cease to be an encumbrance when paid and become a disbursement.

Enterprise Funds: A type of fund established for the total costs of those governmental facilities and services which are operated in a manner similar to private enterprises. These programs are entirely or predominantly self-supporting. The City's water, sewer, marina, and Prewett Park funds are enterprise funds.

Expenditure: The actual spending of Governmental Funds set aside by appropriation.

Expense: The actual spending of Proprietary Funds (Enterprise and Internal Service Fund types) set aside by an appropriation.

Fiscal Year: A 12-month period of time to which a budget applies. In Antioch, it is July 1 through June 30.

Fixed Assets: Assets of a long-term character such as land, building, machinery, furniture and other equipment with a value greater than $5,000 and a useful life longer than 5 years.

Franchise Fee: A Franchise Fee is imposed on various utilities and organizations which permits them to use and operate those facilities within the City. These fees are collected into the General Fund.

FTE (Full-Time Equivalent): The amount of time a regular full or part-time position has been budgeted for in terms of the amount of time an employee works in a year.

Fund: An independent fiscal and accounting entity used to record all financial transactions related to the specific purpose for which the fund was created.

Fund Balance: Also known as financial position, fund balance is the excess of assets over liabilities, and represents the cumulative effect of revenues and other financing sources over expenditure and other financing uses.

General Fund: The primary fund of the City used to account for all revenues and expenditures of the City not legally restricted as to use. This fund is used to offset the cost of the City's general operations. Examples of departments financed by the General Fund include the Police Department and City Council.

2025-26 OPERATING BUDGET

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GLOSSARY OF BUDGET TERMINOLOGY (Continued)

Governmental Fund Types: General, Special Revenue, Debt Service and Capital Projects fund types are used to account for most governmental functions. The governmental fund measurement focus is on the "financial flow" basis, which accounts for sources and uses of available spendable resources.

Grant: Contributions, gifts of cash, or other assets from another governmental entity to be used or expended for a specific purpose, activity, or facility. An example is the Community Development Block Grant provided by the Federal Government.

Infrastructure: Facilities on which the continuance and growth of a community depend on such as roads, water lines, sewers, public buildings, and parks.

Interest: Interest income is earned as the City invests its idle funds in various investment media. The goal of the City's investment is to protect each investment while achieving the highest rate of return.

Interfund Transfers: Monies transferred from one fund to another. Such money is transferred to finance the operations of another fund or to reimburse the fund for certain expenditures/expenses.

Internal Service Fund: An Internal Service Fund provides services to other City departments and bills the various other funds for services rendered, just as would private business. Internal Service Funds are self-supporting and only the expense by this fund is counted in budget totals. Examples include the Equipment Maintenance Fund, Information Systems Fund, and Loss Control Fund.

Materials, Supplies, and Services: Expenditures/expenses for materials, supplies, and services which are ordinarily consumed within a fiscal year and which are not included in departmental inventories.

Objectives: The expected results or achievements of a budget activity.

Operating Budget: Annual appropriation of funds for on-going program costs, including salaries and benefits, services and supplies, debt service, capital outlay and capital improvements.

Ordinance: A formal legislative enactment by the City Council. It has the full force and effect of law within City boundaries unless preempted by a higher form of law. An Ordinance has a higher legal standing than a Resolution.

Performance Measures: A performance measure is a public oriented measure which, whether stated in terms of effectiveness or efficiency, quantitatively describes how well a service is being performed. The foundation of performance measures is understanding the relationship between program inputs, outputs, efficiency, effectiveness, and ultimately program outcomes.

Property Tax: Property tax is imposed on real property (land and permanently attached improvements, such as building) and tangible personal property located within the City.
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GLOSSARY OF BUDGET TERMINOLOGY (Continued)

Proposition 4 Limit (Gann Initiative): In November 1979, the voters of the State of California approved Proposition 4, commonly known as the (Paul) Gann Initiative. The Proposition created Article XIIIB of the State Constitution placing limits on the amount of revenue which can be spent by all entities of government. Proposition 4 became effective for the 1980-81 fiscal year, but the formula for calculating the limits was based on the 1978-79 "base Year" revenues. In June 1990 California voters passed Proposition 111, which provides or new adjustment formulas to make the Gann appropriations limit more reflective of increased service demand due to commercial growth.

Proprietary Fund Types: Enterprise and Internal Service fund types are used to account for on-going activities which are financed and operated in a manner similar to those found in the private sector. The intent is that costs (expenses, including depreciation) be financed or recovered through user charges. The measurement focus is "capital maintenance" as in private industry, with the emphasis on net income determination.

Reimbursement: Payment of amount remitted on behalf of another party, department, or fund.

Committed Fund Balance: Accounts used to record a portion of the fund balance as legally segregated for a specific use and not available for appropriation.

Resolution: A special order of the City Council which has a lower legal standing than an ordinance.

Revenues: Amount received for taxes, fees, permits, licenses, interest, intergovernmental sources, and other sources during the fiscal year.

Salaries and Benefits: A budget category which generally accounts for full time and temporary employees; overtime expenses; and all employee benefits, such as medical, retirement, worker's compensation, and dental.

Sales and Use Tax: Sales and use tax is imposed on retailers for the privilege of selling, at retail, within the City limits. This tax is based on the sales price of any taxable transaction of tangible personal property. This revenue is placed in the General Fund for unrestricted uses.

Special Revenue Funds: This fund type collects revenues that are restricted by the City, State, or Federal Government as to how the City might spend them.

