Antioch City Council
June 24, 2025

* * * * * * * *

I HEREBY CERTIFY that the foregoing resolution was passed and adopted by the City Council of the City of Antioch at a regular meeting thereo f, 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 “1”
AMENDMENT NO. 1 TO AGREEMENT

WITH CENTRICITY GIS, LLC FOR THE IMPLEMENTATION OF ASSET

MANAGEMENT SOFTWARE

THIS FIRST AMENDMENT TO THE AGREEMENT FOR CONSULTANT
SERVICES is entered into this 26th day of March 2024, by and between the CITY OF ANTIOCH, a municipal corporation ("CITY") and Centricity GIS, LLC, their a ddress is 10659 N. Sahalee St., Cedar Hills, UT 84062 (“Consultant”).

R E C I T A L S

WHEREAS, on July 4, 2023, Centricity GIS, LLC entered into an Agreement f o r Professional Consultant Services f or the Implementation Of Asse t Management Software (“Agreement”) in the amount of $71,000; and

WHEREAS, on March 26, 2024, the City Council has considered approving th e first amendment to the Agreement with Centricity GIS, LLC for Professional Consultant Services in the amount of $70,000 for a total contract amount of $141,000, and has considered authorizing the Acting City Manager to execute the first amendment.

WHEREAS, on March 26, 2024 the first amendment to extend the Centricity GIS contract was approved by City Council, but not fully executed, and work was not performed; and

WHERAS, on June 24, 2025, the City Council has considered authorizing the City Manager to execute the second amendment to the consulting services agreement with Centricity GIS, LLC in the amount of $70,000 for a total contract amount of $141,000, and extend the term of the revised agreement through June 30, 2026

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

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

“Subject to the terms and conditions set forth in this Agreement, Consultant shall furnish all technical and professional servi ces including labor, materials, equipment, transportation, supervision, and expertise to provide to City the services desc ribed in the Scope of Work attached as Exhibit A to the Agreement and Exhibit A to Amendme nt No. 1 of the Agreement at the time and place a nd in the manner specified the rein. In the event of a conflict in or inconsistency between the terms of this Agreemen t and the Exhibits, the Agreement shall prevail.”

2. Section 1.1 “Term of Services” shall be amended to read as follows:

“The term of this Agreement shall begin on the date first noted above and shall end on June 30, 2026 , and Consultant shall complete t he work described in Exhibit A to the Agreement and Exhibit A to Amendment No. 1 of the Agreement pri or to that date, unless the term of the Agreement is otherwise terminated or extended, as provided for in Section 8 of the Agreement. The time provided to Consultant to complete the services required by this Agreement shall not affect the City’s right to terminate the Agreement, as provided for in Section 8 of the Agreement.”

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

“CITY hereby agrees to pay Consultant a sum not to exceed $141,000, notwithstanding any contrary indications that may be contained in Consultant’s prop osal, for services to be performed and reimbursable costs incurred under this Agreement.”

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

C I T Y O F A N T I O C H : C E N T R I C I T Y G I S , L L C

By:_________________________________ By:______________________ __________ Bessie Marie Scott, City Man ager Brandon Wright, Founder/Pres ident

ATTEST:

Melissa Rhodes, City Clerk

APPROVED AS TO FORM:

_________________________________
Derek Cole, Interim City Attorney


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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: Michael Mellone, Acting Police Captain

APPROVED BY: Joe Vigil, Chief of Police

SUBJECT: Resolution Approving a Consulting Services Agreement with Chaplin and Hill Investigative Services, in an Amount Not to Exceed $150,000

RECOMMENDED ACTION
It is recommended that the City Council adopt a resolution appr oving a Consulting Services Agreement with Chaplin a nd Hill Investigative Services , in an amount not to exceed $150,000 for a term ending June 30, 2026, and authorizin g the City Manager to execute the Consulting Services Agreement in a form approved by the City Attorney.

FISCAL IMPACT
This expenditure is included in the General Fund’s Police Depar tment draft fiscal year 2025/2026 budget.

DISCUSSION
To maintain public confidence and uphold the integrity of inter nal investigations, the Antioch Police Department must ensure that its process for hand ling allegations of misconduct is unquestionably impartial. Engaging independent, e xternal professional investigators is widely recognized as an optimal strategy to ac hieve transparency and fairness.

In compliance with the City’s obligations under the Department of Justice Memorandum of Agreement, the City issued Request for Proposals (RFP No. 96 1-0306-25) seeking vendors capable of providing internal investigative services on an on-call basis.

The RFP was publicly posted and after closing, in accordance wi th the City of Antioch Procurement procedures, six proposals were submitted and review ed by Police Department staff. After review of all proposals, Chaplin and Hill Investigative Services was selected to deliver these services based on their personnel qualifications, and demonstrated knowledge and experience, as described in the Scope of Services section of the request for proposal.

Antioch City Council Report
June 24, 2025, Agenda Item #N 2
This approach is consistent with national law enforcement best practices and standards.

The International Association of Chiefs of Police (IACP)—a glob al organization representing more than 31,000 police executives—recommends that agencies use external investigators for high-profile, complex, or sensitive matters to preserve impartiality and reinforce public trust (IACP, Best Practices Guide for Internal Affairs , 2020). Similarly, the Police Executive Research Forum (PERF), i n its 2023 report Managing Officer-Involved Critical Incidents, emphasizes that independent investigation is essential for maintaining legitimacy in the eyes of both the public and the department’s personnel.

Academic research further supports this model. A 2024 peer-reviewed study titled Police Officer Perceptions of Fundamental Fairness: The Impact of Investigator Independence on Officer and Public Trust, published in Police Practice and Research, found that internal investigations conducted by independent, external investigators led to significantly higher perceptions of fairness and legitimacy—both among officers and the broader public.

By entering into a professional services agreement with Chaplin and Hill Investigative Services, the City ensures that investigations are conducted by experienced, impartial professionals—free from internal influence or association. This not only satisfies Federal compliance requirements but also promotes public transparency and reinforces a culture of accountability within the department.

ATTACHMENTS

A. Resolution
B. Chaplin and Hill Investigative Services, Scope of Work C. Police Officer Perceptions of Fundamental Fairness Study ATTACHMENT “A”
RESOLUTION NO. 2025/XX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ANTIOCH

APPROVING THE CONSULTING SERVICES AGREEMENT WITH CHAPLIN AND HILL INVESTIGATIVE SERVICES, IN AN AMOUNT NOT TO EXCEED $150,000,

AND AUTHORIZING THE CITY MANAGER TO EXECUTE THE CONSULTING

SERVICES AGREEMENT

WHEREAS, the City of Antioch is committed to ensuring accountability and transparency in its police operations through impartial misconduct investigations;

WHEREAS, the City issued Request for Proposals (RFP No. 961-0306-25) to solicit qualified firms to provide professional investigative services on an as-needed basis;

WHEREAS, Chaplin and Hill Investigative Services was determined to be the most qualified and responsive bidder based on the evaluation criteria set forth in the RFP;

WHEREAS, the City desires to enter into a Professional Services Agreement with Chaplin and Hill Investigative Services to provide independent, external investigative services to support the Antioch Police Department;

WHEREAS, funding for the agreement is available in the draft Fiscal Ye ar 2025- 26 Police Department General Fund budget;

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Antioch as hereby approves a Consulting Services Agreement with Chaplin and Hill Investigative Services in an amount not to exceed One Hundred Fifty Thousand Dollars ($150,000), for a term ending June 30, 2026, and authorizes the City Manage r to execute the Consulting Services Agreement in a form approved by the City Attorney.

* * * * * * *

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

AYES:

NOES:

ABSTAINED:

ABSENT:

__________________________________

MELISSA RHODES

CITY CLERK OF THE CITY OF ANTIOCH








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CONSULTING SERVICES/PROFESSIONAL SERVICES AGREEMENT BETWEEN

THE CITY OF ANTIOCH AND CHAPLIN AND HILL INVESTIGATIVE SERVICES

THIS AGREEMENT (“Agreement”) is made and entered into this 25th day of June, 2025 (“Effective Date”) by and between the City of Antioch, a municipal Corporation with its principle place of business at 200 H Street, Antioch, CA 94509 (“City”) and Chaplin and Hill Investigative Services with its principle place of business at 191 Oak Knoll Loop, Walnut Creek, CA 94596 ( “Consultant”) as of June , 2025. City and Consultant individually are sometimes referred to herein as “Party” and collectively as “Parties.” SECTION 1. SERVICES. Subject to the terms and conditions set forth in th4.1is Agreement, Consultant shall furnish all technical and professional services including labor, material, equipment, transportation, supervision and expertise to provide to City the services described in the Scope of Work attached as Exhibit A attached hereto and incorporated herein at th e time and place and in the manner specified therein (“Services”). In the event of a conflict in or inconsistency between the terms of this Agreement and Exhibit A, the Agreement shall prevail.

1.1 Term of Services. The term of this Agreement shall begin on the Effective Date and shall end on June 30,2026, the date of completion specified in Exhibit A, and Consultant shall complete the Services described in Exhibit A prior to that date, un less the term of the Agreement is otherwise terminated or extended, as provided for in Section 8. The time provided to Consultant to complete the Services required by this Agreement shall not affect the City’s right to terminate the Agreement, under Section 8.

1.2 Standard of Performance. Consultant represents that it is experienced in providing these services to public clients and is familiar with the plans and needs of City. Consultant shall perform all Services required pursuant to this Agreement in the manner and according to the standards observed by a competent practitioner of the profession in which Consultant is engaged in the ge ographical area in which Consultant practices its profession.

1.3 Assignment of Personnel. Consultant shall assign only competent personnel to perform Services pursuant to this Agreement. In the event that City, in its sole discretion, at any time during the term of this Agreement, desires the reassignment of any such persons, Consultant shall, immediately upon receiving notice from City of such desire of City, reassign such person or persons.

1.4 Time. Consultant shall devote such time to the performance of Services pursuant to this Agreement as may be reasonably necessary to meet the standard of performance provided in Section 1.1 above and to satisfy Consultant’s obligations hereunder.

SECTION 2. COMPENSATION. City hereby agrees to pay Consultant a sum not to exceed $150,000, notwithstanding any contrary indications that may be contained in Consultant’s proposal, for Services to be performed and reimbursable costs incurred under this Agre ement. In the event of a conflict between this Agreement and Consultant’s proposal, attached as Exhibit A, regardin g the amount of compensation, the Agreement shall prevail. City shall pay Consultant for Services rendered pursuant to this Agreement at the time and in the manner set forth below. The payments specified below shall be the only payments from City to Consultant for Services rendered pursuant to this Agreement. Except as specifically authorized by City, Consultant shall not bill City for duplicate services performed by more than one person.

Consultant and City acknowledge and agree that com pensation paid by City to Consultant under this Agreement is based upon Consultant’s estimated cost s of providing the Services required hereunder,

including salaries and benefits of employees and subc ontractors of Consultant. Consequently, the Parties further agree that compensation hereunder is intended to include the costs of contributions to any pensions and/or annuities to which Consultant and its employees, agents, and subcontractors may be eligible. City therefore has no responsibility for such contributions beyond compensation required under this Agreement.

2.1 Invoices. Consultant shall submit invoices, not more often than once a month during the term of this Agreement, based on the cost for Servic es performed and reimbursable costs incurred prior to the invoice date. Invoices shall contain the following information:
ƒ Serial identifications of progress bills; i.e. , Progress Bill No. 1 for the first invoice, etc.;

ƒ The beginning and ending dates of the billing period;

ƒ A Task Summary containing the original contract amount, the amount of prior billings, the total due this period, the bal ance available under the Agreement, and the percentage of completion;

ƒ At City’s option, for each work item in each task, a copy of the applicable time entries or time sheets shall be submitted showing the name of the person doing the work, the hours spent by each person, a brie f description of the work, and each reimbursable expense;

ƒ The total number of hours of work perfo rmed under the Agreement by Consultant and each employee, agent, and subcontractor of Consultant performing services; and,

ƒ The Consultant’s signature.

2.2 Payment Schedule.

2.2.1 City shall make incremental payments, based on invoices received, monthly in the amount of $8,000, for Services satisfactorily perform ed, in accordance with the requirements of this Agreement, and for authorized reimbursable costs incurred. City shall have thirty (30) days from the receipt of an invoice that complies with all of the requirements of Section 2.1 to pay Consultant.

2.2.2 City shall pay the last 10% of the total sum due pursuant to this Agreement within sixty (60) days after completion of the services and subm ittal to City a final invoice, if all services required have been satisfactorily performed.

2.3 Total Payment. City shall pay for the Services to be rendered by Consultant pursuant to this Agreement. City shall not pay any additional sum for any expense or cost whatsoever incurred by Consultant in rendering Services pursuant to this Agreement, unless expressly provided for in Section 2.5.

In no event shall Consultant submit any invoice for an amount in excess of the maximum amount of compensation provided above either for a task or for the entire Agreement, unless the Agreement is modified prior to the submission of such an invoice by a properly executed change order or amendment.

2.4 Hourly Fees. Fees for work performed by Consultant on an hourly basis shall not exceed the amounts shown on the fee schedule in Exhibit B.

2.5 Reimbursable Expenses. Reimbursable expenses are specified below, and shall not exceed $0 (no reimbursable expenses). Expenses not listed below are not chargeable to City. Reimbursable expenses are included in the total amount of compensation provided under this Agreement that shall not be exceeded.

Reimbursable Expenses are:
____________None_______________

2.6 Payment of Taxes. Consultant is solely responsible for the payment of employment taxes incurred under this Agreement and any similar federal or state taxes.

2.7 Authorization to Perform Services. The Consultant is not authorized to perform any Services or incur any costs whatso ever under the terms of this Agre ement until Consultant receives authorization to proceed from the Contract Administrator.

SECTION 3. FACILITIES AND EQUIPMENT. Except as set forth herein, Consultant shall, at its sole cost and expense, provide all facilities and equipment that may be necessary to perform the Services required by this Agreement. City shall make available to Consultant only the facilities and equipment listed in this section, and only under the terms and conditions set forth herein.

City shall furnish physical facilities such as desks, filing cabinets, and conference space, as may be reasonably necessary for Consultant’s use while consulting with City employees and reviewing records and the information in possession of the City. The location, qua ntity, and time of furnishing those facilities shall be in the sole discretion of City. In no event shall City be obligated to furnish any facility that may involve incurring any direct expense, including but not limited to computer, long-distance telephone or other communication charges, vehicles, and reproduction facilities.

SECTION 4. INSURANCE REQUIREMENTS. Before beginning any work under this Agreement, Consultant, at its own cost and exp ense, shall procure insurance agains t claims for injuries to persons or damages to property that may arise from or in connection with the performance of the work by the Consultant and its agents, representatives, employees, and subcontractors. Consultant shall provide proof satisfactory to City of such insurance that meets the requirements of this section and under forms of insurance satisfactory in all respects to the City. Consultant shall maintain the insurance policies required by this section throughout the term of this Agreement. The cost of such insurance shall be included in the Consultant's proposal.

Consultant shall not allow any subcontractor to comm ence work on any subcontract until Consultant has obtained all insurance required herein for the subcon tractor(s) and provided evidence thereof to City.

Verification of the required insurance shall be submitted and made part of this Agreement prior to execution.

Insurers shall have an AM Best rating of no less than A:VII unless otherwise accepted by the City in writing:

4.1 Commercial General Liability (CGL). Insurance Services Office Form CG 00 01 covering CGL on an “occurrence” basis, including products and completed operations, property damage, bodily injury and personal & advertising injury with limits no less than $2,000,000 per occurrence. If a general aggregate limit applies, either the general aggregate limit shall ap ply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit. The required insurance limits may be met if an umbrella insurance provision explicitly supplements both the CGL and general aggregate limits to reach the

required threshold. If Consultant’s services include wo rk within 50 feet of a railroad right of way, the Consultant shall have removed any exclusion on their liability policy limiting coverage for work near a railroad, or shall provide a Railroad Protective Liability policy in favor of the City. Limits for such coverage shall be no less than $5,000,000.

4.2 Automobile Liability Insurance. ISO Form Number CA 00 01 covering any auto (Code 1), or if Consultant has no owned autos, hired, (Code 8) and non-owned autos (Code 9), with limit no less than $1,000,000 per accident for bodily injury and property damage.

4.3 Workers' Compensation Insurance. Workers’ Compensation Insurance as required by the State of California, with Statutor y Limits, and Employer’s Liability In surance with limit of no less than $1,000,000 per accident for bodily injury or disease.

4.4 Professional Liability (Errors and Omissions). Insurance appropriate to the Consultant’s profession, with limit no less than $1,000,000 per occurrence or claim, $2,000,000 aggregate.

4.5 Other Insurance Provisions. Unless otherwise specified below, all insurance policies are to contain, or be endorsed to contain, the following provisions:

4.5.1 Additional Insured Status. The City, its officers, officials, employees, and volunteers are to be covered as additional insureds on the CGL pol icy with respect to liability arising out of work or operations performed by or on behalf of the Consultant including materials, parts, or equipment furnished in connection with such work or operations. CGL covera ge can be provided in the form of an endorsement to the Consultant’s insurance (at least as broad as ISO Form CG 20 10 11 85 or if not available, through the addition of both CG 20 10 and CG 20 37 if a later edit ion is used). This requirement shall only apply to the CGL and Automobile Liability Insurance policies specified above.

4.5.2 Primary Coverage. For any claims related to this contract, the Consultant’s insurance coverage shall be primary insurance as respects the City, its officers, officials, employees, and volunteers. Any insurance or self-insurance maintained by the City, its officers, officials, employees, or volunteers shall be excess of the Consultant’s insurance and shall not contribute with it. This requirement shall only apply to the CGL and Automobile Liability Insurance policies specified above.

4.5.3 Notice of Cancellation. Each insurance policy required above shall provide that coverage shall not be canceled, except with notice to the City.

4.5.4 Waiver of Subrogation. Consultant hereby grants to City a waiver of any right to subrogation which any insurer of said Consultant may acquire against the City by virtue of the payment of any loss under such insurance. Consultant agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation, but th is provision applies regardless of whet her or not the City has received a waiver of subrogation endorsement from the insurer. This requirement shall only apply to the CGL, Automobile Liability and Workers’ Compensation/Employer’s Liability Insurance policies specified above.

4.5.5 Deductibles and Self-Insured Retentions. Any deductibles or self-insured retentions must be declared to and approved by the City. The City may require the Consultant to purchase coverage with a lower deductible or retention or provide proof of ability to pay losses and related investigations, claim administration, and defense expenses within the retention.

4.5.6 Claims made policies. If any of the required policies provide claims-made coverage:

4.5.6.1 The Retroactive Date must be shown, and must be before the date of the contract or the beginning of contract work.

4.5.6.2 Insurance must be maintained and evidence of insurance must be provided for at least five (5) years after completion of the contract of work.

4.5.6.3 If coverage is canceled or non-renewed, and not replaced with another claims-made policy form with a Retroactive Date prior to the contract effective date, the Consultant must purchase “extended reporting” coverage for a minimum of five (5) years after completion of contract work.

4.6 Certificate of Insurance and Endorsements. Consultant shall furnish the City with original certificates and amendatory endorsements or copies of the applicable policy language effecting coverage required by this clause. All certificates and endorsements are to be received and approved by the City before work commences. However, failure to obtain the requ ired documents prior to the work beginning shall not waive the Consultant’s obligation to provide them. The City reserves the right to require complete, certified copies of all required insurance policies, including en dorsements required by thes e specifications, at any time.

4.7 Subcontractors. Consultant shall include all subcontractors as insured under its policies or shall furnish separate certificates and endor sements for each subcontractor. All coverages for subcontractors shall be subject to all of the requirement s stated in this Agreement, including but not limited to naming additional insureds.

4.8 Higher Limits. If the Consultant maintains higher limits than the minimums shown above, the City requires and shall be entitled to coverage fo r the higher limits maintained by the Consultant. Any available insurance proceeds in excess of the specifie d minimum limits of insurance and coverage shall be available to the City.

4.9 Special Risks or Circumstances. City reserves the right to modify these requirements, including limits, based on the nature of the risk, pr ior experience, insurer, coverage or other special circumstances.

4.10 Remedies. In addition to any other remedies City may have if Consultant fails to provide or maintain any insurance policies or policy endorsements to the extent and within the time herein required, City may, at its sole option exercise, any of the following remedies, which are alternatives to other remedies City may have and are not the exclusive remedy for Consultant’s breach:
ƒ Obtain such insurance and deduct and reta in the amount of the premiums for such insurance from any sums due to Consultant under the Agreement; ƒ Order Consultant to stop work under this Agreement or withhold any payment that becomes due to Consultant hereunder, or both stop work and withhold any payment, until Consultant demonstrates compliance with the requirements hereof; and/or, ƒ Terminate this Agreement.

SECTION 5. INDEMNIFICATION AND CONSULTANT’S RESPONSIBILITIES.

5.1 To the fullest extent permitted by law, Cons ultant shall defend (with counsel reasonably acceptable to City), indemnify and hold the City, its officials, officers, employees, volunteers, and agents free and harmless from any and all claims, demands, causes of action, costs, expenses, liability, loss, damage or injury of any kind, in law or equity, to property or per sons, including wrongful death, in any manner arising out of, pertaining to, or incident to any acts, errors or omissions, or willful misconduct of Consultant, its officials, officers, employees, subc ontractors, consultants or agents in connection with the performance of the Consultant’s services or this Agreement, including without limitation the payment of all damages, expert witness fees and attorney’s fees and other related costs and expenses. Consultant's obligation to indemnify shall not be restricted to insurance proceeds, if any, re ceived by Consultant, the Ci ty, its officials, officers, employees, agents, or volunteers.

5.1.1 Acceptance by City of insurance certificates and endorsements required under this Agreement does not relieve Consultant from liability under this indemnification and hold harmless clause.

This indemnification and hold harmless clause shall apply to any damages or claims for damages whether or not such insurance policies shall have been determined to apply.

5.2 By execution of this Agreement, Consultant acknowledges and agrees to the provisions of this Section and that it is a material element of consideration, and that these provisions survive the termination of this Agreement.

SECTION 6. STATUS OF CONSULTANT.

6.1 Independent Contractor. At all times during the term of this Agreement, Consultant shall be an independent contractor and shall not be an employee of City. City shall have the right to control Consultant only insofar as the results of Consultant's services rendered pursuant to this Agreement and assignment of personnel pursuant to Section 1.3; however, otherwise City shall not have the right to control the manner or means by which Consultant accomplishes services rendered pursuant to this Agreement.

Notwithstanding any other City, state, or federal policy, rule, regulation, law, or ordinance to the contrary, Consultant and any of its employees, agents, and s ubcontractors providing services under this Agreement shall not qualify for or become entitled to, and hereby agree to waive any and all claims to, any compensation, benefit, or any incident of employment by City, including, but not limited to, eligibility to enroll in the California Public Employees Retirement System (PERS) as an employee of City and entitlement to any contribution to be paid by City for employer contributions and/or employee contributions for PERS benefits.

6.2 Consultant Not Agent. Except as City may specify in writing, Consultant shall have no authority, express or implied, to act on behalf of Ci ty in any capacity whatsoever as an agent. Consultant shall have no authority, express or implied, pursuant to this Agreement to bind City to any obligation whatsoever.

SECTION 7. LEGAL REQUIREMENTS.

7.1 Governing Law. The laws of the State of California shall govern this Agreement.

7.2 Compliance with Applicable Laws. Consultant and any subcontractors shall comply with all laws applicable to the performance of the Services.

7.3 Other Governmental Regulations. To the extent that this Agreement may be funded by fiscal assistance from another governmental entity, Consultant and any subcontractors shall comply with all applicable rules and regulations to which City is bound by the terms of such fiscal assistance program.

7.4 Licenses and Permits. Consultant represents and warrants to City that Consultant and its employees, agents, and any subcontractors have al l licenses, permits, qualifications, and approvals of whatsoever nature that are legally required to practice their respective professions. Consultant represents and warrants to City that Consultant and its employees, agents, any subcontractors shall, at their sole cost and expense, keep in effect at all times during the term of this Agreement any licenses, permits, and approvals that are legally required to practice their re spective professions. In addition to the foregoing, Consultant and any subcontractors shall obtain and maintain during the term of this Agreement valid business licenses from City.

7.5 Nondiscrimination and Equal Opportunity. Consultant shall not discriminate, on the basis of a person’s race, religion, color, national origin, age, physical or mental handicap or disability, medical condition, marital status, sex, sexual orientation or any other legally protected status, against any employee, applicant for employment, subcontractor, bidder for a subcontract, or participant in, recipient of, or applicant for any services or programs provided by Consultant under this Agreement. Consultant shall comply with all applicable federal, state, and local laws, policies, rule s, and requirements related to equal opportunity and nondiscrimination in employment, contracting, and the provision of any Services that are the subject of this Agreement, including but not limited to the satisfacti on of any positive obligations required of Consultant thereby.

Consultant shall include the provisions of this Se ction in any subcontract approved by the Contract Administrator or this Agreement.

7.6 California Labor Code Requirements. Consultant is aware of the requirements of California Labor Code Sections 1720 et seq. and 1770 et seq., which require the payment of prevailing wage rates and the performance of other requirements on certain “public works” and “maintenance” projects (“Prevailing Wage Laws”). If the services are being performed as part of an applicable “public works” or “maintenance” project, as defined by the Prevailing Wage Laws, and if the total compensation is $1,000 or more, Consultant agrees to fully comply with such Prevailing Wage Laws. Consultant shall defend, indemnify and hold the City, its officials, officers, employees and agents free and harmless from any claims, liabilities, costs, penalties or interest arising out of any failure or alleged failure to comply with the Prevailing Wage Laws. It shall be mandatory upon the Consultant and all subconsultants to comply with all California Labor Code provisions, which include but are not limited to prevailing wages (Labor Code Sections 1771, 1774 and 1775), employment of apprentices (Labor Code Sect ion 1777.5), certified payroll records (Labor Code Sections 1771.4 and 1776), hours of labor (Labor Code Sections 1813 and 1815) and debarment of contractors and subcontractors (Labor Code Section 1777.1). The requirement to submit certified payroll records directly to the Labor Commissioner under La bor Code section 1771.4 shall not apply to work performed on a public works project that is exempt pursuant to the small project exemption specified in Labor Code Section 1771.4.

If the services are being performed as part of an appl icable “public works” or “maintenance” project, then pursuant to Labor Code Sections 1725.5 and 1771.1, the Consultant and all subconsultants performing such services must be registered with the Department of Industrial Relations. Consultant shall maintain registration for the full term of th is Agreement and require the same of any subconsultants, as applicable.

Notwithstanding the foregoing, the contractor regis tration requirements mandated by Labor Code Sections 1725.5 and 1771.1 shall not apply to work performed on a public works project that is exempt pursuant to the small project exemption specified in Labor Code Sections 1725.5 and 1771.1.

This Agreement may also be subject to complianc e monitoring and enforcement by the Department of Industrial Relations. It shall be Consultant’s sole responsibility to comply with all applicable registration and labor compliance requirements. Any stop orders issued by the Department of Industrial Relations against Consultant or any subcontractor that affect Consultant’s performance of services, including any delay, shall be Consultant’s sole responsibility. Any delay arising out of or resulting from such stop orders shall be considered Consultant caused delay and shall not be co mpensable by the City. Consultant shall defend, indemnify and hold the City, its officials, officers, employees and agents free and harmless from any claim or liability arising out of stop orders issued by the Department of Industrial Relations against Consultant or any subcontractor.

SECTION 8. TERMINATION AND MODIFICATION.

8.1 Termination. City may cancel this Agreement at any time and without cause upon written notification to Consultant.

Consultant may cancel this Agreement only for cause upon thirty (30) days’ written notice to City and shall include in such notice the reasons for cancellation.

In the event of termination, Consultant shall be entitled to compensation for Services performed satisfactorily to the effective date of termination; City, however, may condition payment of such compensation upon Consultant delivering to City any or all documents, photographs, computer software, video and audio tapes, and other materials provided to Consultant or prepared by or for Consultant or the City in connection with this Agreement.

8.2 Extension. City may, in their sole and exclusive discretion, extend the end date of the term of this Agreement beyond that provided for in Section 1.1. Any such extension shall require a written amendment to this Agreement, as provided for herein. Consultant understands and agrees that, if City grants such an extension, City shall have no obligation to provide Consultant with compensation beyond the maximum amount provided for in this Agreement. Similarly, unless authorized by the Contract Administrator, City shall have no obligation to r eimburse Consultant for any other wise reimbursable expenses incurred during the extension period.

8.3 Amendments. The parties may amend this Agreement only by a writing signed by all the Parties.

8.4 Assignment and Subcontracting. City and Consultant recognize and agree that this Agreement contemplates personal performance by Consultant and is based upon a determination of Consultant’s unique personal competence, experience, and specialized personal knowledge. Moreover, a substantial inducement to City for entering into this Agreement was and is the pr ofessional reputation and competence of Consultant. Consultant may not assign this Agreement or any interest therein without the prior written approval of the Contract Administrator. Consultant s hall not subcontract any portion of the performance contemplated and provided for herein, other than to the subcontractors noted in the proposal, without prior written approval of the Contract Administrator.

8.5 Survival. All obligations arising prior to the termination of this Agreement and all provisions of this Agreement allocating liabili ty between City and Consultant shall survive the termination of this Agreement.

8.6 Options upon Breach by Consultant. If Consultant materially breaches any of the terms of this Agreement, City’s remedies shall include, but not be limited to, the following:

8.6.1 Immediately terminate the Agreement;

8.6.2 Retain the plans, specifications, drawings, reports, design documents, and any other work product prepared by Consultant pursuant to this Agreement; and/or

8.6.3 Retain a different consultant to complete the work described in Exhibit A not finished by Consultant in which case the City may charge Co nsultant the difference be tween the cost to have a different consultant complete the work described in Exhibit A that is unfinished at the time of breach and the amount that City would have paid Consultant pursuant to Section 2 if Consultant had completed the work.

