www.fema.gov
Enclosure (1)
City of Antioch Plan Review Tool, dated May 1, 2026
cc: Robyn Fennig, State Hazard Mitigation Officer, California Governor’s Office of Emergency Services
Victoria LaMar-Haas, Hazard Mitigation Planning Chief, California Governor’s Office of Emergency Services
6____
Agenda Item #
STAFF REPORT TO THE CITY COUNCIL AND HOUSING SUCCESSOR TO THE
ANTIOCH DEVELOPMENT AGENCY OF THE CITY OF ANTIOCH
DATE
: Regular Meeting of M ay 26, 2026
TO: H
onorable Mayor and Members of the City Council
SUBM
ITTED BY: Licia Villalta, H ousing Manager
APPR
OVED BY: Monserrat Cabral, Public Safety and Community Resources Dire
ctor
SUBJ
ECT: Public Hearing to Review the Fi scal Year 2026- 27 City of Antioch Action Plan for Expending Federal Community Development Block Grant (CDBG), State Permanent Local Housing Allocation (“PLHA”) and Local Housing Successor (HS) Funding, and Substantial Amendment to the Fiscal Year 2025-26 Action Plan
RECO
MMENDED ACTION
It is recommended that the City Council take the following actions:
1) Consider the recommendations to adopt a Substantial Amendment to the FY 2025-2026 Annual Action Plan in the amount of $200,000 in CDBG residual funds for housing rehabilitation to meet current need and compensate for the Department of Energy (DOE) grant that was approved but not executed by DOE staff due to layoffs; and
2) Consider the recommendations for funding community grants with CDBG and PLHA funds and adopt the res olution approving the FY 2026-2 027 Annual Action Plan and authorize the Acting City Manager or designee to sign necessary documents and agreements for approved funding; and
3) Consider the recommendations for funding community grants with Housing Successor funds and adopt the resolution approving Housing Successor funding for homeless services, affordable housing, and administration as outlined in the FY 2026-2 027 Annual Action Plan and authorize the Acting City M anager or designee to sign necessary documents and agreements for approved funding.
FI
SCAL IMPACT
All actions below total $3,502,451 in funding from the federal Department of Housing and Urban Development (HUD) for CDBG funds, local Housing Successor funds, and PLHA funding from the State Department of Housing and Community Development (HCD). The Antioch City Council Report
May 26, 2026 Agenda Item# 6 2
recommended funding amounts are included in the Fiscal Year 2026-27 draft budget.
Action #1: The recommended action has no impact to the General Fund but commits a total of $200,000 in CDBG residual funds for FY 2025- 26 for the Housing Rehabilitation Program to compensate for the Department of Energy (DOE) grant that was approved but not executed by DOE staff due to layoffs, and increases funding to meet current need.
Action #2: The recommended action has no impact to the General Fund but commits a total of $860,051 in CDBG funding, and $445,851 in PLHA funding for FY 2026- 27 to further the goals of the 2025- 30 Contra Costa HOME/CDBG Consortium Consolidated Plan and address identi fied high priority needs in the City in general public services, senior and youth services, affordable housing creation and preservation, economic development and CDBG administration.
Action #3: The recommended action has no impact to the General Fund but commits a total of $1,440,000 in Housing Successor Low Income Housing funds for FY 2026- 27 to address identified high priority housing and homeless needs of the City.
DISCUSSION
CDBG Committee
Councilmember Rocha, representing District 2, and Councilmember Torres -Walker, representing District 1, served on the CDBG Committee for the FY 2025- 27 two -year funding cycle and helped to develop and recommended to Council the 2025- 30 Consolidated Plan to guide the City Council’s funding decisions for community grants for the five-year period.
For the first two years of each new Consolidated Plan, the Consortium conducts a two - year funding cycle. All public services grants and most housing services grants are approved for one year of funding for 2025-26, with the second year for 2026-27 as renewable subject to performance review and satisfactory compliance. No new applications are accepted by the City during a renewal year.
The Committee meeting of March 26, 2026, was publicly noticed according to the Brown Act and interested parties were notified. Unfortunately, the HUD allocation had not yet been announced to the City. Due to lack of quorum, no action was taken. Staff presented information on the draft recommendations for the Substantial Amendment for FY 2025- 26 to increase housing rehabilitation funding, draft recommendations for the FY 2026-27 Action Plan, and a strategy for increasing or decreasing allocations depending on the amount of the award based on previous funding cycles and actions taken. Staff received public comments in writing and in person. (see Attachment B).
FY 2025-26 Substantial Amendment
In a previous CDBG Committee meeting, the Committee was advised that the awarded grant from the federal Department of Energy (DOE) in the amount of $165,614 was not going to be executed as the majority of staffing was laid off at the federal level. This grant was allocated in the FY 2024 -25 and 2025-26 Action Plans to the housing rehabilitation program to assist with costs of windows, doors, heating, air conditioning, insulation, Antioch City Council Report
May 26, 2026 Agenda Item# 6 3
weatherization, and related improvements which reduce energy consumption. The Housing Rehabilitation program has a waiting list of already qualified low- income homeowners for these funds in addition to increased interest in the grant and loan program overall from lower income homeowners, especially seniors.
The Housing Rehabilitation loan and grant program for the City of Antioch prevents the deterioration of housing throughout the city that is owned by lower income residents . It provides both grants of up to $15,000 and loans up to $75,000 to address health and safety issues in their housing. This program helps residents maintain their homes, lower the cost of their housing by reducing energy consumption, and have the ability to age in place through the implementation of disability improvements. Housing loans are also paid back to the City with 3% interest to ensure that the program continues in the future.
Since the City now has additional residual funds , of $956,549, due to another housing project failing to advance and since HUD has a maximum cap on the amount of funds that cities should have on hand as of May 1st each year and the City needs to spend down these returned funds, Staff recommends adopting a Substantial Amendment to the FY 2025-26 Action Plan, in the amount of $200,000. This will help address the need for the housing rehabilitation program to both lower household utility costs and address the backlogged need created by the failure of the DOE to execute the approved grant.
FY 2026-27 Action Plan
HUD announced the CDBG Entitlement awards for FY 2026-27 on April 2, 2026. The City of Antioch received $860,051 which is $50,989 less than FY 2025- 26. All Consortium members received a similar reduction in funding. This reduction primarily affects CDBG - funded public services and funds that can be spent on administration of the pr ogram. In both of these categories, HUD has set a cap or maximum percentage of the grant that regulates the amount of funds that can be expended. For Administration, the HUD maximum is 20% of the grant. This reduced the available funding from $182,208 in F Y 2025-26 to $172,010.
The Annual Action Plan represents the entire scope of all funding to be invested by the City in the coming year to address high priority needs, goals and strategies that were approved by City Council in the FY 2025- 30 Consolidated Plan. A total of $ 3,502,451 in funding is recommended for the coming fiscal year from the following sources:
2026-27
CDBG-EN
CDBG
Residual
PLHA Housing
Successor
Total All
Funds
Available 860,051 756,549 445,851 1,440,000 3,502,451
Recommended 860,051 350,000 445,851 1,440,000 3,095,902 Balance 0 406,549 0 0 406,549
*EN=CDBG Entitlement grant to the City of Antioch for FY 2026-27
CDBG Entitlement Grant - The FY 2026- 27 CDBG Entitlement award to the City of Antioch is $850,051. Recommendations are 15% or $128,960 allocated for Public Services, 20% or $172,010 for Administration, $125,000 for Economic Development and Antioch City Council Report
May 26, 2026 Agenda Item# 6 4
the balance of $434,081 for Housing Rehabilitation.
In the Public Services category, the maximum amount is 15% of the City’s CDBG award.
In 2025-26 the City was able to grant $136,656 for a variety of nonprofit public services.
All grants were $10,000, with the exception of two which benefitted from excess remaining funds. Contra Costa Senior Legal Services was granted $12,679 and Child Advocates of Contra Costa County (CASA) was granted $13,977. Both agencies received $10,000 in all previous years.
The strategy outlined by staff in the event of a decrease in the CDBG award for FY 2026- 27 is to return all Public Services grants to the baseline $10,000 size and decrease all proportionally. Following this strategy, all Public Services grants are being recommended by staff at $9,92 0, for a total of $128,9 60. This complies with the HUD- mandated maximum award for this category of $129,007.
CDBG Residual (prior year) F unds – If Council moves forward with the Substantial Amendment for FY 2025 of $200,000 in residual funds for Housing Rehabilitation, the balance is $756,549. The reason the City has such a substantial balance of residual funds is that a housing project receiving $1,054,810 in CDBG funds could not move forward.
Recommended is $350,000 to be allocated to housing rehabilitation, leaving a balance of $406,549 to be used for future housing projects, including potentially augmenting next year’s housing rehabilitation program and/or Antioch Home Ownership Program.
PLHA Funds - The City has almost completed the 2019- 2023 funding cycle for PLHA.
PLHA funds run about two years behind the current fiscal year. This allocation is $445,851 and is designated in the five- year PLHA plan to be expended on homeownership activities, which have been picked up recently. The program has until 2030 to completely spend the funding. A new funding cycle is expected to be advertised by HCD later this year.
Housing Successor Funds – The Housing Successor funding is dwindling and projected and planned to be fully expended within the next three years. For FY 2026- 27staff recommends an allocation of $750,000 to aid with the purchase of a building which will be converted to permanent supportive housing for homeless persons. These funds are proposed to accompany a recent award of HomeKey+ funding by the State Housing and Community Development Department, to create over 80 units of permanent housing with supportive services for unhoused persons.
Public Notification and Comments
In accordance with the Department of Housing and Urban Development CDBG regulations, a public notice was published on April 10, 2026, in the East Bay Times. This public notice provided availability of the draft FY 2026- 27 Act ion Plan and estimated funding and solicited public comments for a minimum 31-day period before consideration of the draft Action Plan by the City Council. The CDBG Committee also solicited and received public comments at its meeting. All public comments received are included in Attachment A.
Antioch City Council Report
May 26, 2026 Agenda Item# 6 5
2025-30 Consolidated Plan Priority Goals and Annual Strategies
Following are the annual strategies for FY 2026-27, carried over in second-year renewal funding from 2025-26, to help achieve Priority Needs and Goals identified in the 2025- 30 Consolidated Plan. Note that all persons served must be Antioch residents and the goals listed are for unduplicated Antioch residents to be served over the course of the year contract:
Homeless Goals (H -1 and H -2) and Strategies: For 202 6-27, Antioch’s homeless strategies focus most heavily on prevention of homelessness by helping to keep at -risk residents in their existing housing and out of the homeless system of care. unsheltered.
H-1 Goal: Shelter and Supportive Services for Homeless. Support homelessness services by encouraging homelessness outreach efforts, emergency shelter, transitional housing, and permanent housing with supportive services to help homeless persons, including transitional age youth, achieve housing stability.
H-1.1 – Facing Homelessness in Antioch ($10,000 HS) – Program provides street outreach approximately two times weekly supplying unhoused residents with basic necessities such as food, water, tents, blankets, clothing, hygiene products, sleeping bags and blankets. 90 Antioch unsheltered homeles s residents to be served.
H-1.2 – SHARE Community, Mobile Showers and Hygiene Services ($20,000 HS) – Program provides full -service mobile shower program twice weekly to unhoused residents in Antioch, providing access to showers, toilets, fresh clothes, essential protective gear, comprehensive hygiene packs, warm food, laundry vouchers, charging stations for electronic devices, and access to medical care through Health Care for the Homeless (County program). 400 unsheltered homeless individuals to be served.
H-1.3 – STAND! For Families Free of Violence, Emergency Shelter for Battered Spouses and their Children, ($10,000 HS) . Program provides emergency shelter for up to 24 victims and their children fleeing domestic violence, as well as comprehensive supportive services, including food, clothing, social and legal advocacy, vocational assistance, childcare, housing referrals, and counseling. 10 battered spouses and their children to be served.
H-1.4 – Winter Nights Emergency Family Rotating Shelter ($20,000 HS).
Program provides emergency family shelter for up to 30 people in families with children. Services include shelter, food, transportation, case management, housing placement assistance and more. Shelter operates October – June and moves every two weeks to different faith-based locations. 18 homeless individuals to be served.
H-2 Goal: Homelessness Prevention and Rapid Rehousing. Support rapid rehousing and/or prevention services including emergency rental assistance, security Antioch City Council Report
May 26, 2026 Agenda Item# 6 6
deposit/financial assistance, case management, housing search assistance, for those who are homeless or at-risk of homelessness.
H-2.1 – Bay Area Legal Aid, Housing and Homeless Prevention ($25,000 HS).
To prevent homelessness and preserve affordable housing, Bay Legal attorneys provide legal services to clients in Contra Costa County facing illegal evictions, discrimination, foreclosures, substandard habitability issues, and other housing rights violations. 100 at-risk persons to be served.
H-2.2 – Crisis/2-1-1 Homeless Services, Contra Costa Crisis Center ($10,000 HS). Program provides 24/7 mental health crisis intervention services and a 2-1-1 information and referral service using full -time professional staff & highly trained volunteers and serves as the primary contact and gateway into the homeless coordinated entry system. Antioch funding for homeless -related calls only. 1,000 homeless/at risk individuals to be served.
H-2.3 – Nourishing Lives, Feeding Homeless and At-Risk, Loaves and Fishes ($10,000 HS). Program provides hot, nutritious meals Monday through Friday in Antioch dining room, located at 403 West 6th Street, in the surrounding lower income areas census tracts of 3050.00, 3060.03, 3071.02, and 3072.02.
Partnering with other agencies, clients are also offered safety net services such as medical, shelter, and registration for Cal Fresh. 750 persons to be served.
H-2.4 – SHELTER Inc., Homeless Prevention/Rapid Rehousing ($150,000 HS) Program prevented homelessness for households at -risk of homelessness and rapidly re- housed households who were homeless by providing short -term financial assistance for move-in costs or past due rent. 100 persons to be served.
H-2.5 – City of Antioch Public Safety & Community Resources, Eviction Prevention/Housing Stabilization Program (150,000 HS) Program has been funded for three years with CDBG -Corona Virus (CV) funding and is now moving to Housing Successor funding, Homeless Prevention. Program informs both tenants and landlords of their duties and responsibilities under federal, state and City of Antioch statutes and ordinances and provides information, referral, mediation, counseling and support . It includes staffing of the City’s Rent Stabilization Ordinance process and processing of petitions and proceedings.
A total of nine (9) programs to address homelessness recommended at $405,000 (Shelter & Services = 4 grants @$60,000, Prevention & Rapid Rehousing = 5 grants @ $345,000).
Non-Housing Community Development Goals (CD-1 – CD-7) and Strategies
Public Services (CD-1 – CD-5)
CD-1 Goal: General “Safety Net” Public Services. Ensure that opportunities and services are provided to improve the quality of life and independence for low -income persons (below 80 percent of Area Median Income) and ensure access to programs Antioch City Council Report
May 26, 2026 Agenda Item# 6 7
that promote “safety net” services to individuals and families such as meal/food services, emergency care for children, transportation, health care, counseling, tenant legal or mediation services.
CD-1.1 – Dentist on Wheels – Free Dental Clinic ($ 9,920 CDBG). Program provides free cleaning and advanced dental care to uninsured residents of Antioch, including exams, x -rays, deep cleaning, cavity filling, root canal, extraction, crown/bridges, dentures, screening for oral cancer and gum disease, and oral health education. 15 persons to be served.
CD-1.2 – Technology Center Training, Opportunity Junction ($ 9,920 CDBG- EN). Program provides low -income workers, jobseekers, and seniors with accessible training in computer applications, English as a Second Language, typing, and Spanish in the evening. The Technology Center operates Monday through Thursday from 5 pm to 9 pm and also offers free access to computers and the Internet. Program is especially geared to persons with limited English proficiency. 75 persons to be served.
CD-1.3 – St. Vincent de Paul of CCC, RotaCare Free Medical Clinic ($ 9,920 CDBG-EN). Program provides free urgent and chronic medical care to uninsured Antioch residents, including physician/nurse treatment, pharmaceuticals, lab services, x-rays, MRIs, ultrasounds and diagnostics, with bilingual support, as well as referrals for free surgical and specialty care. 75 persons to be served.
A total of three (3) programs for Safety Net Public Services were recommended at $29,760.
CD-2 Goal: Non-Homeless Special Needs Populations. Ensure that opportunities and services are provided to improve the quality of life and independence for persons with special needs, such as elderly/frail elderly, persons with disabilities, battered spouses, abused children, persons with HIV/AIDS, illiter ate adults, and migrant farm workers.
CD-2.1 (Seniors & Disabled ) – Choice in Aging, Bedford Center Adult Day Health Care ($9,920 CDBG-EN). Program provides adult day health care to frail elderly, adults with severe mental or physical disabilities, and persons with dementia, allowing respite for family caregivers while client receives individualized nursing care, mental health care, and therapies (physical, occupational, music, and horticultural therapy). 20 disabled persons to be served
CD-2.2 (Battered Spouses) – Navigation for Victims of Domestic Violence, Abuse Trafficking, CC Family Justice Alliance ($9, 920 CDBG-EN). Program provides navigation services to victims of domestic violence, sexual assault, child abuse, elder abuse, and human trafficking. Services are provided at the Family Justice Center, which brings public and private providers together under one roof to provide wrap-around services. 450 persons to be served.
Antioch City Council Report
May 26, 2026 Agenda Item# 6 8
CD-2.3 (Seniors) – Senior Legal Services, Contra Costa Senior Legal Services (CDBG -EN $ 9,920). Program provides free legal counseling, advice, representation and litigation services to seniors in connection with their housing, income maintenance, consumer and individual rights, and other elder law issues. 100 persons to be served.
CD-2.4 (Seniors & Disabled) – Empowered Aging, Advocacy in Care Facilities, (CDBG-EN $9,920). Program provides dependent adults and elderly residing in long-term care facilities with access to safe and secure environments through the advocacy of trained and certified Ombudsman who investigate abuse, ensure compliance of facilities, facilitate & execute advanced health care directives and providing training to nursing home staff. 150 disabled and frail elderly to be served.
CD-2.5 (Seniors & Disabled ) – Lions Center for the Visually Impaired, Independent Living Skills, (CDBG -EN $ 9,920). Program provides in- home independent living skills instruction and training to visually impaired adults so they will maintain their independence and avoid institutionalization. 46 persons to be served.
CD-2.6 (Seniors) – Meals on Wheels Diablo Region, Care Management (CDBG-EN $9,920). Program provides an array of services to help older adults, and their families meet long -term care needs, including assistance in resolving critical issues affecting financial and physical health and wellness to help them live as independently as possible. 150 seniors to be served.
CD-2.7 (Seniors & Disabled) – Meals on Wheels Diablo Region, Home Delivered Meals (CDBG -EN $ 9,920). Program delivers seven nutritious meals each week to frail, home bound seniors and disabled adults to help them live at home in safety, comfort, and with dignity for as long as they can. Seniors benefit from daily health and wellness checks from volunteer drivers and ongoing client monitoring through in-home visits by outreach workers. CV funding to help address increased food insecurity, growing demand, and increased safety supplies needed at this time. 250 seniors to be served.
A total of seven (7) programs for Special Needs populations (elderly, disabled, victims of domestic violence) recommended at $69,440.
CD-3 Goal: Youth. Increase opportunities for children/youth to be healthy, succeed in school, and prepare for productive adulthood, with a priority/emphasis in areas/neighborhoods that are identified as low/moderate- income per Census Tract information. Antioch focus on abused, neglected and homeless/foster youth.
CD-3.1 – Bay Area Crisis Nursery, Emergency Child Shelter Services, ($9,920 CDBG-EN). Program provides short -term residential/shelter services and emergency childcare for children ages birth through five years for 30 days within a 6-month period. New daytime crisis childcare provided from 7 am - 7 pm daily with Antioch City Council Report
May 26, 2026 Agenda Item# 6 9
access for 30 days within a 6-month period. 35 youth to be served.
