Agenda — Antioch City Council, October 14, 2025 (part 1 of 3)

AGENDA
Antioch City Council

REGULAR MEETING
Including the Antioch City Council acting as
Housing Successor to the Antioch Development Agency
Date: Tuesday, October 14, 2025
Time: 4:00 P.M. – Closed Session
7:00 P.M. – Regular Meeting
Place: Council Chambers
200 ‘H’ Street
Antioch, CA 94509
City Council meetings are televised live on Comcast channel 24, AT&T U-verse channel 99, or live stream (at www.antiochca.gov). Please see the inside cover for detailed Speaker Rules.

PLEASE TURN OFF CELL PHONES BEFORE ENTERING COUNCIL CHAMBERS.

Ron Bernal, Mayor Michael J. Mandy City Clerk
Louie Rocha, Mayor Pro Tem (District 2) Jorge R. Rojas, City Treasurer Tamisha Torres-Walker, Council Member District 1
Donald P. Freitas, Council Member District 3 Bessie Marie Scott, City Manager Monica E. Wilson, Council Member District 4 Derek Cole, Interim City Attorney ACCESSIBILITY: In accordance with the Americans with Disabilities Act and California law, it is the policy of the City of Antioch to offer its public programs, services and meetings in a manner that is readily accessible to everyone, including individuals with disabilities. If you are a person with a disability and require information or materials in an appropriate alternative format; or if you require any other accommodation, please contact the ADA Coordinator at the number or address below at least 72 hours prior to the meeting or when you desire to receive services. Advance notification within this guideline will enable the City to make reasonable arrangements to ensure accessibility. The City’s ADA Coordinator can be reached @ Phone: (925) 779-6950, and e-mail: [email protected].

ANTIOCH CITY COUNCIL -1- O CTOBER 14, 2025
Notice of Availability of Reports
This agenda is a summary of the actions proposed to be taken by the City Council. For almost every agenda item, materials have been prepared by the City staff for the Council's consideration. These materials include staff reports which explain in detail the item before the Council and the reason for the recommendation. The materials may also include resolutions or ordinances which are proposed to be adopted. Unless otherwise noted, City Council actions include a determination that the California Environmental Quality Act (CEQA) does not apply. The Council meets regularly on the second and fourth Tuesdays of the month at 7:00 p.m., with Closed Sessions often occurring before or after the regular meeting. City Council Agendas, including Staff Reports are posted onto our City’s Website 72 hours before each Council Meeting. To be notified when the agenda packets are posted onto our City’s Website, simply click on this link: Notifications – City of Antioch, California (antiochca.gov) and enter your e-mail address to subscribe. To view the agenda information, click on the following link: City Council – City of Antioch, California (antiochca.gov) . Questions may be directed to the staff member who prepared the staff report, or to the City Clerk's Office, who will refer you to the appropriate person.

N
otice of Opportunity to Address Council
The public has the opportunity to address the City Council on each agenda item. To address the Council, fill out a Speaker Request form and place in the Speaker Card Tray near the City Clerk before the meeting begins. This will enable us to call upon you to speak. Comments regarding matters not on this Agenda may be addressed during the "Public Comments" section. No one may speak more than once on an agenda item or during “Public Comments”. The Speaker Request forms are located at the entrance of the Council Chambers. Please see the Speaker Rules on the inside cover of this Agenda. 4:
00 P.M. ROLL CALL – CLOSED SESSION – for Council Members P

LEDGE OF ALLEGIANCE
P
UBLIC COMMENTS for Closed Session
C
LOSED SESSION:
1) CONFERENCE WITH LABOR NEGOTIATORS – pursuant to California Government Code section 54957.6; City designated representatives: Jason Ewert, Ana Cortez, Human Resources Director, and Bessie Marie Scott, City Manager; Employee organizations: Management Unit, Treatment Plant Employees’ Association, Operating Engineers Local Union No. 3, Confidential Unit, Antioch Police Officers Association, and Antioch Police Sworn Management Association.
2) CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION – pursuant to California Government Code section (Paragraph (1) of subdivision (d) of Section 54956.9): Shimmick Construction Co v. City of Antioch, Contra Costa Superior Court Case No. C25-01690.
3) CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION – pursuant to California Government Code section (Paragraph (1) of subdivision (d) of Section 54956.9): Antioch Adams Warehouse et al. v. Walker (and City of Antioch), Contra Costa Superior Court Case No. MSC 18-02260.

ANTIOCH CITY COUNCIL -2- OCTOBER 14, 2025
CLOSED SESSION – Continued
4) CONFERENCE WITH LEGAL COUNSEL —ANTICIPATED LITIGATION – Significant exposure to litigation pursuant to California Government Code section (Paragraph (2) of subdivision (d) of Section 54956.9: Three potential cases.

ADJO

URN TO CLOSED SESSION
7:00 P.M. ROLL CALL – REGULAR MEETING – for City /City Council Members acting as Housing Successor to the Antioch Development Agency
PL

EDGE OF ALLEGIANCE
CIT

Y ATTORNEY TO REPORT OUT ON CLOSED SESSION
COUNCIL REGULAR AGENDA – C ontinued from September 23, 2025, Council Meeting

1. DISCUSSION ITEM: INPUT ON AMENDMENT TO ORDINANCE NO. 2212 -C-S THAT

CREATED THE ANTIOCH POLICE OVERSIGHT COMMISSION
Rec
ommended Action: It is recommended that the City Council receive a presentation on the background and current ordinance that established the Antioch Police Oversight Commission (APOC), as well as proposed changes staff is considering, and offer additional
recommendations.

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

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

2. PROCLAMATIONS
• Nat
ional Domestic Violence Awareness Month, October 2025
• Filipino American History Month, October 2025
• National Breast Cancer Awareness Month, October 2025
Rec
ommended Action: It is recommended that the City Council approve the proclamations.

ANTIOCH CITY COUNCIL -3- OCTOBER 14, 2025

3. ANNOUNCEMENTS OF CIVIC AND COMMUNITY EVENTS
 6TH ANNUAL FALLOWEEN AND TRUNK-O-TREAT – October 18, 2025 Antioch Water Park, 4701 Lone Tree Way, Antioch, CA
 COMM
UNITY VIOLENCE FORUM – October 15, 2025
Genesis Church, 1800 Woodland Drive, Antioch, CA
 EMPOW
ERMENT AND HEALING WALK – October 31, 2025
Antioch Community Center, 4703 Lone Tree Way, Antioch, CA  ANTIO
CH POLICE DEPARTMENT HALLOWEEN – October 31, 2025
300 L Street, Antioch, CA

4. ANNOUNCEMENTS OF BOARD AND COMMISSION OPENINGS
 BOARD

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

COUNCIL COMMITTEE REPORTS/COMMUNICATIONS
MAYO
R’S COMMENTS

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

A. APPROVA
L OF COUNCIL SPECIAL MEETING MINUTES FOR SEPTEMBER 15, 2025 Recom
mended Action: It is recommended that the City Council approve the Special Meeting Minutes.

B. APPROVA
L OF COUNCIL SPECIAL MEETING MINUTES FOR SEPTEMBER 16, 2025 Recom
mended Action: It is recommended that the City Council approve the Special Meeting Minutes.

ANTIOCH CITY COUNCIL -4- OCTOBER 14, 2025
CONSENT CALENDAR for City /City Council Members acting as Housing Successor to the Antioch Development Agency – Continued

C. APPRO

VAL OF COUNCIL SPECIAL MEETING/CLOSED SESSION MINUTES FOR SEPTEMBER 22, 2025
Rec
ommended Action: It is recommended that the City Council continue the Special Meeting Minutes.

D. AP
PROVAL OF COUNCIL MEETING MINUTES FOR SEPTEMBER 23, 2025 Rec
ommended Action: It is recommended that the City Council continue the Meeting Minutes.

E. AP

PROVAL OF COUNCIL WARRANTS
Rec
ommended Action: It is recommended that the City Council approve the warrants.

F. AP

PROVAL OF HOUSING SUCCESSOR WARRANTS
Rec
ommended Action: It is recommended that the City Council approve the warrants.

G. DEVEL

OPMENT IMPACT FEE STUDY UPDATE CONTRACT
Rec
ommended Action: It is recommended that the City Council adopt a resolution authorizing the City Manager to execute an agreement with Economic & Planning Systems, Inc. (EPS) for a period of one year, for an amount not to exceed $89,287 to assist the City in preparing an updated Development Impact Fee (DIF) Study.

H. CONS

IDERATION OF BIDS FOR THE LIGHT EMITTING DIODE STREETLIGHT CONVERSION (P.W. 700-3)
Rec
ommended Action: It is recommended that the City Council adopt a resolution awarding the construction agreement to the lowest, responsive, and responsible bidder, Bear Electrical Solutions, LLC for the Light Emitting Diode Streetlight Conversion in the amount of $86,325 and authorizing the City Manager or designee to execute the construction agreement in a form approved by the City Attorney.

ANTIOCH CITY COUNCIL -5- OCTOBER 14, 2025
CONSENT CALENDAR for City /City Council Members acting as Housing Successor to the Antioch Development Agency – Continued

I. SU

PPLIES PURCHASE AGREEMENT WITH JAM SERVICES LLP FOR STREETLIGHT FIXTURES AND MATERIALS PURCHASES IN THE AMOUNT OF $201,940.58 R
ecommended Action: It is recommended that the City Council adopt a resolution approving a budget amendment to the Fiscal Year 2025/26 Capital Improvements and Operating Budgets in the amount of $100,000 utilizing Gas Tax funds, rejecting the bids from IKIO LED Lighting and Jonah’s Enterprises Inc. and awarding the supplies purchase agreement to the next lowest, responsive, and responsible bidder, JAM Services LLP for the Light Emitting Diode Streetlight Fixtures and Materials in the amount of $201,940.58 and authoriz ing the City Manager or designee to execute the agreement in a form approved by the City Attorney.

J. F
IRST AMENDMENT TO THE HONEYWELL INTERNATIONAL INC. BUILDING PERFORMANCE SERVICE AGREEMENT IN THE AMOUNT OF $356,749 R
ecommended Action: It is recommended that the City Council adopt a resolution approving the first amendment to the Building Performance Service Agreement with Honeywell International Inc. for the installation of eighteen new heating, ventilation, and air conditioning units and ductwork as part of the Nick Rodriguez Community/Senior Center Roof Replacement P roject in the amount of $356,749 and authorizing the City Manager or designee to execute the first amendment in a form approved by the C ity Attorney.

K. P
URCHASE ORDER WITH THE GARLAND COMPANY, INC. UTILIZING CALIFORNIA MULTIPLE AWARD SCHEDULES COOPERATIVE PURCHASE AGREEMENT #4 -01-56- 006A FOR ROOFING MATERIALS IN THE AMOUNT OF $473,916.96 FOR THE NICK RODRIGUEZ COMMUNITY/SENIOR CENTER ROOF REPLACEMENT PROJECT (P.W. 397-13)
R
ecommended Action: It is recommended that the City Council adopt a resolution approving a purchase order with The Garland Company Inc. utilizing California Multiple Award Schedules cooperative purchase agreement #4- 01-56-006A for the purchase of roofing materials for the Nick Rodriguez Community/Senior Center Roof Replacement in the amount of $473,916.96 and authorizing the City Manager or designee to execute the purchase order in a form approved by the City Attorney.

ANTIOCH CITY COUNCIL -6- OCTOBER 14, 2025
CONSENT CALENDAR for City /City Council Members acting as Housing Successor to the Antioch Development Agency – Continued

L. PURCHA

SE ORDER FOR THE PURCHASE OF EIGHTEEN HEATING, VENTILATION,

AND AIR CONDITIONING UNITS FOR THE NICK RODRIGUEZ COMMUNITY/SENIOR

CENTER ROOFING PROJECT WITH SIGLER COMMERCIAL UTILIZING A

SOURCEWELL COOPERATIVE PURCHASE AGREEMENT IN THE AMOUNT OF $208,251
Rec
ommended Action: It is recommended that the City Council adopt a resolution approving a purchase order for eighteen heating, ventilation, and air conditioning units from Sigler Commercial utilizing a Sourcewell cooperative agreement in the amount of $208,251 for the Nick Rodriguez Community/Senior Center Roof Replacement Project and authorizing the City Manager or designee to execute the purchase order in a form approved by the City Attorney.

M. FO

RMATION OF A COMMUNITY FACILITIES DISTRICT FOR THE COWAN RANCH

RESIDENTIAL PROJECT
Rec
ommended Action: It is recommended that the City Council adopt a resolution:
• Aut
horizing the California Statewide Communities
Development Authority to form a Community Facilities District within the City of Antioch to finance certain public
improvements;
• Em
bodying a Joint Community Facilities Agreement setting
forth the terms and conditions of the Community Facilities District financing;
• Appr
oving an acquisition agreement between the City and the Developer or its assignee; and
• Aut
horizing City staff to cooperate with California Statewide Communities Development Authority and its consultants in connection with the Community Facilities District formation and financing.

ANTIOCH CITY COUNCIL -7- OCTOBER 14, 2025
CONSENT CALENDAR for City /City Council Members acting as Housing Successor to the Antioch Development Agency – Continued

N. APPR

OVE STAND OUT ACHIEVE AND RISE (SOAR) INTERNSHIP SUBAWARD TO RUBICON PROGRAMS ($478,773.66) WITH $150,000 FOR NONPROFIT/CBO HOST SITES
R
ecommended Action: It is recommended that the City Council a dopt a resolution awarding Rubicon Programs funding from the California
Volunteers Youth Job Corps contract through the Office of the Governor and authorizing the City Manager to execute the associated agreements in a form approved by the City Attorney.

O. A
MENDMENT TO THE FISCAL YEAR 2026 CALIFORNIA VIOLENCE INTERVENTION &

PREVENTION (CALVIP) GRANT FUND BUDGET
R
ecommended Action: It is recommended that the City Council adopt a resolution authorizing amendment of the F iscal Year 2026 California Violence Intervention and Prevention (CalVIP) Fund budget to accurately reflect F iscal Year 2026 projected expenditures and grant reimbursements.

P. R
ESOLUTION APPROVING THE PROFESSIONAL SERVICES AGREEMENT WITH K.

ZELENKA CONSULTING TO PROVIDE ORGANIZATIONAL EFFICIENCY IMPLEMENTATION SERVICES IN AN AMOUNT NOT TO EXCEED $245,000 R
ecommended Action: It is recommended that the City Council adopt a resolution approving a Professional Services Agreement with K. Zelenka Consulting to provide organizational efficiency implementation services and other functions in an amount not to exceed $245,000 and authorizing the City Manager to execute the agreement in a form approved by the City Attorney.

Q. W
ARRANTS APPROVAL FROM THE AUGUST 26, 2025, CITY COUNCIL MEETING –

INFORMATION REQUEST OF CITY COUNCIL
R
ecommended Action: It is recommended that the City Council discuss the approval of the Warrants and Housing Successor Warrants presented to the City Council on August 26, 2025, which were not approved during the meeting.

ANTIOCH CITY COUNCIL -8- OCTOBER 14, 2025

PUBLIC HEARING

6. VI
NEYARD CROSSING PROJECT (PD2024-0002)
Rec
ommended Action: It is recommended that the City Council adopt a resolution approving a Vesting Tentative Map for condominium purposes, Design Review and Density Bonus application.

CEQ
A: The project is exempt from the California Environmental Quality Act (CEQA) pursuant to Community Plan Exemption section 15183 of the CEQA Guidelines because the project is consistent with the development density established by the existing zoning and general plan policies.

COUNCIL REGULAR AG ENDA

7. GEO

LOGIC HAZARD ABATEMENT DISTRICTS
Rec
ommended Action: It is recommended that the City Council receive and file this presentation on Geologic Hazard Abatement Districts.

8. L ST
REET PATHWAY TO TRANSIT (P.W. 234-15 AND P.W. 234-16)
Rec
ommended Action: It is recommended that the City Council adopt a resolution approving to split the L Street Pathway to Transit Project into two projects.

9. DIS
CUSSION OF CITY COUNCIL MEETING THAT FALLS ON VETERAN’S DAY HOLIDAY – TUESDAY, NOVEMBER 11, 2025
Rec
ommended Action: It is recommended that the City Council discuss the scheduled City Council meeting that falls on Veteran’s Day this year and provide direction to staff for both November council meetings.

ANTIOCH CITY COUNCIL -9- OCTOBER 14, 2025

PUBLIC COMMENTS
ST

AFF COMMUNICATIONS
COUNCI
L COMMUNICATIONS AND FUTURE AGENDA ITEMS – Council Members report out various activities and any Council Member may place an item for discussion and direction on a future agenda. Timing determined by Mayor and City Manager – no longer than 90 days.

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

1 Agenda Item #

STAFF REPORT TO THE CITY COUNCIL

DATE: Regular Meeting of October 14, 2025

TO: Honorable Mayor and Members of the City Council

SUBMITTED BY: Kevin W. Kundinger, Assistant City Attorney KK

APPROVED BY: Derek Cole, Interim City Attorney DC

SUBJECT: Discussion Item: Input on Amendment to Ordinance No. 2212- C-S that Created the Antioch Police Oversight Commission

RECOMMENDED ACTION
It is recommended that the City Council receive a presentation on the background and current ordinance that established the Antioch Police Oversight Commission (APOC), as well as proposed changes staff is considering, and offer additional recommendations.

FISCAL IMPACT
There is no fiscal impact for this item.

DISCUSSION
In 2020, the City Council directed staff to research and recommend a civilian oversight body for the Antioch Police Department. This led to the adoption of Ordinance No. 2212- C-S in 2022, which established the Antioch Police Oversight Commission. The commission held its first meeting on March 18, 2024.

As part of the City’s ongoing commitment to transparency, accountability, and community trust, staff is reviewing the Antioch Police Oversight Commission ordinance. This effort is being carried out in response to City Council direction and aims to identify opportunities to strengthen the Commission’s structure, clarify its authority, and improve its effectiveness. One of the main goals of this review is to ensure consistency with best practices in civilian oversight and to support compliance with the Memorandum of Agreement between the City of Antioch and the U.S. Department of Justice.

On July 7, 2025, staff sought input from the APOC regarding updates to this ordinance.

APOC’s suggestions were reviewed and consolidated with the suggestions that staff now presents to the City Council. This collaborative effort aims to ensure that any revisions to the ordinance reflect community values, enhance oversight effectiveness, and support the City’s broader goals of transparency, accountability, and continuous improvement.

Antioch City Council Report
October 14, 2025 Agenda Item #1

ATTACHMENTS
A. Ordinance No. 2212-C-S, Antioch Police Oversight Commission B. PowerPoint Staff Presentation

ORDINANCE NO. 2212- C- S

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ANTIOCH ADDING SECTION 5. 109 TO TITLE 2 AND CHAPTER 3 TO TITLE 4 OF

THE ANTIOCH MUNICIPAL CODE CREATING THE ANTIOCH POLICE

OVERSIGHT COMMISSION
WHEREAS, the City Council directed City staff to research and make recommendations to the City Council Police Oversight Standing Committee on the potential formation of an Antioch Police Oversight Commission; WHEREAS, City staff researched (1) police oversight commissions and boards in general law and charter cities; (2) the differences between citizen police oversight commissions in general law cities and charter cities; and ( 3) solutions that can be achieved under each type of government within state and local laws and policies; and WHEREAS, City staff recommends the formation of the Antioch Police Oversight Commission to increase transparency, enhance accountability, foster trust, and strengthen police- community relations in the City.

The City Council of the City of Antioch, California, hereby ordains as follows:

SECTION 1. Recitals.

The above recitals are incorporated as though set forth in this section.

SECTION 2. Adoption.

Section 2-5.109 is hereby added to the Antioch Municipal Code to read as follows:
2- 5. 109 ANTIOCH POLICE OVERSIGHT COMMISSION.

The Antioch Police Oversight Commission (" Police Commission") consists of seven members. The Police Commission has the duties as specified in Chapter 3 of Title 4 of this code.

SECTION 3. Adoption.

Chapter 3 is hereby added to Title 4 of the Antioch Municipal Code to read as follows:

Sections
4- 3. 101 CREATED.
4- 3. 102 PURPOSE.
4- 3. 103 MEMBERSHIP AND APPOINTMENT.
4- 3. 104 TERMS OF OFFICE AND REMOVAL FROM OFFICE.
4- 3. 105 OFFICERS.

Ordinance No. 2212- C- S Page 1 May 24, 2022

ATTACHMENT A
4- 3. 106 MEETINGS.
4- 3. 107 NO COMPENSATION.
4- 3. 108 BUDGET.
4- 3. 109 TRAINING.
4- 3. 110 POWERS AND DUTIES.
4- 3. 111 PUBLIC REPORTS.
4- 3. 101 CREATED.

There is hereby created an Antioch Police Oversight Commission ( hereinafter referred to as the " Police Commission").
4- 3. 102 PURPOSE.

The purpose of the Police Commission is to advise the City Council, City Manager, and Chief of Police on the administration of the Antioch Police Department and on matters of public safety within the City of Antioch to ensure that the Antioch Police Department's policies, practices, and customs conform to national standards of constitutional policing.

The Police Commission shall facilitate community participation and oversight by reviewing and recommending policies, procedures, practices, and programs designed to result in community policing that is effective, responsive, and sensitive to the diverse needs of the residents of the City.

The Police Commission shall promote and encourage open communication and cooperation between the Antioch Police Department and residents of the City, recognizing that policing the City of Antioch is a shared responsibility.

The Police Commission shall develop, review, and make policy recommendations aimed at informing the community of its rights and responsibilities when interacting with police officers.
4- 3. 103 MEMBERSHIP AND APPOINTMENT.

A) The Police Commission shall consist of seven (7) voting members appointed by the Mayor and confirmed by the City Council.

B) All votingmembersof the PoliceCommissionshallbe residentsof the City of Antioch.

C) The Mayor and the City Council shall strive to appoint and confirm at least:
a) one ( 1) representative from each of the four ( 4) councilmember voting districts of the City;
Ordinance No. 2212- C- S Page 2 May 24, 2022
b) one ( 1) representative of the Antioch faith-based community; c) one (1) representative of the Antioch business community; and d) one ( 1) employee or student of the Antioch Unified School District.

D) No one shall be excluded from the Police Commission because he or she has a criminal record.

E) The following shall not be eligible to serve as a Police Commissioner:
a) current sworn police officer or his/ her spouse; b) current City employee or his/ her spouse;
c) former Department sworn employee or his/ her spouse; or d) current or former employee, official, or representative of an employee association representing sworn police officers or his/ her spouse.

F) Commissioners shall not be issued and shall not display, wear, or carry badges that so resemble a peace officer's badge that an ordinary reasonable person would believe that Commissioners have the authority of a peace officer. 4- 3. 104 TERMS OF OFFICE AND REMOVAL FROM OFFICE.

A) The terms of office for all members of the Police Commission shall be three years, but the terms of not more than three (3) members shall expire in any one year.

Therefore, when the initial seven ( 7) members are selected, two ( 2) commissioners shall be appointed to serve an initial one- year term, two ( 2) commissioners shall be appointed to serve an initial two- year term, and the remaining three ( 3) shall serve an initial three- year term. No members shall serve for more than two consecutive full terms. For this purpose, the initial one-year and two-year terms in this paragraph shall be considered full terms. The expiration date of all terms shall be November 30, but each member shall serve until his or her successor is duly appointed and qualified.

B) A member may resign before the expiration of his or her term with written notification to the chairperson of the Police Commission and the Mayor.

C) Members of the Police Commission shall serve at the pleasure of the City Council and may be removed from office by a majority vote of the Council.

D) The Police Commission may recommend to the City Council that a member be removed for reasons including but not limited to:
a) misuse of position as a Police Commission member; Ordinance No. 2212- C- S Page 3 May 24, 2022
b) misuse of police- issued documents;
c) misconduct that impedes the member' s ability to serve as an effective and impartial Police Commission member;
d) unexcused absences from at least three meetings in a one- year span of time;
e) violation of the Code of Ethics of the National Association for Civilian Oversight of Law Enforcement ( NACOLE); or
f) conflict of interest.

E) Upon receipt of notification of resignation or a Council vote of removal, the position shall be considered vacant and eligible for the Mayor to nominate a replacement commissioner for appointment with confirmation by the City Council. The replacement commissioner shall serve for the remainder of the term and be eligible for reappointment for one additional term.
4- 3. 105 OFFICERS.

During January of each year, the Police Commission shall elect one of its members as chairperson and one as vice- chairperson who shall each hold office for one ( 1) year or until their respective successors are elected. After all Police Commission members have been appointed and confirmed, officers shall be elected no later than the second meeting of the Police Commission. No officer shall be eligible to serve more than two consecutive terms in the same office.
4- 3. 106 MEETINGS.

A) The Police Commission shall hold its first meeting within thirty days after all of its members have been appointed and confirmed. At the first meeting, the Police Commission shall set the time and date of regularly scheduled meetings, which shall occur at least twice each month, except during the months of July and December when regular meetings shall occur once per month. Regular meetings of the Police Commission shall be held at Antioch City Hall except for meetings held under section 4-

3. 060( B). The Police Commission shall notify the public of the time and place of its meetings and provide time for public comment at each meeting in compliance with the Brown Act.

B) At least two meetings of the Police Commission each year shall be held at locations within the City of Antioch other than City Hall for the purpose increasing community engagement with the Police Commission. The Police Commission shall make a good faith effort to hold these meetings at public schools, youth centers, or community- based organizations within the City of Antioch.

Ordinance No. 2212- C- S Page 4 May 24, 2022
C) All Police Commission meetings are subject to the Brown Act.

D) In the interestof upholdingand modelinga positiverelationshipbetween the citizens of Antioch and the Antioch Police Department, the Antioch Chief of Police, or his or her designee, shall attend the beginning of all public meetings of the Police Commission and, as the first order of new business, be placed on the agenda to comment or report on any matters under consideration by the Police Commission. 4- 3. 107 NO COMPENSATION.

Members of the Police Commission shall serve without compensation. However, the City Councilmay authorizethe reimbursementof reasonableexpensesincurredby the members in the performance of their duties.
4- 3. 108 BUDGET.

The City shall providethe PoliceCommissionwith fundingfor generaloperating expenses, training, and continuing education for all Police Commissioners. 4- 3. 109 TRAINING.

The City shall provideappropriatefundingfor introductorytrainingof new Police Commission members as well as continuing education for all members. Training shall cover all of the following, but not be limited to:

A) The ordinance establishing the Police Commission; B) National standards of constitutional policing;
C) Department operations, policies, procedures, practices, and programs; D) Laws governinglocal public recordsand public meetings, confidentiality, police officer rights, arrestee rights, and excessive force; and E) Police policies, practices, and procedures around stops, arrests, use of force, detention, large-scale protests, and marginalized communities. 4- 3. 110 POWERS AND DUTIES.

To effectuate its purpose, the Police Commission shall, in compliance with the California Public Records Act ( Gov. Code, §§ 6250 et seq.), Penal Code Sections 832. 7 and 832. 8; California Public Safety Officers Procedural Bill of Rights Act ( Gov. Code, §§ 3300 et seq.), Government Code section 38630, Government Code section 37104, Penal Code section 832. 7, and all other applicable state and federal law:

Ordinance No. 2212- C- S Page 5 May 24, 2022
A) Propose changes, at its discretion or upon receiving direction from the City Council, including modifications to the Police Department's proposed changes, to any policies or procedures of the Police Department that govern First Amendment assemblies, use of force, use of canines, use of de- escalation techniques on civilians, hate crimes, or biased-based policing including profiling based on any of the protected characteristics identified by federal, state, or local law. All such proposed changes and modifications shall be submitted to the City Council for approval or rejection.

B) Recommend City Council approval or rejection of the Police Department's proposed changes to all policies and procedures of the Police Department that govern First Amendment assemblies, use of force, use of canines, use of de- escalation techniques with civilians, hate crimes, or biased- based policing including profiling based on any of the protected characteristics identified by federal, state, or local law. a) If the Police Commission recommends rejection of the proposed policy, the Police Department's proposed changes, notice of the Commission's rejection, and the reasons for rejection, together with the Police Department' s proposed changes, shall be submitted to the City Council for review.
b) If the Police Commission recommends approval of the Police Department's policy, the Police Department's proposed changes will proceed directly to the City Council for review.
c) If the Police Commission does not approve or reject the Police Department' s proposed changes within sixty ( 60) days of the Police Department' s submission of the proposed changes to the Police Commission, the Police Department's proposed changes will proceed directly to the City Council for review.

C) Review and comment on, at its discretion, any other policies, procedures, customs, and general orders of the Police Department. All such comments shall be submitted to the Chief of Police, the City Manager, and the City Attorney. The Chief of Police shall provide a written response to the Police Commission upon request.

D) Review the City Council' s proposed budget advise whether budgetary allocations for the Police Department are aligned with the Police Department' s policies and procedures. The Police Commission shall conduct at least one public hearing on the Police Department budget per budget cycle and shall forward to the City Council any recommendations for change.

E) Require the Chief of Police to submit an annual report to the Police Commission regarding such matters as the Police Commission shall require.

F) Report at least once a year to the Mayor, the City Council, and to the public to the extent permissible by law, the information contained in the Chiefs report in addition to such other matters as are relevant to the functions and duties of the Police Commission.

Ordinance No. 2212- C- S Page 6 May 24, 2022
G) Receive reports from the Police Department on publicly disclosable information concerning the status of civilian complaints. Develop a program for the mediationof civiliancomplaints, incoordinationwiththe Chiefof Police, theCityManager, and the City Attorney.

H) Study, develop, and recommendcommunitypolicingandalternativecrime- preventionpoliciesandstrategiesto the Chiefof Police, CityManager, CityAttorney, and City Council; assess and make recommendations regarding the role of social services in public safety, including but not limited to those related to mental health, alcohol and substance abuse, homelessness, juvenile justice, and education.

I) Develop and recommend, in conjunction with the Chief of Police and the City Manager, educational programs regarding policing in Antioch and community outreach events, such as town hall meetings, forums to communicate information about neighborhoodwatchprograms, andeventsdesignedto encouragesafetyandemergency preparedness.

J) Request and review data from public records of the Antioch Police Departmentasneededto effectuatethePoliceCommission's powersanddutiesincluding data regarding police use of force; demographics of individuals stopped, searched, or arrested; demographics of Antioch Police Department officers and staff; and officer training and qualifications.
4- 3. 111 PUBLIC REPORTS.

A) The Police Commission shall draft and issue public reports regarding the issues described in section 4- 3. 100. An annual report may be in the form of an update froma previousyear's report. ThePoliceCommissionmayissueadditionalpublicreports as it deems appropriate.

B) The Police Commission shall provide annual public reports to City Council, City Manager, and City Attorney on the Police Department's progress on Police Commission recommendations and other updates relevant to the mission of the Police Commission.

C) All public reports shall omit or redact any confidential or privileged information as defined by State law.

SECTION 4. CEQA.

The adoption of this Ordinance is exempt from the provisions of the California Environmental Quality Act (" CEQA") pursuant to CEQA Guidelines Section 15061( b)( 3), which provides that CEQA only applies to projects which have the potential for causing a significant effect on the environment. Where it can be determined that the proposed project will not have a significant adverse effect on the environment, the project is not subject to CEQA. This Ordinance authorizes the City Council to create an Antioch Police Ordinance No. 2212- C- S Page 7 May 24, 2022
Oversight Commission and does not propose nor authorize any action or specific project that would have the potential to cause a significant adverse effect on the environment.

SECTION 5. Severability.

Should any provision of this Ordinance, or its application to any person or circumstance, be determined by a court of competent jurisdiction to be unlawful, unenforceable, or otherwise void, that determination shall have no effect on any other provision of this Ordinance or the application of this Ordinance to any other person or circumstance and, to that end, the provisions hereof are severable.

SECTION 6. Publication; Effective Date.

This Ordinance shall take effect and be enforced within thirty ( 30) days from and after the date of its adoption by the City Council at a second reading and shall be posted and published in accordance with the California Government Code.

I HEREBY CERTIFY that the foregoing ordinance was introduced at a regular meeting of the City Council of the City of Antioch held on the 10th day of May, 2022 and passed and adopted at a regular meeting thereof held on the 24th day of May, 2022, by the following vote:

AYES: Council Members District 1 Torres- Walker, District 4 Wilson, and Mayor Thorpe
NOES: Council Member District 3 Ogorchock
ABSTAIN: None
ABSENT: Mayor Pro Tern ( District 2) BarbanIca
0 . PILAMAR A. THORPE

MAYOR OF THE CITY OF ANTIOCH
ATTEST:
lAh—t• —) /11-4/ 1.-,f',& 32---
1•

ELIZABETH HOUSEHOLDER

CITY CLERK OF THE CITY OF ANTIOCH
Ordinance No. 2212- C- S Page 8 May 24; 2022

ANTIOCH POLICE

OVERSIGHT

COMMISSION
(APOC) ORDINANCE

ATTACHMENT B

INTRODUCTION
This presentation offers background on the formation of the APOC and highlights staff’s proposed amendments to the ordinance for discussion. It also requests input from the City Council and invites any additional changes members may want to suggest.

BACKGROUND
In 2020, the City Council directed staff to research and recommend the establishment of a civilian oversight body for the Antioch Police Department. This led to the adoption of Ordinance No. 2212-C-S in 2022, which established the Antioch Police Oversight Commission. The commission held its first meeting on March 18, 2024.

PURPOSE
The Police Commission shall facilitate community engagement and oversight by conducting community outreach, reviewing and recommending policies, procedures, practices, and programs designed to result in community policing that is effective, responsive, and sensitive to the diverse needs of the residents of the City.

PURPOSE CONTINUED
The Police Commission shall promote and encourage open
communication and cooperation between the Antioch Police Department and residents of the City, recognizing that policing the City of Antioch is a shared responsibility.

The Police Commission shall develop, review, and make policy recommendations aimed at informing the community of its rights and responsibilities when interacting with police officers.

SUGGESTED AMENDMENTS
4-3.103 MEMBERSHIP AND

APPOINTMENT
(A) – add according to Municipal Code 2-5.201, and
that the Chair, Mayor, and City Manager shall interview The applicants make a recommendation to the City Council 2-5.201 Add a background process
Applicants aged 18 and older must complete the same background checks and fingerprinting required of city employees as a condition of appointment. This includes information from personal interviews and social media reviews, which will be considered during the selection process. Once appointed, members will be sworn in by the City Clerk or an authorized member of the Clerk’s Office.

SUGGESTED AMENDMENTS
4-3.103 MEMBERSHIP AND

APPOINTMENT
Edit:
(C) – The Mayor and City Council shall strive to appoint and confirm members to the Commission with the intent of ensuring meaningful representation from individuals with diverse backgrounds and perspectives. While not required to include representation from each category listed below, and recognizing that some individuals may reflect more than one category, the following are important Factors to consider when making appointments:
(E) Delete subsections (1), (3), and (4)
2-5.201

SUGGESTED AMENDMENTS
4-3.104 TERMS OF OFFICE AND

REMOVAL FROM OFFICE
Edit:
(D) – Add the City Manager, Mayor, or any member of the City Council has the authority to make the recommendation.
(4) – Delete word “unexcused.”
(5) – Change to violation of the APOC Rules of Decorum
and conduct policy.

SUGGESTED AMENDMENTS
4-3.106 MEETINGS
Edit:
(A) – Change to at least once each month and delete
July and December language. APOC would have the authority to hold additional meetings by majority vote.

SUGGESTED AMENDMENTS
4-3.108 BUDGET
Edit:

Include a sentence that the funding will be incorporated into the City Manager’s budget, with the specific allocation amount determined during each budget cycle.

SUGGESTED AMENDMENTS
4-3.109 TRAINING
Edit:

Add a requirement that each Commissioner complete a
police ride-along within the first 30 days of appointment and participate in at least two ride-alongs annually.

Additionally, Commissioners must complete use-of-force simulator training within 90 days of appointment and annually thereafter.

Commissioners are also required to complete all training outlined in the APOC Training Plan.