SECTION 9. KEEPING AND STATUS OF RECORDS.

9.1 Records Created as Part of Consultant’s Performance. All reports, data, maps, models, charts, studies, surveys, photographs, memoranda, plans, studies, specifications, drawings, records, files, or any other documents or materials, in electronic or any other form, that Consultant prepares or obtains pursuant to this Agreement and that relate to the matters covered hereunder shall be the property of the City.

Consultant hereby agrees to deliver those documents to the City upon termination of the Agreement. It is understood and agreed that the documents and other materials, including but not limited to those described above, prepared pursuant to this Agreement are prepar ed specifically for the City and are not necessarily suitable for any future or other use.

9.2 Confidentiality. All reports, data, maps, models, charts, studies, surveys, photographs, memoranda, plans, studies, specifications, records, files, or any other documents or materials, in electronic or any other form, that Consultant prepares or obtains pursuant to this Agreement and that relate to the matters covered hereunder shall be kept confidential by Consultant. Such materials shall not, without the prior written permission of City, be used by Consultant for any purpose other than the performance of this Agreement nor shall such materials be disclosed publicly. Nothing furnished to Consultant which is generally known, shall be deemed confidential. Consultant sh all not use the City’s name or logo or photographs pertaining to the Services under this Agreement in any publication without the prior written consent of the City.

9.3 Consultant’s Books and Records. Consultant shall maintain any and all ledgers, books of account, invoices, vouchers, canceled checks, and ot her records or documents evidencing or relating to charges for Services or expenditures and disbursement s charged to the City under this Agreement for a minimum of three (3) years, or fo r any longer period requir ed by law, from the date of final payment to the Consultant.

9.4 Inspection and Audit of Records. Any records or documents that Section 9.2 of this Agreement requires Consultant to maintain shall be ma de available for inspection, audit, and/or copying at any time during regular business hours, upon oral or written request of the City. Under California Government Code Section 8546.7, if the amount of public funds expended under this Agreement exceeds Ten Thousand

Dollars ($10,000.00), the Agreement shall be subject to the examination and audit of the State Auditor, at the request of City or as part of any audit of City, for a period of three (3) years after final payment under the Agreement.

9.5 Intellectual Property. The City shall have and retain all right, title and interest, including copyright, patent, trade secret or other proprietary ri ghts in all plans, specifications, studies, drawings, estimates, materials, data, computer programs or software and source code, enhancements, documents and any other works of authorship fixed in any tangible medium or expression, including but not limited to physical drawings or other data magnetically or otherwise recorded on computer media (“Intellectual Property”) prepared or developed by or on behalf of Consultant under this Agreement. Consultant further grants to City a non-exclusive and perpetual license to copy, use, modify or sub-license any and all Intellectual Property otherwise owned by Consultant which is the basis or foundation for any derivative, collective, insurrectional or supplemental work created under this Agreement.

SECTION 10. MISCELLANEOUS PROVISIONS.

10.1 Venue. In the event either party brings any action against the other under this Agreement, the Parties agree that trial of such action shall be vest ed exclusively in the state courts of California in the County of Contra Costa or in the United States District Court for the Northern District of California.

10.2 Severability. If a court of competent jurisdiction finds or rules that any provision of this Agreement is invalid, void, or unenforceable, the provisions of this Agreement not so adjudged shall remain in full force and effect. The invalidit y in whole or in part of any provision of this Agreement shall not void or affect the validity of any other provision of this Agreement.

10.3 No Implied Waiver of Breach . The waiver of any breach of a specific provision of this Agreement does not constitute a waiver of any other breach of that term or any other term of this Agreement.

10.4 Successors and Assigns. The provisions of this Agreement shall inure to the benefit of and shall apply to and bind the successors and assigns of the Parties.

10.5 Use of Recycled Products. Consultant shall prepare and submit all reports, written studies and other printed material on recycled paper to the extent it is available at equal or less cost than virgin paper.

10.6 Conflict of Interest. Consultant may serve other client s, but none whose activities within the corporate limits of City or whose business, regardless of location, would place Consultant in a “conflict of interest,” as that term is defined in the Political Reform Act, codified at California Government Code Section 81000 et seq.

Consultant shall not employ any official of City in the work performed pursuant to this Agreement. No officer or employee of City shall have any financial interes t in this Agreement that would violate California Government Code Section 1090 et seq.

Consultant hereby warrants that it is not now, nor ha s it been in the previous twelve (12) months, an employee, agent, appointee, or official of the City. If Consultant was an employee, agent, appointee, or official of City in the previous twelve months, Consultant warrants that it did not participate in any manner in the forming of this Agreement. Consultant underst ands that, if this Agreement is made in violation of Government Code § 1090 et. seq., the entire Agreement is void and Consultant will not be entitled to any

compensation for Services performed pursuant to this Agreement, including reimbursement of expenses, and Consultant will be required to reimburse the City for any sums paid to the Consultant. Consultant understands that, in addition to the foregoing, it ma y be subject to criminal prosecution for a violation of Government Code Section 1090 and, if applicable, will be disqualified from holding public office in the State of California.

10.7 Inconsistent Terms. If the terms or provisions of this Agreement conflict with or are inconsistent with any term or provision of any Exhibit attached hereto, then the terms and provisions of this Agreement shall prevail.

10.8 Solicitation. Consultant agrees not to solicit business at any meeting, focus group, or interview related to this Agreement, either orally or through any written materials.

10.9 Contract Administration. This Agreement shall be administered by Captain Desmond Bittner ("Contract Administrator"). All correspondence shall be directed to or through the Contract Administrator or his or her designee.

10.10 Notices. Any written notice to Consultant shall be sent to:

Captain Desmond Bittner
Antioch Police Department
300 L Street
Antioch, CA 94509

Any written notice to City shall be sent to:

City of Antioch
P. O. Box 5007
Antioch, CA 94531-5007
Attn: City Attorney

10.11 Integration. This Agreement, including all exhibit s and other attachments, represents the entire and integrated agreement between City and Co nsultant and supersedes all prior negotiations, representations, or agreements, either written or oral.

CITY: CONSULTANT:

CITY OF ANTIOCH Chaplin and Hill Investigative Services ____________________________________ By:______________________________ Bessie Marie Scott
City Manager
Name:___________________________
Title:____________________________

Attest:

____________________________________
Melissa Rhodes
City Clerk

Approved as to Form:
____________________________
Derek Cole
Interim City Attorney

[Two signatures are required for a corporation or one signature with the corporate bylaws indicating that one person can sign on behalf of the corporation]

EXHIBIT A

SCOPE OF WORK

EXHIBIT B

PAYMENT SCHEDULE

See discussions, stats, and author profiles for this publication at: https://www.researchgate.net/publication/383143887 Police Misconduct Investigation Processes: Police Officer Perceptions of Fundamental Fairness
ArticleddinddCriminal Justice Review · August 2024
DOI: 10.1177/07340168241271213

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Manuel Francisco Gonzalez
Montclair State University
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This paper is not the copy of record and may not exactly replicate the final, copy-edited version of the article. You have the authors’ permission to cite and copy. The final, published article will be available via its DOI: https://doi.org/10.1177/07340168241271213

Police Misconduct Investigation Processes: Police Officer Perceptions of Fundamental Fairness

Thomas Shea
ORCID: 0000-0003-0161-0321
Seton Hall University, USA

Manuel F. Gonzalez

ORCID: 0000-0002-2542-8797
Montclair State University, USA

Bernard Jones
ORCID: 0000-0001-8163-7000
St. John’s University, USA

Robert Verry
Centenary University, USA

Corresponding author: Thomas Shea: [email protected] Security Management Department, School of Security & Global Studies, American Public University System, 111 West Congress Street, Charles Town, WV 25414, USA

Authors note:

Lead authors Shea and Gonzalez contributed equally to this paper.

Data availability statement:

The data that supports the findings of this study are available from the authors upon request. A supplemental file is included that contains tables from the manuscript.

POLICE MISCONDUCT INVESTIGATION PROCESSES 2

Abstract
Police misconduct has historically garnered much research attention. Internal affairs (IA) processes exist within police departments to investigate such cases of misconduct. Yet, sworn officers may distrust IA processes, potentially hampering its effectiveness and its amenability for reform. The purpose of this study was to examine police officers’ perceptions of the IA process in its current state and their amenability to various types of IA reforms (e.g., civilian oversight committees, independent investigators). We collected survey data from a sample of 115 police officers from various police departments in New Jersey, USA. The results indicated that police officers vary in their perceptions of IA processes, such as the fairness of IA processes, their amenability to reforming IA systems, and what reforms were perceivably appropriate. Findings also indicated greater amenability for revisions to the current IA process, primarily among lower- ranking police officers and Black officers. Implications for policy and practice are discussed.

Keywords: procedural justice, police legitimacy, police misconduct, internal affairs, policing, civilian oversight

POLICE MISCONDUCT INVESTIGATION PROCESSES 3

Police Misconduct Investigation Processes: Police Officer Perceptions of Fundamental Fairness

Introduction
A social contract paradigm of law and order exists within the United States. The tradeoff is the potential receipt of citizen protection by police officers from those who seek to cause them potential harm. As a result, police officers are tasked with upholding and enforcing those laws.

Officers have the power and authority to take others’ liberties and in rare, but tragic occurrences, their lives. A dilemma arises when police officers do not respect the obligation to wield that power with constitutional integrity. Misconduct committed by officers can cause police organizations to lose legitimacy and trust in the communities they serve (Goldsmith, 2005; Seron et al., 2004; Tyler, 2006). Occasionally, “street cop” encounters with civilians are the origins of misconduct complaints. These front-line officers are usually the only contact with law enforcement that many civilians will experience. These interactions could influence perceptions of democracy and fairness (Maynard-Moody & Musheno, 2003).

Negative or disrespectful treatment of civilians by officers is influential in shaping the perceptions toward police in general (Avdija, 2010; Weitzer & Tuch, 2004). Efforts have thus been made to maintain accountability for officers’ actions. For example, technology is increasing efforts to reduce misconduct (Fisher & Hermann, 2015), but reform is still limited (Rushin, 2013). There remains a need for police organizations to integrate operational compliance with Constitutional mandates into departmental policy in order to reduce misconduct occurrences (Walker & MacDonald, 2009). Immediate changes to organizational culture have been achieved through minor operational modifications (Mummolo, 2018), resulting in decreased misconduct POLICE MISCONDUCT INVESTIGATION PROCESSES 4

complaints (Donner et al., 2016; Klockars et al., 2000). Transferring the responsibility of investigating misconduct complaints from the police department to an independent, qualified investigator could initiate accountability change necessary to improve police legitimacy or community, yet that usually only occurs when legal conflicts prevent an investigation from being conducted within the department.

The most prominent mechanism for addressing cases of police officer misconduct is the internal affairs (IA) function, a departmental unit that investigates allegations of misconduct raised against its officers by citizens or others within the department (e.g., Noble & Allport, 2008). While establishing the IA function represented an important step toward greater accountability and fairness in policing, the IA process has limitations and may require its own reform efforts, as we will discuss. One focal issue that we seek to understand is whether the IA process is perceived favorably by sworn officers of various ranks, which can have important implications for both the current effectiveness of IA investigations (e.g., levels of cooperation with the investigative process) and departments’ amenability for future IA reform efforts (e.g., whether officers embrace versus resist change). In this research, we thus seek to understand better officers’ perceived fairness of their current internal affairs (IA) processes, their amenability to potential reforms to the IA process, and where differences in these perceptions and amenabilities may exist. We sought to examine these perceptions at all departmental levels.

For simplicity, we use the term “officer” throughout this manuscript in a broad, rank-agnostic sense rather than referring solely to nonranked officers, with which the public commonly associates the term.

The Contemporary Internal Affairs (IA) Function
POLICE MISCONDUCT INVESTIGATION PROCESSES 5

Providing historical context first is necessary to understand the origin of the police accountability process. Referred to by many agencies as simply "internal affairs" or "professional standards units," investigating police misconduct is a function rooted in 19th-century police practice, originating with the New York City Police Department's "Commissioners of the Metropolitan Police" in 1895 (Kelly, 1993). Despite variations created in the early 20th century and then later, following the civil rights movement (Harnett, 1984), the primary function remains the same, meaning that investigators serve within the same agencies as accused officers for non- criminal investigations. Though many jurisdictions across the United States implemented different forms of civilian oversight and calls for police accountability have grown stronger throughout the years, the process has remained the same since its inception, or "frozen" and resistant to change.

In most states today, a complainant’s mechanism to seek redress for alleged police misconduct is to file a complaint at the police departments where accused officers work. The American Civil Liberties Union (ACLU, 2018) endorsed this method should citizens feel that police officers violated their rights. The ability to file such complaints allows a citizen to have a voice, seek justice, and create an opportunity to improve overall police-community interaction (Dunn, 2010; Lersch & Mieczkowski, 2005).

A standard operational procedure in police departments is an established IA or professional standards unit comprised of internal police administrators who investigate reported complaints against officers and typically report directly to the police chief. Investigations from the IA unit can either be reactive (i.e., a citizen files a complaint, which is then investigated) or proactive in nature (Noble & Alpert, 2008). As an example of the latter, a critical component of the IA function is the early warning system (EWS), where officers’ performance data are POLICE MISCONDUCT INVESTIGATION PROCESSES 6

compiled, such as use-of-force reports and citizens’ complaints. Officers with potential issues are subsequently identified, authorities are notified, and intervention is conducted before reaching disciplinary stages (Walker, 2015; Walker et al., 2000, 2001). Beyond its investigative functions, IA units may also conduct audits and inspections and serve as a repository for the results of all investigations carried out within a department (Noble & Alpert, 2008). Notably, the IA unit does not solely handle citizen complaints but also complaints or concerns filed by colleagues of the officer under investigation (e.g., from a senior officer or a partner).

Internal investigations of administrative policy and procedure violations require a lessened burden of proof of misconduct than do criminal cases (i.e., a preponderance of evidence rather than proof beyond a reasonable doubt), rendering the verification of complaints in the latter more difficult (Hassell & Archbold, 2010; Liederbach et al., 2007). Despite this lesser burden of proof, internal misconduct investigations still require substantive evidence, resulting in typically few sustained allegations (Hassell & Archbold, 2010; Liederbach et al., 2007). Thus, the likelihood of receiving justice might be perceived as an anomaly. Additionally, given the sensitive nature of IA cases and the potential for reputational harm to officers under investigation, an IA unit's work is often highly confidential. While such confidentiality preserves the integrity of the IA process and protects investigated officers from harm against false claims (Noble & Alpert, 2008), it also potentially reduces transparency of the process for both citizens and officers who reside outside of the IA unit.

Citizen Concerns Regarding the IA Process
Prevalent media reports indicate a concern for the lack of police accountability in communities across the United States. In small- to mid-sized police departments, IA investigators and accused officers frequently have a pre-existing familiarity with each other due POLICE MISCONDUCT INVESTIGATION PROCESSES 7

to factors such as working together in previous roles within the agency. As a result, citizens may perceive the investigation’s outcome as biased in favor of implicated officers (Klockars et al., 2006), leaving complainants dissatisfied (Waters & Brown, 2000). Indeed, research shows that while citizens may file complaints against officers for various reasons (e.g., punishing the officer, seeking an apology, documenting the officer’s behavior), these complaints are often accompanied by cynicism that no action will be taken to address the complaint (Walker, 1997).

Even when citizens know that a department investigated their complaint, they may not know what policies or procedures were used to investigate the complaint or what factors contributed to the decision that was made about the officer (Worden et al., 2018). To summarize, from the perspective of citizens, the mere establishment of the IA process does not seem sufficient for establishing trust in law enforcement, and additional procedural considerations are needed, such as providing greater transparency for how complaints are handled and resolved.

Officer Perceptions of the IA Disciplinary Process
What might surprise police detractors is that many officers do not believe in the “code of silence” (Weisburd et al., 2000). Police officers are less inclined than their civilian public worker counterparts to comply with a culture that subscribes to such a code (Rothwell & Baldwin, 2007). Many studies have suggested that adherence to this “code” was less likely if an increased consciousness of organizational fairness existed (Wolfe & Piquero, 2011). Officers who believe that fairness exists in their respective organizations are less likely to commit acts of misconduct (Donner et al., 2015; Enciso et al., 2017; Nix et al., 2015) and more likely to report it (Long et al., 2013). Fairness is more important to some police officers than the outcome of the investigations against them (Crank & Caldero, 1991; DeAngelis & Kupchik, 2007; S. Miller, POLICE MISCONDUCT INVESTIGATION PROCESSES 8

2010a), and perceived unfairness is particularly distressing (Elovainio et al., 2002; Noblet et al., 2009).

Ironically, despite their purpose of enhancing fairness within law enforcement agencies, internal affairs processes are often perceived as unfair by police officers, and the IA investigators are often distrusted. Some officers have reported that higher level officials in their department were less likely to receive equitable discipline for similar infractions (Fragale et al., 2009). Other officers contend that supervisory power influences the harshness of punishment over their subordinates (Wiltermuth & Flynn, 2013). Additionally, some officers believe that civilians use the IA process as retaliation against them for just doing their jobs (Prenzler et al., 2010). Such concerns about the IA process can negatively influence officers’ willingness to comply with the process (Brooks-Crew et al., 2022), making it paramount to understand and address these concerns.

Research regarding police officers’ perceptions of IA investigators and the mechanisms used within their organizations indicates that few positive interactions occur. Rank-and-file officers view IA investigators as untrustworthy (S. Miller, 2010a) and adversarial (Crank, 2014).

Potentially supporting the reasons for this distrust, research suggests that the severity of sanctions can be affected by various factors unrelated to the nature of the misconduct being investigated (e.g., officer race and rank; Worden et al., 2023). Additionally, a historical aspect of an “us versus them” mentality (Reuss-Ianni & Ianni, 1983) from subordinates toward IA commanders still exists today. Many supervisors investigate their subordinate officers accused of administrative policy and procedure violations. Indeed, IA sanctions toward officers tend to be more severe when they come from an internal complaint rather than a citizen (external) complaint (Worden et al., 2023). This internal process often leads to officers’ negative feelings POLICE MISCONDUCT INVESTIGATION PROCESSES 9

toward their supervisors (Anshel, 2000). The subsequent organizational stressors created by these negative feelings often result in poor performance and decision-making (Graf, 1986; Hart & Cotton, 2002; Hickman et al., 2011; Shane, 2010) and commissions of police misconduct (Bishopp et al., 2016; C. Harris & Worden, 2014; Wolfe & Piquero, 2011), impacting police- civilian interactions.

Officers can suffer extreme stress due to the lack of communication common in IA investigations (S. Miller et al., 2008). Maguen et al. (2009) found a relationship between negative work-environment stress and posttraumatic stress disorder (PTSD) symptoms in police officers. Scholars contend that conducting future research on organizational stressors is more critical than previous research on typical and well-known job stressors (i.e., threats to personal safety and shift work; Adams & Buck, 2010; Brooks & Piquero, 1998; Shane, 2010; Violanti & Aaron, 1994). The existing literature suggests that the current internal affairs process is one primary stressor for police officers.

Police Officer Resistance to IA Reform: The Example of External Oversight Bodies Increasing interest in police misconduct investigation reform culminated with many agencies conforming to civilian oversight groups and other external oversight entities (e.g., Farrar, 2013). The implementation of these groups could potentially enhance accountability within police departments. For example, evidence suggests that civilian oversight involvement increases the likelihood of sustained complaints against officers (Terrill & Ingram, 2016).

Previous research supported the hypothesis that for civilian oversight committees to succeed, transparency and independence were needed from the department/officer in question (Greene, 2007). Likewise, a salient example comes from the Northern Ireland Public Services Ombudsman (NIPSO), a government-independent organization investigating complaints against POLICE MISCONDUCT INVESTIGATION PROCESSES 10

public entities (NIPSO, 2023). NIPSO reviews and investigates complaints from citizens who were either unable to have their complaint investigated by the public entity in question or who were dissatisfied with the way in which their original complaint was handled. Whether initiated by a citizen or self-initiated, the results of NIPSO investigations are later published online in order to maintain transparency with the public.

While some organizations have benefitted in their accountability from these oversight groups, other organizations have failed to show signs of improvement (Clarke, 2009). Self- protective resistance continues from both rank-and-file officers and police leadership (Bobb, 2003), such as preventing oversight committees from obtaining needed data to perform their necessary functions. Likewise, Lee et al. (2017) found that officers generally reported an unfavorable opinion about civilian oversight boards, and only 65% reported being willing to report misconduct issues to an external investigative unit, the Office of Professional Accountability (OPA). Cooperation from police agencies continues to be a challenge and is key to the survival of civilian oversight groups and police accountability measures (F. Harris, 2012; Livingston, 2004; J. Miller & Merrick, 2001). Even with initiatives such as an ombudsman program (e.g., NIPSO), concerns can still exist regarding how complainant cases are handled (Sen, 2010).

Lack of trust is not limited to that of civilians toward the police. Some officers believe that civilians tend to be influenced by the media and community (Clarke, 2009), which questions their ability to make fair and objective decisions. Another concern is whether civilians have a competent procedural grasp of the IA process. IA investigations tend to be intricate and require high investigative competence levels (S. Miller, 2010b). Many civilian oversight groups consist of civilians possessing little to no formal investigatory training. (Moran, 2016). As a result, many POLICE MISCONDUCT INVESTIGATION PROCESSES 11

police leaders remain reluctant to accept policy changes or disciplinary recommendations from civilian oversight committees (Ferdik et al., 2013).

Civilian oversight committees were tasked to achieve deterrence and police misconduct investigation reform, though many groups are ill-equipped to accomplish these goals. The premise is valid, but the methodology is flawed. Indeed, a host of concerns have been levied regarding such committees, both for civilians and officers (Finn, 2001). From the civilian perspective, civilians may be hesitant to serve on oversight committees for fear of retaliation from officers or they may lack resources to effectively market themselves to agencies and engage in outreach. Civilians also lack the power to subpoena documents or individuals that would normally allow for a more thorough investigation. Additionally, as hearings from civilian oversight committees tend to be public (Finn, 2001), officers who are investigated may still suffer reputational damage even if they are found innocent by the committee. From the officers' perspective, there are concerns that a civilian oversight committee would interfere with police work and that civilians are not adequately informed of the realities and complexities of officers’ jobs, yielding a perceivably unfair process (Finn, 2001).

The police culture is insular and not traditionally conducive to change (Crank, 2014; Margolis, 2022), although reform efforts may be more successful if police officers develop greater trust in the review process. Trust is essential to effective police operations and is considered mutually necessary by supervisors and subordinates alike (Shea, 2015). For example, retaining an impartial, trained investigator whom officers believe is free from internal or external politics could successfully implement change. Despite its promise to foster accountability while maintaining impartiality to those under investigation, there has been minimal discussion about utilizing such a method. For the possibility of such a change, there must be an “unfreezing” of POLICE MISCONDUCT INVESTIGATION PROCESSES 12

the current IA process. However, such an unfreezing would require that law enforcement community members are sufficiently aware of the need for IA reform and are motivated to support these changes. Next, we draw from organizational justice theories to argue why officers may indeed be ready for such an unfreezing.

Internal Affairs Reform: Lewin’s Change Theory
Here, we consider what steps may be required for IA reform efforts to succeed, given the general resistance among departments to change their current IA processes. To do so, we draw upon Lewin’s (1947) change theory. Lewin’s change theory has long served as a foundation for explaining organizational change management (Robbins & Judge, 2009; Sonenshein, 2010).

Lewin (1947) deduced that to create successful behavioral or process changes authentically, a three-step procedure must occur: (1) “unfreezing” the current state or process, (2) implementing the desired change, then (3) “refreezing” the new process permanently (Burke, 2017). This procedure, known as the changing-as-three-steps (CATS) paradigm, is praised for its prevalent influence on modern change theory (Hendry, 1996; Levasseur, 2001; Michaels, 2001). However, other scholars criticize this theory as simplistic (Child, 2005; Clegg et al., 2005; Kanter et al., 1992). A limited number of studies have addressed the police culture's resistance to change, utilizing Lewin’s CATS theory (Chrismas, 2012; Degnegaard, 2010; Drew, 2011; Durmaz, 2007; Duxbury et al., 2018; Grant & Toch, 2012). Although several contemporary theoretical frameworks relating to change are available, we believe the first step in Lewin’s CATS theory – “unfreezing” – is appropriate to examine the potential for officer acceptance of new IA systems.

Thus, this paper’s purpose is twofold: (a) to serve as the catalyst for communicating to stakeholders why this change is necessary, and (b) to ascertain police officers’ potential acceptance of those proposed changes, as recommended in Step 1 of Lewin’s CATS theory.

POLICE MISCONDUCT INVESTIGATION PROCESSES 13

Organizational Justice Theories and Organizational Change Research suggests that people are sensitive to issues of fairn ess, both in and out of the workplace (e.g., Colquitt et al., 2005; Lind & Tyler, 1988). This concern for fairness not only pertains to the types of outcomes one receives (distributive justice; Deutsch, 1975), but extends to the procedures leading to those outcomes (procedural justice; Leventhal, 1980) and the manner in which one was treated throughout the process (interactional justice; Bies & Moag, 1986). For example, research suggests that while people typically react negatively after receiving an undesirable outcome (e.g., being denied a promotion, being laid off), high levels of procedural justice can offset these reactions altogether (Brockner & Wiesenfeld, 1996). It is no surprise, then, that various types of fairness perceptions have been linked to important organizational outcomes, such as job performance, counterproductive work behaviors, and employee attitudes (for meta-analyses, see Cohen-Charash & Spector, 2001; Colquitt et al., 2013).

In the context of organizational change, and particularly enac ting changes to IA systems, we suggest that perceived unfairness is one potential mechanism that could cause an “unfreezing” of a long-held process. When a system is perceivably unfair, a common reaction is to do away with it or initiate corrective action against it, often propelled by emotional reactions such as anger or resentment (Barclay et al., 2005). Doing so increases the likelihood that one can benefit from the system in the future. In the current research, we suggest that police officers’ perceived fairness of their departments’ IA processes will predict whether the same officers would support reforms to the IA process. As we will later discuss, data suggest that officers may already perceive IA systems as unfair, making this point in time potentially opportune for systemic changes to IA processes.
“Unfreezing:” A Catalyst Toward Reforming Internal Affairs POLICE MISCONDUCT INVESTIGATION PROCESSES 14

A precursor must exist to create change in an organization. According to Gleick (1987), organizational change can be routinely chaotic, with variables in a constant flux state, coupled with resistance and a lack of control. Change often brings rise to variations in reactions and consequences (Dawson, 1994; Eilam & Shamir, 2005; Lewin, 1947).

As stated earlier, Lewin (1951) believed in a three-stage process for planned organizational change. The first and most critical step to prompting real change is “unfreezing,” which entails awareness, need, and motivation for change. Communicating why change is necessary usually transpires through statements or actions (Carter, 2008). As a result, scholars recognized a critical action within this step: The need to create motivation to change (Cummings et al., 2016; Schein, 2010) through education and the communication of a compelling vision.

Understanding why change must occur is critical in this step (Nicolas, 2017; Weick & Quinn, 1999). Critical discourse must evaluate competing perspectives and elicit potential solutions to organizational issues (Fear et al., 2006; Lewin, 1951). Catharsis often results from these conversations, which may limit preconceptions (Allport, 1945). Catharsis resistance is lessened through communication and intervention techniques to heighten awareness of the need for change, thus spawning openness to the burgeoning change process (Goodstein & Burke, 1991).

Lewin (1946), too, concluded that the benefits of knowledge gained effectively prepare people for future change (Coghlan & Jacobs, 2005). We believe that our research findings may potentially create conversations leading to the successful completion of the first step.

The second step involves the required disturbance of stationary equilibriums customarily maintained by organizational order (Burnes, 2020; Lewin, 1943). Examples in the policing realm include the use of chokeholds being outlawed after Eric Garner's death or the formal, public rejections of police leaders by their police unions. Lewin (1951) pointed out that this type of POLICE MISCONDUCT INVESTIGATION PROCESSES 15

provocation can “break open the shell of complacency and self-righteousness” (p. 229; Toch, 1980). According to Walton et al. (2017), social movements arise to produce sustained challenges against existing power systems. In this study, we posit that the current social campaign against law enforcement in the United States exemplifies those statements and actions that can initiate unfreezing. Public complaints of police misconduct, brutality, and deadly force often constitute thematic underpinnings of calling for increased internal accountability (Walker & Archbold, 2020) and can help motivate the creation of new accountability methods.

Once the change is fully implemented, the third and last step, or “refreezing” of the new process, ensues, which can still create controversy and discord if policymakers do not adhere to the first two steps. Officers could revert back to the prior system if leaders do not embrace and support the modifications. Still, the predisposition to resist systemic changes in policing appears to have lessened because of persistent mass protest, public demand, and media coverage. For instance, many police departments now implement procedural justice training positively impacting police-community relations (Wood et al., 2020). In other words, external social pressure has created the awareness and equilibrium disturbance necessary to initiate change to a long-held system, which is required, according to Lewin.

