Agenda packet, regular meeting, first session — Antioch City Council, February 24, 2026 (part 2 of 2)

Recommendations for cathodic protection (CP) repair work, if required, will include a list of necessary repairs. Recommendations for any future retrofitting concerns will also be presented, where identified.

The contractor will comment on any applicable safety, sanitary, vandalism, and seismic concerns:
• Safety concerns include ladder size/design observations, fall-prevention systems, roof access areas, etc.
• Sanitary concerns include venting and other tank openings such as overflow air gaps. • Vandalism concerns include evaluation of perimeter fencing, lock mechanisms, and climbing deterrents.
• Seismic concerns include visual indications of tank movement, flexible couplings, drain locations, etc.
• It should be clear that this cost proposal does not include a seismic analysis of a tank's ability to structurally withstand a probable seismic event, nor does this scope include any geotechnical or soils reports.
• A narrated video will also be included for the interior inspection of the tank that is inspected underwater.

FORMAT OF THE STATEMENT OF QUALIFICATIONS
The submittal is to be prepared in a bound 8 ½" x 11" format limited to approximately 30 pages, including brochures. Covers, dividers are not included in the page count. In addition, any information that needs to be returned should not be submitted. The Consultant is requested to include the following information in the SOQ. It is expected that the SOQs will follow the order listed below:
• Cover letter introducing the firm and describing why you want to be considered. Provide location of the office that will be performing the work • Organization chart for the project team
• Brief information for key staff including education, directly related experience, description of their assignment on this project, and resume
• A list of proposed sub-consultants, and a description of their proposed services • Summary of the company's relative experience and performance • Summary of approach for completing the work
• Detailed scope of work of activities required
• A list of equipment available to support the performance of this project • Current fee schedule
• List of contracts/agreements terminated for convenience or default within the past three years, if any.
• List any litigation that now affects or may affect in the future consultant firm's ability to perform.
• Confirm your firms' ability to meet contract and insurance requirements. • Anticipated labor effort by task and classification for each activity

Page 4 of 6 ends

5 Agenda Item #

STAFF REPORT TO THE CITY COUNCIL

DATE: Regular Meeting of February 24, 2026

TO: Honorable Mayor and Members of the City Council

SUBMITTED BY: David A. Storer, AICP, Consulting Planner

APPROVED BY: Zach Seal, Community & Economic Development Director

SUBJECT: APPEAL OF CONDITIONS OF APPROVAL REQUIRING THE LAKEVIEW CENTER CIH PROJECT TO ANNEX INTO CFD 2018 -
01 (PUBLIC SERVICES) AND CFD 2018-02 (POLICE SERVICES)

RECOMMENDED ACTION
It is recommended that the City Council continue the Public Hearing to the March 10, 2026, meeting.

DISCUSSION
This item was scheduled for this meeting. However, the City received a request from the applicant’s counsel, HSW, to continue the item to March 10, 2026. See attached.

Attachment:

A. Letter received from HSW, representing Standard Communities, Applicant on February 19, 2026.

H
SW
3800 Mt
. Diablo Boulevard, Suite 200, Lafayette, CA 94549 | Phone: 415.265.1086 | www.hsw-legal.com SU

BMITTED BY EMAIL
February 19, 2026
City of Antioch City Council
c/o City Clerk
City of Antioch
200 H. Street
Antioch, CA 94509
10300 Torre Ave
Cupertino, CA 95014
Re: Appeals of November 13, 2025 Administrative Decision Regarding Buchanan Crossing Commercial Infill Housing (“Buchanan Crossing”) Application (DR 2025-0012) and December 18, 2025 Administrative Decision Regarding Lakeview Center Commercial Infill Housing (“Lakeview”) Application (DR2025-0025)
Dear City Clerk and Council,
On behalf of Standard Communities (“Applicant”), our firm respectfully requests that the appeals before City Council in the above-noted matters be continued from February 24, 2026 to March 10, 2026.

If you have any further questions or need any additional information, I can be reached at 415- 265-1086 or at [email protected].

Kind regards,
MELANIE GRISWOLD, Partner

HSW, LLP

ATTACHMENT A
6_____
Agenda Item #

STAFF REPORT TO THE CITY COUNCIL

DATE: Regular Meeting of February 24, 2026

TO: Honorable Mayor and Members of the City Council

SUBMITTED BY: David A. Storer, AICP, Consulting Planner

APPROVED BY: Zach Seal, Community & Economic Development Director

SUBJECT: APPEAL OF CONDITIONS OF APPROVAL REQUIRING THE

BUCHANAN CROSSINGS CIH PROJECT TO ANNEX INTO CFD
2018-01 (PUBLIC SERVICES) AND CFD 2018 -02 (POLICE

SERVICES

RECOMMENDED ACTION
It is recommended that the City Council continue the Public Hearing to the March 10, 2026, meeting.

DISCUSSION
This item was scheduled for this meeting. However, the City received a request from the applicant’s counsel, HSW, to continue the item to March 10, 2026. See attached.

Attachment:

A. Letter received from HSW, representing Standard Communities, Applicant on February 19, 2026.

H
SW
3800 Mt
. Diablo Boulevard, Suite 200, Lafayette, CA 94549 | Phone: 415.265.1086 | www.hsw-legal.com SU

If you have any further questions or need any additional information, I can be reached at 415- 265-1086 or at [email protected].

