Antioch City Council
September 15, 2025

AGENDA
Antioch City Council

SPECIAL MEETING/WORKSHOP

Date: Monday, September 15, 2025
Time: 1:00 P.M. – Special Meeting/Workshop

Place: Nick Rodriguez Community Center
213 ‘F’ Street
Antioch, CA 94509

PLEASE TURN OFF CELL PHONES BEFORE ENTERING COUNCIL CHAMBERS.

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

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

ANTIOCH CITY COUNCIL -1- SEPTEMBER 15, 2025

Notice of Opportunity to Address Council
The City Council can only take action on items that are listed on this agenda. The public has the opportunity to address the Council on each agenda item. To address the Council, fill out a Speaker Request form and place in the Speaker Card Tray near the City Clerk before the meeting begins. Please identify the specific agenda item number you would like to speak on. Speakers will be notified shortly before they are called to speak. When you are called to speak, please limit your comments to the time allotted (up to 3 minutes, at the discretion of the Mayor). The Speaker Request forms are located at the entrance of the Council Chambers. No one may speak more than once on an agenda item.

1:00 P.M. ROLL CALL – SPECIAL MEETING/WORKSHOP – for Council Members

PLEDGE OF ALLEGIANCE

WORKSHOP

1. CITY OF ANTIOCH COUNCIL PRIORITY SETTING AGENDA

MOTION TO ADJOURN – The Mayor will make a motion to adjourn the Special Meeting. A second motion is required, and then a majority vote is required to adjourn the Special Meeting.

City of Antioch Council Priority Setting Agenda
Location: Nick Rodriguez – Community Center
213 F Street, Antioch, CA 94509
Date: September 15, 2025
Time: 1:00 P.M. – 5:30 P.M.
1:00 PM - Welcome: Mayor Ron Bernal
• Mayor welcomes all attendees and formally opens the meeting. 1:05 PM - Opening Remarks: Tracy Miller (TM Consulting) • Purpose: Defines her role, outlines the goals for the day, and sets time parameters for the session.
1:15 PM - City Manager Update on 2019-2029 Vision & Strategic Plan (attachment A)
• Speaker: Bessie M. Scott, EMPA, CIG, City Manager
• Overview: Provides an update on the progress of the City’s Vision and Strategic Plan (2019-2029).
1:20 PM - Public Comments
• Duration: 30 minutes
• Purpose: Open forum for the public to share comments, suggestions, and concerns.
1:50 PM - Council Shares City Successes:
• Duration: 15 minutes

• Purpose: Council members will reflect and share on the City’s successes to date.
2:05 PM - City Manager, Lists Staff’s Successes (attachments B and C) • Duration: 5 minutes
• Purpose: City Manager highlights the successes achieved by City staff. 2:10 PM - Council Members Write Down Their Top Three Priorities (Through June 30, 2027)
• Duration: 10 minutes
• Purpose: Council members individually identify their top three priorities for the City over the next two years.
2:20 PM - Council Member’s Shall Read and Explain Their Top Priorities:
• Duration: 30 minutes
• Purpose: Each council member reads aloud their top three priorities and briefly explains their reasoning.
2:50 PM - Lists Shared Priorities and Posts Them on the Board: Tracy Miller • Duration: 10 minutes
• Purpose: Tracy consolidates the shared priorities from council members and posts them visibly for the group.
3:00 PM - Break:
• Duration: 15 minutes
• Purpose: Short break to refresh.
3:15 PM - Council May Revise or Suggest Changes to Priorities:
• Duration: 15 minutes
• Purpose: Council members discuss and make any changes or revisions to the shared priorities list.
3:30 PM - Tracy Miller Combines Updated Priorities and Completes the Board:
• Duration: 10 minutes
• Purpose: Tracy finalizes the updated list of priorities and ensures all revisions are reflected on the board.
3:40 PM - Discussion on Defining Specific, Measurable Outcomes for Each Priority:
• Duration: 35 minutes
• Purpose: Tracy Miller leads the group in defining specific, measurable outcomes for each priority, with deadlines for 12/31/25 and 6/30/26. 5:15 PM - City Manager Discusses Date to Return to Council with Capacity to Deliver Priority Outcomes:
• Duration: 5 minutes
• Purpose: City Manager outlines a proposed date for when the Council will reconvene to evaluate progress and ensure the capacity to deliver outcomes. 5:20 PM - Tracy Miller Summarizes Next Steps:
• Duration: 10 minutes
• Purpose: Tracy provides a summary of the next steps following the meeting. 5:30 PM - Adjourn:
• Purpose: Formal adjournment of the meeting.

City of Antioch
Vision and Strategic
Plan
2019-2029

Opportunity Lives Here
Revitalize  Enhance  Transform

2 Executive Summary
Antioch will soon celebrate a key milestone in the City's history- a sesquicentennial 150 years as a city that has shaped the history and influenced the development of the East Bay and its inland waterways. Looking forward, the Antioch City Council has drafted a 2019 -2029 Vision and Strategic Plan to help the City prioritiz e its efforts; allocating both fiscal and human resources to achieve a shared Vision and Goals for creating a new legacy. The Plan is the result of a comprehensive review of the City's current operations and finances, Quality of Life Surveys, interviews with staff and many discussions with City Council members.

The Process
Following the initial Quality of Life survey, Council and staff leadership participated in a study session to review the findings and conclusions of the survey results and apply the information to future goals. Residents expressed a desire to see improvement in the City's
service delivery and better management of
fiscal resources, while identifying public
safety as their top concern.

The second Quality of Life survey
demonstrated a better understanding of
City services by more residents as well as a
desire to improve and enhance community
amenities such as attractive landscaping
and youth engagement programs. City
Council hosted a "visioning" workshop in
2018 to explore more aspirational goals that
would better define its shared vision for the
City.

Meetings and workshops were open to the public and resulted in updates to the City's Mission, Vision and Values statements. Goal categories were identified to guide the City's future operations. The City Council hosted a final Vision and Strategic Plan Workshop on February 2, 2019 to refine priorities and goals.

3 The role of the City Council is to establish Goals based on community input and fiscal viability. The City Manager along with the City Council develop strategies to achieve those goals. City staff, under the direction of the City Manager, will develop specific tactics to implement the City Council's plan.

This Strategic Plan is meant to serve as a living and working document and will be reviewed and updated in conjunction with the bi-annual budget process. The intent of the plan is to accomplish the following:

1. Establish direction for the next five to ten years

2. Align the City’s resources with its strategic direction

3. Seek community engagement to guide and update the plan

4. Bring leadership, teamwork, and innovation to the City’s operations There is a relationship that connects the various components of the strategic plan and provides a hierarchy for addressing the framework to move the City forward.

Each level builds upon the other resulting in a vibrant, engaging community with quality City services.

4 The 2019-2029 Vision and Strategic Plan identifies key opportunities outlined as goals, and strategies. There are programs, projects and initiatives suggested by the public, staff or City Council over the course of its development. The Goals represent the highest priorities noted by City Council throughout the process .

As the plan is updated , and new resources identified, the City may adapt and revise accordingly. As Antioch prepares to celebrate and honor 150 years of Cityhood, the City will be better positioned to achieve its long-term vision.

Development of the Plan
With the assistance of Consultants RGS, a comprehensive review and research of City documents was an important part of the strategic planning process including, but not limited to:
 Annual Budgets;
 Five Year Capital Improvement Plan;
 City Council Meetings
(Agendas, Minutes and Broadcasts);
 News Articles, Prior Election Results and Other
Published Materials;
 Demographic Data;
 Economic Trends (Local and Regional); and
 Survey Results (FM3)

City Council and Staff Interviews
Staff participation and input is critical to the implementation of a successful Strategic Plan. Individuals representing all departments were engaged in a series of interviews and were asked to identify the City’s strengths and weaknesses.