Add a requirement that all training requests requiring city funding must be pre-authorized by the City Manager.ents

SUGGESTED AMENDMENTS
4-3.110 POWERS AND DUTIES
Policies under APOC’s authority include those related to:
(A) Add “Personnel Complaints” to list of policies

SUGGESTED AMENDMENTS
4-3.110 POWERS AND DUTIES
Edit:
(B)Work with the City Attorney to clarify the process for recommending changes to the specified policies. If APOC and the department agrees on the proposed changes,
the Police Chief shall amend the policy accordingly. If APOC and the Department disagree, the proposed changes shall be
forwarded to the City Council for final approval or rejection.

Nothing in this section restricts the City Council from independently initiating or inquiring about policy changes outside the scope of APOC's authority.

SUGGESTED AMENDMENTS
4-3.110 POWERS AND DUTIES
(D) – Discussion of the requirement for APOC to review the proposed budget and conduct at least one public hearing.

SUGGESTED AMENDMENTS

ADDITION
Temporary pause of APOC
The City Council has the authority to temporarily pause APOC.

Such action may only be approved by a majority vote of the City Council and will be based on factors including, but not limited to, the Commission’s effectiveness, compliance with legal obligations, budget constraints, or shifts in city priorities. The temporary suspension cannot exceed three months within a rolling 12-month period.

APOC does not have the authority to pause, without City Council Authorization.

QUESTIONS

NATIONAL DOMESTIC VIOLENCE AWARENESS MONTH
OCTOBER 2025
WHEREAS, October is annually recognized as National Domestic Violence Awareness Month; WHEREAS, there is a need to provide education, awareness and understanding of domestic violence and its causes;
WHEREAS, domestic violence programs in California provide essential, lifesaving services for survivors, their children, and communities; WHEREAS, domestic violence affects people of all genders, sexual orientations, ages, racial, ethnic, cultural, social, religious, and economic groups in the United States and here in Antioch, California;
WHEREAS, the marginalization of certain groups in society, including undocumented individuals, transgender individuals, and people living with disabilities, increases their vulnerability to domestic violence;
WHEREAS, children exposed to domestic violence can experience long-term consequences including difficulty at school, substance abuse, behavioral problems in adolescence, and serious adult health problems;
WHEREAS, domestic violence is the third leading cause of homelessness among families in the United States;
WHEREAS, all communities deserve access to culturally responsive prevention programs and initiatives to improve overall community health and safety by challenging the societal norms that perpetuate violence; WHEREAS, recognizing the need to understand the complexity of violence as perpetuated within communities and against communities, and the fear of many survivors to report to law enforcement; and WHEREAS, the City of Antioch’s Public Safety and Community Resources Department will host its third Domestic Violence Awareness Event on October 25, 2025.

NOW, THEREFORE, I, RON BERNAL, Mayor of the City of Antioch, hereby proclaim the month of October 2025, and each following October, to be “Domestic Violence Awareness Month” in the City of Antioch.

OCTOBER 14, 2025
__________________________________________
RON BERNAL, Mayor

2.01 10-14-25

FILIPINO AMERICAN HISTORY MONTH
October 2025

WHEREAS, October 1992 was the first time Filipino American History Month was celebrated in the United States. In 2009, U.S. Congress declared October as Filipino American History Month, and in 2015, President Obama celebrated the first Filipino American History Month at the White House;

WHEREAS, understanding the history of Filipino people in the United States is an important part of celebrating Filipino American History Month;

WHEREAS, the first recorded presence of Filipinos in the continental United States occurred on October 18, 1587, when “Luzones Indios” came ashore from the Spanish galleon Nuestra Senora de Esperanza and landed at what is now Morro Bay, California;

WHEREAS, Filipino Americans are the second largest Asian American group in the nation and the third largest ethnic group in California;

WHEREAS, Filipino American History Month is an opportunity to highlight the economic, cultural, social, and other notable contributions Filipino Americans have made in countless ways toward the development of United States history;

WHEREAS, the contributions of Filipino Americans have enhanced the freedom and prosperity America continues to enjoy today;

WHEREAS, the customs and traditions of Filipino Americans are respected and celebrated as part of the rich history of our city, state, and nation; and

WHEREAS, the late Peter Aquino Aduja of Hawaii became the first Filipino American elected to public office and the late Thelma Garcia Buchholdt of Alaska became the first Filipina American elected to a legislature in the United States, respectively, inspiring fellow Filipino Americans to pursue public service in politics and government.

NOW, THEREFORE, I, RON BERNAL, Mayor of the City of Antioch, hereby proclaim that October 2025 is “Filipino American History Month” in the City of Antioch.

OCTOBER 14, 2025

__________________________________________
RON BERNAL, Mayor 2.02
10-14-25

NATIONAL BREAST CANCER AWARENESS MONTH
October 2025

WHEREAS, October is nationally recognized as Breast Cancer Awareness Month and aims to raise awareness and to educate about breast health and breast cancer, which is a leading cause of death in women in the United States;

WHEREAS, October is also the month that recognizes the many survivors, those living with metastatic breast cancer, their supporters and loved ones, and honors those lives lost to the disease;

WHEREAS, the history of Breast Cancer Awareness Month began in 1985 as a week-long awareness campaign by the American Cancer Society and it eventually extended to a month-long event, and the pink ribbon came into play in 1992;

WHEREAS, the month of October aims to promote screening and reduce the risk of the disease, which affects 2.3 million women worldwide. For these women, the impact of breast cancer extends well beyond the single month of awareness;

WHEREAS, breast cancer affects men too. In 2021, October 17 to October 23 was designated as “Men’s Breast Cancer Awareness Week”. According to the American Cancer Society, about 2,800 men in the U.S. will be diagnosed with breast cancer in 2025. But lack of awareness and stigma can be barriers to detection and care in men, trans men,
and non-binary people; and

WHEREAS, this October, we want to make Breast Cancer Awareness Month more than just about awareness. This October, we encourage more involvement to get screened and take action since early detection of breast cancer is often key to successful outcome.

NOW, THEREFORE, I, RON BERNAL, Mayor of the City of Antioch, hereby proclaim that October 2025 is “Breast Cancer Awareness Month”.

OCTOBER 14, 2025

__________________________________________
RON BERNAL, Mayor 2.03
10-14-25

FALLOWEENFALLOWEEN
OCTOBER 18TH
SATURDAY 2 PM - 6 PM
OCTOBER 18TH
SATURDAY 2 PM - 6 PM
ANTIOCH WATER PARK’SANTIOCH WATER PARK’S
6TH ANNUAL
for tickets visit
antiochwaterpark.com
for tickets visit
antiochwaterpark.com

YOU WILL FIND GAMES, INFLATABLE

ACTIVITIES, PUMPKIN CARVING, COSTUME

CONTESTS, PUMPKIN PATCH, SWIMMING,
FACE PAINTING, AND SO MUCH MORE!
Tickets
$9 pre-sale
$13 DAY OF
Tickets
$9 pre-sale
$13 DAY OF
C o m m u n i t y
V i o l e n c e
F o r u m
Share your personal perspecitves oncommunity violence and safety.

O c t o b e r 1 5
W e d n e s d a y
6 : 0 0 - 8 : 0 0 P M
F o r m o r e i n f o r m a t i o n :
( 9 2 5 ) 7 7 9 - 7 0 8 2
G e n e s i s C h u r c h
1 8 0 0 W o o d l a n d D r i v e
A n t i o c h , C A
If you live, work, or study in Antioch and are 18+, come shareyour story and ideas for a safer city.

H O S T E D B Y T H E C I T Y O F A N T I O C H ’ S P U B L I C S A F E T Y A N D C O M M U N I T Y R E S O U R C E S D E P A R T M E N T A N D E V I D E N T C H A N G E ( A N O N P R O F I T R E S E A R C H O R G A N I Z A T I O N ) .

L i g h t d i n n e r a n d $ 2 5 g i f t c a r d
p r o v i d e d ( w i t h r e g i s t r a t i o n &
a t t e n d a n c e ) .

Z o o m o p t i o n a v a i l a b l e

REGISTER HERE
https://form.jotform.com/252606632711048
F o r o s o b r e
V i o l e n c i a e n l a
C o m u n i d a d
Comparte tus perspectivas personales sobre laviolencia y la seguridad en la comunidad.

O c t u b r e 1 5
M i e r c o l e s
6 : 0 0 - 8 : 0 0 P M
P a r a m a s i n f o r m a c i o n :
( 9 2 5 ) 7 7 9 - 7 0 8 2
Regístrate Aqui
Si usted vive, trabaja o estudia en Antioch y tiene 18 años o más, loinvitamos a compartir su historia e ideas para una ciudad más segura.

S e o f r e c e r á u n a c e n a l i g e r a y
u n a t a r j e t a d e r e g a l o d e $ 2 5
( c o n r e g i s t r o y a s i s t e n c i a ) .

D e s p o n i b l e e n Z o o m
O R G A N I Z A D O P O R E L D E P A R T A M E N T O D E S E G U R I D A D P Ú B L I C A Y R E C U R S O S C O M U N I T A R I O S D E L A C I U D A D D E A N T I O C H Y E V I D E N T C H A N G E ( U N A O R G A N I Z A C I Ó N S I N F I N E S D E L U C R O D E I N V E S T I G A C I Ó N ) .

G e n e s i s C h u r c h
1 8 0 0 W o o d l a n d D r i v e
A n t i o c h , C A
https://form.jotform.com/252606632711048
A l t a r
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F R E E
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5 - 7 p m
W a n t t o b e a v e n d o r f o r t h is e v e n t ? co n ta ct.th e b a ck y a rd m o v e m e n t.co m
C o n ta ct B a ck y a rd M o v e m e n t fo r m o re in fo . 3 P M - 7 P M
N i c k
R o d r i g u e z
C e n t e r
N o v . 1 s t
2 0 2 5
Live Performances | Mariachi | Altars | Food | Vendors
S c a n to R e g is te r
A n t i o c h C a . G o v /
D i a - d e - l o s - M u e r t o s
V i s i t o u r w e b s i t e f o r
m o r e i n f o r m a t i o n
L a C a t r i n a C o n t e s t
5 : 3 0 P M o n M a i n S t a g e
M u s t h a v e p a i n t e d f a c e ( N o M a s k s ) N o s t r e e t c l o t h e s a t t i r e
D e s i g n i n g C a t r i n a d r e s s e n c o u r a g e d C O N T E S T R U L E S :
*P r e - r e g is te r o r S ig n U p D a y - O f
R e g i s t e r Y o u r A l t a r S p a c e N o w

¿ Q u ie r e s s e r v e n d e d o r ( a ) e n e s t e e v e n t o ?
co n ta ct.th e b a ck y a rd m o v e m e n t.co m
Contacta a Backyard Movement para más información.
3 P M - 7 P M
N i c k
R o d r i g u e z
C e n t e r
1 N o v .
2 0 2 5
A c t u a c i o n e s e n v i v o | M a r i a c h i | A l t a r e s | C o m i d a | V e n d e d o r e s Escanea para registrarte
A n t i o c h C a . G o v /
D i a - d e - l o s - M u e r t o s
V i s i t a n u e s t r o s i t i o w e b
p a r a m á s i n f o r m a c i ó n
C o n c u r s o d e C a t r i n a s
E n e l e s c e n a r i o p r i n c i p a l a l a s 5 : 5 0 p m Debe tener el rostro pintado (NO se perminten mascaras) No se permite ropa de la calle
Se recomienda diseñar un vestido de Catrina
R E G L A S D E L C O N C U R S O :

Pre-regístrate o inscríbete el m ism o día
T a l l e r d e
A l t a r e s
GRATIS
Mié.,8 de Oct
5 - 7 p m
¡ R e g i s t r a t u e s p a c i o d e a l t a r a h o r a !

E M P O W E R M E N T &E M P O W E R M E N T &
Lace up your sneakers and walk with us forour 3rd Annual Empowerment & HealingWalk, a powerful way to honor survivors,raise awareness, and support a future free from domestic violence.

C H E C K I N S T A R T S A T 7 : 3 0 A M

S A T U R D A Y ,S A T U R D A Y ,
O C T O B E R 2 5
T H
O C T O B E R 2 5
T H
JOIN US FOR OUR 3ANNUAL
RDJOIN US FOR OUR 3ANNUAL
RD
R E G I S T E R T O D A Y :

F O R M O R E I N F O R M A T I O N : ( 9 2 5 ) 7 7 9 - 7 0 8 2 V I P @ A N T I O C H C A . G O V
F O R M O R E I N F O R M A T I O N : ( 9 2 5 ) 7 7 9 - 7 0 8 2 V I P @ A N T I O C H C A . G O V

H E A L I N G W A L K

A N T I O C H C O M M U N I T Y C E N T E R
* L I G H T R E F R E S H M E N T S I N C L U D E D

M A R C H A D E

E M P O D E R A M I E N T O
Y S A N A C I Ó N

M A R C H A D E

E M P O D E R A M I E N T O
Y S A N A C I Ó N
Ponte tus tenis y acompáñanos a nuestra3ª Caminata Anual de Empoderamiento ySanación, una oportunidad especial parahonrar a los sobrevivientes, crearconciencia y apoyar un futuro libre deviolencia doméstica.

S Á B A D O ,S Á B A D O ,
O C T U B R E 2 5O C T U B R E 2 5
A C O M P Á Ñ A N O S E N N U E S T R A
3 ª E D I C I Ó N A N U A L
A C O M P Á Ñ A N O S E N N U E S T R A
3 ª E D I C I Ó N A N U A L

R E G I S T R A T E
H O Y :

A N T I O C H C O M M U N I T Y C E N T E R
E L R E G I S T R O A P A R T I R D E L A S 7 : 3 0 A M P A R A M A S I N F O R M A C I O N : ( 9 2 5 ) 7 7 9 - 7 0 8 2 V I P @ A N T I O C H C A . G O V
P A R A M A S I N F O R M A C I O N : ( 9 2 5 ) 7 7 9 - 7 0 8 2 V I P @ A N T I O C H C A . G O V
* C O M I D A I N C L U D I A

ANTIOCH

CALIFORNIA

OPPORTUNITY LIVES HERE

BOARD / COMMISSION / COMMITTEE

VACANCY ANNOUNCEMENTS
The City of Antioch encourages residents to become involved in their local community.

One way to do so is to serve on one of the
various Boards, Commissions, and Committees. Any interested resident is invited to apply for the following vacancies by 5:00 p.m., on
the date listed below:

FRIDAY, OCTOBER 31, 2025
► ANTIOCH POLICE OVERSIGHT COMMISSION
■ One (1) Full Term Vacancy, expiring November 2028
► BOARD OF ADMINISTRATIVE APPEALS
■ Two (2) Full Term Vacancies, expiring March 2028
■ One (1) Alternate Vacancy, expiring December 2025
► PARKS AND RECREATION COMMISSION
■ One (1) Partial Term Vacancy, expiring March 2028
■ One (1) Alternate Vacancy, expiring April 2026
To be considered for the vacancy position( s) listed
above, please fill out an application available
online on the City's website at: https://bit.ly/COA
BC23. Printed applications are also available at
Antioch City Hall,
200 H Street, Antioch, CA.

Please email the completed application to:
cityclerk@antiochca. gov, by the deadline date listed
above. You can also drop off the application (Attn:

City
Clerk), in the water billing drop-off box just
outside of Antioch City Hall.
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VISIT WEBPAGE
Your interest and desire to serve our community can make a difference. #4
Phone: (925) 779-7009
[email protected]
https://bit.ly/COA-BC23

OFFICE OF THE CITY CLERK
n
200 H Street/P.O. Box 5007
Antioch, CA. 94531-5007
AntiochlsOpportunity.com

ANTIOCH POLICE OVERSIGHT COMMISSION
One (1) Full Term, expiring November 2028
Deadline Date: By 5:00 p.m., October 31, 2025
The City of Antioch encourages residents to become involved in their local community .

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

Purpose:

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

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

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

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

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

BOARD OF ADMINISTRATIVE APPEALS
Two (2) Full Term Vacancies, expiring March 2028
One (1) Alternate Vacancy, Two-Year Term
Extended Deadline Date: By 5:00 p.m., October 31, 2025 The City of Antioch encourages residents to become involved in their local community .

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

Purpose:

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

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

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

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

PARKS & RECREATION COMMISSION
One (1) Partial Term, vacancy expiring March 2028
One (1) Alternate Vacancy, expiring April 2026
Deadline Date: By 5:00 p.m., March 1, 2024
The City of Antioch encourages residents to become involved in their local community .

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

Purpose:

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

Co
mmission Seats:
• Seven (7) Commission Members, 4-year terms.

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

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

CITY COUNCIL MEETING
Sp
ecial Meeting September 15, 2025
1:00 P.M. Council Chambers
1:
00 P.M. SPECIAL MEETING/WORKSHOP
May
or Bernal called the Closed Session to order at 1:16 P.M., and Acting City Clerk Cabrera- Brown called the roll.

Pr
esent: Council Members District 3 Freitas, District 4 Wilson, Mayor Pro Tem (District 2) Rocha and Mayor Bernal

Absent: Council Member District 1 Torres-Walker (arrived at 1:40 P.M.) PL

EDGE OF ALLEGIANCE
May
or Bernal led the Pledge of Allegiance.

WO
RKSHOP

1. CIT

Y OF ANTIOCH COUNCIL PRIORITY SETTING AGENDA
May
or Bernal welcomed all attendees and formally opened the meeting.

Tr
acy Miller, TM Consulting, delivered opening remarks, expressing her appreciation for the City Council's dedication to Antioch. She highlighted her role as the facilitator for the Council Priority Setting Study Session, outlined the session's objectives, and established the time par ameters to ensure a productive discussion.

Ci
ty Manager Scott provided an update on the progress of the City’s Vision and Strategic Plan (2019-2029).

Publ
ic Comment
Joy M
otts spoke about the accomplishments of the previous Council and encouraged the current Council to address blight through enhanced Code Enforcement. She also advocated for the development of an event center on the Beede Lumber Yard parcel.

An uni
dentified speaker stated he believed the City had not provided sufficient notice for this meeting. He recommended that the City prioritize housing and homeless services, as well as efforts to eradicate blight.

Er
ica suggested the City Council prioritize and streamline homeless services in Antioch.

Sal
Sbranti encouraged the City Council to prioritize making Antioch a desirable city to live in and to clearly define their mission and values.

Agenda Item #
A

ANTIOCH CITY COUNCIL
Special Meeting
September 15, 2025 Page 2 of 7
Councilmember Torres-Walker arrived at 1:40 P.M.

M
ayor Bernal and Councilmembers Rocha, Freitas, Wilson, and Torres -Walker shared their following list of successes achieved by the City Council.

C
ommunity Events & Engagement
• Downtown restaurants and outdoor dining options
• Community Events - Farmers Market/Artisan Fair, Juneteenth & 4th of July celebrations and monthly community cleanups
• Youth Internship Programs and youth engagement
• Senior citizen engagement
• Support for the Antioch Police Department (APD) community engagement initiatives City Projects & Development
• Expansion of Walmart
• Brackish Water Desalination Plant
• Reassessment and consideration of repurposing city-owned properties • Support for economic development and new revenue streams (Park and Rec proposals) • Infrastructure improvements: See Click Fix, traffic calming measures Public Safety & Law Enforcement
• APD recruitment, diversity initiatives
• Reduction in violent crimes
• Proactive code enforcement of encampments
• Reduction of sideshows
• New Police Chief
• Support for community -based safety initiatives Angelo Quinto Crisis Response Team (AQCRT)
• Improving Antioch Police Oversight Commission processes Government & Budget
• Adopted fiscally responsible budget; held budget study sessions; scheduled quarterly financial reviews
• Increase in property tax
• Consideration of Prop 218 assessments
• Executive staff recruitment
• Lynn House RFQ and Marina RFP
• Board and Commission onboarding process
• Addressing Structural Deficits
Legal & Administrative
• United States Department of Justice (USDOJ) settlement and litigation resolution • Hiring of monitor for USDOJ compliance
• Hiring of Grant Writer
• Supporting re-establishment of Neighborhood and Business Watch programs • Reestablished County relationships

ANTIOCH CITY COUNCIL
Special Meeting
September 15, 2025 Page 3 of 7

Agenda Item #
• Lobbying at State and Federal level

Community & Social Services
• African American Wellness Hub
• Homelessness reduction efforts
• CDBG Housing Successor Funds for vulnerable residents • Stand Down for Veterans
• Partnership with Delta Diablo and Tri Delta
• Support for Opportunity Village
• Full-time CORE Team
• Youth Internships
• Community Forums by District
Transportation & Infrastructure
• Engagement in the Countywide Transportation Plan Subcommittee • AMTRAK Improvements
• Traffic Calming Measures
Other Initiatives
• City’s Economic Development Department reorganization • Community engagement through Public Information Officer (PIO) • Initiatives to improve community health and wellness
• Pursuing Joint Meetings with the Antioch Unified School District (AUSD) • Council Priority Setting
• Cannabis Ordinance Review
• Increasing Private/Public Partnerships

Ms. Miller encouraged Council to celebrate their successes.

City Manager Scott shared the following list of Staff’s successes:

Communication & Public Engagement
• Public Information Officer (PIO) and communication enhancements • Streamlined communication structures
• Live streaming via YouTube
• Chichibu and "Know Your Rights" events
• Successful Youth Internship Programs
Human Resources & Leadership
• Recruitment and promotion of Police Chief and executive positions • HR process streamlining for recruitment
• Strengthening the executive management team
Public Safety & Crime Reduction
• Reduction in crime statistics
• Streamlining citation processes

ANTIOCH CITY COUNCIL
Special Meeting
September 15, 2025 Page 4 of 7

Agenda Item #
Economic & Regional Development
• Recognition through economic development awards
• Building local and regional partnerships

Administrative & Policy Improvements
• Updating records retention policies
• Addressing contract backlog
Consulting & Advocacy
• Engagement of an executive consultant
• Federal and legislative lobbying efforts

Councilmember Freitas identified his top three priorities for the City over the next two years and briefly explained his reasoning.

Financial
• Monthly budget reports
• Review all fees, charges and assessments consider prop 218 election • Review staff’s recommendations regarding revenue generation • Develop a plan of action
Economic Development
• Robust economic development action plan targeting businesses with 25+ employees Communications
• Weekly updates to all Councilmembers
• Develop Master Plan/deadlines/project reports

Councilmember Rocha identified his top three priorities for the City over the next two years and briefly explained his reasoning.

Public Safety
• Fully staff APD to 117 officers by 2027
• Continue working in collaboration with the USDOJ and California Department of Justice (CALDOJ) on police reform initiatives
• Rebuild culture of community policing
Economic and Code Enforcement
• Support local business owners and recruitment of new business opportunities • Support staffing Code Enforcement to address vacant/blighted properties • Review penalties and fines through Code Enforcement
• Build robust Economic Development Program
Housing Support and Community Resources
• Support youth, families, seniors and Veterans in the unhoused community • Proactive housing support and CDBG funding
• Work regionally with the County and State for housing support for the unhoused community

ANTIOCH CITY COUNCIL
Special Meeting
September 15, 2025 Page 5 of 7

Agenda Item #

Councilmember Wilson identified her top three priorities for the City over the next two years and briefly explained her reasoning.

Operations
• Complete operational assessment
Economic Development
• Develop a robust Economic Development plan
Healthy Communities
• Focus on health and wellness of community
• Access to clean air, water, healthy food, trails and open space

Councilmember Torres-Walker identified her top three priorities for the City over the next two years and briefly explained her reasoning.

Economic Development
• Develop an Economic Development Strategic Plan by January 2026 Public Safety
• At least 50% of the CIP traffic calming measures completed by summer 2026 Housing and Homelessness
• At least a 3% increase in public/private partnerships to bring resources to meet the needs of the most vulnerable residents

Mayor Bernal identified his top three priorities for the City over the next two years and briefly explained his reasoning.

Public Safety
• Fully staff APD to 105 by July 1, 2026, and 117 by July 1 2027 • USDOJ Memorandum of Agreement (MOA) regular updates to Council • CALDOJ and other related outstanding litigation concluded Economic Development
• Fully staff and operable C ode Enforcement Division with a proactive enforcement and compliance program focused on vacant and blighted properties (commercial and downtown prioritized)
• Develop an Economic Development incentives package to attract new businesses and developers
Financial
• Adopt a FY-2027 balanced budget not dependent on reserves or the budget stabilization funds that includes a revenue enhancement plan

Ms. Miller announced there was consensus on Economic Development and summarized the priority requests from Council as follows:

ANTIOCH CITY COUNCIL
Special Meeting
September 15, 2025 Page 6 of 7

Agenda Item #
• Develop a robust comprehensive economic plan focusing on 25 employees or more with a focus on business sectors that work well within the City and underutilized areas • Grow revenue
• Fully staff Code Enforcement to attract Economic Development (focus on compliance/blight)
• Increase the General Fund
• Develop incentive packages to attract businesses
• Consideration of a vacant parcel tax - Council to discuss stronger legislation • Consider utilizing the grant writer for Economic Development strategies

Following discussion, Council consensus supported the following:

Economic Development / Code Enforcement Action Items:
• City Manager to provide Council with a Code Enforcement Operational Assessment/Reorganization within a 3 –6-month timeframe with updates to Council in October and November
• City Attorney to review existing Code Enforcement ordinances and comparison with other cities, providing an update to the City Council by the City Council meeting on October 28, 2025.
• City Attorney to email the City Council by the end of this week providing a timeline for building a Commercial Vacancy ordinance
• 1-2 Year Economic Development Action Plan: draft by end of January 2026, with final review by the end of March 2026

Mayor Bernal declared a recess at 3:44
P.M. The meeting reconvened at 3:57 P.M. with all
Councilmembers present with the exception of Councilmember Torres -Walker who arrived at 4:00 P.M.

Ms. Miller summarized the priority requests from Council as follows:

Public Safety
• APD Fully staff – 105 sworn by July 1, 2026, and 117 sworn by July 1, 2027 • CALDOJ and USDOJ – staff to provide updates on progress and prioritize negotiations • Both substations at Sycamore and Prewett Park operational by January 2026 • 10% increase in outside funding (grants and philanthropic partners) to the Department of Public Safety and Community Resources for the violence prevention sector and youth network services
• Youth engagement and input on public safety - by July 2026 • Rebuild culture - more informal interaction between APD and communities negatively impacted
• Development of a community policing program (including walking beats in high crime areas) to implement once adequately staffed
• Work with AUSD to develop after-school/summer programs including food security

ANTIOCH CITY COUNCIL
Special Meeting
September 15, 2025 Page 7 of 7

Agenda Item #
• Rename the Public Safety and Community Resources Department

Following discussion, Council consensus supported the following:

Public Safety Action Items:
• Sycamore and Community Center Substations - report out on timeline by the last October or first November Council meeting
• Quarterly DOJ updates to Council (continue current practice). • Fully staff PD – 105 by July 1, 2026, and 117 by July 1, 2027 – update from APD December 2025
• Youth programs –
a) Develop proactive youth programs (afterschool/food support) in partnership with AUSD and businesses
b) Secure 10% outside funding for youth services through grants/philanthropic partners – future report out by City Manager Scott
c) Increase youth input into Council decisions by July 2026. d) Ensure Safe Space for Youth - prioritize youth engagement and placement on Boards and Commissions (scheduled January/February 2026) • Full Staffing of City Employees (address structural deficits)

Ms. Miller stated she would work with City Manager Scott to schedule the next Priority Setting Meeting to discuss the final Council priority, Housing Support. She thanked Council and staff for holding a productive meeting.

ADJOURNMENT

On motion by Councilmember Wilson, seconded by Councilmember Rocha, the City Council unanimously adjourned the meeting at 4:59
P.M.

Respectfully submitted:

Kitty Eiden
KITTY EIDEN, Minutes Clerk

CITY COUNCIL MEETING
Special Meeting September 16, 2025
7:00 P.M. Council Chambers
6:00 P.M. – SPECIAL MEETING/STUDY SESSION
Mayor Pro Tem Rocha called the Closed Session to order at 6:00 P.M., and Acting City Clerk Garcia called the roll.

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

Absent: Mayor Bernal (arrived at 6:03 P.M.)

PLEDGE OF ALLEGIANCE
Mayor Bernal led the Pledge of Allegiance.

STUDY SESSION
SM-1. CONTINUED STUDY SESSION REGARDING THE POSSIBLE ADOPTION OF AN

INCLUSIONARY HOUSING ORDINANCE (IHO)
Interim Director of Community & Economic Development Storer/ Planning Manager Merideth presented the staff report dated September 16, 2025, recommending the City Council provide direction regarding the IHO and direct staff to prepare a draft ordinance for consideration by the Planning Commission and City Council.

Devin Williams representing a Coalition of Organizations representing Antioch Community Members, Tenants, Workers, Service Providers, Housing Developers, Faith Leaders and Policy Experts, thanked the City Council for holding this Study Session and spoke in support of the IHO. He provided the following policy recommendations: a b ase inclusionary rate of at least 20% units targeted to very low and extremely low-income residents , i n-lieu fee option at an appropriate rate , incentives tied directly to affordabi lity and public benefit and a ffordability in perpetuity.

In response to Councilmember Freitas, Planning Manager Merideth and Interim Director of Community & Economic Development Storer gave an overview of the Metropolitan Transportation Commission (MTC) Policy compliance requirements and explained how they tied into transportation funding.

Interim Director of Community & Economic Development Storer also provided additional information on possible legislation tied to transit centers.

In response to Mayor Bernal, Planning Manager Merideth clarified that MTC guidelines indicated that any policy or ordinances had to apply in all Transit Oriented Community (TOC) areas but B
Agenda Item #

ANTIOCH CITY COUNCIL
Special Meeting
September 16, 2025 Page 2 of 3
jurisdiction.

Interim Director of Community & Economic Development Storer explained that this ordinance would not apply to developments with maps that had been previously approved.

Following discussion, Council requested staff provide the following information:
• Verify if phase 3 of the Richland Development was vested • Housing Element Update Annual Report
• Staffing Analysis from the May 2025 IHO staff report
• In-lieu fees from other jurisdictions
Staff requested direction on the following policy points:

1. Should staff move forward with preparation of an IHO? Council consensus moved discussion of Item 1 until after the remaining items were discussed.

2. Should the IHO apply to rental projects, for-sale projects, or both? Council consensus supported the staff recommendation for both project types.

3. What inclusionary requirement should the IHO include? Council consensus supported a 15% total inclusionary requirement, and this should apply to rental and for-sale projects (this item may be adjusted following further analysis).

4. Should the IHO include specific income category breakdowns – for example 5% VLI, 5% LI, 5% MI – or should the developer be able to choose any affordability or combination of affordabilities? Other breakdowns could be 5% ELI, and 10% VLI or 5% ELI, 5% VLI & 5% LI or 3% ELI, 7% VLI & 5% LI, etc.

Council directed staff to provide an analysis to match the needs of the City.

5. Should rental housing and for sale housing have different inclusionary requirements or the same inclusionary requirements?
Council consensus supported all housing types maintain the same inclusionary requirements.

6. What should the threshold project size be to be included in the IHO? Council consensus supported the MTC TOC Policy stating that an ordinance may exempt projects with fewer than 11 units.

7. Should the units be affordable in perpetuity?
jurisdictions may choose to apply policy beyond the TOC area including the entirety of a

ANTIOCH CITY COUNCIL
Special Meeting
September 16, 2025 Page 3 of 3

8. Should an in-lieu fee option be included as an alternative means? And should other alternative means be included?
Council consensus supported an in-lieu fee option.

9. Should the ordinance encourage on-site construction? If so, then by what means? Council consensus supported encouraging on-site construction by requiring a higher inclusionary ordinance requirement when a developer pays the in-lieu fee.

10. Should there be developer incentives, beyond State Density Bonus Law? If so, by what means?
Council consensus supported waivers and fee deferrals. Staff was directed to provide Council with a list of options.

1. Should staff move forward with preparation of an IHO? Council consensus supported moving forward with preparation of an IHO.

An additional request from the City Council included:
• IH units shall have the same interior finishes
• Provide Council with a copy of the consultant’s contract.

Next Steps
Interim Director of Community & Economic Development Storer announced they would re- engage with the consultant, prepare a draft Ordinance to take to the Planning Commission based on feedback provided this evening and begin the public hearing process.

ADJOURNMENT
On motion by Councilmember Wilson, seconded by Councilmember Rocha, the City Council unanimously adjourned the meeting at 7:22 P.M.

Respectfully submitted:

Kitty Eiden
KITTY EIDEN, Minutes Clerk
Council consensus supported the units be affordable in perpetuity.

C
10-14-25
STAF

F REPORT TO THE CITY COUNCIL
DATE: Regular Meeting of October 14, 2025
TO: Honor
able Mayor and Members of the City Council
SUBMI
TTED BY: Christina Garcia, CMC, Assistant City Clerk
SUBJECT: City Council Meeting Minutes of September 23, 2025

RECOMMENDED ACTION
It is recommended that the City Council continue the Meeting Minutes of September 23, 2025, to the next meeting.

FISCAL IMPACT
None

DISCUSSION
N/A

ATTACHMENT
None.

Cg
D
10-14-25

STAFF REP

ORT TO THE CITY COUNCIL
DATE: Regular
Meeting of October 14, 2025
TO: Honorable May
or and Members of the City Council

SUBMITTE
D BY: Christina Garcia, CMC, Assistant City Clerk
SUBJECT: City Council Special Meeting/Closed Session Minutes of September 22, 2025

RECOMMENDED ACTION
It is recommended that the City Council continue th e Special Meeting/Closed Session Minutes of September 22, 2025, to the next meeting.

FISCAL IMPACT
None

DISCUSSION
N/A

ATTACHMENT
None.