Kind regards,
MELANIE GRISWOLD, Partner

HSW, LLP

ATTACHMENT A

7 Agenda Item #

STAFF REPORT TO THE CITY COUNCIL

DATE: Regular Meeting of February 24, 2026

TO: Honorable Mayor and Members of the City Council

SUBMITTED BY: Bessie Marie Scott, City Manager

SUBJECT: Antioch Police Oversight Commission Appointment for one full-term vacancy expiring November 2028

RECOMMENDED ACTION
It is recommended that the Mayor nominate and City Council adopt a resolution approving the appointment of [name of appointee] to the Antioch Police Oversight Commission for the full-term vacancy expiring November 2028.

FISCAL IMPACT
There is no fiscal impact as all positions are voluntary. However, the General Fund has a budget to provide funding for the Antioch Police Oversight Commission’s (“Police Commission”) general operating expenses, training, continuing education, and public outreach and events. There will also be expenses associated with staff time dedicated to working with the Police Commission.

DISCUSSION
On May 24, 2022, the Antioch City Council adopted Ordinance No. 2212-C-S that created the Police Commission. The purpose of the Police Commission is as follows:

• The Police Commission is to strengthen trust, transparency, accountability, and police-community relations in the City of Antioch by ensuring that the Antioch Police Department's policies, practices, and customs meet or exceed national standards of constitutional policing.
• The Police Commission shall advise the City Council, City Manager, and Chief of Police on the administration of the Antioch Police Department and on policy matters concerning public safety within the City of Antioch. 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.

Antioch City Council Report
February 24, 2025 Agenda Item # 7 2
• 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.

In general law cities where the mayor is an elective official pursuant to Article 5 (commencing with Section 34900) of Chapter 7 of Part 1 of Division 2 of Title 4, the mayor, with the approval of the city council, shall make all appointments to boards, commissions, and committees , unless otherwise specifically provided by statute. Under Antioch Municipal Code §2 -5.201, the mayor shall nominate candidates for membership on all boards and commissions. Nominees shall be appointed to each board and commission upon receiving approval of at least a majority vote of the city council.

The City Clerk’s Office advertised to fill the two full -term, 3 -year vacancies, expiring November 2028, and the one partial -term vacanc y, expiring November 2026 . Six applications were received during the recruitment period s ending September 26, 2025, and October 31, 2025 . Six applicants were interviewed by Mayor Bernal and City Manager Bessie Marie Scott. Two of the three candidates were appointed at the February 10, 2026 , Council M eeting to fill the partial -term and one full -term vac ancies on the Antioch Police Oversight Commission.

Mayor Bernal is nominating Addison M. Peterson for a full-term, three-year vacancy, expiring November 2028.

The City Council shall strive to appoint members as listed in Ordinance No. 2212 -C-S (Attachment C).

ATTACHMENTS
A. Resolution, one full-term vacancy, expiring November 2028 B. Application
C. Ordinance No. 2212-C-S

ATTACHMENT A
RESOLUTION NO. 2026/***

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ANTIOCH
APPOINTING [INSERT NAME OF APPOINTEE AFTER APPOINTMENT] TO

THE ANTIOCH POLICE OVERSIGHT COMMISSION FOR ONE FULL-TERM VACANCY EXPIRING NOVEMBER 2028

WHEREAS, the Antioch City Council adopted Ordinance No. 2212 -C-S creating the Antioch Police Oversight Commission (“Police Commission”) at its May 24, 2022, Council Meeting;

WHEREAS, the City Clerk ’s Office made announcement s and accepted applications for the one full-term vacanc y, expiring in November 202 8 for the Police Commission;

WHEREAS, Mayor Ron Bernal considered six applications received and interviewed the interested applicants;

WHEREAS, Antioch Municipal Code Section 2 -5.201 requires the Mayor to nominate candidates for membership on all boards and commissions and requires nominees to receive approval of at least a majority vote of the City Council to be appointed to a board or commission; and

WHEREAS, Mayor Ron Bernal has nominated [insert name of appointee after appointment] to the Police Commission for the one full-term vacancy, expiring November 2028.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Antioch hereby approve the Mayor’s appointment of [insert name of appointee after appointment] to serve on the Antioch Police Oversight Commission for the one full-term vacancy, three- year term, expiring November 2028.