5 Interviews were held onsite at City Hall and via conference calls with the management team and key staff members from all City departments. The consulting team also met individually with the Mayor and Council members to discuss their goals for the Strategic Plan and learn more about their priorities for the City.

Council Study Session
The Antioch City Council and leadership staff
participated jointly in one-day Study Sessions in 2018
and 2019. The purpose of the sessions was to identify
areas of concern and appropriate priorities for the City moving forward. Discussion revolved around the
following topics:

 What should the City’s main priorities be now
and in the future?
 How can the City best address its fiscal
challenges?
 What types of housing and business
development does Antioch need to remain
viable?
 How can the City retain critical staff and create a productive and positive work environment for employees and contractors?

Similar to all the strategic planning sessions, the study sessions invited members of the public to share their priorities and comment on Council’s vision.

We not only live with our day-to day decisions, but we must be responsible for long- range decisions, the results of which may not show up for several hundred years -William Penn Mott, Jr

6 Mission, Vision and Values
Updating the City’s Mission, Vision and Values provides a new and exciting platform to grow and develop Antioch into a thriving community, one every citizen can be proud to call home. The City Council envisions a bright future and the new mission, vision and values will guide Staff and Council towards new projects and planning efforts to provide an exceptionally high quality of life.

Vision
Antioch is a desired destination in the Bay Area:

Building on our historic legacy, creating bright opportunities for families to grow, offering places to play, enabling businesses to thrive and cultivating a
unique downtown experience

Mission
To deliver quality services with integrity,
excellence and innovation

Values
Integrity ● Honesty ● Respect
Diversity ● Transparency ● Innovation
Fiscal Responsibility
Accountability

7 Aspirational Priorities
The Strategic Planning process identified organizational priorities for the City of Antioch to direct resources during the next five to ten years. These organizational priorities are highlighted during the budget process, annual strategic plan review, and the development of individual department or service area goals. As a result of the February 2, 2019 City Council Workshop, twelve aspirational priorities were recognized as highly important for the community:

 Beautification of corridors community wide
Priority corridors include L Street, A Street, Wilbur Avenue and Somersville/Auto Center Drive, along with general landscape improvements in medians.

Status: Ongoing
 Blight Eradication
Comprehensive elements such as code enforcement, work crews, illegal dumping.

Status: Ongoing
 Civic Center
Including a central Library branch and other amenities.

Status: Not yet started
 Community Cameras
License plate readers, body cameras.

Status: Ongoing
 Community Center/ Town Square in the Historic District.

Status: Not yet started
 Conference Center
Serving the entire community.

Status: Not yet started
 Hillcrest Specific Plan Area
The BART Station is a central element.

Status: Ongoing

8  Marina
Develop a more robust water adventure centric center
and river walk. Status: Not yet started
 Mobility Plan
A system that balances the needs of all residents – connecting ferries to trains, to transit, to bicycles, to roads.

Status: Not yet started
 Senior Services
Ensuring that older residents have opportunities to age gracefully and spend quality time in healthy activities.

Status: Ongoing
 Solar
Community-wide attention to being a green community.

Status: Ongoing
 Youth Programs
Increasing activities and services during out-of-school time.

Status: Ongoing

The organizational priorities address key areas of
interest shared by citizens, staff and the City Council.

It is breath-taking to envision an attractive waterfront with a dventures, unique shopping and dining
experiences, and perhaps a new civic center.

Antioch has become a friendly place to do business,
helping businesses to quickly and efficiently thrive in our community. Through corridor beautification our City will be a clean and attractive place for our citizens and businesses.

With the expansion of Bay Area Rapid Transit (BART) Antioch is directly connected to San Francisco. From the river to the hills, residents of all ages can enjoy well -traveled, highly attractive transportation options . As the riverfront develops, connections between BART, Amtrak, and bus stations will be joined by a newly established Ferry Terminal.

9 Community events such as Farmer’s
Market, summer concerts, art shows and
citywide festivals encourage families to
stay local and attracts visitors from
throughout the Bay Area. Recreational
opportunities ensure that programs are
available for people of all ages – from
infants to active adults . Creative partnerships with medical providers , local schools, sports program providers and community
groups ensure healthy lifestyles for our community.

Antioch is positioned to become a leading hub of
technology for East and Central Contra Costa
County. Whether it is the critical placement of solar
energy or the use of community cameras,
technology will contribute to a high quality of life. Attractive incubators will allow small businesses to enjoy a welcoming environment to create and grow entrepreneurial enterprises that employ local residents. Areas within the community such as the Contra Costa Fairgrounds & Event Center have the ability to grow and re-invent their purpose.

Benchmarks
On an annual basis during the budget process staff will provide progress reports to the City Council and the community on the implementation of the Strategic Plan, citing specific examples of fulfillment. City Council, along with citizens , should continue to highlight the aspirations of the Plan and regularly communicate the vision. Achieving our goals to meet the priorities set forth in the ten-year plan will position Antioch to be a desired destination within the Bay Area.

Summary and Recommendations
Following the adoption of the Vision and Strategic Plan, individual City Departments will incorporate the Goals and Strategies into work plans so that staff can focus on the aspirational priorities. The City Council will review the

10 2019-2029 Vision and Strategic Plan every two years to gauge progress towards achieving its goals.

The Goals and Strategies are included in this Vision and Strategic Plan. They are referenced as a second chapter of the pl an to stay focused on the eleven priorities.

Reviewing the over -arching Vision and Strategic Plan is best achieved prior to the development of the City Budget every two years. The goals and strategies should be reviewed annually, which allows for updates and recommendations for change.

11 12

City of Antioch
Goals and Strategies
2019-2029

13 Goals and Strategies
The Goals included in this Plan are intended to support elements of the aspirational priorities that were identified by the City Council (with community’s input). The Goals also address key functions of the City that are important for sustaining a viable local government and ensuring a high quality of life for all residents. Strategies aid staff in directing fiscal and human resources towards implementation and measurement of the goals.

Goal 1. Ensure the City’s Continued Financial Stability The City Council and community value the City’s commitment to maintaining adequate reserves and working with a balanced budget. Str ategies to support this Goal include:
 Maintain sound fiscal policies regulating debt and establish parameters for reserves.

Status: Completed. Debt Policy adopted by City Council in March 2018. Budget stabilization Fund established in FY18 and reserve policy in adopted 2019-21 budget resolution.
 Prioritize use of discretionary funds based on the 2019-2029 Strategic Plan Goals.

Status: Ongoing with each budget cycle. Refer to adopted 2019- 20 Budget.
 Seek local, regional and federal grant opportunities to support City projects, programs and initiatives.

Status: In Process. Pursuing Prop 1 grants for infrastructure in newly annexed areas and Creek Restoration. Seeking to add roads into East Contra Costa Regional Fee and Financing Authority (ECCRFFA) project list to expedite construction. Applied for Transportation Development Act Grant. Applied for Grant Funding Assistance for developing road safety plan. Received CalRecycle Rubber Asphalt Grant.

14  Explore revenue generating/cost saving opportunities through the development of alternative energy sources, desalinization, and/or other viable means.

Status: Completed and Ongoing. Completed construction of the Lone Tree Golf Course Solar Photovoltaic System. Initiated Design of the Brackish Water Desalination Plant.
 Provide transparency in all activities related to municipal finance and ensure that financial records are accurate, reliable and timely.

Status: Completed and Ongoing. Implemented the use of BRIVO to monitor and improve inventory control at Central Stores.

Replaced meter reading software (Connect) to better assist customers with consumption reports and leak detection. Replaced backflow inventory and record-keeping system (Xc2) to a web- based asset management system enhancing the effectiveness of the Backflow Prevention Program. For Ongoing items: Replaced 14 large water meters to ensure accurate meter consumption.