CITY OF

ANTIOCH CALIFORNIA

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
SEPTEMBER 12- OCTOBER 02, 2025
FUND/CHECK#
100 General Fund
Non departmental
00421586 LIFE INSURANCE COMPANY OF NA
00421612 PARS
00421633 STATE OF CALIFORNIA
00421634 STATE OF CALIFORNIA
00421635 SUNRUN INSTALLATION SERVICES, INC.
00421654 ADA ENTERPRISES INC
00421675 COLONIAL LIFE
00421699 EMPLOYEE
00421700 EMPLOYEE
0G421734 MUNICIPAL POOLING AUTHORITY
00421748 RANEY PLANNING & MANAGEMENT INC
00421856 IN SHAPE HEAL TH CLUBS
00421866 LIFE INSURANCE COMPANY OF NA
00421876 OPERATING ENGINEERS LOCAL NO 3
00421881 PARS
00421882 RANEY PLANNING & MANAGEMENT INC
00421893 STATE OF CALIFORNIA
00421894 SUNRUN INSTALLAT ION SERVICES, INC.
00421899 V3 ELECTRIC
00952352 NATIONWIDE RETIREMENT SOLUTIONS
00952361 NATIONWIDE RETIREMENT SOLUTION
00952576 ANTIOCH PD SWORN MGMT ASSOC
00952577 ANTIOCH POLICE OFFICERS ASSOCIATION
00952578 ANTIOCH PUB WORKS EMPLOYEE'S ASSOC
00952588 NATIONWIDE RETIREMENT SOLUTIONS
00952601 NATIONWIDE RETIREMENT SOLUTION
City Council
00421647 VERIZON WIRELESS
City Attorney
00421605 OFFICE DEPOT !NC
00421619 RICHARD D. JONES A PROFESSIONAL LAW
00421638 THOMSON WEST
00421670 CANON FINANCIAL SERVICES
00421673 COLE HUBER LLP
00421702 HANSON BRIDGETT LLP
00421711 JACKSON LEWIS PC
00421739 OFFICE DEPOT INC
00421777 VERIZON WIRELESS
00421819 ATKINSON ANDELSON LOYA RUUD & ROMO
00952374 REDWOOD PUBLIC LAW LLP
City Manager
00421506 THE FOODIE CREW
00421524 BAPTISTA, NICOLE LYNN
00421583 L ROMEROS RENTALS
0G421647 VERIZON WIRELESS
00421670 CANON FINANCIAL SERVICES
00421771 TRACY MILLER CONSULTING INC

PAYROLL

PAYROLL
REFUND

MEMORIAL BENCHES

MONTHLY PREMIUM

REPLACEMENT CHECK

PAYROLL

CONSULTANTS

PAYROLL

CONSULT ANTS

PAYROLL
REFUND
REFUND

PAYROLL

DATA USAGE

OFFICE SUPPLIES

LEGAL SERVICES RENDERED

WESTLAW SUBSCRIPTION

CONTRACT LEASE

LEGAL SERVICES

LEGAL SERVICES RENDERED

OFFICE SUPPLIES

DATA USAGE

LEGAL SERVICES RENDERED

EMPLOYEE APPRECIATION FOOD

EXPENSE REIMBURSEMENT

TENT RENTALS

DATA USAGE

CONTRACT LEASE

CONSUL TING SERVICES

Page 1 ends

Finance Accounting
Prepared by: N. Acevedo
10/9/2025
5,538.55
7,927.75
120.00
623.09

3.60 4,781.00
3,022.74
785.63
341.13
6,492.00
9,499.42
393.98
5,564.26
4,900.00
7,927.06
7,073.75
120.00

11.99 3.76
46,405.81
34,811.77
900.00
23,832.78
2,485.00
46,030.81
34,527.36
210.11

77.45 7,177.42
902.48
140.68
45,383.88
93,233.68
1,610.00

37.08 105.82
1,040.59
1,056.00
8,889.75
128.95
1,492.60

38.01 140.69
9,500.00
E October 14, 2025
SEPTEMBER 12 - OCTOBER 02, 2025

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
FUND/CHECK #
00421777 VERIZON WIRELESS DATA USAGE 197.91
00421808 ALLSTEEL INC OFFICE EQUIPMENT 13,927.69
00421811 AMIRI, JOSEPH PER DIEM 460.00
00421821 BLUETRITON BRANDS INC WATER 89.43
00421845 FACHNER, DANIEL E PER DIEM 460.00
00421863 KENNEDY, SUSAN PER DIEM 460.00
00421896 TAYLOR, PORSHE PER DIEM 460.00
00421901 VIGIL JR, JOSEPH PER DIEM 184.00
00952356 TOWNSEND PUBLIC AFFAIRS INC CONSULTING SERVICES 25,000.00 00952359 WBA CONSULTING & INVESTIGATIONS LLC CONSULTING SERVICES 29,825.00 00952375 SHIELD PROTECTION AND PUBLIC SAFETY SECURITY SERVICES 6,951.41 City Clerk
00421558 EIDEN, KITTY J MINUTES 1,375.00
00421647 VERIZON WIRELESS DATA USAGE 104.98
00421842 EIDEN, KITTY J MINUTES 912.50
00952357 UBEO BUSINESS SERVICES COPIER 2,465.97
City Treasurer
00421590 LOOMIS ARMORED LLC ARMORED CAR PICKUP 350.06
00421647 VERIZON WIRELESS DATA USAGE 52.49
Human Resources
00421510 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 370.61 00421627 SILIEZAR, PAMELA SUZETTE EXPENSE REIMBURSEMENT 32.43 00421669 CALIF DEPARTMENT OF JUSTICE FINGERPRINTS APPS 294.00 00421670 CANON FINANCIAL SERVICES CONTRACT LEASE 278.43 00421705 EMPLOYEE RETIREMENT GIFT 350.00
00421730 MICHELLE M FITZER INC PROFESSIONAL SERVICES 1,550.00 00421855 HIRERIGHT GIS INTERMEDIATE CORP INC BACKGROUND SERVICES 578.84 00952596 UBEO BUSINESS SERVICES COPIER 440.01
Economic Development
00421670 CANON FINANCIAL SERVICES CONTRACT LEASE 140.68 Finance Administration
00421647 VERIZON WIRELESS DATA USAGE 52.49
00421670 CANON FINANCIAL SERVICES CONTRACT LEASE 251.11 00421875 OFFICE DEPOT INC OFFICE SUPPLIES 12.83
Finance Operations
00421747 QUADIENT LEASING USA INC LEASE MAILING SYSTEM 1,403.39 00421875 OFFICE DEPOT INC OFFICE SUPPLIES 19.15
00952591 PITNEY BOWES INC INSERTER LEASE 1,503.49
Non Departmental
00421733 MUNICIPAL POOLING AUTHORITY UNMET LIABILITY DEDUCTIBLE 15,556.24 00421903 WAGEWORKS ADMIN FEE - 09/2025 572.00
Public Works Administration
00421510 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 57.11 00952346 GRAINGER INC SUPPLIES 86.00
Public Works Street Maintenance
00421510 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 24.24 00421575 HOME DEPOT, THE LUMBER 483.37
00421610 PACIFIC GAS AND ELECTRIC CO CHECK REPLACEMENT 3,902.53 00421691 FIRST VANGUARD RENTALS & SALES INC SUPPLIES 581.45 Finance Accounting
Prepared by: N. Acevedo
10/9/2025 October 14, 2025Page 2

CITY OF

ANTI O CH

CALIFORNIA
SEPTEMBER 12 - OCTOBER 02, 2025

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
FUND/CHECK #
00421709 INTERSTATE SALES SUPPLIES 13,481.42
00421725 LOWES COMPANIES INC SUPPLIES 763.89
00421726 MANERI SIGN COMPANY STREET SIGNS 2,852.40
00421753 SHARJO LLC ABATEMENT SERVICES 12,854.64
00421778 VISIONS RECYCLING INC PAINT 1,821.85
00421846 FASTENAL COMPANY SUPPLIES 267.84
00421889 SHARJO LLC ABATEMENT SERVICES 15,383.81
00952346 GRAINGER INC SUPPLIES 299.21
Public Works-Signal/Street Lights
00421609 PACIFIC GAS AND ELECTRIC CO ELECTRIC 256.62
00421662 AT AND T MCI MODEM 639.14
00421817 AT AND T MCI CHECK REPLACEMENT 638.49
00421880 PACIFIC GAS AND ELECTRIC CO ELECTRIC 1,197.08
Public Works-Facilities Maintenance
00421508 ALL STAR RENTS EQUIPMENT RENTAL 121.81
00421509 ALTA FENCE CO FENCE REPAIR 706.00
00421510 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 337.18 00421512 AMERICAN PLUMBING INC PLUMBING SERVICES 4,019.07 00421553 DC ELECTRIC GROUP INC ELECTRICAL SUPPLIES 3,828.00 00421556 DREAM RIDE ELEVATOR ELEVATOR SERVICES 240.00
00421575 HOME DEPOT, THE LUMBER 303.62
00421579 KARLA'S JANITORIAL & SUPPLIERS, LLC CHECK REPLACEMENT 17,244.96 00421591 LOPEZ MNTS SVCS LLC PROFESSIONAL SERVICES 7,919.00 00421609 PACIFIC GAS AND ELECTRIC CO GAS 148.81
00421613 PEPPER INVESTMENTS INC MONTHLY MAINTENANCE 2,120.00 00421620 ROBINS LOCK AND KEY LOCKSMITH SERVICES 225.00
00421662 AT AND T MCI MODEM 92.68
00421664 BAY ALARM COMPANY OCTOBER MAINTENANCE 2,065.49 00421678 CONCORD GLASS INC GLASS 1,251.79
00421706 HONEYWELL INTERNATIONAL INC QUARTERLY MAINTENANCE 13,037.78 00421725 LOWES COMPANIES INC LUMBER 7,367.63
00421762 STERICYCLE INC SHRED IT 101.73
00421777 VERIZON WIRELESS DATA USAGE 104.98
00421817 AT AND T MCI CHECK REPLACEMENT 92.29
00421831 CONCORD GLASS INC GLASS 2,115.19
00421859 JONES FAMILY BEE REMOVAL LLC BEE REMOVAL AND SEAL UP 2,650.00 00421885 ROBINS LOCK AND KEY LOCKSMITH SERVICES 450.00
00952346 GRAINGER INC PARTS 433.55
00952355 STANDARD PLUMBING SUPPLY CO. INC PLUMBING SUPPLIES 229.39 00952377 STANDARD PLUMBING SUPPLY CO. INC PLUMBING SUPPLIES 95.93 00952380 ULINE FACILITY SUPPLIES 2,878.31
00952579 BAY CITIES PYROTECTOR ANNUAL TEST 2,395.00
00952594 STANDARD PLUMBING SUPPLY CO. INC FIRST AID KIT 547.32 Public Works-Parks Maint
00421512 AMERICAN PLUMBING INC PLUMBING SERVICES 1,636.28 00421526 BISHOP CO SUPPLIES 9,311.48
00421564 FURBER SAW INC PARTS 311.65
00421615 PLAYPOWER LT FABRIC SHADE 3,555.66
00421657 AMERICAN PLUMBING INC PLUMBING SERVICES 250.00 Finance Accounting
Prepared by: N. Acevedo
10/9/2025 October 14, 2025Page 3

CITY OF

ANTI O CH

CALIFORNIA
SEPTEMBER 12 - OCTOBER 02, 2025

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
FUND/CHECK #
00421662 AT AND T MCI MODEM 157.05
00421713 JONES FAMILY BEE REMOVAL LLC BEE REMOVAL 1,800.00 00421725 LOWES COMPANIES INC LUMBER 70.45
00421767 TERRACARE ASSOCIATES LANDSCAPE SERVICES 109,608.15 00421772 TRASSIG CORP TRAINING 1,920.00
00421817 AT AND T MCI CHECK REPLACEMENT 156.40
00421860 KAY PARK AND REC CORP PARK GRILLS 2,358.65
00421871 MIRACLE PLAYSYSTEMS INC PLAYGROUND REPAIR 28,467.95 00421885 ROBINS LOCK AND KEY LOCKSMITH SERVICES 225.00
Public Works-Median/General Land
00421609 PACIFIC GAS AND ELECTRIC CO ELECTRIC 48.45
00421617 REDI GRO CORPORATION MULCH 25,911.43
00421651 WESTSIDE LANDSCAPE & CONCRETE INC FIREBREAK MOW AND DISKING 2,697.00 00421660 ARBORICULTURAL SPECIALTIES INC TREE REMOVAL 12,840.00 00421662 AT AND T MCI MODEM 443.27
00421767 TERRACARE ASSOCIATES LANDSCAPE SERVICES 16,656.92 00421813 ANTIOCH ACE HARDWARE TOOLS 38.49
00421814 ARBORICULTURAL SPECIALTIES INC TREE PRUNING 15,840.00 00421817 AT AND T MCI CHECK REPLACEMENT 442.23
00421839 DC ELECTRIC GROUP INC MEDIANS 895.56
00952376 SITEONE LANDSCAPE SUPPLY HOLDING IRRIGATION SUPPLIES 2,969.71 00952593 SITEONE LANDSCAPE SUPPLY HOLDING IRRIGATION PARTS 84.99 PW-Work Alternative-Strt Maint
00421695 FURBER SAW INC PARTS 129.90
Police Administration
00421510 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 4,202.65 00421516 ARROWHEAD 24 HOUR TOWING INC EVIDENCE TOW 4,290.50 00421520 AT AND T MCI MODEM 847.98
00421527 BITTNER, DESMOND D PER DIEM 86.00
00421529 BPS TACTICAL INC. PD VESTS 843.15
00421532 CAMPWAY BED LINER 597.04
00421535 CHANDLER, JOSEPH ANTHONY PER DIEM 430.00
00421537 CLASSY GLASS TINTING VEHICLE TINT 375.00
00421538 CLONINGER, NAHLEEN R PER DIEM 430.00
00421540 CODE 3 WEAR PUBLIC SFTY OUTFITTERS PD UNIFORMS 5,449.02 00421544 CONCORD UNIFORMS LLC UNIFORMS 490.03
00421545 CONTRA COSTA COUNTY TRAINING 425.00
00421551 COX, JOHN SPENCER PER DIEM 400.00
00421559 EWART, ASHLEY MARIE EXPENSE REIMBURSEMENT 104.00 00421560 FACHNER, DANIEL E EXPENSE REIMBURSEMENT 198.01 00421563 FLORES, VANESSA SOFIA PER DIEM 172.00
00421566 GARCIA, DANIEL E PER DIEM 430.00
00421568 GOODALE, JAMIE EXPENSE REIMBURSEMENT 243.80
00421570 FORENSIC SCIENCE CONSULTANTS INC TRAINING 3,380.00 00421574 HOLLOWAY, CHARISE VICTORIA EXPENSE REIMBURSEMENT 70.00 00421578 JEONG, JISEOK PER DIEM 400.00
00421581 KOCH, MATTHEW T PER DIEM 86.00
00421584 L.N. CURTIS & SONS PD UNIFORMS 317.13
00421592 LOWTHER, GARY M PER DIEM 258.00
Finance Accounting
Prepared by: N. Acevedo
10/9/2025 October 14, 2025Page 4

CITY OF

ANTI O CH

CALIFORNIA
SEPTEMBER 12 - OCTOBER 02, 2025

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
FUND/CHECK #
00421593 MALSOM, STACEY K PER DIEM 172.00
00421594 METRO MOBILE EQUIPMENT PD EQUIPMENT 1,267.71
00421596 MORRIS, GEOFFREY S EXPENSE REIMBURSEMENT 60.00 00421600 NIEVES, DIANE GUADALUPE PER DIEM 430.00
00421601 NJOROGE, JOSEPH NJIHIA PER DIEM 86.00
00421602 NJOROGE, JOSEPH NJIHIA PER DIEM 344.00
00421614 PERRY, APRIL PER DIEM 172.00
00421616 REACH PROJECT INC JULY 2025 SERVICES 17,083.00 00421629 SMITH, KYLE T PER DIEM 2,494.00
00421631 SOUZA MELLONE, MICHAEL C PER DIEM 86.00
00421632 SOUZA MELLONE, MICHAEL C PER DIEM 430.00
00421640 TRANSUNION RISK & ALTERNATIVE DATA LEO DATABASE 225.60 00421642 TURNAGE, AUTUMN M PER DIEM 430.00
00421645 URENO, JOSE A PER DIEM 430.00
00421649 WARD, CHAD MICHAEL PER DIEM 86.00
00421652 WHITAKER, WILLIAM PER DIEM 172.00
00421655 ALAMEDA COUNTY PD TRAINING 324.00
00421658 AMERICAN TROPHIES AWARDS ENGRAVED PLASTIC TAGS 55.05 00421661 ARROWHEAD 24 HOUR TOWING INC TOWING SERVICES 307.00 00421663 BAQ DEFENSE LLC SUPPRESSORS 23,492.33
00421670 CANON FINANCIAL SERVICES CONTRACT LEASE 2,419.29 00421672 CHURCH, DAVID MICHAEL PER DIEM 276.00
00421674 COLE PRO MEDIA CORP ENGAGEMENT ADVISING 8,000.00 00421686 CRIME SCENE CLEANERS INC BIO-HAZARD 130.00
00421697 GAMEPOD COMBAT ZONE PD TRAINING 800.00
00421716 L.N. CURTIS & SONS PD UNIFORMS 2,508.91
00421717 LAMPI, LAURISSA CHRISTINE EXPENSE REIMBURSEMENT 241.59 00421722 LORONO, ALEJANDRO JOSE EXPENSE REIMBURSEMENT 202.58 00421738 NIEVES, DIANE GUADALUPE EXPENSE REIMBURSEMENT 70.00 00421739 OFFICE DEPOT INC OFFICE SUPPLIES 388.27
00421742 PALMA, KRISTIAN PER DIEM 86.00
00421744 PERRY, APRIL EXPENSE REIMBURSEMENT 82.79
00421745 PERRY, APRIL PER DIEM 172.00
00421756 SHRED IT INC SHREDDING SERVICES 146.01
00421759 SOURCING GROUP, THE PD FORMS 442.34
00421777 VERIZON WIRELESS PATROL VEHICLE MODEM 3,048.88 00421816 ARROWHEAD 24 HOUR TOWING INC EVIDENCE TOW 205.00 00421818 AT AND T MOBILITY DEPARTMENT CELL PHONES 9,905.72 00421820 BITTNER, DESMOND D PER DIEM 368.00
00421826 CLONINGER, NAHLEEN R PER DIEM 344.00
00421833 CONTRA COSTA COUNTY TRAINING 239.00
00421836 CRUZ GUZMAN, BRYAN ALEXANDER PER DIEM 136.00
00421837 CRUZ GUZMAN, BRYAN ALEXANDER EXPENSE REIMBURSEMENT 139.72 00421843 EL CAMPANIL THEATRE PRESERVATION SWEARING IN CEREMONY 140.00 00421847 FEDEX PD SHIPPING 107.78
00421849 FLORES, VANESSA SOFIA EXPENSE REIMBURSEMENT 165.37 00421862 KELLEY, TEKARI TASHAY PER DIEM 344.00
00421865 LEXISNEXIS MONTHLY SUBSCRIPTION 253.13
00421870 MALSOM, STACEY K EXPENSE REIMBURSEMENT 91.36
Finance Accounting
Prepared by: N. Acevedo
10/9/2025 October 14, 2025Page 5

CITY OF

ANTI O CH

CALIFORNIA
SEPTEMBER 12 - OCTOBER 02, 2025

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
FUND/CHECK #
00421873 NET TRANSCRIPTS TRANSCRIPT SERVICES 119.04
00421874 NJOROGE, JOSEPH NJIHIA PER DIEM 344.00
00421875 OFFICE DEPOT INC OFFICE SUPPLIES 556.29
00421897 TAYLOR, SEQUOIA JANNEL PER DIEM 258.00
00421902 VITALIE, JENNIFER LYNNE PER DIEM 344.00
00421905 WHITAKER, WILLIAM PER DIEM 368.00
00421907 WHITSON, HUNTER ALAN PER DIEM 344.00
00421908 WILSON, MARKENDRA SHANELL J. EXPENSE REIMBURSEMENT 61.50 00952342 CHAPLIN & HILL INVESTIGATIVE SERVICES IA INVESTIGATIONS 22,552.77 00952346 GRAINGER INC SUPPLIES 86.00
00952372 NATIONAL EMBLEM INC UNIFORM PATCHES 1,169.16
Compliance & Prof. Standards
00421510 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 778.81 00421599 NICHOLAS K CORPORATION VEHICLE REPLACEMENT 90,058.96 Police Community Policing
00421595 MOALA, CANAAN JACOB LUTU EXPENSE REIMBURSEMENT 40.00 00421622 MODERN CANINE LLC POLICE SERVICE DOG 13,170.00 00421637 D-TAC K9 LLC K9 TRAINING 8,300.00
00421641 TRYNER, RYAN BRENT EXPENSE REIMBURSEMENT 55.94 00421719 EMPLOYEE ADVANCED DISABILITY PENSION 5,855.50
00421720 EMPLOYEE ADVANCED DISABILITY PENSION 5,855.50
00421754 EMPLOYEE ADVANCED DISABILITY PENSION 5,855.50
00421755 EMPLOYEE ADVANCED DISABILITY PENSION 5,855.50
00421781 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00421783 RETIREE MEDICAL AFTER RETIREMENT 1,550.85
00421789 RETIREE MEDICAL AFTER RETIREMENT 1,622.64
00421794 RETIREE MEDICAL AFTER RETIREMENT 954.90
00421795 RETIREE MEDICAL AFTER RETIREMENT 528.16
00421796 RETIREE MEDICAL AFTER RETIREMENT 528.16
00421797 RETIREE MEDICAL AFTER RETIREMENT 57.90
00421798 RETIREE MEDICAL AFTER RETIREMENT 528.16
00421800 RETIREE MEDICAL AFTER RETIREMENT 1,956.51
00421815 ARK PET HOSPITAL INC, THE K9 LOKI APPOINTMENT 91.54 00421848 FLOCK GROUP, INC ALPR CAMERA MONITORING 12,600.00 00421869 LOWTHER, GARY M EXPENSE REIMBURSEMENT 55.91
00952347 HUNT AND SONS LLC FUEL 162.35
00952365 EMPLOYEE ADVANCED DISABILITY PENSION 5,685.00
00952381 EMPLOYEE ADVANCED DISABILITY PENSION 3,294.50
00952385 RETIREE MEDICAL AFTER RETIREMENT 528.16
00952386 RETIREE MEDICAL AFTER RETIREMENT 2,735.54
00952387 RETIREE MEDICAL AFTER RETIREMENT 108.33
00952391 RETIREE MEDICAL AFTER RETIREMENT 1,297.98
00952392 RETIREE MEDICAL AFTER RETIREMENT 454.10
00952394 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00952395 RETIREE MEDICAL AFTER RETIREMENT 817.12
00952397 RETIREE MEDICAL AFTER RETIREMENT 1,343.97
00952400 RETIREE MEDICAL AFTER RETIREMENT 528.16
00952402 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00952409 RETIREE MEDICAL AFTER RETIREMENT 1,112.90
Finance Accounting
Prepared by: N. Acevedo
10/9/2025 October 14, 2025Page 6

CITY OF

ANTI O CH

CALIFORNIA
SEPTEMBER 12 - OCTOBER 02, 2025

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
FUND/CHECK #
00952410 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00952415 RETIREE MEDICAL AFTER RETIREMENT 528.16
00952417 RETIREE MEDICAL AFTER RETIREMENT 965.00
00952419 RETIREE MEDICAL AFTER RETIREMENT 1,011.40
00952422 RETIREE MEDICAL AFTER RETIREMENT 817.12
00952431 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00952437 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00952438 RETIREE MEDICAL AFTER RETIREMENT 965.00
00952439 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00952442 RETIREE MEDICAL AFTER RETIREMENT 1,845.22
00952450 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00952456 RETIREE MEDICAL AFTER RETIREMENT 528.16
00952457 RETIREE MEDICAL AFTER RETIREMENT 1,011.40
00952458 RETIREE MEDICAL AFTER RETIREMENT 681.66
00952459 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00952462 RETIREE MEDICAL AFTER RETIREMENT 637.88
00952470 RETIREE MEDICAL AFTER RETIREMENT 185.08
00952471 RETIREE MEDICAL AFTER RETIREMENT 676.68
00952472 RETIREE MEDICAL AFTER RETIREMENT 713.65
00952473 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00952485 RETIREE MEDICAL AFTER RETIREMENT 2,735.54
00952489 RETIREE MEDICAL AFTER RETIREMENT 1,511.35
00952492 RETIREE MEDICAL AFTER RETIREMENT 2,503.00
00952496 RETIREE MEDICAL AFTER RETIREMENT 668.70
00952498 RETIREE MEDICAL AFTER RETIREMENT 2,735.54
00952499 RETIREE MEDICAL AFTER RETIREMENT 954.90
00952501 RETIREE MEDICAL AFTER RETIREMENT 1,671.25
00952508 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00952510 RETIREE MEDICAL AFTER RETIREMENT 1,337.71
00952514 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00952515 RETIREE MEDICAL AFTER RETIREMENT 1,011.40
00952517 RETIREE MEDICAL AFTER RETIREMENT 528.16
00952518 RETIREE MEDICAL AFTER RETIREMENT 1,489.00
00952522 RETIREE MEDICAL AFTER RETIREMENT 398.45
00952531 RETIREE MEDICAL AFTER RETIREMENT 709.98
00952532 RETIREE MEDICAL AFTER RETIREMENT 2,735.54
00952534 RETIREE MEDICAL AFTER RETIREMENT 1,586.21
00952542 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00952543 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00952545 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00952546 RETIREE MEDICAL AFTER RETIREMENT 504.30
00952547 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00952549 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00952553 RETIREE MEDICAL AFTER RETIREMENT 528.16
00952554 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00952556 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00952560 RETIREE MEDICAL AFTER RETIREMENT 726.50
00952566 RETIREE MEDICAL AFTER RETIREMENT 909.96
00952570 RETIREE MEDICAL AFTER RETIREMENT 855.70
Finance Accounting
Prepared by: N. Acevedo
10/9/2025 October 14, 2025Page 7

CITY OF

ANTI O CH

CALIFORNIA
SEPTEMBER 12 - OCTOBER 02, 2025

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
FUND/CHECK #
00952571 RETIREE MEDICAL AFTER RETIREMENT 954.90
00952573 RETIREE MEDICAL AFTER RETIREMENT 30.66
00952575 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00952585 HUNT AND SONS LLC FUEL 225.46
Police Investigations
00421510 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 1,198.42 00421521 AT AND T MCI PHONE TRACKING 900.00
00421636 T MOBILE USA INC CELL PHONE EVIDENCE 660.00
00421665 BLUETRITON BRANDS INC WATER 163.87
00421677 COMMUNITY VIOLENCE SOLUTIONS CHILDREN INTERVIEW CNTR 14,963.03 00421682 CONTRA COSTA COUNTY FORENSICS 36,253.70
00421752 SEROLOGICAL RESEARCH INSTITUTE DNA ANALYSIS 22,560.00 00421761 STATE OF CALIFORNIA FINGERPRINTS 49.00
00421765 T MOBILE USA INC CELL PHONE EVIDENCE 165.00
00421769 THOMAS SCIENTIFIC HOLDINGS LLC EVIDENCE SUPPLIES 210.99 00421770 THOMSON WEST CRIME ANALYSIS 1,900.00
00421895 T MOBILE USA INC CELL PHONE EVIDENCE 680.00
00421906 WHITAKER, WILLIAM EXPENSE REIMBURSEMENT 216.50 00952354 SAFESTORE INC EVIDENCE STORAGE 15,052.74
00952360 WILLIAMS SCOTSMAN INC STORAGE 215.60
00952382 WILLIAMS SCOTSMAN INC EVIDENCE STORAGE 748.65
00952598 WILLIAMS SCOTSMAN INC EVIDENCE STORAGE 274.38
PD Special Investigations Unit
00421840 EAN SERVICES LLC PD RENTAL 25.90
Police Communications
00421519 AT AND T PHONES 67.05
00421520 AT AND T MCI MODEM 707.63
00421542 COMCAST CONNECTION SERVICES 301.80
00421547 CONTRA COSTA COUNTY RADIOS 155.00
00421567 GLOBALSTAR USA SATELITE PHONE 269.92
00421603 NORTHERN COMMUNICATION SERVICES INC 911 ROUTING 689.50 00421611 PACIFIC TELEMANAGEMENT SERVICES PAYPHONE 78.00 00421662 AT AND T MCI MODEM 1,249.16
00421763 SUN RIDGE SYSTEMS INC SYSTEM INTEGRATION 9,775.00 00421817 AT AND T MCI CHECK REPLACEMENT 1,245.77
00421852 GLOBALSTAR USA SATELITE PHONE 269.92
00421892 STARCHASE LLC TRACKING EQUIPMENT 773.79
00952339 AMERICAN TOWER CORPORATION TOWER FEES 277.32
Office Of Emergency Management
00421598 NAVIGATING PREPAREDNESS ASSOCIATES CONSULTING SERVICES 4,470.00 00421662 AT AND T MCI MODEM 484.87
00421817 AT AND T MCI CHECK REPLACEMENT 482.60
Police Facilities Maintenance
00421512 AMERICAN PLUMBING INC PLUMBING SERVICES 1,274.71 00421525 BAY ALARM COMPANY SERVICE CALL 390.00
00421556 DREAM RIDE ELEVATOR ELEVATOR SERVICES 80.00
00421579 KARLA'S JANITORIAL & SUPPLIERS, LLC CHECK REPLACEMENT 15,304.48 00421613 PEPPER INVESTMENTS INC MONTHLY MAINTENANCE 444.00 00421618 REINHOLDT ENGINEERING CONSTR UST INSPECTIONS 475.00 Finance Accounting
Prepared by: N. Acevedo
10/9/2025 October 14, 2025Page 8

CITY OF

ANTI O CH

CALIFORNIA
SEPTEMBER 12 - OCTOBER 02, 2025

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
FUND/CHECK #
00421657 AMERICAN PLUMBING INC PLUMBING SERVICES 453.96 00421662 AT AND T MCI MODEM 318.10
00421664 BAY ALARM COMPANY OCTOBER MAINTENANCE 1,350.00 00421706 HONEYWELL INTERNATIONAL INC QUARTERLY MAINTENANCE 8,257.26 00421725 LOWES COMPANIES INC LUMBER 197.68
00421817 AT AND T MCI CHECK REPLACEMENT 291.42
00952346 GRAINGER INC SUPPLIES 311.49
00952579 BAY CITIES PYROTECTOR WET SPRINKLER TEST 3,065.00 Youth Network Services
00421555 DIANN'S EMBROIDERY AND GRAPHICS INTERNSHIP APPAREL 1,330.72 00421647 VERIZON WIRELESS DATA USAGE 104.98
00421766 TACFLEET SECURITY EVENT SECURITY SERVICES 509.44 Housing and Homelessness
00421647 VERIZON WIRELESS DATA USAGE 52.64
00421888 SHARE COMMUNITY JULY INV SHOWER PROGRAM 18,552.56 Violence Intervention & Preven
00421668 CABRAL, MONSERRAT EXPENSE REIMBURSEMENT 1,248.48 PSCR Administration
00421579 KARLA'S JANITORIAL & SUPPLIERS, LLC CHECK REPLACEMENT 1,570.80 00421605 OFFICE DEPOT INC OFFICE SUPPLIES 30.52
00421647 VERIZON WIRELESS DATA USAGE 90.65
00421664 BAY ALARM COMPANY OCTOBER MAINTENANCE 346.52
00421670 CANON FINANCIAL SERVICES CONTRACT LEASE 204.13 Community Development Administration
00421656 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 71.13 00421739 OFFICE DEPOT INC OFFICE SUPPLIES 49.87
00421777 VERIZON WIRELESS DATA USAGE 52.49
00952379 UBEO BUSINESS SERVICES COPIER 2,497.76
CD Economic Dev.
00421626 SIERRA INSTALLATIONS INC INSTALLATION SERVICES 8,750.00 00421777 VERIZON WIRELESS DATA USAGE 104.98
00421841 EAST BAY EDA MEMBERSHIP DUES 9,005.00
Community Development Land Planning Services
00421528 BOYD, MONET HELEN PER DIEM 558.40
00421558 EIDEN, KITTY J MINUTES 337.50
00421625 SCUDERO, KEVIN S PER DIEM 466.40
00421639 TINCLAIR, NATHAN STARR PER DIEM 466.40
00421656 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 28.04 00421746 PLACEWORKS INC CONSULTANTS 479.00
00421777 VERIZON WIRELESS DATA USAGE 104.98
00421832 CONTRA COSTA COUNTY LAFCO 23,336.51
CD Code Enforcement
00421530 BROWN, HILARY T EXPENSE REIMBURSEMENT 85.89
00421546 CONTRA COSTA COUNTY RECORDING/COPY FEES 3,979.00 00421561 FASTRAK VIOLATION PROCESSING TOLL 8.00
00421777 VERIZON WIRELESS DATA USAGE 234.47
00421838 CRYSTAL CLEAR LOGOS INC STAFF APPAREL 108.74
00421847 FEDEX SHIPPING 23.37
00421851 GBA STORAGE, LLC MONTHLY STORAGE FEE 260.00
Finance Accounting
Prepared by: N. Acevedo
10/9/2025 October 14, 2025Page 9

CITY OF

ANTI O CH

CALIFORNIA
SEPTEMBER 12 - OCTOBER 02, 2025

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
FUND/CHECK #
00952366 DELL COMPUTER CORP COMPUTER EQUIPMENT 2,319.54 PW Engineer Land Development
00421572 HAWTHORN VENTURES LLC UNIFORMS 125.43
00421662 AT AND T MCI MODEM 61.27
00421777 VERIZON WIRELESS DATA USAGE 90.65
00421817 AT AND T MCI CHECK REPLACEMENT 61.01
00421875 OFFICE DEPOT INC OFFICE SUPPLIES 200.16
00952364 BAY AREA NEWS GROUP - EAST BAY LEGAL AD 216.24 Community Development Building Inspection
00421635 SUNRUN INSTALLATION SERVICES, INC. REFUND 422.20 00421703 HAWTHORN VENTURES LLC SFTY GLASSES-WISNIEWSKI, D 83.63 00421777 VERIZON WIRELESS DATA USAGE 230.33
00421894 SUNRUN INSTALLATION SERVICES, INC. REFUND 728.19 00421899 V3 ELECTRIC REFUND 470.32
Capital Imp. Administration
00421670 CANON FINANCIAL SERVICES CONTRACT LEASE 283.93 00421777 VERIZON WIRELESS DATA USAGE 52.49
203 ERF Grant Fund
Housing and Homelessness
00421750 RUDRAM LLC BRIDGE HOUSING SVCS 102,300.00
204 California Volunteers Grant Fund
Mayor's Apprenticeship Program
00421886 RUBICON PROGRAMS INC JULY INVOICE FOR SOAR 4,718.49 206 American Rescue Plan Fund
Non departmental
Mayor's Apprenticeship Program
00421886 RUBICON PROGRAMS INC JULY INVOICE FOR SOAR 9,159.46 Non Departmental
00421823 CALIFORNIA STATE UNIVERSITY EAST BAY ARPA SMALL BUSINESS SUP 6,789.89 00421879 PACIFIC COMMUNITY VENTURES INC ARPA SMALL BUSINESS SUP 26,666.66 00421883 RENAISSANCE ENTREPRENEURSHIP CTR ARPA SMALL BUSINESS SUP 17,749.64 00421887 SANDSTONE ENVR ENGINEERING INC PROGRESS PAYMENT #1 101,800.00 00421909 WORKING SOLUTIONS CDFI ARPA SMALL BUSINESS SUP 24,296.30 00952362 ARROYOWEST LLC ARPA SMALL BUSINESS SUP 19,692.00 00952367 ESO VENTURES INC ARPA SMALL BUSINESS SUP 12,934.48 00952583 FELTON INSTITUTE MAY INVOICE - AQCRT 264,653.32 00952590 OAKLAND BUSINESS BOOTCAMP ARPA SMALL BUSINESS SUP 3,997.50 207 CalVIP Grant Fund
Violence Intervention & Preven
00421676 COMMUNITY INITIATIVES PROFESSIONAL SERVICES 82,983.32 208 PLHA Grant Fund
PLHA
00952582 CITY DATA SERVICES LLC INV-000147-FY-2025-26-R4R 825.00 212 CDBG Fund
CDBG
00952582 CITY DATA SERVICES LLC INV-000147-FY-2025-26-R4R 9,310.00 00952600 HABITAT FOR HUMANITY EAST BAY Q1FY25-26-HABITAT-R4R&SUM 13,771.80 Finance Accounting
Prepared by: N. Acevedo
10/9/2025 October 14, 2025Page 10