CD-3.2 – Community Violence Solutions, Children’s Interview Center ($9,920 CDBG-EN). Program provides child sexual assault and physical abuse victims aged 2- 17 years and their non- offending family members services including forensic interview, advocacy, case management, and mental health services. 45 abused youth to be served.
CD-3.3 – Child Advocates of CCC, Serving Foster Children ($ 9,920 CDBG- EN). Program provides advocacy, mentoring and representation services to abused and neglected children who are wards of the County Juvenile Dependency Court to improve access to social services, health care, therapeutic services and a safe and permanent living situation. 50 foster youth to be served.
A total of three (3) programs for abused and neglected youth recommended for $29,760.
CD-4 Goal: Fair Housing. Promote fair housing activities and affirmatively further fair housing choice.
CD-4.1 – Fair Housing Services, City PS&CR ($35,000 HS Administration) As required by HUD regulations, program investigates complaints of alleged housing discrimination and provides fair housing counseling services, including advice, mediation and litigation, and outreach and education to residents and landlords.
This program was previously funded with CDBG -CV funds which have been fully expended. 50 persons to be served.
CD-5 Goal: Economic Development. Expand economic opportunities for extremely low-, very low- and low-income residents, and increase the viability of neighborhood commercial areas by providing job training/job placement services and technical assistance to microenterprises and small businesses.
• Support job training, retraining, and employment search for low-income persons. • Provide technical assistance and/or capital (loan or grant) to small businesses/micro-enterprises to develop and/or expand capacity and produce jobs for low-income persons.
CD-5.1 – COCOKids, Road to Success for Childcare Businesses, ($20,000 CDBG-EN). Program benefits lower income residents by providing microenterprise assistance for those who want to maintain or start stable small businesses as licensed home-based family childcare providers. 18 microenterprises to be served.
CD-5.2 – Monument Impact, Emerging Business Support Program ($20,000 CDBG-EN). Program assists Antioch entrepreneurs to formalize and license their small, family -owned businesses by providing highly individualized services in English and Spanish that address the language, technology and financial barriers that entrepreneurs face. 6 microenterprises to receive assistance.
CD-5.3 – Opportunity Junction, Administrative Careers Training (ACT) Antioch City Council Report
May 26, 2026 Agenda Item# 6 10
Program, ($60,000 CDBG -EN). Program trains and places low -income job seekers into administrative career. ACT integrates computer training with life skills, case management, paid experience, mental health services, career skills, job placement, and long-term alumni follow-up. 2 persons to be trained & placed with hiring partners.
CD-5.4 – Renaissance Entrepreneurship Center, Entrepreneurship Program, ($25,000 CDBG-EN). Program serves English and Spanish speaking low-income residents with intensive small business training, classes, individual consulting, network development, and access to capital services to develop the business skills and acumen, and access the resources and networks needed to create thriving microenterprise small businesses. Train 25 persons and assist 10 microenterprises.
A total of four (4) programs in Economic Development recommended for $125,000.
CD-7 Administration CD -7 Goal: Administration. Support development of viable urban communities through extending and strengthening partnerships among all levels of government and the private sector and administer federal grant programs in a fiscally prudent manner. Strategies include:
• To continue the collaborative administration with the other Consortia jurisdictions for the County’s housing and community development programs undertaken under this Strategic Plan. This effort will include common policies and procedures for requests for the use of f unds, subrecipient reporting, record -keeping, and monitoring.
• To support the efforts of the housing authorities of Contra Costa County, City of Pittsburg, and City of Richmond.
• To cooperatively further the efforts of the Continuum of Care (CoC).
CD-7.1 – Administration of CDBG Program, City of Antioch ($172,010 CDBG- EN, $29,851 PLHA and $285,000 (including Fair Housing) HS, ). Program supports the development of viable urban communities through extending and strengthening partnerships among all levels of government and the private sector and administering federal grant programs in a fiscally prudent manner. Affordable Housing Goals and Strategies
AH-2 Goal: Increase Homeownership Opportunities. Increase homeownership opportunities via acquisition, construction, rehabilitation, and/or direct financial assistance for low- to moderate-income homebuyers of affordable housing units.
AH-2.1 – Bay Area Affordable Homeownership Alliance, Antioch Home Ownership Program ($416,000 PLHA). Program helps lower income Antioch renters, employees of Antioch businesses, and others become Antioch homeowners by providing HUD approved homebuyer education (8 hrs. ) and counseling, reviewing applications, assistance to identify down payment subsidies including City down payment loans, and connection with lenders. 3-4 lower income households to purchase homes.
Antioch City Council Report
May 26, 2026 Agenda Item# 6 11
AH-3 Goal: Preservation of Existing Affordable Housing Stock. Maintain and preserve the existing housing stock with the goal of preventing the displacement of low-income households and stabilizing communities through:
• Conversion of private market -rate rental housing to long- term deed- restricted affordable housing.
• Preservation of existing affordable rental housing.
• Emergency repairs/rehabilitation assistance for low -income ( owner-occupied) homeowners.
AH-3.1 – Habitat for Humanity EB/SV, Homeowner Housing Rehabilitation, ($434,081 CDBG-EN plus $350,000 CDBG Residual = $784,081). Project helps lower income single- family homeowners to rehabilitate their homes and improve accessibility and livability, especially for elderly and disabled homeowners. 14 households to receive housing rehabilitation loans or emergency grants.
AH-4 Goal: Permanent Supportive Housing and Special Needs Housing .
Increase the supply of appropriate and supportive housing supporting the acquisition and new construction of housing through:
• Homeless - Permanent Supportive Housing Units (voluntary support services and housing assistance included) for persons with special needs, • Units for people with Special Needs (including Elderly/Frail Elderly, P ersons with HIV/AIDS, etc.)
AH-4.1 – CSH Mahogany ($750,000 HS for purchase). Council adopted resolution 2025/89 authorizing a joint application to and participation in the HomeKey+ program on December 9, 2025. Now that the award has been approved by the State, funding of $750,000 from HS fulfils the City’s obligation for a one-time contribution that will be used for acquisition and rehabilitation of 80+ units of permanent affordable housing with supportive services.
ATTACHMENTS
A. Presentation on Action Plan and Priority Goals
B. Public Comments on the FY2026-27 Action Plan
C. Fiscal Year 2026-27 Action Plan Funding Recommendations D. Resolution Approving the FY2026-27 Annual Action Plan for CDBG & PLHA Funding and Substantial Amendment to the FY 2025-26 Annual Action Plan E. Resolution Adopting the one-year Housing Successor Funding for the FY2026-27 Annual Action Plan
Consolidated Plan
Priority Goals
FY 2026-27 Action Plan and
2025-2030 Consolidated Plan priorities
Public Safety and Community Resources Department
Homelessness &
Housing Stability
Public Services &
Community
Wellbeing
Fair Housing &
Tenant
Protections
Economic
Development &
Workforce Mobility
Affordable Housing
& Homeownership
Administration,
Partnerships &
Compliance
Goal H-1: Shelter
and Supportive
Services for
Homeless
Goal H-2:
Homelessness
Prevention and
Rapid Rehousing
Goal CD-1:
General “Safety
Net” Public
Services
Goal CD-2: Non-
Homeless Special
Needs
Populations
Goal CD-3: Youth
Goal CD-4: Fair
Housing
Goal CD-5:
Economic
Development
Goal AH-2: Increase
Homeownership
Opportunities
Goal AH-3:
Preservation of
Existing Affordable
Housing Stock
Goal CD-7:
Administration
Goals by Category
Homelessness & Housing Stability
Goal H-1: Shelter and
Supportive Services for
Homeless
Goal H-2: Homelessness
Prevention and Rapid Housing
Homelessness Services & Shelter
Goal H-1: Shelter and Supportive Services for Homeless
Focus: Outreach, emergency shelter, transitional housing, and supportive services.
Programs include:
• Facing Homelessness in Antioch
• SHARE Community Mobile Showers
• STAND! Emergency Shelter
• Winter Nights Family Shelter
Homelessness Prevention & Rapid Rehousing
Goal H-2: Homelessness Prevention and Rapid Rehousing
Focus: Rental assistance, legal aid, mediation, case management, and rehousing support.
Programs include:
• Bay Area Legal Aid
• Contra Costa Crisis Center / 211
• Loaves and Fishes
• SHELTER Inc.
• Antioch Renter Protections & Eviction Prevention
Public Services & Community
Wellbeing
Goal CD-1: General
“Safety Net” Public
Services
Goal CD-2: Non-
Homeless Special
Needs Populations
Goal CD-3: Youth
Safety Net Services
Goal CD-1: General "Safety Net" Public Services
Focus: Connecting residents to healthcare, dental care, counseling, food access, technology access.
Programs include:
• Dentist on Wheels
• Opportunity Junction Technology Center
• RotaCare Free Medical Clinic
Special Needs Populations
Goal CD-2: Non-Homeless Special Needs Populations
Focus: Seniors, disabled individuals, domestic violence survivors, and vulnerable populations.
Programs include:
• Bedford Adult Day Health Care
• Family Justice Alliance Navigation Program
• Senior Legal Services
• Empowered Aging Ombudsman Services
• Lions Center for the Visually Impaired
• Meals on Wheels Programs
Youth Services
Goal CD-3: Youth
Focus: Supports abused, neglected, foster, homeless, and at-risk youth.
Programs include:
• Bay Area Crisis Nursery
• Community Violence Solutions
• Child Advocates of Contra Costa County (CASA)
Fair Housing & Tenant Protections
Goal CD-4: Fair Housing
Fair Housing
Goal CD-4: Fair Housing
Focus: Fair housing practices, housing rights education, mediation, counseling, and anti-discrimination services.
Programs include:
• City of Antioch Fair Housing Services
Economic Development &
Workforce Mobility
Goal CD-5:Economic
Development
Workforce Development & Economic Opportunity
Goal CD-5: Economic Development
Focus: Expanding economic opportunities for low-income residents.
Programs include:
• CoCoKids Road to Success
• Monument Impact Emerging Business Support
• Opportunity Junction ACT Program
• Renaissance Entrepreneurship Center
Affordable Housing &
Homeownership
Goal AH-2: Increase
Homeownership
Opportunities
Goal AH-3:
Preservation of
Existing Affordable
Housing Stock
Homeownership Opportunities
Goal AH-2: Increase Homeownership Opportunities
Focus: Expanding home ownership through education, counseling, and support.
Programs include:
• Bay Area Affordable Homeownership Alliance
Housing Preservation & Rehabilitation
Goal AH-3: Preservation of Existing Affordable Housing Stock Focus: Preserving existing housing through rehabilitation, accessibility, improvements, emergency repairs, and aging in place.
Programs include:
• Habitat for Humanity Housing Rehabilitation Program
Administration, Partnerships &
Compliance
Goal CD-7: Administration
Program Administration & Regional Coordination
Goal CD-7: Administration
Focus: Supports responsible administration for federal and localfunds.
Programs include:
• Administration of CDBG & Housing Programs
Thank you!
Contact:
[email protected]
ATTACHMENT B
Public Comments Received on the FY 2026-27 Action Plan
3/26/26 –Alexis on behalf of Opportunity Junction addressed the CDBG Committee. CDBG funding over the years has really helped a lot. They have already met their goal for the year.
Shared a success story, a recent placement came to them making minimum wage, minimum hours, no benefits. After going through the Administrative Careers Training Program she has been placed with an employer partner in full-time position with benefits, and has already received three raises. Opportunity Junction appreciates the funding and the impact it makes.
❶―87― 868❷ . .Jessica.Sias? .Meals.on.Wheels.Diablo.Region.deeply.appreciates.the.City.of.
Antioch" s.continued.support.and.partnership¡.The.CDBG.funding.we.receive.helps.us. provide.essential.services.that.allow.older.adults.to.remain.safe? .nourished? .and.connected. in.their.homes¡.The.nee d.for.these.services.continues.to.grow? .and.continued.A ntioch. funding.is.vital.to.sustaining.this.work.and.reaching.residents.who.depend.on.it.every.day¡ 5/20/2026 - Tara Legaspi, Executive Director, on behalf of the Bay Area Crisis Nursery, thank you for your continued support and for recommending $9,920 in CDBG funding for our Nursery. Over the past year alone, this partnership helped provide more than 5,000 hours of free emergency childcare and shelter services to babies and young children living in the City of Antioch. Your investment helps keep children safe, allows parents to continue working, and supports families facing the impacts of poverty and instability. We deeply value our partnership with the City of Antioch and appreciate your ongoing commitment to the well-being of our community’s youngest children and their families. ❶―86―868❷ . .Nick Wilson, Loaves and Fishes of Contra Costa is grateful for the City of Antioch’s continued support and partnership through CDBG funding. This funding helps sustain our daily meal service for Antioch residents experiencing food insecurity, housing instability, fixed incomes, and other barriers to basic needs. Through our Antioch dining room and community partnerships, we provide hot, nutritious meals and connection to a reliable place of support for neighbors who need it most. As the cost of food, transportation, staffing, and operations continues to rise, even modest funding reductions create real challenges for organizations working to meet increased community need.
Continued Antioch funding is important to helping us maintain consistent services, support vulnerable residents, and remain a dependable resource in the community. We appreciate the City Council’s investment in this work and its commitment to strengthening services for Antioch residents.
Other
None.at.time .of.writing
ATTACHMENT C
CD-2 Special Needs Populations
CD-2,1 Choice in Aging Bedford Adult Day Health Care 9,920 9,920 CD-2.2 Contra Costa Family Justice Alliance Family Justice Navigation Program 9,920 9,920 CD-2.3 Contra Costa Senior Legal Services Free Legal Assistance for Elders 9,920 9,920 FY 2026-2027 Action Plan Funding Recommendations 5/26/26 Priority
Strategies Applicant Project Name
CDBG-
EN
CDBG-
Residual PLHA Housing
Successor Total
860,051 756,549 445,851 1,440,000 3,502,451 H-1 Housing and Supportive Services for Homeless
H-1.1 Facing Homelessness Facing Homelessness in Antioch 10,000 10,000 H-1.2 SHARE Community Mobile Showers and Hygiene Services 20,000 20,000 H-1.3 STAND! For Families Free of Violence Rollie Mullen Center Emergency Shelter 10,000 10,000 H-1.4 Winter Nights Family Shelter, Inc. Family Shelter, Inc. 20,000 20,000 H1 Subtotal: 60,000 60,000
H-2 Homeless Prevention and Rapid Rehousing
H-2.1 Bay Area Legal Aid (BayLegal) Housing and Homelessness Prevention 25,000 25,000 H-2.2 Contra Costa Crisis Center Crisis / 211 Contra Costa 10,000 10,000 H-2.3 Loaves and Fishes of Contra Costa Nourishing Lives 10,000 10,000 H-2.4 SHELTER, Inc. Homeless Prevention Program 150,000 150,000 H-2.5 City of Antioch Renter Protections/Eviction Prevention 150,000 150,000 H2 subtotal: 345,000 345,000
Homeless Housing & Services Subtotal: 405,000 405,000 CD-1 General "Safety Net" Public Services
CD-1.1 Dentist on Wheels Free Dental Services 9,920 9,920 CD-1.2 Opportunity Junction Technology Center 9,920 9,920 CD-1.3 St. Vincent de Paul of CCC RotaCare Free Medical Clinic 9,920 9,920 Safety Net Services Subtotal: 29,760 29,760
ATTACHMENT C
CD-2.4 Empowered Aging Ombudsman Services of Contra Costa 9,920 9,920 CD-2.5 Lions Center for the Visually Impaired Independent Living Skills 9,920 9,920 CD-2.6 Meals on Wheels Diablo Region Care Management 9,920 9,920
CD-2.7 Meals on Wheels Diablo Region Home-Delivered Meals 9,920 9,920 Special Needs Services Subtotal: 69,440 69,440 CD-3 Youth
CD-3.1 Bay Area Crisis Nursery Bay Area Crisis Nursery 9,920 9,920 CD-3.2 Community Violence Solutions CIC Child Sexual Assault Intervention 9,920 9,920 CD-3.3 Child Advocates of CCCounty Serving All Foster Children 9,920 9,920 Youth Services Subtotal: 29,760 29,760
Total ALL CDBG Public Services Allocated: 128,960 128,960 CD-4 Fair Housing
CD-4.1 City of Antioch, PS&CR Fair Housing Services & Testing 35,000 35,000 Fair Housing Subtotal: 35,000 35,000
CD-5 Economic Development
CD-5.1 CoCoKids, Inc. Road to Success (Retention) 20,000 20,000 CD-5.2 Monument Impact Emerging Business Support Program 20,000 20,000 CD-5.3 Opportunity Junction Administrative Careers Training Program 60,000 60,000 CD-5.4 Renaissance Entrepreneurship
Center Entrepreneurship 25,000 25,000 Economic Development Subtotal: 125,000 125,000 CD-7 Administration
CD-7.1 Administration of CDBG & Housing Programs 172,010 29,851 250,000 451,861 Administration Subtotal: 172,010 29,851 250,000 451,861 AH-2 Increase Homeownership Opportunities
AH-2.1 Bay Area Affordable Homeownership
Alliance Antioch Home Ownership Program 416,000 416,000 AH-3 Preservation of Existing Affordable Housing Stock
AH-3.1 Habitat for Humanity, EB/SV Housing Rehabilitation Program 434,081 350,000 784,081
ATTACHMENT C
AH-4 Permanent Supportive Housing and Special Needs Housing AH-4.1 California Supportive Housing Mahogany Supportive Housing 750,000 750,000 Affordable Housing Subtotal: 434,081 350,000 416,000 750,000 1,950,081 Total: 860,051 350,000 445,851 1,440,000 3,095,902
ATTACHMENT D
RESOLUTION NO. 2026/xxxx
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ANTIOCH
APPROVING THE FY2026-27 ANNUAL ACTION PLAN FOR CDBG & PLHA FUNDING AND SUBSTANTIAL AMENDMENT TO THE FY 2025-26 ANNUAL ACTION
PLAN FOR THE CITY OF ANTIOCH
WHEREAS, the City of Antioch has been designated by the U.S. Department of Housing and Urban Development (HUD) as a community entitled to receive, by allocation, Community Development Block Grant (CDBG) Funds; and
WHEREAS CDBG funds help develop viable urban communities through the provision of decent housing, a suitable living environment, and economic opportunity for lower income residents;
WHEREAS, as a condition of funding, HUD requires that
recipient jurisdictions prepare a five-year planning document or Consolidated Plan, to detail how funds will be expended to benefit eligible populations during the plan period; and
WHEREAS, the Contra Costa CDBG/HOME Consortium members, including the cities of Antioch, Concord, Pittsburg, and Walnut Creek, together with the County of Contra Costa on behalf of the participating urban county jurisdictions, prepared the 2025-2030 Contra Costa HOME Consortium Consolidated Plan for submission to the U.S. Department of Housing and Urban Development (HUD); and
WHEREAS, the Antioch City Council has considered for adoption the 2025-2030 Contra Costa HOME Consortium Consolidated Plan on May 26 th, 2026, and following
approval, the Plan will subsequently be approved by HUD; and
WHEREAS, as a condition of funding, HUD requires recipient jurisdictions to prepare a one-year Action Plan as a subsidiary document to the Consolidated Plan; and
WHEREAS, the Action Plan indicates how funds will be expended to meet high priority goals and benefit eligible populations in each year of the five-year Consolidated Plan period; and
WHEREAS, the City of Antioch has been allocated $860,051 in CDBG Entitlement grant funds by HUD for FY 2026-27 and the City has an additional $756,549 in residual CDBG funding available; and
WHEREAS, HUD requires recipient jurisdictions to follow the jurisdiction’s Citizen Participation Plan which defines the conditions for public notice of the Action plan; and
RESOLUTION NO. 2026/***
May 26, 2026 ATTACHMENT D
WHEREAS, the conditions that warrant a Substantial Amendment to the plans and requires notifying the public of changes in the allocation of funding and solicit public comment for a minimum of 30 days prior to Council consideration of the action; and
WHEREAS, such notice for the 2026-27 Action Plan and Substantial Amendment to the FY 2025-26 Action Plan was published in the East Bay Times on April 10, 2026 for a period of not less than 31 days; and
WHEREAS, a summary of all public comment received both prior to and at the public meeting before City Council on May 26, 2026 will be submitted to HUD; and
WHEREAS, as a CDBG jurisdiction the City of Antioch is therefore a qualifying jurisdiction to receive annual allocation of Permanent Local Housing Allocation (PLHA) funding from the State of California for housing-related projects; and
WHEREAS, the City of Antioch has programs that address unmet housing needs, including those of unhoused persons and has $445,851 available in PLHA funding for allocation in the areas defined in the Council approved 5-Year Plan; and
WHEREAS, the City of Antioch has determined that the expenditure of the above funds will have the cumulative effect of advancing the Consolidated Plan objectives in the short and long-term;
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Antioch, hereby:
Section 1. Determines that it is appropriate to submit the City of Antioch FY 2026-27 Annual Action Plan to the U.S. Department of Housing and Urban Development outlining the City’s priorities for the expenditure of CDBG and other funds to address high priority needs in the City in support of HUD’s national objectives and efforts to create suitable living environments and affirmatively further fair housing.