* * * * * * * *

I HEREBY CERTIFY that the foregoing resolution was passed and adopted by the City Council of the City of Antioch at a regular meeting thereof, held on the 24th day of February 2026, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:
___________________________________
MICHAEL J. MANDY

CITY CLERK OF THE CITY OF ANTIOCH
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ADDISON M. PETERSON
Antioch, California

CORE COMPETENCIES
Public Affairs Leadership Legislative Bill Development
Government Relations Strategic Planning Resource Management Speech Writing Crisis Management Interpersonal Relations

PROFESSIONAL AND NONPROFIT EXPERIENCE
CCOF (California Certified Organic Farmers) January 2024-Present Senior Policy Manager
I lead CCOF’s California government relations - directly communicating organic policy, research, and organic farming system needs to California legislators and regulators. CCOF is America’s largest organic product certifier, certifying over 3,000 organic farming operations worldwide. I also lead CCOF’s California policy coalitions. In our coalitions, we have successfully created programs in the California Department of Food and Agriculture (CDFA), such as the Healthy Soils Program, to improve soil health, reduce greenhouse gas emissions, and increase carbon sequestration. Our coalition has successfully put Proposition 4, the Climate Bond, on the statewide November 2024 ballot. CCOF promotes organic food as one of many ways to improve our food system while providing nutritious food grown sustainably. Accomplishments: In 2024, I joined the Food and Farming Resilience Coalition to put Proposition 4 on the ballot. Proposition 4 is our climate bond.

My contribution was in the Sustainable Agriculture chapter, where we pushed already approved CDFA programs known to reduce greenhouse gas emissions on farms. Programs such as the Healthy Soils Program can capture carbon dioxide from our atmosphere and hold it in our soil, along with more excellent water retention, which means less dry land susceptible to wildfires.

CAMEO (California Association for Micro Enterprise Opportunity) May 2021-December 2024 Senior Policy Manager
I researched micro business issues to write research papers that led to our organization’s advocacy plan—communicated my research on company blog posts, website policy briefs, and memos.

Additionally, I organized coalition meetings, advocated for micro and small business issues in the state legislature, trained members on advocacy activities, and tracked all CAMEO’s legislative activities.

Accomplishments: My knowledge of the state legislative process has contributed to successful regional meetings with small business owners, legislative staff, and legislators. These meetings contributed to direct pandemic aid to small business owners, a historic $100 billion + during the pandemic. I researched micro and small business issues to write a white paper that the Kauffman Foundation used to discuss micro and small business issues.

I track our legislative actions and visits, and we complete demographic analysis, creating a time- efficient advocacy process that allows small business technical centers to improve their advocacy efforts.

ATTACHMENT B

2 of 3

I managed our first advocacy day, where we met with over 30 state legislative offices in a day. This resulted in closer small business-legislator relationships. On behalf of one of our members, I worked with the California Department of Social Services to accept more than a credit card for childcare licensing, resulting in more childcare providers being able to pay for their licenses using checks or money orders at any regional childcare licensing office in California.

San Jose Police Department October 2020-May 2021 Police Recruit
I trained in community-oriented policing models focused on building trust, communication, and collaboration with residents across diverse neighborhoods. I also studied criminal law, patrol operations, investigative fundamentals, and ethical law enforcement practices. This strengthened my conflict resolution, verbal de-escalation, and trauma-informed response skills.

Consultant August 2018-October 2020 I served as an advisor for education nonprofits. My primary area of expertise is the California legislative and University of California admissions processes. I have expertise in navigating the University of California (UC) and California State University (CSU) admissions processes and the various UC/CSU admissions websites. Accomplishments: My guidance and strategy solutions have contributed to my clients increasing the number of students actively applying to UC and CSU campuses while expanding the knowledge of school administrators to better assist their students through the complex UC and CSU college admissions process. I also contributed to building coalitions for legislative initiatives in the California State Legislature that local school boards want to support. I provided my school board partners with advice and support on approaching legislators and empowering them to advocate for issues to a legislative body individually.

The University of California, Office of the President Oct. 2015-July 2018 Lead High School Articulation Supervisor (UC/CSU A-G Unit) I set performance standards, monitor employee performance, provide training to direct reports, manage workflow, and provide direction and assistance for four direct reports. By enforcing UC faculty criteria, I maintain the integrity of the admission process for both the University of California and California State University systems. I advise external stakeholders (e.g., K-12 educators and administrators, campus admission and outreach staff, and faculty) on behalf of the University of California System on the development and approval of "a-g" high school courses. I lead the team's outreach and recruitment activities, public communications efforts, and the development of articulation tools and resources. I represent UC High School Articulation at high- profile events across California. Accomplishments: Created new ways for high school courses to be approved more efficiently by having 2/3rds of them endorsed by our software, created efficiencies for course submissions by having the school district submit classes for all of their schools instead of individual school sites, created focus groups to understand stakeholder communication and resource needs better, and created new resources and tools for stakeholders to use in our process, and created a new training program for direct reports.

California State Assembly, Sacramento, CA Sept. 2013 – Oct. 2015 Legislative Analyst

3 of 3

Conducted legislative analysis and provided recommendations for bills voted on by the Assembly Floor and Appropriations Committee for Assembly Member Chris Holden.

Along with the Assembly Speakers’ office, I assisted in preparing the Assembly Floor analysis that only Assembly leadership receives. Additionally, I successfully negotiated and maintained relationships with lobbying organizations and bill sponsors to agree on proposed legislation that I staffed. I was also the principal advisor for education, housing, revenue, and taxation.

Accomplishments: I staffed AB 288 (2015-2016), which Governor Brown signed into law in September 2015. This legislation provided additional opportunities for high school students to attend community college while in high school.

California State Assembly, Sacramento, CA Oct 2012-Sept 2013 Jesse M. Unruh Assembly Fellow

I successfully negotiated and maintained relationships with major third-house organizations and bill sponsors to agree on proposed legislation. I also independently conducted legislative analysis and research to provide Assembly Member Holden with recommendations for legislation on the Assembly Floor and in the Appropriations Committee.