Updating fleet tracking software by establishing Wi-Fi to better track vehicle fleet maintenance, maintenance costs and service scheduling; even remotely.
 Explore options to reduce pension liabilities
Status: Completed. City Council approved beginning to pay the full ADC (Actuarial Determined Contribution) annually for OPEB (Other Post-Employment Benefits) starting in FY20 with Budget Stabilization funds.

Goal 2. Support Public Safety
Public Safety continues to be a top priority for the City Council. In this context, Public Safety includes law enforcement, and maintenance and impr ovement of infrastructure such as roadways and the water system. Strategies include:

15  Ensure adequate funding for appropriate levels of staffing for law enforcement personnel.

Status: Ongoing. Funded 115 officers in FY2019-21 budget with 1% sales tax funding. Hired 111 officers. Continue to Annex new residential subdivisions and units into the Police Protection Community Facilities District (CFD).
 Support local and regional partnerships for mutual aid.

Status. Ongoing. Led and hosted quarterly East County Disaster Committee along with county-wide meetings and trainings.  Continue to update emergency operations plan(s) and ensure appropriate staff training and engagement for
implementation.

Status: Ongoing. Updated GIS Datasets to address data provided to APD to be synchronized with emergency response system, address response to in-construction development, and improve response accuracy to existing areas. Creation of Evacuation Polygon data to support emergency preparedness and mutual aid support in the event of an emergency (estimated to be completed June 2020)
 Support emergency preparedness throughout the community.

Status. Ongoing. Maintained CalOES and FEMA certifications for City staff assigned to the EOC; reviewed emergency operation plan and qualified consultants.
 Maintain safe, well-lit streets and roads.

Status. Completed and Ongoing. Maintained or replaced 1,456 signs and installed 204 new signs. Repainted 16.5 miles of striping throughout the City. Applied 12,800 lbs. of Thermoplastic throughout the City to enhance retro-reflectivity of traffic marking stripes. Utilized “Proactive Pothole Crew” that filled 3,070 potholes with 18.33 tons of Cold Patch. Replaced 12,890 worn or damaged raised pavement markers. Removed 477 cubic yards of debris throughout City Streets and rights of ways. Paved

16 approximately 2,000 tons of asphalt roadway by way of neighborhood level course treatments, grinding and patching.  Monitor treatment, storage and delivery systems to ensure safe, reliable delivery of water.

Status. Completed and Ongoing. Completed annual testing of the 3,368 Backflow preventers owned and maintained by the City that protect the City’s water system from backflow and back siphonage of potentially contaminated water sources. Preventive
maintenance completed to the City’s Pressure Regulating Valves (replaced two of them) critical to ensure consistent zone pressure to prevent water main breaks. Completed quarterly dead-end water main flushing to ensure good water quality.
 Protect public health and safety and animal welfare through Animal Control Services.

Status. Ongoing. For Antioch Animal Services, hired a full-time Doctor of Veterinary Medicine, fully staff Animal Control Officers, hiring in process for an Office Assistant and two Animal Services Technicians. To protect public health 182 miles of sewer lines were cleaned and 75.9 miles were televised using CCTV cameras.

Answered 420 sewer service calls and performed 118 sewer repairs.

Goal 3. Support Sustainable Economic Development
Economic Development that focuses on job creation and sales tax generation is a top priority for the City Council. With the addition of an Economic Development Director, the City will focus its efforts in areas with the highest likelihood of success. The City Council wants to “get the City ready” for the business to come.

As such, Strategies to support this Goal include:
 Develop an Economic Development Plan that includes
elements to support all programs and services within every service area:

17 Status: Ongoing. Hired the Natelson Dale Group to obtain economic development baseline data and to create an economic development strategic plan. Once the plan is created, staff will have the ability to implement tools to specifically market Antioch’s future employment centers. (estimated date of completion of the plan is August 2020)
 Marketing materials to promote new development and
revitalization
Status: Ongoing. Tied to the completion of the economic development strategic plan. Once specific industries have been identified, Economic Development staff will start to develop industry specific marketing material
 A business retention program;
Status: Ongoing. Reintroduced sales tax sharing agreement that is a tool to incentivize businesses to expand and remain in Antioch. This tool was used for the Nokes Auto Dealerships.

Establishing a business visitation program.
 A business attraction program;
Status: Ongoing. Staff attends trade shows, conferences and other events in an attempt to attract businesses. Contra Costa Farms is an example of the attraction efforts. Being an active member in various organizations such as Team CA, East Bay EDA, GoBiz, ensures the Antioch name is in the right circles.

Staff has responded to approximately six GoBiz requests for information for companies looking to relocate or expand in California. At least three of the inquiries come from
international companies.
 Better define the City’s competitive advantages;
Status: Ongoing. Economic Development staff has been
developing Antioch’s competitive advantages including the creation of marketing videos that highlight unique feature of the City including the Ancient Vines video and reverse commute.

Additional information as a result of the completion of the

18 economic development strategic plan will also provide marketable advantages.
 DBA/MBE business outreach;
Status: Ongoing. Tied to the completion of the economic development strategic plan.
 Open for business outreach/signage efforts;
Status: Ongoing. Staff created a new website that was part of the rebranding campaign and will be utilized for more
Economic Development purposes in the future. www.

Antiochisopportunity.com
 Facilitate the development of strategic enterprise zones.

Status: Ongoing. Tied to the completion of the economic development strategic plan.
 Fulton Shipyard and Rogers Point revitalization.

Status: In Process. Creation of business interest data, and strategic enterprise district data to further economic development efforts. This includes sustainable business efforts and revitalization of existing areas. Estimated start June 2020.
 Explore regional entertainment.

Status: Not yet started.
 Inventory infrastructure to determine future needs in employment areas.

Status: Ongoing. Tied to the completion of the economic development strategic plan.
 Facilitate efforts to improve jobs housing balance; shift from a 1:4 to 2:4
Status: Ongoing. Forrest Ebbs, Community Development
Director is representing Contra Costa County on the Regional

19 Housing Needs Allocation Methodology Committee and is pursuing policies that will strengthen the connection between new housing and jobs and will encourage creation of jobs near existing housing rather than additional housing.
 Promote Maritime/Tourism /Industrial Economies.

Status: Ongoing. First promotional video created that featured Antioch’s Ancient Grapevines. Staff will continue to work on creating additional fact-based videos and improvements to the Economic Development website that will include a tourism aspect.

The Marina is actively promoting reservation requests through Marina.com and Dockwa.com in order to attract additional boaters to attain 80% occupancy. Place additional dock finger piers inside Marina to create more rental opportunities and increase single dock space by 8%
 Explore opportunities for educational tourism.

Status: Not yet started.
 Create opportunities to improve relations between land owners, business owners, developers, and brokers. Host a Roundtable for development/builders/businesses.

Status. Ongoing. In June 2019 Economic Development staff hosted an Introduction to the Antioch Economic Development Department Forum. This forum provided specific details on the future of the department and provided participants to ask questions directly of staff. Additional events will be scheduled.
 Become a tech-hub incubator; encourage and support efforts of non-profit and for-profit entities in creating appropriate business improvement work spaces.

Status: Ongoing. Chosen to participate in ABAG/MTC
(Association of Bay Area Governments/Metropolitan
Transportation Commission) PPA (Priority Production Area) program for the Wilbur Avenue corridor.

20  Continue to promote development and revitalization of major employment opportunity areas:

Status: Ongoing. Hired the Natelson Dale Group to obtain economic development baseline data and to create and economic development strategic plan. Once the plan is created, staff will have the ability to implement tools to specifically market Antioch’s future employment centers. (estimated date of completion of the plan is August 2020)
 The Hillcrest Station Area Specific Plan.

Status. Ongoing. Tied to the completion of the economic development strategic plan.
 The East Lone Tree Specific Plan area.