CITY OF

ANTI O CH

CALIFORNIA
SEPTEMBER 12 - OCTOBER 02, 2025

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
FUND/CHECK #
213 Gas Tax Fund
Streets
00421609 PACIFIC GAS AND ELECTRIC CO ELECTRIC 471.32
00421725 LOWES COMPANIES INC SUPPLIES 160.41
00421741 PACIFIC GAS AND ELECTRIC CO ELECTRIC 55.54
00421779 WATERSAVERS IRRIGATION INC IRRIGATION PARTS 2,371.45 00421880 PACIFIC GAS AND ELECTRIC CO ELECTRIC 237.01
00952364 BAY AREA NEWS GROUP - EAST BAY LEGAL AD 603.84 00952593 SITEONE LANDSCAPE SUPPLY HOLDING AMTRAK ENHANCEMENT 373.23 214 Animal Services Fund
Animal Services
00421541 COGENT SOLUTIONS AND SUPPLIES OPERATING SUPPLIES 117.72 00421543 CONCORD FEED OPERATING SUPPLIES 478.00
00421573 HILLS PET NUTRITION PET FOOD 1,013.74
00421582 KOEFRAN SERVICES INC CREMATION SERVICES 292.00 00421597 MWI VETERINARY SUPPLY CO VET SUPPLIES 465.08
00421621 ROO VETERINARY INC VET SERVICES 813.60
00421646 VCA EAST BAY VETERINARY EMERGENCY EMERGENCY SERVICES 2,892.96 00421650 WEDGEWOOD PHARMACY VET SUPPLIES 258.07
00421653 ZOETIS LLC VET SUPPLIES 1,928.75
00421731 MIDWEST VETERINARY SUPPLY INC SUPPLIES 2,152.29 00421875 OFFICE DEPOT INC OFFICE SUPPLIES 336.32
00952348 IDEXX LABORATORIES INC VET SUPPLIES 839.58
219 Recreation Fund
Non departmental
00421735 MURGUIA, MANUEL REFUND 750.00
00421834 CONTRA COSTA COUNTY MEAL PROGRAM 1,671.00
00421844 ESTEBAN, MARCEL REFUND 500.00
Nick Rodriguez Community Cent
00421613 PEPPER INVESTMENTS INC MONTHLY MAINTENANCE 444.00 00421662 AT AND T MCI MODEM 76.79
00421664 BAY ALARM COMPANY OCTOBER MAINTENANCE 167.56
00421670 CANON FINANCIAL SERVICES CONTRACT LEASE 287.28 00421706 HONEYWELL INTERNATIONAL INC QUARTERLY MAINTENANCE 6,084.30 00421774 UNITED STATES POSTAL SERVICE MARKETING MAIL PERMIT 370.00 00421810 AMERICAN STAGE TOURS TRANSPORTATION SERVICES 1,520.00 00421817 AT AND T MCI CHECK REPLACEMENT 76.79
00421890 SIERRA LINES INC TRANSPORTATION SERVICES 1,307.00 00952357 UBEO BUSINESS SERVICES COPIER 1,188.33
00952383 BRADY INDUSTRIES JANITORIAL SUPPLIES 379.74
00952579 BAY CITIES PYROTECTOR QUARTERLY INSPECTION 515.00 00952599 BRADY INDUSTRIES JANITORIAL SUPPLIES 645.91
Recreation Sports Programs
00421662 AT AND T MCI MODEM 31.41
00421664 BAY ALARM COMPANY OCTOBER MAINTENANCE 75.00
00421725 LOWES COMPANIES INC PARTS 163.31
00421735 MURGUIA, MANUEL REFUND 216.50
00421777 VERIZON WIRELESS DATA USAGE 49.02
00421817 AT AND T MCI CHECK REPLACEMENT 31.28
Finance Accounting
Prepared by: N. Acevedo
10/9/2025 October 14, 2025Page 11

CITY OF

ANTI O CH

CALIFORNIA
SEPTEMBER 12 - OCTOBER 02, 2025

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
FUND/CHECK #
Recreation-Comm Center
00421517 SPARKLEZ N SPIKEZ ENTERTAINMENT FACE PAINTER SERVICES 1,200.00 00421583 L ROMEROS RENTALS TENT RENTAL 230.48
00421590 LOOMIS ARMORED LLC ARMORED CAR PICKUP 352.27
00421609 PACIFIC GAS AND ELECTRIC CO GAS 16,820.61
00421662 AT AND T MCI MODEM 30.90
00421664 BAY ALARM COMPANY OCTOBER MAINTENANCE 165.00
00421706 HONEYWELL INTERNATIONAL INC QUARTERLY MAINTENANCE 11,299.41 00421725 LOWES COMPANIES INC SUPPLIES 305.71
00421767 TERRACARE ASSOCIATES LANDSCAPE SERVICES 4,748.42 00421817 AT AND T MCI CHECK REPLACEMENT 32.53
00421824 CANON FINANCIAL SERVICES CONTRACT LEASE 731.51 00421861 MARCAM INDUSTRIES LLC SOUND SERVICE DEPOSIT 2,750.00 00952357 UBEO BUSINESS SERVICES COPIER 1,351.60
00952380 ULINE MAINTENACE SUPPLIES 267.88
00952383 BRADY INDUSTRIES JANITORIAL SUPPLIES 2,002.02
00952579 BAY CITIES PYROTECTOR QUARTERLY INSPECTION 515.00 Recreation Water Park
00421510 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 738.42 00421523 BAPPOA MEMBERSHIP DUES 50.00
00421548 CONTRA COSTA COUNTY HEALTH SVCS HAZMAT OPERATING PERMIT 1,229.00 00421576 HONEYWELL INTERNATIONAL INC REPAIR SERVICES 1,955.59 00421588 LINCOLN EQUIPMENT INC PARTS 13,991.61
00421589 LINDE GAS & EQUIPMENT INC GAS RENTAL 105.37
00421613 PEPPER INVESTMENTS INC MONTHLY MAINTENANCE 1,086.00 00421620 ROBINS LOCK AND KEY LOCKSMITH SERVICES 225.00
00421662 AT AND T MCI MODEM 183.80
00421664 BAY ALARM COMPANY OCTOBER MAINTENANCE 546.71
00421706 HONEYWELL INTERNATIONAL INC QUARTERLY MAINTENANCE 2,607.56 00421721 LINCOLN EQUIPMENT INC CHEMICALS 850.34
00421725 LOWES COMPANIES INC PARTS 409.08
00421760 SPLASH RADIO LLC ADVERTISEMENT 60.41
00421767 TERRACARE ASSOCIATES LANDSCAPE SERVICES 4,569.33 00421777 VERIZON WIRELESS DATA USAGE 92.93
00421807 AAA FIRE PROTECTION SVCS REPAIR SERVICES 799.02 00421817 AT AND T MCI CHECK REPLACEMENT 183.02
00421824 CANON FINANCIAL SERVICES CONTRACT LEASE 386.43 00421825 CINTAS CORPORATION NO. 2 FIRST AID SUPPLIES 8.26 00421830 COMMERCIAL POOL SYSTEMS INC GAS CYLINDER RENTAL 80.34 00421864 LEGENDRE, EMILY LIFEGUARD CERTIFICAT REFUND 50.00 00421868 LINCOLN EQUIPMENT INC POOL CHEMICALS 1,151.23
00952350 KNORR SYSTEMS INC CHEMICALS 1,175.53
00952357 UBEO BUSINESS SERVICES COPIER 723.33
00952379 UBEO BUSINESS SERVICES COPIER 51.24
222 Measure C/J Fund
Non departmental
Streets
00421557 E.E. GILBERT CONSTRUCTION INC. PROGESS PAYMENT #1 35,000.00 Finance Accounting
Prepared by: N. Acevedo
10/9/2025 October 14, 2025Page 12

CITY OF

ANTI O CH

CALIFORNIA
SEPTEMBER 12 - OCTOBER 02, 2025

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
FUND/CHECK #
00421767 TERRACARE ASSOCIATES LANDSCAPE SERVICES 41,123.37 226 Solid Waste Reduction Fund
Solid Waste
00421666 BORN, KIMBERLY RRA STIPEND 75.00
00421679 CONNER, EDWARD RICHMOND RRA STIPEND 75.00
00421680 CONNER, JANIYA P RRA STIPEND 75.00
00421681 CONNER, JEANNETTE M RRA STIPEND 75.00
00421685 COOPER, MALIYAH RRA STIPEND 75.00
00421688 DEAN,KAY RRA STIPEND 75.00
00421689 EVANS,SHANNON RRA STIPEND 75.00
00421692 FONGSON,LORINDA RRA STIPEND 75.00
00421693 FOX, PHYLLIS A RRA STIPEND 75.00
00421698 GIBSON,JEROME CHARLES RRA STIPEND 75.00
00421701 HANAVAN, MADELEINE RRA STIPEND 75.00
00421704 HERNANDEZ MEZA, ESMERALDA BELEM RRA STIPEND 75.00 00421707 HUNT, ROBYN L RRA STIPEND 75.00
00421712 JIN,YI RRA STIPEND 75.00
00421714 KIRKPATRICK, LESLIE A RRA STIPEND 75.00
00421727 MARSHALL,RONNY K RRA STIPEND 75.00
00421728 MASCOLL,GABRIELA RRA STIPEND 75.00
00421729 MEZA,ISABELLA RRA STIPEND 75.00
00421736 NEAL, DAVID RRA STIPEND 75.00
00421737 NEAL,DEBRA RRA STIPEND 75.00
00421751 SELBY, MICHAEL P RRA STIPEND 75.00
00421775 VARARAVAGO, JUMONG MASAPOL RRA STIPEND 75.00
00421776 VAUGHAN, WALLACE D RRA STIPEND 75.00
00421780 XU,FENG RRA STIPEND 75.00
00952379 UBEO BUSINESS SERVICES COPIER 1,015.24
229 Pollution Elimination Fund
Channel Maintenance Operation
00421575 HOME DEPOT, THE SUPPLIES 17.38
00421613 PEPPER INVESTMENTS INC PEST CONTROL SERVICES 605.00 00421628 SILVA LANDSCAPE LANDSCAPE SERVICES 4,512.00
00421683 CONTRA COSTA COUNTY HEALTH SVCS WASTE DISPOSAL 447.75 00421757 SILVA LANDSCAPE LANDSCAPE SERVICES 5,640.00
00421809 ALTA FENCE CO FENCE REPAIR 3,894.00
00421891 SILVA LANDSCAPE LANDSCAPE SERVICES 5,640.00
00952594 STANDARD PLUMBING SUPPLY CO. INC PLUMBING SUPPLIES 98.75 243 ADU Program Fund
Community Development Building Inspection
00421853 GOMAS, MADISON ACC REBATE-21 PARK LN 7,500.00
251 Lone Tree SLLMD Fund
Lonetree Maintenance Zone 1
00421662 AT AND T MCI MODEM 125.64
00421767 TERRACARE ASSOCIATES LANDSCAPE SERVICES 5,690.25 00421817 AT AND T MCI CHECK REPLACEMENT 125.12
Lonetree Maintenance Zone 2
00421662 AT AND T MCI MODEM 216.76
Finance Accounting
Prepared by: N. Acevedo
10/9/2025 October 14, 2025Page 13

CITY OF

ANTI O CH

CALIFORNIA
SEPTEMBER 12 - OCTOBER 02, 2025

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
FUND/CHECK #
00421767 TERRACARE ASSOCIATES LANDSCAPE SERVICES 11,001.54 00421817 AT AND T MCI CHECK REPLACEMENT 215.85
Lonetree Maintenance Zone 3
00421662 AT AND T MCI MODEM 94.23
00421767 TERRACARE ASSOCIATES LANDSCAPE SERVICES 9,437.75 00421817 AT AND T MCI CHECK REPLACEMENT 93.84
Lonetree Maintenance Zone 4
00421767 TERRACARE ASSOCIATES LANDSCAPE SERVICES 3,503.74 252 Downtown SLLMD Fund
Downtown Maintenance
00421767 TERRACARE ASSOCIATES LANDSCAPE SERVICES 1,942.14 253 Almondridge SLLMD Fund
Almondridge Maintenance
00421767 TERRACARE ASSOCIATES LANDSCAPE SERVICES 2,434.19 254 Hillcrest SLLMD Fund
Hillcrest Maintenance Zone 1
00421651 WESTSIDE LANDSCAPE AND CONCRETE FIREBREAK MOW AND DISKING 495.00 00421662 AT AND T MCI MODEM 62.82
00421767 TERRACARE ASSOCIATES LANDSCAPE SERVICES 9,940.00 00421817 AT AND T MCI CHECK REPLACEMENT 62.56
Hillcrest Maintenance Zone 2
00421662 AT AND T MCI MODEM 219.87
00421767 TERRACARE ASSOCIATES LANDSCAPE SERVICES 10,493.01 00421817 AT AND T MCI CHECK REPLACEMENT 218.96
Hillcrest Maintenance Zone 4
00421662 AT AND T MCI MODEM 186.91
00421767 TERRACARE ASSOCIATES LANDSCAPE SERVICES 10,188.95 00421817 AT AND T MCI CHECK REPLACEMENT 186.13
255 Park 1A Maintenance District Fund
Park 1A Maintenance District
00421525 BAY ALARM COMPANY SERVICE CALL 1,110.00
00421662 AT AND T MCI MODEM 31.41
00421664 BAY ALARM COMPANY OCTOBER MAINTENANCE 145.00
00421767 TERRACARE ASSOCIATES LANDSCAPE SERVICES 3,079.51 00421817 AT AND T MCI CHECK REPLACEMENT 31.28
00421828 COMCAST EQUIPMENT 128.80
00421880 PACIFIC GAS AND ELECTRIC CO ELECTRIC 86.56
256 Citywide 2A Maintenance District Fund
Citywide 2A Maintenance Zone 3
00421767 TERRACARE ASSOCIATES LANDSCAPE SERVICES 1,536.09 Citywide 2A Maintenance Zone 4
00421651 WESTSIDE LANDSCAPE AND CONCRETE FIREBREAK MOW AND DISKING 3,574.00 00421767 TERRACARE ASSOCIATES LANDSCAPE SERVICES 5,306.83 Citywide 2A Maintenance Zone 5
00421651 WESTSIDE LANDSCAPE AND CONCRETE FIREBREAK MOW AND DISKING 4,976.00 00421767 TERRACARE ASSOCIATES LANDSCAPE SERVICES 2,452.86 Citywide 2A Maintenance Zone 6
00421651 WESTSIDE LANDSCAPE AND CONCRETE FIREBREAK MOW AND DISKING 3,283.00 00421767 TERRACARE ASSOCIATES LANDSCAPE SERVICES 3,825.63 Finance Accounting
Prepared by: N. Acevedo
10/9/2025 October 14, 2025Page 14

CITY OF

ANTI O CH

CALIFORNIA
SEPTEMBER 12 - OCTOBER 02, 2025

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
FUND/CHECK #
Citywide 2A Maintenance Zone 8
00421651 WESTSIDE LANDSCAPE AND CONCRETE FIREBREAK MOW AND DISKING 5,915.00 00421767 TERRACARE ASSOCIATES LANDSCAPE SERVICES 4,318.78 Citywide 2A Maintenance Zone 9
00421662 AT AND T MCI MODEM 125.64
00421767 TERRACARE ASSOCIATES LANDSCAPE SERVICES 5,921.68 00421817 AT AND T MCI CHECK REPLACEMENT 125.12
Citywide 2A Maintenance Zone10
00421651 WESTSIDE LANDSCAPE AND CONCRETE FIREBREAK MOW AND DISKING 2,935.00 00421767 TERRACARE ASSOCIATES LANDSCAPE SERVICES 2,658.67 257 SLLMD Administration Fund
SLLMD Administration
00421564 FURBER SAW INC PARTS 2,055.57
00421662 AT AND T MCI MODEM 68.90
00421767 TERRACARE ASSOCIATES LANDSCAPE SERVICES 1,515.66 00421817 AT AND T MCI CHECK REPLACEMENT 40.13
00952346 GRAINGER INC SUPPLIES 35.23
00952373 RED WING SHOE STORE SAFETY SHOES - REESE, J 300.00 259 East Lone Tree SLLMD Fund
Zone 1-District 10
00421767 TERRACARE ASSOCIATES LANDSCAPE SERVICES 4,531.92 281 CFD 2018-01 Public Services Fund
CFD 2018-01 Maintenance
00421651 WESTSIDE LANDSCAPE AND CONCRETE FIREBREAK MOW AND DISKING 593.00 00421767 TERRACARE ASSOCIATES LANDSCAPE SERVICES 7,255.70 283 CFD 2022-01 Public Services Fund
CFD 2018-01 Maintenance
00421767 TERRACARE ASSOCIATES LANDSCAPE SERVICES 406.85 311 Capital Improvement Fund
Non departmental
Parks & Open Space
00421684 CONTRA COSTA TRANSP AUTHORITY PROFESSIONAL SERVICE 22,557.47 00421706 HONEYWELL INTERNATIONAL INC QUARTERLY MAINTENANCE 2,172.96 00421708 INDIGO HAMMOND AND PLAYLE PROFESSIONAL SERVICE 17,868.25 Streets
00421624 SANDSTONE ENVIRON ENGINEERING INC PROGRESS PAYMENT #8 115,219.99 312 Prewett CIP Fund
Parks & Open Space
00421515 AQUATIC DESIGN GROUP PROFESSIONAL SERVICES 5,023.56 569 Vehicle Replacement Fund
Equipment Maintenance
00421599 NICHOLAS K CORPORATION VEHICLE REPLACEMENT 55,010.07 00421872 NATIONAL AUTO FLEET GROUP TRANSIT VAN 126,778.44 00952597 WEEDOO GREENBOAT INC 2025 TC-3012 WEEDOO 91,349.62 570 Equipment Maintenance Fund
Non departmental
00952347 HUNT AND SONS LLC FUEL 14,799.41
00952370 HUNT AND SONS LLC FUEL 4,711.01
00952585 HUNT AND SONS LLC FUEL 11,766.06
Finance Accounting
Prepared by: N. Acevedo
10/9/2025 October 14, 2025Page 15

CITY OF

ANTI O CH

CALIFORNIA
SEPTEMBER 12 - OCTOBER 02, 2025

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
FUND/CHECK #
Equipment Maintenance
00421507 AFFORDABLE TIRE CENTER TIRE SERVICES 75.00
00421510 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 314.93 00421516 ARROWHEAD 24 HOUR TOWING INC TIRE CHANGE 204.00 00421536 CHUCKS BRAKE AND WHEEL SERVICE INC PARTS 82.31 00421539 COAST COUNTIES TRUCK AND EQUIPMENT SENSOR 707.91 00421580 KERN OIL FILTER RECYCLING, LLC WASTE OIL DISPOSAL 150.00 00421585 LES SCHWAB TIRES OF CALIFORNIA TIRE REPLACEMENT 895.79 00421587 LIM AUTOMOTIVE SUPPLY INC PARTS 977.58
00421605 OFFICE DEPOT INC OFFICE SUPPLIES 67.24
00421606 OREILLY AUTO PARTS PARTS 1,043.21
00421630 SOUTHERN COUNTIES LUBRICANTS LLC OIL 2,645.43
00421648 WALNUT CREEK FORD PARTS 3,688.60
00421867 LIM AUTOMOTIVE SUPPLY INC PARTS 1,940.82
00421877 OREILLY AUTO PARTS PARTS 893.03
00421904 WALNUT CREEK FORD PARTS 745.09
00952351 MIDWEST MOTOR SUPPLY CO INC SUPPLIES 706.69
00952353 PETERSON TRACTOR CO SERVICE 1,530.61
00952358 UNICO GLASS LLC GLASS 573.76
573 Information Services Fund
Information Services
00421662 AT AND T MCI MODEM 120.97
00421817 AT AND T MCI CHECK REPLACEMENT 120.45
00421900 VERIZON WIRELESS DATA USAGE 346.19
Network Support & PCs
00421511 AMERICAN MESSAGING AMERICAN MESSAGING 48.52
00421513 AMS DOT NET INC COOL DATA RETRIEVAL 1,443.00
00421520 AT AND T MCI MODEM 199.00
00421534 CARAHSOFT TECHNOLOGY CORP PAGER SERVICE 4,953.24 00421542 COMCAST WIFI SERVICES 306.80
00421662 AT AND T MCI MODEM 81.32
00421817 AT AND T MCI CHECK REPLACEMENT 81.32
00421827 COMCAST CITY CHAMBERS CABLE 372.65
00421857 INSIGHT PUBLIC SECTOR INC MICROSOFT LICENSE 174.83 00952341 CARTER, RONN AUDIO/VISUAL SERVICES 1,020.00
00952344 DIGITAL SERVICES DIGITAL SERVICES 9,365.00
00952580 CARTER, RONN AUDIO/VISUAL SERVICES 1,452.00
Telephone System
00421662 AT AND T MCI MODEM 2,246.62
00421817 AT AND T MCI CHECK REPLACEMENT 2,247.34
GIS Support Services
00421647 VERIZON WIRELESS DATA USAGE 38.01
00421777 VERIZON WIRELESS DATA USAGE 694.57
00952340 KOSMOS GEOSPATIAL LLC CONSULTING SERVICES 11,052.00 Office Equipment Replacement
00952366 DELL COMPUTER CORP EQUIPMENT REPLACEMENT 744.30 577 Post Retirement Medical-Police Fund
Non Departmental
00952468 RETIREE MEDICAL AFTER RETIREMENT 2,162.55
Finance Accounting
Prepared by: N. Acevedo
10/9/2025 October 14, 2025Page 16

CITY OF

ANTI O CH

CALIFORNIA
SEPTEMBER 12 - OCTOBER 02, 2025

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
FUND/CHECK #
578 Post Retirement Medical-Misc Fund
Non Departmental
00421782 RETIREE MEDICAL AFTER RETIREMENT 176.48
00421785 RETIREE MEDICAL AFTER RETIREMENT 78.69
00421786 RETIREE MEDICAL AFTER RETIREMENT 473.38
00421788 RETIREE MEDICAL AFTER RETIREMENT 78.69
00421791 RETIREE MEDICAL AFTER RETIREMENT 304.59
00421792 RETIREE MEDICAL AFTER RETIREMENT 78.69
00421793 RETIREE MEDICAL AFTER RETIREMENT 196.69
00421801 RETIREE MEDICAL AFTER RETIREMENT 709.38
00421802 RETIREE MEDICAL AFTER RETIREMENT 78.69
00421803 RETIREE MEDICAL AFTER RETIREMENT 216.75
00952384 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952388 RETIREE MEDICAL AFTER RETIREMENT 709.38
00952390 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952393 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952399 RETIREE MEDICAL AFTER RETIREMENT 196.69
00952404 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952407 RETIREE MEDICAL AFTER RETIREMENT 161.20
00952408 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952411 RETIREE MEDICAL AFTER RETIREMENT 196.69
00952412 RETIREE MEDICAL AFTER RETIREMENT 551.38
00952413 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952416 RETIREE MEDICAL AFTER RETIREMENT 196.69
00952423 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952428 RETIREE MEDICAL AFTER RETIREMENT 78.69
00952430 RETIREE MEDICAL AFTER RETIREMENT 78.69
00952432 RETIREE MEDICAL AFTER RETIREMENT 551.38
00952433 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952434 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952435 RETIREE MEDICAL AFTER RETIREMENT 196.69
00952436 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952444 RETIREE MEDICAL AFTER RETIREMENT 709.38
00952445 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952446 RETIREE MEDICAL AFTER RETIREMENT 183.51
00952447 RETIREE MEDICAL AFTER RETIREMENT 110.00
00952448 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952449 RETIREE MEDICAL AFTER RETIREMENT 196.69
00952454 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952455 RETIREE MEDICAL AFTER RETIREMENT 78.69
00952464 RETIREE MEDICAL AFTER RETIREMENT 78.69
00952465 RETIREE MEDICAL AFTER RETIREMENT 78.69
00952469 RETIREE MEDICAL AFTER RETIREMENT 78.69
00952475 RETIREE MEDICAL AFTER RETIREMENT 78.69
00952480 RETIREE MEDICAL AFTER RETIREMENT 196.69
00952481 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952482 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952484 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952486 RETIREE MEDICAL AFTER RETIREMENT 315.38
Finance Accounting
Prepared by: N. Acevedo
10/9/2025 October 14, 2025Page 17

CITY OF

ANTI O CH

CALIFORNIA
SEPTEMBER 12 - OCTOBER 02, 2025

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
FUND/CHECK #
00952487 RETIREE MEDICAL AFTER RETIREMENT 196.69
00952493 RETIREE MEDICAL AFTER RETIREMENT 78.69
00952495 RETIREE MEDICAL AFTER RETIREMENT 78.69
00952500 RETIREE MEDICAL AFTER RETIREMENT 405.00
00952503 RETIREE MEDICAL AFTER RETIREMENT 196.69
00952507 RETIREE MEDICAL AFTER RETIREMENT 709.38
00952509 RETIREE MEDICAL AFTER RETIREMENT 78.69
00952511 RETIREE MEDICAL AFTER RETIREMENT 46.48
00952512 RETIREE MEDICAL AFTER RETIREMENT 630.76
00952516 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952519 RETIREE MEDICAL AFTER RETIREMENT 78.69
00952521 RETIREE MEDICAL AFTER RETIREMENT 78.69
00952525 RETIREE MEDICAL AFTER RETIREMENT 78.69
00952530 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952533 RETIREE MEDICAL AFTER RETIREMENT 78.69
00952538 RETIREE MEDICAL AFTER RETIREMENT 78.69
00952551 RETIREE MEDICAL AFTER RETIREMENT 78.69
00952557 RETIREE MEDICAL AFTER RETIREMENT 220.00
00952558 RETIREE MEDICAL AFTER RETIREMENT 309.46
00952562 RETIREE MEDICAL AFTER RETIREMENT 78.69
00952569 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952572 RETIREE MEDICAL AFTER RETIREMENT 78.69
00952574 RETIREE MEDICAL AFTER RETIREMENT 315.38
579 Post Retirement Medical-Mgmt Fund
Non Departmental
00421784 RETIREE MEDICAL AFTER RETIREMENT 551.38
00421787 RETIREE MEDICAL AFTER RETIREMENT 78.69
00421790 RETIREE MEDICAL AFTER RETIREMENT 78.69
00421799 RETIREE MEDICAL AFTER RETIREMENT 431.38
00421804 RETIREE MEDICAL AFTER RETIREMENT 474.30
00421805 RETIREE MEDICAL AFTER RETIREMENT 2,735.54
00421806 RETIREE MEDICAL AFTER RETIREMENT 551.38
00952389 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952396 RETIREE MEDICAL AFTER RETIREMENT 551.38
00952398 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952401 RETIREE MEDICAL AFTER RETIREMENT 551.38
00952403 RETIREE MEDICAL AFTER RETIREMENT 185.08
00952405 RETIREE MEDICAL AFTER RETIREMENT 136.69
00952406 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00952414 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952418 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952420 RETIREE MEDICAL AFTER RETIREMENT 56.00
00952421 RETIREE MEDICAL AFTER RETIREMENT 551.38
00952424 RETIREE MEDICAL AFTER RETIREMENT 1,011.40
00952425 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952426 RETIREE MEDICAL AFTER RETIREMENT 473.38
00952427 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952429 RETIREE MEDICAL AFTER RETIREMENT 431.38
00952440 RETIREE MEDICAL AFTER RETIREMENT 315.38
Finance Accounting
Prepared by: N. Acevedo
10/9/2025 October 14, 2025Page 18

CITY OF

ANTI O CH

CALIFORNIA
SEPTEMBER 12 - OCTOBER 02, 2025

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
FUND/CHECK #
00952441 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952443 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952451 RETIREE MEDICAL AFTER RETIREMENT 473.38
00952452 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952453 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952460 RETIREE MEDICAL AFTER RETIREMENT 426.70
00952461 RETIREE MEDICAL AFTER RETIREMENT 400.00
00952463 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952466 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952467 RETIREE MEDICAL AFTER RETIREMENT 236.69
00952474 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952476 RETIREE MEDICAL AFTER RETIREMENT 473.38
00952477 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952478 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952479 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952483 RETIREE MEDICAL AFTER RETIREMENT 817.12
00952488 RETIREE MEDICAL AFTER RETIREMENT 934.26
00952490 RETIREE MEDICAL AFTER RETIREMENT 676.68
00952491 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952494 RETIREE MEDICAL AFTER RETIREMENT 1,845.22
00952497 RETIREE MEDICAL AFTER RETIREMENT 426.70
00952502 RETIREE MEDICAL AFTER RETIREMENT 431.38
00952504 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
00952505 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952506 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952513 RETIREE MEDICAL AFTER RETIREMENT 78.69
00952520 RETIREE MEDICAL AFTER RETIREMENT 78.69
00952523 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952524 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952526 RETIREE MEDICAL AFTER RETIREMENT 78.69
00952527 RETIREE MEDICAL AFTER RETIREMENT 136.69
00952528 RETIREE MEDICAL AFTER RETIREMENT 429.00
00952529 RETIREE MEDICAL AFTER RETIREMENT 196.69
00952535 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952536 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952537 RETIREE MEDICAL AFTER RETIREMENT 78.69
00952539 RETIREE MEDICAL AFTER RETIREMENT 426.70
00952540 RETIREE MEDICAL AFTER RETIREMENT 426.70
00952541 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952544 RETIREE MEDICAL AFTER RETIREMENT 431.38
00952548 RETIREE MEDICAL AFTER RETIREMENT 339.76
00952550 RETIREE MEDICAL AFTER RETIREMENT 78.69
00952552 RETIREE MEDICAL AFTER RETIREMENT 551.38
00952555 RETIREE MEDICAL AFTER RETIREMENT 110.00
00952559 RETIREE MEDICAL AFTER RETIREMENT 551.38
00952561 RETIREE MEDICAL AFTER RETIREMENT 78.69
00952563 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952564 RETIREE MEDICAL AFTER RETIREMENT 315.38
00952565 RETIREE MEDICAL AFTER RETIREMENT 1,902.80
Finance Accounting
Prepared by: N. Acevedo
10/9/2025 October 14, 2025Page 19

CITY OF

ANTI O CH

CALIFORNIA
SEPTEMBER 12 - OCTOBER 02, 2025

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
FUND/CHECK #
00952567 RETIREE MEDICAL AFTER RETIREMENT 78.69
00952568 RETIREE MEDICAL AFTER RETIREMENT 2,067.80
580 Loss Control Fund
Human Resources
00421758 SINGH, NITESH EXPENSE REIMBURSEMENT 47.98
611 Water Fund
Non departmental
00421526 BISHOP CO SUPPLIES 1,391.72
00421764 SUNRISE ENVIRONMENTAL SUPPLIES 448.85
00421846 FASTENAL COMPANY SUPPLIES 5,780.98
00421854 HAWTHORN VENTURES LLC UNIFORMS 2,250.34
00952346 GRAINGER INC SUPPLIES 202.62
00952383 BRADY INDUSTRIES JANITORIAL SUPPLIES 4,628.21
00952584 GRAINGER INC SUPPLIES 548.21
00952594 STANDARD PLUMBING SUPPLY CO. INC PAINT 192.02
00952599 BRADY INDUSTRIES JANITORIAL SUPPLIES 7,044.23
Water Supervision
00421777 VERIZON WIRELESS DATA USAGE 534.51
00421854 HAWTHORN VENTURES LLC SAFETY SHOES - REYES, L 514.24 Water Production
00421510 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 3,192.96 00421514 ANTIOCH ACE HARDWARE SUPPLIES 157.93
00421525 BAY ALARM COMPANY INSTALLATION 7,874.28
00421550 CONTRA COSTA WATER DISTRICT MAIN CANAL 1,635,905.06 00421562 FISHER SCIENTIFIC COMPANY LAB SUPPLIES 427.56
00421571 HARRINGTON INDUSTRIAL PLASTICS LLC PIPE FITTINGS 3,888.69 00421572 HAWTHORN VENTURES LLC SAFETY SHOWES-CARRASCO, A 128.16 00421575 HOME DEPOT, THE MAINTENANCE MATERIALS 2,216.04 00421579 KARLA'S JANITORIAL & SUPPLIERS, LLC CHECK REPLACEMENT 1,915.56 00421618 REINHOLDT ENGINEERING CONSTR UST INSPECTIONS 1,055.85 00421644 UNIVAR SOLUTIONS USA INC CHEMICALS 46,872.94
00421647 VERIZON WIRELESS DATA USAGE 38.01
00421651 WESTSIDE LANDSCAPE & CONCRETE INC FIREBREAK MOW AND DISKING 8,881.00 00421659 ANTIOCH ACE HARDWARE SUPPLIES 48.34
00421662 AT AND T MCI MODEM 830.81
00421664 BAY ALARM COMPANY OCTOBER MAINTENANCE 5,064.22 00421667 BPX PRINTING AND GRAPHICS REPRODUCTION SVCS 204.08 00421670 CANON FINANCIAL SERVICES CONTRACT LEASE 351.08 00421694 FRUIT GROWERS LABORATORY, INC TESTING 675.00
00421703 HAWTHORN VENTURES LLC SAFETY SHOES - MOLINA, C 264.26 00421706 HONEYWELL INTERNATIONAL INC QUARTERLY MAINTENANCE 7,586.60 00421715 L ROMEROS RENTALS TENT RENTALS 208.53
00421718 LAW OFFICE OF MATTHEW EMRICK LEGAL SERVICES 820.00 00421725 LOWES COMPANIES INC SUPPLIES 50.98
00421732 OH! PARTY BAY AREA EVENT BUFFET 3,292.49
00421743 OH! PARTY BAY AREA EVENT SUPPLIES 650.00
00421768 THE GUALCO GROUP INC. PROFESSIONAL SERVICES 4,002.45 00421777 VERIZON WIRELESS DATA USAGE 145.52
00421812 ANIMAL DAMAGE MANAGEMENT PEST CONTROL 400.00
Finance Accounting
Prepared by: N. Acevedo
10/9/2025 October 14, 2025Page 20

CITY OF

ANTI O CH

CALIFORNIA
SEPTEMBER 12 - OCTOBER 02, 2025

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
FUND/CHECK #
00421813 ANTIOCH ACE HARDWARE SUPPLIES 174.09
00421817 AT AND T MCI CHECK REPLACEMENT 828.34
00421835 CONTRA COSTA COUNTY HEALTH SVCS HAZARDOUS MATERIALS 5,184.25 00421898 UNIVAR SOLUTIONS USA INC CHEMICALS 15,427.82
00952343 CHEMTRADE CHEMICALS US LLC CHEMICALS 8,121.77
00952345 EUROFINS EATON ANALYTICAL INC TESTING 2,590.00 00952368 EUROFINS EATON ANALYTICAL INC TESTING 2,230.50 00952369 HACH CO LAB SUPPLIES 194.88
00952373 RED WING SHOE STORE SAFETY SHOES - JOHNSON, G 342.23 00952378 ENLIGHTENED QUALITY ANALYTICS LLC LAB ACCREDITATION 1,120.00 00952581 CHEMTRADE CHEMICALS US LLC CHEMICALS 4,012.49
00952584 GRAINGER INC TOOLS 1,949.22
00952589 NTU TECHNOLOGIES INC POLYMER 6,710.00
00952595 SWANTEK, SHANNON LAB ACCREDITATION 1,040.00
Water Distribution
00421510 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 1,753.24 00421514 ANTIOCH ACE HARDWARE SUPPLIES 30.52
00421522 BACKFLOW DISTRIBUTORS INC BACKFLOW PARTS 18,181.05 00421525 BAY ALARM COMPANY SERVICE CALL 945.00
00421531 C AND J FAVALORA TRUCKING INC FULTON RECYCLE 26,250.00 00421554 DELTA DIABLO PARKS RECYCLED WATER JULY 31,666.23 00421565 G AND S PAVING SERVICE CUT PAVING 24,860.14
00421569 GRANITE CONSTRUCTION CO EZ STREET 5,226.32
00421577 JACK DOHENY COMPANY SUPPLIES 396.86
00421606 OREILLY AUTO PARTS PARTS 16.45
00421607 PACE SUPPLY CORP PARTS 10,751.59
00421608 PACIFIC CREDIT SERVICES COLLECTION FEES 1,725.65 00421623 SABRE BACKFLOW LLC CALIBRATION CHECK 156.76
00421643 UNDERGROUND REPUBLIC WATER WORKS CLAMPS 4,911.31 00421659 ANTIOCH ACE HARDWARE SUPPLIES 36.52
00421662 AT AND T MCI MODEM 31.41
00421664 BAY ALARM COMPANY OCTOBER MAINTENANCE 105.00
00421687 CWEA SFBS MEMBERSHIP DUES 251.00
00421696 G AND S PAVING SERVICE CUTS 12,229.38
00421703 HAWTHORN VENTURES LLC UNIFORMS 430.65
00421710 ISINGS CULLIGAN WATER CONDITIONING WATER 28.77 00421725 LOWES COMPANIES INC TOOLS 1,519.32
00421740 PACE SUPPLY CORP PIPE FITTINGS 3,100.92
00421773 UNDERGROUND REPUBLIC WATER WORKS COPPER 34,418.70 00421777 VERIZON WIRELESS DATA USAGE 2,937.05
00421813 ANTIOCH ACE HARDWARE SUPPLIES 15.78
00421817 AT AND T MCI CHECK REPLACEMENT 31.28
00421822 C AND J FAVALORA TRUCKING INC HAULING 14,400.00 00421846 FASTENAL COMPANY SUPPLIES 1,343.25
00421850 G AND S PAVING SERVICE CUTS 12,566.56
00421854 HAWTHORN VENTURES LLC SAFETY SHOES -MCCULLAH, M 600.00 00421858 JACK DOHENY COMPANY FITTINGS 57.08
00421867 LIM AUTOMOTIVE SUPPLY INC PARTS 10.96
00421875 OFFICE DEPOT INC OFFICE SUPPLIES 41.11
Finance Accounting
Prepared by: N. Acevedo
10/9/2025 October 14, 2025Page 21