California State University, Los Angeles, CA August 2010 – June 2012 University Student Union
Chair of the Board of Directors/ Chief Executive Officer

Created the first Human Resources Department in the company’s fifteen-year history. Supervised the Executive Director to ensure all the board of directors’ directives were carried out. Collaborated with outside legal counsel on all legal matters related to the corporation. Orchestrated a $1.4 million project to beautify the company plaza. Negotiated annual lease space contracts, resulting in renewal at no additional cost to the previous year. Chaired all board of directors and executive committee meetings and served as a non-voting ex officio member of all committees in the University Student Union. Oversaw the annual budget formulation process, resulting in a balanced budget of $3.4 million.

EDUCATION
Master of Public Administration, University of San Francisco Bachelor of Arts in Political Science, California State University, Los Angeles

Award and Affiliations

United States Selective Services Contra Costa County Local Appeals Board, 2013 – Current Delegate to the State Central Committee, California Democratic Party, Los Angeles County ADEM (2009-2014) Contra Costa County DSCC (2023-Current Day)

Antioch Police Oversight Commission Questions
By Addison Peterson

1) List (3) main reasons for your motivation in joining the Antioch Police Oversight Commission. a) To Strengthen Trust and Understanding Between the Community and Law Enforcement
I have seen policing from multiple perspectives—both as a former police recruit in the San Jose Police Department and as someone who, in my youth and early adulthood, experienced negative encounters such as unjustified stops and searches. These experiences shaped my understanding of how deeply trust impacts safety, legitimacy, and cooperation. I want to help ensure that Antioch has systems that support fairness and dignity for residents while also assisting officers to succeed in their work. I believe I can serve as a bridge, encouraging dialogue that is grounded in respect and shared problem-solving.
b) To Promote Transparent Policies That Support Safety, Accountability, and Community Confidence
My motivation is to help the city adopt clear, transparent oversight practices that build confidence in public safety. Effective oversight is not about blame—it is about clarity, consistency, and fairness. As a former recruit trained in patrol protocols, report writing, and de-escalation frameworks, I understand the pressures officers face and the importance of workable field standards. I want to help develop policies that reduce conflict, support officer integrity, and ensure that every Antioch resident is treated equitably.
c) To Apply My Public Policy Experience to Support Constructive, Long-Term Improvement
My professional work in public policy, government relations, and community-based advocacy has prepared me to evaluate complex issues, listen across perspectives, and work collaboratively toward shared goals. I want to bring that experience to this Commission to help generate recommendations that are data-informed, practical, and focused on meaningful outcomes—safer neighborhoods, stronger relationships, and systems that the community can trust for years to come.

2) Life, work, and significant community volunteer experiences that prepare you to contribute.

My life and professional experiences have uniquely prepared me to contribute meaningfully to the Police Oversight Commission. As a former police recruit with the San Jose Police Department, I received foundational training in patrol procedures, report writing, de-escalation, emergency response, and ethical decision-making in high-pressure environments. That experience gave me insight into the structural demands placed on officers, the culture of law enforcement, and the importance of clear policies and accountability systems to ensure both safety and integrity in the field.

At the same time, as a teenager and young adult, I experienced repeated negative interactions with police, including unjustified stops and searches. Those experiences shaped my understanding of how deeply policing practices affect trust, belonging, and the basic sense of dignity for residents — especially young people and communities of color. Holding both perspectives allows me to approach oversight with empathy for residents who have experienced harm, while also understanding the operational pressures and training contexts in which officers work.

Professionally, I have spent over a decade working in public policy, government relations, and community advocacy, including roles with CAMEO (the California Association for Micro Enterprise Opportunity) and California Certified Organic Farmers (CCOF). In these positions, I led statewide coalitions, worked closely with state agencies and legislative offices, and designed policy solutions to expand economic opportunity, particularly for underserved communities.

These roles strengthened my ability to analyze complex systems, build collaborative relationships, and develop practical, transparent, and grounded recommendations that address real-world community needs.

Together, these experiences have prepared me to approach the work of this Commission with balance, patience, and a commitment to listening. I believe in effective oversight that builds trust, strengthens accountability, and supports a safer, healthier future for Antioch.

3) Contacts or experiences with the Antioch Police Department.

I have not had any interactions with the Antioch Police Department other than voluntary greetings with now Chief Virgil at City Council meetings.

4) Other information/comments helpful for reviewing this application.

ATTACHMENT C

(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
8 Agen da Item #
ST

AFF REPORT TO THE CITY COUNCIL
DATE
: Regular Meeting of February 24, 2026
TO: H
onorable Mayor and Members of the City Council
SUBM
ITTED BY: Zoe Merideth, Planning Manager
APPO
RVED BY: Zach Seal, Community and Economic Development Director SUBJE
CT: Planning Commission Appointment for One Full-Term Vacancy, 4-year Term, Expiring October 2029

RECOMMENDED ACTION
It is recommended that the Mayor nominate the candidate for appointment and that the City Council adopt a resolution approving the Mayor’s appointment of [name of appointee] to the Planning Commission for a Full-Term vacancy, 4-year term, expiring October 2029.