Summary
Opportunities are available despite the raised issues with current internal affairs practices and limited reform. In New Jersey, where this study was conducted, police departments can employ IA investigators who are not affiliated with their particular agencies. These individuals are retired law enforcement IA investigators who acquired training in such competencies as interviewing techniques, administrative law, and recognizing deception (Verry, 2011). Although available in New Jersey, this option is not commonplace. For this reason, we explored whether or POLICE MISCONDUCT INVESTIGATION PROCESSES 16

not this operational transition could be accepted as a process change. We then used survey questions to assess perceptions of officers’ interpretations of this potential change. Specifically, we examined the following research questions:

Research Question 1: How do police officers perceive the internal affairs process, in its current state?
Research Question 2 : How do police officers perceive potential efforts to reform the internal affairs process?
Research Question 3 : What demographic or other background characteristics are associated with the above perceptions regarding the internal affairs process? First, we sought to understand police officers’ perceptions of fairness regarding current IA investigations. Second, if the findings indicate that officers perceive the current process as unfair, we wanted to discern if they felt that an external function relocation and unaffiliated investigator could achieve the desired impartiality. Investigators from outside the police department should be used to promote fairness and legitimacy to both citizens and police officers alike (DeAngelis & Kupchik, 2007; S. Miller & Blackler, 2017). However, the current IA function has been embedded for decades. Gauging potential stakeholder acceptance of change is the primary goal here. Few studies have examined police officers’ perceptions concerning due process during internal affairs investigations. Would employing retired IA investigators unaffiliated with the department where the police officer misconduct originated provide a viable alternative that provides fundamental fairness?
Lastly, the current research informs efforts to enhance the IA process by exploring individual differences that may be associated with perceptions of the IA process and openness to reform efforts. For example, our research may identify where or among whom there is openness POLICE MISCONDUCT INVESTIGATION PROCESSES 17

to IA reform or willingness to support such efforts or, conversely, where there is resistance to IA reform. We felt that individual differences were particularly important to examine, given that some of the research we reviewed indicated that IA decisions could be influenced by job- irrelevant factors such as the officer’s demographic background and rank (e.g., Cabral & Lazzarini, 2015; Worden et al., 2023). These background characteristics could, in turn, contribute to differences in how officers perceive the IA process, given differential experiences with the process based on these characteristics. This study explores police officers’ perceptions of the IA process and how change may be possible in future reform efforts.

Methods
We utilized an electronic survey in the current research. Our rationale behind the survey questions stemmed from focusing on specific topical areas regarding the internal affairs (IA) function along with understanding officers’ perceptions across the topical areas. As mentioned earlier, we use the term “officers” here to refer to sworn police personnel of various ranks (e.g., police officers, lieutenants, captains), rather than exclusively referring to nonranking officers. It was vital to explore the contemporary IA function regarding perceptions on how it currently operates. We also wanted to explore if the IA function is perceived as influenced by outside factors. Accountability regarding the IA function was important to capture as well as perceptions on the possible relocating of IA investigations outside of police departments, essentially implementing a new model. Lastly, as with all survey research, it was necessary to ask demographic questions to possibly surface differences in perceptions based on variables such as gender, race, title, assignment, etc.

Participants
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We utilized snowball sampling to recruit police officers as participants in our study.

Initial study invitations were sent to Police Chiefs throughout the State of New Jersey, requesting that their subordinates be allowed to participate. The invitations were limited to New Jersey because of the researchers’ familiarity with multiple police leaders and access to a New Jersey Chief’s email training list. There were 936 officers on the email list, with approximately 500 of them having the title of Police Chief. The remaining amount of contacts were lower-ranking members who represented the Chief. Chiefs who approved departmental participation were asked to forward our study invitation (including the survey link) to their officers in a snowball sample.

A total of 201 respondents began the survey, of whom 83 respondents had no information and 3 respondents had incomplete data, yielding a final sample size of 115 respondents (see Table 1 for demographics). We did not ask participants to report their police department, to preserve confidentiality and enhance comfort levels with completing the survey.

Upon comparing our sample’s demographic composition to data collected by the New Jersey Attorney General’s Office in 20221, we determined that our sample had proportionally more male respondents (males comprised 89.6% of our sample, versus 79.8% of the 2022 police population), had more White respondents (70.4% of our sample, versus 61.7% in the population data), and was generally older (77.4% of our sample was in their mid-30s to mid 50s, versus approximately 54.6% in the population data). We discuss this as a potential limitation later on.

Survey Administration
The survey instrument was delivered electronically using SurveyGizmo™. A standard questionnaire protocol was used, such as voluntary respondent participation and complete

1 To access the 2022 demographic data from the New Jersey Attorney General’s Office, visit https://njoag.app.box.com/s/xx73qw1w4i03jnxnk9z6acphrzsuba4y POLICE MISCONDUCT INVESTIGATION PROCESSES 19

anonymity. Surveys were used to collect demographic information (15 items) and perceptions of the current practice of IA investigations into police officer misconduct (31 items; see Table 2).

The IA-focused items utilized a 5-point Likert-type scale, with value ranges defined as follows (1 = strongly disagree, 5 = strongly agree). Questions explicitly addressed the IA process and allowed for an exploration of how police officer perceptions of fairness pertained to the current police officer misconduct IA investigation process.

Analytical Approach
Because our survey respondents answered a large number of questions assessing various types of perceptions about the internal affairs process (e.g., perceptions of how the process is conducted, about different types of reform efforts, about potential influences from third parties), we decided to use exploratory factor analysis (EFA) in order to distill survey responses down to a smaller number of variables, allowing for a simpler and more comprehensible analysis (Fabrigar et al., 1999; Goretzko et al., 2021). When surveys include various single-item questions, it is possible that several of those questions may actually assess aspects of the same underlying theoretical construct, which would be reflected by more similar response patterns between those questions than between other questions in the survey. An EFA enables researchers to identify groups of survey items that demonstrate such similar response patterns and may thus reflect a common underlying construct (i.e., a factor; Bryant & Yarnold, 1995). We would then compute an average of each respondent’s responses to the questions in the group, yielding one score that represents the underlying construct (as opposed to several scores reflecting responses to each individual question). Additionally, the use of an exploratory factor analysis provides an opportunity to explore the development of a repeatable and consistent scale of measurement in this topic area.

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Table 1
Sample Demographics
Variable n (%) Variable n (%)
Age Race
25 to 34 14 (12.2%) African American/Black 10 (8.7%)
35 to 44 46 (40.0%) Asian 1 (0.9%)
45 to 54 43 (37.4%) Latino/Hispanic 11 (9.6%)
55 or older 9 (10.4%) White (non-Hispanic) 81 (70.4%)
Other 2 (1.7%)
Gender Prefer Not to Answer 10 (8.7%)
Female 9 (7.8%)
Male 103 (89.6%) Rank
Prefer Not to Answer 3 (2.6%) Police Officer 24 (20.9%) Detective 11 (9.6%)
Military Service Sergeant 17 (14.8%)
Yes 17 (14.8%) Lieutenant 34 (29.6%)
No 93 (80.9%) Captain 11 (9.6%)
Prefer Not to Answer 5 (4.3%) Deputy Chief 3 (2.6%)
Chief 13 (11.3%)
Other 2 (1.7%)
Note. A subset of the demographics information is provided in Table 1. Upon request, additional demographic information can be made available.

We used maximum likelihood as the method for extracting factors in our EFA, which assumes a multivariate normal distribution in survey responses to each question. We used a direct oblimin rotation, meaning we set a fairly balanced restriction on how correlated the extracted factors from our EFA could be; direct oblimin identifies factors that are reasonably distinct from one another while still allowing factors to be correlated (Field, 2018). For each identified factor, an eigenvalue statistic is calculated which represents how much shared variance the factor explains in responses to the questions (Bryant & Yarnold, 1995). As is common practice, we only examined factors with eigenvalues greater than 1.00. After identifying different types of IA perceptions using this approach, we then examined bivariate relationships between POLICE MISCONDUCT INVESTIGATION PROCESSES 21

these different perceptions and explored how they were predicted by several demographic factors.2
Results
The exploratory factor analysis (EFA) revealed 8 factors with initial eigenvalues greater than 1.00. The 8 factors cumulatively explained 59.58% of the variance in responses to the survey questions. Of the 31 items examined, 30 items loaded |.30| or higher onto at least one factor in the pattern matrix. To keep the factors as distinct as possible, each of the 30 items was ultimately assigned to the one factor that it loaded the strongest onto. One item (i.e., perceiving citizens as using IA processes for retaliation) was dropped from a factor due to conceptual dissimilarity with the remaining items on the factor reflecting Procedural Justice (see description below). An eighth factor – which seemed to reflect protectionist attitudes toward police – was dropped due to subsequently poor internal consistency reliability levels (a = .27; i.e., responses to the questions in that factor did not intercorrelate strongly enough to maintain confidence that they represented the same underlying construct). As a result of the EFA, the remaining, underlying seven factors were interpreted as follows (see Table 2):
(1) Unfairness: Perceiving the IA process as treating officers unfairly and lacking objectivity.
(2) Free from External Influence: Perceiving the integrity of the IA process as safeguarded from external influences, such as from media, public attention, elected officials, and departmental politics.

2 We refer readers wishing to evaluate responses to our individual survey items to our supplemental materials on the Open Science Framework: https://osf.io/e2zx5/?view_only=91a1f99a920548d5a6565c3c9edd8f90 POLICE MISCONDUCT INVESTIGATION PROCESSES 22

(3) Pro-Reform: Perceiving the IA process as needing reevaluation and structural/procedural change.
(4) Third Party Oversight: Wanting greater third party involvement in the IA process, such as by having independent, external investigators overseeing the investigative function, and by leveraging Early Warning Systems (EWS) to identify officers who are at risk of engaging in misconduct.
(5) Procedural Justice: Perceiving the IA process as procedurally fair, such as by being objective, treating all parties equally, and giving adequate opportunity to defend oneself against allegations of misconduct.
(6) Move IA Process Out: Reporting feelings favoring moving IA processes out of the purview of local departments, effectively no longer wanting to keep IA oversight “in-house.” (7) Adequate: Perceiving IA processes as adequate for effectively addressing specific complaints, such as employee misconduct, inter-employee conflict, and demeanor complaints.

POLICE MISCONDUCT INVESTIGATION PROCESSES 23

Table 2
Factor Loadings and Communalities Based on Exploratory Factor Analysis Principal Axis Factoring with Promax Rotation for 27 Question from the IA Survey (N=116)

Factor
Item Unfair Ext. Inf. Reform 3 rd Party Proc. Just. Move Ade q. Protect a I have personal knowledge of other officers who were
treated unfairly in past internal affairs investigations. -1.08 Some internal affairs investigators do not conduct
investigations in a fair and objective manner. -.62
The internal affairs function creates unnatural conflicts that prohibit fundamentally fair investigations. -.46
Internal affairs investigators and the operation are NOT influenced by politics resulting from media coverage. 1.00 Internal affairs investigators and the operation are NOT influenced by politics resulting from public attention. .97 Internal affairs investigators and the operation are NOT influenced by elected officials. .66
Internal affairs investigators and the operation are NOT influenced by department politics. .47 .36
The current internal affairs process should be reevaluated and restructured. .81
The current internal affairs function should remain the same. -.60 -.32 Administrative complaints against police officers should be investigated by independent, external investigators. .45 .31 I would be more amenable to moving the internal affairs function out of the control of local police departments if the “trier of fact” was an Independent external investigator. .70
The possibility of fairness and objectivity for accused officers could increase with the utilization of retired, external investigators to examine cases.
.61
POLICE MISCONDUCT INVESTIGATION PROCESSES 24

Factor
Item Unfair Ext. Inf. Reform 3 rd Party Proc. Just. Move Ade q. Protect a The Early Warning System is an effective tool to identify officers “at risk” of committing increased acts of
misconduct.
.58
Relocating the internal affairs function out of police
departments would likely increase the chances of a fair and equitable investigation of complaints against officers. .36 .56
I would be more amenable to moving the internal affairs function out of police departments if the police unions were more involved with the new process.
.52
Disciplinary sanctions given to police officers subsequent to sustained internal affairs investigations are usually
administered fairly.
.61
Internal affairs investigators DO NOT practice differential treatment during investigations. .56 -.31
Officers are allowed to effectively defend themselves
against internal affairs allegations of misconduct. .35 .56 Officers are kept consistently informed during internal affairs investigations when they are the accused individual. .52 The current internal affairs function is a fair and objective process. .38 -.34
Civilians sometimes utilize the internal affairs function to gain leverage in court, or for retaliation against officers for traffic tickets or arrests.
b
.32
I know or have known other officers who were exonerated through internal affairs investigations.

I would be more amenable to moving the internal affairs function out of the control of local police departments if the “trier of fact” was a Judge.
-.67
I would prefer if all internal affairs cases were investigated by the prosecutors office or NJ Attorney Generals Office. -.61 POLICE MISCONDUCT INVESTIGATION PROCESSES 25

Factor
Item Unfair Ext. Inf. Reform 3 rd Party Proc. Just. Move Ade q. Protect a I would be more amenable to moving the internal affairs function out of the control of local police departments if the “trier of fact” was an internal affairs investigator from another police department.
-.61
The internal affairs investigations conducted by the
prosecutors’ offices and/or the NJ Attorney Generals Office are fair and objective.
-.51
The current internal affairs operation is sufficient to investigate the following effectively: inter-employee
conflict.
-.84
The current internal affairs operation is sufficient to investigate the following effectively: employee misconduct. -.68 The current internal affairs operation is sufficient to investigate the following effectively: demeanor complaints. -.54 -.34 The internal affairs function is unfairly biased in favor of citizen complainants concerning subsequent investigative findings.
.61
Police officers should be held accountable for misconduct. -.33 Note. Factor loadings < 0.30 are not printed. Positive (negative) values indicate that the factor is more strongly represented by greater agreement (disagreement) to the respective survey question. Unfair = IA process is perceived as unfair; Ext. Inf. = IA process is perceived as free from external influences; Reform = In favor of reforming IA processes; 3rd Party = Wanting third party oversight of the IA function; Proc. Just. = Perceive the IA process as procedurally just; Move = Wanting to move the IA process out of local departments; Adeq. = Perceiving the IA process as adequate for addressing specific complaints; Protect = Wanting to protect police officers against scrutiny from citizens. a The eighth factor was dropped due to evidence of poor internal consistency reliability. b Item dropped from its respective factor due to conceptual dissimilarity with the rest of the items on the factor. N = 114.

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Having identified the factors above, we next examined bivariate correlations between the various IA perceptions. All correlational and descriptive statistics for these factors are reported in Table 3, and so we thus focus here on broader themes from the analysis. First, we found significant bivariate relationships between pro-reform attitudes, wanting greater third party oversight in the IA process, and wanting to move the IA function out of local departments. This suggests that our participants perceived the latter two as types of IA reform. Second, participants who perceived the IA process as unfair or having lower levels of procedural justice were also more likely to favor reforming the IA process, including wanting greater third party oversight in the process. Third, in contrast to the previous theme, we found that the desire to move the IA function out of local department control was not associated with perceived unfairness or perceptions of procedural justice, potentially indicating that simply relocating the IA function externally is not perceived as sufficient to correct any potential biases that may exist within the system. Altogether, our data suggest a close connection between the perceived fairness of the IA process and the desire to reform it.

Lastly, we examined whether demographic characteristics predicted perceptions of the IA process. Specifically, we examined the effects of participants’ age, work experience, rank, and race.3 We examined bivariate relationships between the former three characteristics, which were ordinal in nature, and IA perceptions using Spearman rank-order correlations (see Table 3).

Results of these analyses revealed that participants who were older, had greater work experience, or had a higher rank were significantly less likely to support IA reform. Furthermore, older participants generally perceived IA processes as significantly more procedurally just.

3 Results of correlational analyses indicated that age, work experience, and rank were significantly intercorrelated, but not high enough to indicate conceptual redundancy (i.e., .50 < rs < .70). We therefore deemed each variable to be distinct enough to examine separately in subsequent analyses.

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Table 3
Perceptions of Internal Affairs Processes: Descriptive Statistics and Bivariate Correlations Variable M (sd) 1 2 3 4 5 6 7 8 9 10

1. Unfair 3.28
(.90)
( . 7 7 )

2. Ext. Inf. 2.70
(1.14)
-.43*** ( . 9 0 )

3. Reform 3.11
(.96)
.51*** - . 4 9 *** ( . 7 8 )

4. 3rd Party 2.76
(.87)
.25** -.21* .38*** ( . 7 8 )

5. Proc. Just. 3.11
(.95)
-.49*** .58*** -.50*** -.05 (.82)

6. Move 2.60
(.84)
.02 .01 .20 * .39*** .02 (.72)

7. Adeq. 3.57
(1.00)
-.38*** .33*** -.51*** -.07 .57 *** .11 (.82)

8. Ranka

— -.21 * .29* -.30*** -.09 .39 *** .09 .23 * —

9. Experiencea

— -.17 .11 -.29 ** -.08 .10 -.03 .16 .55 *** —

10. Agea

— -.13 .12 -.24 * .08 .07 .06 .08 .53 *** .67*** —
Note. * p < .05 ** p < .01 *** p < .001. Scores on variables 1 – 7 range from 1 to 5, with higher scores reflecting higher levels of the labeled construct. Internal consistency reliability (Cronbach’s alpha) for each factor is reported in parentheses along the diagonal.

Alpha values greater than .70 are generally deemed as acceptable for factor scores (Nunnally & Bernstein, 1994). Unfair = IA process is perceived as unfair; Ext. Inf. = IA process is perceived as free from external influences; Reform = In favor of reforming IA processes; 3rd Party = Wanting third party oversight of the IA function; Proc. Just. = Perceive the IA process as procedurally just; Move = Wanting to move the IA process outside of local departments; Adeq. = Perceiving the IA process as adequate for addressing specific complaints. N ranges from 114 to 115. a Variables were ordinal and thus examined using Spearman rank-order correlations.

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We next examined the effects of race on IA perceptions using o ne-way analysis of variance (ANOVA), which allows us to compare average scores on a dependent variable across distinct groups (in our case, officer race). We removed from analyses participants who selected “Asian” (n = 1) or “Other” (n = 2) as their race, due to insufficient subgroup sample size, and we removed participants who selected “Prefer Not to Answer” due to conceptual ambiguity in how to interpret this category. Full ANOVA results are presented in Table 4.

ANOVA results revealed that race significantly influenced two types of perceptions of the IA process. First, we found that Black participants perceived the IA process as significantly lower in procedural justice than White participants. Second, we found that Black participants perceived the IA process as significantly less adequate for addressing various types of charges, relative to both White and Hispanic participants. No other significant race differences were found in our analyses. Our findings thus indicate that Black officers in particular tended to have fairness concerns regarding the IA process, whereas opinions about IA reform (and related perceptions) did not differ by race.

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Table 4
Effects of Race on IA Process Perceptions
Omnibus Statistics Grou p-Level Statistics
Dependent Variable F(2, 99) p Ș2
Black
(n = 10)
Hispanic
(n = 11)
White
(n = 81)
Unfair 1.57 .213 .03 3.60 (1.20) 3.48 (.56) 3.16 (.88) Ext. Inf. .72 .490 .01 2.45 (1.35) 2.50 (1.00) 2.81 (1.15) Reform .40 .674 .01 3.33 (1.09) 3.00 (1.01) 3.07 (.92) 3rd Party .89 .413 .02 3.06 (1.07) 2.68 (.99) 2.69 (.79) Proc. Just. 3.39 .038 .06 2.54 (1.15)a 2.87 (.89) 3.26 (.88)a Move .13 .881 .003 2.60 (1.14) 2.48 (.67) 2.62 (.84)
Adeq. 3.18 .046 .06 2.93 (1.44)a,b 3.76 (.73)a 3.70 (.87)b Note. Unfair = IA process is perceived as unfair; Ext. Inf. = IA process is perceived as free from external influences; Reform = In favor of reforming IA processes; 3rd Party = Wanting third party oversight of the IA function; Proc. Just. = Perceive the IA process as procedurally just; Move = Wanting to keep the IA process housed within local departments; Adeq. = Perceiving the IA process as adequate for addressing specific complaints. N ranges from 114 to 115. Degrees of freedom for the ANOVA examining the "Move” dependent variable were df1 = 2, df2 = 98. Means and standard deviations (in parentheses) are presented for participants of each race.

Statistically significant findings are presented in bold font, indicating a low probability that the overall pattern of observed group differences is due to chance. For each dependent variable, groups sharing the same superscript letter significantly differ from each other at p < .05 (Tukey’s Least Significant Difference).

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Discussion
The internal affairs (IA) function has become a staple of many police departments, given the importance of ensuring accountability for police misconduct. Yet, as we noted at the onset of our paper, research suggests that police officers may have concerns about the objectivity of the IA process, which may affect both the current system's effectiveness and future efforts to reform the IA process. To explore this issue, in the current research, we surveyed New Jersey police officers of various ranks to understand how police officers perceive the current IA process (RQ1) and potential efforts to reform it (RQ2), as well as what demographic and background characteristics are associated with differences in these perceptions (RQ3). Notably, before this study, it was unclear if officers would consider (a) an IA process revision and (b) qualified individuals outside of their police departments having the authority to investigate them (e.g., a judge, a different department), given that recent research in this area has mainly focused on civilian oversight boards.

Our findings revealed a variety of perceptions of the current IA process – such as regarding its (un)fairness, its adequacy for handling specific complaints, and its freedom from external influences – and of IA reform more generally – such as regarding their openness to seeing the IA process reformed, having third party oversight of the process, or having the IA process remain internal at the local, departmental level. We found that these perceptions varied substantially among officers in our sample, indicating a lack of consensus about what to do with the current iteration of the IA process. Such a lack of consensus resonates with past research, which generally shows ambivalence within the law enforcement community regarding how misconduct complaints are handled (e.g., Worden et al., 2018, 2023) and toward various types of law enforcement reform efforts (e.g., Finn, 2001; Lee et al., 2017; Prenzler, 2019).

POLICE MISCONDUCT INVESTIGATION PROCESSES 31

In line with Lewin’s (1947) change theory, officers’ perceptions of the current IA process were also associated with their attitudes toward IA reform. For example, we found that officers who were more open to IA reform, such as having greater third party oversight of the process, also tended to perceive the current IA process as generally unfair, inadequate, and/or vulnerable to external influences. Our data thus suggest that organizational justice perceptions – in this case, the overall perceived fairness of the IA process, as well as procedural justice concerns in particular – can create an impetus for “unfreezing,” enabling otherwise slow-changing systems to become more amenable to change.

However, unfreezing may not be so simple given the variability in perceptions noted earlier. As a first step toward understanding the source of this variability, we found that perceptions of the IA process and IA reform were partly associated with officers’ rank, experience, age, and race. Turning first to the former three characteristics, our data suggest that officers of higher ranks, more experienced, and older age tended to view the IA process more favorably and were less open to IA reform efforts. We will focus our discussion here on rank, given that higher-ranking officers are not only generally older and have more work experience but also wield greater decision-making authority. Police leaders may be more resistant to the suggestion that individuals outside the police department should investigate complaints, and they may be less likely to consider relocating the IA function from their respective departments, even if unions were involved in the process.

Furthermore, nonranking officers generally reported more willingness to concede to potential changes to the IA process and the investigator across most categories in this study.

Interestingly, these findings diverge from those of Reynolds and Helfers (2018), who found that rookie officers tended to perceive greater organizational justice at work, in general. We suggest POLICE MISCONDUCT INVESTIGATION PROCESSES 32

that the officers' perceptions in our sample toward the IA process may be distinct from their broader perceptions of their jobs. Indeed, research suggests that employees’ attitudes can vary across specific facets of their jobs (for a review regarding job attitudes, see Judge & Kammeyer- Mueller, 2012). These results provide new and significant insight regarding the interrelationship between police leaders and those they command. Nonranking officers who work the streets are more likely to be on the receiving end of internal investigations. These findings suggest a distrust of their internal affairs investigators possessing the sole authority to investigate them.

Suppose the findings are juxtaposed with Lewin’s “unfreezing” step. In that case, the results indicate that higher ranking officers may resist the potential of “unfreezing” the IA process, despite public calls for change. On the other hand, their subordinates are more welcoming of the thaw. Given that research suggests that officers of higher ranks or greater tenure tend to receive less severe outcomes from IA investigations (Cabral & Lazzarini, 2015), higher-ranking officers may be shielded from the flaws of the IA system more so than lower- ranking officers. Our findings speak to the importance of greater dialogue across ranks so that police leaders are more aware of potential systemic issues that should be addressed.

Lastly, we found that Black officers perceived the IA process as less procedurally just than White officers and as less adequate than White and Hispanic officers. Our findings suggest that Black officers’ views of the IA process may be more closely aligned with Black citizens than with their fellow officers, given evidence that Black citizens also hold salient concerns about the handling of police misconduct (e.g., MacLean, 2021; Pryce & Whitaker, 2023; Walker, 1997). Our findings also resonate with some research showing that officer ethnicity influences their experiences during misconduct investigations (e.g., Smith et al., 2015; Worden et al., 2018), though the evidence is generally mixed. For example, Worden and colleagues (2018) found POLICE MISCONDUCT INVESTIGATION PROCESSES 33

disparities in misconduct sanctions for non-White officers but not for Black officers in particular, relative to White officers. As another example, McElvain and Kposawa (2005) found no significant race differences in the likelihood of an officer being investigated for using force.

There is clearly more to be untangled regarding officers’ experiences with the IA process, including how race shapes these experiences.

Study Limitations & Future Research Directions
Though our analyses provide insights into officers’ resistance to change and satisfaction with the current IA process, our research is not without limitations. First, the majority of our sample were White, male, and ranking officers. We note, however, that the skew in terms of race and sex is typical for law enforcement. Although our sample had slightly more officers who were White, male, and older than the broader population of police officers in New Jersey, based on data from the Attorney General’s Office (see Footnote 1), the demographics of our sample were still fairly comparable to this broader population.

Additionally, only approximately 20% of the respondents to the survey were nonranking police officers. The lower proportion of nonranking officers may have occurred due to our recruitment approach, which followed a top-down process in which police chiefs were asked to forward our recruitment call to the rest of their departments. While such an approach may have increased the number of ranked officers that our study reached, it may have had an inverse effect on lower-ranking officers further along the chain of command. We suggest that future research should consist of demographically balanced samples. Even though such samples would technically not represent the law enforcement population, as described above, they would enable a deeper dive into the unique challenges different demographic groups face.

POLICE MISCONDUCT INVESTIGATION PROCESSES 34

Second, we relied on a combination of convenience sampling and snowball sampling through our reliance on an email list for recruitment, together with requesting for police chiefs to forward our recruitment call to their respective followers. Such an approach may limit the generalizability of our findings due to self-selection effects, such as officers who are more willing to discuss the IA process or have salient opinions about it being more likely to participate. We felt that such a recruitment approach was critical for obtaining a sufficient sample size, given our past experiences conducting research with police officers. Specifically, we have observed that officers are more willing to consider research participation when the opportunity is shared by a fellow officer, as opposed to being “cold-contacted” by a research team (hence, our reliance on snowball sampling). We, therefore, suggest that researchers utilize multiple recruitment approaches to gain access to a broader array of officers within a department.

Third, our data are cross-sectional, so we cannot draw conclusions about causality in the phenomena we examined. For example, while we suggested that the status of ranking officers may contribute to their perceptions of the IA process as being fair, it is also possible that there are certain characteristics of officers who view the process as fair (e.g., being a high performer or working “by the books”) that make them more likely to climb the ranks into higher positions.

Future research could, therefore, explore perceptions of the IA process utilizing different methodologies, such as longitudinal research, field experiments, and experience sampling methods. Regarding the first three limitations we have described, we also encourage efforts to constructively replicate and extend our findings (including in other states and countries), to more accurately assess the generalizability of our results.

Lastly, we chose not to collect agency-level data from our respondents, which prevented us from accounting for relevant organizational-level factors, such as the details about their POLICE MISCONDUCT INVESTIGATION PROCESSES 35

department’s IA process, organizational culture, or department size. We felt that it was necessary to avoid collecting such information to preserve respondents’ confidentiality and maintain their comfort levels with the survey, especially given the voluntary nature of their research participation and the lack of a pre-existing relationship with these officers. These organizational factors are certainly meaningful for better understanding both why and where IA processes may be perceived (un)favorably and may be met with more or less resistance in terms of potential reform.

As an additional future research direction, our findings suggest that nonranking officers and officers from underrepresented groups (particularly, Black officers) believe that fundamental fairness is negatively affected by the current IA process. Further research should examine potential injustices (both actual and perceived) within police departments in the United States and if system changes mitigate those perceptions. Such an inquiry could be investigated in various ways, such as through quasi-experiments (e.g., retrospectively examining how changes to the IA process in different departments impacted different groups of officers) or qualitative methods (e.g., conducting in-depth interviews with officers of different races/ethnicities and/or of varying ranks).

Implications for Policy & Practice
Changing organizational norm structures is usually a difficult endeavor. However, further policing reform analyses, such as the current study, can set an impetus and valuable starting point for policy change consideration. As stated earlier, communication with stakeholders and awareness of the ensuing changes require their input and opinions.

There has been much recent media attenti on focused on the distrust of the police from specific community members (Graziano & Gautier, 2018). Over decades, the continuation of this POLICE MISCONDUCT INVESTIGATION PROCESSES 36

distrust has led to widespread protests against police officers nationwide (Walker & Archbold, 2020); or, the equilibrium is disturbed, which Lewin (1947) asserts is a window of opportunity for reform. Only legislative policymakers retain the ability to remove IA investigations from within police departments. This study answered the question regarding an initial and often formidable challenge: whether that goal can be accomplished with police officer cooperation. At least from the nonranking perspective and among Black officers, there is potential for reform, whereas more generally, we see wide variability in openness to reform. Police unions would likely insist on participating in any IA disciplinary process modification, requiring approval from the attorneys’ general offices (Margolis, 2022). Extrapolating from our findings, potential hindrances to change could emerge from higher levels in the law enforcement hierarchy. From a policy standpoint, we also recommend further exploring whether perceived unfairness of the IA process among Black and nonranking officers reflect systemic issues, and whether protections should be implemented to establish fairness and trust in the process.