CITY OF

ANTI O CH

CALIFORNIA
SEPTEMBER 12 - OCTOBER 02, 2025

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
FUND/CHECK #
00421878 PACE SUPPLY CORP METER LIDS 373.63
00421884 ROBERTS AND BRUNE CO BACKFLOW CAGES 9,860.93
00952346 GRAINGER INC SUPPLIES 507.21
00952349 INFOSEND INC PRINT AND MAIL SERVICES 223.66
00952357 PETERSON TRACTOR CO COPIER 50.25
00952363 BADGER METER INC CELLULAR SERVICE 16,593.22
00952371 INFOSEND INC PRINT AND MAIL SERVICES 5,280.32
00952379 UBEO BUSINESS SERVICES COPIER 259.50
00952584 GRAINGER INC SUPPLIES 559.69
00952586 INFOSEND INC PRINT AND MAIL SERVICES 4,463.01
00952587 ALTERED CANVAS BACKFLOW BAGS 6,585.00
00952592 RED WING SHOE STORE SAFETY SHOES - HOPKINS, S 300.00 00952596 UBEO BUSINESS SERVICES COPIER 27.63
Public Buildings & Facilities
00421671 CDM SMITH INC PROFESSIONAL SERVICES 37,666.78
Water Systems
00421740 PACE SUPPLY CORP METER LIDS 29,669.82
621 Sewer Fund
Swr-Wastewater Administration
00421510 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 29.23 00421531 C AND J FAVALORA TRUCKING INC FULTON RECYCLE 26,250.00 00421552 CWEA SFBS A HERNANDEZ CERT RENEWAL 119.00
00421565 G AND S PAVING SERVICE CUT PAVING 24,860.14
00421569 GRANITE CONSTRUCTION CO EZ STREET 5,226.33
00421575 HOME DEPOT, THE SUPPLIES 9.96
00421577 JACK DOHENY COMPANY SUPPLIES 455.47
00421604 OCCUPATIONAL HEALTH CTR OF CA INC HEP B VACC SERIES 286.00 00421662 AT AND T MCI MODEM 64.07
00421670 CANON FINANCIAL SERVICES CONTRACT LEASE 74.14
00421687 CWEA SFBS MEMBERSHIP DUES 114.00
00421696 G AND S PAVING SERVICE CUTS 12,229.37
00421710 ISINGS CULLIGAN WATER CONDITIONING AUGUST 25 WATER 28.77 00421725 LOWES COMPANIES INC TOOLS 99.25
00421777 VERIZON WIRELESS DATA USAGE 2,328.78
00421813 ANTIOCH ACE HARDWARE SUPPLIES 337.77
00421817 AT AND T MCI CHECK REPLACEMENT 63.81
00421822 C AND J FAVALORA TRUCKING INC HAULING 14,400.00 00421850 G AND S PAVING SERVICE CUTS 12,566.56
00421854 HAWTHORN VENTURES LLC SAFETY SHOES - BURRIS, R 1,188.72 00421858 JACK DOHENY COMPANY SUPPLIES FOR CCTV TRUCK 718.06 00421875 OFFICE DEPOT INC OFFICE SUPPLIES 11.73
00952349 INFOSEND INC PRINT AND MAIL SERVICES 223.66
00952371 INFOSEND INC PRINT AND MAIL SERVICES 5,280.34
00952579 BAY CITIES PYROTECTOR QUARTERLY INSPECTION 515.00 00952586 INFOSEND INC PRINT AND MAIL SERVICES 4,463.04
631 Marina Fund
Marina Administration
00421509 ALTA FENCE CO FENCE REPAIR 626.00
00421518 ASSOCIATION OF MARINA INDUSTRIES MEMBERSHIP RENEWAL 275.00 Finance Accounting
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10/9/2025 October 14, 2025Page 22

CITY OF

ANTI O CH

CALIFORNIA
SEPTEMBER 12 - OCTOBER 02, 2025

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
FUND/CHECK #
00421533 CANON FINANCIAL SERVICES CONTRACT LEASE 62.78
00421549 CONTRA COSTA COUNTY HEALTH SVCS MARINA UST 5,459.00 00421579 KARLA'S JANITORIAL & SUPPLIERS, LLC CHECK REPLACEMENT 3,141.60 00421613 PEPPER INVESTMENTS INC MONTHLY MAINTENANCE 250.00 00421664 BAY ALARM COMPANY OCTOBER MAINTENANCE 369.16
00421725 LOWES COMPANIES INC SUPPLIES 244.81
00421749 REINHOLDT ENGINEERING CONSTR UST INSPECTIONS 175.00 00421829 COMCAST CONNECTION SERVICES 698.57
00952584 GRAINGER INC SUPPLIES 4,832.50
00952596 UBEO BUSINESS SERVICES COPIER 69.07
00952597 WEEDOO GREENBOAT INC 2025 TC-3012 WEEDOO 25,585.38 Finance Accounting
Prepared by: N. Acevedo
10/9/2025 October 14, 2025Page 23

CITY OF

ANTI O CH

CALIFORNIA

Page 1 ends

CITY OF

ANTIOCH CALIFORNIA

AS HOUSING SUCCESSOR AGENCY TO THE ANTIOCH DEVELOPMENT

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
SEPTEMBER 12 - OCTOBER 02, 2025
227 Housing Fund
Housing
00952582 CITY DAT A SERVICES LLC
FUND/CHECK#
INV-000147-FY-2025-26-R4R 3,555.00
E
Finance Accounting
Prepared by: N. Acevedo
10/9/2025 October 14, 2025
G
Agenda It em #
STAF

F REPORT TO THE CITY COUNCIL
DATE: R
egular Meeting of October 14, 2025
TO: Honor
able Mayor and Members of the City Council
SUBMI
TTED BY: Kevin Scudero, Principal Planner
APPRO
VED BY: Zach Seal, Community and Economic Development Director SUBJE
CT: Development Impact Fee Study Update Contract
RECOM

MENDED ACTION
It is recommended that the City Council adopt a resolution authorizing the City Manager to execute an agreement with Economic & Planning Systems, Inc. (EPS) for a period of one year, for an amount not to exceed $89,287 to assist the City in preparing an updated Development Impact Fee (DIF) Study.

FIS

CAL IMPACT
The funds being used for this study were collected as part of a 3% administrative fee built into all development impact fees. These funds are specifically collected to cover the costs of updates to the development impact fee program as well as the required reporting, auditing, collection and other annual administrative costs involved in overseeing the program. These are not General Fund dollars that can be allocated elsewhere.

DISCUS
SION
The original DIF study was prepared in 2014 , and the City adopted impact fees for the four (4) categories below. Impact fees are one -time charges on new development, typically collected through the issuance of a building permit, and used by the City to cover the cost of capital facilities and infrastructure that are required to serve new growth.

1. Gene
ral Administration -- The General Administration development fee covers new development’s share of the costs associated with new administrative facilities, land acquisition, general vehicles, and information technology equipment. New capital facilities will be required as the C ity’s service population increases. The fee helps maintain adequate levels of general administration service in the City of Antioch, including adequate City Hall and Council Chamber space and associated land needs as well as adequate service vehicles and technology utilized by the general government staff. Fee revenue is used to fund expansion of civic space, acquisition of vehicles and technology, and land purchases for new public space attributed to demand for new growth.

Antioch City Council Report
October 14, 2025 Agenda Item # G 2

2. Public Works -- The Public Works development impact fee covers new development’s share of the costs associated with new/expanded corporation yard, building space, a garbage ramp, and Public Works vehicles. New capital facilities will be required as service population incr eases. The fee helps maintain adequate levels of Public Works service in the City of Antioch, including adequate corporation yard space and facilities as well as a garbage ramp and vehicles necessary for Public Works operation. Fee revenue is used to fund the expansion of corporation yard space, facilities, garbage ramp, and vehicle.

3. Police Facilities and Equipment -- The Police Facilities development impact fee covers a new development’s share of the costs associated with a range of capital facilities, including Police stations, vehicles and other equipment. New capital facilities will be required as the City’s service population increases. The fee will help maintain adequate levels of Police facilities, vehicles, and other equipment necessary for adequate Police service provision in the City of Antioch. Fee revenue is used to fund exp ansion of existing Police station and animal service facilities and acquire new vehicles and specialized equipment attributable to demand from new development.

4. Parks and Recreation Facilities -- The Park and Recreation impact fee is designed to cover the costs associated with new parks and recreation facilities and equipment required to serve future growth in Antioch. It covers the appropriate share of the costs of developing new parks, Community Centers and facilities, library, and associated capital equipment

The proposed scope of work (Attachment B) describes the tasks the consultant will undertake to complete a review and update of the four development impact fees described above, consistent with the provisions of the Mitigation Fee Act. The scope also includes a fee comparison and feasibility analysis. The fee comparison will compare the current and potential maximum update fees with corresponding fees in nearby jurisdictions. The feasibility analysis will provide an analysis of the potential fee increases in the context of the development economics of residential development. The fee comparison and feasibility analysis are intended to further inform subsequent discussions on preferred fee levels.

ATTACHMENTS
A. Resolution
B. Proposal for Services
RESOLUTION NO. 2025/**
RE

SOLUTION OF THE CITY COUNCIL OF THE CITY OF ANTIOCH

AUTHORIZING THE CITY MANAGER TO EXECUTE AN AGREEMENT WITH ECONOMIC & PLANNING SYSTEMS, INC. TO ASSIST THE CITY IN PREPARING

AN UPDATED DEVELOPMENT IMPACT FEE STUDY
W
HEREAS, the City of Antioch last comprehensively adopted Development Impact Fees in 2014;
W
HEREAS, the current Development Impact Fee Structure includes a three percent administrative fee for the purposes of updating and administering the Development Impact Fee Program;
W
HEREAS, a Request For Proposal (RFP) was issued on June 30, 2025 for the preparation of an updated Development Impact Fee Study; W
HEREAS, of the five firms that submitted proposals , staff determined that Economic & Planning Systems, Inc. proposal best satisfied all requirements of the RFP.

N
OW, THEREFORE, BE IT RESOLVED that the City Council of the City of Antioch authorizes the City Manager to execute an agreement with Economic & Planning Systems, Inc. for a period of one year, for an amount not to exceed $89,287, to assist the City in preparing an updated Development Impact Fee Study , in a form approved by the City Attorney.
*
* * * * * * * * * * I
HEREBY CERTIFY that the foregoing resolution was passed and adopted by the City Council of the City of Antioch at a regular meeting thereof, held on the 14th day of October 2025 by the following vote:

A
YES:

N
OES:

ABS
TAIN:

ABS
ENT:
___
__________________________________
MICHAEL J. MANDY

CITY CLERK OF THE CITY OF ANTIOCH
ATTACHMENT "A"
Development Impact Fee
Update Study and Report

PROPOSAL
Prepared for: Prepared by:

City of Antioch Economic & Planning Systems, Inc.

October 3, 2025
EPS #251071
ATTACHMENT "B"
B1
Table of Contents
Cover Letter 1

1. Qualifications 3
Key Personnel .......................................................................................................................................................... 3 Consultant Commitments and Staff Availability ............................................................................................... 4

2. Experience 5
About Economic & Planning Systems, Inc.......................................................................................................... 5 Selected Profiles and References ........................................................................................................................ 7

3. Scope of Work 12
Appendix A: Staff Resumes 17
B2
October 3, 2025
David A. Storer
Interim Community Development Department Director
City of Antioch
200 “H” Street
Antioch, CA 94509
Subject: Proposal to Prepare a Development Impact Fee Update Study and Report; EPS #251071
Dear David:

Economic & Planning Systems, Inc. (EPS) is pleased to submit this proposal to update the City of Antioch (City)’s Development Impact Fees (AB1600 fees) for General Administration, Public Works, Police Facilities and Equipment, and Parks and Recreation Facilities.

EPS is a land use economics consulting firm with offices in Oakland, Sacramento, Los Angeles, and Denver. EPS has been conducting public financing and development impact fee studies since its inception in 1983. EPS has a broad practice in developing and updating development impact fee programs for cities throughout California since the passage of the Mitigation Fee Act. EPS also tracks and refines its technical work based on evolving legislation and court cases, such as the recent AB 602 and Sheetz US Supreme Court case.

Over the last five years, EPS had completed or is in the process of completing development impact fee studies for cities in Contra Costa County, Alameda County, Solano County, Napa County, and Sacramento County among others. A sample of these cities includes Vacaville, Martinez, Pleasanton, Elk Grove, Union City, and Calistoga. EPS also worked closely with City of Antioch staff in developing and establishing the City’s current development impact fee program in 2014.

Beyond its development impact fee practice, EPS has also provided real estate, public finance, and strategic consulting services on a wide range of additional projects in Contra Costa County. This includes work in the cities of Oakley, Concord, Walnut Creek, and Hercules as well as supporting the development of the new Alameda | Contra Costa Bi- County transportation model.

Page 2 ends

As the leader of the EPS Team, I am personally committed to the success of this engagement. Formation of development impact fee policy to support continued infrastructure and capital facility needs for local governments has long been a specialty of mine. I led the City’s 2014 impact fee update and will participate in a hands-on manner in this project
I am happy to discuss alterations that may be needed to best serve the City. I can be reached at (510) 612-0729 or by e-mail at [email protected].

Sincerely,
ECONOMIC & PLANNING SYSTEMS, INC. (EPS)
Teifion Rice-Evans
Managing Principal
Economic & Planning Systems, Inc.
(510) 612-0729
B4
Economic & Planning Systems, Inc. 3 Qu alifications

1. Qualifications
The EPS staff assigned to this project have substantial expertise and experience in public finance and development impact fee studies, including recent impact fee work in the City of Fairfield and numerous other cities in Northern California. The assigned EPS staff all work out of the Oakland Office and no subconsultants will be required. A brief description of the lead EPS staff and their primary roles are provided below. Detailed resumes are provided in Appendix A.

Key Personnel
Teifion Rice-Evans, EPS Managing Principal: As the EPS Principal-in-Charge and Project Manager for this study, Teifion will oversee all aspects of the technical work and project deliverables as well as lead EPS presentations. Teifion has over 30 years of experience with EPS and has worked extensively on development impact fee studies throughout California. Teifion has recently or is currently working on updates to the impact fee programs in the cities of Fairfield, Vacaville, Martinez, Union City, and Calistoga, along with several additional programs outside of the Bay Area. For many cities, Teifion has provided several updates over the last two decades. dhas led EPS’ impact fee work in the City of Fairfield for more than a decade. He has recently completed or is currently working on fee studies in the cities of Vacaville, Union City, Martinez, Calistoga, and Redwood City. Teifion led EPS’ work effort to establish the City of Antioch current fee program and has recently worked in the City of Oakley. Teifion frequently presents at professional conferences on evolutions in development impact fee practice and ensures EPS practice responds to evolutions in State law; such as AB 601, as well as new court decisions.

Luke Foelsch, EPS Vice President: Luke will serve as the Deputy Project Manager, monitoring project progress, serving as the main day-to-day point of contact between EPS and the Client. Luke has six years of experience at EPS and brings project management and analyst experience from previous and ongoing development impact fee projects in Union City, Fairfield, Foster City, Clayton, and Belmont, as well as a 2022 DIF update effort for the City of Antioch.

Bryan Isaac, EPS Associate: As project analyst, Bryan will provide communication, research, and analytical tasks necessary to complete the assignments. Bryan is estimated to expend an average of about 5 hours per week in this role. Bryan’s portfolio at EPS includes development feasibility and fiscal impact analysis, data analytics, and land use policy. He has recently contributed research to EPS projects including the City of Vacaville’s Development Impact Fee update, and the City of Carson’s Development Impact Fee and Community Benefits Program updates.

PROPOSAL - DEVELOPMENT IMPACT FEE UPDATE STUDY AND REPORT

Economic & Planning Systems, Inc. 4 Qualifications
Consultant Commitments and Staff Availability
It is the general policy of EPS to manage its workload so that our clients are provided with the highest level of service. If selected, EPS will commit to providing the staff with all resources necessary to complete the designated tasks associated with this engagement. As such, EPS will not accept additional workload commitments that will potentially conflict with our obligations to the City.

Current staff time commitments are as follows:
• Teifion Rice-Evans, EPS Managing Principal: Teifion has 20% of his weekly time available for this effort. The other 80% of his time is primarily spread between other development impact fee studies including those for the cities of Vacaville, Fairfield, and Union City.
• Luke Foelsch, EPS Vice President: Luke has 30% of his weekly time available for this effort, with 70% currently accounted for with various ongoing projects. • Bryan Isaac, EPS Associate: Bryan is currently engaged in consulting work with the City of San Jose Housing Department (30%), a Solano County fiscal impact analysis study (20%), and multiple development feasibility analyses for Bay Area real estate developers (20%), leaving 30% of his time available to devote to this work effort.

B6
Economic & Planning Systems, Inc. 5 Exp erience

2. Experience
About Economic & Planning Systems, Inc.

The Firm. Economic & Planning Systems, Inc. (EPS) is a land economics consulting firm experienced in the full spectrum of services related to real estate development, the financing of public infrastructure and government services, land use and conservation planning, and government organization.

Guiding Principle. EPS was founded on the principle that real estate development and land use-related public policy should be built on realistic assessment of market forces and economic trends, feasible implementation measures, and recognition of public policy objectives, including provisions for required public facilities and services.

Areas of Expertise
• Real Estate Market and Feasibility Analysis • Regional Economics and Industry Analysis • Land Use Planning and Growth
Management
• Public Finance
• Fiscal and Economic Impact Analysis • Open Space and Resource Conservation • Reuse, Revitalization, and Redevelopment • Government Organization • Housing Development Feasibility and
Policy
• Transportation Planning and Analysis
Clients Served. Since 1983 EPS has provided consulting services to hundreds of public- and private-sector clients in California and throughout the United States.

Clients include cities, counties, special districts, multi-jurisdictional authorities, property owners, developers, financial institutions, and land use attorneys.

Staff Capabilities. The professional staff includes specialists in public finance, real estate development, land use and transportation planning, government organization, and computer applications. The firm excels in preparing concise analyses that disclose risks and impacts, support decision making, and provide solutions to real estate development and land use-related problems.

Impact Fee Services
As part of its broader public finance practice, EPS prepares development impact fee studies and programs for cities, counties, special districts, and private sector clients. EPS’s impact fee-related products and services range from single-purpose fees focusing on particular facilities or sub-areas to more comprehensive, multi- improvement programs spanning entire cities or numerous jurisdictions. A representative list of the completed development impact fee analyses is shown below, with selected project profiles following.

PROPOSAL - DEVELOPMENT IMPACT FEE UPDATE STUDY AND REPORT Economic & Planning Systems, Inc. 6 Exp erience
Representative EPS Impact Fee and Nexus Studies in California Comprehensive Development Impact Fee Programs Area Development Impact Fees Burbank Public Facilities Nexus Study Mountain View North Bayshore Traffic and Utility Impact Fee Fairfield Capital Facility Fee Santa Rosa SW and SE Development Impact Fee Updates Turlock Capital Facilities Fee Nexus Study Sacramento North Natomas Financing Plan, and Nexus Study Newark Public Facilities Impact Fee Study Napa Big Ranch Road Area Development Impact Fee Madera Public Facilities Impact Fee Study Woodland Major Projects Financing Plan and Fee Nexus Study Union City Capital Facilities Program and Fee Turlock Westside Industrial Specific Plan Fee Nexus Study Alameda Capital Facilities Fee Program Sacramento Railyards Infrastructure Financing Plan & Nexus Study Santa Rosa Capital Facilities Fee Turlock East Area Specific Area Plan Fee South San Francisco Public Facilities Impact Fee Nexus Study Yuba East Linda Specific Plan Road and Park Fee Update Westminster Comprehensive Impact Fee Study Elk Grove Laguna South Public Facilities Fee Program Calistoga Comprehensive Impact Fee Nexus Study Yuba County Plumas Lake / North Arboga Road Fee Nexus Study Antioch Public Facilities and Transportation Nexus Study Eastern Elk Grove Park and Fire Fee Nexus Study Martinez Comprehensive Development Impact Fee Affordable Housing Residential Nexus Studies Pleasanton Comprehensive Fee Program San Bruno Affordable Housing In-Lieu Fee Solano County Comprehensive Impact Fee Study Newport Beach Housing In-Lieu Fee Fresno Comprehensive Impact Fee Study Sonoma County Workforce Housing Linkage Study West Covina Public Facilities Fee Program Pleasanton Lower Income Housing Fee San Luis Obispo Infrastructure Financing Analysis Palm Desert Affordable Housing Linkage Fee Transportation Development Impact Fees Santa Rosa Affordable Housing In-Lieu Fee Fresno Major Street Impact Fee Nexus Study Mountain View Affordable Housing Nexus Analysis Grass Valley Traffic Impact Fee Program Nexus Study Rohnert Park Inclusionary Housing In-Lieu Fee Dublin Downtown Transportation Impact Fee Update Sunnyvale Affordable Housing Nexus Study East Contra Costa Regional Transportation Impact Fee Habitat Conservation Fee Studies San Joaquin Regional Transportation Impact Fee Program Western Riverside County Multi-Species Habitat Conservation Coachella Valley Regional Transportation Fee Program North Natomas Habitat Conservation Plan (City of Sacramento) Solano County Regional Transportation Fee Program San Joaquin County Multi-Species Habitat Conservation Plan Ukiah Regional Transportation Fee Los Osos Habitat Conservation Plan (San Luis Obispo County) Cupertino Traffic Impact Fee & Nexus Study East Contra Costa County Habitat Conservation Plan West Los Angeles Regional Transportation Nexus Study Development Fee Program Review Martinez Road and Parks Impact Fee Study Mammoth Lakes Development Impact Fee Review Santa Cruz County TIF Review and Recommendations
B8

PROPOSAL - DEVELOPMENT IMPACT FEE UPDATE STUDY AND REPORT

Economic & Planning Systems, Inc. 7 Experience
Selected Profiles and References
The project profiles below detail the scope of work (e.g., approach and procedures), outcomes, and reference information for recent EPS projects that are comparable to the work requested in the City’s RFP.

Project #1: City of Fairfield Development Impact Fee Program Client Contact: Ryan Panganiban, Assistant Director for City of Fairfield Public Works Department
City of Fairfield, California
1000 Webster Street, Fairfield, CA 94533
(707) 428-7485
[email protected]
Scope of Work: EPS has been worked with the City of Fairfield on its development impact fee program since the mid-1990’s. More recently, the City was interested in an update to its development impact fees charged citywide for transportation improvements as well as five of the fees charged in the Northeast Area and the two charged in the Train Station Specific Plan Area, all of which had been last updated in 2013. EPS led a team that included transportation consultants (Fehr & Peers) and coordinated extensively with City staff. EPS’ team updated the Citywide Transportation impact fees and the full suite of development impact fees that apply within Fairfield’s Northeast Area. EPS deliverables supported City Council deliberations and approval of the updated AB1600 Citywide Traffic Impact Fees and all Northeast Area Fees. EPS is also currently working with City staff to update its parks and recreation, public buildings, and urban design impact fees.

Project Time Period: 2019 – 2022
Project Budget/ Value: $180,000, including $100,000 for EPS and $80,000 for subconsultant
EPS Team: Teifion Rice-Evans and Luke Foelsch; Subconsultants: Fehr & Peers

PROPOSAL - DEVELOPMENT IMPACT FEE UPDATE STUDY AND REPORT Economic & Planning Systems, Inc. 8 Exp erience
Project #2: City of Vacaville Development Impact Fee Program Client Contact: Gwen Owens
Special Projects, Public Works Department
650 Merchant Street, Vacaville, CA 95688
City of Vacaville, California
(707) 449-5170
[email protected]
Scope of Work: The City of Vacaville adopted its first development impact fee in 1992. After over 25 years without a formal update, the City was looking to update its ten (10) fee programs, including parks and recreation, transportation, public safety, and water and wastewater among others. The City hired EPS to lead the development of the new Nexus Study and the technical work for most of the fees. The City separately contracted with a transportation firm (DKS) and a utilities firm (Bartle Wells) to conduct technical analysis for the transportation, water, and wastewater fees.

EPS worked closely with the City’s project manager and numerous departments to develop a detailed and transparent update to the Nexus Study. This included identifying service standards, capital improvements, and land use forecasts to identify the maximum justifiable fees for parks and recreation, general government facilities, police, fire, and stormwater among others. EPS also integrated transportation, water, and sewer technical analyses to provide an overall comprehensive nexus study that included the new AB 602 requirements.

Detailed fee comparisons and extensive stakeholder outreach were also part of the process. The City Council adopted the new fee program in 2022.

Project Time Period: 2018 – 2022
Project Budget/ Value: $140,000
EPS Team: Teifion Rice-Evans and Bryan Isaac
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PROPOSAL - DEVELOPMENT IMPACT FEE UPDATE STUDY AND REPORT Economic & Planning Systems, Inc. 9 E xperience
Project #3: Foster City Comprehensive Development Impact and Commercial Linkage Fee Study
Client Contact: Marlene Subhashini
Assistant City Manager, City of Foster City
City of Foster City, California
610 Foster City Blvd, Foster City, CA, 94404
(650) 286
-3239
[email protected]
S
cope of Work: As one of the only cities in San Mateo County without development impact fees, the City of Foster City hired EPS to produce a nexus study establishing a full suite of development impact and commercial linkage fees to help finance future capacity-enhancing City projects. EPS led a consultant team that included a transportation consultant and coordinated extensively with City staff throughout the effort.

EPS established defensible maximum fee levels to cover capital facilities for parks, public safety, and transportation. Additionally, EPS established defensible maximum commercial linkage fee levels on nonresidential development for affordable housing in the city. EPS ensured the Comprehensive Development Impact Fee Nexus Study complied with the newly adopted AB 602 legislation and assisted City staff through various fee implementation policy considerations. EPS presented the Nexus Study to the City Council on June 20, 2022, where it was approved and adopted.

Project Time Period: 2021 – 2022
Project Budget/ Value: $148,965, including $92,290 for EPS and $52,675 for subconsultant
EPS Team: Luke Foelsch and Jason Moody; Subconsultants: Fehr & Peers B11

PROPOSAL - DEVELOPMENT IMPACT FEE UPDATE STUDY AND REPORT Economic & Planning Systems, Inc. 10 E xperience
Project #4: City of Redwood City Parks and Recreation Impact Fee Update
Client Contact: Lucas Wilder
Assistant Director, Parks and Recreation Department
Redwood City, California
1400 Roosevelt Ave., Redwood City, CA 94601
(650) 780
-7340
[email protected]
Scope of Work: Redwood City is a mid-sized municipality in the South Bay with a limited supply of vacant land. In 2005, a Parks and Recreation Department study showed that the City was serving residents with three acres of active park land per 1,000 City residents. As part of the City’s effort to update its General Plan, the Department retained EPS to prepare the original parks and recreation fee study. More recently in 2021, EPS was asked to update the City’s parks and recreation impact fee study as well as its Quimby Act parkland in-lieu fee.

EPS led the consulting team that included MIG, parks planner, as a subconsultant.

EPS combined parks standards, capital improvement plans, estimated park land costs, and parks user surveys to develop an update development impact fee and parkland in-lieu fee. Fee levels were considered in relation to fee levels in neighboring jurisdictions. In 2022, the City of Redwood City Council adopted the updated impact fees.

Project Time Period: 2021 – 2022
Project Budget/ Value: $85,000 including $50,000 for EPS and $35,000 for subconsultant
EPS Team: Teifion Rice-Evans; Subconsultants: MIG
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PROPOSAL - DEVELOPMENT IMPACT FEE UPDATE STUDY AND REPORT

Economic & Planning Systems, Inc. 11 Experience
Project #5: City of Calistoga Comprehensive Development Impact Fee Update
Client Contact: Greg Desmond
Planning and Building Director
City of Calistoga, California
1232 Washington Street, Calistoga, CA, 94515
(707) 942-2830
[email protected]
Scope of Work: The City of Calistoga was interested in updating its Development Impact Fee Program, which generates funding for capital facilities investments associated with police, fire, cultural/recreation, City administration, and transportation functions. The existing fee program was last updated in 2015, by EPS, and since that time there have been additions to the Mitigation Fee Act under AB 602, which changed some of the requirements for a nexus study.

EPS was hired to prepare a Nexus Study to update the existing fee program, with W-Trans joining as a subconsultant to update the transportation component of the fee program. EPS closely collaborated with City staff to identify the City’s facility needs, existing service standards, cost assumptions for those facilities, and development growth projections. The City Council adopted the updated fee program in 2025.

Project Time Period: 2024 – 2025
Project Budget/ Value: $95,000 including $60,000 for EPS and $35,000 for subconsultant
EPS Team: Teifion Rice-Evans; Subconsultants: W-Trans

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Economic & Planning Systems, Inc. 12 Scope of Work

3. Scope of Work
This Work Program describes the tasks the EPS Team will undertake to complete a review and update of three of the City’s development impact fees, consistent with the provisions of the Mitigation Fee Act (Government Code Section 66000), including recent refinements such as AB 602.

Specifically, this work program includes the necessary technical work to support the update of the following development impact fees:
• General Administration
• Public Works
• Police Facilities and Equipment
• Parks and Recreation Facilities
The Work Program also includes optional tasks to conduct a peer jurisdiction fee comparison and residential development feasibility assessment.

The Work Program is envisioned as a collaborative effort with City staff. EPS will be responsible for the preparation of the overall technical report and the technical work on all fees.

Task 1: Project Initiation
The EPS Team will meet with City staff to initiate the project. The following topics will be discussed at the project initiation meeting:
• Review of overall work program
• Status of City Capital Improvement Programs (CIPs) and Facility Master Plans • Relevant General Plan policies and service standards
• Consultant information needs from the City
• Process for gathering information, including meetings with city departments to develop/review capital improvements
• Development pipeline, forecasts, and Development Agreements • Schedule and Next Steps
• Communication Protocol
As part of the project initiation meeting, it would be helpful to have key City staff in attendance to provide them with an overview of the project objectives, data requirements, and key issues of concern. Whether at project initiation or later in the process, it will be helpful to obtain input from the City Attorney or counsel.

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PROPOSAL - DEVELOPMENT IMPACT FEE UPDATE STUDY AND REPORT

Economic & Planning Systems, Inc. 13 Scope of Work
Task 2: Demographic and Land Use Analysis
The EPS Team and City staff will initially review the current fee structure and, specifically, the land uses (and their definitions) that currently pay the development impact fees. The purpose of this review will be to determine whether any adjustments in the land use categories or definitions are appropriate.

EPS will then work closely with City staff to assemble the land use assumptions, growth projections, and pipeline projects that will inform impact fee development.

EPS will also define the operative assumptions, such as population and employment densities for each land use category, to be used in estimating demand allocation for new infrastructure. It is assumed the City will also provide information on any active Development Agreements that cover future development and that are expected to affect the payment of development impact fees.

Task 3: Development Impact Fees
Task 3 covers the technical work required to update the General Administration, Public Works, Police Facilities and Vehicles, and Parks and Recreation Fees impact fees. This technical work will establish the maximum, justifiable fee level. The recommended fee may be less than the maximum based on policy considerations and policymaker direction, including those potentially addressed in Optional Task 7.

Task 3.1: Existing Service Levels
One of the new requirements of development impact fees, required by AB 602, is that cities identify their existing service levels (the role and additional requirements of AB 602 are covered in more detail in Task 4. EPS will work with City staff to establish existing service levels for the fee programs being updated.

This will include metrics such as square feet of facility type per 1,000 residents, number of policy vehicles per 1,000 residents, etc.

Task 3.2: Capital Improvement List and Costs
EPS will work with City staff to identify the list of public facilities and infrastructure requirements that will form the basis of impact fee development for each of the fee categories. The public facilities list will be based on specific public facility needs, City service standards, and/or City service levels. Facilities/ improvements will include those that will partially or fully serve new development. Available City capital facility planning documents, including the City’s CIP and existing facility master plans as available, will help inform the development of the capital improvement list. EPS will rely on City staff to coordinate all interviews with relevant department members to gain a comprehensive understanding of the current and future public facility needs. EPS will attend any department interviews virtually.

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PROPOSAL - DEVELOPMENT IMPACT FEE UPDATE STUDY AND REPORT Economic & Planning Systems, Inc. 14 S cope of Work
Planning-level cost estimates will be required for public facilities/ improvements.

This work program assumes that City staff and EPS will work together to develop these cost estimates based on the City’s CIP, the City’s recent expenditure of improvement and vehicles (e.g. policy vehicles), and cost information from similar projects in similar jurisdictions.

Task 3.3: Cost Allocation and Preliminary Maximum Fee Calculation EPS will prepare the nexus-based cost allocation necessary to develop a preliminary development impact fee schedule for review by City staff. As a part of this effort, EPS will first allocate the development impact fee program costs to new and existing development. Specifically, EPS will the capital projects developed in Task 3.1 to determine whether the entire cost or a reasonable portion thereof can be proportionately allocated to new growth. The costs for projects that clearly serve both existing and new development will be allocated based on the proportion of the demand generated by each. EPS will pay special attention to ensure that facility needs and costs associated with existing deficiencies in service levels are not included in the proposed fees.

EPS will then allocate the development impact fee improvement program costs to the land use categories defined in Task 2. This allocation will be based on the relative contribution of each land use type to the demand for the related Improvement Program cost category. Based upon the cost allocation, EPS will prepare a preliminary maximum fee schedule with the total costs attributable to the projected development of each land use type. The fee for each land use will be derived by dividing the relative capital facility costs by the projected development in that land use category. EPS will summarize the fees by improvement type and land use for the City’s review and compare them to the existing fee levels.

Task 3.4: Maximum Fee Calculation Refinements
Over the course of the study, EPS will revise the fee calculations up to three (3) times based on feedback from City staff and policymakers.

Task 3.5: Fee Program Decisions and Implementation
Over the course of the study, based on stakeholder feedback and policymaker direction, EPS and City staff will develop the implementation plan for the updated fees. This will include selection of the recommended fee levels for adoption including whether to adopt at maximum levels or below. Other key considerations will include, but not be limited to, whether to exempt or provide fee discounts to specific land use types, whether to phase in the fee increases over time, and the processes for updating fee over time.

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PROPOSAL - DEVELOPMENT IMPACT FEE UPDATE STUDY AND REPORT Economic & Planning Systems, Inc. 15 Scope of Work
Task 4: AB 602 Compliance and Sheetz Decision
AB 602 added several new requirements to the Mitigation Fee Act. All of these requirements will be incorporated into the technical study. Requirements noted in prior tasks include:
• Identification of existing service levels and an explanation of any proposed service level increases.
• The inclusion and adoption of a Fee Program Capital Improvement Program as part of and along with the Nexus Study.

Another important new change requires that impact fees on new residential development are made proportional to new unit sizes or, alternatively, explains why that is not possible. EPS will develop options for converting the average per residential unit fees into per square foot fee for discussion with and consideration by City staff. It will be beneficial to discuss these options with the City Attorney/ Counsel, to determine the preferred approach(es) for the different fee categories.

In addition, while the recent U.S. Supreme Court decision was inconclusive in some respects, it will be beneficial to discuss the preferred approach to compliance and minimizing potential fee program challenges.

Task 5: Technical Reports/ Deliverables
EPS
will prepare the required Nexus Study/ Technical Reports. It will include a summary of the maximum and recommended development fees, documentation of the assumptions and methodology, and the required nexus findings and AB 602 requirements.