Section 2. Determines that it is appropriate to submit a Substantial Amendment to the City of Antioch FY 2025-26 Annual Action Plan to the U.S.
Department of Housing and Urban Development to increase funding by $200,000 to project AH-3.1 Habitat for Humanity, East Bay/ Silicon Valley, Housing Rehabilitation Program, from $588,483 CDBG to $788,483 for FY 2025-26.
Section 3. Determines that it is appropriate to commit Permanent Local Housing Allocation (PLHA) funds from the State of California in the amount of $445,851 as specified in the 2026-2027 Action Plan.
Section 4. The Acting City Manager, or designee, (1) shall be the City representative to submit the FY 2026-2027 Action Plan and the FY 2025-26 Substantial Amendment and all understandings and assurances contained therein, (2) is hereby directed and authorized to disburse funds and execute all attendant documents and RESOLUTION NO. 2026/***
May 26, 2026 ATTACHMENT D
agreements in a form approved by the City Attorney consistent with the City Council’s designation and approval of the programs, activities and projects as designated in the City of Antioch FY 2026-27 Action Plan and FY 2025-26 Substantial Amendment, and (3) shall act in connection with the submission and provide such additional information as may be required.
* * * * * * *
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 26 th day
of May, 2026, by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
_________________________________________
MICHAEL J. MANDY
CITY CLERK OF THE CITY OF ANTIOCH
ATTACHMENT E
RESOLUTION NO. 2026/xxx
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ANTIOCH
AS THE HOUSING SUCCESSOR TO THE ANTIOCH DEVELOPMENT AGENCY
ADOPTING FUNDING FOR HOUSING AND HOMELESS PROGRAMS
FOR FISCAL YEAR 2026-2027
W
HEREAS, SB 341 (Chapter 796, Statutes of 2013) modifies expenditure and accounting rules for Housing Successor agencies that have taken over housing functions for former redevelopment agencies, and permits the expenditure of $500,000 per fiscal year for homeless prevention and rapid rehousing services if the Housing Successor has fulfilled all replacement, affordable housing production, and monitoring, database compilation and website publication requirements; and
W
HEREAS, the City of Antioch has fulfilled the aforementioned requirements and wishes to help prevent and address the issues of homelessness in the City; and W
HEREAS, the CDBG Committee carefully considered all applications and made recommendations for the two- year funding cycle of FY 2025- 2027, and the recommendations for FY 2026-2027 Action Plan constitute second year renewal funding; and
W
HEREAS, funding is recommended in the amount of $1,440,000 from the Housing Successor Fund with $405,000 to be used for homeless services, $285,000 for Administration, and $750,000 to create new permanent supportive affordable housing, as listed below; and
W
HEREAS, the Director of Finance has confirmed that there are sufficient unencumbered funds to take this action.
W
HEREAS, the City of Antioch as the Housing Successor met on May 26, 2026 to consider recommendations and solicit public input on the proposed FY 2026-27 Action Plan; and
W
HEREAS, a notice was placed in the East Bay Times on April 10, 2026 soliciting public comment on the 2026- 27 Annual Action Plan for a period not less than 31 days, and a summary of all public comment received both prior to and at the Public Hearing before City Council on May 26, 2026 will be submitted to HUD.
NO
W, THEREFORE, BE IT RESOLVED that the City Council of the City of Antioch as the Housing Successor to the Antioch Development Agency, hereby:
S
ection 1. Designates Housing Successor funding of $1,440,000 to address and help prevent homelessness and up to $285,000 for administration of the housing programs and monitoring of affordable housing units that were developed with Antioch Development Agency or Housing Successor funding, as specified below:
RESOLUTION NO. 2026/***
May 26, 2026
2 FY 2026-2027 HOUSING SUCCESSOR RECOMMENDED FUNDING - 5/26/26 Priority
Strategies Applicant Project Name
Housing
Successor
1,440,000
H-1 Housing and Supportive Services for Homeless
H-1.1 Facing Homelessness Facing Homelessness in Antioch 10,000 H-1.2 SHARE Community Mobile Showers and Hygiene Services 20,000 H-1.3 STAND! For Families Free of Violence Rollie Mullen Center Emergency Shelter 10,000 H-1.4 Winter Nights Family Shelter, Inc. Family Shelter, Inc. 20,000 H1 Subtotal: 60,000
H-2 Homeless Prevention and Rapid Rehousing
H-2.1 Bay Area Legal Aid Housing and Homelessness Prevention 25,000 H-2.2 Contra Costa Crisis Center Crisis / 211 Contra Costa 10,000 H-2.3 Loaves and Fishes of Contra Costa Nourishing Lives 10,000 H-2.4 SHELTER, Inc. Homeless Prevention Program 150,000 H-2.5 City of Antioch Renter Protections/Eviction Prevention 150,000 H2 subtotal: 345,000
Homeless Housing & Services Subtotal: 405,000
CD-7 Administration
CD-4.1 City of Antioch PS&CR Fair Housing Services 35,000 CD-7.1 Administration Housing Administration 250,000
Administration Subtotal: 285,000
AH-4 Permanent Supportive Housing & Special Needs Housing AH-4.1 California Supportive Housing CSH Mahogany Permanent Supportive Housing 750,000
Affordable Housing Subtotal: 750,000
Total Housing Successor Allocation: 1,440,000
Section 2.
The Acting City Manager, or designee, (1) shall be the City representative to submit the Consolidated Plan and FY 2026- 2027 Action Plan and all understandings and assurances contained therein, (2) is hereby directed and authorized to disburse funds and execute all attendant documents and agreements in a form approved by the City Attorney consistent with the City Council’s designation and approval of the programs, activities and projects as designated in the City of Antioch FY 2026 -27 Action Plan, and (3) shall act in connection with the submission and provide such additional information as may be required.
* * * * * * *
RESOLUTION NO. 2026/***
May 26, 2026
3 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 26 th day of May, 2026, by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
MICHAEL J. MANDY
CITY CLERK OF THE CITY OF ANTIOCH
Antioch City Council Report
May 26, 2026 Agenda Item #7 2
Police Department Fees:
o For massage establishment registration, what is an owner/non- practitioner? This is for a business owner who runs the business but does not practice massage. Whomever they have working for them registers separately and pays a practitioner fee.
o Special Event Regulation – Why is this not charged for actual staff time worked, why are we using Step E of Officer, Corporal and Sgt and the Step A of reserve officer? Upon review of this fee, while it is not used often, actual staff time of positions worked should be charged. This language has been updated in the draft schedule.
o Parking enforcement – It says established by resolution, can the fee amount just be added? Upon review of this fee and the Antioch Municipal Code, it is unclear which parking aspect this relates to. This has been red-lined in the draft to remove the reference to avoid confusion.
o For false alarms, what is meant by “School”? To avoid the fee, an educational class can be taken. Language has been updated on the draft schedule to clarify.
o What is “Duplicate” under CCW? This is for a duplicate copy of a CCW permit. Clarifying language has been added on the draft.
Community Development Fees:
o Reroof – Explanation of what 20 squares is and what is comp over comp? “20 squares” refers to a total roof surface of 2,000 square feeet. Roofing square is the industry standard unit of measurement defined as 100 square feet of coverage. “Comp over comp” is installation of new roof shingles over another layer of shingles. Houses are only allowed 2 layers and this is for shingled roofs only.
o Shopping cart abatement/impound fee – Who does the City charge for this fee? The store the carts belong to would be billed.
Public Works Fees:
o Public Works Services Hourly Rates – Who gets charged for these fees? The person who pulls a permit for work, and it will include labor time, equipment and materials, often for water related work.
o RV rental – How many spaces do we rent? Is there actually a wait list? Is this an annual fee or a one time fee once they are on the list? There are 61 spaces and a small waitlist for the 20’ spaces. Public Works has not charged the waitlist fee over the last several years, but it would be a one- time fee imposed.
o Sidewalk Repair Inspection – Why is the proposed fee so high and what is exact breakdown of the cost calculation and assumptions? On average, it takes a Public Works Inspector 4 hours to complete a sidewalk inspection, at a fully burdened hourly rate of $210.42, or $842.00 total cost. Time includes driving to location, assessing damage, marking up, completing paperwork, checking dowels and forms if curb and gutter or pour and driving back to location and inspecting when work completed.
o Marina Fees – How do we compare with other Marina’s fees? A local survey was completed previously that indicates the City has some of the Antioch City Council Report
May 26, 2026 Agenda Item #7 3
lowest rates around. See Attachment B for survey.
o Marina specials – What types of specials may be offered? Specials can vary from 10-20% off transient dockage and a few cents off fuel per gallon. o New water account set up fee – Why is this so high? This is the time it takes for Public Works and the Water Desk to set up a new account in the billing and metering system. However, after re-evaluation of the cost increase, we are proposing to only raise it by $4 to $40 instead of to $136 so that it is not cost prohibitive for a resident to start water services. This is reflected in the draft schedule.
Recreation Fees:
o Late Fee for Not picking up child – It was requested to go back and look at wording. Language has been added that there is a 10-minute grace period.
Changes to fees are either reflected in the purple highlighted “Proposed Change” column and/or red-lined in the “Description” and/or “Fee” columns in the draft Master Fee Schedule in Exhibit A to the attached resolution.
Compliance with State Law:
The proposed fee increases comply with the requirements of applicable state law including, but not limited to, Proposition 218, Proposition 26 and the Mitigation Fee Act (Gov. Code section 66014, et. seq.) Some of the fee increases represented in the Proposed Master Fee Schedule were previously approved by the City Council during public hearings pursuant to specific state statutes, such as Proposition 218, and are identified in the Proposed Master Fee Schedule accordingly.
Per government code 66017, any changes in fees affecting development are effective 60 days after adoption, and thus these fees are identified in the proposed master fee schedule and will be effective July 26, 2026 after adoption.
ATTACHMENTS
A. Resolution
Exhibit A to Resolution – Proposed Master Fee Schedule Exhibit B to Resolution – User Fee Study
B. Marina Survey
ATTACHMENT A
RESOLUTION NO. 2026/**
RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF ANTIOCH APPROVING UPDATES TO THE CITY OF ANTIOCH MASTER FEE SCHEDULE EFFECTIVE JULY 1, 2026 UNLESS OTHER NOTED AND
ACCEPTING THE USER FEE STUDY COMPLETED BY WILLDAN FINANCIAL
SERVICES
WHEREAS, the City issued a Request for Proposal (“RFP”) for an Overhead Cost Allocation Plan and Comprehensive User Fee Study (“Study”) on July 10, 2025 to calculate the full cost of providing city services, justify internal and external rates and/or percentages charged by departments for cost recovery, and conduct a comprehensive review of the City’s user fee and rate structure to establish a consistent and objectively based user fee and rate structure that is consistent with applicable laws, statutes, rules and regulations governing the collection of fees, rates and charges by public entities.
WHEREAS, Willdan Financial Services was the selected firm to complete the Study, and the City entered into a contract to perform services on October 23, 2025. The Study has been completed and used to determine the full cost of providing services and/or programs and identify appropriate fee levels.
WHEREAS, the proposed updates to the Master Fee Schedule, as included in Exhibit A, incorporate updates to the fees based on cost analysis of the Study, increases in accordance with the San Francisco-Oakland-San Jose Consumer Price Index, the Engineering News Record Cost of Construction Index, Recreation and Community Services Fee and Pricing Policy and other such changes to capture reasonable cost recovery of services;
WHEREAS, Title 3, Chapter 10: Fee and Service Charge Revenue/Cost Comparison System of the Antioch Municipal Code, establishes the process to develop or update a Master Fee Schedule, including the requirement that the City Council adopt the Master Fee Schedule at a public hearing in conjunction with the annual budget process; and
WHEREAS, the City Council has considered the proposed updates to the Master Fee Schedule at a duly noticed public hearing.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Antioch that:
Section 1: The City of Antioch Master Fee Schedule, a true copy of which is on file in the City Clerk’s office and incorporated herein as Exhibit A, is hereby updated and approved, all such updates becoming effective on July 1, 2026, unless otherwise specifically stated within the City of Antioch Master Fee Schedule; and
Section 2: The User Fee Study prepared by Willdan Financial Services, incorporated herein as Exhibit B, is hereby accepted.
* * * * * * * * * * * *
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 26th day of May 2026, by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
_____________________________________
MICHAEL J. MANDY
CITY CLERK OF THE CITY OF ANTIOCH
`
EXHIBIT A
FY2026-27
DRAFT MASTER FEE SCHEDULE
DESCRIPTION ACCT CODE PROPOSED FEE
Local Record Review 100-3110.46010 $76.00
Accident Investigation Report Copy 100-3110.46010 $25.00 Vehicle Release 100-3110.46300 no change
Administrative Fee: Repossession of vehicles 100-3110.46300 no change Bicycle Registration 100-3110.42030 $10.00
Card Room Permit: Regulation fees per table/year 100-3110.46300 no change Card Room Permit (New) eliminate
Clearance Letters 100-3110.46300 $50.00
Citation Sign-Offs 100-3110.46300 no change
Code Enforcement (Municipal Code Violations) no change
no change
no change
$25.00
Video and Audio Redaction Fee 100-3110.46300 see "FEE" column CAD Event 100-3110.46010 $25.00
DUI Collision Response (fee limited by State law) 100-3110.46300 no change DUI Arrest Processing 100-3110.46300 $788.00
Escort of Wide or Overload Vehicle
100-3110.46300see "FEE" column
Carry Concealed Weapon (CCW) License Fees - $379.00
Application/Renewal/Amendment $379.00
$379.00
$123.00
$61.00
Limo/Taxi Business Permit - per year 100-3110.46300 $225.00 Limo/Taxi Driver Permit - per year 100-3110.46300 $225.00 Limo/Taxi Vehicle Inspection: per vehicle – per
inspection 570-2610.46630 $98.00
Parking Enforcement 100-3150.43020 eliminate
Parties & Nuisances – AMC Chapter 13, Sec 5-
13.03/05 100-3110.46300see "FEE" column
Police Department Room Rental: 100-3110.46300
Nonprofit Uses:
Classroom (Animal Services area) per hr no change
Community Room Use (police area) per hr no change
Commercial or Private:
Classroom use (Animal Services area) per hr no change
Community Room Use (Police area) per hr no change
$38.00
$65.00
$63.00
$115.00
$320.00
$87.00
Established by Council Resolution
Fully burdened hourly rates for staff involved, billed in 15 minute increments, plus any outside costs
100-3110.46300
Issuance Fee - $261.50
Renewal Permit - $455.00
Amended Permit - $64.00
Duplicate copy of permit - $30.00
$320.00
Fully burdened hourly rate for staff involved, in 15 minute increments, plus any outside costs
No charge
Direct costs of responding to incident - not to exceed $12,000 $425.00
Actual police and engineering time for investigation of route and escort if required, billed in 15 minute increments
New Permit Initial Fee (refundable) - $261.50
MASTER FEE SCHEDULE
POLICE DEPARTMENT
FEE
$43.00
$30.00
No charge for Antioch resident or Antioch issued citations. All others to be referred to issuing agency.
Set by courts
Copy of Police Report Victim of Domestic Violence: No charge 100-3110.46010All crime victims: First copy free
All others: $21.00
$ 209.00 (no fee for storage authority VC2651(c) or (g)) $ 15.00 (set by State law)
$7.00
$787.00
$3,100 deposit plus fully burdened hourly rate for all staff involved plus any outside costs
$82.00
MASTER FEE SCHEDULE
DESCRIPTION ACCT CODE PROPOSED FEE
Second hand dealer - application fee $311.00
Secondhanddealer-DepartmentofJusticefee(initial
and renewal)
$311.00
Massage Establishment: Initial RegistrationRenewal (no
changes) 100-3110.46300
Owner/Practitioner $262.00 $422.00$183.00 $225.00 see "FEE" column Owner/Non-Practitioner $367.00 $422.00$292.00 $225.00 see "FEE" column Per Employee/Practitioner $27.00 $176.00 $27.00 $176.00 see "FEE" column Verification letters 100-3110.46300 $176.00
Misdemeanor Booking - per booking 100-3110.46300 $197.00 Special Event Regulation (group putting on Event) 100-3110.46300 Event charged for Police Officer, Corporal and
Sergeant at overtime rate for Step “E” of regular pay
scale plus a 25% Administrative Fee. Event charged
for Reserve Police Officer at Step “A” rate of
regular officer pay scale plus a 25% Administrative
Fee
see "FEE" column
100-0000.22315 no change
100-3110.47010
Subpoena, Civil Administrative Fee 100-3110.47010 no change Subpoena Duces Tecum/Deposition Subpoena, Plus
reasonable/actual costs (per 1563 E.C.)
100-3110.47010 no change
Adult Business Permit 100-3110.46300
see "FEE" column
Firearms Range 100-3110.47010
Hourly rate with operator (ADP operator always
required for use)
eliminate
Alarm Users:
Registration and Renewal 100-3110.46315 no change
Registration Late Charge no change
Alarm Fee – Late Charge/All Fees and Fines Late no change False Alarm – Registered 100-3110.46320 no change
False Alarm – Non-Registered no change
False Alarm - Operating Suspended Alarm System no change Alarm Company:
Failure to Report New Install no change
Failure to use Alarm Confirmation or Enhanced Call
Confirmation Procedures
no change
False Alarm Caused by Alarm Company no change
Calling on Suspended Alarm Site no change
All Late Charges no change
1 – No charge; 2 or more - $205 (for each subsequent
response)
$15.00
1 – School Educational Class or $100; 2 or more - $205 (for each subsequent response)
1 - $205; 2 - $350; 3 or more - $500 (for each subsequent response)
$31.00
$31.00
1 – No charge; 2 or more - $205 (for each subsequent
response)
$105.00
$32.00
$16.00
5% of unpaid amount
1 – No charge; 2 – School Educational Class or $100; 3 or more - $205 (for each subsequent response)
Subpoena, Civil deposit/officer/day plus Admin fee $ 275.00 per G.C. 68096.1 deposit plus actual cost Clerical cost @ max of $25/hr ($6.25 per ¼ hr), plus 10 cents/page document duplication
Clerical cost @ max of $25/hr ($6.25 per ¼ hr), plus 10 cents/page document duplication
Deposit as determined by Police Dept plus charges at fully burdened hourly rates, billed in 15 minute increments, for all involved personnel and any outside costs
$367.00 $422.00
$27.00 $176.00
$34.00
$82.00
Fully burdened hourly rate, billed in 15 minute increments, of staff involved
FEE
$303.00100-3110.46300
$308.00
Change Owner/Location
$262.00 $422.00
POLICE DEPARTMENT
MASTER FEE SCHEDULE
DESCRIPTION ACCT CODE PROPOSED FEE
Adoption Fees 214-3320.46710
Adopt – Dog* $135.00
Adopt – Cat* $100.00
Adopt – Rabbit $20.00
Adopt – Small animal (rats, hamsters, guinea pigs) no change *Fees include spay/neuter, microchip and core
vaccines. Actual cost of spay/neuter that cannot be
completed in-house will be added to the adoption fees.