Practically, base d on our findings, we believe that IA reform can only succeed to the extent that as many officers support such reforms as possible. As with most forms of organizational change, we believe that a needs assessment would be critical in order to identify whether, why, and which groups of officers may feel resistant to such reforms. Our data also suggest potential misalignment across law enforcement ranks in the perceived effectiveness of the IA process, indicating a potential need for more open dialogue. It may be the case that nonranking officers are not as aware of the rigor that goes into misconduct investigations, reflecting transparency issues that could undermine trust in the system (e.g., Lee et al., 2017).

Conversely, ranking officers may benefit more from the system (Cabral & Lazzarini, 2015) and would therefore be less likely to encounter the issues faced by nonranking officers in such POLICE MISCONDUCT INVESTIGATION PROCESSES 37

investigations, leading to unacknowledged blindspots. Greater open-minded dialogue across ranks could possibly promote mutual understanding.

Conclusion
The literature demonstrates a long history of calls to action and policy recommendations, much of it repetitive. In other words, we are aware of the substantial research criticizing the persistence of perceived injustices by those wronged by certain police officers and the subsequent lack of due process. As stated earlier in this paper, the aim is to initiate the unfreezing stage of police accountability reform. Through our research, we should see that citizens are not alone in wanting this unfreezing to occur; not all officers want to maintain the status quo of the current internal affairs system. We show that the rank-and-file officers (who, notably, are the ones who engage the most with communities day-to-day) and Black officers tend to share sentiments similar to those exhibited by the broader public regarding IA reform. We advocate for greater dialogue among officers of all ranks and backgrounds to understand the strengths and shortcomings of the current system more thoroughly, and we view this current time as representing an opportune moment to create meaningful change toward greater accountability.

We hope our research will contribute to a more just society and inspire additional work toward this goal.

POLICE MISCONDUCT INVESTIGATION PROCESSES 38

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R
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

SUBJECT: City Council Overnight Travel to Chichibu Japan on July 16-26, 2025

RECOMMENDED ACTION
It is recommended that the City Council authorize overnight tra vel for Mayor Ron Bernal and Council Member Torres-Walker to Chichibu, Japan from July 1 6-26, 2025, for a sister-city cultural exchange representing the City of Antioch. It is further recommended that the City Council authorize the associated expenditures in an amount not to exceed $2,201.51.

FISCAL IMPACT
Currently there is $5,924.94 remaining in the General Fund Sister-City budget line for the Fiscal Year 2024-25 Budget. The total estimated cost for two participants to attend/travel is approximately $4,700.00. The excerpts from U.S. Department of State Publication DSSR 925 are attached to this report as Attachment A. The regio n used to calculate the per-diem rates is Narita.

DISCUSSION
The City of Antioch has enjoyed a long-standing friendship with our sister city of Chichibu, Japan since 1967. With the exception of the 2011 earthquake and tsunami and 2021-22 due to the COVID-19 pandemic, the Sister City Organizations have sent a delegation from Antioch to Chichibu, or from Chichibu to Antioch, every year. A ntioch visits Chichibu in odd-numbered years and Chichibu visits Antioch in even-numbered years. Council Members have historically joined the delegation, though the las t time an Antioch City Council member visited Chichibu was in 2019.

Our sister-city relationship is special among other sister-city organizations because the visits between the two cities are “home-stay”; meaning visiting d e l e g a t e s s t a y i n t h e homes of host families. This allows the delegates to experience life in the country visited more directly than when staying in hotels. This also allows the cost of the visits to remain relatively affordable. Delegations include both students and adults. This year’s delegation will include 11 students and five adults, including Mayor Ron Bernal and Council Member Torres-Walker.
r
Antioch City Council Report
June 24, 2025 Agenda Item # R 2
The City of Antioch Travel and Expense Policy for Elected and Appointed (non-employee) Officials is attached as Attachment B. Contained therein, the A uthorization Process states: “If a Council Member exceeds their budget allotment or the Council Member is requesting travel outside of the continental United States, the City Council shall decide, through City Council action if attendance to any conference is approved.”

ATTACHMENTS
A. Estimated cost based upon US Department of State Publication DSSR 925 (Narita) B. Travel and Expense Policy
5/15/25, 5:45 PM
https://allowances.state.gov/Web920/per_diem_action.asp?PrintView=1&MenuHide=1&CountryCode=1128 1/3 Foreign Per Diem Rates In U.S. Dollars
DSSR 925
Country: JAPAN
Publication Date: 05/01/2025
Country
Name Post Name Season
Begin
Season
End
Maximum
Lodging
Rate
M &
IE
Rate
Maximum
Per Diem
Rate
Footnote Effective
Date
JAPAN Akashi 01/01 12/31 358 215 573 N/A 05/01/2025
JAPAN Amagasaki 01/01 12/31 358 215 573 N/A 05/01/2025
JAPAN Asahikawa 01/01 12/31 80 66 146 N/A 05/01/2025
JAPAN Ashiya 01/01 12/31 120 121 241 N/A 05/01/2025
JAPAN Awashima 01/01 12/31 225 156 381 View 05/01/2025
JAPAN Beppu 01/01 12/31 138 82 220 N/A 05/01/2025
JAPAN Fukui 01/01 12/31 66 56 122 N/A 05/01/2025
JAPAN Fukuoka 01/01 12/31 356 175 531 N/A 04/01/2025
JAPAN Fukuyama 01/01 12/31 66 62 128 N/A 05/01/2025
JAPAN Gifu 01/01 12/31 131 90 221 N/A 05/01/2025
JAPAN Hamamatsu 01/01 12/31 116 67 183 N/A 05/01/2025
JAPAN Hiroshima 07/20 08/31 240 104 344 N/A 05/01/2025
JAPAN Hiroshima 09/01 07/19 141 94 235 N/A 05/01/2025
JAPAN Itazuke 01/01 12/31 356 175 531 N/A 04/01/2025
JAPAN Izumisano 01/01 12/31 147 70 217 N/A 05/01/2025
JAPAN Kagoshima 01/01 12/31 121 68 189 N/A 05/01/2025
JAPAN Kanazawa 01/01 12/31 78 73 151 N/A 05/01/2025
JAPAN Kitakyushu 01/01 12/31 129 88 217 N/A 05/01/2025
JAPAN Kochi 01/01 12/31 97 61 158 N/A 05/01/2025
JAPAN Komaki 01/01 12/31 97 88 185 N/A 05/01/2025
JAPAN Kumamoto 01/01 12/31 149 78 227 N/A 05/01/2025
JAPAN Kurashiki 01/01 12/31 170 126 296 N/A 05/01/2025
JAPAN Kure 01/01 12/31 89 89 178 N/A 05/01/2025
JAPAN Kyoto 01/01 12/31 353 183 536 N/A 05/01/2025
JAPAN Matsue 01/01 12/31 66 59 125 N/A 05/01/2025
$77$&+0(17$
5/15/25, 5:45 PM allowances.state.gov/Web920/per_diem_action.asp?PrintView=1&MenuHide=1&CountryCode=1128 https://allowances.state.gov/Web920/per_diem_action.asp?PrintView=1&MenuHide=1&CountryCode=1128 2/3 JAPAN Matsuyama 01/01 12/31 95 88 183 N/A 05/01/2025
JAPAN Miyazaki
City 01/01 12/31 199 96 295 N/A 05/01/2025
JAPAN Morioka 01/01 12/31 88 63 151 N/A 05/01/2025
JAPAN Nagasaki 01/01 12/31 170 98 268 N/A 05/01/2025
JAPAN Nagoya 01/01 12/31 221 141 362 N/A 05/01/2025
JAPAN NAHA 07/01 08/31 218 81 299 N/A 05/01/2025
JAPAN NAHA 09/01 06/30 141 74 215 N/A 05/01/2025
JAPAN Nara 01/01 12/31 85 73 158 N/A 05/01/2025
JAPAN Narita 01/01 12/31 142 69 211 N/A 05/01/2025
JAPAN Niigata 01/01 12/31 62 75 137 N/A 05/01/2025
JAPAN Nishinomiya 01/01 12/31 120 121 241 N/A 05/01/2025 JAPAN Obihiro 01/01 12/31 96 67 163 N/A 05/01/2025
JAPAN Oita 01/01 12/31 89 79 168 N/A 05/01/2025
JAPAN Okayama 01/01 12/31 114 95 209 N/A 05/01/2025
JAPAN Okinawa
Prefecture 07/01 08/31 361 131 492 N/A 04/01/2025
JAPAN Okinawa
Prefecture 09/01 06/30 201 115 316 N/A 04/01/2025
JAPAN Osaka-Kobe 01/01 12/31 358 215 573 View 05/01/2025 JAPAN Other 01/01 12/31 115 71 186 N/A 05/01/2025
JAPAN Otsu 01/01 12/31 99 95 194 N/A 05/01/2025
JAPAN Oyama 01/01 12/31 68 68 136 N/A 05/01/2025
JAPAN Sapporo 01/01 02/28 470 149 619 N/A 04/01/2025
JAPAN Sapporo 03/01 12/31 215 124 339 N/A 04/01/2025
JAPAN Sasebo 01/01 12/31 94 91 185 N/A 05/01/2025
JAPAN Sendai 01/01 12/31 224 99 323 N/A 05/01/2025
JAPAN Shiga 01/01 12/31 99 95 194 N/A 05/01/2025
JAPAN Takamatsu 01/01 12/31 85 67 152 N/A 05/01/2025
JAPAN Takayama 01/01 12/31 114 82 196 N/A 05/01/2025
JAPAN Tokushima 01/01 12/31 81 69 150 N/A 05/01/2025
JAPAN Tokyo City 01/01 12/31 375 130 505 View 04/01/2025 JAPAN Tokyo-To 01/01 12/31 118 80 198 View 05/01/2025
JAPAN Tottori 01/01 12/31 77 85 162 N/A 05/01/2025
JAPAN Toyama 01/01 12/31 104 81 185 N/A 05/01/2025
JAPAN Toyonaka 01/01 12/31 101 112 213 N/A 05/01/2025
JAPAN Tsu 01/01 12/31 105 81 186 N/A 05/01/2025
JAPAN Narita 01/01 12/31 142 69 211 N/A 05/01/2025
5/15/25, 5:45 PM allowances.state.gov/Web920/per_diem_action.asp?PrintView=1&MenuHide=1&CountryCode=1128 https://allowances.state.gov/Web920/per_diem_action.asp?PrintView=1&MenuHide=1&CountryCode=1128 3/3 JAPAN Wakayama 01/01 12/31 105 90 195 N/A 05/01/2025
JAPAN Yamato 01/01 12/31 105 63 168 N/A 05/01/2025
JAPAN Yokohama 01/01 12/31 205 129 334 N/A 05/01/2025
JAPAN Yokota 01/01 12/31 98 69 167 N/A 05/01/2025
JAPAN Yufuin 01/01 12/31 123 77 200 N/A 05/01/2025



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EXHIBIT A
March 24, 2020
1 CITY OF ANTIOCH

TRAVEL AND EXPENSE POLICY

ELECTED AND APPOINTED OFFICIALS

PURPOSE

This document establishes the expense and reimbursement policy for all Elected and Appointed (non-employee) Officials of the City of Antioch. As Elected Officials, individuals may incur expenses related to the execution of their duties and responsibilities. These expenses may include the following: personal vehicle use, commu nication needs (cell phones, internet, and personal phone lines, newspaper subscript ions), and conferences and meetings related to the City's interests and/or business. A s to Appointed Officials on the Administrative Appeals Board, Design Review Board, Economic Development Commission, Parks and Recreation Commission, Planning Commission, and Police Crime Prevention Commission, and other boards or committees establish ed by the City Council there may be opportunities for individuals to attend educational seminars or meetings related to the City's interests and/or business as approved by the City Council. Therefore, this policy establishes procedures for requesting and receiving payment for expenses incurred while representing the City on official business.

ADOPTION AND IMPLEMENTATION

The Council is responsible for adopting the expense and reimbursement policy for Elected and Appointed Officials and for approving any subsequent policy revisions.

EXCEPTIONS

The City Council may approve exceptions to this policy on a case-by-case basis for special or unique circumstances.

I. PERSONAL VEH ICLE USE

In recognition of the fact that Elected Officials may use their private vehicles while performing their duties, a monthly vehicle allowance will be pr ovided, as allowed pursuant to California Government Code section 1223. Vehicle al lowance shall cover all vehicle related expenses including but not limited to bridge tolls, routine parking fees, gasoline, wear and tear of personal vehicle, maintenance, and i nsurance. Elected officials receiving a monthly vehicle allowance shall be eligib le for mileage reimbursement for travel beyond a 75-mile radius from the City of Antioch City Hall based on mileage rate set by the IRS code. Reimbursement shall be for the incremental miles beyond the 75-mile radius.

In order to be eligible for the reimbursement allowance, Elected Officials shall annually provide proof of liability insurance to the City Clerk. The monthly cap on reimbursement

EXHIBIT A
March 24, 2020
2 of automobile expenses for personal vehicle usage shall be as f ollows: Mayor: $450; Council Members: $350; City Clerk: $350; City Treasurer: $350.

II. COMMUNICATION EQUIPMENT AND SERVICES

In recognition of the fact that City Council members and other Elected and Appointed Officials have a significant responsibility to stay in touch wi th their constituents and City management employees, reimbursement of communication equipment shall be allowed for cell phone service and equipment, internet service and equipment, local and long distance telephone and fax line service and equipment. Individual council members and other elected and appointed officials will be responsible for establishing their own communication service providers and all bills for such service will be paid by the in dividual. The monthly cap on reimbursement of communication equipment and services shall b e as follows: Mayor $100; Council Members $50; City Clerk $50; City Treasurer $50. Any communication service expenditures beyond that amount will be borne by the individual elected official.

Ill. MEMBERSHIPS

The City Council shall decide which groups to join as an entity , such as the League of California Cities or the Antioch Chamber of Commerce, through C ity Council action including the budget process. Individual memberships in groups by Elected or Appointed Officials shall be the personal expense of those individuals unless otherwise approved in advance by the City Council.

IV. LOCAL CITY EVENTS

Elected City Officials may be reimbursed for the cost of attending local events related to the City's business upon completion of an expense report and detail ed documentation of expenses. City funds shall not be used to purchase alcohol or r eimburse Elected Officials for alcohol related costs, unless as part of a set price for th e event that happens to include alcohol. If a guest accompanies an Elected Official, only the cost of the Elected Official will be reimbursed. All reimbursement requests must include origina l itemized receipts and information on local city events attended.

V. CONFERENCES

During the budget process, the City Council shall appropriate a budget allotment for each Council Member’s travel. If a Council Member exceeds their budget allotment o r if the Council Member requests travel outside of the continental Unite d States, the City Council shall review the conference request at a regularly scheduled me eting and decide, through City Council action if attendance to any such conference is approved.

At least (60) days prior to the conference start date, Elected City Officials shall submit a Conference Profile to the City Manager that includes all conference-related travel including travel that is within the Council Members budget allotment. Th e Conference Profile will include but not be limited to:

EXHIBIT A
March 24, 2020
3 x Summary of how the Conference relates to the Vision and Strate gic Plan and City policy.
x Description of how the educati onal benefits of the conference will strengthen the Elected City Official’s ability to lead and serve in the City of Antioch. x Description of how the networki ng benefits of t he conference w ill strengthen the Elected City Official’s ability to lead and serve the City of Antioch. x Estimated cost of the conferenc e, and if applicable the cost of hotel, meals, mileage, airfare, and any other applicable cost.

The Conference Profile must be submitted to the City Manager (60) days prior to the conference start date in order to take advantage of discount pricing for conference, hotel, airfare, etc.

VI. TRAVEL

In recognition of the fact that Elected Officials may need to represent the City at conferences and meetings and may incur expenses in the course of their trav el, this policy establishes procedures for requesting and receiving payment for travel and travel-related expenditures.

(A) PROCEDURE

The key document in the administrative process is the Travel Authorization/Warrant Request (TA/WR). Besides ensuring that travel by Elected and Appointed Officials is conducted within this policy, the TA/WR summarizes the total cost of attending conferences, meetings, and seminars and provides documentation for cash advances, ve ndor payments and credit card purchases. General instructions for completing and processing this form are provided in a separate document.

(B) AUTHORIZATION PROCESSS
During the budget process, the City Council shall appropriate a budget allotment for each Council Members travel. If a Council Member exceeds their budget allotment or the Council Member is requesting travel outside of the continental United States, the City Council shall decide, through City Council action if attendance to any conference is approved.

After travel, the Travel Authorization report must be finalized. Finance will review for receipts and policy compliance.

(C) METHODS OF REIMBURSEMENT
There are three ways to request and receive payment for travel and travel- related expenditures: (1) advance payment, (2) reimbursement for actual expenditures, and (3) credit card usage.

(1) Advance payments: Elected Officials may request a cash advance for meals. For advance payment, the request must be submitted to th e Finance Department two weeks prior to the travel date for the Finance Department t o process such request.

EXHIBIT A
March 24, 2020
4 Advance payment must be request ed through TA/WR with a copy of the training, meeting or conference announcement as proof of official City business t rip. The advance will be within the IRS approved per diem rates for meals and incidental expenses (M&IE) for the location/area visited as listed in Publication 1542. The value of meals provided at conferences, training, or other travel programs will be deducted from the cash advance at the following rate:

Breakfast - 20% Lunch - 30% Dinner - 50%

Other items, such as conference registration, lodging, and air fare may be paid directly to the vendor in advance of travel.

Upon return from travel, all cash advances must be documented w ith original itemized receipts.

(2) Reimbursement: Elected and Appointed Officials shall be reimbursed for all eligible expenditures upon return from travel for items that have original receipts. A Travel Authorization/Warrant Request with original receipts will be paid by Finance within the regular accounts payable time schedule. Reimbursement claims should be submitted within 30 days from the return from travel, and no reimbursements may be made that cross over fiscal years.

(3) Credit Card Usage: Elected and Appoi nted Officials may use pers onal credit cards to pay for travel expenses. Original receipts must be included with the Travel Authorization Warrant Request to be eligible for reimbursement.

(D) ELIGIBLE EXPENDITURES

Meals and Incidental Expenses (M & IE)

• Meals: City funds shall not be used to purchase alcohol or reimburse Elected or Appointed Officials for alcohol related costs. Meal costs will be reimbursed as supported by original itemized receipts.

• Personal Meals: All expenditures must be documented and reimbursement will not exceed the meal schedule listed above.

• Business Meals: To qualify as a business meal, the identity of the participants and the business purpose of the discussion must be substantiated.

• Incidental Expenses: Those related to City business will be reimbursed at cost as supported by original receipts (e.g., tolls and taxi cabs).

In no event shall the reimbursement for meals and incidental expenses exceed the IRS approved per diem rates for the location visited as listed in Publication 1542.

• Lodging: The City will pay lodging expenses for Elected or Appointed

EXHIBIT A
March 24, 2020
5 Officials during official travel requiring one or more overnigh t stays. The City will pay for lodging for the evening preceding or subsequent to a meeting or business event when the Elected or Appointed Official woul d have to travel at unreasona bly early or late hours to reach his or her destination.

Elected or Appointed Officials shall make an effort to obtain l odging at or near the facility where official City business is t o take place to minimize t ravel time and transportation costs. The City will pay only for standard single rooms for ind ividual Elected Officials. If lodging is in connection with a conference, lodging expenses must not exceed the group rate published by the conference sponsor . If conference rates are no t available, government rates must be requested. Lodging rates that are equal to or less than the government rates are presumed to be reasonable and hence reimbursable for purposes of this policy.

If a double room is requested by an Elected or Appointed Offici al because he or she is accompanied by a spouse or other person, the difference between the single and double room rate shall be considered the Elected or Appointed Official's personal expense.

Elected or Appointed Officials shall cancel any reservations fo r lodging they will not use.

Any charge for an unused reservation shall be considered the Elected or Appointed Official's personal expense unless failure to cancel the reservation was due to circumstances beyond the Elected Official's control.

• Personal Entertainment: No reimbursement will be made for personal entertainment.

• Guests: If a guest accompanies an Elected or Appointed Official, only the cost of the Elected or Appointed Official will be reimbursed. All costs above a single person will be borne by the Elected or Appointed Official.

• Discounts: If offered early registrations should be obtained whenever possible.

• Telephone/Internet: The City will pay for all City-related business telephone calls or internet use by an Elected or Appointed Offi cial while traveling on authorized City business. If approved prior to travel, the City may pay for personal internet use up to $5.00 per day for authorized overnight business travel within California and up to $10.00 per day for all other authorized overnight business travel.

• Transportation: All travel will be made by the method most cost effective for the City. Considerations such as time, distance t raveled and cost of transportation should be factors in arriving at the lowest cost.

Elected and Appointed Officials shall endeavor to book air trav el to take advantage of discounts and nonrefundable ticket fares where practical. All f lights shall be booked at coach class or equivalent level. Any additional costs incurred due to personal travel added on before or after the trip will be paid by the Elected or Appointed Official.

EXHIBIT A
March 24, 2020
6 Elected and Appointed Officials are encouraged to use their per sonal vehicles as transportation to and from airports. The cost of traveling fr om home to the airport will be paid for from monthly stipend. If a personal vehicle is left at the airport for more than one day, parking will be reimbursed per day based on long term parking rates or other transportation to and from the airport, whichever is less. Parking will not be reimbursed at the short term parking rate.

The use of rental vehicles is discouraged and shall be authoriz ed only when no other mode of transportation is available or when alternate transport ation would be more expensive or impractical. Elected or Appointed Officials must understand that the City's vehicle insurance coverage does not cover the individual driver of a rental car.

Therefore, the City Official shall confirm personal coverage un der their personal insurance or purchase additional insurance from the rental agen cy at their own expense. Rental vehicles shall be driven only by Elected or Appointed Officials included on the car rental agreement. Elected or Appointed Officials sha ll be reimbursed for reasonable taxi fare, airport van, or other public transportati on in order to travel from their destination airport to their hotel.

VII. REPORTING OF EXPENDITURES

If the City reimburses an Elected or Appointed Official for att ending a "meeting" as defined under the Brown Act 1, the Official shall provide a brief written or oral report regarding the "meeting" at the next regular meeting of the Council or applicable commission, board or committee to which the Official belongs. F or other educational seminars or events for which expenses were reimbursed by the Ci ty, the Official may provide a brief written or oral report at the next regularly sc heduled meeting of the Council or applicable commission, board or committee to which the Official belongs.

VIII. ACKNOWLEDGEMENT

After being sworn in, Elected or Appointed Officials will be re quired to sign a statement formally acknowledging receipt and acceptance of this policy.

1 The Brown Act (California Government Code section 54952.2) defi nes a meeting as including "any congregation of majority of the members of a legislative body at the same ti me and place to hear, discuss, or deliberate upon any item that is within the subject matter jurisdiction of the legi slative body or the local agency to which it pertains."

3 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: Lori Medeiros, Administrative Analyst II
APPROVED BY: Scott Buenting, Public Works Director/City Engineer SUBJECT: Resolution Approving and Adopting the Five-Year Capital Improvement Program 2025-2030; P.W. 150-25

RECOMMENDED ACTION
It is recommended that the City Council adopt a resolution approving and adopting the Five-Year Capital Improvement Program 2025-2030 and authorizing the City Manager or designee to carry over and re -appropriate all remaining Fiscal Year 2024/25 Capital Improvement Program budgets to the Fiscal Year 2025/26 Operating Budget.

FISCAL IMPACT
The fiscal impact and funding source for each project is outlined in the Capital Improvement Program (CIP) document attached. Adoption of this resolution will carry forward and re -appropriate all remaining Fiscal Year 2024/25 Capital Improvement Program budgets to the Fiscal Year 2025/26 Operating Budget.

DISCUSSION
On May 1 5, 202 5, the Parks and Recreation Commission received the Draft CIP as requested by Staff.

On May 21, 2025, the City of Antioch Planning Commission reviewed and determined that the Draft CIP was consistent with the Antioch General Plan.

On May 28, 2025, the City Council was presented the Draft CIP and provided comments and direction to Staff.

The primary objectives of the CIP are to provide professional and technical engineering services and support to all City departments, and leadership in implementing federal, state, and local programs. The CIP relates the City’s annual capital expenditures to a long-range plan for public improvements. Any California Environmental Quality Act (CEQA) requirements will be determined on a project-by-project basis prior to final approval and construction of each project.

Antioch City Council Report
June 24, 2025 Agenda Item #3 2
California Government Code Section §66002 requires local agencies that have developed a fee program to provide the approximate location, size and timing of projects, in addition to an estimate for the cost of all facilities or improvements to be financed by fees. This is frequently done by the adoption of a CIP and is the process Antioch uses to meet this requirement.

ATTACHMENTS
A: Resolution
B: Draft Five-Year Capital Improvement Program 2025-2030

ATTACHMENT “A”

RESOLUTION NO. 2025/**

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ANTIOCH
APPROVING AND ADOPTING THE 2025-2030 FIVE-YEAR CAPITAL

IMPROVEMENT PROGRAM AND RE-APPROPRIATING ALL REMAINING FISCAL YEAR 2024/25 CAPITAL IMPROVEMENT PROGRAM BUDGETS TO THE FISCAL YEAR 2025/26 OPERATING BUDGET
P.W. 150-25

WHEREAS, California Government Code Section §66002 states that local agencies that have developed a fee program may adopt a Capital Improvement Program (CIP) to indicate the approximate location, size and timing of projects, in addition to an estimate for the cost of all facilities or improvements to be financed by fees;

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 the proposed 2025-2030 Capital Improvement Program;

WHEREAS, the City Council of the City of Antioch has heretofore considered said Five-Year Capital Improvement Program 2025-2030;

WHEREAS, the City Council of the City of Antioch has heretofore considered to roll over and reappropriate all remaining Fiscal Year 2024/25 CIP budgets into the Fiscal Year 2025/26 Operating Budget on July 1, 2025;

WHEREAS, the City Council did receive, consider, and evaluate all public comments on the Five -Year Capital Improvement Program 20 25-2030 document as submitted by the City Manager;

WHEREAS, pursuant to 14 CCR Section §15378, a project under the California Environmental Quality Act (CEQA) does not include government fiscal activities like the budget and Capital Improvements Program, as each project in the Capital Improvements Program will be reviewed for compliance with CEQA before the project is undertaken and a determination made whether the project is not a project under CEQA, such as for continuing maintenance; is a project but is subject to an exemption; is a project but there is not a possibility of significant environmental impacts; or is a project and an Initial Study should be conducted; and

WHEREAS, the City of Antioch has prepared the 20 25-2030 Five-Year Capital Improvement Program, allowed public review, and held the appropriate public hearing.

RESOLUTION NO. 2025/**
June 24, 2025

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Antioch hereby adopts the Five-Year Capital Improvement Program 20 25-2030 and authorizes the City Manager or designee to carry over and re-appropriate all remaining Fiscal Year 2024/25 Capital Improvement Program budgets to the Fiscal Year 2025/26 Operating Budget.

* * * * * * * * *

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
5 YEAR CAPITAL IMPROVEMENT
PROGRAM 2025-2030
JUNE 24, 2025
ATTACHMENT "B"
City of Antioch | Capital Improvement Program Overview I-1

Table of Contents

SECTION I: EXECUTIVE SUMMARY
Capital Improvement Program Overview ................................................................................................... I-2 Program Objective .................................................................................................................................. I-2 Capital Improvement Program Process .................................................................................................. I-3 Capital Improvement Program Categories ............................................................................................. I-4 Special Funds......................................................................................................................................... I-11 Roadway Maintenance Projects ....................................................................................................... I-11 Development Impact Fees and Park-In-Lieu Fees Projects ............................................................... I-12 Projects Completed in Fiscal Year 24/25 .............................................................................................. I-13 Projects in Progress ............................................................................................................................... I-14 Projects Added to the CIP ..................................................................................................................... I-16 2025 – 2030 CIP Projected Capital Expenditures ...................................................................................... I-17 2025 – 2030 CIP Funding Sources Summary ............................................................................................. I-18

SECTION II: PROJECT LISTS
Community Facilities…………………………………………………………………………………………………………………………….II-1 Parks and Trails ……………………………………………………………………………………………………………………………………II-6 Roadway Improvements ………………………………………………………………………………………………………………………II-8 Traffic Signals ………………………………………………………………………………………………………………………………….…II-11 Wastewater and Storm Drain Systems ………………………………………………………………………………………………II-12 Water System ..………………………………………………………………………………………………………………………………….II-13

SECTION III: PROJECT DETAILS

City of Antioch | Capital Improvement Program Overview I-2

Capital Improvement Program Overview
Program Objective

The primary objectives of the City of Antioch’s Capital Improvement Program (CIP) are:
 To provide professional and technical engineering services and support to all City Departments related to facility expansions and improvements, infrastructure rehabilitation and development.
 To provide leadership in implementing Federal, State and Local programs.

The CIP relates the City’s annual capital expenditures to a long-range plan for public improvements. California Government Code Section 66002 requires local agencies that have developed a fee program to provide the approximate location, size and timing of projects, in addition to an estimate for the cost of all facilities or improvements to be financed by fees. This is frequently done by the adoption of a CIP and is the process Antioch uses to meet this requirement.

The Capital Improvement Budget document is different from the Operating Budget document, but the two budgets are closely linked. The Capital Improvement Budget, as distinguished from the Operating Budget, is used as a planning tool by the City to identify specific Capital Improvement needs consistent with the financing and timing of those needs in a way that assures the most responsible and efficient use of resources.

Projects within the CIP are allocated over five years using both existing and projected revenue sources. The Capital Improvement staff:
 In consultation with other departments, determines upcoming capital needs.  Prepares construction documents, including plans, specifications, bid documents and estimates for the needed projects or prepares procurement documents, as needed.  Provides project management and construction oversight.

The CIP is a five-year plan to guide the construction or acquisition of capital improvements and includes the capital budget for the next two fiscal years, which is authorization from the City Council to expend dedicated revenues for specified projects. Prior to adoption by the City Council each year, the CIP is reviewed by the City’s Planning Commission to assure its consistency with the City’s current General Plan.