After estimating the preliminary maximum impact fee calculations, refinements based on City staff input, and guidance on fee level preferences, EPS will prepare a Draft Administrative Technical Report. After the City staff review and the provision of one round of consolidated comments, EPS will then prepare a Public Review Draft for presentation at public/ stakeholder meetings. Based on policymaker direction and stakeholder comments received, EPS and City staff will identify the appropriate refinements and EPS will prepare Final Technical Report for City Council consideration and adoption.

Task 6: Meetings and Presentations
For scoping and budgeting purposes, it is assumed that the City will look for EPS involvement in public presentations as well as stakeholder outreach. The scope reflects EPS participation in three (3) in-person public meetings (e.g. City Council meetings) as well as two virtual meetings with stakeholders (e.g. the development community). In addition, five (5) virtual meetings between EPS and City staff over the course of the study (in addition to the project initiation meeting) are assumed to discuss project progress and initial results/ documents and to receive City feedback.

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PROPOSAL - DEVELOPMENT IMPACT FEE UPDATE STUDY AND REPORT Economic & Planning Systems, Inc. 16 Scope of Work
Optional Task 7: Fee Comparisons and Feasibility Analysis While not required, cities are often interested in fee comparisons and residential development feasibility analysis as part of their fee program updates. This optional task would include a fee comparison and/or feasibility analysis as described below. If undertaken, this task would be conducted in parallel with the calculation of the maximum fee so it can inform subsequent discussions on preferred fee levels.
• Fee Comparison. It is useful to understand how existing and proposed fee levels compare to those of neighboring/ peer jurisdictions. This often informs fee update decisions including whether to adopt the maximum justifiable fees or a lower level. In this subtask, EPS will conduct a fee comparison, comparing the City of Antioch current and potential maximum update fees with fees in conjunction with corresponding fees in other cities, including other East Contra County cities and others. EPS would work with the City to identify up to five (5) jurisdictions of interest and then research and compile the relevant fee comparison information.
• Residential Development Feasibility Analysis. It can also be helpful to consider the potential fee increases in the context of the development economics of residential development. In this task, EPS will develop a basic housing development prototype including observed average new housing price points and estimates of development costs, including development impact fees. This allows for the development of metrics such as fee increases as a percentage of expected sales prices and/ or development costs and helps provide a sense of the potential impact of the new increases of developer returns, land values, or housing prices. Because every site and development project are different and market conditions can fluctuate relatively quickly, these analyses provide helpful insights on, but not definitive conclusions on, the impacts of fee increase on the feasibility of new residential development.

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Appendix A: Staff Resumes
B19
1330 Broadway, Suite 450, Oakland, CA 94612 510 841 9190 [email protected] Economic & Planning Systems, Inc.

The Economics of Land Use
www.epsys.com
Teifion Rice-Evans
Teifion Rice-Evans is a land use economist with over 30 years of experience. He directs complex consulting assignments in the interconnected areas of public finance, real estate economics, public/private partnerships, and community benefits. Teifion has particular expertise in working on plans and projects where a careful blend of economic, financing, and policy expertise is required to craft viable and supported paths forward. He is a leader in the firm’s development impact fee practice.

SELECTED PROJECT EXPERIENCE
z CITY OF FAIRFIELD COMPREHENSIVE DEVELOPMENT IMPACT

FEE STUDIES
EPS prepared citywide development impact fees and area development impact fees for a broad range of capital facilities in the City of Fairfield. EPS prepared the City’s original comprehensive development impact fee study and has led all the subsequent updates. EPS considered the effects of fees on development feasibility in general and in Downtown Fairfield. z CONTRA COSTA COUNTY VMT MITIGATION PROGRAM

FEASIBILITY ANALYSIS
EPS recently worked on a study for the Contra Costa Transportation Authority to consider potential approaches to integrating Vehicle Miles Travelled into future development analyses. EPS focused on considering the implications of different VMT mitigation approaches to the development feasibility of new development in different locations in the County. z WESTERN RIVERSIDE COUNTY TRANSPORTATION FEES/

ECONOMIC COMPETITIVENESS
For the Western Riverside Council of Governments, EPS conducted a major fee comparison looking at fees in over 30 jurisdictions across four Southern California counties, including Western Riverside County. This regional fee comparison has helped these jurisdictions understand the differences and similarities between their fee programs and fee levels. z CITY OF ANTIOCH DEVELOPMENT IMPACT FEE PROGRAM
EPS worked with the City of Antioch to adopt its development impact fee program. This fee program covered parks, public building, public works, and select transportation improvements. The fee program replaced prior public financing programs.
z CITY OF VACAVILLE DEVELOPMENT IMPACT FEE STUDIES
EPS recently updated the City of Vacaville’s comprehensive development impact fee program that has been originally adopted in the early 1990’s. EPS oversaw the update of transportation, public buildings, and storm drain fees, and, with support from subconsultants, the transportation, water, and sewer fees. z CITY OF CALISTOGA DEVELOPMENT IMPACT FEES
EPS worked with the City of Calistoga to adopt its first development impact fee program. This fee program covered public safety, parks, transportation, and other civic facilities. EPS also developed affordable housing fees and parking inlieu fees for the City. EPS is currently conducting the first update to these fees.

Education
Master of Arts in Economics,
University of Cambridge
Bachelor of Arts in Economics,
University of Cambridge
Selected Lectures
California American Planning
Association 2024 Conference:

Beyond the Sheetz: Nexus
Studies and the New Supreme
Court Decision
COVID-19: Economic and Fiscal
Vulnerability and Impacts
Webinar; WRCOG April 2020
California American Planning
Association 2016 Conference:

The LA Waterfront
California American Planning
Association 2015 Conference:

Regional Collaboration,
Competitiveness, and Prosperity
ULI Workshop: Real Estate Market
and Feasibility Analysis, 2005
The Nature Conservancy, 2000
and 2002: Land Acquisition and
Valuation
Awards
California American Planning
Association – South Fremont/
Warm Springs Revitalization
Plan
Association of Environmental
Professionals –Award for
Outstanding Resource
Document – East Contra Costa
County HCP/NCCP
Affiliations
American Real Estate and Urban
Economics Association
American Planning Association
Managing Principal
B20
1330 Broadway, Suite 450, Oakland, CA 94612 510 841 9190 [email protected] Economic & Planning Systems, Inc.

The Economics of Land Use
www.epsys.com
Luke Foelsch
Vice President
Luke Foelsch joined EPS as an Associate in 2019, bringing experience in economic impact analysis, economic development finance, public policy, and spatial analysis. Since joining EPS, he has gained further experience acting as project manager for various economic and fiscal impact analyses, real estate financial feasibility studies, and in-depth market analyses.

SELECTED PROJECT EXPERIENCE
z FAIRFIELD IMPACT FEE PROGRAM UPDATE
EPS, leading a multidisciplinary team and working with Fairfield City staff, developed an updated nexus study for the City’s existing AB1600 fee program for transportation fees citywide and the full suite of Northeast Area fees. Through technical analyses built on City-provided Capital Improvement Project lists and City buildout projections, EPS produced updated nexus studies, culminating in the approval of the updated fee levels in 2022.
z FOSTER CITY COMPREHENSIVE DEVELOPMENT IMPACT AND

COMMERCIAL LINKAGE FEE NEXUS STUDY
The City of Foster City, as one of the only cities in San Mateo County without development impact fees, hired EPS to produce a nexus study establishing a full suite of development impact and commercial linkage fees to help finance future capacity-enhancing City projects. Utilizing planned capital improvement project information from City staff, EPS established defensible maximum fee levels for the categories of Parks, Public Safety, Transportation, and Affordable Housing (via the Commercial Linkage Fees), to be applied to future residential and non-residential development. EPS’ Nexus Study was approved and adopted in June 2022.
z CLAYTON OPEN SPACE & PARK IMPROVEMENT IMPACT FEE

NEXUS STUDIES
EPS was engaged by the City of Clayton to update their existing Quimby In-Lieu and AB 1600 Park Improvement Impact Fees.

Utilizing city service population, parkland inventory, and service standards, EPS calculated updated fees for residential and non- residential land uses.
z BELMONT OPEN SPACE & PARK IMPROVEMENT IMPACT FEE

NEXUS STUDIES
EPS was engaged by the City of Belmont to update their existing Quimby In-Lieu and AB 1600 Park Improvement Impact Fees.

Utilizing city service population, parkland inventory, and service standards, EPS calculated updated fees for residential and non- residential land uses.

Education
Master of Science, Urban and
Regional Planning, University of
Iowa, 2019
Bachelor of Business
Administration, University of
Iowa, 2014
Previous Employment
2015-2018
SouthGate Development
Companies
2018-2019
The City of Iowa City
Department of Neighborhood
and Development Services
Presentations
“Mapping the Fiscal Dimensions
of Land Use Policy,” case study
presentation at American
Planning Association’s 2024
National Planning Conference
(NPC24). April 14th, 2024

B21
Bryan Isaac
Associate
Economic & Planning Systems, Inc.

The Economics of Land Use
www.epsys.com
1300 Broadway, Suite 450, Oakland, CA 94612 510-626-8384 [email protected] Bryan Isaac joined EPS as an associate in 2025, bringing experience in housing feasibility, socio-economic data analysis, and in-depth market analysis. Prior to joining EPS, he developed his quantitative skills through academic research and professional work at a residential real estate brokerage. At EPS, Bryan supports a variety of projects focused on economic development, land use strategy, and real estate feasibility, contributing in-depth data analysis and insightful market interpretation to guide public and private decision-making.

SELECTED PROJECT EXPERIENCE
z VACAVILLE IMPACT FEE UPDATE
The City of Vacaville contracted EPS to update its development impact fee program. EPS is currently finalizing the maximum justifiable new fees and is comparing them to the fees of surrounding cities.
z CARSON IMPACT FEE AND COMMUNITY BENEFIT UPDATE
EPS is working with the City of Carson on updating its development impact fee and community benefits programs. Current research includes making comparisons to other community benefits programs in terms of structure and effectiveness, as well as assessing how impact fees and community benefits will affect development feasibility.
z WOODSIDE TOWN CENTER AREA PLAN UPDATE
As part of a multidisciplinary team, EPS is assessing viable commercial and residential options for the future of Woodside’s Town Center. Current work includes preparing the existing conditions assessment of the Town Center’s key socio-economic and market trends to guide a discussion of critical planning issues. This project relies on analysis of commercial retail data and engagement with local property and business owners, as the team aims to provide outcomes favorable to both businesses and the local community.

Education
M.S., Applied Economics
– University of San
Francisco (2021)
B.A., Global Economics
– University of California,
Santa Cruz (2019)
Employment History
Senior Research Analyst,
Polaris Pacific (2022-2025)
Graduate Research
Assistant, University of San
Francisco (2020-2021)
B22
Table 1
Revised Budget
Rice-Evans Foelsch Isaac
Task/ Description Project
Manager
Deputy Project
Manager
Technical
Analyst
Task 1: Project Initiation (2) 4 4 4 $3,340 $0 $3,340
Task 2: Demographic and Land Use Analysis 2 4 8 $3,510 $50 $3,560 Task 3: Development Impact Fee Analysis (3) 15 40 40 $24,775 $250 $25,025 .Task 4: AB 602 Compliance 4 6 6 $4,320 $0 $4,320
Task 5: Technical Reports and Deliverables 10 25 25 $15,700 $0 $15,700 Task 6: Meetings and Presentations (4) 25 16 16 $16,465 $100 $16,565 Task 7: Fee Comparisons & Feasibility (5) 8 12 30 $12,510 $150 $12,660 TOTAL HOURS 68 107 129
Billing Rates (6) $345 $275 $215
TOTAL PROJECT COSTS w/o Contingency $80,620 $550 $81,170 PROJECT CONTINGENCY (10%) $8,062 $55 $8,117
GRAND TOTAL $88,682 $605 $89,287
(1) Direct costs include data acquisition (if necessary) and staff travel to public meetings. (2) Includes one kick-off meeting with City staff
(3) Includes as-needed virtual interviews with relevant department staff. (5) Optional tasks includes fee comparison and development feasibility analysis. Based on City's preference, EPS can conduct both of these analyses for the budget amount shown or one of these analyses for half the budget. (6) Hourly billing rates are effective for 2025 and subject to annual revision.

EPS Staff
Subtotal
EPS
Direct
Costs (1)
Grand
Total
(4) Includes attendance at/ preparation for three (3) in-person public meetings, two (2) virtual stakeholder briefings, and five (5) virtural City staff briefings/ discussions. Additional public meetings will cost $4,000 each.

Economic & Planning Systems, Inc. 9/26/2025 Z:\Shared\Proposals\Oakland\251000s\251071_Antioch_DIF\251071_PBud_revised092625 B23
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Table 2
Illustrative Schedule
Month/ Week
Task/
Description 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 Task 1: Project Initiation
Task 2: Demographic and Land Use Analysis
Task 3: Development Impact Fee Analysis
Task 4: AB 602 Compliance
Task 5: Technical Reports and Deliverables AD PRD FD
Task 6: Meetings and Presentations SM SM CC CC CC
Task 7: Fee Comparisons & Feasibility
AD = Administrative Draft Report
PRD = Public Review Draft Report
FD = Final Report
SM = Stakeholder meeting
CC = City Council Meeting
Month 1 Month 7Month 2 Month 3 Month 4 Month 5 Month 6
Economic & Planning Systems, Inc. 9/26/2025 Z:\Shared\Proposals\Oakland\251000s\251071_Antioch_DIF\251071_PBud_revised092625 B24
B24

N
Agenda Item

STAFF REPORT TO THE CITY COUNCIL

DATE: Regular Meeting of October 14, 2025

TO: Honorable Mayor and Members of the City Council

SUBMITTED BY: Monserrat Cabral, Acting Public Safety & Community Resources Director

APPROVED BY: Bessie Marie Scott, City Manager

SUBJECT: Approve Stand Out Achieve and Rise (SOAR) Internship Subaward to Rubicon Programs ($478,773.66) with $150,000 for
Nonprofit/CBO Host Sites

RECOMMENDATION
It is recommended that the City Council adopt a resolution awarding Rubicon Programs funding from the California Volunteers Youth Job Corps contract through the Office of the Governor and authorizing the City Manager to execute the associated agreements in a form approved by the City Attorney.

FISCAL IMPACT
Approving the subaward will allocate $478,773.66 from the City’s $1,740,583.66 California Volunteers Youth Service Corps grant to Rubicon Programs for SOAR implementation, including $150,000 in pass -through support to nonprofit and community-based host sites, fully grant -funded through December 31, 2026 , with no General Fund impact.

DISCUSSION
The SOAR (Stand Out, Achieve, and Rise) Internship Program is one of the City of Antioch’s flagship youth development and workforce readiness initiatives. Funded by the American Rescue Plan Act (ARPA) funds and l aunched in 2022 as the Mayor’s Apprenticeship Program (MAP) and now rebranded as SOAR, the program provides Antioch young adults (ages 18 –26) with paid, service -based internships that build career skills, create employment pathways, and instill a strong ethic of community service—fully aligned with the goals of the California Volunteers Youth Service Corps.

Since 2022, Rubicon Programs has been the City’s core implementation partner for SOAR/MAP. Together, we have completed three successful cohorts , and the fourth cohort (15 interns)—our highest enrollment to date—is currently underway.

CITY OF

ANTIOCH

CALIFORNIA
City Council Staff Report
October 14, 2025 Agenda Item N 2
To continue and expand this proven model, staff recommends awarding $478,773.66 from the City’s $1,740,583.66 California Volunteers Youth Service Corps contract to Rubicon Programs for SOAR implementation. Of Rubicon’s subaward, $150,000 is budgeted as pass -through funding to other nonprofits and community -based organizations (CBOs) that host interns. Of the $478,773.66 proposed for Rubicon Programs, $150,000 will go directly to local nonprofits and community -based organizations (CBOs) that host our interns. These host sites have taken on more day - to-day responsibilities —supervision, training, supplies, and reporting —while struggling to keep up financially. This pass -through helps them sustain current placements and safely add capacity.

Rubicon’s scope includes:
• Weekly cohort engagement and coaching: group sessions and 1:1 check -ins focused on job readiness, soft skills, and workplace success. • Comprehensive case management and referrals to remove barriers for interns, including housing stability, workforce training, transportation support, vital records, benefits navigation, and other supportive services. • Placement coordination and retention support with City departments and community-based host sites, plus ongoing employer communication and problem-solving.
• Data, compliance, and reporting in alignment with California Volunteers requirements.

This award is part of the City’s $1,740,583.66 allocation from the California Volunteers Youth Service Corps, funding SOAR from July 1, 2025 through December 31, 2026.

During this period, we will run three cohorts, including one culinary -focused cohort in partnership with Loaves & Fishes to connect interns to real jobs in culinary and hospitality. Other pathways will include skilled trades, community health, environmental services, and public sector roles.

The proposed subaward keeps a proven model in place —Rubicon as the backbone provider, with direct support to the nonprofit/CBO sites where interns learn every day — so more Antioch young adults can build skills, earn income, and move into permanent employment.

ATTACHMENTS
A. Resolution
B. CA Volunteers Youth Service Corps Approved Budget

ATTACHMENT A

RESOLUTION NO. 2025/**

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ANTIOCH

AWARDING A SUBAWARD TO RUBICON PROGRAMS IN THE AMOUNT OF $478,773.66 FROM THE CITY’S CALIFORNIA VOLUNTEERS YOUTH SERVICE

CORPS GRANT FOR THE STANDOUT, ACHIEVE, AND RISE (SOAR) INTERNSHIP PROGRAM, INCLUDING $150,000 IN PASS-THROUGH SUPPORT TO

NONPROFIT/CBO HOST SITES

WHEREAS, the City of Antioch is committed to empowering youth and young adults through service-based internships, job training, and civic engagement as part of its Youth Services Network; and

WHEREAS, the City of Antioch operates the Stand Out, Achieve, and Rise (SOAR) Internship Program —formerly the Mayor’s Apprenticeship Program (MAP) —to provide paid, service-based work experience and career development for Antioch young adults; and

WHEREAS, since 2022 Rubicon Programs has served as the City’s core implementation partner, providing weekly cohort engagement, one -on-one coaching, case management, referrals, placement coordination, and grant compliance support; and

WHEREAS, the City has been awarded $1,740,583.66 by California Volunteers (Office of the Governor) under the Youth Service Corps initiative to operate SOAR during the period July 1, 2025 through December 31, 2026; and

WHEREAS, staff recommends awarding a SOAR implementation subaward of $478,773.66 to Rubicon Programs, of which $150,000 will be passed through to nonprofit and community -based organizations (CBOs) that host interns to support on-site supervision, training, materials/certifications, and other placement costs; and

WHEREAS, the recommended subaward is fully grant -funded with no General Fund impact and is consistent with the California Volunteers Youth Service Corps program requirements.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Antioch hereby awards a subaward to Rubicon Programs in the amount of $478,773.66 from the City’s California Volunteers Youth Service Corps grant for SOAR implementation, including $150,000 in pass -through support to nonprofit/CBO host sites and authorizes the City Manager, or designee, to execute all necessary agreements and documents, in a form approved by the City Attorney, to implement the grant and administer the SOAR Internship Program in accordance with funding guidelines.

* * * * * * * * * * *

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 14th day of October 2025, by the following vote:

AYES:

ABSENT:

ABSTAIN:

NOES:

____________________________________
MICHAEL J. MANDY

CITY CLERK OF THE CITY OF ANTIOCH

Applicant:

Contact information Monserrat Cabral, 925-779-7077, [email protected] Items Description Calculation Total Budget % Allocation Cross Check Youth Services Network Manager
Develop, monitor, and ensure
adherence to the Youth Services
Corps grant budget; Work with key
stakeholders to plan and allocate
funds for activities, including
personnel, program materials,
transportation, and other operational
costs. staff will track hours spent
providing specific services to
participants/RISE and only charge
services line items for hours spent
providing any service to RISE.

Youth Services Network Manager will initiate
and cultivate partnerships with agencies
and groups to develop and support youth
development throughout the city, including
youth at high risk for violence. .25 FTE x
$263,797 annual salary and benefits x 1.5
years = $98,925
98,925.00$
Youth Services Network Programs
Coordinator
Assist in the implementation of youth
programs, such as recruitment,
training, and community service
projects, that align with the grant’s
objectives. Track day-to-day program
expenses, including staff time,
supplies, and transportation. staff will
track hours spent providing specific
services to participants/RISE and only
charge services line items for hours
spent providing any service to RISE.

Youth Services Network Coordinator will
plan, organize, promote, facilitate, and
coordinate variousRISE services and
activities. .30 FTE x $143,206 annual salary
and benefits x 1.5years = $64,442.7
64,443.00$
Total 163,368.00$ 9.4%
I - B. Direct Operating Costs (Must not exceed 30% of Total Award when combined with Section I-A. Administration) Items Description Calculation Total Budget % Allocation Cross Check Participant Uniforms
uniforms for all SOAR participants;
seperate uniforms for culinary
program $1100 per cohort session (3 cohorts) 3,300.00$ Van Driver Part-Time EE $29.10 for 18 hours a week (60 weeks) 31,428.00$ Transportation
16-18 month lease of a 10
passenger van that directly
supports the goals of the grant $3,000/month for 18 months 54,000.00$ Gasoline for van gas for the 10-passanger van
A typical 10-passenger van gets about
12-15 miles per gallon (MPG);California is
currently around $4.50 per gallon (prices
may vary). Traveling 20 miles a day, you
would spend approximately $6.93 per
day, $207.90 per month, or $2,529.45 per
year on gasoline, assuming the van gets
around 13 MPG and gas costs $4.50 per
gallon. $2530 + $1265 3,795.00$
Administrative Costs
Food for training, supplies for
programmatic needs $1018/EOY food (3 EOY celebrations) 3,056.00$ Total 95,579.00$ 14.88%
# Requested Hourly Salary # of Hours Total Budget % Allocation Cross Check 40 $23.10 980 905,520.00$
-$
-$

40.00 905,520.00$ 52.02%
Items Description Calculation Total Budget
FICA for Fellows N/A -$
Worker's Compensation
insurance that provides wage
replacement and medical
benefits 8% 72,441.60$
Health Care Medicare contribution 1% 13,130.04$
CaliforniansForAll Youth Service Corps
City of Antioch
I - A. Administration (Must Not Exceed 10% of Total Award) II. Youth Service Corps Fellow Wages (must be at least 50% of grant amount) III. CaliforniansForAll Youth Workforce Fellows - Other Fellow Costs Retirement
PARS provides retirement and
pension administration services 1% 11,771.76$
Total 11% 97,343.40$
Items Description Calculation Total Budget % Allocation Cross Check Contractual Services 478,773.26$
Staff Time
Total 478,773.26$ 27.5%
Total Budget Request 1,740,583.66$
Total # of Fellows 40
Partner Status (Proposed or Secured) Contractual Amount Rubicon Programs Secured 328,773.66$
Loaves & Fishes Proposed 25,000.00$
Monument Impact Proposed 50,000.00$
Bridge Builders to the New Generation Proposed 50,000.00$ Family Justice Center Proposed 25,000.00$
Total 478,773.66$
List of Partners
IV. Program Wrap-Around Services (Not to Exceed 40% of Total Award)

O
Agenda Item

STAFF REPORT TO THE CITY COUNCIL

DATE: Regular Meeting of October 14, 2025

TO: Honorable Mayor and Members of the City Council

SUBMITTED BY: Monserrat Cabral, Acting Public Safety & Community Resources Director

APPROVED BY: Bessie Marie Scott, City Manager

SUBJECT: Amendment to the FY26 California Violence Intervention & Prevention (CalVIP) Grant Fund Budget

RECOMMENDED ACTION
It is recommended that the City Council adopt a resolution authorizing amendment of the Fiscal Year 2026 California Violence Intervention and Prevention (CalVIP) Fund budget to accurately reflect Fiscal Year 2026 projected expenditures and grant reimbursements.

FISCAL IMPACT
The Fiscal Year 2025/26 CalVIP Fund budget currently reflects $209,789 for personnel only and no other anticipated costs under the CalVIP Program. To align the City’s budget with the Board of State and Community Corrections (BSCC) \grant approved budget, a budget amendment in the amount of $518,577 is needed for expenditures and associated grant reimbursements to capture the full grant balance remaining of $728,366, which must be spent by December 31, 2025.

BACKGROUND
On June 9, 2022, the Board of State and Community Corrections (BSCC) awarded the City of Antioch a California Violence Intervention and Prevention (CalVIP) Grant for the period of July 1, 2022 through December 31, 2025 in the total amount of $1,794,116. The CalVIP Program provides resources to support, expand, and replicate evidence -based violence reduction initiatives that interrupt cycles of violence in adversely impacted communities throughout the City of Antioch.

DISCUSSION
As part of the grant implementation process, staff has identified a discrepancy between the City’s FY26 adopted budget and the approved CalVIP award budget. Specifically:
• The FY26adopted budget currently reflects $209,789 for personnel • The CalVIP award budget specifies $279,410 for salaries/benefits and $1,514,706 for professional services over the grant period.
• $222,050 in personnel costs have been charged to the grant through 6/30/25, leaving $57,360 that can be utilized in FY26 , thus the FY26 pe rsonnel budget needs to be

Antioch City Council Report
October 14, 2025 Agenda Item O

reduced to $57,360.
• A re-allocation of the existing personnel budget and the amendment request will result in a revised total budget of $728,366, with $57, 360 budgeted for personnel and $671,006 for professional services.

This misalignment could create challenges in meeting reporting, expenditure, and reimbursement requirements with BSCC. To ensure compliance and allow full utilization of grant funds, staff recommends amending the FY26 budget to reflect the authorized amounts per the CalVIP award.

ATTACHMENTS
A. Resolution

Attachment A
RESOLUTION NO. 2025/**

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ANTIOCH
AUTHORIZING AN AMENDMENT TO THE FISCAL YEAR 2025/26 CALIFORNIA

VIOLENCE INTERVENTION AND PREVENTION (CALVIP) GRANT FUND BUDGET WHEREAS, on June 9, 2022, the Board of State and Community Corrections (BSCC) awarded the City of Antioch a California Violence Intervention and Prevention (CalVIP) Grant for the period of July 1, 2022 through December 31, 2025, in the total amount of $1,794,116; and
WHEREAS, the CalVIP Program provides resources to support, expand, and replicate evidence-based violence reduction initiatives that interrupt cycles of violence in adversely impacted communities throughout the City of Antioch; and WHEREAS, the Fiscal Year 2025/26 CalVIP Budget currently only reflects $209,789 for personnel costs under the CalVIP Program, which does not align with the BSCC-approved CalVIP award budget; and
WHEREAS, the BSCC -approved CalVIP award specifies $279,410 for salaries/benefits and $1,514,706 for professional services over the grant period; and WHEREAS, this amendment is necessary to align the City’s records with the approved CalVIP award budget and ensure compliance with BSCC requirements; .

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Antioch hereby authorizes an amendment to the Fiscal Year 2025/26 CalVIP Fund Budget to reflect $57,360 in budgeted personnel costs and $671,006 in professional services for a total approved budget of $728,366, with associated grant reimbursements. * * * * * * * * * * *
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 14th day of October, 2025, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:
_____________________________________
MICHAEL J. MANDY

CITY CLERK OF THE CITY OF ANTIOCH

P
Agenda Item #

STAFF REPORT TO THE CITY COUNCIL

DATE: Regular Meeting of October 14, 2025

TO: Honorable Mayor and Members of the City Council

SUBMITTED BY: Bessie M. Scott, City Manager

SUBJECT: Resolution Approving the Professional Services Agreement with K.

Zelenka Consulting to Provide Organizational Efficiency Implementation Services in an Amount Not to Exceed $245,000

RECOMMENDED ACTION
It is recommended that the City Council adopt a resolution approving a Professional Services Agreement with K. Zelenka Consulting to provid e organizational efficiency implementation services and other functions in an amount not to exceed $245,000 and authorizing the City Manager to execut e the agreement in a form approved by the City Attorney.

FISCAL IMPACT
The total cost of the one-year agreement will not exceed $ 245,000. Funding for this initiative will come from cost savings achieved during the vacancies of the Assistant City Manager and Executive Assistant positions within the City Manager’s office , while recruitment efforts to fill the open roles continue and commence.

DISCUSSION
The City intends to retain K. Zelenka Consulting to provide organizational efficiency implementation services that will help the City Manager advance the City’s adopted efficiency review recommendations and ensure continuity in several key initiatives. The consultant will concentrate on facilitating process improvements, coordinating efforts across departments, and supporting the City’s ongoing commitment to organizational effectiveness and customer-focused service delivery.

K. Zelenka Consulting is in the process of completing the City’s comprehensive organizational efficiency audits, which have identified a series of actionable recommendations to improve operations, streamline processes, and enhance overall service delivery (See attachments of completed Operational Assessments) . Having conducted those reviews, K. Zelenka has an in -depth understanding of the City’s structure, staffing, and workflow challenges. This direct experience uniquely positions her to move from analysis to implementation without delay or additional orientation, ensuring the work continues immediately and effectively.

Antioch City Council Report
October 14, 2025 Agenda Item #P

Under this engagement, K. Zelenka Consulting will serve as the City’s Organizational Efficiency Implementation Consultant, reporting directly to the City Manager. The consultant will act as an independent contractor and will not exercise supervisory authority or perform employee functions. Key responsibilities include coordinating the implementation of efficiency review recommendations, developing action plans and timelines with department staff, facilitating cross -departmental meetings, and preparing regular progress updates for the City Manager and City Council. The consultant will immediately continue the Operational Assessments with the Human Resources Department (in final draft phase ) and will begin assessments for Antioch Police Department (APD) Dispatch Center, Community and Economic Development Department, and Parks and Recreation Services Department this month.

The consultant will also identify new opportunities for process improvement, recommend strategies to enhance service delivery, and assist with community engagement and stakeholder communication related to organizational changes. As directed by the City Manager, the consultant may provide policy and program analysis and attend City Council or community meetings to present updates.

Because K. Zelenka Consulting conducted the original organizational efficiency audits and possesses specialized knowledge of the City’s operations, her continued involvement is essential to maintain momentum and ensure consistency in implementation.

Accordingly, the City Manager recommends that the City Council approve a sole -source professional services agreement with K. Zelenka Consulting pursuant to Antioch Municipal Code Section 3 -4.12(B), which authorizes sole -source procurement when specialized expertise or continuity of service is required.

ATTACHMENTS
A. Resolution
B. Professional Services Agreement Template
C. Scope of Services
D. Synopsis of City of Antioch Operational Assessments To Date E. Completed Operational Assessment – Code Enforcement Division F. Completed Operational Assessment – Information Services (IS) Department G. Completed Operational Assessment – Public Works (PW) Department

ATTACHMENT A

RESOLUTION NO. 2025/***

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ANTIOCH
APPROVING A PROFESSIONAL SERVICES AGREEMENT WITH K. ZELENKA

CONSULTING TO PROVIDE ORGANIZATIONAL EFFICIENCY IMPLEMENTATION SERVICES FOR AN AMOUNT NOT TO EXCEED $245,000 AND AUTHORIZING THE CITY MANAGER TO EXECUTE THE AGREEMENT.

WHEREAS, the City of Antioch seeks to advance its adopted organizational efficiency review recommendations and ensure continuity in the implementation of key operational improvement initiatives;

WHEREAS, the City intends to retain a consultant to provide advisory, facilitation, and implementation support to assist the City Manager in coordinating cross - departmental efforts, developing action plans, monitoring progress, and supporting the City’s commitment to organizational effectiveness and customer-focused service delivery;

WHEREAS, K. Zelenka Consulting (“Consultant”) is in the process of completing the City’s comprehensive organizational efficiency audits, identifying actionable recommendations to improve operations, streamline processes, and enhance overall service delivery;

WHEREAS, because of the Consultant’s direct involvement in those efficiency audits, the Consultant possesses specialized institutional knowledge of the City’s structure, staffing, and workflow challenges, uniquely positioning the Consultant to transition immediately from analysis to implementation without additional orientation;

WHEREAS, the City seeks to enter into a Professional Services Agreement with the Consultant to serve as the City’s Organizational Efficiency Implementation Consultant, reporting directly to the City Manager and acting as an independent contractor without supervisory authority or employee functions;

WHEREAS, the Consultant will facilitate the implementation of efficiency review recommendations, develop action plans and timelines, coordinate interdepartmental meetings, and prepare periodic written progress updates for the City Manager and City Council;

WHEREAS, due to the Consultant’s prior engagement and specialized expertise, continuity of service is essential to maintain progress and ensure consistency in implementation efforts;

WHEREAS, pursuant to Antioch Municipal Code Section 3 -4.12 (B), the City Manager recommends approval of a sole -source procurement, as Consultant’s unique qualifications and familiarity with the City’s operations make the Consultant’s services necessary to ensure timely and effective implementation; and

RESOLUTION NO. 2025/***
October 14, 2025
Page Two

WHEREAS, the City Manager further recommends entering into a Professional Services Agreement with K. Zelenka Consulting to provide organizational efficiency implementation services for an amount not to exceed $245,000 for a one-year term, with funding derived from salary savings realized during the vacanc ies of the Assistant City Manager and Executive Assistant positions within the City Manager’s office.

NOW, THEREFORE, BE IT RESOLVED , the City Council of the City of Antioch hereby approves the Professional Services Agreement with K. Zelenka Consulting to provide organizational efficiency implementation services for an amount not to exceed $245,000 for a one-year term, pursuant to the sole-source provisions of Antioch Municipal Code Section 3-4.12 (B), and authorizes the City Manager to execute the Agreement in a form approved by the City Attorney.

* * * * * * *

AYES:

NOES:

ABSTAINED:

ABSENT:

__________________________________
MICHAEL J. MANDY

CITY CLERK OF THE CITY OF ANTIOCH

Page 1 of 14 ends

****ATTENTION****[Please complete all highlighted areas. Delete the comment boxes and this sentence in the final version. When complete, please REMOVE all highlighting and apply BOLD font to the information you have inserted in the agreement]*****

CONSULTING SERVICES AGREEMENT BETWEEN

THE CITY OF ANTIOCH AND
___________________________________[NAME OF CONSULTANT] THIS AGREEMENT (“Agreement”) is made and entered into thi s _____ day of _________________, 202___ ( “Effective Date” ) by and between the City of Antioch , a municipal Corporation with its principle place of business at 200 H Street, Antioch, CA 94509 (“City”) and _____________________________ with its principle place of business at _____________________________ (“Consultant”) as of ___________________, 202_. City and Consultant individually are sometimes referred to herein as “Party” and collectively as “Parties.” SECTION 1. SERVICES. Subject to the terms and conditions set forth in th4.1is Agreement, Consultant shall furnish all technical and professional services including labor, material, equipment, transportation, supervision and expertise to provide to City the services described in the Scope of Work attached as Exhibit A attached hereto and incorporated herein at the time and place and in the manner specified therein (“Services”). In the event of a conflict in or inconsistency between the terms of this Agreement and Exhibit A, the Agreement shall prevail.

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

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

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

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

SECTION 2. COMPENSATION. City hereby agrees to pay Consultant a sum not to exceed ______________________, notwithstanding any contrary indications that may be contained in Consultant’s proposal, for Services to be performed and reimbursable costs incurred under this Agreement. In the event

ATTACHMENT B
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of a conflict between this Agreement and Consultant’s proposal, attached as Exhibit A , regarding the amount of compensation, the Agreement shall prevail. City shall pay Consultant for Services rendered pursuant to this Agreement at the time and in the manner set forth below. The payments specified below shall be the only payments from City to Consultant for Services rendered pursuant to this Agreement.

Except as specifically authorized by City, Consultant shall not bill City for duplicate services performed by more than one person.

Consultant and City acknowledge and agree that compensation paid by City to Consultant under this Agreement is based upon Consultant’s estimated costs of providing the Services required hereunder, including salaries and benefits of employees and subcontractors of Consultant. Consequently, the Parties further agree that compensation hereunder is intended to include the costs of contributions to any pensions and/or annuities to which Consultant and its employees, agents, and subcontractors may be eligible. City therefore has no responsibility for such contributions beyond compensation required under this Agreement.