Status. Ongoing. Tied to the completion of the economic development strategic plan. Also, Laurel Road is in
construction and scheduled to be completed by the end of 2020 and Slatten Ranch Road is in the design phase – these will improve access to Highway 4 and relieve congestion on
residential and commercial areas.
 Somersville area.

Status. Ongoing. Saint Mary’s College of California graduate and undergraduate students are studying and creating a plan for the future of the Somersville area. (estimated date of completion June 2020)
 Cannabis Overlay Zones.

Status. Completed and Ongoing. Two dispensaries are open and two soon to be opening, Operating Agreements are
approved for three dispensaries.
 Wilbur Avenue Corridor.

Status. Ongoing. Staff has been directly involved with Contra Costa County’s Shortline Rail Study in this area. Staff is working

21 with land owners, operators, and developers on job creation efforts in this area. The area was identified as a Priority Production Area (PPA) through ABAG and will be preserved for the purposes of strengthening industrial development.
 Specifically focus on opportunities for new businesses in the Waterfront/Downtown area of Antioch.

Status. In process. Creating a business incentive program that includes a façade improvement program and business
improvement grants, (estimated start date March 2020)
 Explore the use of technology to provide tools to support local businesses and staff.

Status: Ongoing. Staff recently signed up for service with Gazelle A.I. This system uses a unique set of algorithms to identify industries and companies looking to expand/relocate. There has also been a Laserfiche/GIS integration to allow Laserfiche documents to be viewed as a link within GIS; this provides a “one stop” information hub for City infrastructure and land use, increasing staff efficiency and operational effectiveness.

Transition the Cities current security system to BRIVO, a more technology forward monitoring and access control system that provides live stream surveillance on mobile devices, remote capabilities, streamlines processes and provides coverage to larger areas.

Goal 4. Promote Community Pride
Community Pride takes many forms: pride in neighborhoods; pride in services and amenities; and pride in the management of the City as a whole. The City Council believes that instilling Community Pride is essential to the long -range viability of the City. Strategies include:
 Create a way-finding system and placemaking opportunities.

Status. In Process. Added wayfinding and signage program to 2019-2021 CIP Budget. RFP to be issued in early 2020.

22  Proactively communicating positive news about the City to residents, businesses and surrounding communities.

Status: In process. Developing Map Tour, an interactive web map/location/description of beautification efforts, CIP projects, infrastructure improvements, land use and urban development, community successes, and other Antioch amenities, to promote public access to information about current and proposed projects throughout the community (estimated deployment February 2020).  Supporting efforts that promote beautification of the physical environment.

Status: Ongoing. Applied for Urban Greening Grant for L Street Corridor. Issued RFQ/Call for Artists to initiate public mural and utility box painting. Renovated playground surface at
Meadowbrook Park. Installed new picnic tables at Diablo West and Dallas Ranch Parks. Repaved all pedestrian pathways at Hillcrest Park. Inspected and painted 881 fire hydrants. Repaired over 39 fences in and around creek areas. Removed 6,800 yards of debris and performed week abatement for 40.8 acres in creeks, inspected 2,400 and cleaned 310 catch basins, 9,000 feet of V-ditches cleaned.

Removed 477 cubic yards of debris throughout City Streets and rights of ways.
 Utilizing social media to disseminate positive news, milestones and accomplishments.

Status: Ongoing. To disseminate positive news, milestones and accomplishments. City staff also informs the City’s contract PIO firm for dissemination of positive news. The Public Works department also uses Facebook to post project updates and completion notices.  Developing marketing/branding services to promote the City.

Status: Ongoing. Marketing efforts through Evviva Brands and the media purchase guidance through Orange22 continue to help the messaging reach new and exciting markets and companies. This will also include a City-wide City Brand banner program.

23  Promoting and supporting volunteerism throughout the community.

Status: Ongoing. Hosted Parks Community Events such as Arbor Day and the Police Department hosted monthly Neighborhood Cleanups. Introduced new volunteer programs such as MLK Day of Service and new summer Junior Recreation Leader volunteer program for middle school students. Hosted Boards and
Commissions reception.

Goal 5. Strive to be a Healthy Community
Healthy, active communities are happier and safer. The City Council values recreational opportunities and programs for Antioch’s residents, especially youth and seniors. Strategies to support this Goal include:
 Explore opportunities for a Sports Complex
(Baseball/Soccer/Tournament Friendly)
Status: Ongoing. Just starting research and comparison of sports complex projects in other cities such as the City of Tracy.  Improve youth sports fields
Status: Ongoing. Awarded civic grant funds to Antioch Youth Sports Complex for improvements. Maintained existing fields in neighborhood parks.
 Sports Programming that creates “community.”
Status: Ongoing. Launched “Pop-up” Recreation and mobile recreation program to connect families and residents in neighborhoods; planning to grow program in 2020. Added seasonal festivals and performances for families. Added Movies in the Park; a free event with youth and family focus.
 Provide recreational oversight via partnerships.

24 Status: Ongoing. Youth Services Network Manager is investigating opportunities in this area and will reporting to the City Council in February 2020. Increased funding for youth activity scholarships; received matching funds from Antioch Community Foundation.  Provide recreation/sport education opportunities.

Status: Ongoing. Introduced new summer Junior Recreation Leader volunteer program for middle school students; including leadership skills, job training and recreation activities.
 Increase water access/water sports.

Status: Ongoing. Continued partnership with Delta Kayaks to expand opportunities for water activities.
 Coordination with School District for healthy choices/recreation opportunities.

Status: Ongoing. City Council established a City/AUSD Standing Subcommittee to establish better communication and a better relationship. The Youth Services Network Manager is researching opportunities for expanded or new youth programs in cooperation with the School District.
 Coordinate with medical providers’/services providers.

Status: Expand the new Recreation & Health Expo. Initiated networking meetings with Sutter Health Community Relations.  Promote connectivity through trail maps/signs guides for “one of the best trail systems in the State.”
Status. Ongoing. Installed electronic signage to promote the Marina and updated the fitness park along the Marina trail to draw attention to one of the many recreational opportunities.  Maintaining and refreshing existing parks, trails and facilities.

Status. In Process and Ongoing. Contra Loma Basketball Courts Constructed. Water Park, completed concrete improvements, phase II and beginning pool deck coating. Restored the restrooms at

25 Gentrytown Park. Installed security fencing and parking lot gates at Chichibu Park, Hillcrest Park, and Marchetti Park. Completed rebuild of restroom building at Williamson Ranch Park. Restore Amtrak Depot landscaping. Develop work order platform with Lucity web-based software to track facility asset repair and maintenance in real time for customer service requests.  Supporting the City’s General Plan to ensure quality
development in keeping with our local community character.

Status: The General Plan will undergo a significant update beginning in 2020. The new General Plan will reflect the City’s desire to increase investment in existing areas, to strengthen infill opportunities, and to grow local jobs.
 Promoting community collaboration to deliver programs and activities for youth and seniors from 8 to 80.

Status: City Council established a Youth Services Ad Hoc Subcommittee and a Senior Ad Hoc Subcommittee to investigate ways of accomplishing this goal. The Council also hired a part-time Youth Services Network Manager that will be reporting out on potential youth opportunities in February. The Antioch Senior Center provides health programs and activities. Expanded Senior Resource Fair including changing date to better accommodate vendors and participants.
 Supporting waterfront development to create a walkable, bike friendly environment.

Status: Not yet started.
 Preserving open space and the natural environment.

Status. Ongoing. Desilt creek project clearing 972 yards of vegetation and desilting 148 yards of debris from 10th and O Streets to 4th and O Streets; reduces flooding and safeguards wildlife.

Completed inspections and reporting to Regional Water Quality Control Board and Department of Fish and Wildlife regarding Markley Creek Mitigation Project. Increased the number of bulky- waste drop off days Citywide.