SCAL IMPACT
There is no fiscal impact as these are voluntary positions.

DIS

CUSSION
The Planning Commission is a seven (7) member advisory body that makes recommendations to the City Council on the physical development of the City. The Commission reviews and makes recommendations on all provisions of the General Plan, land subdivisions, and zoning as specified by the Zoning Code and as set forth in the State Government Code and by the California Environmental Quality Act. The Planning Commission also has the authority to approve Use Permits, Variances and Design Review Applications. Planni ng Commissioners are appointed by the Mayor to four (4) year terms.

In g
eneral law cities where the office of the mayor is an elective office pursuant to Article 5 (commencing with Section 34900) of Chapter 7 of Part 1 of Division 2 of Title 4, the mayor, with the approval of the city council, shall make all appointments to boards, commissions, and committees, unless otherwise specifically provided by statute. Under Antioch Municipal Code §2-5.201, the Mayor shall nominate candidates for membership on all boards and commissions. Nominees shall be appointed to each board and commission upon receiving approval of at least a majority vote of the City Council.

Antioch City Council Report
February 24, 2026 Agenda Item # 8 2
The City Clerk’s Office advertised to fill the vacanc y by making announcements at the City Council meeting and posting the vacancy on the City’s website . Currently, there is one f ull-term vacancy, which is a 4- year term, on the Planning Commission. Three applications were received and provided to Mayor Bernal to interview. Two of the three candidates were appointed at the February 10, 2026 meeting to fill two other vacancies on the Planning Commission.

May
or Bernal is nominating Don Aguillard for a full-term of 4-years expiring October 2029.

ATT

ACHMENT
A. Resolution for one Full-Term vacancy, 4-year term, expiring October 2029 B. Application
ATTACHMENT “A”
RESOLUTION NO. 2026/**
RESO

LUTION OF THE CITY COUNCIL OF THE CITY OF ANTIOCH
APPOINTING [INSERT NAME OF APPOINTEE AFTER APPOINTMENT] TO THE

PLANNING COMMISSION FOR ONE FULL-TERM VACANCY, FOUR-YEAR TERM EXPIRING OCTOBER 2029
WHERE
AS, there is currently one full-term vacancy for a four -year term on the Planning Commission;
WHERE
AS, the City Clerk’s Office announce d and accepted applications for the vacancies;
WHERE
AS, Mayor Ron Bernal considered the applications received and interviewed each of the interested applicants;
WHERE
AS, Antioch Municipal Code Section 2- 5.201 requires the Mayor to nominate candidates for membership on all boards and commissions and requires nominees to receive approval of at least a majority vote of the City Council to be appointed to a board or commission; and
WHERE
AS, Mayor Ron Bernal has nominated [insert name of appointee after appointment] to the Planning Commission, for a full four year term expiring October 2029.

NOW, T
HEREFORE, BE IT RESOLVED that the City Council of the City of Antioch hereby approves the Mayor’s appointment of [insert name of appointee after appointment] to serve on the Planning Commission for a full four year term expiring October 2029. * *
* * * * * *
A1
RESOLUTION NO. 2026/**
February 24, 2026

Page 2 ends

I HERE
BY CERTIFY that the foregoing resolution was passed and adopted by the City Council of the City of Antioch at a regular meeting thereof, held on the 24th day of February 2026, by the following vote:

AYES:

NOES:

ABSTAI
N:

ABSENT
:
_________
_______________________
MICHAE L J. MANDY

CITY CLERK OF THE CITY OF ANTIOCH
A2

ANTIOCH

CALIFORNIA

OPPORTUNITY LIVES HERE
*Full Name:Don Aguillard
*Residence Address:

Antioch, CA
Employer/School:

Community Service Application for:

PLANNING COMMISSION
Three (3) Full Term Vacancies, expiring October
2029 *Required field Deadline Date: By 5:00 p.m.,
September 26, 2025
APPLICANT INFORMATION I Youth 14-17
Main Phone:

Occupation:

Alternate Phone:
( )
Resident since:
*PARENT/GUARDIAN INFORMATION (If applicant is age 14-17 years) *Full Name: Main Phone:
( )
Alternate Phone:
( )
*Residence Address: E-mail Address:

Antioch, CA
*QUESTIONNAIRE
Please answer the questions below on a separate sheet(s) and attach. Applications without these questions answered will not be considered. Please attach your resume (recommended to enhance your application).

1. List (3) main reasons for your motivation to join the Planning Commission.

2. What skills or experience do you have that will serve the Planning Commission?

3. What do you think is the single most important skill for a Planning Commissioner?

4. Do you have any particular areas of interest with respect to Planning?

5. Please add any other information/comments that would be helpful in reviewing your application. *ACKNOWLEDGEMENTS
My signature below indicates my understanding and acknowledgement that:

D *This completed application is available for public review (youth applications are exempt).

D *I have read and agree to the requirements listed on the Vacancy Announcement.

D *To the best of my ability, I will attend the Planning Commission regular meetings:

Every 1st and 3rd Wednesday of the month at 6:30 p.m.