Transient Occupancy Tax: The Transient Occupancy Tax is a tax imposed on "transients" who occupy a room or room in a hotel or motel in the City. This tax is 10%. Seven percent is placed in the General Fund and three percent is placed in the Civic Arts Fund.

6 Agenda Item #

STAFF REPORT TO THE SUCCESSOR AGENCY AND HOUSING SUCCESSOR TO

THE ANTIOCH DEVELOPMENT AGENCY OF THE CITY OF ANTIOCH

DATE: Regular Meeting of June 24, 2025

TO: Honorable Mayor and Members of the City Council

SUBMITTED BY: Bessie Marie Scott, City Manager
Dawn Merchant, Finance Director

SUBJECT: Resolution of the City of Antioch as Successor Agency and Housing Successor to the Antioch Development Agency Adopting the Fiscal Years 2025-26 Budget and Revising the 2024-25 Budget

RECOMMENDED ACTION
It is recommended that the City of Antioch as Successor Agency and Housing Successor to the Antioch Development Agency adopt a resolution approving and adopting the fiscal year 2025-26 budget and revising the fiscal year 2024-25 budget.

FISCAL IMPACT
The fiscal impact of this budget is outlined in the draft budget document attached to agenda item #5.

DISCUSSION
A budget for the City as Successor Agency and Housing Successor to the Antioch Development Agency has been prepared and reviewed by the City Council during budget study sessions encompassing obligations listed on the Recognized Obligation Payment Schedules as approved by both the City as Successor Agency and Housing Successor and the Oversight Board to the Successor Agency. The funds of the Successor Agency and Housing Successor are included in the budget document attached with agenda item #5, starting on page 308.

ATTACHMENTS
A. Resolution approving adoption of the 2025-26 budget and revising the 2024-25 budget

ATTACHMENT A
SA RESOLUTION NO. 2025/XX

AGENCY AND HOUSING SUCCESSOR

WHEREAS, the Antioch Development Agency was formed by the adoption of the Redevelopment Plan in July 1975;

WHEREAS, pursuant to the passage of AB X1 26 upheld by the California Supreme Court, redevelopment agencies were required to be dissolved by February 1, 2012;

WHEREAS, pursuant to Resolution No. 2012/07 dated January 24, 2012, the City of Antioch confirmed its intention to serve as the Successor Agency to the Antioch Development Agency for non- housing related functions and pursuant to Resolution No. 2012/06 dated January 24, 2012, the City of Antioch elected to perform the housing functions of the Antioch Development Agency pursuant to AB X1 26;

WHEREAS, the City Council of the City of Antioch as Successor Agency and Housing Successor to the Antioch Development Agency has heretofore considered said Operating Budget; and

WHEREAS, enforceable obligations of the Successor Agency and Housing Successor are incorporated into said budgets;

NOW THEREFORE BE IT RESOLVED:

Section 1. That the Successor Agency and Housing Successor Operating Budget for the 2025-26 Fiscal Year, on file with the Recording Secretary, is hereby approved and adopted.

Section 2. That the revised portion of the Successor Agency and Housing Successor Budget for the 2024-25 Fiscal Year is hereby approved and adopted.

* * * * * * * * *
* * * *

AYES:

NOES:

ABSTAIN:

ABSENT:

____________________________________________

MELISSA RHODES, RECORDING SECRETARY

Agenda Item #

STAFF REPORT TO THE ANTIOCH PUBLIC FINANCING AUTHORITY

DATE: Regular Meeting of June 24, 2025

TO: Honorable Members of the Antioch Public Finance Authority

SUBMITTED BY: Bessie Marie Scott, City Manager
Dawn Merchant, Finance Director

SUBJECT: Resolution of the Antioch Public Financing Authority Adopting the Fiscal Year 2025-26 Budget and Revising the Fiscal Year 2024-25 Budget.

RECOMMENDED ACTION
It is recommended that the Board of the Antioch Public Financing Authority adopt a resolution approving and adopting the fiscal year 2025-26 budget and revising the fiscal year 2024-25 budget.

FISCAL IMPACT
The fiscal impact of this budget is outlined in the draft budget document attached to agenda item #5.

DISCUSSION
The Antioch Public Financing Authority (APFA) is a joint powers authority created between the City of Antioch and former Antioch Development Agency as a financing mechanism for real and personal property and improvements for the benefit of the residents of the City. The funds of the APFA are included in the budget document attached with agenda item #5, starting on page 304.

ATTACHMENT
A. Resolution approving adoption of the fiscal year 2025-26 budget and revising the 2024-25 budget

7 ATTACHMENT A
RESOLUTION NO. 2025/XX

RESOLUTION OF THE CITY OF ANTIOCH PUBLIC FINANCING AUTHORITY ADOPTING THE FISCAL YEAR 2025-26 BUDGET AND
REVISING THE FISCAL YEAR 2024-25 BUDGET

WHEREAS, the City Council of the City of Antioch has heretofore considered said budget.

NOW THEREFORE BE IT RESOLVED that the Authority Budget for the 2025-26 Fiscal Year and the 2024-25 Fiscal Year revised budget, on file with the Authority Secretary, are hereby approved and adopted.

* * * * * * * * * * * *

The foregoing resolution was passed and adopted by the City of Antioch Public Financing Authority at a regular meeting thereof, held on the 24th day of June 2025, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

_____________________________

MELISSA RHODES, SECRETARY

Antioch City CouncilJune 24, 2025

Antioch City Council
June 24, 2025