Animal Licensing Fees – Dogs
License – Altered: 214-3320.42010
Altered License – 1 Year $27.00
Altered License – 2 Year $45.00
Altered License – 3 year $60.00
Senior Citizen License – Altered Dog
Senior Altered License – 1 Year no change
Senior Altered License – 2 Year no change
Senior Altered License – 3 Year no change
License – Unaltered
Unaltered License – 1 Year $55.00
Unaltered License – 2 Year $90.00
Unaltered License – 3 Year $125.00
Senior Citizen License – Unaltered Dog
Senior Unaltered License – 1 Year no change
Senior Unaltered License – 2 Year no change
Senior Unaltered License – 3 Year no change
License – Potential Dangerous/Vicious Animal
Potentially Dangerous-Vicious Animal – 1 Year no change License – Fees, Other
License – Multiple Pet Permit/year/application $60.00
License – Tag Transfer no change
License – Fee – Duplicate for lost license tag no change Animal Licenses – Late Fee Penalty no change
Livestock Permit – per application/year 214-3320.42010 no change Cat Trap Fees:
Trap Deposit 214-3320.47010 no change
Trap Rental/day no change
Board/Care Fees:
Dog/day 214-3320.46710 no change
Cat or small animal/day no change
Livestock, reptiles/day no change
Potentially Dangerous/Vicious Animal/day no change
Potentially Dangerous/Vicious Animal
Impound Fee 214-3320.46719 no change
Conditional Release Agreement no change
Dangerous Animal Administrative Fee
no change
$35.00
$350.00
$ 150.00 inspection fee + boarding, alteration, microchipping and other fees and costs
$450.00 + impound, boarding, alteration, microchipping, vaccination and other fees and costs. Appeal processing fee refunded if appeal is won.
$60.00
$6.00
$20.00
$20.00
$ 20.00 (at cost if not at Animal Shelter)
$55.00
$7.00
$7.00
$40.00
$55.00
$25.00
$40.00
$55.00
$70.00
$27.50
$50.00
$80.00
$110.00
$25.00
$40.00
$55.00
$12.50
$20.00
$90.00
$16.00
$7.00
ANIMAL SERVICES
FEE
$125.00
MASTER FEE SCHEDULE
DESCRIPTION ACCT CODE PROPOSED FEE
Disposal Fees: 214-3320.46731
Disposal – dog licensed* no change
Disposal – dog unlicensed no change
Disposal – cat no change
Disposal – other animal no change
*If the dog to be disposed has a current, multiple year license and has a full year’s credit remaining, that amount will be applied against the disposal fee. There will be no refunds.
Euthanasia Fees
Euthanasia – dog with license 214-3320.46728 no change
Euthanasia – dog unlicensed no change
Euthanasia – cat no change
Euthanasia – small animal no change
Vet Pick up no change
Vet Per Animal Charge no change
Handling Fees:
Pick up fees: 214-3320.46719
Dog (plus surrender fee) no change
Cat or small animal (plus surrender fee) no change
Impound Fees and Fines:
With Current license: 214-3320.46719
Impound – Dog – 1st no change
Impound – Dog – 2nd within 12 months no change
Impound – Dog – 3rd within 24 months no change
Impound – Dog – 4th within 36 months no change
Impound Fees and Fines (Cont.):
Unlicensed:
Impound – Dog – 1st no change
Impound – Dog – 2nd within 12 months no change
Impound – Dog – 3rd within 24 months no change
Impound – Dog – 4th within 36 months no change
Other Fees:
Impound – Cat/ Small no change
Impound – Livestock no change
After Hours Impound no change
Inspection Fee 214-3320.46719
Unaltered Dog/Cat Penalty – State law (Food & Ag.
Code sections 30804.7 & 31751.7) mandates that a
fine shall be levied against the owners of unaltered
dogs and cats that are impounded. These fines are
charged in addition to the City’s impound and
redemption fees:
214-3320.46719
Penalty – First Offense no change
Penalty – Second Offense no change
Penalty - Third Offense no change
Microchipping Fees (per animal):
Microchipping of dogs and cats - includes microchip
implant and registration on the Animal Shelter
database.
214-3320.46735 no change
Vaccinations – Fee is per vaccination 214-3320.46716 no change $100.00
$25.00
$25.00
$59.00
$30.00
$55.00
$35.00
$50.00
$50.00
$88.00
$181.00
$234.00
$30.00
$30.00
$75.00
$120.00
$180.00
$40.00
$10.00
$36.00
$36.00
$36.00
$57.00
$36.00
$25.00
FEE
$20.00
$36.00
$20.00
$20.00
ANIMAL SERVICES
MASTER FEE SCHEDULE
DESCRIPTION ACCT CODE PROPOSED FEE
Neuter or Spay Fees:
Neuter Fees: 214-3320.46734
AAS – Canine Neuter no change
AAS – Feline Neuter no change
Local Vet - Neuter – Feline/Canine no change
Spay Fees:
AAS – Canine Spay no change
AAS – Feline no change
Local Vet - Spay – Feline/Canine no change
Redemption Fees:
Redemption fees to be charged to pet owner(s) upon
the redemption of their pet: 214-3320.46733
1. Administration of reasonable veterinary medical
treatments, which may be required in order to treat an
injured and/or sick animal.
no change
2. Medical treatments which may include the
administration of veterinary drugs and/or medicinal
products
no change
Quarantine Fees: 214-3320.46710
Quarantine Admin Fee per animal - Home no change
Quarantine Admin Fee per animal - Shelter, + board
fees no change
Dog/board - per day no change
Cat or small animal - per day no change
Livestock - per day (at cost if not at Animal
Shelter) no change
Surrender Fees: 214-3320.46725
Surrender - dog with license $35.00
Surrender - dog unlicensed $60.00
Surrender - puppy litter $50.00
Surrender - kitten litter $50.00
Surrender - small animals (rats, misc. hamsters,
birds, snakes) $20.00
Surrender - cat/rabbit/snake/lizard (2 lbs and larger) $35.00 Surrender - vaccination for unvaccinated dogs & cats
(fee is per vaccination) no change
DESCRIPTION ACCT CODE PROPOSED FEE
PLANNING & ENGINEERING STAFF
HOURLY RATES Various see "FEE" column
PLANNING FEES:
Minor Administrative Use Permit - non-profit pays
50% of fee 100-5130.46610 $609.00
Major Administrative Use Permit 100-5130.46610 $1,597.00 Temporary Sign/Banner Permit 100-5130.46610 $139.00
Zoning Administrator Use Permit - per application 100-5130.46610 $3,257.00 Application Extension 100-5130.46610 $1,007.00
Professional Services & Consultant Contracts 100-5130.46610 no change General Plan Maintenance 100-5130.46617 6%
Home Occupation Review 100-5130.46610 $145.00
Sidewalk Vendor Permit 100-5130.46610 $320.00
Actual cost + 10% Administrative Fee
5% of Building Permit Fee
$141.00
$141.00
$567.00
$1,556.00
$130.00
$3,095.00, $3,257 Effective 7/26/26
$897.00
$15.00
$30.00
$20.00
COMMUNITY DEVELOPMENT
FEE
As outlined in Hourly Rate Detail User Fee Study report on file in the Finance Dept, billed in 15 minute increments
$28.00
$30.00
$54.00
$42.00
$42.00
Vet cost
$110.00
$55.00
$28.00
$23.00
$150.00
$90.00
Vet Cost
Vet cost
$150.00
$90.00
Vet Cost
ANIMAL SERVICES
FEE
MASTER FEE SCHEDULE
DESCRIPTION ACCT CODE PROPOSED FEE
PLANNING FEES (Cont.):
Plan Review - Residential, per plan (after 2nd
submittal) 100-5130.46610 $469.00
Plan Review - Commercial, per plan (after 2nd
submittal) 100-5130.46610 $469.00
Plan Review - Deposit Project 100-5130.46610 see "FEE" column SB 330 Preliminary Plan Application 100-5130.46610 new FEE Sign- Planning Approval (building permit) 100-5130.46610 $169.00 Sign Review – Administrative (Monument Sign
Review)
100-5130.46610 $834.00
Sign Program Review - per application 100-5130-46610 $1,945.00 Sign Review – Planning Commission - per
application
100-5130.46610 $2,849.00
Minor Design Review - per application 100-5130.46610 see "FEE" column Variance - Administrative - per application 100-5130.46610 see "FEE" column Variance - Hearing - per application 100-5130.46610 see "FEE" column Specific Plan Preparation 100-5130.46610 see "FEE" column Zoning Verification Letter: 100-5130.46610
Residential - per letter $313.00
Commercial - per letter $435.00
Noticing Fee (Additional per Noticing) 100-5130.46610 $378.00 PLANNING DEPOSIT APPLICATIONS – The
following are deposits required for the items of
work. Actual costs will be billed monthly for staff
time at fully allocated hourly rates.
Various
Annexations no change
Development Agreement (deposit) no change
Final Development Plan (deposit) no change
General Plan Amendment (deposit) no change
Master Development Plan (deposit) no change
Environmental Document Preparation (deposit) no change
Municipal Code Amendment Review (deposit) no change
Preliminary Development Plan (deposit) no change
Residential Development Application (deposit) $5,000.00 Use Permit (deposit) $5,000.00
Zoning/Rezoning Request (deposit) no change
DEVELOPMENT IMPACT FEES
Development Impact Fees, charged per unit for
residential and per sq. ft. non-residential:Single Family Multi-Family Senior Non-
Residential
General Administration $471.00 $299.00 $235.00 $0.08 321-5500.46660 no change Public Works $455.00 $288.00 $228.00 $0.07 322-5505.46661 no change Police $1,217.00 $772.00 $610.00 $0.18 323-5510.46662 no change Parks and Recreation $3,336.00 $2,112.00 $1,669.00 $0.00324-5515.46663 no change Total $5,479.00 $3,471.00 $2,742.00 $0.33
$2,000.00
$3,000.00
$2,000.00
$2,000.00
*Annual adjustment to the fees will be based on
the "Engineering News Record Cost of
Construction Index" (ENR)
A 3% administrative charge shall be applied to all fees listed above.
*Accessory Dwelling Units shall be charged a modified rate in accordance with Antioch Municipal Code Section 9-3.60 $2,500.00
$10,000.00
$10,000.00
$10,000.00
$2,500.00
$2,000.00
$219.00
$387.00
$350.00
$10,000.00
$2,587.00
$2,392.00
Contract cost + any outside agency cost + staff review time at fully burdened hourly rate, billed in 15 minute increments Effective 7/26/26Effective 7/1/25-7/25/26
$1,368.00
$820.00
$2,374.00
$1,355.00
$895.00
$2,849.00
$275.00, $469.00 Effective 7/26/26
$550.00
Charge fully burdened hourly rates, billed in 15 minute increments, plus any outside costs
Effective 7/26/26 $1,000.00 $171.00
$929.00
COMMUNITY DEVELOPMENT
FEE
MASTER FEE SCHEDULE
DESCRIPTION ACCT CODE PROPOSED FEE
BUILDING FEES:
Address / Street Assignments - Single / Each 100-5160.42040 $328.00 Address / Street Assignments - Multiple
(Subdivisions) 100-5160.42040 $1,586.00
Pool Safety Fee – applies to all pools, hot tubs, or
any structure capable of holding more than 18” of
water
100-5160.46650 no change
Certified Access Specialist Consultation Fee 100-5160.46651 no change Solar Photovoltaic System – Residential 100-5160.42040 $328.00 Solar Photovoltaic System – Commercial, base fee 100-5160.42040 $1,000.00 Solar Photovoltaic System – Commercial (per kW
for each kW between 51kW & 250kW) 100-5160.42040 no change Solar Photvoltaic System - Commercial (for every
kW over 250kW) 100-5160.42040 no change
Residential Construction:
Dwellings, sf $173.00
Private Garages, sf $67.00
Sheds less than 300 sf $23.00
Building Permits, minimum $149.06
Plumbing fee, sq ft; Mechanical fee, sq ft;, Electrical fee, sq ft; and Insulation fee, sq ft
Commercial, per sq. ft. 100-5160.42040 no change
Residential, per sq. ft. (for plumbing, mechancial,
electrical, and insulation) 100-5160.42040 no change
Minimum fee - Plumbing fee, Mechanical fee,
Electrical fee, and Insulation fee
100-5160.42040 $250.00
Patios, carports, patio covers, sq ft 100-5160.42040 $21.00 Wood decks/lath patios, sq ft 100-5160.42040 $18.00
Plan Check Fee 100-5160.46605 no change
Green Building Verification & Compliance Fee: 100-5160.46658 New Residential & Room Additions no change
New Commerical & Tenant Improvement no change
with Title 24
Pool, residential + plan check 100-5160.42040 $60,000.00 Pool, commercial + plan check 100-5160.42040 no change
Spas + plan check 100-5160.42040 no change
Above Ground Pool (no plan check) 100-5160.42040 no change Special Inspections/Circumstances 100-5160.42040 $351.00 Reinspection (missed, incomplete, or 3rd inspection) 100-5160.42040 $351.00 Grading Permit 100-5160.42040 no change
Plot Plan Modification/Resubmittal - per lot 100-5160.42040 $126.00 Changes to existing permits for new houses/permit 100-5160.42040 $504.00 Reroof 100-5160.42040
Under 20 squares with tear off $8,467.00
Over 20 squares with tear off $13,026.00
Comp over Comp $5,862.00
One-Time Contractor Business License Tax is charged
per $1,000 valuation (pursuant to §3-1.214
CONTRACTORS) 100-1250.41160 no change
Or contract value, whichever is greater
$0.75
$60.00, $126.00 Effective 7/26/26
$298.00, $504.00 Effective 7/26/26
Valuation for Building Permit Fee:
$6,656.00
$10,240.00
$4,608.00
Contract Price
Builidng Permit Fee based on $ 7,100.00 valuation
Building Permit Fee based on $ 1,100.00 valuation
$148.00
$119.00
Fee calculation based on contract price
67% of Building Permit Fee
18% of Building Permit Fee
15% of Building Permit Fee
Building Permit Fee based on $ 40,000 valuation or contract value, whichever is greater
$0.24
$0.18
$148.00
Valuation (per sf):
$16.80
$13.80
100-5160.42040
$136.00, $173.00 Effective 7/26/26
$53.00
$18.00
$148.00, $149.06 Effective 7/26/26
Valuation (per sf):
Actual Consultant Cost + 10% admin fee
$316.00
$1,024.00
$7.00
$5.00
Valuation (per sf):
COMMUNITY DEVELOPMENT
FEE
$221.00
$1,500.00
1/10 of 1% of valuation
MASTER FEE SCHEDULE
DESCRIPTION ACCT CODE PROPOSED FEE
BUILDING FEES (Cont.):
Technology Fee 100-5160.46655 7.50%
Energy Inspection Fee 100-5160.46656 no change
Accessibility Fee (Non-residential) 100-5160.46657 no change
PROPOSED FEE
Total Valuation
$1 to $2,000 100-5160.42040 see "FEE" Column
$2,001 to $25,000 100-5160.42040 see "FEE" Column
for each additional $1,000 (or fraction thereof)
up to and including $25,000
100-5160.42040see "FEE" Column
$25,001 to $50,000 100-5160.42040see "FEE" Column
for each additional $1,000 (or fraction thereof)
up to and including $50,000
100-5160.42040see "FEE" Column
$50,001 to $100,000 100-5160.42040see "FEE" Column
for each additional $1,000 (or fraction thereof)
up to and including $100,000
100-5160.42040see "FEE" Column
$100,001 to $500,000 100-5160.42040see "FEE" Column
for each additional $1,000 (or fraction thereof)
up to and including $500,000
100-5160.42040see "FEE" Column
$500,001 to $1,000,000 100-5160.42040see "FEE" Column
for each additional $1,000 (or fraction thereof)
up to and including $1,000,000
100-5160.42040see "FEE" Column
$1,000,001 and up 100-5160.42040see "FEE" Column
for each additional $1,000 or fraction thereof 100-5160.42040 see "FEE" Column
DESCRIPTION ACCT CODE PROPOSED FEE
CODE ENFORCEMENT:
Abatement or Impound (vehicle, RV, boat, trailer) 100-5140.46025 $1,967.00 Code Compliance Re-Inspection 100-5140.46025 $363.00
100-5140.46020
$1,905.00
Shopping Cart Abatement or Impound Fee 100-5140.47010 $550.00 Shopping Cart Fine 100-5140.47010 $363.00
(more than three occurrences in 6 months; in
addition to Abatement/Impound fee)
Sign Retrieval 100-5140.46020 $257.00
RESIDENTIAL RENTAL INSPECTION
PROGRAM (RRIP) (Reso 2007/57):
Initial Registration no change
(charged when the property enters the program)
Inspection Fee no change
(charged with enrollment or renewal of non self-
certified properties from 1-4 units)
Additional Unit Inspection Fee no change
(charged per unit after 4 units)
$227.00
$14.00
$53.00
$24.00
$73.00
$53.00
FEE
$9,800.00
$14.00
$16,950.00
$9.50
$14.40
$17,070.88
$14.40
$1,960.00
$22.00
$3,000.00
$17.00
$149.06
$208.00
$253.00
Public Nuisance Abatement – Administrative Cost $ 2,075.00 per abatement plus actual staff cost at fully burdened hourly rate, billed in 15 minute increments, of on-site review plus actual cost of abatement
Emergency – actual cost of abatement plus actual staff cost at fully burdened hourly rate, billed in 15 minute increments, ($250.00 minimum)
2% of building permit fee
ANTIOCH BUILDING PERMIT FEES
Effective 7/1/25-7/25/26 Effective 7/26/26
$148.00
$148.00
$16.00
$1,180.00
$30.00
COMMUNITY DEVELOPMENT
FEE
6% of building permit fee
2% of building permit fee
$149.06
$45.19
$1,188.42
$31.42
$1,973.98
$20.95
$3,021.39
$17.12
$9,869.89
MASTER FEE SCHEDULE
DESCRIPTION ACCT CODE PROPOSED FEE
RESIDENTIAL RENTAL INSPECTION
PROGRAM (RRIP) (Cont.):
Annual Self-Certification/Renewal Fee no change
(when eligible for self-certification)
Re-Inspection Fee no change
(charged for follow up inspections due to non-
compliance found in initial inspection and first
follow-up)
MISCELLANEOUS COMMUNITY DEV. FEES:
Annexation Review: (Fees subject to change by
LAFCO, or State of California) Pass Through
Pass through no change
LAFCO Fee
State Fee (Refer to State Board of Equalization
Schedule for State Processing fee).