Please return completed application by:
• Mail to: Office of the City Clerk Don Aguillard
*Applicant Signature
09/26/25
*Date
ATTACHMENT "B"
B1
P.O. Box 5007, Antioch CA 94531
• In Person: Antioch City Hall-Clerk's Office
200 H Street, 3rd Floor *Parent/Guardian Signature *Date • Email to: [email protected] (An original, signed application with parent/ guardian signature is required, if a minor)

ANTIOCH PLANNING COMMISSION
C A L I F O R N I A Three (3) Full Term Vacancies, expiring October 2029 OPPORTUNITY LIVES HERE Deadline Date: By 5:00 p.m., September 26, 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 Planning Commission review and make recommendations to the City Council on the physical development of the City: all provisions of the General Plan, land use, and zoning as specified by the Zoning Code, and as set forth in the State Government Code and the California Environmental Quality Act (CEQA). The Commission also reviews site plans, architectural design, signs, or other exterior design features of new and remodeled buildings.

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

Meetings:
• Held every first and third Wednesday of every month at 6:30 p.m. in the City Council Chambers; or on other dates as needed.

Requirements:
• Must be a resident of the City of Antioch.
• Members are subject to The Brown Act open meeting law. [!] ..... ... .......... [!] ··::··:."•:•·::,.,:::.· :;:·.;;: ■ .. .. .. ......... .. .. ...... .. .. .. .... . ................. .. .. .. . . . ... . .
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..
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i :: ANTlcicH ·:;: ... .... . ::::;�:•�:� :::�::= � 0 l I, ♦-" IO;:!•;:!;:;:=:�=::= ::=• .. ::H.: ·1=:r�;:::·:�=�:�·=:: .::. = (.:::.�
�::i!::}f �i��:!;;��:�;�t:;!:;i�i

SCAN AND APPLY
• 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 on line AB 1234 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.

B2
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.

B3
From:

To: City Clerk
Subject: Application/ D.Aguillard
Date: Saturday, September 27, 2025 7:48:48 PM
Attachments: Application - Planning Commission.09-26-2025 copy.docx CAUTION: This email originated from outside your organization. Exercise caution when opening attachments or clicking links, especially from unknown senders.

1.List (3) main reasons for your motivation to join the Planning Commission.

Community Service-Engagement and Resolution: I have been volunteering in my communities since I was 12 years old teaching arts and crafts with my mother at local senior centers and church’s throughout the Bay Area, as well as working on local campaigns in Oakland. I have worked with persons with disabilities, challenged youth, urban farming, neighborhood mobilizing, arts commission, civil service commission, county homeless committee, and planning commission.

One of the single
most important skill of a Planning Commissioner is to be able listen.

Planning Commissioners play a vital role in understanding community issues, ordinances and city
infrastructure. In my years as Planning
Commissioner, as well as chairing the Planning Commission for the City of
Stockton. I found great need for updating city ordinances and working on the cities General Plan. But, I also take interest in improving the lives of persons with disabilities. My mother was legally blind since my birth, and I experienced being diagnosed with degenerative disc disease in 1991.We can be leaders in designing our businesses, parking lots, and housing to better allow all persons with disabilities to easier access to all parts of our city.

Also improving the lives of homeless children and
adults. Creating improvements in our designing of homeless living and State of the Art homeless youth housing that empowers them to attend our local
colleges and return back to our communities as productive citizens. I could on but I feel I could be more explanatory in person.

Sincerely,
Don M. Aguillard, M.B.A.

Sent from Yahoo Mail for iPad
B4
9 A genda Item #
S

TAFF REPORT TO THE CITY COUNCIL
DAT
E: Regular Meeting of F ebruary 24, 2026
T
O: Honorable Mayor and Members of the City Council
S
UBMITTED BY: Kevin Scudero, Principal Planner
A
PPROVED BY: Zach Seal, Community and Economic Development Director S
UBJECT: City Council Appointments to the General Plan Advisory Committee RE

COMMENDED ACTION
It is recommended that the City Council review and discuss City Council Appointments to the General Plan Advisory Committee (GPAC). Mayor Bernal will advance appointments for City Council approval by majority vote.

ISCAL IMPACT
There is no direct fiscal impact because of this action.

SCUSSION
On January 13, 2026, the City Council authorized the formation of the GPAC. The GPAC will be composed of the following members:
• T
wo City Council Members;
• Two Planning Commission Members;
• Five members of the general public; and
• Two alternate members of the general public.

T
he item tonight is for the City Council to select the two members of the City Council to serve on the GPAC. There will be future agenda items for the appointment of Planning Commissioners and members of the general public to the GPAC.

TACHMENTS
A. GPAC Application Memo
City of Antioch
General Plan Advisory Committee Information
1 City of Antioch
General Plan Advisory Committee Information
This memo provides information for persons interested in being appointed to the Antioch General Plan Advisory Committee (GPAC).

Introduction
The City of Antioch has embarked on a multi-year process to update its General Plan. The Antioch General Plan is the City’s overarching policy guidance document and provides direction on a myriad of topics such as land use, housing, transportation, economic development, resource conservation, community health, parks, and open space.