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

▪ The beginning and ending dates of the billing period;

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

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

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

▪ The Consultant’s signature.

2.2 Payment Schedule.

2.2.1 City shall make incremental payments, based on invoices received , [according to the payment schedule attached as Exhibit B and incorporated herein], for Services satisfactorily performed, in accordance with the requirements of this Agreement , and for authorized reimbursable costs incurred.

City shall have thirty (30) days from the receipt of an invoice that complies with all of the requirements of Section 2.1 to pay Consultant.

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

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

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

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

2.5 Reimbursable Expenses. Reimbursable expenses are specified below, and shall not exceed ______________________________________________ ($ ). Expenses not listed below are not chargeable to City. Reimbursable expenses are included in the total amount of compensation provided under this Agreement that shall not be exceeded.

Reimbursable Expenses are:
___________________________

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

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

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

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

SECTION 4. INSURANCE REQUIREMENTS. Before beginning any work under this Agreement, Consultant, at its own cost and expense, shall procure insurance against claims for injuries to persons or damages to property that may arise from or in connection with the performance of the work by the Consultant and its agents, representatives, employees, and subcontractors. Consultant shall provide proof satisfactory to City of such insurance that meets the requirements of this section and under forms of insurance satisfactory in all respects to the City. Consultant shall maintain the insurance policies required Commented [U4]: Can decide if this is applicable as some projects include a retention paid with the final deliverable and sometimes payment is just made monthly as services provided
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by this section throughout the term of this Agreement. The cost of such insurance shall be included in the Consultant's proposal. Consultant shall not allow any subcontractor to commence work on any subcontract until Consultant has obtained all insurance required herein for the subcontractor(s) and provided evidence thereof to City. Verification of the required insurance shall be submitted and made part of this Agreement prior to execution. Insurers shall have an AM Best rating of no less than A:VII unless otherwise accepted by the City in writing:

4.1 Commercial General Liability (CGL ). Insurance Services Office Form CG 00 01 covering CGL on an “occurrence” basis, including products and completed operations, property damage, bodily injury and personal & advertising injury with limits no less than $2,000,000 per occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit. The required insurance limits may be met if an umbrella insurance provision explicitly supplements both the CGL and general aggregate limits to reach the required threshold. If Consultant’s services include work within 50 feet of a railroad right of way, the Consultant shall have removed any exclusion on their liability policy limiting coverage for work near a railroad, or shall provide a Railroad Protective Liability policy in favor of the City.

Limits for such coverage shall be no less than $5,000,000.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

SECTION 5. INDEMNIFICATION AND CONSULTANT’S RESPONSIBILITIES.

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

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

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

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

SECTION 6. STATUS OF CONSULTANT.

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

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

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entitlement to any contribution to be paid by City for employer contributions and/or employee contributions for PERS benefits.

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

SECTION 7. LEGAL REQUIREMENTS.

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

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

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

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

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

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

7.6 California Labor Code Requirements . Consultant is aware of the requirements of California Labor Code Sections 1720 et seq. and 1770 et seq., which require the payment of prevailing wage rates and the performance of other requirements on certain “public works” and “maintenance” projects (“Prevailing Wage Laws”). If the services are being performed as part of an applicable “public works” or “maintenance” project, as defined by the Prevailing Wage Laws, and if the total compensation is $1,000 or more, Consul tant agrees to fully comply with such Prevailing Wage Laws. Consultant shall defend, indemnify and hold the City, its officials, officers, employees and agents free and harmless from

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any claims, liabilities, costs, penalties or interest arising out of any failure or alleged failure to comply with the Prevailing Wage Laws. It shall be mandatory upon the Consultant and all subconsultants to comply with all California Labor Code provisions, which include but are not limited to prevailing wages (Labor Code Sections 1771, 1774 and 1775), employment of apprentices (Labor Code Section 1777.5), certified payroll records (Labor Code Sections 1771.4 and 1776), hours of labor (Labor Code Sections 1813 and 1815) and debarment of contractors and subcontractors (Labor Code Section 1777.1). The requirement to submit certified payroll records directly to the Labor Commissioner under Labor Code section 1771.4 shall not apply to work performed on a public works project that is exempt pursuant to the small project exemption specified in Labor Code Section 1771.4.

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

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

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

SECTION 8. TERMINATION AND MODIFICATION.

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

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

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

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

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Administrator, City shall have no obligation to reimburse Consultant for any otherwise reimbursable expenses incurred during the extension period.

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

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

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

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

8.6.1 Immediately terminate the Agreement;

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

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

SECTION 9. KEEPING AND STATUS OF RECORDS.

9.1 Records Created as Part of Consultant’s Performance. All reports, data, maps, models, charts, studies, surveys, photographs, memoranda, plans, studies, specifications, drawings, records, files, or any other documents or materials, in electronic or any other form, that Consultant prepares or obtains pursuant to this Agreement and that relate to the matters covered hereunder shall be the property of the City. Consultant hereby agrees to deliver those documents to the City upon termination of the Agreement. It is understood and agreed that the documents and other materials, including but not limited to those described above, prepared pursuant to this Agreement are prepared specifically for the City and are not necessarily suitable for any future or other use.

9.2 Confidentiality. All reports, data, maps, models, charts, studies, surveys, photographs, memoranda, plans, studies, specifications, records, files, or any other documents or materials, in electronic or any other form, that Consultant prepares or obtains pursuant to this Agreement and that relate to the matters covered hereunder shall be kept confidential by Consultant. Such materials shall not, without the

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prior written permission of City, be used by Consultant for any purpose other than the performance of this Agreement nor shall such materials be disclosed publicly. Nothing furnished to Consultant which is generally known, shall be deemed confidential. Consultant shall not use the City’s name or logo or photographs pertaining to the Services under this Agreement in any publication without the prior written consent of the City.

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

9.4 Inspection and Audit of Records. Any records or documents that Section 9.2 of this Agreement requires Consultant to maintain shall be made available for inspection, audit, and/or copying at any time during regular business hours, upon oral or written request of the City. Under California Government Code Section 8546.7, if the amount of public funds expended under this Agreement exceeds Ten Thousand Dollars ($10,000.00), the Agreement shall be subject to the examination and audit of the State Auditor, at the request of City or as part of any audit of City, for a period of three (3) years after final payment under the Agreement.

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

SECTION 10. MISCELLANEOUS PROVISIONS.

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

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

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

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

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

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

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

Consultant hereby warrants that it is not now, nor has it been in the previous twelve (12) months, an employee, agent, appointee, or official of the City. If Consultant was an employee, agent, appointee, or official of City in the previous twelve months, Consultant warrants that it did not participate in any manner in the forming of this Agreement. Consultant understands that, if this Agreement is made in violation of Government Code § 1090 et. seq., the entire Agreement is void and Consultant will not be entitled to any compensation for Services performed pursuant to this Agreement, including reimbursement of expenses, and Consultant will be required to reimburse the City for any sums paid to the Consultant. Consultant understands that, in addition to the foregoing, it may be subject to criminal prosecution for a violation of Government Code Section 1090 and, if applicable, will be disqualified from holding public office in the State of California.

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

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

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

10.10 Notices. Any written notice to Consultant shall be sent to:
____________________________________________
____________________________________________
____________________________________________
____________________________________________
Any written notice to City shall be sent to:
[INSERT DEPARTMENT/NAME]
City of Antioch
P. O. Box 5007
Antioch, CA 94531-5007

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

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

CITY: CONSULTANT:

CITY OF ANTIOCH [NAME OF CONSULTANT]
____________________________________ By:______________________________ Bessie Marie Scott
City Manager
Name:___________________________
Title:____________________________
Attest:

____________________________________
Michael J. Mandy
City Clerk

Approved as to Form:
____________________________
Derek Cole
Interim City Attorney

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

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EXHIBIT A

SCOPE OF WORK

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EXHIBIT B

PAYMENT SCHEDULE

ATTACHMENT C

1 SCOPE OF WORK

K. Zelenka Consulting wi ll provide organizational efficiency implementation services to support the City Manager in advancing the City’s adopted efficiency review recommendations and ensuring continuity in key projects. The consultant will collaborate with City staff and partners to facilitate implementation efforts but will not exercise supervisory authority or assume employee functions.

A. Title and Engagement
The Consultant shall be retained under the title Organizational Efficiency Implementation Consultant, reporting to and working at the direction of the City Manager. The Consultant is an independent contractor and shall not be considered an employee of the City.

B. Scope of Services
The Consultant will:

1. Provide advisory and facilitation services to support the implementation of organizational efficiency review recommendations.

2. Work with City departments to develop action plans, establish timelines, and coordinate resources needed for implementation.

3. Facilitate cross-departmental meetings and work sessions to address barriers and support progress on assigned projects.

4. Monitor implementation efforts and prepare periodic written status updates for the City Manager and/or City Council.

5. Identify opportunities for process improvements and recommend strategies to enhance service delivery.

6. Support community engagement and stakeholder communications related to efficiency projects, as directed by the City Manager.

7. Provide policy and program analysis, and develop recommendations, in consultation with the City Manager.

8. Attend and present at City Council and community meetings when requested.

C. Service Commitment

1. The Consultant shall work an average of thirty (30) to forty (40) hours per week, unless modified by mutual agreement.

2. Services shall last for one year from the date of the signed contract, unless otherwise agreed upon, or until the City determines that the specified projects are complete.

D. Service Location

1. The Consultant shall perform services on -site, with flexibility for remote work as mutually agreed upon.

2. The City shall provide adequate office space, access to technology , and administrative support.

2 E. Compensation
The Consultant shall be paid at the rate of $200.00 per hour, not to exceed $245,000.00 for the term of this agreement.

The Consultant is responsible for all benefits, insurance, and overhead costs. The City shall not provide retirement benefits, CalPERS membership, or other employee benefits.

F. Other Requirements
Consultant must adhere to all relevant federal, state, and local laws and regulations.

All work must be performed with the highest standards of integrity and confidentiality.

City of Antioch
Operational Assessment
Synopsis as of September 2025

Overview
This synopsis delivers the findings from the City’s operation assessment to date, which has been conducted with Public Works, Human Resources, Information Systems, and the Code Enforcement Division of Community & Economic Development. Remaining departments will be reviewed in coming months.

Five themes emerged consistently from the data gathered: Strategy & Vision, Leadership, Systems & Processes, Workforce & Culture, and Resources. These provide a framework for understanding both the strengths and challenges across the City. While each department has unique dynamics and exhibited nuances in how these themes were manifested, commonalities in strengths and opportunities for improvement are clear.

Importantly, the assessment underscores that the City’s greatest asset is its employees—their strength, resilience, and commitment. With clear leadership and consistent direction, this collective capacity can propel the City toward a stronger and more sustainable future.

Strategy & Vision
The City lacks cohesive planning and alignment across operations. Departments prepare annual work plans through the budget process, but these are not tied to a broader strategic framework. The 2019– 2029 Vision and Strategic Plan exists but does not appear to be actively used to guide decisions or assess progress. This creates fragmentation, silos, duplication, missed opportunities, and higher costs. It also contributes to reactive rather than proactive management and leaves staff uncertain about how their work connects to citywide goals.

Research shows that when employees see how their roles link to larger objectives, engagement and sense of purpose increase. Addressing this gap will require leadership to more clearly articulate and reinforce a shared mission, vision, and strategy, and to align departmental plans with citywide priorities.

Leadership
Department heads are generally respected—seen as knowledgeable, professional, and supportive. Staff often describe positive relationships with direct supervisors based on mutual respect and encouragement. However, people-management skills vary. Some leaders empower staff effectively, while others’ hands-off style leaves employees feeling undervalued, unheard, or unclear about

ATTACHMENT D
expectations. Staff consistently express a desire for more authentic communication and recognition from senior leadership.

The absence of a structured leadership development program reinforces inconsistent management practices. Leaders at all levels receive minimal training in supervising people - a distinct skillset from technical expertise. The City would benefit from intentional investment in leadership development (for both new and long-term leaders), stronger communication, and greater cohesion among the executive team. HR also notes that more robust training for people managers (and overall improved training) could reduce grievances, claims, workers’ compensation cand ultimately lower costs.

Chronic instability in the City Manager role and poor alignment between the Council and City Manager have historically undermined vision and continuity. Employees are hopeful that the current Council and City Manager will build a strong partnership and make future-focused decisions based on strategy rather than personalities.

Systems & Processes
City operations face significant challenges with technology, procurement, and data management that limit efficiency and effectiveness. Core systems—including SeeClickFix, CityWorks, OneSolution, and NeoGov—are not fully built out or integrated. While some integration and build out work is underway, progress has been slowed by staff capacity and this often being an “add-on” to existing roles. In some cases, departments adopt alternative platforms before fully exploring the potential within existing systems to meet their needs. Decisions are too often made without sufficient involvement from Information Services, training is inadequate, and many processes rely on a mix of manual and electronic methods, slowing work, complicating reporting, and extending the time required for tasks such as data collection, public records requests, and staff onboarding.

Procurement and contracting processes are fragmented. Departments are tasked with performing these functions without formal training or standardized procedures, resulting in variation in process, decision- making, and tracking.

Outdated personnel policies—many from 1978—pose risks related to legal compliance, employee dissatisfaction, inconsistent management, and reputational harm. The lack of standardized SOPs across departments adds additional challenges, slowing onboarding, complicating training, and producing variable outcomes.

Finally, data is not optimally leveraged to guide decisions or improve processes. Because many systems are not integrated, staff are required to manually combine information from multiple sources or rely on paper-based processes. This consumes significant staff time, limits trend analysis, and constrains evidence-based decision-making. Strengthening systems integration, procurement practices, personnel policies, and data use – supported by standardized training and documentation – can improve efficiency, reduce risk, and enable more strategic, proactive management Citywide.

Workforce & Culture
The City’s workforce remains its strongest asset. Staff demonstrate commitment, adaptability, a can-do attitude, and collaboration. They value both the challenges of their work and the camaraderie within their teams. Yet employees have endured years of strain—layoffs, hiring freezes, reduced positions, lack of COLAs, high turnover, insufficient training, and taking on additional tasks and/or multiple roles. These cumulative pressures fuel concerns about stability, direction, and morale within the City.

Supervisors ensure staff receive required certifications, but broader professional development is not consistently prioritized or discussed. New-hire training varies by department and often depends on the individual trainer, resulting in gaps and inconsistent experiences. Standard Operating Procedures (SOPs) are often missing or too high-level to guide daily work, and heavy workloads frequently prevent employees from pursuing available training.

The City lacks succession planning, leaving critical mid-and-senior-level positions vulnerable as retirements near. Limited cross-training, minimal documentation, and underutilized electronic systems and workflows further increase the risk that institutional knowledge could be lost if staff leave.

To strengthen workforce capacity, the following additions are identified as key:
• 1-2 Procurement Specialists to centralize purchasing functions. • 1 Data Analyst to develop a citywide framework for data use, including departmental dashboards. • 1 IS Manager to lead a technology audit, identify integration and build out opportunities, and manage systems improvements.
• 1 Process Improvement Specialist to map workflows and drive operational improvements.

Addressing these staffing gaps, establishing standardized training and SOPs, and implementing succession planning will be essential to preserving institutional knowledge, enhancing professional growth, and maintaining a resilient and engaged workforce.

Resources
Access to tools, equipment, and workspace varies across departments. While most report adequate resources, others struggle with gaps. Many continue to rely heavily on paper records, with accumulated files occupying valuable office space. This reliance reflects broader technology challenges: underused or fragmented systems limit digitization and prevent staff from fully leveraging available tools.

Resolving both physical and digital resource constraints will be critical to improving efficiency and better supporting staff in their work.

Conclusion
These five themes outline the core strengths and challenges faced by city departments. The assessment will continue in coming months and include all departments except Police.

By addressing these themes collaboratively, the City can build an environment where departments are aligned, staff are supported, and services to the community are strengthened.

It is recommended that Senior Leadership prioritize these recommendations for phased implementation over a 24–36-month period, with quarterly, data-driven reviews to measure progress and adjust tactics as needed.

Cit
y of Antioch
Operational Assessment
Findings & Recommendations
Pr
epared by: Kelly Zelenka, Owner/Principal
K Zelenka Consulting, LLC
Sep
tember 30, 2025

ATTACHMENT E

2 City of Antioch Operational Assessment – Code Enforcement Findings & Recommendations Table of Contents
Acknowledgements ................................................................................................................ 3 Executive Summary ................................................................................................................ 3 Methodology .......................................................................................................................... 3 Themes ................................................................................................................................. 3 Code Enforcement Division of Community Development ......................................................... 5 Conclusion ......................................................................................................................... 10

3 City of Antioch Operational Assessment – Code Enforcement Findings & Recommendations Acknowledgements
It is only through the participation of the Code Enforcement employees that this report is possible. Many staff generously gave their limited time to have conversations and follow through on requests for information. They shared their experiences as honestly and transparently as they felt comfortable doing with the intent of helping the City of Antioch succeed.

Executive Summary
This report presents the Code Enforcement portion of the citywide internal operational assessment. It highlights the strength, resilience, and dedication of Code Enforcement employees while underscoring the need to improve efficiency, modernize systems and technology, strengthen leadership, and adopt a more strategic focus to advance city goals. Findings and recommendations are organized by themes to support clear decision-making and effective implementation.

Methodology
The assessment employed a qualitative and quantitative approach to gathering data and identifying strengths, challenges, opportunities, and risks. These data were then analyzed to identify common themes across all departments. Conﬁdentiality was observed throughout the process. The methods used include:
• Employee Interviews: Engaged employees (90% staff participation) through semi-structured Focus Groups and 1:1 conversation using standard questions to yield qualitative perspectives while identifying common themes.
• Document Analysis: Review of available internal reports, documents, plans and performance indicators to determine availability of data, ease or difficulty of gathering data, and current uses of data.

Themes
This report centers around ﬁve themes that emerged organically from the information gathered. Strengths and challenges were consistently identiﬁed in these areas with some variation in how the theme manifests in each department. The ﬁve themes and the general components of each are:

4 City of Antioch Operational Assessment – Code Enforcement Findings & Recommendations Strategy & Vision
• The existence and use of planning documents and processes to guide decision making and implementation activities across all city departments and divisions. • How and to what degree the content of planning documents cascades through the city and is used to report progress toward goals, guide activities and make decisions. • How clearly and consistently department leadership articulates and pursues a strategic vision. • How employees understand their roles and duties relative to the goals and vision for the city.

Leadership
• The ability and effectiveness of leadership at all levels from front line supervisors, through mid- level managers and executive staff to lead individuals and teams, provide guidance, feedback, support, and coaching for staff.
• Leadership communication practices that are clear, consistent, frequent, and appreciative, and whether this communication conveys a vision that motivates and uniﬁes the division/department. • Leadership that models accountability and transparency in decision-making and daily actions.

Systems & Processes
• Technology platforms, the level of integration between platforms, manual vs. electronic processes.
• Centralized and de-centralized processes.
• Policies, processes, documentation, and Standard Operating Procedures. • Emergency planning.
• Process improvement needs.

Workforce & Culture
• The employee experience as an individual and a team member. • Retention and turnover, vacancies, acting and interim assignments, staffing gaps. • Onboarding, training, and continuing talent development, and succession planning. • Job descriptions age and relevance.

Resources
• Tools, equipment, physical space.

5 City of Antioch Operational Assessment – Code Enforcement Findings & Recommendations Code Enforcement Division of Community Development
The Code Enforcement Division of Community Development is responsible for investigating violations and enforcing the City of Antioch Municipal Code. The division is staffed by 10 Officer (2 vacant) one Tech and One Manager. The city’s 30 square miles is divided into six beats, and each Officer is assigned a beat.

Two staff are assigned to work with homeless encampments regardless of location and currently operate under the supervision of the Police Department for that work.

The Code Enforcement team responds to a wide variety of issues including abandoned vehicles, overgrown yards, trash and debris, encroachment violations, substandard housing, graffiti, homeless encampments, and more.

The team enjoys the variety and ﬂexibility of the work and takes great pride in their role in beautifying the city and safeguarding life and property.

Theme 1: STRATEGY & VISION

FINDINGS

RECOMMENDATIONS

1. The Code Enforcement Division does not have
an annual plan. The City Council recently held a
priority setting session during which they
identiﬁed Economic Development as one
priority. The impact of Code Enforcement’s work
on the health, safety, and visual appeal of the
city will be a vital component to attracting
increased economic development.

2. Code Enforcement’s approach is a combination
of traditional and more modern practice.
• Traditional: a greater focus on
responsive/reactive work - when there is
proactive work it is very contained and
unconnected from a strategy; the focus is
on immediate problems but there does not
appear to be analysis of larger trends and
systemic issues to guide the work.
• Modern: a recent move from paper to
electronic system (EPL – Enterprise
Permitting and Licensing); seeks
compliance vs. using punitive approach.
• Combination: the extent to which there is
facilitative problem-solving approach varies
by officer’s personal style and preference

1.1 Conduct a review of current code
enforcement ordinances to ensure they
support the ability of CE to act to correct
code violations common in the city. Any
Action Plan being developed for the City
Council’s priorities and as part of a General
Plan Update should include Code
Enforcement.

2.1 & 7.1 Initiate a best practice review and data
analysis. Convene a group of stakeholders to
discuss the information and determine the
approach to code enforcement that is best
suited to addressing current city issues.

Implement this updated approach.

2.2 & 3.1 As part of 2.1 determine if beats are
needed. Regardless of using beats, the work
should proceed in a manner that facilitates a
more strategic approach to code
enforcement, e.g., it addresses city
priorities, is ﬂexible enough to respond to
temporary “hot spots”, supports
collaboration with other stakeholders
(sanitation, ﬁre, police, neighborhood

6 City of Antioch Operational Assessment – Code Enforcement Findings & Recommendations vs. a standard, although the majority appear
to use a facilitative style.

3. The city is divided into six “beats” that Code
Enforcement Officers are assigned to. The beats
align with CDBG maps (the purpose of which is
to describe where federally funded projects
have been or will be implemented) and have
recently been updated to align with the
Environmental Justice Element of the General
Plan. EPL reports identify “districts” that
correspond to Council districts vs. beats.

4. It is currently being considered whether Code
Enforcement should be relocated to the Police
Department or remain in Community
Development.

5. Homeless encampments are currently assigned
to two CE Officers who work out of the Police
Department due to the need for occasional
support. Homeless encampments are a big
cause for concerns and complaints from the
community. Assigning officers to this
specialized role is positive and helps develop
relationships with people living in the
encampments and the providers of supportive
services. The City of Antioch has CRT, CORE, a
Community Engagement Team, connections to
nonproﬁt programs to assist people moving
from encampments.

6. Code Enforcement handles a large volume of
complaints related to blight. Data shows that
between May and July 2025 approximately 44%
of violations were related to overgrown weeds
and landscaping, 19% related to vehicles
improperly parked or stored, and 15% related to
trash/debris.

7. In recent years, a Rental Inspection Program
was planned and some officers received
training. This was never launched.

associations, business districts), and
addresses commercial as well as residential
issues.

3.2 Review and revise the approach every 1-3
years as development changes and issues
change.

3.3 Reports should align with the beats or officer
assignments so data can be analyzed and
used to identify trends, critical issues, adjust
officer caseloads and assignments based on
expertise and/or capacity.

3.4 Leadership review data monthly and the
whole team on a quarterly basis; adjust
focus accordingly.

4.1 There is no clear best practice for where
Code Enforcement is ideally located, rather
the decision should be based on a number
of factors including:
• Where are operational collaboration and
access to other expertise most
accessible?
• Whether many violations are related to
blight, e.g., trash, abandoned vehicles,
weeds, unmaintained properties, or to
life and safety issues.
• What the desired relationship is with the
community and the reputation and
perception of each “home” department.

The community and PD are still in
process of restoring trust which should
be considered in any move – will this
help or hinder the work of Code
Enforcement?
• Is there a stronger alignment with the
broader goals of Community
Development or PD?
If the division were to be moved to PD
special consideration should be given to
who in PD acts as supervisor – they must be
invested in and value the role of CE as a
partner, and be an advocate and cheer
leader for the work of CE within PD.

7 City of Antioch Operational Assessment – Code Enforcement Findings & Recommendations

5.1 & 6.1 Antioch should explore the approach
of the City of San Pablo that has had
success addressing homelessness and
blight (See Attachment 1: San Pablo
Combined). For homeless encampments
San Pablo uses many of the same services
and techniques that Antioch does and has
very tight coordination and collaboration.

For blight they gained controlled of the
issues by starting with a robust public
communications campaign followed by a
“street in” approach – addressing issues on
the street (mainly vehicles) followed by
regular and ongoing street sweeping, second
address issues impacting sidewalks, and
walkways and third move to private property.

For private property they use Civica, a law
ﬁrm that specializes in code enforcement
and manages blighted properties with
unresponsive owners through receivership
and sale. Other issues may be
simultaneously addressed based on priority
and health and safety status.

7.1 Consider reviving the rental inspection
program in the context of revised beats and
prioritization.

Theme 2: LEADERSHIP

FINDINGS

RECOMMENDATIONS

1. There are mixed experiences and opinions
among staff about the leadership of Code
Enforcement. While some noted a supportive,
approachable, helpful and positive manner, it
was conversely noted by others that
leadership was not accessible, rarely goes into
the ﬁeld, shows little interest in fully utilizing
technology or staying on top of best practices,
is unresponsive to requests, and creates an
atmosphere of fear and retaliation.

1.1 Department leadership and HR work with
Code Enforcement leadership to determine
strengths and challenges. Create a
leadership development plan that aligns with
the needs of CE and the individual’s goals
and desires.

1.2 Work with HR to identify formal leadership
training.
* Also see HR “Leadership.”

8 City of Antioch Operational Assessment – Code Enforcement Findings & Recommendations

2. Because Code Enforcement is a small unit,
there is limited ability to advance or take on
leadership roles.

2.1 Formally create a “lead” officer role and a
“trainer” role. These designations would give
leadership development opportunities
through training and coaching staff. IN
PROCESS.

3. Leadership has strong technical knowledge
and experience.

3.1 Enhance leadership by ensuring they receive
coaching, explore current best practices and
developing relationships with other cities in
the region to share information and
brainstorm methods of addressing
complicated issues.

Theme 3: SYSTEMS & PROCESSES

FINDINGS

RECOMMENDATIONS

1. EPL is the primary platform for ﬁeld work,
tracking and reporting. It is an improvement
over paper but needs a build out to make it
fully functional. It currently does not integrate
with other systems for gathering info on
business permits and licensing, car
registrations, etc.

2. Code descriptions in EPL provide limited
explanation for the citation which can make it
difficult for citizens to fully understand the
reason for the citation.

3. EPL can produce reports that provide a variety
of information on citations, location,
resolution, timelines, etc.

4. Code enforcement issues come to the
department through a variety of means, See-
Click-Fix, employees, CE officers in the ﬁeld,
etc. When entered in See-Click-Fix and
assigned to the CE team, they must manually
transfer to the EPL system.

1.1 Build out EPL. Explore integration with other
systems for gathering info on business
permits, licensing, car registrations, etc. so
that officers can access information easily.

2.1 & 3.1 In Build out, add a more complete
description for all codes and ensure reports
are aligned to the current beats or have a
variety of reporting options.

3.2 & 4.1 The See-Click-Fix and CityWorks full
integration is in process. A more robust public
interface has recently been added to allow
the public to track actions taken. Note that
Code Enforcement (CE) and PD have
separate processes with SCF . Because the
public experience of using SCF has been
mixed, there should be collaboration
between PW, PD, CE, and the Public
Information Officer to do a re-launch of SCF
to the public when improvements are made.

A re-launch should include information about
what can be reported, how the information is

9 City of Antioch Operational Assessment – Code Enforcement Findings & Recommendations handled, and what information they can
expect back.

4. Code enforcement staff encounter a variety of
issues and concerns when dealing with the
public and want to be able to provide more
resources to help address speciﬁc issues, e.g.,
elderly yard care/clean up, etc.

4.1 Resource lists are currently available for
officers. Add greater collaboration with the
Department of Public Safety and Community
Resources for resource collaboration.

Additional Ideas to Consider:
• Include Code Enforcement Information in ﬁrst time home buyer seminars, Fair Housing, Emergency Rental Assistance and Landlord Tenant seminars.

Theme 4: WORKFORCE & CULTURE

FINDINGS

RECOMMENDATIONS

1. The Code Enforcement team has good
camaraderie and are supportive and helpful to
each other. They enjoy working in the ﬁeld,
seek to provide good customer service, enjoy
the variety in their day-to-day work, and
appreciate the ﬂexibility to engage with the
public based on what will work best in various
situations. They are proud of their role in
beautifying the city and safeguarding life and
property. They enjoy working with other
departments and have generally positive
relationships.

1.1 & 2.1 Given the mixed staff experience cited in
“Leadership” Finding 1, if a culture of fear and
retaliation exists, there will be a need to focus
on team building, restoring trust and a
building a genuinely positive culture.

2. CE has more standardized training than some
other departments. There are EPL guides and
training manuals with step-by-step
instructions and some SOPs.

3. New employee training is one week for Officers
with prior experience and two weeks for those
with less experience, either may be extended if
needed. Some desire more training, e.g., 4-6
weeks given the number of codes to learn.

4. Ongoing professional development is desired
in adjacent disciplines, e.g., planning,
inspecting, that could be helpful to their role

2.1 Continue. Update training manuals and SOPs
as adjustments are made to CE approach.

3.1 Extend the training period for new Officers
who have less code experience. This could
also include a “buddy” system and pairing up
with the Division Manager and/or a seasoned
Officer.

3.2 Given the potentially volatile nature of some
interactions with the public, ensure de-
escalation training, cultural competence and
race and class intersections training as part of
standard training for all Officers.

10 City of Antioch Operational Assessment – Code Enforcement Findings & Recommendations or budgeting and other skills that would be
helpful to professional advancement.

4.1 As part of performance evaluations, make it a
regular practice for the employee and
supervisor to discuss areas for growth,
development, and interest and jointly identify
training opportunities.

Theme 5: RESOURCES

FINDINGS

RECOMMENDATIONS

5. Each officer approaches their work in a
different manner depending on the issues
encountered and what they believe will work
best in communicating with the public. In
some cases, Officers prefer tactical gear and
protection, in other cases they feel tactical
gear is contrary to a community service
approach and escalates rather than de-
escalates a situation. The current equipment
list includes a form of pepper spray. Officers
also have access to protective vests.

5.1 The use of tactical gear and protective
equipment is a complicated one that blends
safety, public perception, personal employee
preference, and the philosophy of community
and individual engagement the division wants
to cultivate. The California Association of
Code Enforcement Officer recommendations
should be used as a guideline in developing
more extensive safety protocols and ensuring
proper training on use of all equipment.

Additional Ideas to Consider:
• There is currently no locker room for changing and gear storage. While this is not essential it would be a positive addition that demonstrates employee care. If Code Enforcement moves to a different department or a new location as part of City Hall office relocation, consider how this could be made available.

Conclusion
It is recommended that Senior Leadership across all departments initiate a process to prioritize these recommendations for implementation over a 24–36-month period. Each department should incorporate them into their annual action plan, align them with other municipal plans (Strategic Plan, General Plan, etc.) where possible, and include quarterly progress reviews with adjustments to tactics as needed.

Cit
y of Antioch
Operational Assessment
Findings & Recommendations
Pr
epared by: Kelly Zelenka, Owner/Principal
K Zelenka Consulting, LLC
Sep
tember 30, 2025

ATTACHMENT F

2 City of Antioch Operational Assessment – Information Systems Findings & Recommendations Table of Contents
Acknowledgements ............................................................................................................... 3 Executive Summary ............................................................................................................... 3 Methodology ......................................................................................................................... 3 Themes ................................................................................................................................ 3 Findings and Recommendations ............................................................................................ 5 Information Systems ............................................................................................................. 5 Conclusion ......................................................................................................................... 10

3 City of Antioch Operational Assessment – Information Systems Findings & Recommendations Acknowledgements
It is only through the participation of the Information Systems employees that this report is possible.

Many staff generously gave their limited time to have conversations and follow through on requests for information. They shared their experiences as honestly and transparently as they felt comfortable doing with the intent of helping the City of Antioch succeed.

Executive Summary
This report presents the Information Systems portion of the Citywide internal Operational Assessment. It highlights the strength, resilience, and dedication of Public Works employees while underscoring the need to improve efficiency, modernize systems and technology, strengthen leadership, and adopt a more strategic focus to advance city goals. Findings and recommendations are organized by theme to support clear decision-making and effective implementation.

Methodology
The assessment employed a qualitative and quantitative approach to gathering data and identifying strengths, challenges, opportunities, and risks. These data were then analyzed to identify common themes across all departments. Conﬁdentiality was observed throughout the process, and this report contains no identifying data. The methods used include:
• Employee Interviews: Engaged employees (100% staff participation) through semi-structured Focus Groups and 1:1 conversation using standard questions to yield qualitative perspectives while identifying common themes.
• Document Analysis: Review of available internal reports, documents, plans and performance to determine availability of data, ease or difficulty of gathering data, and current uses of data.

4 City of Antioch Operational Assessment – Information Systems Findings & Recommendations Strategy & Vision
• The existence and use of planning documents and processes to guide decision making and implementation activities across all city departments and divisions. • How and to what degree the content of planning documents cascades through the city and is used to report progress toward goals, guide activities and make decisions. • How clearly and consistently department leadership articulates and pursues a strategic vision. • How employees understand their roles and duties relative to the goals and vision for the city.

Systems & Processes
• Technology platforms, the level of integration between platforms, manual vs. electronic processes.
• Centralized and de-centralized processes.
• Policies, processes, documentation, and standard operating procedures. • Emergency planning.
• Process improvement needs.

Resources
• Tools, equipment, physical space.

5 City of Antioch Operational Assessment – Information Systems Findings & Recommendations Findings and Recommendations
Information Systems
The Information Systems Department is a team of six that leads the planning and management of the citywide network (12 servers, routers, printers), desktop computers, cyber security, virus protection, mobile devices, Laserﬁche, the phone system, a help desk, and multiple other applications that support the city’s technology.

The IS team is enthusiastic about supporting the city’s technology and employees. They enjoy solving problems, meeting people across departments, and working hands-on in different facilities. The roles offer variety, opportunities to learn and try new things, and the satisfaction of helping others and ﬁnding solutions.

Theme 1: STRATEGY & VISION

FINDINGS

RECOMMENDATIONS

1. IS creates and submits a work plan as part of
the annual citywide budget process. This
plan does not connect to a broader citywide
strategic plan. A separate spreadsheet of
projects is used to guide department work
and progress is checked via individual check-
ins. Leadership acknowledges there could be
more robust strategic and annual planning,
including closer consultation with other
departments regarding their technology
needs.

2. The IS department does not function as the
central hub for technology decisions and
strategy throughout the city resulting in
fragmented systems, lack of integration, and
applications managed independently by
departments with limited IS involvement.

Departments do not make it a practice to
consult with IT prior to adding technology
platforms or applications. The department
acknowledges greater IS input is needed, and
believes the city needs to consolidate
technology into fewer platforms that can
serve multiple departments. Also focus on

1.1 Enhance the department planning by creating
an annual action plan and multi-year strategic
plan that includes best estimates of other
departments and citywide technology needs.

Ensure the department plan aligns with any
updated (or re-activated) citywide strategic
plan. Include all IS staff in the planning.

1.2 & 2.1 Initiate quarterly or bi-annual meetings
with each department to keep abreast of their
technology needs and concerns and ensure
plan progress.

2.2 The city would benefit from IS taking a more
central leadership role in decision making
about technology. Create and implement a
written process and checklist for departments
to follow when considering new technology.

The process should identify key considerations
and a minimum threshold that must be met
with IS before departments can move ahead
with new or updated technology. Threshold
items may include: IT gathers information on
department need and assesses product’s
ability to meet the need; identifies if need can

6 City of Antioch Operational Assessment – Information Systems Findings & Recommendations adding workﬂow and automation and
improving communication.