City Annexation Fee – all fees to be escalated by
the SF CPI 100-0000.27000
Commercial/Industrial Properties
no change
Residential Properties
no change
Annexation Fee in FUA #1 for Lone Tree Area 100-5130.42050 no change Waste Management Plan (WMP)
Processing/Construction & Demolition (C&D) 100-5160.46658 $317.00
DESCRIPTION ACCT CODE PROPOSED FEE
MISCELLANEOUS PUBLIC WORKS FEES:
GIS Based Mapping Fee (transferred to County) 100-0000.22024 no change no change
no change
no change
no change
no change
no change
no change
no change
no change
no change
Mobile Stage Rental/day (Antioch City limits only):
Government and Non Profit Uses 621-2210.46820 no change Commercial or Private Uses no change
Deposit no change
$1,406.00 per day plus actual staff cost for delivery/ setup/ teardown/ haul-away
$ 1,000.00 (refundable)
General Plan Map 34x44 $48 with photo paper 573-1435.46010$43 with heavyweight paper $561.00 per day plus actual staff cost for delivery/ setup/ teardown/ haul-away
City Base Map 34x44 $48 with photo paper 573-1435.46010$43 with heavyweight paper City Subdivision Map 34x44 $48 with photo paper 573-1435.46010$43 with heavyweight paper City Base Map with street grid 60 x 78 (wallsize),
1:600 scale $64 with photo paper 573-1435.46010
$53 with heavyweight paper
City Base Map without street grid 60 x 78 (wallsize),
1:600 scale $64 with photo paper 573-1435.46010
$53 with heavyweight paper
$ 68.00 per acre
$36.00 per permit for extended management or noncompliance
PUBLIC WORKS
FEE
Actual County Fee ($60/lot as of 3/1/20)
$808.00 per gross acre due at annexation; and $1,075.00 per gross acre due with subdivision or building permit
$808.00 per gross acre due at annexation; and $1,075.00 per gross acre due with subdivision or building permit
$33.00
$160.00
COMMUNITY DEVELOPMENT
FEE
MASTER FEE SCHEDULE
DESCRIPTION ACCT CODE PROPOSED FEE
Public Works Department Training Room Rental:
Government and Nonprofit Uses – per hour 100-2140.46300 no change Commercial or Private Uses – per hour no change
Legends /Buttons “No Dumping – Drains to Delta” 229-2585.47010 no change Park Maintenance Memorial Tree Grove:
Tree, planting and memorial plaque 100-0000.22054 $1,415.00 Public Works Services Hourly Rates:
Streets 100-2160.46630 no change
Signs 100-2160.46630
Water (Distribution & Treatment) 611-2330.46630 Wastewater Collections 621-2210.46630
Storm Channels 229-2585.47010
Landscaping SLLMD Accts
Public Works Gate Keys:
Streets 100-2160.46630 no change
Water (Distribution & Treatment) 611-2330.46630 Wastewater Collections 621-2210.47010
Storm Channels 229-2585.47010
Landscaping SLLMD Accts
Construction details Various no change
Water System Master Plan Various no change
Urban Water Management Plan Various no change
RECREATIONAL VEHICLE STORAGE
FACILITY FEES: 255-4551.44810
Park Maintenance District 1A
20 ft/25 ft spaces/month $119.00
30 ft spaces/month $131.00
40 ft spaces/month $145.00
Lock-out fee (delinquent accounts) - each $44.00
Reconnect fee (reinstate accounts) - each $44.00
Replacement Gate Cards - each $44.00
Alarm user card replacement fee - each $44.00
Wait list fee for non-tenants (non-refundable) $44.00
ENGINEERING FEES:
Lot Line Adjustment - per application 100-5150.46605 $2,962.00 Merger of Contiguous Parcels - per application 100-5150.46605 $4,074.00 Encroachment Permit – Application and Processing 100-5150.42070 $375.00 Encroachment Permit Inspection- $0 - $2,000 project 100-5150.42070 $445.00 Encroachment Permit Inspection- $2,001- $10,000
project
100-5150.42070 $1,452.00
Encroachment Permit Inspection- $10,001 - $50,000
project
100-5150.42070 $2,484.00
Encroachment Permit Inspection - $50,000 + project 100-0000.20999 no change
$295.00
$883.00
$1,461.00
Deposit set at 10% of construction value with charges at fully burdened hourly rates, billed in 15 minute increments, for staff time + outside costs
$21.00
$27.00
$1,945.00
$3,570.00
$211.00 per permit for projects up to $50,000; projects over $50,000 charged the fully burdened hourly rates, billed in 15 minute increments, for staff time + outside costs
$75.00
$87.00
$101.00
$21.00
$21.00
$21.00
$29.00
$52.00
$52.00
$100.00/key refundable deposit (all other locations)
$100.00
$5.00 /each
$526.00
Fully burdened hourly rate, billed in 15 minute increments, for all staff involved + cost of materials & equipment
PUBLIC WORKS
FEE
$59.00
MASTER FEE SCHEDULE
DESCRIPTION ACCT CODE PROPOSED FEE
ENGINEERING FEES (Cont.):
Encroachment agreement (permanent structure) 100-5150.42070 $650.00 $425.00
Cell Tower Review 100-5150.46605
and various
specified job
account codes
$2,190.00
Professional Services & Consultant Contracts Various no change Sidewalk repair inspection 100-1250.46400 $842.00
Wide Load Vehicle Permit (State law restricts this
fee to $16 per single trip or each trip completed) 100-5150.42090 no change Lone Tree Way Bridge & Arterial Benefit District
(See Reso 92/254 concerning Lone Tree Corridor
Overlapping Benefit District, AD No. 27/31)
add reso. # below,
this is for Lone
Tree
Hillcrest Bridge Benefit District (Hillcrest @ State
Highway 4)
391-2530.42100 no change
Lone Tree Corridor Overlapping Benefit District -
AD #27/31 (Lone Diamond) Resolution 92/254
376-2530.42100 no change
PARK IN LIEU FEES (PER UNIT) (Ordinance
#2080-C-S): 216-2520.46640
Single Family, detached no change
Single Family, attached no change
Duplexes no change
Multi-Family no change
Mobile Home no change
FIRE PROTECTION FEES (Ordinance #2173-C-
S effective 10/24/19): 755-0000.25000
(A) Per single-family dwelling unit no change
(B) Per multi-family dwelling unit no change
(C) Per 1,000 sq ft of office space no change
(D) Per 1,000 sq ft of commercial space no change
(E) Per 1,000 sq ft of industrial space no change
TRAFFIC SIGNAL FEES: (Reso. No. 83/193)
Residential - all types 220-2540.46635 no change
Commercial/industrial - greater of either:
A. $ 70/off-street parking space required by City
code; or no change
B. $194/each daily peak hour trip traveling to and
from no change
Development based upon:
Office - 2.5 trips/1,000 sq ft (gross)
Commercial - 3 trips/1,000 sq ft (gross)
Service/industrial - 2 trips/1,000 sq ft (gross)
$430.00
$951.00
$451.00
$568.00
$649.00
$379.00
$1,500.00
$1,100.00
$950.00
$950.00
$950.00
Actual cost + 10% Administrative Fee
$484.00
$16.00
Resolution 92/254
$ 254.00/dwelling unit
$ 373.93/unit
$620.00 per application plus fees from any other
inspections/permits and any other agencies
Traffic Control Plan Review – Arterial & Collectors $0-$50,000 valuation - $283.00 Various $50,000 + valuation – Deposit set at 10% of construction value with charges at fully burdened hourly rates, billed in 15 minute increments, of staff time + outside costs
Modification to existing - $1,094.00 per application; New tower – charges at fully burdened hourly rates, billed in 15 minute increments, of staff time + outside costs, $2,190 per application effective 7/26/26
PUBLIC WORKS
FEE
MASTER FEE SCHEDULE
DESCRIPTION ACCT CODE PROPOSED FEE
ENGINEERING DEPOSIT APPLICATIONS –
The following are deposits required for the items
of work. Actual costs will be billed monthly for
staff time at fully allocated hourly rates.
Tentative Tract Map: 1-4 lots (deposit) Various no change Tentative Tract Map: 5 or more lots (deposit) Various no change Reversion to Acreage (deposit) Various no change
Subdivision Plan Check, Map Check and Inspection
(deposit)
Various no change
WATER FEES:
New Water Account Set up 611-2310.46840 $40.00
Bacteriological Testing After Hydrant Repair
611-2310.46630 $408.00
Bacteriological testing of new water main
installations: any test required after initial
bacteriological failure
611-2310.46630
$408.00
Metered water sales/100 cubic foot:
Single Family Effective 1/1/26 Effective 7/1/26 611-2310.46825 Tier I 0-11 HCF 0-11 HCF
Zone I $4.30 $4.71 no change
Zone II* $4.47 $4.96
Zone III* $4.80 $5.44
Zone IV* $5.47 $6.41
*Zones II, III and IV include pumping quantity surcharge Effective 1/1/26 Effective 7/1/26
Tier II 12 and over/+HCF12 and over/+HCF
Zone I $6.95 $7.57
Zone II* $7.12 $7.82 no change
Zone III* $7.45 $8.30
Zone IV* $8.12 $9.27
*Zones II, III and IV include pumping quantity surcharge Metered water sales/100 cubic foot:
Non single family Effective 1/1/26 Effective 7/1/26
Zone I $4.89 $5.35
Zone II* $5.05 $5.60 no change
Zone III* $5.39 $6.08
Zone IV* $6.06 $7.05
Outside City
*Zones II, III and IV include pumping quantity surcharge * All Zones subject to fire line leak consumption
Raw Water no change
Backflow Prevention Device Testing:
New Install Testing - each $193.00
Backflow Test on new install and temporary
construction (non fireline)
$176.00
Outside City evaluated on a case-by-case basis
$3.25
$176.00 per test plus fully burdened hourly rate, billed in 15 minute increments, for all staff involved + cost of materials and equipment
$176.00 per test plus cost of labor and materials fully burdened hourly rate, billed in 15 minute increments, for all staff involved + cost of materials and equipment - only charged if test failure
Per Reso. 2025/42
Zone I rates outside City evaluated on a case-by-case basis Zone I rates outside City evaluated on a case-by-case basis Per Reso. 2025/42
$7,500.00
$10,000.00
$7,500.00
$30,000.00
$36.00
PUBLIC WORKS
FEE
MASTER FEE SCHEDULE
DESCRIPTION ACCT CODE PROPOSED FEE
WATER FEES (Cont.):
Backflow Prevention Device Maintenance Fees:
Double Check Valve/Reduced Pressure Devices
(monthly by device size as listed below):
611-2310.46855
5/8 ″x 3/4″ no change
1 inch no change
1 ½ inch no change
2 inches no change
3 inches no change
4 inches no change
6 inches no change
8 inches no change
10 inches no change
Backflow Prevention Device Installation no change
Fire Protection:
Fire Protection water service charge for unmetered
connections to water system equipped with a
detector check assembly for privately owned
sprinklers, hydrants, or other outlets used for
firefighting; Monthly Standard 5/8″ x ¾″ Meter
Service Fee plus the following:
no change
Fire sprinkler requires 1” Double Check Detector 611-2310.46825 Backflow Test on ALL new fire line installations $193.00 New Install Testing:
Test on Residential Properties $193.00
Test on Commercial Properties (Detector Assemblies) $193.00 4 inches and under $193.00
6 inches $193.00
8 inches $193.00
10 inches $193.00
Backflow Prevention Device Installation no change
Hydrant Meter Water Installation:
Deposit for Hydrant Meter 611-2310.46825 no change
Hydrant Meter Monthly Charge no change
Installation $193.00
Relocation $193.00
Hydrant water usage/unit; Potable or Recycled Water no change Backflow Protection on Hydrant Meter (when
applicable):
Deposit on Backflow Device no change
Test on RP (new install test) $193.00
Monthly Charge for RP no change
Water Utility Penalty, % of unpaid bill no change5%
$176.00
$4.00 Outside City Limit - fees evaluated on a case-by-case basis
$706.00
$176.00
Per rates for device sizes listed above
Actual Cost
$2,885.00
$84.00
$176.00 plus deposit
$176.00
$176.00
$176.00
$176.00
$176.00
$176.00
$25.00 plus rates below
Double Check Detector Assembly (DCDA)
$176.00
$25.80
$27.90
$35.00
$63.35
$81.95
Actual Cost
Double Check/RP Device
$5.45
$5.55
$7.50
$7.90
PUBLIC WORKS
FEE
MASTER FEE SCHEDULE
DESCRIPTION ACCT CODE PROPOSED FEE
WATER FEES (Cont.):
Water Service Charge for Monthly Maintenance
of Water Lines by Meter Size:
Effective 1/1/26 Effective 7/1/26
5/8"x 3/4" $27.40 $29.30 611-2310.46840
1" $61.70 $66.10
1-1/2" $118.00 $126.00
2" $185.00 $198.00 no change
3" $342.00 $366.00
4" $568.00 $608.00
6" $1,130.00 $1,210.00
8" $1,810.00 $1,930.00
10" $2,600.00 $2,780.00
12" $3,720.00 $3,980.00
Water for Construction/home: 611-2310.46845 no change
(Slab-Prestressing exercises)
Water Meter Installation (includes labor and material): Effective Single Family Residential: 7/26/2026
New Subdivision with Lateral 611-2310.46850
5/8″ x 3/4" meter with remote reading $441.00 see "FEE" column 1” meter with remote reading $573.00 see "FEE" column
Water Meter Installation (includes labor and material)
(Cont.):
Return visit for meter installation $193.00
Existing Subdivision, Lateral Not Installed: no change
Water Meter/lateral installation no change
Backflow device penalties, % of unpaid bill 611-2310.46855 no change
FOR ALL DELINQUENT, NON-PAYMENT, OR
SUSPENDED ACCOUNTS:
Processing Service Charge 611-2310.46830 no change
Disconnection Service Charge $125.00
Reconnection Service Charge-service is provided
next business day no change
Reconnection Service Charge, Same Day Service $193.00
Water Meter Tampering + parts & labor
no change
Return Trips – returning for the same reason, service
is provided next business day no change
Return Trips – returning for the same reason, same
day service $193.00
$158.00
Fully burdened hourly rate, billed in 15 minute increments, of staff involved plus any outside costs – minimum charge of $250.00
No Charge
$158.00 each subsequent visit
$29.00
$108.00 each/per trip when the water is already disconnected No Charge
$176.00 return visit for meter installation, when contractor does not have the site ready
Actual Cost
Fully burdened hourly rate, billed in 15 minute increments, for all staff involved plus any outside costs
5% of unpaid bill
Effective 7/1/25-7/25/26
$144.00 (Labor) plus $230.00 (Materials)
$144.00 (Labor) plus $360.00 (Materials)
PUBLIC WORKS
FEE
Per Reso. 2025/42
$60.00
MASTER FEE SCHEDULE
DESCRIPTION ACCT CODE PROPOSED FEE
WATER FEES (Cont.):
FOR ALL NON-DELINQUENT ACCOUNT
REQUESTS:
Water Turn On/Off - service is provided next
business day no change
Water Turn On/Off same day service $193.00
Water Meter Tests and/or Water Meter
Replacement - charge when requested by customer no change Pressure/Flow Test for Design Purposes 611-2310.47010 $193.00 Water Deposits:
Residential 611-0000.22100 no change
Commercial no change
SEWER FEES:
Delinquent sewer charges, % of unpaid bill 621-2210.46820 no change Residential Uniform Charges – per dwelling unit
each month (Resolution 2021/102) 621-2210.46820
Single Family Dwelling Unit $/month charge$19.80 no change Multi Family Dwelling Unit $/month $17.70 no change
Apartment, Mobile Home Dwelling Unit $/month $16.35 no change Non-Residential monthly charge (Reso. 2021/102)
Account Charge $/month plus volume rate$6.15 no change
Volume Rate $/month per HCF $1.85 no change
Fee to televise sewer mains
no change
Southeast Gravity Sewer Fee/unit, per city
ordinance #846-C-S
no change
Fee for inspection/certification of storm water
collection facilities – C-3 requirements no change
TV Sewer Lateral on Property Sale 621-2210.46630 no change Sewage Spill Cleanup 621-2210.46630 no change
$652.00
Time and materials for inspection/repair or replacements costs (fully burdened hourly rate, billed in 15 minute increments) $108.00 per lateral
Fully burdened hourly rate, billed in 15 minute increments, for all staff involved plus any outside costs
5%
$ 1.15/ft + Time and Materials (fully burdened hourly rate, billed in 15 minute increments, + cost of materials and equipment)
$176.00
$ 300.00 (requires guaranteed funds)
1.5 times month avg
PUBLIC WORKS
FEE
No Charge
$158.00
Fully burdened hourly rate, billed in 15 minute increments, of all staff involved plus any outside costs. Fee will be refunded if meter found to be defective.
MASTER FEE SCHEDULE
Water Meter Size or *Water Capacity PROPOSED FEE
Customer Class 612-2560.46860 Adj. by ENR
Effective 7/1/25-
7/25/26 Effective 7/26/26
Effective
7/1/25-
7/25/26
Effective
7/26/26
5/8″ x 3/4″ $1,585.00 $1,624.00 $6,378 | $6,534
1-inch $3,988.00 $4,085.00 $15,946 | $16,335
1-1/2 inch $7,976.00 $8,170.00 $31,892 | $32,670
2-inch $12,681.00 $12,990.00 $51,100 | $52,346
3-inch $23,827.00 $24,408.00 $96,046 | $98,388see "FEE"Column 4-inch $39,780.00 $40,750.00 $159,581----------
$163,472
6-inch $79,458.00 $81,395.00 $319,161----------
$326,943
8-inch $127,112.00 $130,211.00 $512,774----------
$525,276
10-inch $182,743.00 $187,199.00 $739,404----------
$757,432
12-inch $262,201.00 $268,594.00 $1,063,981--------
$1,089,923
Residential:
Single Dwelling (per unit) $3,034.00 $3,108.00 $1,585.00 $1,624.00 $6,378 | $6,534 Multi Family (2-4 units) (per unit) $3,034.00 $3,108.00 $1,585.00 $1,624.00 $6,378 | $6,534 Apartment/Mobile Home (per unit) $1,979.00 $2,027.00 $1,585.00 $1,624.00 $6,378 | $6,534 *Sewer Capacity – Non Residential: Average gallons per day @ $14.70, $15.10 effective 7/26/26, per gallon *Water Capacity – Residential/Multi Family/Apartment/Mobile Home: If meter size greater than 5/8” x 3/4" charge by meter size
DESCRIPTION ACCT CODE PROPOSED FEE
MARINA FEES:
Credit Check Fee (Non-refundable. Fee includes staff
time to process)
631-2410.44830 $44.00
Open berths (length of boat, all overhangs included, or berth, whichever is greater) per month. Does not
include electric power.
631-2410.44830 $6.50
Covered berth (length of boat, all overhangs included,
or berth, whichever is greater) per month. Does not
include electric power.
631-2410.44830 $8.00
Electric Sub Meter charge/month, at PG&E prevailing
rates for the type of service, adjusted for time of year. 631-2410.44830 no change
Skiff berths: Open boat only. Maximum length
overall (LOA) with all extensions, including outboard
motor in the stored (up) position.
631-2410.44830
Maximum 18' and less LOA/month $52.00
Late Payment Fee (Payments received after the 15th
of the month) no change
Kayak Facility Use/month 631-2410.47010 $31.00
$50.00
10% of Statement/$10.00 minimum
$30.00
MARINA
FEE
$25.00/ea
$6.30/ft/mo
$7.90/ft/mo
WATER & SEWER FACILITY RESERVE FEES
The three components for capacity charges (connection, annex, and storage) are combined into one charge (612-2560.46860) in order to improve administration and reduce the complexity of capacity charge development and implementation. Sewer connection fees are reported in 622-2570.46810. Water Storage Fees, Water Service District Annexation Fees and Water and Sewer Connection Fees will be adjusted using the “Engineering News Record Cost of Construction Index”. The Treated Water Capacity charge (612-2560.46862) was adopted and effective May 14,2024 per Reso. 2024/64 for new development's purchase of capacity in the Brackish Water Desalination Facility.
Treated Water Capacity
612-2560.46862
*Sewer Connection
622-2570.46810
Charge at PG&E established rates per kwh for the type of service, adjusted for time of year
MASTER FEE SCHEDULE
DESCRIPTION ACCT CODE PROPOSED FEE
Live aboard fees/month 631-2410.44830 $180.00
$61.00
Transient overnight vessels: 631-2410.44830
Vessels less than 45'/night $25.75
Over 45’ and commercial $36.00
Dock boxes/month 631-2410.47010 $8.00
Lien sale filing fee 631-2410.47010 $263.00
Vessel chaining (impound) fee - each occurrence 631-2410.47010 $225.00 Vessel de-watering (pumping) fee. First pumping is
free; thereafter, charge is $150.00/hour + Materials &
Equipment.