The City of Antioch has hired a professional planning consulting firm, De Novo Planning Group, to assist the City with its General Plan Update. The City Council will also form a General Plan Advisory Committee (GPAC) to assist with preparation of the General Plan Update.

The GPAC will serve as one of the primary channels for the community to provide input and make recommendations on the General Plan Update. Participation by members appointed to the GPAC is temporary; the roles and responsibilities of its members will terminate with City Council adoption of the General Plan.

The charge of the GPAC is to:

1. Ensure City staff and the consultant team are aware of and understand community concerns, values and expectations.

2. Assist City staff and the consultant team in identifying critical issues that should be addressed in the planning process.

3. Identify areas of existing or potential conflicts and find ways to constructively resolve them.

4. Capitalize on the creative ideas and insights within the Antioch community for input into the General Plan.

5. Keep community organizations and interested citizens informed about the status of the planning process.

6. Provide recommendations to the Planning Commission and City Council supporting the General Plan.

The City Council intends to form a GPAC that represents a cross -section of the community, including residents and neighborhood groups, the business community, civic organizations, community-based organizations, development interests, and resource conservation interests. By ATTACHMENT "A"
A1
City of Antioch
General Plan Advisory Committee Information
2 ensuring that these groups are represented on the GPAC, the City of Antioch can be confident that a diverse range of viewpoints and interest areas will be considered as part of the General Plan Update process, ultimately resulting in a contemporary General Plan that best represents the community’s vision for the future.

GPAC Formation and Expectations
• Seven GPAC members from the general public (5 regular and 2 alternate) will be appointed by the City Council, with appointments anticipated to occur in March 2026. The committee will also include two City Council members and two Planning Commissioners. • The GPAC will meet up to a maximum of 12 times over the course of approximately 18 months. Meetings will generally occur once per month, but there may be months when no meetings are held.
• The first GPAC meeting is anticipated to be held in April 2026, and meetings will run through late 2027. At the first meeting staff will recommend a regular meeting date for the GPAC which will likely be either the first Tuesday or first Thursday of the month. • GPAC meetings will primarily be in-person evening meetings at City Hall, and will likely last 2-3 hours.
• GPAC members will be provided with agendas and reading materials prior to each meeting, and will be expected to attend all meetings prepared to discuss the topics identified on the agenda. Reading materials for each meeting may be 50 pages or more (including maps, tables, and graphics) and will include materials from the General Plan Existing Conditions Report, the General Plan community outreach results, and portions of the City’s existing General Plan.
• Meetings will be facilitated by City staff and the consultant team, and the GPAC will operate in the spirit of consensus. There will not be roll-call votes, and differing points of view will be recorded and presented to the City Council. The meetings will be structured as roundtable discussions, with defined opportunities for members of the public to provide comments.
• Regardless of the individual background or professional affiliation of a GPAC member, all members will be expected to participate in all meetings and provide input and feedback on all topics presented to the GPAC for discussion. The City is looking for full participants, not just individuals advocating for, or interested in, a single issue or topic. • GPAC meetings are generally anticipated to follow the following structure and address the following topics:

A2
City of Antioch
General Plan Advisory Committee Information
3 o The first meeting will provide an overview of the GPAC’s role, information on requirements for General Plans, a summary of feedback received to date from the community, and a discussion of high-level goals, priorities, and challenges for the Antioch community.
o The following 3-4 meetings will focus primarily on the topic of land use. The GPAC will discuss and provide input on growth patterns, development type, density, land use map changes, and other similar land use-related topics. The intent will be to develop a working draft of the updated Land Use Map with corresponding designations and densities.
o The subsequent 5-6 meetings will focus on other topics and issues covered under the General Plan, such as traffic/mobility, economic development, community health and wellness, utilities and public services, etc. Many of these topics overlap with land use, and with each other.
o The final two meetings will provide GPAC members with an opportunity to review and provide input on the entire Draft General Plan document prior to it being released for public review and comment.
• There will be several community workshops and public meetings held throughout the General Plan Update process, and GPAC members are encouraged to attend as many of these as possible.

A3
1 0
Agenda Item #

STAFF REPORT TO THE CITY COUNCIL
DAT
E: Regular Meeting of February 24, 2026
T
O: Honorable Mayor and Members of the City Council
PR
EPARED BY: Zach Seal, Community and Economic Development Director S
UBMITTED BY: Bessie Marie Scott, City Manager
S
UBJECT: City Council 6-Month Priorities Item – Code Enforcement Division Updates
RE

COMMENDED ACTION
It is recommended that the City Council receive an update on the Code Enforcement Division's progress and operations, provide policy direction as appropriate, and offer feedback to City staff on priorities, service delivery, and resource needs.

ISCAL IMPACT
There is no direct fiscal impact associated with receiving this informational update.

SCUSSION
The City maintains a Code Enforcement Division within the Community and Economic Development Department. The Division is currently budgeted for one full -time Code Enforcement Manager, nine full-time Code Enforcement Officers, and two Community Development Technicians. This presentation provides the City Council with a comprehensive operational update, including:
• Code Enforcement Division Operational Assessment and recommendations, provided to the City Council on October 14, 2025 (see attached) • Staffing and organizational overview , including current vacancies, recruitment status, and training initiatives.
• Service demand and activity trends, including the number of inspections, cases opened, and cases closed.
• Workload distribution and operational capacity , including case volume per officer and service level considerations.
• Enforcement priorities and compliance outcomes , including several new policies to enhance efficiency and adapt to current needs. • Recent and planned operational improvements , including technology upgrades, process enhancements, policy updates, or training initiatives to improve efficiency, consistency, and legal compliance.