26 Goal 6. Support Historic Downtown Revitalization
The revitalization of Antioch’s waterfront/downtown area continues to be a top priority for the City Council. The waterfront represents a tremendous opportunity for growth. The Council envisions a thriving, bustling area populated with restaurants, shopping, recreation and entertainment opportunities for all ages.

Strategies for this Goal include:
 Explore the establishment of a multi-purpose Municipal/Civic Center.

Status. Not yet started.
 Creation of an Adventure Center (Jet Skis/Boat Rentals).

Status. Not yet started.
 Creation of a Transit Center (Ferry/Train/BART/Bus).

Status. Ongoing. Economic Development staff are continuing to find ways to attract Blue Technology companies, working with the City of Martinez staff, CCTA, and a private ferry service operator for a possible ferry service.
 Work closely with Contra Costa Health Services to address impacts and identify solutions related to the City’s homeless population.

Status: In process. City Council established a Homeless Encampment Ad Hoc Subcommittee to investigate. City Council established funding for an Unhoused Resident Coordinator part time position/firm to investigate, provide recommendations and implement immediate and long-term measures. Interviewed for Unhoused Resident Coordinator Services on January 17, 2020.

Consulting Services Agreement to go to City Council on January 28, 2020. City Council has allocated funding for solutions related to addressing homelessness and specifically encampments.

27  Provide a business-friendly environment to attract new tenants/owners.

Status: Ongoing. Creating a business incentive program that includes a façade improvement program and business improvement grants. Actively promote booking reservation requests through Marina.com and Dockwa.com in order to attract additional boaters and achieve 80% occupancy.
 Provide for Hard House update/upkeep.

Status: Ongoing. Preservation projects on Lynn House and Hard House such as ongoing landscape maintenance and replacement of windows and roof. Note: City Council has recently approved an agreement for the Lynn House to reopen as an art gallery where art shows, classes and programs will be offered.
 Create a trail connection from Downtown to Black
Diamond Mines.

Status: In Process. Continued open conversation with East Bay Regional Park District and Contra Costa County regarding future trail development
 Provide location-based technology for visitors.

Status: Not yet started.
 Provide Wi-Fi and better cell service.

Status: Ongoing. Installed small cell tower and new cellular equipment throughout the City to enhance cellular coverage with plans to expand the program in the future.
 Establish a Farmers Market.

Status: Not yet started.
 Plan for upscale waterfront/view housing.

Status: In discussions with potential developer.

28  Plan for senior housing.

Status: The City Council established a Senior Ad Hoc Subcommittee that would address this subject.
 Promote walkability.

Status: All new development is required to consider and implement design measures to promote walkability.
 Update Waldie Plaza.

Status: Ongoing. Installed bistro lights to the plaza that will operate year-round. Holiday Tree location/celebration is now in Waldie plaza.
 Create a River Walk.

Status: Ongoing. Not yet started. Work is being done to complete the Veterans Memorial landscape area. New Marina Restroom completed.

Goal 7. Promote Sustainable Development
The Goal of Promoting Sustainable Development reflects the City Council’s desire to plan for the long -term health of the City through thoughtful and careful planning.

Strategies include:
 Updating the City’s General Plan, Zoning Code and
Sign Ordinance.

Status: The General Plan will undergo a significant update beginning in 2020. The new General Plan will reflect the City’s desire to increase investment in existing areas, to strengthen infill opportunities and to grow local jobs. There is also a City Easement Location Project that is underway that will utilize GIS to help staff better distinguish between pubic rights of ways and easements to address service requests more efficiently.

29 29

 Promoting infill and transit-oriented development.

Status: In process. Wildflower Station Subdivision site is located north of the intersection of Hillcrest Avenue and Wildflower Drive and is approximately ¼ mile south of Highway 4 and the new Hillcrest BART station. This project is in construction. An SB82 Grant is pending approval and will lead to a study that will identify opportunities for high-density residential infill, while balancing the continued need for local jobs.
 Continuing to explore options for annexation including the Fairground.

Status: Not yet started.

Vision and Strategic Plan
2019-2029
FY 19-20 Third Quarter Update & Progress Report

Vision, Mission & Values
MISSION... To deliver quality services with integrity,
excellence and innovation
VISION... Antioch is a desired destination in the Bay Area Building on our historic legacy, creating bright opportunities for families to grow, offering places to play, enabling businesses to thrive and cultivating a unique downtown experience.

VALUES... Integrity • Honesty • Respect
Innovation • Fiscal Responsibility •Accountability
Diversity • Transparency
Aspirational Priorities
• Beautification of corridors community-wide
• Blight eradication
• Civic Center
• Community Cameras
• Community Center/Town Square in the Historic District • Conference Center
• Hillcrest Specific Plan
• Marina
• Mobility Plan
• Senior Services
• Solar Development
• Youth Programs
Goals & Strategies