631-2410.47010 $249.00
Labor fee for re-tying, moving, towing, salvaging,
repairing, installing, removing, cleaning, etc., per hour (in ½ hour minimum increments)
no change
Electronic Key/PIN Code fee (Non-Refundable) 631-2410.47010 $25.00 Boat Launch Fees (per reso 2011/75): Daily rate 631-2410.46030 $5.00 Annual pass (January – December) 631-2410.46030 $100.00 Specials:
The Public Works Director may offer discounted
promotional fees of a limited duration depending on
availability
DESCRIPTION ACCT CODE PROPOSED FEE
Senior Center Membership *fee waiver available
Antioch Resident annual fee* 219-4410.46135 no change
Non-Resident annual fee* 219-4410.46135 no change
Activity/Facility Rental Fees: Activity/Facility
Rental Fees are set to cover all direct costs and indirect costs as approved in the Fee and Pricing
Various no change
Policy including but not limited to instructors, staff, materials, contracted services, and necessary overhead. no change Activity withdraw/refund service charge Various no change Late fee for not picking up children at scheduled
release time (10 min. grace period) - $10.00 per 5
minute interval per child
no change
FACILITY USE DEPOSITS, LATE FEES, AND
CONTRACT MODIFICATION FEES:
Facility Deposit – Dining Capacity 71 and above
(refundable at 100% compliant) 219-0000.22000 no change Facility Deposit – Dining Capacity 70 and below
(refundable at 100% compliant) no change
Alcohol Consumption/Youth Event/Police Response
Deposit (refundable at 100% compliant) no change
Alcohol/ Bounce House Use Permit – Outdoor Picnic
Areas/Group Use (non-refundable) $30.00
Alcohol Use Permit-Indoor Facilities/Private, Group,
Organization Use (non-refundable) no change
$27.00
$200.00
$500.00
$200.00
$500.00
$30.00
Fees set to cover costs as approved in the Fee and Pricing Policy
For Activity Fees Only - $10.00 or 10%, whichever is
higher, added for non-resident participation and non-
AUSD participation
$10.00
$10.00
RECREATION AND COMMUNITY SERVICES
FEE
$20.00
Time and Materials (Fully Burdened Hourly Rate, billed in 15 minute increments)
$10.00
$5.00
$100.00
$5.00
$220.00
$150.00
$150.00/hour + Materials and Equipment
FEE
$175.00
each additional person – $ 60.00
$25.00
$35.00
MARINA
MASTER FEE SCHEDULE
DESCRIPTION ACCT CODE PROPOSED FEE
FACILITY USE DEPOSITS, LATE FEES, AND
CONTRACT MODIFICATION FEES (Cont.):
Security Guard (non-refundable)* no change
*All events serving any type of alcohol require security guards. All youth events (age 12-21) require security guards.
Refer to Rental Policies and Procedures for the number of security guards required.
Contract Modification
7 Days After Contract Approval no change
Less Than 14 Days Prior to Event no change
Modification is not available less than 7 days
Late Fee for Unpaid Balance per the Contract
Schedule no change
Event/Contract Cancellation Fee no change
Deposits, alcohol permits, security guards, late fees
and contract modification fees apply to all Recreation
facilities and designated programs.
Non-Profit* Discount for the Following Facilities:
Antioch Community Center Multi-Use Rooms no change
Antioch Water Park Multi-Use Room
Nick Rodriguez Community Center/ Senior Center
*Must provide proof of IRS Designation as 501 (c)
(3) Or public agency
City of Antioch Employee Discount for the
Following Facilities: no change
Antioch Community Center Multi-Use Rooms 219-4495.44810 Antioch Water Park Community/Multi-Use Room 219-4630.44810 Nick Rodriguez Community Center/Senior Center 219-4410.44810 Must be a current Full-Time City Employee Nick Rodriguez Community Center NRCC)/Senior
Center Fees: 219-4410.44810
Theater per hour** no change
Green Room no change
Multi-Use Room per hour no change
10 Hour Rate no change
Podium no change
Screen and Projector Per Day no change
Screen Only Per Day no change
Microphone and Speaker Per Day no change
Arts & Crafts Room per hour (NRCC) no change
Conference Room per hour no change
Classroom per hour no change
Physical Fitness Room per hour no change
Technician per hour (4 hour minimum) no change
Grand Piano Rental:
1 Day no change
2 Days no change
Each additional day no change
**For long-term productions contact the Recreation
Department
$61.00
$85.00
$119.00
$49.00
$23.00
$18.00
$62.00
$62.00
$62.00
$62.00
$127.00
$62.00
$127.00
$1,143.00
$23.00
$47.00
20% discount off of the room rental rate
25% discount off of the room rental rate
$75.00
$100.00
$100.00
$ 75.00 plus additional penalties outlined in contract schedule of payment
RECREATION AND COMMUNITY SERVICES
FEE
Fees to be paid directly to City’s approved security vendors
MASTER FEE SCHEDULE
DESCRIPTION ACCT CODE PROPOSED FEE
Nick Rodriguez Community Center NRCC)/Senior
Center Fees (Cont.):
Mno Grant Dining Hall Per Hour no change
10-Hour Rate no change
Podium no change
Screen and Projector Per Day no change
Screen Only Per Day no change
Microphone and Speaker Per Day no change
Arts and Crafts Room Per Hour (Senior Center) no change Riverview Room Per Hour no change
Antioch Community Center Fees: 219-4495.44810
San Joaquin Community Hall - Full Ballroom
Monday – Thursday per hour no change
Friday- Sunday – Per hour/10 hour rate no change
Sunday Special, 3:00pm-11:00pm no change
Lobby per hour, Full Ballroom option only no change
San Joaquin Community Hall – Half Ballroom
Monday – Thursday per hour no change
Friday, Sunday – Per hour/10 hour rate no change
San Joaquin Community Hall One Fourth Ballroom
Monday – Thursday per hour no change
Friday, Sunday – Per hour/10 hour rate no change
West Island Room per hour no change
Gymnasium – For Non-Sport Uses
Full-day rental only up to 12 hours no change
Amphitheatre
Per Hour no change
Companion use with Community Hall per hour; two
hour minimum no change
Arbor Use Per Day no change
Full Service Catering Kitchen
With Community Hall One Time Fee no change
Individual Rental Per Hour no change
Ballroom Projector and Screen Per Day no change
Ballroom Screen Only Per Day no change
West Island Projector and Screen Per Day no change
West Island Screen Only Per Day no change
Podium Per Day no change
Portable Bar Per Day no change
Regular Microphone Per Day no change
Wireless Microphone Per Day no change
Athletic Fields Fees: 219-4450.46131
Day Use - 1 hour minimum
Night Use – 2 hour minimum
Facility Closure Fee
Cancellation Fee - 30 day notice no change
Cancellation Fee - Less than 30 days notice no change
Cancellation - Administrative Fee no change
Security Deposit (per field) *also applies to
Neighborhood Parks for organized sports uses. 219-000.22000 $100.00 $15 for every 15 minutes after the end time for field use $35.00
$100.00
$35.00
$150.00
$23.00
$37.00
$15.00
$19.00
$118.00
$59.00
$86.00
$29.00
$59.00
$26.00
$4,113.00
$149.00
$111.00
$111.00
$166.00/$1,491.00
$87.00
$102.00/$914.00
$83.00
$245.00
$293.00/$2,633.00
$1,325.00
$86.00
$139.00
$23.00
$18.00
$62.00
$75.00
RECREATION AND COMMUNITY SERVICES
FEE
$127.00
$1,143.00
$23.00
$47.00
MASTER FEE SCHEDULE
DESCRIPTION ACCT CODE PROPOSED FEE
Athletic Fields Fees (Cont.):
City Park
Adult – Day Use Per Hour no change
Youth – Day Use Per Hour no change
Adult & Youth – Night Use (includes lights) Per
Hour no change
Community Park
Adult – Day Use Per Hour no change
Youth – Day Use Per Hour no change
Adult & Youth – Night Use (includes lights) Per
Hour no change
Turf Fields 219-4450.46134
Adult – Day Use Per Hour no change
Youth – Day Use Per Hour no change
Adult – Night Use (includes lights) Per Hour no change
Youth – Night Use (includes lights) Per Hour no change
Memorial Field 219-4450.46138
Adult – Day Use Per Hour no change
Youth – Day Use Per Hour no change
Adult & Youth – Night Use (includes lights) Per
Hour no change
Neighborhood Park Fields
Adult – Day Use Only Per Hour no change
Youth – Day Use Only Per Hour no change
Antioch Community Center Gymnasium
Sports Use Fees: 219-4495.44810
Half (½) Gym
Adult Use Per Hour no change
Youth Use Per Hour no change
Full Gym
Adult Use Per Hour no change
Youth Use Per Hour no change
Adult Saturday/Sunday no change
Youth Saturday/Sunday no change
Scoreboard Rental Per Day no change
Basketball Shot Returner no change
Security Deposit 219-0000.22000 no change
Antioch Community Center Gymnasium
Birthday Party Package:
Saturday/Sunday (2 hours) no change
Grand Plaza Picnic Area add-on (per hour; 2-hour
max) no change
Security Deposit no change
Antioch Water Park Fees:
Daily Admission – Weekend/Holidays 219-4630.46110 no change Daily Admission - Weekday no change
Daily Admission - After 4:00 pm no change
Active Military with current ID no change
Seniors Adults 62 and older no change
Antioch Resident Season Pass 219-4630.46112 no change
$18.00
$16.00
$10.00
$10.00
$10.00
$80.00
$400.00
$30.00
$200.00
$93.00
$78.00
$29.00
$50.00
$250.00
$44.00
$37.00
$68.00
$54.00
$48.00
$28.00
$18.00
$63.00
$98.00
$85.00
$28.00
$19.00
$40.00
$30.00
$67.00
$78.00
RECREATION AND COMMUNITY SERVICES
FEE
$28.00
$18.00
$55.00
MASTER FEE SCHEDULE
DESCRIPTION ACCT CODE PROPOSED FEE
Antioch Water Park Fees (Cont.):
Antioch Resident Season Pass – Early Discount
Purchased before Opening Day 219-4630.46112 no change
Non-Resident Season Pass 219-4630.46124 no change
Non-Resident Season Pass – Early Discount
Purchased before Opening Day 219-4630.46124 no change
Group Rates
Weekend – 10 or more no change
Weekday – 10 or more no change
Weekday – 50 or more no change
Weekend with water park multi-use room rental no change Complete Park Buy-Out Private Use (3 hour
minimum) 219-4630.46122 no change
Boulder Cove Per Hour 219-4630.46122 no change
Prewett Peak Per Hour no change
Sport Pool Per Hour no change
Tad Pool Per Hour no change
Cattail Harbor Spray Ground no change
Lap/Lesson Pool Per Hour no change
Discount for Recurring Pool Rentals for Swim
User Groups no change
*Must be non-profit and book more than 10 dates to
qualify
Deposits, late fees and contract modification fees
apply
Buy-Out Deposit no change
(refundable at 100% compliant)
219-4630.44810
Multi Use Room with Patio per hour no change
-May 15th to September 15th per hour/10 hour no change
Projector and Screen Per Day no change
Screen Only Per Day no change
Podium Per Day no change
Microphone and Speaker Per Day no change
Portable Bar Per Day no change
Picnic Area Reservations:
Group picnic areas are available at several city parks.
These group picnic areas may be reserved or used on a
first-come, first-serve basis, when available.
Organized community events must complete a Special
Event Application.
Alcohol/Bounce House Use Permit Required (non-
refundable). Refer to page 17.
$23.00
$23.00
$18.00
$37.00
Antioch Water Park Community Multi-Use Room
Fees:
$147.00
$165.00/$1,485.00
$47.00
50%
$500.00
$247.00
$247.00
$210.00
$210.00
$247.00
$16.00
$14.00
$13.00
$14.00
$860.00
$339.00
RECREATION AND COMMUNITY SERVICES
FEE
$65.00
$97.00
$77.00
MASTER FEE SCHEDULE
DESCRIPTION ACCT CODE PROPOSED FEE
Picnic Area Reservations (Cont.):
Jensen Family Picnic Grove Fees:
Three picnic areas are available to rent on a daily
basis. Applicants may reserve any combination of
picnic areas that fit their needs. (All areas combined will accommodate 160 guests)
Area 4, Capacity 40
Full Day (8am to dusk) no change
Area 3, Capacity 50
Full Day (8am to dusk) no change
Area 2, Capacity 70
Full Day (8am to dusk) no change
Neighborhood Park Picnic Fees:
Group Picnic Sites (per table; includes reserved
signage. Not available at all parks.) no change
Picnic Tables (for 2 tables) no change
Prewett Park Outdoor Grand Plaza Fees:
Plaza Area – Capacity 120 219-4495.44810
Per Hour, 2 Hour Minimum no change
Full Day (8am to dusk) no change
DESCRIPTION ACCT CODE PROPOSED FEE
Business License Application Fee 100-1250.41150 $34.00
Business License Renewal Fee 100-1250.41150 $23.00
Business License Certificate Reprint Fee 100-1250.47010 no change Business License Stickers on vehicles, taxicabs 100-1250.47010 no change Processing of Criminal Complaint 100-1250.41140 no change Drainage Fee Processing of Total Districts:
D-55 no change
D-56 no change
J-29 no change
D-29 no change
DA-130 no change
Fire Protection Fees, % of revenue 100-1250.46400 no change COBRA Administration fees, % of premium 100-1250.46400 no change Returned or rejected items charges 100-1250.47010 $65.00 Staff Time Fully Burdened Hourly Billable Rates Various see "FEE" column Block Party Permit no change
Board of Administrative Appeals Fee 100-1250.46400 $887.00 Appeal to Planning Commission 100-1250.46400 $1,286.00
Appeal to City Council of Commission Decision 100-1250.46400 $713.00 $ 50.00 – refundable if appeal successful
$ 920.00 per appeal (non-refundable)
$ 2,340.00 per appeal (non-refundable); Deposit Project – charge fully burdened hourly rates, billed in 15 minute increments, for all staff time involved
½ of 1%
1%
2%
$51.00
As outlined in User Fee Study report on file in the Finance Dept, billed in 15 minute increments
Deposit for barricades
$11.00 – waived if renewed on-line by due date only
$ 11.00 (on certificate paper)
$ 6.00 each
staff time, attorneys’ fees and court costs
100-1250.46400
½ of 1%
½ of 1%
½ of 1%
½ of 1%
$49.00
$221.00
MISCELLANEOUS
FEE
$31.00
$100.00
$25.00
$40.00
$55.00
$72.00
RECREATION AND COMMUNITY SERVICES
FEE
MASTER FEE SCHEDULE
DESCRIPTION ACCT CODE PROPOSED FEE
Citation Appeals Fee (pursuant to Section 1-5.05 of AMC) no change Release of Special Assessment Lien Various $146.00
Lien Processing Charge Various $168.00
Delinquent charges will be assessed on unpaid
invoices over 30 days, % Of unpaid amount no change
Other Service Charges
Agenda Mailing/year 100-1140.47010 eliminate
Minutes Mailing/year 100-1140.47010 eliminate
Business License List – current active listing, per list 100-1250.47010 $69.00 Business License Labels 100-1250.47010 eliminate
New Business List – per month 100-1250.47010 $69.00
New Business List – prepaid for year 100-1250.47010 $69.00 Master Fee Resolution 100-1250.47010 $23.00
Financial Reports 100-1220.47010 $50.00
City Budget 100-1250.47010 $50.00
Candidate Filing Fee 100-1140.47010 no change
Initiative Fee 100-1140.47010 no change
Copies - letter/legal size: Various
Four pages or less no change
Five pages or more no change
Copies – FPPC reports 100-1140.47010 no change
Electronic File Copy (Audio/Video/CD/DVD/USB) Various no change GIS maps - plain paper 573-1435.46010 $64.00
GIS maps - glossy paper 573-1435.46010 $64.00
Document Certification - per document Various no change Records & Information Research Various no change
(not subject to the Public Records Act or subpoena)
Council Chambers
Governmental Uses:
Audio/Visual Technician & equipment rental rate/hour no change Room Use per hour $350.00
Deposit (refunded after walk-thru to verify clean and
no equipment is missing) no change
Special Event/Assembly/Parade Application Fee $481.00
Less than 30 days notice (dependent on staff capacity) $481.00 Less than 14 days notice (dependent on staff capacity) $481.00 Special Event Staff Costs*
*waived for City-Supported events
Various no change
No Parking Signs* (per sign) $10.00
Key Deposit no change
Parade Permit
$3,001.00
$ 1,435 fee plus the actual cost of staff involved and any outside costs (if approved)
219-1195.44820$225.00
$300.00
Fully burdened hourly cost of staff, billed in 15 minute increments, involved for services directly related to event, such as posting signage, site clean-up, and field preparation. $5.00
$50.00
Actual cost paid to technician by renter of Council Chambers $293.00
$500.00
$150.00
$ 0.10 per page
$11.00 per device
$42.00
$52.00
$22.00
Fully burdened hourly cost, billed in 15 minute increments, of staff involved
$22.00
$ 25.00 – limited by State law
$200.00 - Fee to be refunded to filer if, with one year of the date of filing notice of intent, the elections office certifies the sufficiency of petition
free
$ 0.20 per page ($1 minimum)
$52.00
$79.00
$6.00
$63.00
$8.00
$22.00
$ 135 per release plus additional fees from other agencies $270.00 plus additional fees from other agencies
5% of unpaid amount
$50.00
$50.00
MISCELLANEOUS
FEE
Deposit equal to amount of fine
MASTER FEE SCHEDULE
no changeRequirements to qualify for the senior discount are as follows:
1. Sixty-two (62) years of age or older and total household income of no more than the very low income limits for 1 person tied to the Oakland- Fremont area as established by the U.S. Department of Housing and Urban Development Program Income Limits. Household income includes Social Security and all retirement benefits. In the case of a husband and wife, it is the total yearly amount of income earned; OR
2. Disabled as established by the Social Security Administration Supplemental Income Program for the aged, blind, and disabled.
PROPOSED FEE
MISCELLANEOUS
Senior Discounts are offered for the following:
1. Waiver of the monthly water service charge (for accounts with established discount prior to April 26, 2011)
2. 50% discount on dog licenses (with proof of discount from Republic Services)
3. Garbage service (application mailed directly to Republic Services for consideration)
City of Antioch , CA
User Fee Study
May 15, 2026
i Comprehensive User Fee Study
TABLE OF CONTENTS
TABLE OF CONTENTS ................................. ................................................... ............. i Executive Summary ................................. ................................................... .............. 1 User Fee Background ............................... ................................................... ............. 2 Background .................................................................................................................................................. 2 California User Fee History .......................................................................................................................... 2 Additional Policy Considerations ................................................................................................................. 3 Study Objective ................................... ................................................... ................. 4 Scope of the Study ....................................................................................................................................... 4 Aim of the Report......................................................................................................................................... 5 Project Approach and Methodology .................. ................................................... ...... 6 Conceptual Approach................................................................................................................................... 6 Fully Burdened Hourly Rates........................................................................................................................ 6 Summary Steps of the Study ........................................................................................................................ 7 Allowable Costs ............................................................................................................................................ 7 Methodology ................................................................................................................................................ 8 Quality Control/Quality Assurance .............................................................................................................. 8 Reasons for cost increases/decreases over current fees............................................................................. 8 City Staff Contributions ................................................................................................................................ 9 Antioch User Fees ................................. ................................................... .............. 10 Cost Recovery............................................................................................................................................. 10 Subsidization .............................................................................................................................................. 10 Impact on Demand (Elasticity) ................................................................................................................... 11 Summary .................................................................................................................................................... 11 Police ............................................ ................................................... .................... 12 Analysis ...................................................................................................................................................... 12 Animal Services ................................... ................................................... ............... 13 Analysis ...................................................................................................................................................... 13 Planning .......................................... ................................................... .................. 14 Analysis ...................................................................................................................................................... 14 Building .......................................... ................................................... ................... 15
ii Comprehensive User Fee Study
Analysis ...................................................................................................................................................... 15 Code Enforcement .................................. ................................................... ............ 16 Analysis ...................................................................................................................................................... 16 Public Works ...................................... ................................................... ................ 17 Analysis ...................................................................................................................................................... 17 Water ............................................. ................................................... .................. 18 Analysis ...................................................................................................................................................... 18 Sewer.............................................. ................................................... .................. 19 Analysis ...................................................................................................................................................... 19 Marina ............................................ ................................................... .................. 20 Analysis ...................................................................................................................................................... 20 Recreation and Community Services ................. ................................................... .... 21 Analysis ...................................................................................................................................................... 21 Miscellaneous ..................................... ................................................... ............... 22 Analysis ...................................................................................................................................................... 22 Appendix A – Total Allowable Cost to be Recovered . ................................................. 2 3 Appendix B –Fully Burdened Hourly Rates ........... ................................................... .. 24 Appendix C – Cost Recovery Analysis ............... ................................................... ..... 27
1 Comprehensive User Fee Study
Executive Summary
The City of Antioch engaged Willdan Financial Services (Willdan) to determine the full costs incurred by the City to support the various activities for which th e City charges user fees. Due to the complexity an d the breadth of performing a comprehensive review of fee s, Willdan employed a variety of fee methodologies to identify the full costs of individual fee and pr ogram activities. This report and the appendices h erein identify 100% full cost recovery for City services. Appendix C details the full cost and suggested fees as determined through discussion with departmental sta ff. The recommended fees identified herein are either at or less than full cost recovery.