3. There has never been a citywide technology
audit.

4. The Public Works department has a small
team dedicated to managing CityWorks and
other PW speciﬁc technology. The PW
technology budget (primarily GIS) is part of
the IS budget but the reporting structure is
through PW.

be met by a currently existing technology
platform as is, or through build out or
integration; identify and document who will set
up and administer the new platform.

3.1 Conduct a citywide technology audit to identify
opportunities for integration and build outs
with the goal of consolidating the number of
systems and identifying opportunities for
automation. This will feed into the annual or
multi-year planning. Adding a project manager
role will be necessary for this work. *Also see
the “Workforce & Culture” section of this
report.

4.1 To optimize IS strategic decision making
throughout the city, consider bringing PW
technology team under IS, even if they remain
physically located with PW.

5. In the event of a cyber-attack or other
emergency impacting city technology, the IS
Director has an incident response plan and
instructs the team, however, this is not a
documented plan available to all. There is
currently no disaster recovery and business
continuity plan.

6. IS has identiﬁed a number of improvements
they would like to make including adding a
service portal with workﬂow for ticketing,
onboarding and offboarding; better tracking
of equipment and location; upgrading the
phone system; replacing Wi-Fi at the water
treatment plant; upgrading the city’s
communication infrastructure with a faster
ISP connection and more robust ﬁrewall that
is faster and builds in redundancy, this would
help protect critical services and functions
from being disrupted by network failure or
cyberattacks.

5.1 Expand the current incident response plan to
include disaster recovery and business
continuity components. Provide training for the
IS team and all staff.

6.1 Many of these smaller improvements are
already underway. Continue.

7 City of Antioch Operational Assessment – Information Systems Findings & Recommendations

Theme 2: LEADERSHIP

FINDINGS

RECOMMENDATIONS

1. The team describes department leadership as
available, ﬂexible, empowering, supportive of
work-life balance and learning. They feel
leadership turnover in the city has caused
problems, including poor morale, that cascade
throughout the city and cause concerns about
the direction. They are hoping for stability in
leadership.

2. The team noted that when they get special
requests that fall outside the norm, they need
leadership to support them in holding
accountability to the process or decision.

1.1 When the current IS Director retires, ﬁll the
vacancy in an expeditious manner.

1.2 & 2.1 Ensure the new Director has strong
communication, personnel and leadership
experience to bridge staff needs with
leadership priorities.

Theme 3: SYSTEMS & PROCESSES

FINDINGS

RECOMMENDATIONS

1. IT asset management inventory includes items
over $1,000 and iPads. Equipment
replacement is ad hoc despite a draft policy
(laptops: 3–5 years; desktops: 5–7 years).

2. Onboarding and offboarding processes are
inconsistent and lack central oversight.

Supervisors’ complete forms but they are not
systematically tracked or stored. IS not always
notiﬁed of new hires or separations in a timely
manner. Communication gaps with HR and
other departments delay onboarding and
system set up. IS does not currently have a
“shut down” access process when employees
leave.

1.1 Continue asset management inventory
process. Add a formal equipment
replacement policy and schedule and
communicate this to departments.

2.1 Develop a checklist of IS actions that are
needed in onboarding and offboarding and
collaborate with HR to make this part of a
comprehensive process primarily owned by
HR. * Also see HR “Systems & Processes.”

8 City of Antioch Operational Assessment – Information Systems Findings & Recommendations

3. IS has a help desk function. This data is not
currently used to identify systemic issues,
training needs, or processing times. A ticketing
system is being developed that would add
transparency for users and theoretically
include the ability to run reports.

3.1 Continue with planning and implementation
of an electronic ticketing system. When
functional run monthly reports to analyze
data and use in planning and training.

4. Some SOPs and draft policies exist, but
documentation is piecemeal and inconsistent.

IT relies on tools like HuDu which may contain
information that can become the basis of
documentation.

4.1 Identify critical processes, both internal to IS
and for employees, e.g., password resets.

Develop policies and SOPs for all processes
starting with the most critical and often
needed.

4.2 Review the policies in draft form, update the
policies to align with these recommendations
and other city priorities, communicate and
implement the policies asap.

5. IS offers cyber security training for all staff.

There is currently less than 50% follow
through, leaving the city vulnerable.

6. There is no formal IT training offered to
employees on the systems and platforms
administered by IS. Most systems are
administered within individual departments
(Inteli-Time in Finance, NeoGov in HR,
CityWorks in PW).

5.1 In collaboration with HR, make cyber security
training mandatory. Consider using incentives
to spur participation as well as ramiﬁcations
for lack of completion, e.g., becomes part of
the individual’s performance evaluation. The
cybersecurity training should be added to the
NeoGov suite of mandatory training.

6.1 Collaborate with HR to identify areas where IS
should be providing training as part of the
onboarding process. Incorporate training as
new technology is added, integrated, or built
out.

7. System Integration or consolidation across
platforms is minimal. The core systems,
InteliTime, NeoGov, One Solution, Encode, are
siloed. Manual processes exist due to lack of
integration, e.g., the AP team must manually
enter account codes for billing, creating
inefficiencies and higher potential for error.

Each system or application has its own cost
and the total dollar amount for technology
(hardware and software) across the city is
unknown. A single CRM could integrate
functions and meet the needs of many
departments, increase efficiency and reduce
security risks, however, it is likely cost-
prohibitive in the short term.

7.1 As part of a citywide technology audit, identify
costs of each system and application
currently in use. Analyze cost and
functionality data and draft a short-term and
long-term plan for technology improvements
and integrations across the city that would be
led by IS. *Also see “Strategy and Vision”
section of this report.

9 City of Antioch Operational Assessment – Information Systems Findings & Recommendations

Theme 4: WORKFORCE & CULTURE

FINDINGS

RECOMMENDATIONS

1. The IS team appears to work well together,
have enthusiasm for their roles, care about
each other and want what’s best for the city.

1.1 None. Continue.

2. In some cases, staff roles are well deﬁned,
others may need clarity, e.g., who takes lead
on what issues that come through the help
desk. More role clarity would improve
efficiency and accountability.

3. City staff do not know which IS staff to reach
out to for speciﬁc issues.

2.1 The new Director should conduct a review of
roles to ensure alignment with departmental
needs and plans and communicate this to
staff.

3.1 Create communication to share with all city
staff via newsletters, emails, ﬂiers, etc. that
provide instruction for who to contact for
speciﬁc needs.

4. Staff are encouraged to take additional
training, but the department does not track
this.

4.1 Enhance the practice of offering additional
professional development training
opportunities to staff by making it a regular
practice for the employee and supervisor to
discuss areas for growth, development, and
interest and jointly identify training
opportunities.

4.2 Develop training manuals, new hire
training protocols, and SOPs to
ensure consistency of training for each new
employee. Collaborate with HR as needed on
this.

4.3 Ensure adequate budget for training which is
generally 1-5% of salary budget.

3.4 Centralize tracking of training (mandatory
and optional) in HR. * Also see HR “Workforce
& Culture.”

5. The department lacks a project manager
position to manage the necessary and
recommended system improvements and new
projects.

5.1 Hire an IS dedicated project manager to lead
the work. It is very unlikely the necessary,
larger-scale improvements can be made
without the added capacity of a project
manager. Alternatively, this role could be a
combination of Deputy Director and Project
Manager so the role has enough authority.

10 City of Antioch Operational Assessment – Information Systems Findings & Recommendations

Theme 5: RESOURCES

FINDINGS

RECOMMENDATIONS
No consistent ﬁndings in this area. Staff and
leadership feel they have adequate physical
resources.

None.

Conclusion
It is recommended that Senior Leadership across all departments initiate a process to prioritize these recommendations for implementation over a 24–36-month period. Each department should incorporate them into their annual action plan, align them with other municipal plans (Strategic Plan, General Plan, Council priorities, etc.) where possible, and include quarterly progress reviews with adjustments to tactics as needed.

Ci
ty of Antioch
Operational Assessment
Findings & Recommendations
P
repared by: Kelly Zelenka, Owner/Principal
K Zelenka Consulting, LLC
S
eptember 30, 2025

ATTACHMENT G

2 City of Antioch Operational Assessment – Public Works Findings & Recommendations Table of Contents
Acknowledgements ............................................................................................................... 3 Executive Summary ............................................................................................................... 3 Methodology ......................................................................................................................... 3 Themes ................................................................................................................................ 3 Public Works Findings & Recommendations............................................................................ 5 Conclusion ......................................................................................................................... 15

3 City of Antioch Operational Assessment – Public Works Findings & Recommendations Acknowledgements
It is only through the participation of the Public Works employees that this report is possible. Many staff generously gave their limited time to have conversations and follow through on requests for information.

They shared their experiences as honestly and transparently as they felt comfortable doing with the intent of helping the City of Antioch succeed.

Executive Summary
This report presents the Public Works portion of the citywide internal Operational Assessment. It highlights the strength, resilience, and dedication of Public Works employees while underscoring the need to improve efficiency, modernize systems and technology, strengthen leadership, and adopt a more strategic focus to advance city goals. Findings and recommendations are organized by theme to support clear decision-making and effective implementation.

Methodology
The assessment employed a qualitative and quantitative approach to gathering data and identifying strengths, challenges, opportunities, and risks. These data were then analyzed to identify common themes across all departments. Conﬁdentiality was observed throughout the process, and this report contains no identifying data. The methods used include:
• Employee Interviews: Engaged employees (41% staff participation) through semi-structured Focus Groups and 1:1 conversation using standard questions to yield qualitative perspectives while identifying common themes.
• Document Analysis: Review of available internal reports, documents, plans and performance to determine availability of data, ease or difficulty of gathering data, and current uses of data. • City, Facility, and Office Tours: Driving tour of the city to broadly understand infrastructure, facilities, amenities. On-site at City Hall with departments and the Public Works maintenance yard.

4 City of Antioch Operational Assessment – Public Works Findings & Recommendations Strategy & Vision
• The existence and use of planning documents and processes to guide decision making and implementation activities across all city departments and divisions. • How and to what degree the content of planning documents cascades through the city and is used to report progress toward goals, guide activities and make decisions. • How clearly and consistently department leadership articulates and pursues a strategic vision. • How employees understand their roles and duties relative to the goals and vision for the city.

Systems & Processes
• Technology platforms, the level of integration between platforms, manual vs. electronic processes.
• Centralized and de-centralized processes.
• Policies, processes, documentation, and standard operating procedures. • Emergency planning.
• Process improvement needs.

Resources
• Tools, equipment, physical space.

5 City of Antioch Operational Assessment – Public Works Findings & Recommendations Public Works Findings & Recommendations
The Public Works staff take great pride in their role keeping city infrastructure and core services functioning well for the citizens of Antioch. The department has 9 divisions plus administrative staff for a total of 136 authorized positions. Collectively they successfully manage an extensive list of essential public services, facilities, and assets of which this is only a sample:
• Fleet and Facilities: 61,000 sq. ft. of building infrastructure, 284 vehicles, plus other equipment. • Marina: 285 slips, a boat launch, and basic facilities such as fuel and pump out station. • GIS: Management of all city infrastructure information providing foundational data for multiple other divisions and departments.
• Parks & Landscape: 788 acres of open space and parks, 32 miles of median, 13 miles of trails, and hundreds of cul-de-sacs and rights-of-way.
• Street Maintenance: 700 lane miles of roadway, signs, and striping; streetlights, graffiti removal. • Water Treatment: Operate a T5 water treatment plant (highest level performing advanced water treatment) that produces 36 million gallons of potable water daily, a brackish water desalination plant, and an on-site lab.
• Water Distribution: 383 miles of water lines, 3900 ﬁre hydrants, 14 miles of ﬁre main, and thousands of system valves and control valves.
• Water Collection: 310 miles of sewer mains, 31,000 residential and commercial sewer connections, 223 miles of storm drains, 2 sanitary sewer pump stations. • Engineering: Engineering services for development and capital improvement projects in the hundreds of millions over ﬁve years.

Consistent across all divisions is an attitude of pitching in wherever and whenever needed to get the job done, problem solving, working as a team, adapting to changing needs, caring about each other and the community, and a desire for the city to thrive.

The Public Works staff and leadership demonstrate a level of commitment and an action orientation that serves them well and has helped them weather changes in the city. Many staff have ideas and are enthusiastic about exploring opportunities to help the city improve.

6 City of Antioch Operational Assessment – Public Works Findings & Recommendations

Theme 1: STRATEGY & VISION

FINDINGS

RECOMMENDATIONS

1. Public Works, and each division within the
department creates and submits work plans
as part of the city's annual budget process.

Some divisions in Public Works also create
additional short-term plans. These plans do
not connect to a broader citywide strategic
plan.

2. Results and progress are reviewed regularly at
the leadership level.

3. Communication is a key component to
implementing a strategy and vision. It helps
staff understand how they contribute in their
role. Communication should be early, often,
consistent, describe the context, the why, and
the impact.

1.1 Enhance the annual departmental planning
process by collaborating across divisions to
create a department-wide plan. This should
involve all levels of staff and leadership which
can contribute to building staff investment,
camaraderie, understanding, teamwork, and
breakdown silos. Ensure the department plan
aligns with any updated (or re-activated) city-
wide strategic plan.

2.1 Conduct at least quarterly review of progress
against goals with all staff. Discuss and
celebrate successes, identify challenges, and
make adjustments necessary to achieve
goals. This will contribute to de-siloing within
the department, improve ability to trouble
shoot by drawing on all perspectives, increase
understanding, engagement, and pride in the
department and city accomplishments.

2.2 Prioritize time for all staff to be involved in
developing plans and reviewing quarterly
results.

2.3 Create a department dashboard for ease of
reviewing progress against goals. Establish
baselines for all goals, identify tactics, KPIs,
and data sources that will be used to assess
progress. Collaborate with other departments
to use a common format. IN PROCESS.

3.0 Ensure communications about progress is
part of department planning, shared with
senior city leadership, and connects to
citywide messaging about vision and progress.
* Also see General ﬁndings and
Recommendations.

7 City of Antioch Operational Assessment – Public Works Findings & Recommendations

4. The ability of PW to be strategic and proactive
vs. reactive has been hampered by limited
capacity due to covering multiple and/or
prolonged vacancies, taking on additional
duties (homeless encampments, procurement
and contracting, supporting minor HR &
Finance functions) and/or ﬁlling multiple roles.

4.1 Partner with HR to achieve and maintain full
staffing and increase retention.

4.2 Centralize procurement and contracting in
Finance or Legal and remove all but Scope of
Work development and invoice processing
from PW. * Also see General ﬁndings and
recommendations.

4.3 Return minor HR and Finance duties to those
departments (tracking of training and
certiﬁcations, paystub distribution, etc.) and
where possible automate these functions.

Additional Ideas to Consider:
• In addition to the Marina focused projects included in the newly adopted Capital Improvement Plan, consider additional projects that can help position the Marina as a key component of a revitalized historic district, maximize its potential to bring in new or additional revenue, and increased tourism. Ideas to consider: A mini mart; bait and tackle sales; ensuring continuous rental of the basement office; bring kayak rentals in house; partner with Recreation to host ﬁshing tournaments or community ﬁshing days; bring local food trucks and craft vendors for events, etc.
• Develop a city-wide tree inventory so the division can plan appropriate maintenance and move from a reactive to a proactive approach.

Theme 2: LEADERSHIP

FINDINGS

RECOMMENDATIONS

1. Senior department leadership is respected
and generally seen as being positive,
knowledgeable professionals that put their
best foot forward. They are hands-off but
available when problems arise. Senior
leadership positions moving from interim to
permanent is positive.

2. Chronic understaffing has had an impact on
senior leaders’ ability to be strategic, visionary,
and proactive vs. reactive and communicate a
compelling vision for the Department.

1.1 Continue current practices.

2.1 Achieve and maintain full staffing.

2.2 Hold more cross-divisional and whole
department meetings. This could include
quarterly and annual department-wide
meetings to get input from all staff, set annual
goals, assess progress, problem solve, and
continue building camaraderie. *Also see
“Strategy & Vision” section of this report.

8 City of Antioch Operational Assessment – Public Works Findings & Recommendations

2.3 Enhance frequency of department-wide
communication and provide more context for
decisions.

3. There are gaps in mid-level engineering
leadership. The Assistant City Engineer
position is in the recruitment process,
however, the Senior Civil Engineer and
Associate Engineer within the Development
Engineering division are frozen. There is
currently only one licensed Engineer in the
city. These staffing gaps impact senior
leadership’s capacity to be strategic and
visionary, provide leadership, and get projects
completed. It also impacts junior staff's ability
to receive appropriate training and mentoring,
reduces the pace and quantity of work that
can be managed, negatively impacts team and
workplace culture, and the ability to attract
and retain employees.

3.1 Continue hiring process for Assistant City
Engineer. Hire a Senior Engineer within
Capital Improvements division to provide mid-
level leadership to the department.

3.2 Use a staffing search ﬁrm to market and
identify candidates.

3.3 There is a reorganization being considered for
Community Development, Economic
Development, and portions of PW that may be
leveraged to ensure adequate levels of
leadership and responsive supervision of the
full team.

4. Many PW staff express that they have generally
good relationships with their immediate
supervisors and mid-level management. There
is mutual respect and support, supervisors are
seen as supportive, helpful, encouraging,
appreciative, and feel taken care of.

5. Paradoxically, improving leadership's people
management and communication skills were
still seen as a need by staff, especially those in
an admin, tech, or analyst roles. Some in
these positions express feeling unheard, and
less important and that leaders have little
understanding of what it actually takes to
complete tasks.

4.1 None. Continue.

5.1 Leaders are not able to be subject matter
experts about every role that falls within their
purview however, they can use active listening
and communication skills and gather enough
detail from employees to be aware of general
processing times, problems and challenges
encountered, how barriers can be removed,
and help manage competing priorities. This
can be part of regular 1:1 meetings or ad hoc
problem-solving sessions.
* Also see HR “Leadership.”

6. Staff desire more authentic and frequent
appreciation from senior leadership.

7. Many in non-technical roles desire more
encouragement and support from their
supervisors for additional growth and
progression.

6.1 Look for ways to express genuine appreciation
with details in place of overarching generic
statements.

7.1 During 1:1s AND annual performance reviews,
supervisors should engage in conversation
about professional growth, opportunities,
training, and education and co-develop plans
they can actively support.
* Also see HR “Leadership.”

9 City of Antioch Operational Assessment – Public Works Findings & Recommendations

Theme 3: SYSTEMS & PROCESSES

FINDINGS

RECOMMENDATIONS

1. Some technology is not fully utilized and
integration between technology systems is not
optimized for greatest efficiency, e.g. See-
Click-Fix and CityWorks.

2. Mobile MMS is a platform that integrates with
CityWorks. CityWorks build out is in process
and there is conﬂicting information and
opinion about how/if the addition of Mobile
MMS is needed.

3. Current ﬁeld staff have the option of using a
Toughbook, iPhone, or iPad which have very
different price points and some difference in
functionality.

4. Technology training is inadequate and the
capacity to train may be limited by staff
capacity.

5. Many technology platforms used by
departments are subscription-based and web-
based so they are administered within PW vs.

IS.

6. Engineering has a combination of manual and
electronic systems. Where ﬁles are electronic,
they are not organized in a manner that makes
it easy to ﬁnd information. This is especially
important for new employees, those seeking to
answer questions from contractors or others,
and responding to public information
requests.

7. Engineering Development uses the EPL
(Enterprise Permitting and Licensing) platform,
but the functionality is not yet maximized, e.g.,
no business licensing or public facing portal
for contractors and the public. There is no
speciﬁc person assigned to this build out.

1.1 The See-Click-Fix (SCF) and CityWorks full
integration is in process. A more robust public
interface has recently been added to allow the
public to track actions taken. Note that Code
Enforcement (CE) and PD have separate
processes with SCF. Because the public
experience of using SCF has not been very
mixed, there should be collaboration between
PW, PD, CE, and the Public Information
Officer to do a re-launch of SCF to the public.

A re-launch should include information about
what can be reported, how the information is
handled, and what information they can
expect back.

1.2 Resolve glitches in citizen reporting location
for See-Click-Fix and any other glitches.

1.3 Fully utilize (build out and/or integrate)
technology to automate processes, store and
track data, and run regular reports.

2.1 Conduct a cost-beneﬁt analysis to determine
if Mobile MMS is the best option, this may be
best led by IS with information passed to PW
for next steps and decisions. Leadership must
ensure accountability for use of the selected
platform even over objections. IS should
provide recommendations that align with
citywide technology goals.

2.2 Leaders can use change management
techniques to support staff in the change,
e.g., getting input early and throughout,
articulating a plan and timeline, addressing
questions and doubts, providing context and
the “why” behind using certain technologies
over others, providing training,
communicating frequently about progress. All
change efforts beneﬁt from "Executive
Sponsors" who can articulate the vision and

10 City of Antioch Operational Assessment – Public Works Findings & Recommendations

8. Engineering Capital uses BP Express to track
those who received notiﬁcations and plans.

9. The city website lists projects that are out for
bid.

goal and relate it to the work and demonstrate
buy-in at the highest levels.

3.1 Partner with IS to assess Toughbooks,
iPhones, iPads for the most cost effective and
greatest functionality and limit options to
those. Create policies that provide clarity on
options, processes, and requirements.

3.2 When vetting new technology projects,
coordinate closely with IS and receive IS
recommendations prior to implementing any
new technology, even when that technology
will be administered at the department level.
*Also see the “Strategy & Vision” section of
this report.

4.1 Identify trainers. Build out a schedule of
technology training for initial training and
refreshers on all platforms.

6.1 Create a folder structure and use descriptive
ﬁle naming to make the content more easily
identiﬁable. Partner with the City Clerk on
digitizing and creating a naming structure.

7.1 Research the full functionality of EPL
and develop a plan and timeline for its build
out.

10. Public Works must procure and contract with
multiple vendors. The PW staff does an
admirable job of performing procurement and
contracting duties however, PW staff are not
hired for expertise in procurement, do not
receive adequate training, and have no SOPs
to follow which leads to potential for variation
in the process, decision making, processing
time, and tracking.

11. PW admin staff estimate spending an average
of 178 hours/month across all positions on
activities related to procurement and
contracting. This is the equivalent of
approximately one FTE.

10.1 & 11.1 Centralize procurement and
contracting in either Legal or Finance and hire
for this expertise. This will reduce risks and
free up time from multiple PW staff to take on
a long list of other department needs such as
creating dashboards, reporting, developing
and updating SOPs, supporting IT integrations,
etc.
* Also see General Recommendations.

11 City of Antioch Operational Assessment – Public Works Findings & Recommendations

12. Public Works employee HR ﬁles are split
between the HR office and PW offices. The
ﬁles in PW are in a locked cabinet in an unused
office that is also locked.

Also see HR “Systems & Processes.”

13. Public Works staff perform a high volume of
regulatory reporting - approximately 45 reports
in total (18 annual; 15 monthly or quarterly; 11
1-5 years). Each report can take from 8 hours
to multiple days to complete and often
requires collaboration among staff to gather
the data. Reports have been submitted timely
and any questions or issues identiﬁed,
although few, have been resolved positively.

14. Staff report that the State and Federal systems
are using old technology and can be wonky to
work in.

13.1 None. Continue.

14.1 State and Federal technology platforms are
outside of the control of Public Works where
no action can be taken.

Theme 4: WORKFORCE & CULTURE

FINDINGS

RECOMMENDATIONS

1. Public Works staff are deeply committed to
their team and the city overall. Many feel PW is
a good place to work. They are driven to
achieve their goals and keep improving. They
step up and adapt to the needs and requests
that come their way and are willing to do
whatever it takes. They have good teamwork
and a can-do attitude. There is generally a
positive culture in PW which they have
achieved in part by ignoring the chaos they see
elsewhere in the city or at higher levels of
leadership. Staff like the challenges of their job
and opportunities to learn other jobs or take
on new tasks.

1.1 None. Continue.

2. Contracted engineering services have been
used for multiple years to manage the volume
of work and cover vacancies. Contractors are
task and deliverable oriented and generally not
able to provide mentorship to staff.

2.1 Conduct a cost-beneﬁt analysis on the use of
contractors vs. hiring. When budget allows,
hire permanent staff if cost-beneﬁt analysis
shows beneﬁt and competitive salary can be
offered.

12 City of Antioch Operational Assessment – Public Works Findings & Recommendations

3. The Water Treatment staff oversee two
treatment plants and a desalination plant with
a total of 25 staff, seven of these are
operators. These staff perform highly technical
work. Hiring is rebounding, however, there are
limited times when only one operator is on site
which presents a risk.

4. Staff are very action-oriented and committed
to doing what’s necessary to get the work
done. Due to historically high vacancy levels
and understaffing, this may lead to working
outside of their job description.

3.1 Ensure a minimum staffing of two operators at
all times for risk and safety purposes. IN
PROCESS.

4.1 Ensure proper compensation, according to
policy, for all employees temporarily taking on
additional duties, working outside the scope
of their position, or performing OT.

5. Supervisors are good at encouraging and
ensuring staff receive required technical
training and certiﬁcations. They let staff know
they can pursue other training if they ﬁnd what
they want and request it.

6. Beyond technical training and certiﬁcations,
there is no consistent and required new hire
training or training to ensure staff are staying
current with changes, e.g., inspection
standards. Training also varies by division and
by the person who provides the training,
creating inconsistencies and potential for gaps
as well as a new employee’s experience that
can be unnecessarily frustrating.

7. There are no Standard Operating Procedures
(SOPs) for many roles. In technical roles there
may be guidelines passed down from
regulatory agencies but in many cases, these
are not detailed enough for day-to-day.

8. HR conducts onboarding and tracks
completion of required HR training. The
department tracks certiﬁcation training.

9. Workload can be a barrier to attending
training.

5.1 Continue required training at initial hire and
annually and continue strong support for
technical training and certiﬁcations.

5.2 Enhance the practice of offering additional
professional development training
opportunities to staff by making it a regular
practice for the employee and supervisor to
discuss areas for growth, development, and
interest and jointly identify training
opportunities.

6.1 & 7.1 Develop training manuals, new hire
training protocols, and SOPs in all divisions to
ensure consistency of training for each new
employee. Collaborate with HR as needed on
this.

6.2 Ensure adequate budget for training which is
generally 1-5% of salary budget.

8.1 Centralize tracking of training (mandatory
and optional) in HR. * Also see HR “Workforce
& Culture.”

10.1 Implement a succession planning
strategy starting with an Information Inventory
and emergency succession plans for key PW
leadership positions and positions that are
singular and have no back-up or cross-trained

13 City of Antioch Operational Assessment – Public Works Findings & Recommendations

10. There is minimal succession planning, some
key mid-level or senior leaders are nearing
retirement age, and other positions have no
backup or cross training. This combined with
lack of electronic systems that have imbedded
workﬂows, and limited training manuals and
documentation creates many areas of
vulnerability if staff leave and take their
knowledge with them.

11. In small divisions there is limited ability to
advance.

staff. A more comprehensive succession plan
should be built out in 12-24 months.
* Also see HR “Workforce & Culture.

11.2 Consider adding “Lead” or “Senior” roles
to provide opportunity to learn people
leadership and management skills and offer
advancement.

12. The process and experience of performance
evaluations appears generally sound, with a
few challenges where there is matrixed
reporting. Some staff report not having regular
performance reviews.

12.1 Ensure all staff receive regular
performance reviews, staff have an
opportunity to review their supervisor’s
comments in advance of a 1:1 meeting, and,
in the case of matrixed reporting, only one
supervisor has formal review authority and
leads the review process.
* Also see HR “Leadership.”

13. The Public Works safety record is mixed but
showing improvement in 2024 and 2025. There
were nine reported incidents in 2022, eleven in
2023, two in 2024, and six in 2025 to date. The
2024 numbers are in the top quartile (US
Bureau of Labor Statistics), and the 2025
numbers are above average but the number of
incidents are trending higher than prior year
and cause for monitoring. More than six
incidents per year may trigger additional
scrutiny from regulatory agencies and/or
reputational risk.

14. The addition of a Risk and Safety Specialist in
HR is a positive development that can support
all departments.

13.1 HR take the lead and PW collaborate to
devise and reinstate a safety incentive
program. The program could have a
greater focus on leading indicators
(participation in training, safety audits,
maintaining safety procedures, etc.) vs. the
lagging indicator of injuries.

15. Staff acknowledge each division is siloed from
the others, especially the treatment plant
because they do not report to the
maintenance yard before starting work. Staff
are interested in and open to ﬁnding ways to
decrease the silos within PW and the city

15.1 Create formal and informal opportunities for
staff to connect, e.g., annual planning
discussions, meetings to regularly review data
and progress, divisional presentations to the
whole department; vary department-wide
meeting times so those working other shifts

14 City of Antioch Operational Assessment – Public Works Findings & Recommendations overall which would contribute to a positive
culture and improve the employee experience.

have more ﬂexibility to attend; host lunch
potlucks or cooking competitions; provide
opportunities to shadow someone on another
team to learn about what they do, etc.

Additional Ideas to Consider:
• Add a "Park Ranger" or similar role at the Marina and Parks for visibility, education, positive presence, and to deter unwelcome activity.
• Add a Harbor Master Certiﬁcation for a senior marina staff. This lends credibility with the public and limit people feeling they need to go over staff to someone with more authority and credibility.

Theme 5: RESOURCES

FINDINGS

RECOMMENDATIONS

1. The PW operations staff feel they have good
tools and equipment that rival or exceed what
other cities have for their PW staff.

1.1 None. Continue.

2. The Engineering Division has many years of
physical ﬁles that take up signiﬁcant space.

2.1 City Clerk’s Office update document retention
policy and electronic records policies.

Dispose of records in accordance with new
policies.

2.2 Scan all ﬁles that can be scanned or move
them to a secure off-site location if they are
likely not to be accessed but need to retained.

Consider hiring part-time, temporary help for
this purpose.

3. The Maintenance Yard Work Alternative
Building used by Fleet and Facilities is in
signiﬁcant disrepair and presents a risk of
accident and injury for employees.

3.1 Have a qualiﬁed inspector assess the physical
safety of the Work Alternative Building. IN
PROCESS.

3.2 Based on the inspection ﬁndings, replace or
improve the facility in a timeframe that
matches its safety and risk status.

3.3 Ensure adequate staffing and funding to
conduct preventive maintenance and
optimize the life span of all physical

15 City of Antioch Operational Assessment – Public Works Findings & Recommendations resources. Include this in department-level
annual planning and/or CIP as appropriate.

Additional Ideas to Consider:
• Add a Public Works substation in the southern part of Antioch on property owned by the city to create time savings.

Conclusion
It is recommended that Senior Leadership across all departments initiate a process to prioritize these recommendations for implementation over a 24–36-month period. Each department should incorporate them into their annual action plan, align them with other municipal plans (Strategic Plan, General Plan, Council priorities, etc.) where possible, and include quarterly progress reviews with adjustments to tactics as needed.

Q
Agenda Item #

STAFF REPORT TO THE CITY COUNCIL
DATE: Regular Meeting of October 14, 2025
TO: Honorable Mayor and Members of the City Council
SUBMITTED BY: Bessie Marie Scott, City Manager
SUBJECT: Warrants Approval from the August 26, 2025 City Council Meeting - Information Request of City Council

RECOMMENDED ACTION
It is recommended that the City Council discuss the approval of the Warrants and Housing Successor Warrants presented to the City Council on August 26, 2025 which were not approved during the meeting.

FISCAL IMPACT
The warrants to be discussed pertain to authorizing the payment of city funds for services rendered.

DISCUSSION
In city government, “warrants” and “ housing successor warrants” refer to financial authorization documents — basically approvals for payment of city obligations. A warrant is an official order authorizing payment of city funds. It directs the city treasurer or finance officer to pay a specific amount to a vendor, contractor, consultant, employee, or agency for goods or services the city has received. Housing Successor warrants typically refer to warrants issued by a housing successor agency — most often a Housing Successor Agency to a former Redevelopment Agency (RDA) such as the City of Antioch. Many city councils receive a warrant register or check register as part of their consent calendar at each meeting. The council’s approval of the register formally authorizes those payments.

This is a key financial control and transparency step required by law in most California cities (Gov. Code §§ 37208–37209).

During t he meeting on August 26, 2025 , the Council and members of the public had questions regarding warrants pertaining to the city’s Housing Consultant. The Council provided direction to staff to bring back the Housing Consultants contracts, along with relevant invoices. The documents are attached hereto for Council to discuss.

ATTACHMENTS
A. Relevant Warrants of August 26, 2025

Antioch City Council Report
October 14, 2025 Agenda Item #Q 2
B. Relevant Housing Successor Warrants of August 26, 2025 C. Consultant Contract – 2010
D. Consultant Contract – 2013
E. Consultant Contract – 2019
F. Consultant Billing Invoices – 2023
G. Consultant Billing Invoices – 2024
cnv OF

ANITIOCH
C .A IF O 1R II A

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
AUGUST 01- AUGUST 14, 2025
FUND/CHECK#
Police Facilities Maintenance
00420902 HONEYWELL INTERNATIONAL INC
00420920 ODYSSEY POWER CORPORATION
00420933 REINHOLDT ENGINEERING CONSTR
00420995 HOME DEPOT, THE
Youth Network Services
00420947 AMAZON CAPITAL SERVICES INC
00420998 JENNIFER HINES DESIGN
00421053 UNITED STATES POSTAL SERVICE
PSCR Administration
00420947 AMAZON CAPITAL SERVICES INC
CD Economic Dev.
00420939 SWEET, BRET ALEXANDER
Community Development Land Planning Services
00420978 EIDEN, KITTY J
00421038 SCUDERO, KEVIN S
00952050 BAY AREA NEWS GROUP - EAST BAY
CD Code Enforcement
00420943 WORK WORLD
00420968 CONTRA COSTA COUNTY
00421023 OCCUPATIONAL HEAL TH CENTERS OF CA
PW Engineer Land Development
00952050 BAY AREA NEWS GROUP - EAST BAY
00952055 INTERWEST CONSUL TING GROUP INC
Community Development Building Inspection
00420972 CRYSTAL CLEAR LOGOS INC
Capital Imp. Administration

REPAIRS SERVICES

UST TESTING

SUPPLIES

OFFICE SUPPLIES

PROFESSIONAL SERVICES
FALL 2025 GUIDE MAILING

OFFICE SUPPLIES

PER DIEM

CONTRACTS PROF

EXPENSE REIMBURSEMENT

LEGAL AD

CHECK REPLACEMENT

RECORDING/COPY FEES

PRE-EMPLOYMENT MEDICAL

LEGAL AD

PROFESSIONAL SERVICES

UNIFORMS
00207443 ISINGS CULLIGAN WATER CONDITIONING WATER
204 California Volunteers Grant Fund
Mayor's Apprenticeship Program
00420999 JRM EQUIPMENT LLC
208 PLHA Grant Fund
PLHA
00420942
00952040
212
CDBG
00420959
00421035
00952039
00952040

CDBG-CV
00952039
00952040
213
Streets

WINTER NIGHTS FAMILY SHELTER INC

HOUSE, TERI
CDBG Fund

CANCER SUPPORT COMMUNITY

RENAISSANCE ENTREPRENEURSHIP CTR

CITY DATA SERVICES LLC

HOUSE, TERI

CITY DATA SERVICES LLC

HOUSE, TERI
Gas Tax Fund
00420926 PACIFIC GAS AND ELECTRIC CO

RENTAL SERVICES

GRANT SERVICES

CONSULTANT

CDBG SERVICE

CONSULTANT

CDBG SERVICE

ELECTRIC
Page4
Fi nance Accounting
Prepared by: N. Acevedo
8/21/2025
3,220.50
6,414.24
175.00
226.63
484.58
607.55
700.00
102.77
368.00
300.00
832.50
706.86
237.04

20.00 78.38
218.28
120,968.75
873.22

61.20 454.54
24,680.80
12,817.50
2,500.00
2,993.53
577.50
134,932.50

94.50 9,092.50
567.42
August26,2025

ATTACHMENT A

Page 1 of 2 ends

Antioch City CouncilOctober 14, 2025

Antioch City Council
October 14, 2025