1. Ensure the City’s continued financial sustainability

2. Support public safety

3. Support sustainable economic development

4. Promote community pride

5. Strive to be a healthy community

6. Support Historic Downtown revitalization

7. Promote sustainable development
Update & Progress Report
Goal 1.

Ensure the City’s Continued Financial Stability Strategies • Maintain sound fiscal policies regulating debt and establish parameters for reserves
• Prioritize use of discretionary fund based on Strategic Plan goals • Seek local, regional and federal grant opportunities
• Explore revenue generating/cost saving opportunities through alternative energy sources
• Provide transparency in all activities related to municipal finance and ensure that records are accurate, reliable and timely
• Explore options to reduce pension liabilities
Update & Progress Report
Goal 1. Ensure the City’s Continued Financial Stability- Progress and Update
• Adopted Debt Policy in 2018; Budget Stabilization Fund established in FY 18; Reserve Policy adopted in FY19-21 Budget Resolution
• Allocated discretionary funds following each budget cycle • Pursued Prop 1 Grant for creek restoration, Prop 68 for park renovation, Transportation Development Act funds; grant funding for road safety plan, CalRecycle Rubber Asphalt grant, sought to annex roads into ECCRFFA
• Completed Lone Tree Golf Course Solar Photovaltaic System • Initiated design of the Brackish Water Desalination Plant • Started to pay full ADC annually for OPEB in FY20
• Conducted regular audit and review of municipal finances Update & Progress Report
Goal 2. Support Public Safety-
Strategies
• Ensure adequate funding for appropriate levels of law enforcement personnel • Support local and regional partnerships for mutual aid • Continue to update emergency operations plans and ensure appropriate staff training and engagement for implementation
• Support emergency preparedness throughout the community • Maintain safe, well-lit streets and roads
• Monitor treatment, storage and delivery systems to ensure safe reliable delivery of water
• Protect public health and safety and animal welfare through animal Control Services Update & Progress Report
Goal 2. Support Public Safety-
Progress and Update
• Authorized hiring 115 officers in FY19-21; currently at 111 • Led and hosted quarterly East County Disaster Committee along with county- wide meetings and trainings
• Maintained CalOES and FEMA certifications for City staff assigned to the EOC; reviewed emergency operations plan (EOP) with qualified consultants • Delivered disaster preparedness training and presentations to employees, residents, businesses and stakeholders
• Updated Police Department disaster preparedness website Update & Progress Report
Goal 2. Support Public Safety-
Progress and Update cont.
• Increased traffic unit to four full-time officers
• Continued multi-agency proactive traffic enforcement details • Hired full-time Doctor of Veterinary Medicine (DVM) for the Animal Shelter; in process of hiring additional office assistant and two full-time animal service technicians
• Attained full-staff services with three Animal Control Officers • Completed numerous Water Treatment Plant improvements; disinfection systems, pump stations, sewer mains, water main valves
• Maintained lifeguarding, water safety, and pool chemical certifications at the Water Park
Update & Progress Report
Goal 3. Support Sustainable Economic Development
Strategies
• Develop a comprehensive Economic Development Plan
• Facilitate development of strategic enterprise ones
• Revitalize Fulton Shipyard and Rogers Point
• Explore regional entertainment
• Inventory infrastructure in employment areas for future needs • Facilitate efforts to improve jobs housing balance
• Promote maritime/tourism/industrial economies
• Explore opportunities for educational tourism
• Create opportunities to improve relationships between landowners, business owners, developers and brokers
Update & Progress Report
Goal 3. Support Sustainable Economic Development-
Strategies continued
• Become a tech-hub incubator; encourage efforts of non-profits and for-profits to create and improve workspaces
• Explore regional entertainment
• Continue to promote development and revitalization of major employment areas
• Explore and focus on opportunities for new business in the waterfront/downtown area
• Explore use of technology to provide tools to support local businesses Update & Progress Report
Goal 3. Support Sustainable Economic Development-
Progress and Update
• Hired the Natelson Dale Group to gather economic development driven data that will be used to identify industries that would thrive in Antioch • Represented Contra Costa County on Regional Housing Needs Allocation Methodology Committee; pursuing policies to strengthen connection between new housing and jobs near existing housing vs. new/additional • Created promotional video featuring Antioch’s ancient grapevines; new videos are in production that will include tourism emphasis
• Enhanced the quality of entertainment for summer concert series at Waldie Plaza; invited regional entertainment to submit concert proposals Update & Progress Report
Goal.3 Support Sustainable Economic Development-
Progress and Update continued
• Purchased state-of-the art Holiday tree and relocated City tree to Waldie Plaza • Hosted Antioch Economic Development Forum in 2019; new forums are in the planning phase
• Started construction of Laurel Road; completion planned in 2020 • Started design phase of Slatten Ranch Road; these major road projects improve access to Highway 4, undeveloped business park, and relieve congestion • Initiated Somersville Area Plan in collaboration with St. Mary’s College of California; scheduled for completion 2020
Update & Progress Report
Goal 3. Support Sustainable Economic Development-
Progress and Update continued
• Two cannabis dispensaries open and twosoon to be opening, Operating Agreements approved for three dispensaries
• Drafted a business incentive program that includes a façade improvement program and business improvement grants; underway in 2020
• Signed on with program called Gazelle A.I., which uses algorithms to identify industries looking to expand or relocate; exploring new uses of technology is ongoing • Launched new website to connect branding with economic development www.antiochisopportunity.com
• Reintroduced sales tax sharing agreement to incentivize businesses to expand and remain in Antioch
Update & Progress Report
Goal 4. Promote Community Pride-
Strategies
• Create a way-finding system and place-making opportunities • Proactively communicate positive news about the City to residents, businesses and surrounding communities
• Support efforts that promote beautification of the physical environment • Utilize social media to disseminate positive news, milestones and accomplishments
• Develop marketing and branding efforts to promote the City • Promote and support volunteerism throughout the community Update & Progress Report
Goal 4. Promote Community Pride-
Progress and Update
• Added wayfinding and signage program to 2019-2024 CIP; scheduled to start planning efforts in 2020
• Issued Request for Qualifications/Call for Artists to initiate public mural and utility box painting; ongoing through 2020 and 2021
• Purchased state-of-the-art mobile stage for community events/parades • Increased the number of media reports and local newsletters about projects and completion; hosted community ribbon-cuttings and celebrations; developed friendlier look & feel to weekly reports
• Pursued Urban Greening Grant for L Street Corridor
Update & Progress Report
Goal 4. Promote Community Pride-
Progress and Update Continued
• Distributed informal Request for Bids for citywide banners project; installation in 2020
• Improved landscaping on arterial street medians
• A Street Extension, Lone Tree Way, Hillcrest Ave, Buchanan Rd, Somersville Rd, Auto Center Dr, W 4th St, L St, East 18th St
• Increased the number of bulky-waste drop off days for Antioch neighborhoods • Increased the number of pavement and roadway improvement projects • Continued marketing efforts through Evviva Brands and Orange22 to reach new and exciting marketing and companies
Update & Progress Report
Goal 4. Promote Community Pride-
Progress and Update Continued
• Selected public information/media consulting firm to initiate new citywide public information program; new programs will be on-going through 2020 • Introduced new volunteer programs such as MLK Day of Service; currently evaluating existing programs to enhance
• Introduced new summer Junior Recreation Leader volunteer program for middle school students; including leadership skills, job training, and recreation activities • Improved quality and design of Recreation Guide; supporting new branding • Initiated Sesquicentennial Planning for City’s 150 Year celebration 2021-22 Update & Progress Report
Goal 5. Strive to be a Healthy Community-
Strategies
• Explore opportunities for a sports complex
• Improve youth sports fields
• Develop sports programming that creates community
• Provide recreational oversight via partnerships
• Provide recreation/sport education opportunities
• Increase water access/water sports
• Coordinate healthy recreation with School District
• Coordinate healthy programs with medical providers
Update & Progress Report
Goal 5. Strive to be a Healthy Community-
Strategies continued
• Promote connections of, and increase use of, trail system which is outstanding • Support General Plan to ensure quality development fits/matches local community character
• Promote more collaboration to deliver programs through 8 to 80 concept • Support waterfront development to create a walkable, bike-friendly environment
• Preserve open space and the natural environment
Update & Progress Report
Goal 5. Strive to be a Healthy Community-
Progress and Update
• Researched and compared (sports complex) projects in other cities, such as the City of Tracy
• City Council authorized hiring a part-time Youth Services Network Manager to identify priority youth activity funding opportunities • Awarded civic grant funds for Antioch Youth Sports Compleximprovements • Created a new 3-on-3 basketball tournament for middle schoolers; continued increasing sports programs for youth and adults
• Continued developing new collaborations for recreational services; theater programs, youth group partnerships, senior organizational partnerships Update & Progress Report
Goal 5. Strive to be a Healthy Community-
Progress and Update continued
• Expanded the size of the new Recreation & Health Expo • Added seasonal festivals and performances
• Increased funding for youth activity scholarships; received matching funds from Antioch Community Foundation
• Offered NEW youth employment fair to assist young adults with resources for seeking employment and interview directly for summer jobs in recreation (with City of Antioch)
Update & Progress Report
Goal 5. Strive to be a Healthy Community-
Progress and Update continued
• Added movies in the park; free event with youth and family focus • Partnered with Delta Kayaks to offer kayaking classes • City Council formed City/School District Ad Hoc Subcommittee • Initiated networking meetings with Sutter Health Community Relations • Repaved all pedestrian pathways at Hillcrest Park
• Completed basketball courts at Contra Loma Estates Park • Completed concrete improvements at Water Park; deck coating in 2020 Update & Progress Report
Goal 5. Strive to be a Healthy Community-
Progress and Update continued
• Demolished aged playground at Chichibu Park; install new play structure • Installed “no smoking” signs at park playgrounds
• Painted Antioch Senior Center and Nick Rodriguez Community Center • Prepared to update General Plan in 2020; desire to increase investment in existing areas, strengthen infill opportunities, and grow local jobs • Launched “Pop-up” Recreation and mobile recreation program to connect families and residents in neighborhoods; planning to grow program in 2020 Update & Progress Report
Goal 5. Strive to be a Healthy Community-
Progress and Update continued
• Expand the Senior Resource Fair
• Initiated the development of a Climate Action and Resilience Plan; working with Americorps to address greenhouse gas emissions and climate change, completed end of 2020
• Increased the number of bulky-waste drop off days citywide Update & Progress Report
Goal 6. Support Historic Downtown Revitalization-
Strategies
• Explore establishment of a multi-purpose Municipal/Civic Center • Create an adventure center – water focus: jet skis, boat rental • Create a transit center – ferry/train/BART/bus
• Partner closely with Contra Costa Health Services to address impacts related to the City’s homeless population
• Support community events in the downtown/waterfront area • Provide business-friendly environment to attract new tenants/owners • Enhance preservation and upkeep of Hard House
• Create a trail connection from downtown to Black Diamond Mines Update & Progress Report
Goal 6. Support Historic Downtown Revitalization-
Strategies continued
• Provide location-based technology for visitors
• Provide wi-fi and better cell service
• Establish a farmer's market
• Plan upscale waterfront view housing
• Promote walkability
• Update Waldie Plaza
• Create a river walk
Update & Progress Report
Goal 6. Support Historic Downtown Revitalization-
Progress and Update
• Remodeling and updating City Council Chambers
• Engaged in conversation with agencies to attract Blue Technology companies; working with City of Martinez, CCTA, private ferry service • Allocated funding to explore feasibility and implement of measures to help unhoused residents
• Council approved hiring of part-time Unhoused Resident Coordinator • Approved Civic Enhancement Grant for Celebrate Antioch Foundation; supported at least six seasonal events/parades with in-kind services from Police and Public Works
Update & Progress Report
Goal 6. Support Historic Downtown Revitalization
Progress and Update continued
• Drafted a business incentive program that includes a façade improvement program and business improvement grants; underway in 2020
• Approved agreement with local artist to occupy Lynn House and reopen art shows, offer classes and art programs; underway in 2020
• Provided infrastructure improvements to protect windows at the Hard House; ongoing landscape maintenance of the property
• Continued open conversation with East Bay Regional Park District and Contra Costa County regarding future trail development
• Installed small cell tower and new cellular equipment citywide; enhances current coverage with plans to expand
Update & Progress Report
Goal 6. Support Historic Downtown Revitalization-
Progress and Update continued
• Demolish outdated Amtrak structures and create plaza
• Lease Lynn House for art gallery, exhibits and classes • Added wi-fi at the Nick Rodriguez Community Center
• Installed bistro lights in Waldie Plaza; initiated with the new holiday tree and will be active year round
• Completed new public restroom facility at the Marina; grand opening with Veteran’s Day events
• Constructed new landscaping improvements at the Veteran’s Memorial; • Collaborated with Veteran’s organizations to install banners on poles beginning at Memorial; plans to continue south along L Street • Install new Marina restroom facility
Update & Progress Report
Goal 7. Promote Sustainable Development-
Strategies
• Update the General Plan, Zoning Code and Sign Ordinance • Promote infill and transit-oriented development
• Continue to explore options for annexation including the Fairgrounds Update & Progress Report
Goal 7. Promote Sustainable Development-
Progress and Update
• Initiated General Plan Update schedule; begins 2020
• Identified key desires for new General Plan that focus on increasing investment in existing areas, strengthen infill opportunities and grow local jobs
• Approved construction of Wildflower Station Subdivision; close proximity to Highway 4 and Hillcrest BART
• Submitted SB2 Grant designed to study the opportunities for high-density residential infill while balancing need for local job centers Vision and Strategic Plan
2019-2029
FY 19-20 Third Quarter Update & Progress Report