2 Comprehensive User Fee Study
User Fee Background
Background
As part of a general cost recovery strategy, local governments adopt user fees to fund programs and services that provide limited or no direct benefit to the co mmunity as a whole (“User Fees”). As cities strugg le to maintain levels of service and variability of deman d, they have become increasingly aware of subsidies provided by the General Fund and have implemented c ost-recovery targets. To the extent that governments use general tax monies to provide indiv iduals with private benefits, and not require them to pay the full cost of the service (and, therefore, receive a subsidy), the government is limiting funds that may be available to provide other community-wide benefits. In effect, the government is using community funds to pay for private benefits. Unlike most revenue sources, cities have more control over the level of user fees they charge to recover costs, or the subsidies they can institute.
Fees in California are required to conform to the s tatutory requirements of the California Constitutio n, Proposition 218, Proposition 26, and the California Code of Regulations. The Code also requires that the City Council adopt fees by either ordinance or resolution, and that any fees in excess of the estimated total cost of rendering the related services must be appr oved by a popular vote of two-thirds of those elect ors voting because the charge would be considered a tax and not a fee. There are no fees suggested to be s et above the cost of service and as such a public vote is not required.
California User Fee History
Before Proposition 13, in times of fiscal shortages, California cities were able to raise property taxes, which funded everything from police and recreation to dev elopment-related services. However, this situation changed with the passage of Proposition 13 in 1978.
Proposition 13 established the era of revenue limitation in California local government. In subsequent years, the state saw a series of additional limitations to local government revenues. Proposition 4 (1979) defined the difference between a tax and a fee: a fee can be no greater than the cost of providing the service; and Proposition 218 (1996) further limited the impositi on of taxes for certain classes of fees. As a resul t, cities were required to secure a supermajority vote in ord er to enact or increase taxes. Due to the threshold s needed to increase local taxes, cities have less co ntrol and very few successful options for new reven ues.
The State of California took a series of actions in the 1990’s and 2000’s to improve the State’s fiscal situation, at the expense of local governments. In 2004-05, th e Educational Revenue Augmentation Funds (“ERAF”) take-away of property taxes and the reduction of Vehicle License Fees further reduced local tax revenues.
In addition, on November 2, 2010, California voters approved Proposition 26, the “Stop Hidden Taxes Initiative”, which is aimed at defining “regulatory fees” as a special tax rather than a fee, thus req uiring approval by two-thirds vote of local voters. These regulatory fees are typically intended to mitigate the societal and environmental impacts of a business or person’s activities. Proposition 26 contains seve n categories of exceptions. The fees analyzed as par t of a user fee study typically fall under categori es one through five consisting of charges for specific ben efits, government service, regulatory need, for use of government property, or a fine/penalty.
3 Comprehensive User Fee Study
Additional Policy Considerations
State regulations require that municipalities update their fee schedules to reflect the actual costs of certain public services primarily benefiting users. User fe es recover costs associated with the provision of s pecific services benefiting the user, thereby typically reducing the use of General Fund monies for such purposes.
In addition to collecting the direct cost of labor and materials associated with processing and administering user services, it is common for local governments t o recover reasonable support costs. Support costs are those costs relating to a local government’s centra l service departments that are allocable to the loc al government’s operating departments. Central service s support cost allocations were incorporated using the resulting indirect overhead percentages determi ned through the City’s cost allocation plan. A cost allocation plan identifies the central service functions of the City such as Finance, City Manager, and Human Resources and allocates their cost to the departmen ts and funds of the City that they support. This pl an was used in the user fee study to account for the b urden placed upon central services by the operating departments in order to allocate a proportionate share of central service cost through the study.
As labor effort and costs associated with the provision of services fluctuate over time, a significant element in the development of any fee schedule is that it h as the flexibility to remain current. Therefore, i t is recommended that the City include an inflationary f actor in the resolution adopting the fee schedule t o allow the City to annually increase or decrease the fees by changes in a pre-approved inflationary index, as described below. However, such inflationary increas es shall not exceed the reasonable estimated cost o f providing the services each year.
The City may employ many different inflationary fac tors. The most commonly used inflator is some form of the Consumer Price Index (CPI) as it is widely w ell known and accepted. A similar inflator is the implicit price deflator for GDP, which is much like the CPI except that while the CPI is based on the same “bas ket” of goods and services every year, the price deflato rs’ “basket” can change year to year. Since the pr imary factor for the cost of a City’s services is usually the costs of the personnel involved, tying an infl ationary factor that connects more directly to the personnel costs can also be suitable if there is a clear method, or current practice of obtaining said factor.
Each City should use an inflator that they believe works the best for their specific situation and nee ds but cannot rely solely on the CPI increase as it is incumbent upon each agency to ensure the amount of the fees charged does not exceed the reasonable estimated costs of providing the services. It is also recommended that the City perform this internal review annually with a comprehensive review of services and fees performed every five years, which would include add ing, amending, or removing fees for programs/services.
4 Comprehensive User Fee Study
Study Objective
As the City of Antioch seeks to efficiently manage limited resources and adequately respond to increas ed service demands, it needs a variety of tools. A user fee study provides assurance that the City has the best information and the best resources available to mak e sound decisions, fairly and legitimately set fees , maintain compliance with state law and local polici es, and meet the needs of the City administration a nd its constituency. Given the limitations on raising revenue in local government, the City recognizes th at a user fee Study is a very cost-effective way to understand the total cost of services and identify potential fee deficiencies. Essentially, a user fee is a payment for a requested service provided by a local governm ent that primarily benefits an individual or group.
The total cost of each service included in this ana lysis is based on the full cost of providing City s ervices, including direct salaries and benefits of City staff, direct departmental costs, and indirect costs from central service support. This study determines the full co st recovery fee for the City to provide each servic e; however, each fee is set at the City’s discretion, up to 100% of the total cost, as specified in this report.
The principal goal of the study was to help the Cit y determine the full cost of the services that the City provides. In addition, Willdan established a series of additional objectives including:
Developing a rational basis for setting fees
Identifying subsidy amount, if applicable, of each fee in the model Ensuring compliance with State law
Developing an updatable and comprehensive list of fees Maintaining accordance with City policies and goals
The study results will help the City better underst and its true costs of providing services and may se rve as a basis for making informed policy decisions regard ing the most appropriate fees, if any, to collect f rom individuals and organizations that require individualized services from the City.
Scope of the Study
The scope of this study encompasses a review and ca lculation of the user fees charged by the following Antioch departments and fee groups:
Animal Services
Planning
Building
Code Enforcement
Police
Public Works
Water
Sewer
Marina
Recreation and Community Services
Miscellaneous
The study involved the identification of existing a nd potential new fees, fee schedule restructuring, data collection and analysis, orientation and consultati on, quality control, communication and presentation s, and calculation of individual service costs (fees) or program cost recovery levels.
5 Comprehensive User Fee Study
Aim of the Report
The user fee study focused on the cost of City serv ices, as City staff currently provide them at exist ing, known, or reasonably anticipated service and staff level needs. This report provides a summary of the study results, and a general description of the approach and methods Willdan and City staff used to determin e the recommended fee schedule. The report is not int ended to document all of the numerous discussions throughout the process, nor is it intended to provi de an influential dissertation on the qualities of the utilized tools, techniques, or alternative approaches.
6 Comprehensive User Fee Study
Project Approach and Methodology
Conceptual Approach
The basic concept of a user fee study is to determine the “reasonable cost” of each service provided by the City for which it charges a user fee. The full cost of providing a service may not necessarily become the City’s fee, but it serves as the objective basis as to the maximum amount that may be collected.
The standard fee limitation established in Californ ia law for such fees is the “estimated, reasonable cost” principle. In order to maintain compliance with the letter and spirit of this standard, every componen t of the fee study process included a related review. Th e use of budget figures, time estimates, and improvement valuation clearly indicates reliance upon estimates for some data.
Fully Burdened Hourly Rates
The total cost of each service included in this analysis is primarily based on the Fully Burdened Hourly Rates (FBHRs) that were determined for City personnel directly involved in providing services. The FBHRs include not only personnel salary and benefits (see Appendix B ), but also any costs that are reasonably ascribable to personnel. The cost elements that are included in the calculation of fully burdened rates are:
Salaries & benefits of personnel involved
Operating costs applicable to fee operations
Departmental support, supervision, and administration overhead Central service overhead costs allocated through the cost allocation plan An important factor in determining the fully burden ed rate is in the calculation of productive hours f or personnel. This calculation takes the available workable hours in a year of 2,080 and adjusts this fi gure to 1,650 productive or billable hours to account for c alculated or anticipated hours’ employees are invol ved in non-billable activities such as paid vacation, s ick leave, holidays, and other considerations as necessary.
Dividing the full cost, including overhead, of a po sition by the number of productive hours provides t he FBHR.
The FBHRs are then used in conjunction with time es timates, when appropriate for how a service is provided, to calculate a fee’s cost based on the pe rsonnel and the amount of their time that is involv ed in providing each service.
7 Comprehensive User Fee Study
Summary Steps of the Study
The process of the study is straightforward and simple in concept. The following list provides a summary of the study process steps:
Allowable Costs
This report identifies three types of costs that, w hen combined, constitute the fully burdened cost of a service (Appendix A) . Costs are defined as
direct labor, including salary and benefits,
departmental overhead costs, and the City’s
central services overhead, where
departmental and central service overhead
costs constitute support costs. These cost
types are defined as follows:
Direct Labor (Personnel Costs): The
costs related to staff salaries for
time spent directly on fee-related
services.
Departmental Overhead: A
proportional allocation of
departmental overhead costs,
including operation costs such as
supplies and materials that are necessary for the department to function. Central Services Overhead: These costs, as provided via the City’s cost alloca tion plan, represent services provided by those central services departments whose primary function is to support other City departments.
Data Analysis
Department Interviews
Time Estimates
Labor Costs
Cost Allocation Plan
Building Cost Layers
Direct Services
Indirect Services
Department Overhead
City-Wide Overhead
Set Fees
Define the Full Cost of
Services
Set Cost Recovery Policy
8 Comprehensive User Fee Study
Methodology
The three methods of analysis for calculating fees used in this report are the:
Case Study Method (Standard Unit Cost Build-Up Appr oach): This approach estimates the actual labor and material costs associated with providing a unit of service to a single user. This analysis is suitable when City staff time requirements do not vary drama tically for a service, or for special projects wher e the time and cost requirements are easy to identify at the project’s outset. Further, the method is effective in instances when a staff member from one department a ssists on an application, service or permit for another department on an as-needed basis. Costs are estimated based upon interviews with City staff regarding the time typically spent on tasks, a review of available records, and a time and materials analysis.
Program Cost Approach: In some instances, the underlying data is not available or varies widely, leaving a standard unit cost build-up approach impractical. In addition, market factors and policy concerns (a s opposed to actual costs) tend to influence rental based fee levels more than other types of services. Willdan employed a different methodology where appropriate to fit a program’s needs and goals. Typical programmatic approach cases are facility use fees, penalties, and instances where a program cost is divided over the user base to obtain a per applicant cost for shared cost services.
Valuation Based Fees: This method of collection is used when the valuati on of the improvement can be used as a proxy for the amount of effort it would take for City staff to complete the service provided. More specifically, this approach is commonly used for ce rtain User Fees in the Building Division. It is gen erally accepted that as a project’s size scales up, the cost of the project increases, and the amount of effort needed to review and inspect also increases. Using valuati on-based fees provide for a system that can adjust as project sizes scale. Land is not included in the valuation.
Quality Control/Quality Assurance
All study components are interrelated, thus flawed data at any step in the process will cause the ulti mate results to be inconsistent and unsound. The elements of our Quality Control process for user fee calculations include:
Involvement of knowledgeable City staff
Clear instructions and guidance to City staff
Reasonableness tests and validation
Internal and external reviews
Cross-checking
Reasons for cost increases/decreases over current f ees Within the fee tables in Appendix C , the differences are identified between the full c osts calculated through the study and the fee levels currently in e ffect. The reasons for differences between the two can arise from a number of possible factors including:
9 Comprehensive User Fee Study
Previous fee levels may have been set at levels les s than full cost intentionally, based on policy decisions
Staffing levels and the positions that complete fee and service activity may vary from when the previous costs were calculated
Personnel and materials costs could have increased at levels that differed from any inflationary factors used to increase fees since the last study
Costs that this study has identified as part of the full cost of services may not have been accounted for in a previous study
o Departmental overhead and administration costs
o Indirect overhead from the cost allocation plan
Changes in processes and procedures within a department, or the City as a whole Changes in the demand for services in a City may ha ve also changed the staffing or cost structure of departments over time
City Staff Contributions
As part of the study process, Willdan received trem endous support and cooperation from City staff, who contributed and reviewed a variety of components to the study, including:
Budget and other cost data
Staffing structures
Fee and service structures, organization, and descriptions Direct and indirect work hours (billable/non-billable) Time estimates to complete work tasks
Review of draft results and other documentation
A user fee study requires significant involvement o f the managers and line staff from the departments on top of their existing workloads and competing prior ities. The contributions from City staff were criti cal to this study. We would like to express our appreciati on to the City and its staff for their assistance, professionalism, positive attitudes, helpful suggestions, responsiveness, and overall cooperation.
10 Comprehensive User Fee Study
Antioch User Fees
Cost Recovery
The cost recovery models, by department/division fee type, are presented in detail in Appendix C . Full cost recovery is determined by summing the estimated amount of time each position (in increments of minutes or hours) spends to render a service. Time estimate s for each service rendered were obtained through interviews conducted with City staff for each depar tment/division fee included in the study. The resul ting cost recovery amount represents the total cost of p roviding each service. The City’s current fee being charged for each service, if applicable, is provided in this section, as well, for reference.
It is important to note that the time data used to determine the amount of time each employee spends assisting in the provision of the services listed o n the fee schedule is essential in identifying the total cost of providing each service and will differ from City to City depending on staffing, positions involved, experience of staff, the use of consultants, and th e policies and procedures in place for each City.
Specifically, in providing services, a number of em ployees are often involved in various aspects of th e process, spending anywhere from a few minutes to several hours on the service.
The primary goal of this study was to identify the cost of City services, to provide information to he lp the City make informed decisions regarding the actual fee levels and charges. The responsibility of determining the final fee levels is a complicated task. City st aff must consider many issues in formulating recommendations, and the City Council must consider those same issues and more in making the final decisions.
City staff assumes the responsibility to develop sp ecific fee level recommendations to present to the City Council. Unfortunately, there are no hard and fast rules to guide the City, since many of the considerations are based on the unique characteristics of the City of Antioch, and administrative and political discr etion.
However, in setting the level of full cost recovery for each fee, one should consider whether the serv ice solely benefits one end user or the general community.
Subsidization
Recalling the definition of a user fee helps guide decisions regarding subsidization. The general standard is that individuals (or groups) who receive a wholly p rivate benefit should pay 100% of the full cost of the services. In contrast, services that are simply public benefit should be funded entirely by the general fund’s tax dollars. Unfortunately, for the decision makers , some services fall into the range between these t wo extremes.
Further complicating the decision, opponents of fee s often assert that the activities subject to the f ees provide economic, cultural, “quality of life,” or other community benefits that exceed the costs to the City, but it is important to distinguish the difference b etween any purported possible benefits that may be conveyed through the result of activities of the se rvice receiver and the direct benefit being conveye d through the City providing the service to the requestor.
It is recommended the City consider such factors during its deliberations regarding appropriate fee levels.
11 Comprehensive User Fee Study
Of course, subsidization can be an effective public policy tool since it can be used to reduce fees to encourage certain activities (such as to ensure pub lic safety) or allow some people to be able to affo rd to receive services they otherwise could not at the fu ll cost. In addition, subsidies can be an appropria te and justifiable action, such as to allow citizens to rightfully access services, without overburdensome costs.
Despite the intent, it is important for the City an d public to understand that subsidies must be cover ed by another revenue source, typically the General Fund’s other unrestricted funds.
Impact on Demand (Elasticity)
Economic principles of elasticity suggest that increased costs for services (higher fees) will eventually curtail the demand for the services; whereas lower fees may spark an incentive to utilize the services and encourage certain actions. Either of these conditi ons may be a desirable effect to the City. However, the level of the fees that would cause demand changes i s largely unknown. The cost of service study did no t attempt to evaluate the economic or behavioral impa cts of higher or lower fees; nevertheless, the City should consider the potential impacts of these issues when deciding on fee levels.
Summary
City staff is recommending setting user fees at suggested fee amounts as detailed in Appendix C. City and departmental goals, City Council priorities, policy initiatives, past performance, implementation issues, and other internal and external factors should influenc e staff recommendations and City Council decisions. In this case, the proper identification of additional services (new or existing services) and the update to a consistent and comprehensive fee schedule were the primary objectives of this study. City staff has reviewed the full costs and identified the recommended fee levels for consideration by City Council.
The following sections provide background for each department, division, and fee group and the results of this study’s analysis of their fees. For the full list of each fee’s analysis, refer to Appendix C of this report.
12 Comprehensive User Fee Study
Police
The Antioch Police Department is charged with the e nforcement of local, state and federal laws and wit h providing for around-the-clock protection of the li ves and property of the public. The Police Departme nt functions as an instrument of public service and as a tool for the distribution of information, guidance and direction.
Analysis
Willdan individually reviewed the services associat ed with the Police Department. The review also consisted of an evaluation of existing services in an effort to update the fee schedule.
The analysis of Police services relied primarily up on a standard unit cost build-up approach, whereby the reasonable cost of each fee occurrence was determined using staff time involved with providing the service to recover the direct cost of staff and the pro-rata share of departmental costs, including indirect costs for City central services. Willdan then compared the c alculated full cost against the current fee amount to determine, if charged, whether the current fee is r ecovering the costs associated with the requested service. The analysis found that most fees are currently set below the full cost of providing the service. Staff have suggested increasing cost recovery of fees as detailed in Appendix C . As a result, there would be:
An increase for 24 fees;
6 fees would decrease;
29 fees would remain as currently set, and;
The average fee change would be an increase of 24% for current fees.
13 Comprehensive User Fee Study
Animal Services
The City operates an animal shelter for which the P olice Department has oversight. The operations of t he animal shelter are accounted for in a Special Reven ue Fund. A subsidy is provided by the General Fund to the Animal Services Special Revenue Fund to support operations.
Analysis
Willdan individually reviewed the services associated with Animal Services. The review also consisted of an evaluation of existing services in an effort to update the fee schedule.