City of Antioch | Capital Improvement Program Overview I-3

The five-year CIP is reviewed annually to enable the City Council to reassess projects in the program. Project expenditures for outlying years beyond fiscal year 2027 are provided in the CIP for planning purposes only and do not reflect a Council commitment of funds.

Capital Improvements Division Personnel:

Scott Buenting Public Works Director/City Engineer
Lori Medeiros Administrative Analyst II
Julie Viray Administrative Analyst I
Mitchell Loving Junior Engineer
Anna Davis Administrative Assistant II
Capital Improvement Program Process

The CIP is developed as a coordinated effort between the Capital Improvement staff and the Director of Finance.

The annual CIP process begins with a memo and a CIP Project Request form sent out to all City departments requesting proposals for capital projects. New CIP project requests are evaluated and prioritized based on goals and objectives of the City Council, as well as available funding, project need, and the impacts on the operating budget. Some projects have specified funding sources, such as assessment districts, Federal and State grants, or special fees.

The Draft CIP is prepared by Capital Improvement staff and reviewed by the Finance Department before being circulated and approved by the Planning Commission and presented to the Parks & Recreation Commission and the City Council as part of the annual review. The Final CIP budget is presented to the City Council in June and is adopted concurrently with the annual operating budget.

City of Antioch | Capital Improvement Program Overview I-4

Capital Improvement Program Categories

This category includes new and renovated
public buildings, as well as the Marina. The
majority of the projects in this category are
located in the City’s former redevelopment
areas.

This category includes improvements and
renovations for local and community parks,
open space, and trails in the City.

This category includes new streets, street
widening, street rehabilitation, surface
treatments, sidewalk repair program, and
the City’s Pavement Management System.

This category includes new traffic signals
and signal modifications throughout the
City.

This category includes extensions,
replacements, rehabilitations and
modifications of the sewer and storm
drainage system.

This category includes projects related to
the Water Treatment Plant and
extensions, replacements, rehabilitations
and modifications of the water distribution
system.

Community Facilities
Parks & Trails
Roadway Improvements
Traffic Signals
Wastewater and Storm Drain Systems
Water Systems

City of Antioch | Capital Improvement Program Overview I-5

Fund Name

Capital Improvement
Fund

Road Maintenance and
Rehabilitation Account
(RMRA) Fund

Gas Tax Fund

Marina Fund

Fund Description

This fund was established to set aside money from various funds for any Capital Improvement project not provided for in one of the other funds, such as parks and community
facilities improvement projects. The City may transfer
General Fund dollars to the Capital Improvement Fund as funding becomes available. Decisions to transfer funds from various funding sources to the Capital Improvement Fund are made annually by the City Council.

The California SB1 Act included RMRA funding to support maintenance and safety improvements on highways, local
streets and roads, and bridges that do not meet state
performance criteria.

The City receives gas tax funds from the State of California, as provided by 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 and traffic signals.

This fund accounts for the operation, including capital improvements, of the City's Marina and the Fulton Shipyard Boat Ramp. Funds are collected from lease agreements,
berth rentals and launch fees.

City of Antioch | Capital Improvement Program Overview I-6

Fund Name

Measure “J” Return to
Source

Traffic Signal Fund

Water & Sewer Related
Reserve Funds

National Pollutant
Discharge Elimination
System Fund (NPDES)

Funding Agreement for
the Northeast Annexation
Infrastructure
Improvement

Fund Description

The source of money for this fund is the voter approved one- half cent sales tax. Provided the City has complied with the Growth Management Program, each year the City receives
return to source funding from the Contra Costa
Transportation Authority to be used for transportation
improvement and maintenance projects.

Fees are collected from developers to fund offsite traffic signals.

The City collects user and developer fees to fund offsite water and sewer facility improvements. The fees are placed into one of the following four funds:
 Water Fund
 Sewer Fund
 Water System Improvements Fund
 Sewer System Improvements Fund

The National Pollutant Discharge Elimination System was mandated by the Clean Water Act of 1987 to reduce storm water related pollution. The program is funded by a parcel assessment.

In 2013 the City entered into reorganization and a property tax revenue allocation agreement with Contra Costa County for the annexation of the northeast area. Per the agreement, the City will receive property tax revenue from the Contra Costa County for the construction of the infrastructure improvements needed within the northeast annexation area.

City of Antioch | Capital Improvement Program Overview I-7

Fund Name

Delta Fair Property Fund

American Rescue Plan Act
(ARPA)

Recreation Fund

Fund Description

This 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 is to be used for public purposes. When it was decided that the property was more suitable for
commercial use and should be sold or leased, the State gave its permission on the condition that the proceeds be used for park purposes.

ARPA is a federal stimulus bill to aid public health and economic recovery from the COVID-19 pandemic. The plan
includes $350 billion in emergency funding for state, local, territorial and tribal governments, known as the Coronavirus State and Local Fiscal Recovery Funds.

This fund provides programs that focus on youth and family enrichment, healthy lifestyles, sports and fitness and services for older adults. The Parks and Recreation Department
maintains a variety of facilities and spaces that are hosted by city programs and are also available for reservation by residents. Recreation Services ensure that all residents have access to the benefits of local parks and recreation.

City of Antioch | Capital Improvement Program Overview I-8

Grant Name

Congestion Mitigation Air
Quality (CMAQ)

Community Development
Block Grant (CDBG) Fund

Highway Safety
Improvements Program
(HSIP)

Transportation
Development Act (TDA)

Active Transportation
Program (ATP)

Surface Transportation
Program (STP)

Integrated Regional
Water Management
(IRWM) Prop 1 Grant

Grant Description

CMAQ funds are federal funds used to reduce emission from vehicle travel and provide alternatives to driving alone.

Signal timing is another example of emission reduction.

This fund accounts for grant funds received from the Federal Government for the purpose of developing community
programs and urban renewal projects.

The purpose of this federal-aid program is to achieve a significant reduction in fatalities and serious injuries on all public roads. The Hazard Elimination Safety (HES) is included in this program.

TDA provides state funding from sales taxes to each county and city, for transit operations and bicycle facilities.

Funding under this program is intended to encourage
increased use of active modes of transportation, such as biking and walking. Safe Routes to School is now included in this grant program.

The program provides funding for construction projects to help preserve local streets and roads, such as rehabilitation, resurfacing, restoration, and roadway improvements.

This program provides grant funds to projects that address drinking, waste, and storm water issues, especially for disadvantaged communities. Funds from this grant go to
supporting the implementation of the project.

City of Antioch | Capital Improvement Program Overview I-9

Grant Name

Proposition 1E Storm
Water Flood Management
Grant

One Bay Area Grant
(OBAG 2/3) Program

Grant Description

The storm water management portion of Proposition 1E is designed for projects that manage storm water runoff to reduce flooding and are ready, or nearly ready to proceed to implementation. The Storm Water Flood Management
Grants are being disbursed to local agencies through the Integrated Regional Water Management (IRWM) Grant
program and provide a 50 percent cost match for the project.

The inaugural One Bay Area Grant Program was adopted by MTC in 2012 to guide federal funds from 2012-13 through 2016-17. OBAG 2 is the second round of OBAG funding and OBAG 3 is the third round of OBAG funding. The OBAG 2 and OBAG 3 program is divided into a Regional Program,
managed by MTC, and a County & Local Program, managed
by MTC in partnership with the nine Bay Area County
Transportation Agencies. Cities and counties can use these funds to invest in:
 Local street and road maintenance
 Streetscape enhancements
 Bicycle and pedestrian improvements
 Safe Routes to School projects
 Priority Conservation Areas (PCAs)
 Transportation planning

California Natural
Resources Agency Grant

This funding was appropriated by the State Legislature in Senate Bill (SB) 129, Chapter 69 (Control Section 19.56 Enacted Budget), which was approved by Governor Newsom
on July 12, 2021.

City of Antioch | Capital Improvement Program Overview I-10

Grant Name

MTC’s Pavement
Management Technical
Assistance Program
(P-TAP)

Proposition 68

Safe Streets and Roads for
All (SS4A)

Grant Description

This program uses federal dollars to help Bay Area cities and counties stretch their road budgets by:
 Implementing, updating and maintaining pavement
management databases
 Providing accurate pavement condition data to city
councils, county supervisors or other local decision
makers
 Supporting the region’s management of non-
pavement street and road assets, such as signs, storm
drains, curbs and gutters, traffic signals and
streetlights as pilot projects

The purposes of Prop 68 include creating parks, enhancing river parkways, and protecting coastal forests and wetlands.

Prop 68 also provides funding for outdoor access, lower cost coastal accommodation and climate adaptation.

This program funds regional, local and Tribal initiatives through grants to prevent roadway deaths and serious
injuries.

City of Antioch | Capital Improvement Program Overview I-11

Special Funds

Roadway Maintenance Projects

The City of Antioch has approximately 336 centerline miles of roadway within City limits.

As part of the City Pavement Management System Program, the City of Antioch selected a pavement management consultant to perform a Pavement Management Update for the City by inspecting the pavement conditions of arterial, collector and residential streets.

The Pavement Management System Report, which was completed in 2023, rated the City’s overall network condition as a 64 PCI (Pavement Condition Index). The PCI is a value on a rating scale from 0 to 100 (where 100 is equivalent to a new street). A PCI between 60 and 69 is considered “fair”. According to the 2023 Pavement Management System Report, the City’s current backlog (deferred maintenance) is approximately $302 million. Backlog is defined as the unfunded needs to bring the overall network condition to optimum levels (81-82 PCI).

In addition to the City’s funds allocated to the CIP for roadway improvements projects, the City’s Street Maintenance Division also contributes to roadway improvements each fiscal year repairing deteriorating pavement, utility service repairs and utility trenches. The work is performed using a combination of City staff and private contractors.

City of Antioch | Capital Improvement Program Overview I-12

Development Impact Fees and Park-In-Lieu Fees Projects

On March 25, 2014, City Council adopted the Development Impact Fees and Quimby Act/Park In-Lieu Fees, which became effective April 24, 2014. These fees are one-time charges on new development that are collected and used by the City to cover the cost of capital facilities and infrastructure that are required to serve new growth. Implementation of these future projects is based on the rate of growth, timing of fee collection, and full project funding. The following projects will occur beyond the five-year term of this document:

EXPENDITURES COST ESTIMATE

FUNDING SOURCES
Development
Impact Fees

FUTURE CIP
(UNFUNDED)
General Administration Capital Facilities Needs
City Hall $4,978,000 $4,978,000 $0
Land Purchase $124,000 $124,000 $0
Vehicles $161,000 $161,000 $0
Information Technology $237,000 $237,000 $0
Total $5,500,000 $5,500,000 $0
Public Works Capital Improvements Needs
Maintenance Yard Area $914,000 $914,000 $0
Building Space $2,568,000 $2,568,000 $0
Garbage Ramps $102,000 $102,000 $0
PW Vehicles $1,777,000 $1,731,000 $46,000
Total $5,361,000 $5,315,000 $46,000
Police Capital Improvement Needs
PD Facility $11,923,000 $11,923,000 $0
Vehicles $1,129,000 $1,052,000 $77,000
Other $1,529,250 $1,260,000 $269,250
Total $14,581,250 $14,235,000 $346,250
Parks & Recreation Capital Facility Needs
Facilities $35,773,000 $7,286,000 $28,487,000
New Community Center $17,761,000 $14,498,000 $3,263,000 New Library $31,872,000 $6,492,000 $25,380,000
Total $85,406,000 $28,276,000 $57,130,000
GRAND TOTAL $110,848,250 $53,326,000 $57,522,250

*Fees will be updated in FY 25/26
City of Antioch | Capital Improvement Program Overview I-13

Projects Completed in Fiscal Year 24/25

Program Category Investment
Community Facilities
Prewett Park Perimeter Fence Replacement $350,000
Total $350,000
Parks & Trails
Contra Loma Estates Park Renovation $2,500,000
Total $2,500,000
Roadway Improvements
Neighborhood Traffic Calming Project $400,000
Country Hills Drive Soundwall Replacement $770,000
Curb, Gutter & Sidewalk Repair $400,000
Total $1,570,000
Water Systems
Water Treatment Plant ‘A’ Filter Valves Replacement $1,000,000 Water Treatment Plant ‘A’ Applied Channels $1,000,000
Water Treatment Plant ‘B’ Basin Repair/Replacement $400,000 Polymer Room & Filter Aid Installation $240,000
Water Treatment Plant Chain and Flights Rehabilitation $500,000 Total $3,140,000
Projects Completed Grand Total $7,560,000

City of Antioch | Capital Improvement Program Overview I-14

Projects in Progress

Program Category Investment
Community Facilities
Amtrak Station Upgrades $375,000
City Hall Office Modifications, Phase 2 $1,621,000
Emergency Operations Center Improvements $480,000
Facility Maintenance & Repairs $805,000
Integration and Upgrade of Access Control $320,000
Installation of PD Radio Simulcast Tower $231,000
Nick Rodriguez Community Center Rehabilitation $2,442,000 Wi-Fi Installation Downtown $130,000
Public Safety and Community Resources Department Facility $833,000 Zero Emission Vehicle Transition $1,226,000
Security Fencing at City Facilities $168,000
Total $8,631,000
Parks & Trails
Park Facilities Upgrade $515,000
Jacobsen Park Renovation $625,000
Marchetti Park Renovation $1,871,000
Trail Maintenance Program $253,000
Bicycle Garden Construction $5,000,000
Concrete Pathway Repairs $178,000
Total $8,442,000
Roadway Improvements
2025/26 Sidewalk Repair Program $940,000
Citywide Signage Program $420,000
Traffic Calming Program $443,000
L Street Improvements $21,109,000
Pavement Plugs & Leveling Courses $2,385,000
Streetlighting Improvements $390,000
Antioch School Pedestrian Safety Improvements $100,000
Total $25,787,000
Traffic Signals
Heidorn Ranch Road/Prewett Ranch Drive $395,000
Total $395,000
Wastewater & Storm Drain System
East Antioch Creek Outfall Improvements $2,500,000
Total $2,500,000
City of Antioch | Capital Improvement Program Overview I-15

Water System
Water Studies and Planning $426,000
Water Treatment Plant Improvements $659,000
Water Treatment Plant Solids Handling Improvements $500,000 Brackish Water Desalination $116,100,000
AMI Water meter Reading Upgrade $1,866,000
Total $119,551,000
Projects in Progress Grand Total $165,306,000
City of Antioch | Capital Improvement Program Overview I-16

Projects Added to the CIP

Program Category Investment
Community Facilities
Irrigation Controller Upgrades $200,000
Marina Upgrades $150,000
Marina Pedestals Replacement $200,000
Total $550,000
Parks & Trails
Playground Replacement Program $1,000,000
Total $1,000,000
Roadway Improvements
James Donlon Traffic Calming $765,000
Sycamore Traffic Calming $425,000
West Tenth Street Traffic Calming $250,000
Total $1,440,000
Traffic Signals
Countywide Smart Signal Project 2024 $3,248,209
Total $3,248,000
Projects Added Total $6,238,209

City of Antioch | Capital Improvement Program Overview I-17

2024-2029 CIP Projected Capital Expenditures
Program Category
Revised
FY 24/25
FY
25/26
FY
26/27
FY
27/28
FY
28/29
FY
29/30 Total
Community Facilities $9,975 $7,438 $3,914 $455 $455 $430 $22,667 Parks & Trails $16,386 $3,525 $1,325 $1,325 $1,325 $1,325 $25,211 Roadway Improvements $16,201 $19,138 $6,245 $3,500 $4,200 $3,300 $52,584 Traffic Signals $875 $6,205 $0 $0 $400 $0 $7,480
Wastewater & Storm Drain System $2,600 $700 $2,098 $2,200 $700 $400 $8,698 Water System $9,742 $11,275 $8,800 $7,625 $5,200 $5,550 $48,192 Total ($ in thousands) $55,779 $48,281 $22,382 $15,105 $12,280 $11,005 $164,832

City of Antioch | Capital Improvement Program Overview I-18

2024-2029 CIP Funding Sources Summary
Funding Source

Revised
FY
24/25
FY
25/26
FY
26/27
FY
27/28
FY
28/29
FY
29/30 Total
Capital Improvement Funds
AD 27/31 $0 $0 $74 $0 $0 $0
Assessment District 26 $0 $350 $0 $0 $0 $0
NE Annexation $0 $0 $1,998 $0 $0 $0
$0 $350 $2,072 $0 $0 $0 $2,422
Enterprise Funds
Sewer Fund $1,864 $600 $150 $600 $600 $300
Sewer System Improvement Fund $1,000 $150 $0 $150 $150 $150 Water Fund $10,362 $11,575 $8,950 $7,775 $5,350 $5,700
$13,226 $12,325 $9,100 $8,525 $6,100 $6,150 $55,426
Grant Funds
HSIP Grant $0 $3,349 $0 $0 $0 $0
OBAG2 $1,469 $0 $0 $0 $0 $0
OBAG3 $0 $2,514 $0 $0 $0 $0
Prop 68 Grant $2,269 $0 $0 $0 $0 $0
SS4A Grant $4,000 $13,008 $0 $0 $0 $0
State Grant - CNRA $2,178 $0 $0 $0 $0 $0
$9,916 $18,871 $0 $0 $0 $0 $28,787
Special Revenue Funds
ARPA $1,141 $0 $0 $0 $0 $0
Delta Fair Fund $56 $0 $0 $0 $0 $0
Development Impact Fees $1,171 $611 $0 $0 $0 $0
Gas Tax $3,710 $955 $855 $855 $825 $855
Measure J $3,136 $2,100 $745 $1,400 $1,200 $1,200
NPDES $50 $100 $100 $100 $100 $100
Park-In-Lieu Fund $2,786 $150 $150 $150 $150 $150
RMRA $7,817 $1,000 $2,000 $1,000 $2,000 $1,000
Rule 20A $0 $0 $1,000 $0 $0 $0
Traffic Signal Fund $475 $292 $0 $0 $400 $0
$20,342 $5,208 $4,850 $3,505 $4,675 $3,305 $41,885

General Fund $4,055 $1,892 $35 $0 $0 $0 $5,982
Unfunded $8,240 $9,635 $6,325 $3,075 $1,505 $1,550 $30,330 Total ($ in thousands) $55,779 $48,281 $22,382 $15,105 $12,280 $11,005 $164,832