RESOLUTION NO. 2021182

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ANTIOCH

ADOPTION OF THE POLICY GUIDELINES FOR THE CITY' S APPROACH TO

UNHOUSED RESIDENT SERVICES
WHEREAS, the Antioch City Council approved and initiated a Homeless Encampment Ad Hoc Committee that met from April 2019 to April 2020 to identify and recommend solutions to the increase in encampments and the needs of unhoused residents; and
WHEREAS, the City Council allocated funding for immediate needs including mobile showers and toilets, trash disposal, laundry services, motel vouchers, safe parking programs and warming centers; and
WHEREAS, the City contracted Focus Strategies as a consultant to advise regarding effective program services and overall homelessness response system strategies,
WHEREAS, effective homelessness response system strategies are informed by best practices with a lens towards the specific role of cities in crisis response and long- term housing solutions; and
WHEREAS the City hired a part- time Unhoused Resident Services Coordinator to inform and guide execution of the City' s work to address homelessness; and WHEREAS, City staff conducted research and visited several local and peer community programs operating programs to serve the needs of the unhoused population throughout the Bay Area; and
WHEREAS, in February 2021, the Transitional Housing Ad Hoc Committee hosted two public forums to announce the City' s Strategic Framework for Unhoused Resident Services and provide the results of a feasibility study completed at the City's Council's request to explore the development and funding of a non-congregate bridge housing program.; and
WHEREAS, on April 16, 2021, the Transitional Housing Ad Hoc Committee hosted a public forum to review draft Policy Guidelines for the City's Approach to Unhoused Resident Services.

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

1. Adopts the Policy Guidelines for the City' s Approach to Unhoused Resident Services, including strategies, guiding principles and program criteria to inform current and future City investments.

RESOLUTION NO. 2021/ 82
April 27, 2021

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 27thday of April, 2021 by the following vote:

AYES: Council Members District 1 Torres- Walker, District 2 Barbanica, District 3 Ogorchock, Mayor Pro Tem ( District 4) Wilson, and Mayor Thorpe NOES: None
ABSTAIN: None
ABSENT: None
756-?

ELIZABETH HOUSE OLDER
CITY CLERK OF THE. CITY OF ANTIOCH

ATTACHMENT

CITY OF ANTIOCH

POLICY GUIDELINES FOR THE CITY' S APPROACH TO

UNHOUSED RESIDENT SERVICES
Prepared April 16, 2021
I. PURPOSE
The City of Antioch is committed to adopting and implementing strategic, effective responsesto the needs of residentswho are unhoused. Contra CostaCounty's Continuum of Care( CoC) currently provides most of the crisis response and re-housing services for unhoused residents in Antioch and across the region. With the number of unhoused residents continuing to steadily rise, the City of Antioch hasbeen developing its strategy to complement the servicesavailablethrough the CoC and more fully respond to the needs of its residents. The City Council hasadopted these PolicyGuidelines to articulate the City's strategic approach, guiding principles, and criteria to inform current and future investments in servicesfor unhoused residents. The PolicyGuidelines build on over two yearsof conversation and engagement within the City to better understand resident needs and the existing servicelandscape, review potential serviceand re-housing strategy models, and secure funding for adopted approaches.

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

In November 2019, the City Council allocated a portion of the set-aside funding for immediate needs including mobile showers and toilets, trash disposal, laundry services, and 1 motelvouchers. Inaddition,the CityCouncilallocatedfundsto supportpilotsfor safe parking programs and warming centers. The balance of approved funds remains to be allocated, asof the writing of these PolicyGuidelines. Giventhe limited funding availableto respond to the needsof unhoused residents, these PolicyGuidelines serveas aframework for decisionsaroundpendingandfuturefundallocations. Tobe mostimpactfulin reducing homelessness,the City needsto adopt a responsestrategythat shiftsfrom individual initiatives and reactiveresponsestowards coordinated, data- and equity-informed efforts that drive towards long-term housing solutions:this document outlines that strategy.

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

III. CONTEXT
A. Homelessness in Antioch
In partnership with the City, the CoC conducts an annual enumeration' of people experiencing both sheltered and unsheltered homelessness in the region. In 2020, 238 This enumeration process is known as the Point- in-Time Count, or PIT Count, and takes place in January each year. The PIT Count methodology includes a physical counting of people visibly seen to be experiencing homelessness in cars, tents, or other outdoor locations; an inventory of the number of people staying in interim housing programs such as emergency shelter; and a survey of people who are unsheltered to better understand characteristics and needs. 2 people were identified as unsheltered within Antioch. This represents 15% of the people experiencing unsheltered homelessness across Contra Costa County. While year-to- year data hasfluctuated2,the City hasseen an overall upward trend inthe number of residentswho are unhoused over the past five years.