Antioch City Council Report
February 24, 2026 Agenda Item # 10

• Interdepartmental and interagency coordination , including collaboration with Police, Public Works, Planning, County agencies, and other partners to address complex or multi-jurisdictional issues.
• Community engagement and education efforts , including outreach strategies to promote voluntary compliance and neighborhood quality-of-life improvements. • Strategic priorities moving forward, including operational goals, performance improvements, and areas where Council policy direction may be beneficial.

The purpose of this update is to ensure transparency in Code Enforcement operations, provide measurable insights into workload and performance, and enable the Council to provide feedback on service expectations, enforcement priorities, and resource alignment.

ATTACHMENTS
A. PowerPoint Presentation
B. Code Enforcement Division Operational Assessment

Code Enforcement
Division Update
Zach Seal, Community & Economic Development Director
City Council Meeting – February 24, 2026

CITY OF ANTIOCH
Department Organizational Chart
2 Community & Economic
Development Department
Economic
Development
Operations &
Administration
Planning
(Current and
Long-Range)
Code
Enforcement
Building
Inspection
Services

CITY OF ANTIOCH
Code Enforcement Operational Assessment
3 City Council
Received the
Assessment on
October 14, 2025
Five Themes:
• Strategy & Vision
• Leadership
• Systems & Processes
• Workforce & Culture
• Resources
Community &
Economic
Development
Operational
Assessment in
Progress
Code
Enforcement
Staffing
1 Acting Code Enforcement Manager
5 Code Enforcement Officers
1 CET Code Enforcement Officer (PD)
1 Senior Community Development Technician
1 Assistant Community Development Technician
Current (9)
1 Code Enforcement Manager
5 Code Enforcement Officers
2 Senior Code Enforcement Officers
2 CET Code Enforcement Officers (PD)
1 Senior Community Development Technician
1 Assistant Community Development Technician
Budgeted (12)
Code Enforcement Manager1
(currently filled by acting position)
2 Senior Code Enforcement Officers2
1 Code Enforcement Officer – PD1
Vacant (3)
1Recruitments in process.
2Job Descriptions (as well as Code Enforcement I/II flex positions) to come before Council for approval.

CITY OF ANTIOCH
Code Enforcement Caseload
5 Inspections Cases
Opened
Cases
Closed
Aug-2025 583 243 267
Sept-2025 450 252 223
Oct-2025 375 177 197
Nov-2025 287 142 142
Dec-2025 366 163 180
TOTAL 2,061 977 1,009
Officer
Average
Per Month
69 33 34

Re-Tooling and
Adapting
• Changing from geographic “beats” to a
thematic approach, i.e.:
➢ Key Corridors
➢ Business Storefronts
➢ “Hot Spots” for illegal dumping
• New equipment and technology
➢ 4x4 truck for off-road sites
➢ Drone for evidentiary needs
➢ Vests for safety
• Code enforcement on evenings and
weekends
Re-Tooling and
Adapting (cont…)
• Proactive enforcement
• Code Enforcement Officer training
opportunities
• SeeClickFix restructuring
(Public Works/Citywide)
• Operations & Procedures Manual
update
• Antioch Municipal Code cleanups
Roles &
Responsibilities/
Collaboration
Public Works
(illegal dumping,
graffiti abatement)
Planning/Building
(unpermitted work,
zoning violations)
Police Department
(vehicles parked in the
Public ROW,
encampments, noise
complaints)
City Attorney
(receiverships,
warrants, counsel)
County
(legal aid, hoarding,
vector control)
County Fire
Protection District
(imminent fire hazards)

Street Vendor
Education,
Assistance, and
Enforcement
• Collaborative effort between code
enforcement officers and police officers.
• FOCUS: education, assistance, and
awareness.
• 45 vendors contacted.
• 42 warnings; 3 vendors had or processed
permits and were in compliance.
• Follow-up education and enforcement.

Next Steps
(over next 6 months)
• Appoint new permanent Code Enforcement
Manger & fill other vacant positions.
• Finalize thematic designations and then review
data to determine what is and isn’t working.
• Adopt new evening and weekend schedules and
assess monthly.
• Coordinate with Public Works & other departments
to complete SeeClickFix Restructuring.
• Continue to review findings and recommendations
in the C.E. Operational Assessment.

Q & A
Code Enforcement Division
Update
Zach Seal, Community & Economic Development Director
City Council Meeting – February 24, 2026
Cit
y of Antioch
Operational Assessment
Findings & Recommendations
Pr
epared by: Kelly Zelenka, Owner/Principal
K Zelenka Consulting, LLC
Sep
tember 30, 2025
ATTACHMENT "B"
B1
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 B2

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
B5

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.”
B7

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
B8

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.

B10

Antioch City CouncilFebruary 24, 2026

Antioch City Council
February 24, 2026