Project No. Project Title Funding Source
Revised FY
24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30Total 7928 Amtrak Station Improvements
Project Status:Planning/Design StageGas Tax $375 $0 $0 $0 $0 $0 $375 Total Funding $375 $0 $0 $0 $0 $0 $375
7929 Marina Basin Dredging
Project Status:Planning/Design StageUnfunded $0 $500 $0 $0 $0 $0 $500 Total Funding $0 $500 $0 $0 $0 $0 $500
7948 Restoration of Public Art
Project Status:Not Initiated General Fund $47 $0 $0 $0 $0 $0 $47 Unfunded $0 $25 $25 $25 $25 $0 $100
Total Funding $47 $25 $25 $25 $25 $0 $147
7949 Prewett Park Easement Fencing
Project Status:Planning/Design StageAD 27/31 $0 $0 $74 $0 $0 $0 $74 Gas Tax $0 $0 $30 $0 $0 $0 $30
General Fund $0 $0 $35 $0 $0 $0 $35
Unfunded $0 $0 $414 $0 $0 $0 $414
Total Funding $0 $0 $553 $0 $0 $0 $553
7954 Murals
Project Status:Ongoing Program Unfunded $80 $80 $80 $80 $80 $80 $480 Total Funding $80 $80 $80 $80 $80 $80 $480
7955 Utility Box Art Work
Project Status:Planning/Design StageGeneral Fund $1 $0 $0 $0 $0 $0 $1 Total Funding $1 $0 $0 $0 $0 $0 $1
7957 City Hall Office Modifications, Phase 2
Project Status:Planning/Design StageGeneral Fund $48 $1,400 $0 $0 $0 $0 $1,448 Development Impact Fees $0 $173 $0 $0 $0 $0 $173
Total Funding $48 $1,573 $0 $0 $0 $0 $1,621
Community Facilities Insert Picture Here
*Funding amounts given in thousands of dollars II-1
Project No. Project Title Funding Source
Revised FY
24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30Total Community Facilities Insert Picture Here
7967 Prewett Park Pool Resurfacing
Project Status:Not Initiated General Fund $425 $189 $0 $0 $0 $0 $614 Unfunded $130 $0 $0 $0 $0 $0 $130
Total Funding $555 $189 $0 $0 $0 $0 $744
7968 Prewett Park Grand Plaza Shade Structure Upgrade
Project Status:Not Initiated Development Impact Fees $151 $0 $0 $0 $0 $0 $151 Total Funding $151 $0 $0 $0 $0 $0 $151
7969 Police Department Parking Lot Expansion
Project Status:Not Initiated Development Impact Fees $20 $53 $0 $0 $0 $0 $73 Total Funding $20 $53 $0 $0 $0 $0 $73
7970 Police Department Investigation Unit Remodel
Project Status:Not Initiated Development Impact Fees $0 $85 $0 $0 $0 $0 $85 Total Funding $0 $85 $0 $0 $0 $0 $85
7971 Emergency Operations Center Improvements
Project Status:Planning/Design StageGeneral Fund $480 $0 $0 $0 $0 $0 $480 Total Funding $480 $0 $0 $0 $0 $0 $480
7976 Facility Maintenance and Repairs
Project Status:Ongoing Program Water Fund $0 $150 $0 $0 $0 $0 $150 General Fund $805 $0 $0 $0 $0 $0 $805
Unfunded $0 $185 $242 $0 $0 $0 $427
Total Funding $805 $335 $242 $0 $0 $0 $1,382
7989 Integration and Upgrade of Access Control, Surveillance, Monitoring, and Fire Alarm Project Status:Under Construction Recreational Fund $20 $0 $0 $0 $0 $0 $20 Water Fund $195 $0 $0 $0 $0 $0 $195
Total Funding $215 $0 $0 $0 $0 $0 $215
7990 Installation of Police Department Radio Simulcast Tower Project Status:Planning/Design StageGeneral Fund $231 $0 $0 $0 $0 $0 $231 Total Funding $231 $0 $0 $0 $0 $0 $231
*Funding amounts given in thousands of dollars II-2
Project No. Project Title Funding Source
Revised FY
24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30Total Community Facilities Insert Picture Here
7991 Nick Rodriguez Community Center Rehab
Project Status:Planning/Design StageState Grant - CNRA $2,178 $0 $0 $0 $0 $0 $2,178 General Fund $0 $259 $0 $0 $0 $0 $259
Total Funding $2,178 $259 $0 $0 $0 $0 $2,437
8005 Wi-Fi Installation in Downtown
Project Status:Planning/Design StageARPA $130 $0 $0 $0 $0 $0 $130 Total Funding $130 $0 $0 $0 $0 $0 $130
8006 Public Safety and Community Resources Department Facility Project Status:Planning/Design StageARPA $833 $0 $0 $0 $0 $0 $833 Total Funding $833 $0 $0 $0 $0 $0 $833
8010 Antioch Community Center Carpet Replacement
Project Status:Not Initiated Unfunded $0 $75 $0 $0 $0 $0 $75 Total Funding $0 $75 $0 $0 $0 $0 $75
8011 Prewett Park Buildings Renovation
Project Status:Not Initiated General Fund $26 $0 $0 $0 $0 $0 $26 Unfunded $1,155 $0 $0 $0 $0 $0 $1,155
Total Funding $1,181 $0 $0 $0 $0 $0 $1,181
8012 Prewett Park Concrete Improvements, Phase 4
Project Status:Not Initiated General Fund $685 $0 $0 $0 $0 $0 $685 Unfunded $625 $0 $0 $0 $0 $0 $625
Total Funding $1,310 $0 $0 $0 $0 $0 $1,310
8013 Prewett Park Mechanical and Structural Evaluation
Project Status:Not Initiated General Fund $50 $0 $0 $0 $0 $0 $50 Total Funding $50 $0 $0 $0 $0 $0 $50
8018 Zero Emission Vehicle Transition
Project Status:Planning/Design StageGeneral Fund $328 $0 $0 $0 $0 $0 $328 Unfunded $0 $2,000 $2,000 $0 $0 $0 $4,000
Total Funding $328 $2,000 $2,000 $0 $0 $0 $4,328
*Funding amounts given in thousands of dollars II-3
Project No. Project Title Funding Source
Revised FY
24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30Total Community Facilities Insert Picture Here
8019 Prewett Water Park Prewett Peak Structure Remediation Project Status:Not Initiated Unfunded $0 $0 $364 $0 $0 $0 $364 Total Funding $0 $0 $364 $0 $0 $0 $364
8020 Prewett Water Park Mechanical Improvements
Project Status:Not Initiated General Fund $89 $44 $0 $0 $0 $0 $133 Total Funding $89 $44 $0 $0 $0 $0 $133
8021 Antioch Community Center Interior Painting
Project Status:Not Initiated Unfunded $50 $0 $0 $0 $0 $0 $50 Total Funding $50 $0 $0 $0 $0 $0 $50
8022 Dispatch Communications Center Improvements
Project Status:Not Initiated Unfunded $0 $1,300 $300 $0 $0 $0 $1,600 Total Funding $0 $1,300 $300 $0 $0 $0 $1,600
8023 Property and Evidence Storage Building
Project Status:Not Initiated Development Impact Fees $0 $300 $0 $0 $0 $0 $300 Total Funding $0 $300 $0 $0 $0 $0 $300
8024 Police Department Records Area Remodel
Project Status:Not Initiated Unfunded $0 $70 $0 $0 $0 $0 $70 Total Funding $0 $70 $0 $0 $0 $0 $70
8025 Security Fencing at City Facilities
Project Status:Under Construction Water Fund $112 $0 $0 $0 $0 $0 $112 Delta Fair Fund $56 $0 $0 $0 $0 $0 $56
Total Funding $168 $0 $0 $0 $0 $0 $168
8027 Window Security at City Hall
Project Status:Not Initiated Unfunded $50 $0 $0 $0 $0 $0 $50 Total Funding $50 $0 $0 $0 $0 $0 $50
8028 Citywide Key Upgrades
Project Status:Not Initiated Unfunded $250 $0 $0 $0 $0 $0 $250 Total Funding $250 $0 $0 $0 $0 $0 $250
*Funding amounts given in thousands of dollars II-4
Project No. Project Title Funding Source
Revised FY
24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30Total Community Facilities Insert Picture Here
8030 Irrigation Controller Upgrades
Project Status:Not Initiated Unfunded $200 $200 $200 $200 $200 $200 $1,200 Total Funding $200 $200 $200 $200 $200 $200 $1,200
8032 Marina Pedestals Replacement
Project Status:Not Initiated Unfunded $0 $200 $0 $0 $0 $0 $200 Total Funding $0 $200 $0 $0 $0 $0 $200
8033 Marina Upgrades
Project Status:Not Initiated Unfunded $150 $150 $150 $150 $150 $150 $900 Total Funding $150 $150 $150 $150 $150 $150 $900
Total Community Facilities Funding $9,975 $7,438 $3,914 $455 $455 $430 $22,667 *Funding amounts given in thousands of dollars II-5
Project No. Project Title Funding Source
Revised FY
24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30Total 7026 Park Facilities Upgrade
Project Status:Ongoing Program Park-In-Lieu Fund $515 $150 $150 $150 $150 $150 $1,265 Total Funding $515 $150 $150 $150 $150 $150 $1,265
7945 Jacobsen Park Renovation
Project Status:Planning/Design StagePark-In-Lieu Fund $625 $0 $0 $0 $0 $0 $625 Total Funding $625 $0 $0 $0 $0 $0 $625
7946 Marchetti Park Renovation
Project Status:Planning/Design StagePark-In-Lieu Fund $1,223 $0 $0 $0 $0 $0 $1,223 Prop 68 Grant $248 $0 $0 $0 $0 $0 $248
General Fund $400 $0 $0 $0 $0 $0 $400
Total Funding $1,871 $0 $0 $0 $0 $0 $1,871
7960 Contra Loma Estates Park Renovation
Project Status:Under Construction Prop 68 Grant $2,021 $0 $0 $0 $0 $0 $2,021 Park-In-Lieu Fund $200 $0 $0 $0 $0 $0 $200
Total Funding $2,221 $0 $0 $0 $0 $0 $2,221
7983 Trail Maintenance Program
Project Status:Ongoing Program Gas Tax $253 $175 $175 $175 $175 $175 $1,128 Total Funding $253 $175 $175 $175 $175 $175 $1,128
7984 Community Park Synthetic Turf Replacement
Project Status:Not Initiated Unfunded $0 $2,200 $0 $0 $0 $0 $2,200 Total Funding $0 $2,200 $0 $0 $0 $0 $2,200
8007 Bicycle Garden Construction
Project Status:Planning/Design StageSS4A Grant $4,000 $0 $0 $0 $0 $0 $4,000 Development Impact Fees $1,000 $0 $0 $0 $0 $0 $1,000
Total Funding $5,000 $0 $0 $0 $0 $0 $5,000
8008 Rivertown Community Space
Project Status:Planning/Design StagePark-In-Lieu Fund $223 $0 $0 $0 $0 $0 $223 Unfunded $4,500 $0 $0 $0 $0 $0 $4,500
Total Funding $4,723 $0 $0 $0 $0 $0 $4,723
Parks & Trails Insert Picture Here
*Funding amounts given in thousands of dollars II-6
Project No. Project Title Funding Source
Revised FY
24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30Total Parks & Trails Insert Picture Here
8031 Playground Replacement Program
Project Status:Not Initiated Unfunded $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $6,000 Total Funding $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $6,000 8037 Concrete Pathway Repairs
Project Status:Under Construction ARPA $178 $0 $0 $0 $0 $0 $178 Total Funding $178 $0 $0 $0 $0 $0 $178
Total Parks & Trails Funding $16,386 $3,525 $1,325 $1,325 $1,325 $1,325 $25,211 *Funding amounts given in thousands of dollars II-7
Project No. Project Title Funding Source
Revised FY
24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30Total 7355 Pedestrian/ADA Improvements
Project Status:Ongoing Program Measure J $485 $0 $0 $500 $0 $500 $1,485 Total Funding $485 $0 $0 $500 $0 $500 $1,485
7358 Sidewalk Repair Program
Project Status:Ongoing Program Gas Tax $313 $150 $150 $150 $150 $150 $1,063 Sewer Fund $314 $150 $150 $150 $150 $150 $1,064
Water Fund $313 $150 $150 $150 $150 $150 $1,063
Total Funding $940 $450 $450 $450 $450 $450 $3,190
7359 Pavement Management System Program
Project Status:Ongoing Program Gas Tax $35 $80 $0 $30 $0 $30 $175 Unfunded $0 $0 $0 $70 $0 $70 $140
Total Funding $35 $80 $0 $100 $0 $100 $315
7362 Pavement Surface Treatments
Project Status:Ongoing Program Measure J $10 $1,400 $0 $200 $500 $0 $2,110 RMRA $0 $1,000 $0 $1,000 $0 $1,000 $3,000
Total Funding $10 $2,400 $0 $1,200 $500 $1,000 $5,110
7363 Hillcrest Ave. Left Turn at Wild Horse Road
Project Status:Not Initiated Assessment District 26 $0 $350 $0 $0 $0 $0 $350 Total Funding $0 $350 $0 $0 $0 $0 $350
7448 Transportation Impact Fee Study
Project Status:Ongoing Program Measure J $41 $0 $45 $0 $0 $0 $86 Total Funding $41 $0 $45 $0 $0 $0 $86
7921 Citywide Signage Program
Project Status:Ongoing Program General Fund $420 $0 $0 $0 $0 $0 $420 Unfunded $0 $500 $500 $0 $0 $0 $1,000
Total Funding $420 $500 $500 $0 $0 $0 $1,420
Roadway Improvements Insert Picture Here
*Funding amounts given in thousands of dollars II-8
Project No. Project Title Funding Source
Revised FY
24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30Total Roadway Improvements Insert Picture Here
7922 Traffic Calming Program
Project Status:Ongoing Program Measure J $393 $150 $150 $150 $150 $150 $1,143 Gas Tax $50 $50 $50 $50 $50 $50 $300
Total Funding $443 $200 $200 $200 $200 $200 $1,443
7925 L Street Improvements
Project Status:Planning/Design StageRMRA $5,432 $0 $0 $0 $0 $0 $5,432 OBAG2 $1,469 $0 $0 $0 $0 $0 $1,469
Measure J $1,200 $0 $0 $0 $0 $0 $1,200
SS4A Grant $0 $13,008 $0 $0 $0 $0 $13,008
Total Funding $8,101 $13,008 $0 $0 $0 $0 $21,109
7940 Pavement Plugs and Leveling Courses
Project Status:Ongoing Program RMRA $2,385 $0 $2,000 $0 $2,000 $0 $6,385 Total Funding $2,385 $0 $2,000 $0 $2,000 $0 $6,385
7941 Streetlighting Improvements
Project Status:Planning/Design StageGas Tax $390 $0 $0 $0 $0 $0 $390 Unfunded $0 $1,100 $1,000 $0 $0 $0 $2,100
Total Funding $390 $1,100 $1,000 $0 $0 $0 $2,490
7943 Median Island Improvements
Project Status:Ongoing Program Gas Tax $400 $400 $400 $400 $400 $400 $2,400 Measure J $941 $550 $550 $550 $550 $550 $3,691
Total Funding $1,341 $950 $950 $950 $950 $950 $6,091
7958 Overhead Utility Undergrounding
Project Status:Not Initiated Rule 20A $0 $0 $1,000 $0 $0 $0 $1,000 Total Funding $0 $0 $1,000 $0 $0 $0 $1,000
8009 Antioch School Pedestrian Safety Improvements
Project Status:Ongoing Program Gas Tax $50 $50 $50 $50 $50 $50 $300 Unfunded $50 $50 $50 $50 $50 $50 $300
Total Funding $100 $100 $100 $100 $100 $100 $600
*Funding amounts given in thousands of dollars II-9
Project No. Project Title Funding Source
Revised FY
24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30Total Roadway Improvements Insert Picture Here
8034 James Donlon Traffic Calming
Project Status:Not Initiated Gas Tax $865 $0 $0 $0 $0 $0 $865 Total Funding $865 $0 $0 $0 $0 $0 $865
8035 Sycamore Traffic Calming
Project Status:Planning/Design StageGas Tax $425 $0 $0 $0 $0 $0 $425 Total Funding $425 $0 $0 $0 $0 $0 $425
8036 West Tenth Street Traffic Calming
Project Status:Not Initiated Gas Tax $220 $0 $0 $0 $0 $0 $220 Total Funding $220 $0 $0 $0 $0 $0 $220
Total Roadway Improvements Funding $16,201 $19,138 $6,245 $3,500 $4,200 $3,300 $52,584 *Funding amounts given in thousands of dollars II-10
Project No. Project Title Funding Source
Revised FY
24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30Total 7447 Traffic Signal: James Donlon Blvd./Metcalf St
Project Status:Not Initiated Traffic Signal Fund $0 $0 $0 $0 $400 $0 $400 Total Funding $0 $0 $0 $0 $400 $0 $400
7977 Traffic Signal: Heidorn Ranch Road/Prewett Ranch Drive Project Status:Planning/Design StageTraffic Signal Fund $395 $0 $0 $0 $0 $0 $395 Total Funding $395 $0 $0 $0 $0 $0 $395
8014 Trail Crossing Improvements
Project Status:Not Initiated HSIP Grant $0 $828 $0 $0 $0 $0 $828 Traffic Signal Fund $70 $22 $0 $0 $0 $0 $92
Total Funding $70 $850 $0 $0 $0 $0 $920
8015 Signal System Upgrade at Various Locations
Project Status:Not Initiated HSIP Grant $0 $2,521 $0 $0 $0 $0 $2,521 Traffic Signal Fund $10 $270 $0 $0 $0 $0 $280
Total Funding $10 $2,791 $0 $0 $0 $0 $2,801
8029 Countywide Smart Signals
Project Status:Planning/Design StageGas Tax $334 $50 $0 $0 $0 $0 $384 Measure J $66 $0 $0 $0 $0 $0 $66
OBAG3 $0 $2,514 $0 $0 $0 $0 $2,514
Total Funding $400 $2,564 $0 $0 $0 $0 $2,964
Total Traffic Signals Funding $875 $6,205 $0 $0 $400 $0 $7,480 Traffic Signals Insert Picture Here
*Funding amounts given in thousands of dollars II-11
Project No. Project Title Funding Source
Revised FY
24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30Total 7724 Sewer Main Improvements Program
Project Status:Ongoing Program Sewer System Improvement Fund $0 $150 $0 $150 $150 $150 $600 Total Funding $0 $150 $0 $150 $150 $150 $600
7736 Sewer Facility Rehabilitation Program
Project Status:Ongoing Program Sewer Fund $0 $150 $0 $150 $150 $150 $600 Total Funding $0 $150 $0 $150 $150 $150 $600
7745 Northeast Antioch Annexation Infrastructure
Project Status:Not Initiated NE Annexation $0 $0 $1,998 $0 $0 $0 $1,998 Unfunded $0 $0 $0 $1,500 $0 $0 $1,500
Total Funding $0 $0 $1,998 $1,500 $0 $0 $3,498
7750 Trash Capture Devices
Project Status:Ongoing Program NPDES $50 $100 $100 $100 $100 $100 $550 Total Funding $50 $100 $100 $100 $100 $100 $550
7923 Sewer Main Trenchless Rehabilitation
Project Status:Ongoing Program Sewer Fund $50 $300 $0 $300 $300 $0 $950 Total Funding $50 $300 $0 $300 $300 $0 $950
7993 East Antioch Creek Outfall Improvements
Project Status:Planning/Design StageSewer Fund $1,500 $0 $0 $0 $0 $0 $1,500 Sewer System Improvement Fund $1,000 $0 $0 $0 $0 $0 $1,000 Total Funding $2,500 $0 $0 $0 $0 $0 $2,500
Total Wastewater & Storm Drain System Funding $2,600 $700 $2,098 $2,200 $700 $400 $8,698 Wastewater & Storm Drain System Insert Picture Here
*Funding amounts given in thousands of dollars II-12
Project No. Project Title Funding Source
Revised FY
24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30Total 7628 Water Main Replacement Program
Project Status:Ongoing Program Water Fund $294 $2,000 $0 $2,000 $0 $2,000 $6,294 Total Funding $294 $2,000 $0 $2,000 $0 $2,000 $6,294
7670 Water Treatment Plant Operations
Project Status:Ongoing Program Water Fund $0 $500 $0 $500 $0 $500 $1,500 Total Funding $0 $500 $0 $500 $0 $500 $1,500
7672 Water Studies and Planning
Project Status:Ongoing Program Water Fund $426 $225 $300 $225 $200 $300 $1,676 Total Funding $426 $225 $300 $225 $200 $300 $1,676
7674 Storage Reservoir Rehabilitation
Project Status:Not Initiated Water Fund $0 $1,600 $1,500 $0 $0 $800 $3,900 Total Funding $0 $1,600 $1,500 $0 $0 $800 $3,900
7675 Water Treatment Plant Improvements
Project Status:Ongoing Program Water Fund $659 $475 $500 $450 $500 $450 $3,034 Total Funding $659 $475 $500 $450 $500 $450 $3,034
7682 Water Treatment Plant Solids Handling Improvements Project Status:Planning/Design StageWater Fund $500 $700 $0 $250 $0 $0 $1,450 Total Funding $500 $700 $0 $250 $0 $0 $1,450
7684 Water Treatment Plant Drainage Capture
Project Status:Not Initiated Water Fund $0 $0 $0 $200 $0 $0 $200 Total Funding $0 $0 $0 $200 $0 $0 $200
7697 Water Treatment Plant Electrical Upgrade
Project Status:Planning/Design StageWater Fund $0 $1,350 $0 $1,000 $0 $0 $2,350 Total Funding $0 $1,350 $0 $1,000 $0 $0 $2,350
7699 Brackish Water Desalination
Project Status:Under Construction Water Fund $5,821 $0 $0 $0 $0 $0 $5,821 Total Funding $5,821 $0 $0 $0 $0 $0 $5,821
Water System Insert Picture Here
*Funding amounts given in thousands of dollars II-13
Project No. Project Title Funding Source
Revised FY
24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30Total Water System Insert Picture Here
7935 Re-Coating Surface of Clearwells and Fluoride Storage Project Status:Not Initiated Water Fund $0 $0 $300 $0 $0 $0 $300 Total Funding $0 $0 $300 $0 $0 $0 $300
7937 Pittsburg / Antioch Water Intertie
Project Status:Not Initiated Water Fund $0 $775 $0 $0 $0 $0 $775 Total Funding $0 $775 $0 $0 $0 $0 $775
7952 Parallel Raw Water Pipeline
Project Status:Not Initiated Water Fund $0 $0 $0 $0 $2,000 $0 $2,000 Total Funding $0 $0 $0 $0 $2,000 $0 $2,000
7978 Water Treatment Plant HVAC Systems
Project Status:Not Initiated Water Fund $0 $0 $0 $1,500 $0 $0 $1,500 Total Funding $0 $0 $0 $1,500 $0 $0 $1,500
7979 Water Treatment Plant B Flash Mixers
Project Status:Not Initiated Water Fund $0 $0 $500 $0 $0 $0 $500 Total Funding $0 $0 $500 $0 $0 $0 $500
7980 Water Treatment Plant B Solar Covers
Project Status:Not Initiated Water Fund $0 $500 $0 $0 $0 $0 $500 Total Funding $0 $500 $0 $0 $0 $0 $500
7981 Water Treatment Plant B Improvements
Project Status:Not Initiated Water Fund $0 $0 $500 $0 $500 $0 $1,000 Total Funding $0 $0 $500 $0 $500 $0 $1,000
7992 AMI Water Meter Reading Upgrade
Project Status:Ongoing Program Water Fund $1,866 $1,500 $1,500 $1,500 $1,500 $1,500 $9,366 Total Funding $1,866 $1,500 $1,500 $1,500 $1,500 $1,500 $9,366 7996 Sodium Hypochlorite Injection Distribution System Improvements Project Status:Not Initiated Water Fund $0 $0 $2,500 $0 $0 $0 $2,500 Total Funding $0 $0 $2,500 $0 $0 $0 $2,500
*Funding amounts given in thousands of dollars II-14
Project No. Project Title Funding Source
Revised FY
24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30Total Water System Insert Picture Here
7997 Water Treatment Plant Variable Frequency Drives
Project Status:Not Initiated Water Fund $0 $0 $0 $0 $500 $0 $500 Total Funding $0 $0 $0 $0 $500 $0 $500
8001 Chemical Injection Modifications
Project Status:Not Initiated Water Fund $176 $0 $0 $0 $0 $0 $176 Total Funding $176 $0 $0 $0 $0 $0 $176
8002 Water Treatment Plant Generator Replacement
Project Status:Not Initiated Water Fund $0 $0 $900 $0 $0 $0 $900 Total Funding $0 $0 $900 $0 $0 $0 $900
8003 Canal Pump Variable Frequency Drives
Project Status:Not Initiated Water Fund $0 $0 $300 $0 $0 $0 $300 Total Funding $0 $0 $300 $0 $0 $0 $300
8004 Lone Tree Way Booster Pump Improvements
Project Status:Not Initiated Water Fund $0 $1,100 $0 $0 $0 $0 $1,100 Total Funding $0 $1,100 $0 $0 $0 $0 $1,100
8017 Reservoir Road Rehabilitation
Project Status:Not Initiated Water Fund $0 $550 $0 $0 $0 $0 $550 Total Funding $0 $550 $0 $0 $0 $0 $550
Total Water System Funding $9,742 $11,275 $8,800 $7,625 $5,200 $5,550 $48,192 *Funding amounts given in thousands of dollars II-15
7026
Location: Citywide
Project Manager: Derek Traya
Estimated Completion: Ongoing Program
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 Park-In-Lieu Fund 515,000 $ 150,000$ 150,000$ 150,000$ 150,000$ 150,000$ 1,265,000$ TOTAL 515,000$ 150,000$ 150,000$ 150,000$ 150,000$ 150,000$ 1,265,000$ Funding Sources Proposed Total
Parks & Trails
Park Facilities Upgrade
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Project Description: This project will rehabilitate and upgrade aging park playground equipment and facilities throughout the City.

Justification: Upgrades to community parks help maintain a healthy community.

7355
Location: Citywide
Project Manager: Scott Buenting
Estimated Completion: Ongoing Program
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 Measure J 485,000 $ - $ - $ 500,000$ - $ 500,000$ 1,485,000$ TOTAL 485,000$ - $ - $ 500,000$ - $ 500,000$ 1,485,000$ Funding Sources Proposed Total
Roadway Improvements
Pedestrian/ADA Improvements
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Project Description: This project will construct new curb ramps in conformance with State and American with Disability Act guidelines and replace damaged sidewalks.

Justification: The project will improve pedestrian access by installing curb ramps and reducing hazards in the public right of way.

7358
Location: Citywide
Project Manager: Mitchell Loving
Estimated Completion: Ongoing Program
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 Gas Tax 313,000 $ 150,000$ 150,000$ 150,000$ 150,000$ 150,000$ 1,063,000$ Sewer Fund 314,000 $ 150,000$ 150,000$ 150,000$ 150,000$ 150,000$ 1,064,000$ Water Fund 313,000 $ 150,000$ 150,000$ 150,000$ 150,000$ 150,000$ 1,063,000$ TOTAL 940,000$ 450,000$ 450,000$ 450,000$ 450,000$ 450,000$ 3,190,000$ Funding Sources Proposed Total
Roadway Improvements
Sidewalk Repair Program
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Project Description: This program will replace concrete sidewalks, curb and gutter that have been damaged by tree roots or broken as part of an underground utility repair. The program also installs new curb ramps to improve pedestrian accessibility.

Justification: Overgrown tree roots and repairs to underground utilities damage sections of concrete curb, gutter, and sidewalk.

The program helps to mitigate risks of trip and fall incidents throughout the City.

7359
Location: Citywide
Project Manager: Scott Buenting
Estimated Completion: Ongoing Program
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 Gas Tax 35,000 $ 80,000$ - $ 30,000$ - $ 30,000$ 175,000$ Unfunded - $ - $ - $ 70,000$ - $ 70,000$ 140,000$ TOTAL 35,000$ 80,000$ - $ 100,000$ - $ 100,000$ 315,000$ Funding Sources Proposed Total
Roadway Improvements
Pavement Management System Program
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Project Description: This program evaluates City streets every two years based on pavement condition and provides pavement repair options. The City will seek a federal grant, P-TAP (Pavement Management Technical Assistant Program) to assist with the program.

Justification: A Pavement Management Plan is required as a condition of Measure "J" funding for street improvements. P-TAP Funding is often available for this work.

7362
Location: Citywide
Project Manager: Scott Buenting
Estimated Completion: Ongoing Program
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 Measure J 10,000 $ 1,400,000$ - $ 200,000$ 500,000$ - $ 2,110,000$ RMRA - $ 1,000,000$ - $ 1,000,000$ - $ 1,000,000$ 3,000,000$ TOTAL 10,000$ 2,400,000$ - $ 1,200,000$ 500,000 $ 1,000,000$ 5,110,000$ Funding Sources Proposed Total
Roadway Improvements
Pavement Surface Treatments
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Project Description: This program provides pavement preservation treatments such as cape seal, micro-surfacing and other preventative maintenance treatments to extend the useful life of a roadway.

Justification: The program implements the Pavement Management System program and recommendations from residents.

7363
Location: Hillcrest Avenue at Wildhorse Road
Project Manager: Scott Buenting
Estimated Completion: 2026
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 Assessment District 26 - $ 350,000$ - $ - $ - $ - $ 350,000$ TOTAL -$ 350,000$ - $ - $ - $ - $ 350,000$ Funding Sources Proposed Total
Roadway Improvements
Hillcrest Ave. Left Turn at Wild Horse Road
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Project Description: This project will extend the Hillcrest Avenue left turn pocket at Wildhorse Road.

Justification: Additional capacity is necessary for build out of the development to the east and future extension of Wild Horse Road to Slatten Ranch Road.

7447
Location: The intersection at James Donlon Boulevard and Metcalf Street Project Manager: Scott Buenting
Estimated Completion: 2029
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 Traffic Signal Fund - $ - $ - $ - $ 400,000$ - $ 400,000$ TOTAL -$ - $ - $ - $ 400,000$ - $ 400,000$ Funding Sources Proposed Total
Traffic Signals
Traffic Signal: James Donlon Blvd./Metcalf St
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Project Description: This project will install a new traffic signal and related facilities at the intersection of James Donlon Blvd. /Metcalf Street and Laurel Road/Canada Valley Road.

Justification: This facility is expected to improve traffic safety in the area following additional development.

7448
Location: Citywide
Project Manager: Scott Buenting
Estimated Completion: Ongoing Program
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 Measure J 41,000 $ - $ 45,000$ - $ - $ - $ 86,000$ TOTAL 41,000$ - $ 45,000$ - $ - $ - $ 86,000$ Funding Sources Proposed Total
Roadway Improvements
Transportation Impact Fee Study
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Project Description: This study will update the traffic impact fee program.

Justification: This study is used to assist with financing transportation improvements needed to support new development and redevelopment activities throughout the City.

7628
Location: Citywide
Project Manager: Scott Buenting
Estimated Completion: Ongoing Program
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 Water Fund 294,000 $ 2,000,000$ - $ 2,000,000$ - $ 2,000,000$ 6,294,000$ TOTAL 294,000$ 2,000,000$ - $ 2,000,000$ - $ 2,000,000$ 6,294,000$ Funding Sources Proposed Total
Water System
Water Main Replacement Program
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Project Description: This program replaces deteriorated water facilities to improve efficiency in the existing system as identified in the Water System Master Plan or as requested by the Water Distribution Division.

Justification: Portions of the existing water system are aging and/or have experienced failures due to deterioration and need replacement and upgrades.

7670
Location: Water Treatment Plant
Project Manager: Marcus Woodland
Estimated Completion: Ongoing Program
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 Water Fund - $ 500,000$ - $ 500,000$ - $ 500,000$ 1,500,000$ TOTAL -$ 500,000$ - $ 500,000$ - $ 500,000$ 1,500,000$ Funding Sources Proposed Total
Water System
Water Treatment Plant Operations
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Project Description: This project will replace the granular activated carbon filters of both Plant "A" and "B".

Justification: The granular activated carbon filters must be replaced every four to five years to perform efficiently.

7672
Location: Citywide
Project Manager: Scott Buenting
Estimated Completion: Ongoing Program
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 Water Fund 426,000 $ 225,000$ 300,000$ 225,000$ 200,000$ 300,000$ 1,676,000$ TOTAL 426,000$ 225,000$ 300,000$ 225,000$ 200,000$ 300,000$ 1,676,000$ Funding Sources Proposed Total
Water System
Water Studies and Planning
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Project Description: This project will prepare and update various water studies and planning documents including the Water System Master Plan, Water Rate Study, Risk Management Plan, Urban Water Management Plan Update, Watershed Sanitary Survey Update, Groundwater Sustainability Plan, Integrated Regional Water Management Plan, Risk Resilience Assessment and Emergency Response Plan.

Justification: Various water related studies and planning documents must be completed for the City to be compliant with State and industry requirements.

7674
Location: Citywide
Project Manager: Scott Buenting
Estimated Completion: 2030
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 Water Fund - $ 1,600,000$ 1,500,000$ - $ - $ 800,000$ 3,900,000$ TOTAL -$ 1,600,000$ 1,500,000$ - $ - $ 800,000$ 3,900,000$ Funding Sources Proposed Total
Water System
Storage Reservoir Rehabilitation
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Project Description: This project rehabilitates water storage reservoirs throughout the City. Work to be performed may include recoating, repainting, installation of mixers and sampling stations and seismic upgrades.

Justification: Maintenance and upgrades of water storage reservoirs are necessary to prolong their useful lives.

7675
Location: Water Treatment Plant
Project Manager: Marcus Woodland
Estimated Completion: Ongoing Program
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 Water Fund 659,000 $ 475,000$ 500,000$ 450,000$ 500,000$ 450,000$ 3,034,000$ TOTAL 659,000$ 475,000$ 500,000$ 450,000$ 500,000$ 450,000$ 3,034,000$ Funding Sources Proposed Total
Water System
Water Treatment Plant Improvements
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Project Description: This project will perform minor improvements at the Water Treatment Plant. The work may include replacement of deteriorating equipment, installation of new controls, construction of facilities, clearwell improvements and installation of a Zone 1 flow meter.

Justification: Upgrades to the plant are required to maintain and/or improve the efficiency of the facility.

7682
Location: Water Treatment Plant
Project Manager: Marcus Woodland
Estimated Completion: 2028
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 Water Fund 500,000 $ 700,000$ - $ 250,000$ - $ - $ 1,450,000$ TOTAL 500,000$ 700,000$ - $ 250,000$ - $ - $ 1,450,000$ Funding Sources Proposed Total
Water System
Water Treatment Plant Solids Handling Improvements
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Project Description: This project will evaluate the existing solids handling and dewatering operation at the Water Treatment Plant and, if warranted, design and construct additional facilities.

Justification: Solids handling and dewatering are currently performed by a private contractor. This exercise will determine if a City owned system may be more cost effective.

7684
Location: Water Treatment Plant
Project Manager: Scott Buenting
Estimated Completion: 2028
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 Water Fund - $ - $ - $ 200,000$ - $ - $ 200,000$ TOTAL -$ - $ - $ 200,000$ - $ - $ 200,000$ Funding Sources Proposed Total
Water System
Water Treatment Plant Drainage Capture
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Project Description: This project will re-evaluate the existing sludge lagoon. This project may include removal of accumulated solids, stabilization of banks and installation of decant/disposal system or constructing a new City owned facility.

Justification: The City may require additional capacity to accommodate emptying the clarifiers for routine or special maintenance.

7697
Location: Water Treatment Plant
Project Manager: Scott Buenting
Estimated Completion: 2028
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 Water Fund - $ 1,350,000$ - $ 1,000,000$ - $ - $ 2,350,000$ TOTAL -$ 1,350,000$ - $ 1,000,000$ - $ - $ 2,350,000$ Funding Sources Proposed Total
Water System
Water Treatment Plant Electrical Upgrade
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Project Description: The project will relocate and upgrade the aging electric facilities at the Water Treatment Plant.

Justification: Electrical equipment is aging and requires upgrades to continue to function properly.

7699
Location: Water Treatment Plant
Project Manager: Scott Buenting
Estimated Completion: 2025
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 Water Fund 5,821,000$ - $ - $ - $ - $ - $ 5,821,000$ TOTAL 5,821,000$ - $ - $ - $ - $ - $ 5,821,000$ Funding Sources Proposed Total
Water System
Brackish Water Desalination
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Project Description: This project will construct a 6 MGD brackish water desalination plant that would treat water from the San Joaquin River during times of high chloride content. The work will include the replacement of the City’s river intake facility and install a new fish screen. Approximately 4 miles of pipeline will be constructed to convey brine concentrate from the water treatment plant to Delta Diablo.

Justification: This process will enable the City the ability to treat river water in times of drought and future dry conditions due to climate change and protect the City’s Pre‐1914 water rights.

7724
Location: Citywide
Project Manager: Scott Buenting
Estimated Completion: Ongoing Program
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 Sewer System Improvement Fund -$ 150,000$ - $ 150,000$ 150,000$ 150,000$ 600,000$ TOTAL -$ 150,000$ - $ 150,000$ 150,000$ 150,000$ 600,000$ Funding Sources Proposed Total
Wastewater & Storm Drain System
Sewer Main Improvements Program
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Project Description: Improvements to the existing sanitary sewer collection system are needed to increase functionality or expand capacity.

Justification: The Wastewater System Collection Master Plan and the Public Works Department have identified existing sewer lines to be upgraded.

7736
Location: Citywide
Project Manager: Scott Buenting
Estimated Completion: Ongoing Program
Project Description: This program rehabilitates damaged and deteriorating sewer collection facilities.

Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 Sewer Fund - $ 150,000$ - $ 150,000$ 150,000$ 150,000$ 600,000$ TOTAL -$ 150,000$ - $ 150,000$ 150,000$ 150,000$ 600,000$ Wastewater & Storm Drain System
Sewer Facility Rehabilitation Program
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Justification: These improvements reduce maintenance cost, prevent overflows, and improve sewer flow capacity.

Funding Sources Proposed Total

7745
Location: Northeast Annexation area
Project Manager: Scott Buenting
Estimated Completion: 2028
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 NE Annexation - $ - $ 1,998,000$ - $ - $ - $ 1,998,000$ Unfunded - $ - $ - $ 1,500,000$ - $ - $ 1,500,000$ TOTAL -$ - $ 1,998,000$ 1,500,000$ - $ - $ 3,498,000$ Funding Sources Proposed Total
Wastewater & Storm Drain System
Northeast Antioch Annexation Infrastructure
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Project Description: This project will construct new underground facilities and provide additional infrastructure on St. Claire Dr, Trembath Lane, Viera Ave, Stewart Lane, Vine Lane, Bown Ave, Walnut Ave, Santa Fe Ave, and Wilbur Ave.

Justification: Domestic water and sanitary sewer facilities have been installed in some of these areas. Additional work may include storm water collection, curb, gutter and sidewalk and street lighting.

7750
Location: Citywide
Project Manager: Phil Hoffmeister
Estimated Completion: Ongoing Program
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 NPDES 50,000 $ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 550,000$ TOTAL 50,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 550,000$ Funding Sources Proposed Total
Wastewater & Storm Drain System
Trash Capture Devices
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Project Description: This program will install full trash capture devices at various locations throughout the City to prevent trash from reaching the storm drain system, channels, creeks, and San Joaquin River. Locations will be determined depending on the type of device selected.

Justification: To provide compliance with Provision C.10 the City's MS4 National Pollutant Discharge Elimination System stormwater permit (R2-2015-0049; as amended by R2-2019-0004).

7921
Location: Citywide
Project Manager: Scott Buenting
Estimated Completion: 2027
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 General Fund 420,000 $ - $ - $ - $ - $ - $ 420,000$ Unfunded - $ 500,000$ 500,000$ - $ - $ - $ 1,000,000$ TOTAL 420,000$ 500,000$ 500,000$ - $ - $ - $ 1,420,000$ Funding Sources Proposed Total
Roadway Improvements
Citywide Signage Program
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Project Description: This program includes designing and installing facility, location and point of interest signs throughout the City.

Justification: The program will enlighten residents and visitors of numerous parks, facilities, and attractions within the City.

7922
Location: Citywide
Project Manager: Mitchell Loving
Estimated Completion: Ongoing Program
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 Measure J 393,000 $ 150,000$ 150,000$ 150,000$ 150,000$ 150,000$ 1,143,000$ Gas Tax 50,000 $ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 300,000$ TOTAL 443,000$ 200,000$ 200,000$ 200,000$ 200,000$ 200,000$ 1,443,000$ Funding Sources Proposed Total
Roadway Improvements
Traffic Calming Program
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Project Description: This program implements traffic calming strategies on roadways that have been identified by residents and confirmed by the City Engineer.

Justification: Excessive speed on residential roadways is a safety concern. This program strives to reduce the risks of traffic accidents throughout the City.