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

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

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

The COVID-19 pandemic hasimpacted housing stability for many residentsaswell asthe availability of services.While an enumeration of people experiencing homelessnesshasnot taken place during the pandemic due to public health concerns, many stakeholderswithin Antioch haveexpressedconcern that the situation hasworsened over the pastyear. In addition to exacerbating need, the pandemic has shifted the landscape of crisis response and emergency housing services. While COREteams are continuing to provide mobile outreach services, for example, transportation assistanceto get to resourcesis no longer available. In addition, congregate emergency shelters have closed, and non- congregate 2Number of people identified through PITCount by year: 238 people in 2020; 226 people in 2019; 350 people in 2018; 137 people in 2017; and 164 people in 2016. 3 programs basedout of motels haveopened to provide shelter to individuals identified as most vulnerable to severe COVID- 19 health impacts.

B. Current City Response
The City's historical approach to responding to homelessnesshasbeen three-pronged:

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

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

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

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

C. Additional Local and Regional Resources
Multiple community- based groups in Antioch currently provide services for their unhoused neighbors. These groups include: Facing Homelessness, an advocacy group that serves meals and provides other basic needs; SHARECommunity and Shower House Ministries that provide mobile or site-based shower access; and Loaves and Fishes and St. Vincent de Paul I
that offer mealsand food access. There are currently no emergency housing programs operating within Antioch.

In nearby communities, families with children can access shelter at Shepherd' s Gate in Brentwood or Love-a-Child in BayPoint: accessto sheltersfor individual adults and young people are extremely limited in EastContra CostaCounty. Contra CostaCounty is currently in the processof opening an EastContra CostaCounty CARECenter( located in a recently acquired Motel 6 in Pittsburg) and interim housing program that will expand serviceaccess for residents from Antioch. Unhoused Antioch residents are also eligible to access services available through the CoC' s Coordinated Entry System (CES). CES is a centralized and coordinated processto prioritize and facilitate linkagesto housing resourcessuchas Rapid Re-housing and PermanentSupportive Housing. Unhoused residentscan accessthese services by visiting one of the Coordinated Assessment, Referral and Engagement( CARE) Centers in Contra CostaCounty, calling 2-1-1, or engaging with a mobile COREteam.

IV. CRITERIA TO INFORM FUTURE STRATEGIES
The City hasidentified the following goals for its homelessnessresponseapproach:

Engage in data- informed planning and investments.

Investin temporary housing and shelter that provide a pathwayto housing.

Participate in and leveragethe Contra CostaCounty homelessnessresponsesystem.

Build partnershipswith Antioch-based community partners and community-based efforts that complement City-funded and regional strategies.

Adopt strategic encampment resolution policies focused on linking unhoused people to shelter, housing and services.

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

Strategies to address the immediate and public health needs of unhoused residents. The goal of these strategies isto keep residentsas safeas possible while continuing to work with them towards housing solutions and/or until adding housing resources are available. This may include services like increased access to showers and toilets for people who are unsheltered, the provision of dumpsters and sharps 5 containers particularly at or near more populated encampment areas, vouchers for laundry services, and/or improved accessto emergency shelter programs. This also may involve review and refinement of the City' s existing approach to encampment responseand/or the role of law enforcement in situationswhere illegal activity is not the primary concern.

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

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

Given limited funding availability, it is important the City investin programs and servicesthat will have maximum impact in reducing homelessness and align with the City' s identified approach to unhoused resident services. As the City considers pending and future investment opportunities, the table below provides a framework of criteria and considerationsfor assessingwhether a program or serviceis likelyto strategicallyfurther the City's efforts. Programsmay not meet all the criteria: however, programs that align with these standards are more likely to achieve the City' s goals for serving unhoused residents.

II
Criteria Considerations
I. Alignment with Best Isthe program low barrier and in alignment with Housing Practice Approaches First practices?
Does the program use a trauma- informed approach to
program design and delivery?
Is the program culturally competent in its design and
delivery?
Does the program advance equity; for example, will it help address racial, ethnic, or other disparities identified among the population of residents who are unhoused?
II. Advancement of What services and approaches does the program use to Housing Solutions help people connect to housing solutions? How does the program promote maximum utilization of
available housing stock in the city?
How effective hasthe program been at helping people exit to positive housing outcomes?
If the program is new or innovative and does not have prior data for reference, how wasthe program designed and what gap(s) does it aim to fill in the community's existing service network?
III. Responsiveness to Does the program advance the City' s goals to alleviate Critical Health and Safety encampment development and/ or the need for Needs abatements?
How effective hasthe program been at helping people who are unhoused improve their health and safety?
Ifthe program is new or innovative and does not have prior data for reference, how wasthe program designed and what gap( s) does it aim to fill in the community' s existing service network?
Ifthe program does not directly or indirectly provide
housing solutions, how is it balanced by other programs in Antioch' s service portfolio that do advance permanent
housing outcomes?
7 Criteria Considerations
IV. Cost Effectiveness In comparison to other program models, how cost effective is the program when looking at permanent housing
outcomes?
If the program requires staffing and/ or infrastructure, is there a long- term sustainable funding source for the program? O Does the program leverage the broader network of services available in Antioch inclusive of mainstream resources and community- based services?
Does the program coordinate with and leverage regional
resources such as the Coordinated Entry System?
The four criteria above also offer an applicable lens for the development and modification of City policies pertaining to the needs and experiences of unhoused residents, such as policies that guide the City' s approach to encampment areas. Policies, funding decisions, and program services are most impactful towards solutions when they are working towards a shared vision and direction. Thus, policy decisions will be reviewed in light of how they utilize best practices; their alignment with the City's approach to trauma- and equity-informed responses to homelessness; the extent to which they advance the City' s goals of advancing housing solutions and responding to critical health and safetyneedsof residents; and whether they are the most resource- effective solution to a challenge.

V. CONCLUSION
The City of Antioch is moving forward in its intent to improve services for unhoused residents and other community members impacted by homelessness. As it does so, it will be important for the City to make policy and investment decisions focused on achieving maximum impact towards advancing housing solutions and reducing homelessness. The criteria in this Policy Guidelines document provide a roadmap for assessing new program or service opportunities through the lens of alignment with best practices, advancement of permanent housing solutions, responsiveness to critical health and safety needs, and cost effectiveness in achieving housing stability for Antioch residents. With all new or expanded efforts, coordination with and leveraging of regional and community- based resources will be critical to maximizing permanent housing connections.
8 1
ATTACHMENT “B”

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

UNHOUSED RESIDENT SERVICES

Prepared April 16, 2021

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Strategic Framework
• Strategies to address the immediate and public health needs of unhoused residents.
• Interim housing and services solutions designed to facilitate the transition into stable housing.
• Permanent housing resources and linkages.
4/21/2021
3 1

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

PLAN FOR THE DEPARTMENT OF PUBLIC SAFETY AND COMMUNITY

RESOURCES TO REDUCE HOMELESSNESS AND INCREASE ACCESS TO

CRITICAL RESOURCES FOR UNHOUSED RESIDENTS

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

2 THIS PAGE IS INTENTIONALLY LEFT BLANK

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

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

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

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

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

3. Increase permanent housing and linkages to permanent housing.

These strategies serve as the framework of this Departmental Plan.

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

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

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

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

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

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

Policy Guideline Goal: Reduce Homelessness In Antioch by:

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

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

3. Increasing permanent housing and linkages to permanent housing.

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

Maintaining temporary housing
and increasing emergency
shelter and permanent housing
opportunities

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

13 APPENDIX A

RESOURCE AND LANDSCAPE ANALYSIS

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

23 APPENDIX B

STAKEHOLDER ENGAGEMENT FINDINGS

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

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

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

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

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

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

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

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

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

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

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

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

25 APPENDIX C

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

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

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

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

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

26 • The next application cycle will open
in 2024.

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

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

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

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

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

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

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

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

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

28 • Applications require a 25% match.

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

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