7923
Location: Citywide
Project Manager: Scott Buenting
Estimated Completion: Ongoing Program
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 Sewer Fund 50,000 $ 300,000$ - $ 300,000$ 300,000$ - $ 950,000$ TOTAL 50,000$ 300,000$ - $ 300,000$ 300,000$ - $ 950,000$ Funding Sources Proposed Total
Wastewater & Storm Drain System
Sewer Main Trenchless Rehabilitation
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Project Description: This program rehabilitates damaged and deteriorated sanitary sewer pipelines utilizing trenchless methods such as pipe bursting and cured in-place pipe installation.

Justification: Portions of the existing sanitary sewer collection system are damaged or deteriorating and need replacement and upgrades. Trenchless rehabilitation of sanitary sewer pipelines is much less expensive than replacement of the pipeline due to the small excavation required to access the pipelines and minimum damage to the ground surface.

7925
Location: L Street between Highway 4 and the Antioch Marina Project Manager: Scott Buenting
Estimated Completion: 2028
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 RMRA 5,432,000 $ - $ - $ - $ - $ - $ 5,432,000$ OBAG2 1,469,000 $ - $ - $ - $ - $ - $ 1,469,000$ Measure J 1,200,000 $ - $ - $ - $ - $ - $ 1,200,000$ SS4A Grant - $ 13,008,000$ - $ - $ - $ - $ 13,008,000$ TOTAL 8,101,000$ 13,008,000$ - $ - $ - $ - $ 21,109,000$ Funding Sources Proposed Total
Roadway Improvements
L Street Improvements
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Project Description: This project will consist of modifying and widening portions of the roadway, constructing new concrete curb, gutter, sidewalks and curb cuts, installing landscaping and decorative hardscape, improve bicycle access and upgrading signage and striping throughout the project. The project will be constructed in 2 phases. Phase 1 is Hwy 4 to Sycamore and W 10th to Marina. Phase 2 is Sycamore to W 10th.

Justification: Improve pedestrian and bicycle safety, traffic flow and aesthetics from Highway 4 to the Marina and the Rivertown District.

7928
Location: 100 I Street
Project Manager: Scott Buenting
Estimated Completion: 2025
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 Gas Tax 375,000 $ - $ - $ - $ - $ - $ 375,000$ TOTAL 375,000$ - $ - $ - $ - $ - $ 375,000$ Funding Sources Proposed Total
Community Facilities
Amtrak Station Improvements
Project Description: This project will install landscaping, hardscaping, and benches at the current train station.

Justification: The non-operational ticket booth and bathroom have been demolished and this project will improve usage and beautify the area for better use.

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7929
Location: Antioch Marina
Project Manager: Derek Traya
Estimated Completion: 2026
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 Unfunded - $ 500,000$ - $ - $ - $ - $ 500,000$ TOTAL -$ 500,000$ - $ - $ - $ - $ 500,000$ Funding Sources Proposed Total
Community Facilities
Marina Basin Dredging
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Project Description: This project will remove sediment within the Marina basin to maintain an appropriate depth throughout the marina berths and waterway.

Justification: If proper depths are not maintained berths become silted and unusable resulting in a loss of revenue for the marina and loss of rentable spaces for residents.

7935
Location: Water Treatment Plant
Project Manager: Marcus Woodland
Estimated Completion: 2027
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 Water Fund - $ - $ 300,000$ - $ - $ - $ 300,000$ TOTAL -$ - $ 300,000$ - $ - $ - $ 300,000$ Funding Sources Proposed Total
Water System
Re-Coating Surface of Clearwells and Fluoride Storage
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Project Description: The project will re-coat the top surface of the Plant “B” clearwell and the fluoride bulk tank.

Justification: Maintaining protective coating increases the life expectancy of the facilities by sealing the surface.

7937
Location: Intersection of Delta Fair Blvd. and E. Leland Rd.

Project Manager: Scott Buenting
Estimated Completion: 2026
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 Water Fund - $ 775,000$ - $ - $ - $ - $ 775,000$ TOTAL -$ 775,000$ - $ - $ - $ - $ 775,000$ Funding Sources Proposed Total
Water System
Pittsburg / Antioch Water Intertie
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Project Description: This project will improve the connections between the City of Antioch and City of Pittsburg’s water systems.

Justification: The current intertie is unreliable and in the event of an emergency, a reliable interconnection between the cities of Antioch and Pittsburg should be established to help maintain water supply.

7940
Location: Citywide
Project Manager: Mitchell Loving
Estimated Completion: Ongoing Program
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 RMRA 2,385,000 $ - $ 2,000,000$ - $ 2,000,000$ - $ 6,385,000$ TOTAL 2,385,000$ - $ 2,000,000$ - $ 2,000,000$ - $ 6,385,000$ Funding Sources Proposed Total
Roadway Improvements
Pavement Plugs and Leveling Courses
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Project Description: This program prepares roadways to receive a full street width surface treatment such as a cape seal or micro- surfacing by constructing asphalt concrete plugs and leveling courses typically within the driving lanes.

Justification: Roadway rehabilitation utilizing asphalt concrete plugs and leveling courses in conjunction with a surface treatment is a cost-effective way of extending the useful life of a roadway.

7941
Location: Citywide
Project Manager: Carlos Zepeda
Estimated Completion: 2027
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 Gas Tax 390,000 $ - $ - $ - $ - $ - $ 390,000$ Unfunded - $ 1,100,000$ 1,000,000$ - $ - $ - $ 2,100,000$ TOTAL 390,000$ 1,100,000$ 1,000,000$ - $ - $ - $ 2,490,000$ Funding Sources Proposed Total
Roadway Improvements
Streetlighting Improvements
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Project Description: This project will survey the existing street lighting throughout the City and implement improvements to increase safety and decrease energy usage.

Justification: Street lighting is inconsistent in various areas. Evaluating the existing conditions and implementing improvements increases public safety.

7943
Location: Citywide
Project Manager: Carlos Zepeda
Estimated Completion: Ongoing Program
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 Gas Tax 400,000 $ 400,000$ 400,000$ 400,000$ 400,000$ 400,000$ 2,400,000$ Measure J 941,000 $ 550,000$ 550,000$ 550,000$ 550,000$ 550,000$ 3,691,000$ TOTAL 1,341,000$ 950,000 $ 950,000$ 950,000$ 950,000$ 950,000$ 6,091,000$ Funding Sources Proposed Total
Roadway Improvements
Median Island Improvements
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Project Description: This project will improve existing median islands by installing low maintenance landscape and decorative hardscape in various locations throughout the City.

Justification: These improvements will improve median islands with beautiful vegetation and decorative hardscape that will enhance the street scape aesthetics.

7945
Location: Jacobsen Park
Project Manager: Derek Traya
Estimated Completion: 2025
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 Park-In-Lieu Fund 625,000 $ - $ - $ - $ - $ - $ 625,000$ TOTAL 625,000$ - $ - $ - $ - $ - $ 625,000$ Funding Sources Proposed Total
Parks & Trails
Jacobsen Park Renovation
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Project Description: This project will renovate Jacobsen Park including replacing aging playground equipment and rehabilitating existing fields and courts.

Justification: The facilities and amenities within this park are aging and deteriorated.

7946
Location: Marchetti Park
Project Manager: Derek Traya
Estimated Completion: 2026
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 Park-In-Lieu Fund 1,223,000$ - $ - $ - $ - $ - $ 1,223,000$ Prop 68 Grant 248,000 $ - $ - $ - $ - $ - $ 248,000$ General Fund 400,000 $ - $ - $ - $ - $ - $ 400,000$ TOTAL 1,871,000$ - $ - $ - $ - $ - $ 1,871,000$ Funding Sources Proposed Total
Parks & Trails
Marchetti Park Renovation
Project Description: This project will renovate Marchetti Park including replacing aging playground equipment and rehabilitating existing fields and courts.

Justification: The facilities and amenities within this park are aging and deteriorated.

7948
Location: Citywide
Project Manager: Carlos Zepeda
Estimated Completion: 2029
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 General Fund 47,000 $ - $ - $ - $ - $ - $ 47,000$ Unfunded - $ 25,000$ 25,000$ 25,000$ 25,000$ - $ 100,000$ TOTAL 47,000$ 25,000$ 25,000$ 25,000$ 25,000$ - $ 147,000$ Funding Sources Proposed Total
Community Facilities
Restoration of Public Art
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Project Description: This project will include the restoration of various public art pieces throughout the City.

Justification: Many art pieces within the City are deteriorating or have been damaged and are in need of restoration.

7949
Location: Prewett Park
Project Manager: Scott Buenting
Estimated Completion: 2027
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 AD 27/31 - $ - $ 74,000$ - $ - $ - $ 74,000$ Gas Tax - $ - $ 30,000$ - $ - $ - $ 30,000$ General Fund - $ - $ 35,000$ - $ - $ - $ 35,000$ Unfunded - $ - $ 414,000$ - $ - $ - $ 414,000$ TOTAL -$ - $ 553,000$ - $ - $ - $ 553,000$ Funding Sources Proposed Total
Community Facilities
Prewett Park Easement Fencing
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Project Description: This project will construct a custom wooden fence along the property line between Lone Tree Way and the East Bay Municipal Utility District. The fence will extend a distance of approximately 3,100 feet from Deer Valley Road to the commercial property east of Prewett Park.

Justification: The existing barbed wire fencing is deteriorating and needing replacement.

7952
Location: Water Treatment Plant
Project Manager: Scott Buenting
Estimated Completion: 2029
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 Water Fund - $ - $ - $ - $ 2,000,000$ - $ 2,000,000$ TOTAL -$ - $ - $ - $ 2,000,000$ - $ 2,000,000$ Funding Sources Proposed Total
Water System
Parallel Raw Water Pipeline
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Project Description: This project will construct a second pipeline for conveying raw water from the Municipal Reservoir to the Water Treatment Plant.

Justification: An additional pipeline will increase the reliability of the raw water conveyance system.

7954
Location: Citywide
Project Manager: Brad Helfenberger
Estimated Completion: Ongoing Program
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 Unfunded 80,000 $ 80,000$ 80,000$ 80,000$ 80,000$ 80,000$ 480,000$ TOTAL 80,000$ 80,000$ 80,000$ 80,000$ 80,000$ 80,000$ 480,000$ Funding Sources Proposed Total
Community Facilities
Murals
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Project Description: This project will restore and paint new murals throughout the City.

Justification: The beautification of the City is important to the quality of life of residents.

7955
Location: Citywide
Project Manager: Brad Helfenberger
Estimated Completion: 2026
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 General Fund 1,000 $ - $ - $ - $ - $ - $ 1,000$ TOTAL 1,000$ - $ - $ - $ - $ - $ 1,000$ Funding Sources Proposed Total
Community Facilities
Utility Box Art Work
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Project Description: This project will paint artwork on utility boxes throughout the City.

Justification: Creating artwork and beautifying utility boxes is important to the quality of life of residents.

7957
Location: City Hall at 200 H St.

Project Manager: Scott Buenting
Estimated Completion: 2026
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 General Fund 48,000 $ 1,400,000$ - $ - $ - $ - $ 1,448,000$ Development Impact Fees -$ 173,000$ - $ - $ - $ - $ 173,000$ TOTAL 48,000$ 1,573,000$ - $ - $ - $ - $ 1,621,000$ Funding Sources Proposed Total
Community Facilities
City Hall Office Modifications, Phase 2
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Project Description: The project will consist of the second phase of remodeling the interior office space on the basement and second floor of City Hall to make it better suited for staffing needs.

Justification: The current layout of the office space is not using the space efficiently; modifications would allow for more staff working more effectively.

7958
Location: TBD
Project Manager: Scott Buenting
Estimated Completion: 2027
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 Rule 20A - $ - $ 1,000,000$ - $ - $ - $ 1,000,000$ TOTAL -$ - $ 1,000,000$ - $ - $ - $ 1,000,000$ Funding Sources Proposed Total
Roadway Improvements
Overhead Utility Undergrounding
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Project Description: This project will convert the overhead utilities to underground at locations to be determined.

Justification: Undergrounding overhead utilities increases safety and longevity of the system.

7960
Location: Contra Loma Estates Park
Project Manager: Mitchell Loving
Estimated Completion: 2025
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 Prop 68 Grant 2,021,000 $ - $ - $ - $ - $ - $ 2,021,000$ Park-In-Lieu Fund 200,000 $ - $ - $ - $ - $ - $ 200,000$ TOTAL 2,221,000$ - $ - $ - $ - $ - $ 2,221,000$ Funding Sources Proposed Total
Parks & Trails
Contra Loma Estates Park Renovation
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Project Description: This project will renovate Contra Loma Estates Park by constructing new lighted walking pathways with outdoor exercise equipment, shaded picnic, and barbeque areas, climbing features near the existing playground, a dog park, basketball court lighting and restroom.

Justification: The City received grant funding to renovate this underutilized park.

7967
Location: Prewett Park
Project Manager: Brad Helfenberger
Estimated Completion: 2026
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 General Fund 425,000 $ 189,000$ - $ - $ - $ - $ 614,000$ Unfunded 130,000 $ - $ - $ - $ - $ - $ 130,000$ TOTAL 555,000$ 189,000$ - $ - $ - $ - $ 744,000$ Funding Sources Proposed Total
Community Facilities
Prewett Park Pool Resurfacing
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Project Description: This project will replace the deteriorating pool plaster on multiple pools.

Justification: Industry standard is to replaster commercial pools once every 10 years. None of the Water Park pools have been replastered in that timeframe. Aging pool plaster emits mineral dust that clogs pool filters creating future repairs for filtration systems.

Additionally, rough spots where plaster has worn out are currently showing, creating safety hazards for guests, and generally contributing to an undesirable appearance.

7968
Location: Prewett Park
Project Manager: Scott Buenting
Estimated Completion: 2025
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 Development Impact Fees 151,000$ - $ - $ - $ - $ - $ 151,000$ TOTAL 151,000$ - $ - $ - $ - $ - $ 151,000$ Funding Sources Proposed Total
Community Facilities
Prewett Park Grand Plaza Shade Structure Upgrade
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Project Description: This project will improve the shade structure at the Grand Plaza at Prewett Park by installing a lattice roof.

Justification: The previous fabric shade product was destroyed during a wind event in October 2019 and was discarded. Upgrading to a lattice roof will provide stronger product sustainability and reduce risk of injury to persons and damage to the facility.

7969
Location: Police Department
Project Manager: Scott Buenting
Estimated Completion: 2026
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 Development Impact Fees 20,000$ 53,000$ - $ - $ - $ - $ 73,000$ TOTAL 20,000$ 53,000$ - $ - $ - $ - $ 73,000$ Funding Sources Proposed Total
Community Facilities
Police Department Parking Lot Expansion
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Project Description: This project will expand staff parking at the Police Department by converting the open space located in the northwest corner of the Police facility into paved parking.

Justification: Additional parking is needed to accommodate staffing at the Police Department.

7970
Location: Police Department
Project Manager: Scott Buenting
Estimated Completion: 2026
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 Development Impact Fees - $ 85,000$ - $ - $ - $ - $ 85,000$ TOTAL -$ 85,000$ - $ - $ - $ - $ 85,000$ Funding Sources Proposed Total
Community Facilities
Police Department Investigation Unit Remodel
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Project Description: This project will reconfigure the Investigations Unit area within the Police Department.

Justification: Remodeling of the area is needed to better accommodate current usage and staffing.

7971
Location: Emergency Operations Center
Project Manager: Scott Buenting
Estimated Completion: 2025
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 General Fund 480,000 $ - $ - $ - $ - $ - $ 480,000$ TOTAL 480,000$ - $ - $ - $ - $ - $ 480,000$ Funding Sources Proposed Total
Community Facilities
Emergency Operations Center Improvements
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Project Description: This project will upgrade facilities, such as data connections, network components, laptops, projectors, and other technology required to effectively operate the City's Emergency Operations Center.

Justification: The Emergency Operations Center is a critical facility when disasters occur. The facilities required to effectively operate the Emergency Operations Center are currently aging and unreliable and need to be upgraded.

7976
Location: Citywide
Project Manager: Carlos Zepeda
Estimated Completion: Ongoing Program
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 Water Fund - $ 150,000$ - $ - $ - $ - $ 150,000$ General Fund 805,000 $ - $ - $ - $ - $ - $ 805,000$ Unfunded - $ 185,000$ 242,000$ - $ - $ - $ 427,000$ TOTAL 805,000$ 335,000$ 242,000$ - $ - $ - $ 1,382,000$ Funding Sources Proposed Total
Community Facilities
Facility Maintenance and Repairs
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Project Description: This project consists primarily of roof repairs at several City facilities. There will be additional siding repair at the Prewett Water Park and incidental HVAC ducting repairs due to roof repairs and maintenance.

Justification: Ongoing maintenance of City owned facilities is crucial to continue providing needed services to the City's residents and to maintain the value of the City's assets.

7977
Location: Heidorn Ranch Road and Prewett Ranch Drive
Project Manager: Scott Buenting
Estimated Completion: 2025
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 Traffic Signal Fund 395,000 $ - $ - $ - $ - $ - $ 395,000$ TOTAL 395,000$ - $ - $ - $ - $ - $ 395,000$ Funding Sources Proposed Total
Traffic Signals
Traffic Signal: Heidorn Ranch Road/Prewett Ranch Drive
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Project Description: This project will install a new traffic signal and related facilities at the intersection of Heidorn Ranch Road and Prewett Ranch Drive.

Justification: This is a developer funded facility constructed for future traffic needs.

7978
Location: Water Treatment Plant
Project Manager: Scott Buenting
Estimated Completion: 2028
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 Water Fund - $ - $ - $ 1,500,000$ - $ - $ 1,500,000$ TOTAL -$ - $ - $ 1,500,000$ - $ - $ 1,500,000$ Funding Sources Proposed Total
Water System
Water Treatment Plant HVAC Systems
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Project Description: This project will replace various HVAC systems within the Water Treatment Plant.

Justification: The systems are aging and unreliable and need to be replaced.

7979
Location: Water Treatment Plant
Project Manager: Marcus Woodland
Estimated Completion: 2027
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 Water Fund - $ - $ 500,000$ - $ - $ - $ 500,000$ TOTAL -$ - $ 500,000$ - $ - $ - $ 500,000$ Funding Sources Proposed Total
Water System
Water Treatment Plant B Flash Mixers
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Project Description: This project will conduct maintenance and repairs on the flash mixers at Plant B at the Water Treatment Plant.

Justification: The system has met its useful life and needs to be replaced.

7980
Location: Water Treatment Plant
Project Manager: Marcus Woodland
Estimated Completion: 2026
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 Water Fund - $ 500,000$ - $ - $ - $ - $ 500,000$ TOTAL -$ 500,000$ - $ - $ - $ - $ 500,000$ Funding Sources Proposed Total
Water System
Water Treatment Plant B Solar Covers
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Project Description: This project will replace the solar covers at Plant B at the Water Treatment Plant.

Justification: The covers help regulate temperature within the basins. The existing covers are deteriorating and need to be replaced.

7981
Location: Water Treatment Plant
Project Manager: Marcus Woodland
Estimated Completion: 2027
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 Water Fund - $ - $ 500,000$ - $ 500,000$ - $ 1,000,000$ TOTAL -$ - $ 500,000$ - $ 500,000$ - $ 1,000,000$ Funding Sources Proposed Total
Water System
Water Treatment Plant B Improvements
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Project Description: This project will replace deteriorating equipment, repair aging and damaged facilities, upgrade controls and install new facilities.

Justification: Upgrades to the facility are required to maintain and improve the efficiency of the plant.

7983
Location: Various Trails Citywide
Project Manager: Carlos Zepeda
Estimated Completion: Ongoing Program
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 Gas Tax 253,000 $ 175,000$ 175,000$ 175,000$ 175,000$ 175,000$ 1,128,000$ TOTAL 253,000$ 175,000$ 175,000$ 175,000$ 175,000$ 175,000$ 1,128,000$ Funding Sources Proposed Total
Parks & Trails
Trail Maintenance Program
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Project Description: This program will install asphalt concrete overlays on existing paved trails to preserve the integrity of the pathways.

The work is scheduled to be performed on Mokelumne Trail, Deerfield Corridor, Almondridge Trail, Lexington Pathway, Bellflower Trail, and Mesa Ridge Trail from Deer Valley to Grass Valley and Mokelumne Dr. to Deer Valley Road.

Justification: Maintenance of the City's trail system provides safe access through the City's open spaces.

7984
Location: Community Park
Project Manager: Scott Buenting
Estimated Completion: 2026
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 Unfunded - $ 2,200,000$ - $ - $ - $ - $ 2,200,000$ TOTAL -$ 2,200,000$ - $ - $ - $ - $ 2,200,000$ Funding Sources Proposed Total
Parks & Trails
Community Park Synthetic Turf Replacement
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Project Description: This project will rehabilitate the base material and replace the synthetic turf at the Community Park soccer fields.

Justification: The synthetic turf fields have reached their useful life.

7989
Location: All City Facilities
Project Manager: Carlos Zepeda
Estimated Completion: 2025
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 Water Fund 195,000 $ - $ - $ - $ - $ - $ 195,000$ Recreational Fund 20,000 $ - $ - $ - $ - $ - $ 20,000$ TOTAL 215,000$ - $ - $ - $ - $ - $ 215,000$ Funding Sources Proposed Total
Community Facilities
Integration and Upgrade of Access Control, Surveillance, Monitoring, and Fire Alarm
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Project Description: This project will include installation of new security access, monitoring and surveillance hardware at all City facilities. Cameras, intrusion, and security access will be added at facilities which currently do not have security monitoring. Existing facilities with security will be upgraded as well to bring all the City's building under one security monitoring systems provider.

Justification: The City seeks to always maintain the security of its employees and infrastructure. Upgrading and adding security and fire monitoring capabilities throughout the City's facilities achieves this goal.

7990
Location: 75 Walton Lane
Project Manager: Scott Buenting
Estimated Completion: 2025
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 General Fund 231,000 $ - $ - $ - $ - $ - $ 231,000$ TOTAL 231,000$ - $ - $ - $ - $ - $ 231,000$ Funding Sources Proposed Total
Community Facilities
Installation of Police Department Radio Simulcast Tower Insert Picture here
Project Description: This project will install a simulcast tower at 75 Walton Lane that will provide additional radio coverage in the southwest part of the City.

Justification: Currently, there is a large "dead" radio coverage area in the southwest part of the city. This creates a significant safety issue for our employees, as well as the public. Installation of the radio simulcast tower will improve response to calls in this area.

7991
Location: Nick Rodriguez Community Center/Antioch Senior Center Project Manager: Brad Helfenberger
Estimated Completion: 2025
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 State Grant - CNRA 2,178,000$ - $ - $ - $ - $ - $ 2,178,000$ General Fund - $ 259,000$ - $ - $ - $ - $ 259,000$ TOTAL 2,178,000$ 259,000 $ - $ - $ - $ - $ 2,437,000$ Funding Sources Proposed Total
Community Facilities
Nick Rodriguez Community Center Rehab
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Project Description: This project will remodel, upgrade ADA accessibility and technology, and replace the roof at the Nick Rodriguez Community Center and Antioch Senior Center.

Justification: Currently, the facility is not ADA compliant, existing amenities have reached the end of service life, and hazardous material mitigation will be necessary during construction. Upgrades are needed to provide high quality recreation programs and services to the residents in downtown/northern Antioch.

7992
Location: Citywide
Project Manager: Shaun Connelly
Estimated Completion: Ongoing Program
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 Water Fund 1,866,000$ 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ 9,366,000$ TOTAL 1,866,000$ 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ 9,366,000$ Funding Sources Proposed Total
Water System
AMI Water Meter Reading Upgrade
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Project Description: This project will replace the existing drive-by Automatic Meter Reading system with Advanced Metering Infrastructure (AMI) which provides real-time water meter reading. This project requires a full retrofit of all existing water meter and meter box lids to allow water meter readings to communicate through a cellular network.

Justification: The cellular water meter upgrade will provide real-time meter readings to residents online. City staff will have access to reliable water meter readings and effectively address customer service concerns. Water conservation is a priority to the City and this system upgrade enables the City to continue improving its conservation efforts.

7993
Location: East Antioch Creek
Project Manager: Scott Buenting
Estimated Completion: 2026
Current
FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 Sewer Fund 1,500,000 $ - $ - $ - $ - $ - $ 1,500,000$ Sewer System Improvement Fund 1,000,000$ - $ - $ - $ - $ - $ 1,000,000$ TOTAL 2,500,000$ - $ - $ - $ - $ - $ 2,500,000$ Funding Sources Proposed Total
Wastewater & Storm Drain System
East Antioch Creek Outfall Improvements
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Project Description: This project will replace the East Antioch Creek outfall near the intersection of Fulton Shipyard Road and McElhaney Road. The work will include replacement of two sections of storm drainpipe with associated flapper gates and reconstructing a deteriorating sanitary sewer pipeline that crosses the outfall piping.

Justification: The storm drains and sewer pipelines are deteriorating and causing tidal water to erode soil on the outside of the pipes.

These lines affect soil stability under an access road.

7996
Location: Water Treatment Plant
Project Manager: Marcus Woodland
Estimated Completion: 2027
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 Water Fund - $ - $ 2,500,000$ - $ - $ - $ 2,500,000$ TOTAL -$ - $ 2,500,000$ - $ - $ - $ 2,500,000$ Funding Sources Proposed Total
Water System
Sodium Hypochlorite Injection Distribution System
Improvements
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Project Description: This project will add sodium hypochlorite injection facilities at critical points of the distribution system.

Justification: The system has met its useful life and will need to be replaced. The City constantly struggles to maintain water quality in far parts of the system especially during low demand periods. Sodium hypochlorite injection will improve water quality, decrease consumer taste and odor complaints and prevent nitrification.

7997
Location: Water Treatment Plant
Project Manager: Marcus Woodland
Estimated Completion: 2029
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 Water Fund - $ - $ - $ - $ 500,000$ - $ 500,000$ TOTAL -$ - $ - $ - $ 500,000$ - $ 500,000$ Funding Sources Proposed Total
Water System
Water Treatment Plant Variable Frequency Drives
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Project Description: This project will add variable frequency drives to the City's existing treated water distribution system with the Water Treatment Plant.

Justification: The system will allow operators to slowly ramp up and control the flow of water leaving the treatment plant into the distribution system. The current motors do not allow any modification and are off or on, which is not ideal to maintain pressure and manage the system efficiently. Variable frequency drives will lessen the likelihood of main breaks from turning on and off pumps at the plant and provide a more consistent method of operation.

8001
Location: Water Treatment Plant
Project Manager: Marcus Woodland
Estimated Completion: 2025
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 Water Fund 176,000 $ - $ - $ - $ - $ - $ 176,000$ TOTAL 176,000$ - $ - $ - $ - $ - $ 176,000$ Funding Sources Proposed Total
Water System
Chemical Injection Modifications
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Project Description: This project will install flow paced pump meters and motors for chemical introduction at the Water Treatment Plant.

Justification: Flow paced technology allows operations to manage and make changes in real time providing a more efficient and cost-effective treatment process.

8002
Location: Water Treatment Plant
Project Manager: Scott Buenting
Estimated Completion: 2027
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 Water Fund - $ - $ 900,000$ - $ - $ - $ 900,000$ TOTAL -$ - $ 900,000$ - $ - $ - $ 900,000$ Funding Sources Proposed Total
Water System
Water Treatment Plant Generator Replacement
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Project Description: This project will replace the existing water treatment plant generators.

Justification: The current generators are nearing the end of their useful service life and need to be replaced to maintain future operations reliability in the event of a power failure.

8003
Location: Canal Pump on Lone Tree Way
Project Manager: Scott Buenting
Estimated Completion: 2027
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 Water Fund - $ - $ 300,000$ - $ - $ - $ 300,000$ TOTAL -$ - $ 300,000$ - $ - $ - $ 300,000$ Funding Sources Proposed Total
Water System
Canal Pump Variable Frequency Drives
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Project Description: This project will install variable frequency drives at the canal pumps.

Justification: The variable frequency drive motors will increase the lifespan of existing pumps and allow operations to fill and drain the Antioch Municipal Reservoir more responsibly and efficiently. This addition will lessen the impact on the reservoirs earthen dam.

8004
Location: Lone Tree Way Booster Pump Station
Project Manager: Scott Buenting
Estimated Completion: 2026
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 Water Fund - $ 1,100,000$ - $ - $ - $ - $ 1,100,000$ TOTAL -$ 1,100,000$ - $ - $ - $ - $ 1,100,000$ Funding Sources Proposed Total
Water System
Lone Tree Way Booster Pump Improvements
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Project Description: This project will replace outdated generator, electrical panels, pumps, motors, control valves and install a new flow meter at the Lone Tree Way Booster Pump Station.

Justification: The facility is aging and requires improvements for reliability and efficiency.

8005
Location: Downtown
Project Manager: Alan Barton
Estimated Completion: 2025
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 ARPA 130,000 $ - $ - $ - $ - $ - $ 130,000$ TOTAL 130,000$ - $ - $ - $ - $ - $ 130,000$ Funding Sources Proposed Total
Community Facilities
Wi-Fi Installation in Downtown
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Project Description: This project will install Wi-Fi connection in the downtown area of the City.

Justification: The project will provide a wireless network to ensure residents and visitors in downtown stay connected online.

8006
Location: 800 W 2nd Street
Project Manager: Carlos Zepeda
Estimated Completion: 2026
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 ARPA 833,000 $ - $ - $ - $ - $ - $ 833,000$ TOTAL 833,000$ - $ - $ - $ - $ - $ 833,000$ Funding Sources Proposed Total
Community Facilities
Public Safety and Community Resources Department Facility Insert Picture here
Project Description: This project will evaluate locations for housing the Public Safety and Community Resources Department. This may include purchase of a new facility or modifying existing facilities as needed to accommodate the new department.

Justification: The new department currently does not have space suitable for staffing needs.

8007
Location: Prewett Community Park
Project Manager: Scott Buenting
Estimated Completion: 2026
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 SS4A Grant 4,000,000 $ - $ - $ - $ - $ - $ 4,000,000$ Development Impact Fees 1,000,000$ - $ - $ - $ - $ - $ 1,000,000$ TOTAL 5,000,000$ - $ - $ - $ - $ - $ 5,000,000$ Funding Sources Proposed Total
Parks & Trails
Bicycle Garden Construction
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Project Description: The Bicycle Garden will be a hands-on bicycle training facility and designed like a miniature city streetscape. The park would consist of small roads that weave in and around landscaped areas with smaller scaled versions of real-life traffic features including signals, traffic signs, road markings, bus stops, bike lanes, train tracks, and more to help youth learn the rules-of-the-road.

Justification: To improve amenities to the residents of Antioch.

8008
Location: Southeast Corner of Intersection at 2nd and E Streets Project Manager: Scott Buenting
Estimated Completion: 2026
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 Park-In-Lieu Fund 223,000$ - $ - $ - $ - $ - $ 223,000$ Unfunded 4,500,000 $ - $ - $ - $ - $ - $ 4,500,000$ TOTAL 4,723,000$ - $ - $ - $ - $ - $ 4,723,000$ Funding Sources Proposed Total
Parks & Trails
Rivertown Community Space
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Project Description: This project will design and construct improvements at the former Antioch Lumber Storage Yard that will transform the area into a family friendly space.

Justification: This project will provide a community space in the downtown area utilizing the currently vacant parcel.

8009
Location: Various schools throughout the City
Project Manager: Scott Buenting
Estimated Completion: Ongoing Program
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 Gas Tax 50,000 $ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 300,000$ Unfunded 50,000 $ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 300,000$ TOTAL 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 600,000$ Funding Sources Proposed Total
Roadway Improvements
Antioch School Pedestrian Safety Improvements
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Project Description: The project will install bicycle and pedestrian safety improvements near Antioch schools. Work may include items such as curb cuts, rectangular rapid flashing beacons, a speed radar, pedestrian warning devices, and updated school crossings and legends.

Justification: The project will improve access and safety within the City.

8010
Location: Antioch Community Center
Project Manager: Brad Helfenberger
Estimated Completion: 2026
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 Unfunded - $ 75,000$ - $ - $ - $ - $ 75,000$ TOTAL -$ 75,000$ - $ - $ - $ - $ 75,000$ Funding Sources Proposed Total
Community Facilities
Antioch Community Center Carpet Replacement
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Project Description: This project will replace carpet in staff offices and the Prewett Library.

Justification: The carpet is original and is worn out in high traffic areas. Replacing the carpet is recommended at this time.

8011
Location: Prewett Water Park
Project Manager: Brad Helfenberger
Estimated Completion: 2026
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 General Fund 26,000 $ - $ - $ - $ - $ - $ 26,000$ Unfunded 1,155,000 $ - $ - $ - $ - $ - $ 1,155,000$ TOTAL 1,181,000$ - $ - $ - $ - $ - $ 1,181,000$ Funding Sources Proposed Total
Community Facilities
Prewett Park Buildings Renovation
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Project Description: This project will rehabilitate both buildings at the Antioch Water Park, which will include roof and siding of the rear building, new flooring and paint, renovated locker rooms, restrooms and staff areas.

Justification: The Water Park has operated for 27 years without a major renovation. Most of the fixtures have reached the end of useful life. Both buildings are in need of rehabilitation.

8012
Location: Prewett Water Park
Project Manager: Scott Buenting
Estimated Completion: 2025
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 General Fund 685,000 $ - $ - $ - $ - $ - $ 685,000$ Unfunded 625,000 $ - $ - $ - $ - $ - $ 625,000$ TOTAL 1,310,000$ - $ - $ - $ - $ - $ 1,310,000$ Funding Sources Proposed Total
Community Facilities
Prewett Park Concrete Improvements, Phase 4
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Project Description: This project will rehabilitate portions of the existing concrete deck and pool coping.

Justification: The deck presents a safety issue in many areas. It is worn, cracked, and rough and will result in patron injury if not addressed soon.

8013
Location: Prewett Water Park
Project Manager: Brad Helfenberger
Estimated Completion: 2025
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 General Fund 50,000 $ - $ - $ - $ - $ - $ 50,000$ TOTAL 50,000$ - $ - $ - $ - $ - $ 50,000$ Funding Sources Proposed Total
Community Facilities
Prewett Park Mechanical and Structural Evaluation
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Project Description: This project will evaluate Antioch Water Park's aging equipment and structures to determine the best course of action for rehabilitation. The Sport Pool is one example which has settled and is no longer level and other equipment has reached its useful life.

Justification: The structures needing repair will eventually become inoperable if not addressed.

8014
Location: Various Trail Crossings
Project Manager: Scott Buenting
Estimated Completion: 2026
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 HSIP Grant - $ 828,000$ - $ - $ - $ - $ 828,000$ Traffic Signal Fund 70,000 $ 22,000$ - $ - $ - $ - $ 92,000$ TOTAL 70,000$ 850,000$ - $ - $ - $ - $ 920,000$ Funding Sources Proposed Total
Traffic Signals
Trail Crossing Improvements
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Project Description: This project will install Hawk signals at trail crossings to enhance pedestrian and bicycle safety.

Justification: Installation of Pedestrian Hybrid Beacon (HAWK Signal) at the trail crossings has a potential to greatly enhance pedestrians' safety at locations that are noted as being problematic in the past.

8015
Location: Various Locations
Project Manager: Scott Buenting
Estimated Completion: 2026
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 HSIP Grant - $ 2,521,000$ - $ - $ - $ - $ 2,521,000$ Traffic Signal Fund 10,000 $ 270,000$ - $ - $ - $ - $ 280,000$ TOTAL 10,000$ 2,791,000$ - $ - $ - $ - $ 2,801,000$ Funding Sources Proposed Total
Traffic Signals
Signal System Upgrade at Various Locations
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Project Description: This project will improve signal hardware including lenses, backplates with retroflective borders, mounting, size, and number. This will also install pedestrian countdown signal heads and install an advance stop bar before cross walk.

Justification: Enhancing the signal hardware will provide better visibility of intersection signals and aid the drivers in advance perception of the upcoming intersection. Installation of pedestrian countdown signal heads will enhance pedestrian safety and result in reduction of collisions between pedestrians and vehicles. Installation of an advance stop bar before crosswalk will enhance pedestrian and bicycle safety by providing a buffer between the vehicles and pedestrians and bicycles.

8017
Location: 4040 Lone Tree Way
Project Manager: Marcus Woodland
Estimated Completion: 2026
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 1 Water Fund - $ 550,000$ - $ - $ - $ - $ 550,000$ TOTAL -$ 550,000$ - $ - $ - $ - $ 550,000$ Funding Sources Proposed Total
Water System
Reservoir Road Rehabilitation
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Project Description: This project will reinforce and repair the access road for the Antioch Municipal Reservoir.

Justification: The road to the dam is eroding and is hazardous to drive when wet.

8018
Location: Various City Facilities
Project Manager: Scott Buenting
Estimated Completion: 2027
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 General Fund 328,000$ - $ - $ - $ - $ - $ 328,000$ Unfunded - $ 2,000,000$ 2,000,000$ - $ - $ - $ 4,000,000$ TOTAL 328,000$ 2,000,000$ 2,000,000$ - $ - $ - $ 4,328,000$ Funding Sources Proposed Total
Community Facilities
Zero Emission Vehicle Transition
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Project Description: This project will install electric vehicle charging stations at various City facilities to support the City's transition to a Zero Emission Fleet.

Justification: The Zero-Emission Vehicle regulation is designed to achieve the state's long term emission reduction goals in California by 2035.

8019
Location: Prewett Water Park
Project Manager: Brad Helfenberger
Estimated Completion: 2026
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 Unfunded - $ - $ 364,000$ - $ - $ - $ 364,000$ TOTAL -$ - $ 364,000$ - $ - $ - $ 364,000$ Funding Sources Proposed Total
Community Facilities
Prewett Water Park Prewett Peak Structure Remediation
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Project Description: Repair and replace corroded steel structure inside Prewett Peak, which supports the park's two tallest slides.

Justification: Continued operation of the City's only Aquatic Facility.

8020
Location: Prewett Water Park
Project Manager: Brad Helfenberger
Estimated Completion: 2026
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 General Fund 89,000 $ 44,000$ - $ - $ - $ - $ 133,000$ TOTAL 89,000$ 44,000$ - $ - $ - $ - $ 133,000$ Funding Sources Proposed Total
Community Facilities
Prewett Water Park Mechanical Improvements
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Project Description: Replace various water pumps, heaters, and other mechanical items at the Water Park.

Justification: Continued operation of the City's only Aquatic Facility.

8021
Location: Antioch Community Center
Project Manager: Brad Helfenberger
Estimated Completion: 2025
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 Unfunded 50,000 $ - $ - $ - $ - $ - $ 50,000$ TOTAL 50,000$ - $ - $ - $ - $ - $ 50,000$ Funding Sources Proposed Total
Community Facilities
Antioch Community Center Interior Painting
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Project Description: Repaint interior of facility where there is currently a vinyl wrap that is breaking down.

Justification: Beautification of public facilities.

8022
Location: 300 L Street
Project Manager: Scott Buenting
Estimated Completion: 2027
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 Unfunded - $ 1,300,000$ 300,000$ - $ - $ - $ 1,600,000$ TOTAL -$ 1,300,000$ 300,000 $ - $ - $ - $ 1,600,000$ Funding Sources Proposed Total
Community Facilities
Dispatch Communications Center Improvements
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Project Description: Update communication center with additional space and seismic retrofits.

Justification: As staffing increases there will be a need for additional spaces and the building needs updates.

8023
Location: 300 L Street
Project Manager: Scott Buenting
Estimated Completion: 2026
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 Development Impact Fees - $ 300,000$ - $ - $ - $ - $ 300,000$ TOTAL -$ 300,000$ - $ - $ - $ - $ 300,000$ Funding Sources Proposed Total
Community Facilities
Property and Evidence Storage Building
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Project Description: The Police Department is in need of a new property and evidence building to safely and securely house old and new evidence and dramatically cut the cost for on and off site evidence storage.

Justification: The Police Department is spending approximately $50,000 per year for on and off site storage of evidence. By constructing this building, the PD will have paid for the cost of the building in a little more than 2 years and dramatically reduce annual expenses .

8024
Location: 300 L Street
Project Manager: Scott Buenting
Estimated Completion: 2026
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 Unfunded - $ 70,000$ - $ - $ - $ - $ 70,000$ TOTAL -$ 70,000$ - $ - $ - $ - $ 70,000$ Funding Sources Proposed Total
Community Facilities
Police Department Records Area Remodel
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Project Description: Records Division remodel. Arrange space in the Records Division with office equipment and work spaces to accommodate current staffing needs.

Justification: There are currently not enough desks in one room to house all records employees and staff continues to increase.

8025
Location: Various City Properties
Project Manager: Scott Buenting
Estimated Completion: 2026
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 Water Fund 112,000 $ - $ - $ - $ - $ - $ 112,000$ Delta Fair Fund 56,000 $ - $ - $ - $ - $ - $ 56,000$ TOTAL 168,000$ - $ - $ - $ - $ - $ 168,000$ Funding Sources Proposed Total
Community Facilities
Security Fencing at City Facilities
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Project Description: This project will install security fencing at various locations throughout the City.

Justification: The City maintains numerous properties and facilities. Additional fencing is necessary to better secure the sites.

8027
Location: 200 H Street
Project Manager: Scott Buenting
Estimated Completion: 2026
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 Unfunded 50,000 $ - $ - $ - $ - $ - $ 50,000$ TOTAL 50,000$ - $ - $ - $ - $ - $ 50,000$ Funding Sources Proposed Total
Community Facilities
Window Security at City Hall
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Project Description: This project will install some type of device or mechanism to the windows to eliminate a break-in.

Justification: Adding security to City Hall windows will prevent break-ins and help secure the facility.

8028
Location: Various City Facilities
Project Manager: Carlos Zepeda
Estimated Completion: 2025
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 Unfunded 250,000 $ - $ - $ - $ - $ - $ 250,000$ TOTAL 250,000$ - $ - $ - $ - $ - $ 250,000$ Funding Sources Proposed Total
Community Facilities
Citywide Key Upgrades
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Project Description: This project consists of replacing all keyed door locks inside and out for all City owned facilities.

Justification: The primary reason for the key upgrades is to provide better security to the facilities. Secondly, many key cores are old and worn out and in need of replacement.

8029
Location: Various Locations throughout the City
Project Manager: Scott Buenting
Estimated Completion: 2027
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 Gas Tax 334,175 $ 50,000$ - $ - $ - $ - $ 384,175$ Measure J 66,000 $ - $ - $ - $ - $ - $ 66,000$ OBAG3 - $ 2,514,000$ - $ - $ - $ - $ 2,514,000$ TOTAL 400,175$ 2,564,000$ - $ - $ - $ - $ 2,964,175$ Funding Sources Proposed Total
Traffic Signals
Countywide Smart Signals
Project Description: The Project will install a signal system and Intelligent Transportation System (ITS) equipment upgrades to key identified intersections within Contra Costa County cities with the objective to coordinate and synchronize the timing of the signals.

Justification: The existing traffic signal systems are outdated or antiquated compared to newer traffic signal systems. These signal systems currently lack communication infrastructure such as fiber and cellular/wireless-based communication, which makes it difficult to implement traffic signal synchronization and coordination between traffic signals along an arterial.

8030
Location: Various parks, rights-of-way and medians throughout the City Project Manager: Derek Traya
Estimated Completion: Ongoing Program
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 Unfunded 200,000 $ 200,000$ 200,000$ 200,000$ 200,000$ 200,000$ 1,200,000$ TOTAL 200,000$ 200,000$ 200,000$ 200,000$ 200,000$ 200,000$ 1,200,000$ Funding Sources Proposed Total
Project Description: This project will replace the aging irrigation controllers.

Community Facilities
Irrigation Controller Upgrades
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Justification: The current model of the existing irrigation controllers is being phased out of production and will no longer be available in a few years. The aging irrigation controllers will need to be replaced with the new model in order to be compatible with the current irrigation systems.

8031
Project Manager: Derek Traya
Estimated Completion: Ongoing Program
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 Unfunded 1,000,000 $ 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$ 6,000,000$ TOTAL 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$ 6,000,000$ Funding Sources Proposed Total
Parks & Trails
Playground Replacement Program
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Project Description: This project will replace seven playgrounds identified as high safety risks based on the citywide park assessments conducted by Miracle PlaySystems in March 2025.

Location: Harbour, Mountaire, Antioch Community, Williamson Ranch, Chapparal, and Meadow Creek Parks
Justification: This project will meet the Consumer Product Safety Commission (CPCS) and the American Society for Testing and Materials (ASTM) standards for playground systems and eliminate the existing safety risks with the existing playground.

8032
Location: Antioch Marina at the foot of L Street
Project Manager: Derek Traya
Estimated Completion: 2026
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 Unfunded - $ 200,000$ - $ - $ - $ - $ 200,000$ TOTAL -$ 200,000$ - $ - $ - $ - $ 200,000$ Funding Sources Proposed Total
Justification: Pedestals are showing signs of age, metal pieces are rusting, plastic covers have become brittle, and water supplies are rotting out.

Community Facilities
Marina Pedestals Replacement
Project Description: This project will replace the pedestals located at the Marina that supply shore power to customer boats. The pedestal meters are having electrical issues on a regular basis and require costly repairs by an electrical contractor.

8033
Location: Antioch Marina at the foot of L Street
Project Manager: Derek Traya
Estimated Completion: Ongoing Program
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 Unfunded 150,000 $ 150,000$ 150,000$ 150,000$ 150,000$ 150,000$ 900,000$ TOTAL 150,000$ 150,000$ 150,000$ 150,000$ 150,000$ 150,000$ 900,000$ Funding Sources Proposed Total
Justification: Various parts of the docks, floats and slips at the Marina are aging and in need of repair posing safety hazards.

Community Facilities
Marina Upgrades
Project Description: This project will replace the docks, floats, and slips at the Marina. Assessments of dock conditions and dive survey to assess the floats will need to be conducted and corner board of slips should be replaced with newer Ultra High Molecular Weight Polyethylene plastic boards.

8034
Project Manager: Scott Buenting
Estimated Completion: 2027
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 Gas Tax 865,000 $ - $ - $ - $ - $ - $ 865,000$ TOTAL 865,000$ - $ - $ - $ - $ - $ 865,000$ Funding Sources Proposed Total
Justification: Excessive speed on residential roadways is a safety concern. This project strives to reduce the risks of traffic accidents throughout the City.

Roadway Improvements
James Donlon Traffic Calming
Project Description: This project will implement traffic calming strategies that have been identified by residents, City Council and confirmed by the City Engineer.

Location: James Donlon Boulevard from Somersville Road to Lone Tree Way

8035
Location: Sycamore Drive
Project Manager: Scott Buenting
Estimated Completion: 2027
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 Gas Tax 425,000 $ - $ - $ - $ - $ - $ 425,000$ TOTAL 425,000$ - $ - $ - $ - $ - $ 425,000$ Funding Sources Proposed Total
Roadway Improvements
Sycamore Traffic Calming
Project Description: This project will implement traffic calming strategies that have been identified by residents, City Council and confirmed by the City Engineer.

Justification: Excessive speed on residential roadways is a safety concern. This project strives to reduce the risks of traffic accidents throughout the City.

8036
Location: West Tenth Street, from A Street to L Street Project Manager: Scott Buenting
Estimated Completion: 2027
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 Gas Tax 220,000 $ - $ - $ - $ - $ - $ 220,000$ TOTAL 220,000$ - $ - $ - $ - $ - $ 220,000$ Funding Sources Proposed Total
Roadway Improvements
West Tenth Street Traffic Calming
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Project Description: This project will implement traffic calming strategies that have been identified by residents, City Council and confirmed by the City Engineer.

Justification: Excessive speed on residential roadways is a safety concern. This project strives to reduce the risks of traffic accidents throughout the City.

8037
Project Manager: Scott Buenting
Estimated Completion: 2026
Current
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30
1 ARPA 178,000 $ - $ - $ - $ - $ - $ 178,000$ TOTAL 178,000$ - $ - $ - $ - $ - $ 178,000$ Justification: Many of the City’s pathways have aged and deteriorated and need to be replaced with new concrete.

Funding Sources Proposed Total
Project Description: This project will replace the broom finished and exposed aggregate concrete pathways at various parks located citywide.

Parks & Trails
Concrete Pathway Repairs
Location: Various Parks Citywide

4 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: Teri House, CDBG/Housing Consultant TH

APPROVED BY: Bessie Marie Scott, City Manager

SUBJECT: Community Development Block Grant (“CDBG”) Standing Committee Recommendations for Fiscal Year 2025-30 Contra Costa Consortium Consolidated Plan and 2025-2026 City of Antioch Action Plan for Expending Federal C ommunity Development Block Grant (“CDBG”), Energy Efficiency and Conservation Block Grant (“EECBG”) Funding, State Permanent Local Housing Allocation (“PLHA”) Funding, and Local Housing Successor Funding

RECOMMENDED ACTION
It is recommended that the City Council take the following actions:

1) Consider the CDBG Committee recommendations for funding community grants with CDBG, PLHA , and EECBG funds and adopt the resolution approving the Contra Costa Consortium 2025-30 Consolidated Plan and draft Fiscal Year 2025- 26 Action Plan and authorize the City Manager or designee to make any necessary Fiscal Year 2025-26 budget adjustments for the approved funding and sign necessary documents and agreements for approved funding; and

2) Consider the CDBG Committee recommendations for funding community grants with Housing Successor funds and adopt the resolution approving Housing Successor fu nding for homeless services and administration as outlined in the 2025-26 Action Plan and authorize the City Manager or designee to make any necessary Fiscal Year 2025-26 budget adjustments for the approved funding and sign necessary documents and agreements for approved funding.

FISCAL IMPACT
Action #1: The recommended action has no impact to the General Fund but commits a total of $1,257,347 in CDBG funding, $509,165 in PLHA funding, and $82,807 in EECBG funding for FY 2025 -26 to address identified high priority needs of the City in public services, homeless services, housing and prevention, senior and youth services, economic development, housing, and CDBG administration and will guide the funding

Antioch City Council Report
June 24, 2025 Agenda Item #4 2

decisions of approximately $3,600,000 in future CDBG and other funding over the 2025- 30 Consolidated Plan period,

Action #2: The recommended action has no impact to the General Fund but commits a total of $ 500,000 in Housing Successor Low Income Housing funds for FY 202 5-26 to address identified high priority housing and homeless needs of the City.

DISCUSSION

CDBG Committee
Mayor Pro Tem Rocha, representing District 2, and Councilmember Torres-Walker, representing District 1, served on the CDBG Subcommittee for this funding cycle .

Because of scheduling conflicts with the Council Chambers, the Committee met mostly on Wednesdays from 9:30 a.m. to 12:00 p.m., while expressing their desire to meet at a more convenient time for public participation. All meetings invited public comment wh ich was considered by the Committee and were recorded and posted on the City’s website.

The Committee’s first meeting was January 29, 2025 to become oriented to the various funding sources and processes, including the application review criteria rating sheet and the review process, as well as timeline. The second meeting was April 2, 2025, where the Committee received an update on federal budget delays , as well as an overview of general demographic census and other data being used to develop the Consolidated Plan, including housing data and the Community Survey responses and comments. It met again on May 21, 2025 to discuss and prioritize needs. Finally, the Committee met on June 4th after having submitted their scoring several days previously. Scores were viewed in descending order by combined rating, and several funding scenarios were considered and discussed. After public comment was received and considered, the Committee made their recommendations which are contained in this staff report.

Consolidated Plan
The City of Antioch is entitled to receive CDBG and HOME Investment Partnership Program funding annually from the federal government. The CDBG Program is entering into its fifty -first year. The primary objective of the CDBG Program is to assist in the development of viable urban communities through the provision of decent housing, a suitable living environment, and economic opportunity. CDBG funds are allo cated annually to eligible entitlement jurisdictions by HUD on a formula basis. The City’s Public Safety and Community Resources Department administers Antioch CDBG funds and affordable housing projects.

The City of Antioch belongs to the Contra Costa County HOME Consortium, comprised of the cities of Antioch, Concord, Walnut Creek, Pittsburg, as well as the County on behalf of the urban county cities. Each jurisdiction within the Consortium receives a separate allocation of CDBG funds from the federal government for housing and community development activities which is administered independently. Consortium cities then pool all HOME funds under a HOME Consortium agreement with the County as the Administrator. This creates a larger funding pool to help leverage the greatest amount of funds possible for the creation of affordable housing throughout the County and in Consortium jurisdictions . It also enables the Consortium to maintain compliance with Antioch City Council Report
June 24, 2025 Agenda Item #4 3

stringent HOME expenditure deadlines, since affordable housing projects often experience delays in receiving sufficient funding from other sources to make the project viable.

To receive federal funds, the Consortium must submit a five-year strategic plan known as the Consolidated Plan. The Consolidated Plan outlines the existing and future housing and community development needs and sets forth the strategies the Consortium will undertake and prioritize for using federal funds to address those needs. The jurisdictions that comprise the Contra Costa Consortium have approved a five-year Consolidated Plan timeframe.

To prepare the 2025-30 Consolidated Plan, the Consortium jurisdictions worked together to conduct extensive public outreach during 2024 to best understand the needs of Consortium member communities from the standpoint of the leaders of the nonprofits serving Contra Costa County, the clients being served, and the general public. Six community meetings were held throughout the County, including in the Antioch City Council Chambers on March 28, 2024 at 6:30 p.m. and a virtual public meeting held online on March 22, 2024 and 6:00 p.m.

Recognizing that not all can attend public hearings and that they can be limited in scope, an online survey was developed to describe the level of needs in the community, the priority of the needs and what can be done to meet the identified needs. The Consortium widely distributed a comprehensive survey in English and Spanish (hard copies and online survey) to the public, agencies, and clients. The survey was open from February 21 to July 31, 2024 . Over 850 responses were submitted . The Consortium also conducted seven (7) focus groups with nonprofit leaders on the needs of seniors and persons with disabilities, youth, families and general needs, economic development, affordable housing, and the needs of persons who are homeless.

All feedback was coupled with statistical data from the Census, American Community Survey, and other local surveys and data to develop a comprehensive Needs Analysis.

The Needs Analysis for the categories of Public Services, Economic Development and Housing was presented to the CDBG Committee on April 2, 2025 , where resident and Committee feedback was solicited and obtained to further refine the plan.

Because the funding is limited and cannot possibly meet all community need, the needs are prioritized so that the funding addresses only the highest priority needs. The CDBG Committee approved the high priority need on May 21, 2025, at which further opportunity for public comment was provided.

Adopted priority goal major categories were Affordable Housing (Increasing Supply for Lower Income and Special Needs and Maintain/Preserve Supply), Homeless (Permanent Housing and Prevention), and Non-Homeless Community Development (Public Services, Economic Development, Infrastructure and Administration). The Committee recommended prioritizing services that primarily benefit the lowest income Antioch residents with incomes of 0 -30% of the area median income, as well as those with the greatest needs. These include : unhoused persons ; frail elderly and elderly residents; adults with disabilities; and abused, neglected and homeless youth . Economic Development services were recommended not to exceed 15% of the annual allocation.

Antioch City Council Report
June 24, 2025 Agenda Item #4 4

With priorities set, the City developed a strategy to expend federal and local funding that would be used to benefit Antioch’s lower income residents and areas over the five -year period of 202 5-2030. The Needs Assessment, Housing Market Analysis, and Strategic Plan comprise the Consolidated Plan. Each Consortium member has prepared a separate analysis of their community’s needs, develops a strategic plan to address those needs, and prepares an annua l Action Plan to allocate funding that is guided by, and helps to fulfill the Consolida ted Plan. Each Consortium governing body approves the draft Consolidated Plan documents for their jurisdiction, and the Consolidated Plan is submitted as one document to the U.S. Department of Housing and Urban Development (HUD) by July 14, 2025 (the normal due date is May 15, which was delayed due to federal difficulties in passing a budget).

The draft Contra Costa Consolidated Plan was advertised in the East Contra Costa Times and made available for public comment on May 16, 2025 on the County and City websites.

Comments received on the Consolidated Plan are included in this staff report and will be submitted to HUD with the Consolidated Plan.

2025-26 Action Plan
For each year of the five-year Consolidated Plan, the City must develop specific strategies the City will undertake during the program year to address priorities needs and goals outlined in the Consolidated Plan. This is known as the Action Plan. The 2025-26 Action Plan identifies the use of grant funds and program income, including Housing Successor and other funding sources, and the proposed accomplishments of each activity being recommended for funding.

In accordance with federal procurement regulations, the Consortium conducted an extensive Request for Proposals process. The Grant Kickoff meeting was held on October 9, 2024, and was widely advertised through a Contra Costa Times display advertisement, and through emailing over 600 nonprofit agencies and interested parties. The meeting was attended by more than 200 persons. Grant applications were submitted electronically via the City Data Services system and received no later than December 5, 2024 at 5:00 p.m. One agency attempted to submit after the deadline and, after investigation, the City and County determined it was ineligible. Applications first went through the 12 -Point Application Eligibility Screening Criteria by the CDBG Consultant. All applications were then evaluated according to the 100 -point Evaluation Criteria and Review of Risk tool, which ranks each application on such factors as meeting community needs and priorities, benefits to the target population, applicant administrative capacity, and fiscal management and analysis.

CDBG-EN (Entitlement) funding process – For FY 202 5-26 the City was awarded $911,040 in CDBG funds. These are entitlement funds from the Department of Housing and Urban Development (HUD) that are allocated to cities of greater than 50,000 in population. The amount awarded is based on numerous factors, including total population, number o f people in poverty, overcrowded units, amount of pre -1940’s housing stock, etc. The City also has $346,307 in residual funds from previous year available to allocate, for a total of $1,257,347 in CDBG funding.

Antioch City Council Report
June 24, 2025 Agenda Item #4 5

Funding Recommendations

The City Council Subcommittee is recommending a total of $2,369,318 in funding for the coming fiscal year, from the following sources:

Funds Available &
Recommended
2025-25
CDBG-EN*
CDBG-
Residual EECBG PLHA Housing
Successor
Total All
Funds
Available $911,040 $346,307 82,807 509,164 $500,000 2,369,318 Recommended $911,040 $346.307 82,807 509,164 $500,000 2,369,318 Balance $0 $0 $0 $0 $0 $0
*EN = Entitlement grant for 2025-26

CDBG - The City of Antioch’s federal CDBG allocation from the Department of Housing and Urban Development (HUD) is $911,040 for 2025-26, which is an increase of $31,147 from the FY 20 24-25 allocation of $879,893. In addition, there is $346,307 in residual funds from prior year s that is available for expenditure . All CDBG funds are fully committed in the recommendations.

CDBG Public Services are capped by HUD at 15% of the grant amount, which is $136,656, and recommended public services are in compliance with this funding limitation. Administration of the CDBG program is capped at 20% of the grant amount which is $182,208 and recommendations are in compliance.

Fair Housing and Tenant/Landlord activities continue to be fully funded with the final balance of CDBG -CV funds from the pandemic . This will fully exhaust the funds in compliance with federal expenditure deadlines.

EECBG - The City also applied for and was awarded $156,140 in federal EECBG last year, but the contract has not yet been issued. This funding was first frozen then released by the courts but after drastic cuts to Department of Energy (DOE) staffing there are now insufficient staff to process contracts. It is unclear whether these funds will be forthcoming and in what timeline. Therefore, the Committee recommends committing these funds with the Action Plan so that the agency may spend them without further Council action when/if they arrive, while at the same time recommending adequate Housing Successor funds to fully fund the Housing Rehabilitation program without the EECBG funds should they be delays or retracted. Finance would then be able to reimburse Hous ing Successor funds with EECBG if they are forthcoming.