The analysis of Animal services relied primarily up on a standard unit cost build-up approach, whereby the reasonable cost of each fee occurrence was determined using staff time involved with providing the service to recover the direct cost of staff and the pro-rata share of departmental costs, including indirect costs for City central services. Willdan then compared the c alculated full cost against the current fee amount to determine, if charged, whether the current fee is r ecovering the costs associated with the requested service. The analysis found that current fees are n ot in line with the cost of providing service. Staf f have suggested reasonable fee adjustments to the fee sch edule as detailed in Appendix C. As a result, there would be:
An increase for 16 fees;
64 fees would remain as currently set, and;
The average fee change would be an increase of 2% for current fees.
14 Comprehensive User Fee Study
Planning
The Planning division is the central point for the review and processing of all development applicatio ns, including rezoning, use permits, variances, design review, planned developments, tentative maps, etc. Staff is responsible for assuring compliance with Califor nia Environmental Quality Act (CEQA) and applicable General Plan requirements and provides staff suppor t for the Planning Commission. The planning staff i s also responsible for the long-range planning of the community, including updating the General Plan and the preparation of specific plans for future growth are as and coordinating with the planning activities of surrounding jurisdictions and the County.
Analysis
Willdan individually reviewed the services associated with the Planning Division. The review also consisted of an evaluation of existing services in an effort to update the fee schedule.
The analysis of Planning services relied primarily upon a standard unit cost build-up approach, whereby the reasonable cost of each fee occurrence was determined using staff time involved with providing the service to recover the direct cost of staff and the pro-rata share of departmental costs, including indirect costs for City central services. Willdan then compared the c alculated full cost against the current fee amount to determine, if charged, whether the current fee is r ecovering the costs associated with the requested service. The analysis found that most current fees are not in line with the cost of providing services . Staff have suggested reasonable fee adjustments to the fe e schedule as detailed in Appendix C. As a result, there would be:
An increase for 17 fees;
5 fees would decrease;
1 new SB 330 Preliminary Plan Application fee would be added; 12 fees would remain as currently set, and;
The average fee change would be an increase of 8% for current fees.
15 Comprehensive User Fee Study
Building
The Building Inspection Division inspects all permi tted construction projects within the City which ar e not in the public right-of-way, enforcing standards set in the Building, Plumbing, Electrical, and Mechanical and Municipal codes. This division administers and coll ects development/permit fees charged by the City an d other agencies; maintains the City’s street address system; inspects existing structures/dwelling unit s for health and safety hazards when called upon; enforce s State Accessibility and Energy Efficiency standar ds; and works diligently to enforce minimum standards t o safeguard life, health, property and public welfa re by regulating and controlling the design, construct ion, quality of materials, use and occupancy of all buildings and structures within the City.
Analysis
Willdan individually reviewed the services and prog rams associated with the Building Division. The rev iew also consisted of an evaluation of existing services in an effort to update the fee schedule.
The analysis of Building services relied primarily upon a standard unit cost build-up approach, whereby the reasonable cost of each fee occurrence was determined using staff time involved with providing the service to recover the direct cost of staff and the pro-rata share of departmental costs, including indirect costs for City central services. Willdan then compared the c alculated full cost against the current fee amount to determine, if charged, whether the current fee is r ecovering the costs associated with the requested service. The analysis found that most flat rate fee s are currently set below the full cost of providin g the service. Staff have suggested increasing cost recovery of fees as detailed in Appendix C . As a result, there would be:
An increase for 15 fees;
1 fee would decrease;
4 fees will be variably adjusted;
17 fees would remain as currently set, and;
The average fee change would be an increase of 31%.
In addition to the above referenced fees listed und er Building, the Building Permit fees are also prov ided by this division. For the Building Permit fees, valuation is used as a proxy for measuring the amount of effort needed to provide services on a case-by-case basis. This method is an industry standard widely used by other jurisdictions to evaluate the cost of providi ng service. It is generally understood that the lar ger and more complex a project is, the more time and effort that is required to provide code compliance servic es.
Project valuation also follows that trend, and so b y using a combination of either project valuation o r historical revenue figures along with a multiplier or cost recovery analysis for historical and antici pated future trends, current cost recovery along with var iability in charges due to project type and scale i s determined. The result of the cost analysis complet ed for the Building Permit program found that the program is currently operating at 99% cost recovery based on average annual activity levels from fiscal year 2022 to 2025. Staff is recommending that the fees be increased to 100% cost recovery.
16 Comprehensive User Fee Study
Code Enforcement
The Code Enforcement Division’s mission is to prote ct and enhance the quality of life, health, safety, and welfare of our community. The Division is responsib le for investigating complaints of violations of th e Antioch Municipal Code (AMC) on commercial and residential property including: Zoning/Land Use, Health & Safety, Housing, Building, Electrical, and Plumbing Codes. Enforcement activity is prioritized, with highest priority given to those violations having an immedi ate effect on health, safety, and welfare of the pu blic such as homeless encampments, substandard housing, and unsecured properties.
Analysis
Willdan individually reviewed the services and prog rams associated with the Code Enforcement Division.
The review also consisted of an evaluation of existing services in an effort to update the fee schedule.
The analysis of Code Enforcement services relied pr imarily upon a standard unit cost build-up approach , whereby the reasonable cost of each fee occurrence was determined using staff time involved with providing the service to recover the direct cost of staff and the pro-rata share of departmental costs , including indirect costs for City central services. Willdan then compared the calculated full cost against the current fee amount to determine, if charged, whethe r the current fee is recovering the costs associate d with the requested service. The analysis found that most fees are currently set below the full cost of providing the service. Staff have suggested increasing cost recovery of fees as detailed in Appendix C . As a result, there would be:
An increase for 5 fees;
1 fee would decrease;
8 fees would remain as currently set, and;
The average fee change would be an increase of 56% for current fees.
17 Comprehensive User Fee Study
Public Works
The Public Works Department consists of Administrat ion, Capital Improvements, Channels (NPDES), Engineering and Land Development Services, Faciliti es, Fleet, Marina Operations, Parks and Landscaping , Public Works Inspection, Streets, Signs and Street Lights, Traffic Engineering, Wastewater Collections , Water Treatment and Distribution, the City’s Warehouse & Central Stores Operation, and protects the City’s pre-1914 water rights. The Department is responsibl e for the administration, oversight of the design, construction, inspection, engineering and maintenance of all City infrastructure, as well as the development and implementation of the City’s Five-Year Capital Improvement Program Analysis
Willdan individually reviewed the services associated with the Public Works Department. The review al so consisted of an evaluation of existing services in an effort to update the fee schedule.
The analysis of Public Works services relied primarily upon a standard unit cost build-up approach, whereby the reasonable cost of each fee occurrence was dete rmined using staff time involved with providing the service to recover the direct cost of staff and the pro-rata share of departmental costs, including in direct costs for City central services. Willdan then comp ared the calculated full cost against the current f ee amount to determine, if charged, whether the curren t fee is recovering the costs associated with the requested service. The analysis found that many fees are currently set below the full cost of providin g the service. Staff have suggested increasing cost recovery of fees as detailed in Appendix C . As a result, there would be:
An increase for 19 fees;
54 fees would remain as currently set, and;
The average fee change would be an increase of 8% for current fees.
18 Comprehensive User Fee Study
Water
The Water Distribution Division is responsible for maintaining the City's treated and raw water distribution systems in safe and reliable condition. The system delivers treated water to residential, commercial a nd irrigation customers, and staff work year-round to ensure water quality and service.
Analysis
Willdan individually reviewed the services associated with the Water Division. The review also consisted of an evaluation of existing services in an effort to update the fee schedule.
The analysis of Water services relied primarily upo n a standard unit cost build-up approach, whereby t he reasonable cost of each fee occurrence was determined using staff time involved with providing the service to recover the direct cost of staff and the pro-rata share of departmental costs, including indirect costs for City central services. Willdan then compared the c alculated full cost against the current fee amount to determine, if charged, whether the current fee is r ecovering the costs associated with the requested service. The analysis found that many current fees are below the cost of providing service. Staff has suggested reasonable fee adjustments to the fee sch edule as detailed in Appendix C. As a result, there would be:
An increase for 22 fees;
32 fees would remain as currently set, and;
The average fee change would be an increase of 12% for current fees.
19 Comprehensive User Fee Study
Sewer
The Sewer Collections Division is primarily responsible for maintaining approximately 316.8 miles of sanitary sewer pipelines and 32,396 residential and commerci al sewer lateral connections. In addition to routin e maintenance, the division coordinates specialized s ervices through contracted providers, including roo t foaming, manhole rehabilitation, infiltration contr ol, spot repairs and cleaning of larger trunk lines . Staff also conduct comprehensive inspections using televi sing and archiving technology to monitor the overal l condition of the sewer system infrastructure. This information guides ongoing maintenance, identifies necessary repairs, and supports the development of future Capital Improvement Projects. To ensure public safety, staff provide coverage during alternative w ork shifts and operate a 24-hour standby system to respond promptly to after-hours emergencies.
Analysis
No analysis was made of the Sewer fees, and they are recommended to remain as currently set.
20 Comprehensive User Fee Study
Marina
The Antioch Municipal Marina is a well-equipped, fu ll-service facility designed to meet the needs of b oth transient boaters and long-term tenants. With 310 s lips, guest berthing, shore power, fresh water, cle an restrooms and showers, a gas and diesel fuel dock, and convenient access to parking, the Antioch Marin a offers everything you need for a comfortable and convenient stay.
Analysis
Willdan individually reviewed the services associat ed with the Marina. The review also consisted of a n evaluation of existing services in an effort to update the fee schedule.
The analysis of Marina services relied primarily upon a standard unit cost build-up approach, whereby the reasonable cost of each fee occurrence was determined using staff time involved with providing the service to recover the direct cost of staff and the pro-rata share of departmental costs, including indirect costs for City central services. Willdan then compared the c alculated full cost against the current fee amount to determine, if charged, whether the current fee is r ecovering the costs associated with the requested service. The analysis found that most fees are currently set below the full cost of providing the service. Staff have suggested reasonable fee adjustments to the fe e schedule as detailed in Appendix C. As a result, there would be:
An increase for 14 fees, of which 7 fees would increase by a 3% CPI increase; 5 fees would remain as currently set, and;
The average fee change would be an increase of 25% for current fees.
21 Comprehensive User Fee Study
Recreation and Community Services
Parks and Recreation provides the City's residents recreational, preschool, social and meeting space within the community.
Analysis
Willdan individually reviewed the services associat ed with the Parks and Recreation Department. The review also consisted of an evaluation of existing services in an effort to update the fee schedule.
The analysis of most Parks and Recreation programs encompassed facility rentals and other recreation services. The fee for use of government owned facil ities and property can be set discretionally by the City per Proposition 26 to reduce the cost to the public for related facilities costs, and because there is market availability for facility use elsewhere. The cost of acquisition, maintenance, repair, and upgrade to the City and subsequently the community is partially offset by rental or use fee revenue. As such these fees should be set using the knowledge of activity use for the facilities, policy desires of the City, and market factors when desirable. It is generally accepted that many Community Services programs provide a measure of public benefit to the residents and City as a whole . In addition, cities generally want to ensure that their programs and services remain affordable to the comm unity at large, and that the programs remain competitive with surrounding jurisdictions and private businesses. Therefore, full cost recovery is typically not the primary goal of fee setting. An overall pro gram cost analysis for Parks and Recreation was als o performed and determined that the department is cur rently operating at around 22% cost recovery including indirect support from central services of the City. A time and cost analysis was performed on the fees in the schedule that could have direct staff i nvolvement identified to determine the direct cost for each. Staff have suggested reasonable fee adjustmen ts to the fee schedule as detailed in Appendix C. As a result, there would be:
An increase for 1 fee;
1 fee would decrease;
137 fees would remain as currently set, and;
The average fee change would be a decrease less than 1% for current fees.
22 Comprehensive User Fee Study
Miscellaneous
Miscellaneous fees include Business License fees, Drainage Fee Processing of Total Districts, Appeals, Block Party Permit, Copy fees, Council Chambers rental, and Special Events.
Analysis
Willdan individually reviewed the services associat ed with Miscellaneous fees. The review also consis ted of an evaluation of existing services in an effort to update the fee schedule.
The analysis of Miscellaneous services relied prima rily upon a standard unit cost build-up approach, whereby the reasonable cost of each fee occurrence was determined using staff time involved with providing the service to recover the direct cost of staff and the pro-rata share of departmental costs , including indirect costs for City central services. Willdan then compared the calculated full cost against the current fee amount to determine, if charged, whethe r the current fee is recovering the costs associate d with the requested service. The analysis found that many fees are currently set below the full cost of providing the service as determined in this study. Staff have suggested reasonable fee adjustments as detailed in Appendix C . As a result, there would be:
An increase for 20 fees;
2 fees would decrease;
26 fees would remain as currently set, and;
The average fee change would be an increase of 29% for current fees.
23 Comprehensive User Fee Study
Appendix A – Total Allowable Cost to be Recovered
Below are the total allowable costs that may be rec overed through user fees; however, only a portion o f the total allowable cost is recovered as staff not only works on services related to user fees, but also works on an array of other City functions during the oper ational hours of the City. The direct overhead percentages below are derived by dividing other ope rational costs by salaries and benefits. The indire ct allocation percentages are provided through the cos t allocation plan. The amounts listed below will no t reconcile to City budgets as costs that should not be included in overhead for personnel in the application of determining fully burdened hourly rates were exc luded. Examples of these costs are capital, debt, monetary transfers, contract costs, and other costs that are charged directly to the service requestor.
City of Antioch - User Fee Study
Overhead Rate Calculations
Department
Total Salaries &
Benefits
Department
Operating Cost
Direct
Overhead
%
Indirect
Allocation
%
100: CITY ATTORNEY 1,909,465 72,951 4% 0% 100: CITY CLERK 771,502 96,575 13% 0 % 100: CITY MANAGER 1,418,424 289,191 20% 0% 100: CITY TREASURER 78,961 7,018 9% 0% 100: COMMUNITY DEVELOPMENT 6,655,685 1,297,430 19% 17% 100: FINANCE ACCOUNTING 1,631,840 105,328 6% 0% 100: FINANCE ADMINISTRATION 333,527 63,964 19% 0 % 100: FINANCE OPERATIONS 239,281 122,635 51% 0% 100: POLICE 46,540,641 6,286,257 14% 12% 100: PUBLIC SAFETY & COMMUNITY RESOURCES 1,332,322 778,848 58% 19% 100: PUBLIC WORKS 4,312,868 2,000,675 46% 18% 100: PUBLIC WORKS MAINTENANCE ADM 577,652 265,847 46% 0% 100: PUBLIC WORKS-FACILITIES MAINT 658,781 393,511 60% 0% 214: Animal Services Special Revenue Fund 2,111,094 425,111 20% 11% 219: Recreation Special Revenue Fund 4,498,780 2,093,593 47% 10% 570: Vehicle Maintenance Internal Service Fund 1,115,287 591,356 53% 0% 573: Information Services Internal Service 2,074,864 598,179 29% 0% 611: Water Enterprise Fund 12,483,960 9,489,965 76% 13% 621: Sewer Enterprise Fund 5,017,952 2,488,437 50% 13% 631: Marina Enterprise Fund 357,903 269,913 75% 28%
24 Comprehensive User Fee Study
Appendix B –Fully Burdened Hourly Rates
Below are fully burdened hourly rates (FBHR) of sta ff positions that provide for the services detailed in Appendix C. The FBHRs were used to determine the full cost of each service. They include the salary and benefit costs for each position as well as all appl icable overhead amounts for each position. For any user fee service request that is outside the scope of th e fees detailed in Appendix C, or for services for which there is no fee currently set, the City can charge up to the full cost of the FBHR for personnel involved.
City of Antioch - User Fee Study
Fully Burdened Hourly Rate Calculation
Department Title
Fully Burdened
Hourly Rate
100: FINANCE ACCOUNTING Acct - ACCOUNTANT I $120.09
100: FINANCE ACCOUNTING Acct - ACCOUNTING SPECIALIST I $97.86 100: FINANCE ACCOUNTING Acct - DEPUTY FINANCE DIRECTOR $196.79 100: FINANCE ACCOUNTING Acct - PAYROLL SPECIALIST $116.10 100: FINANCE ACCOUNTING Acct - PAYROLL SPECIALIST II $127.72 100: CITY ATTORNEY CA - Administrative Analyst I $132.50 100: CITY ATTORNEY CA - ASSISTANT CITY ATTORNEY $253.25 100: CITY ATTORNEY CA - CITY ATTORNEY $317.26
100: CITY ATTORNEY CA - DEPUTY CITY ATTORNEY $196.72
100: COMMUNITY DEVELOPMENT CD - ADMINISTRATIVE ANALYST I $178.01 100: COMMUNITY DEVELOPMENT CD - ADMINISTRATIVE ANALYST II $196.49 100: COMMUNITY DEVELOPMENT CD - ASSISTANT COMMUNITY DEVELOPMENT TECHNICIAN $139.37 100: COMMUNITY DEVELOPMENT CD - ASSISTANT PLANNER $165.29 100: COMMUNITY DEVELOPMENT CD - ASSOCIATE COMMUNITY DEVELOPMENT TECHNICIAN $153.30 100: COMMUNITY DEVELOPMENT CD - ASSOCIATE PLANNER $182.46 100: COMMUNITY DEVELOPMENT CD - BUILDING INSPECTION SERVICES MANAGER $270.89 100: COMMUNITY DEVELOPMENT CD - BUILDING INSPECTOR I W/CERT $163.26 100: COMMUNITY DEVELOPMENT CD - BUILDING INSPECTOR II W/CERT $175.55 100: COMMUNITY DEVELOPMENT CD - CODE ENFORCEMENT MANAGER $270.89 100: COMMUNITY DEVELOPMENT CD - Code Enforcement Officer $149.78 100: COMMUNITY DEVELOPMENT CD - Code Enforcement Officer w/ Cert. $157.24 100: COMMUNITY DEVELOPMENT CD - COMMUNITY & ECONOMIC DEVELOPMENT DIRECTOR $331.73 100: COMMUNITY DEVELOPMENT CD - ECONOMIC DEVELOPMENT PROGRAM MANAGER $187.03 100: COMMUNITY DEVELOPMENT CD - PLANNING MANAGER $277.65 100: COMMUNITY DEVELOPMENT CD - PRINCIPAL PLANNER $242.71 100: COMMUNITY DEVELOPMENT CD - SENIOR COMMUNITY DEVELOPMENT TECHNICIAN $168.44 100: COMMUNITY DEVELOPMENT CD - SENIOR ECONOMIC DEVELOPMENT PROGRAM MANAGER $221.25 100: CITY CLERK Clerk - ADMINISTRATIVE ANALYST I $143.60 100: CITY CLERK Clerk - ASSISTANT CITY CLERK $158.50
100: CITY MANAGER CM - ASSISTANT CITY MANAGER $329.64
100: CITY MANAGER CM - CITY MANAGER $416.96
100: CITY MANAGER CM - PRINCIPAL EXECUTIVE ASSISTANT $176.38 100: CITY MANAGER CM - PUBLIC INFORMATION/COMMUNICATIONS OFFICER $178.16 100: FINANCE ADMINISTRATION Fin Admin - FINANCE DIRECTOR $282.01 100: FINANCE OPERATIONS Finance - ACCOUNTING TECHNICIAN $136.10 100: FINANCE OPERATIONS Finance - BUSINESS LICENSE REPRESENTATIVE II $139.14 100: FINANCE OPERATIONS Finance - Customer Service Representative I $104.54 100: FINANCE OPERATIONS Finance - Customer Service Representative II $115.23 100: FINANCE OPERATIONS Finance - FINANCE SERVICES SUPERVISOR $218.54 631: Marina Enterprise Fund Marina - ADMINISTRATIVE ASSISTANT II $175.45 631: Marina Enterprise Fund Marina - ASSISTANT PUBLIC WORKS TECHNICIAN $225.04
25 Comprehensive User Fee Study
City of Antioch - User Fee Study
Fully Burdened Hourly Rate Calculation
Department Title
Fully Burdened
Hourly Rate
100: CITY TREASURER Treasurer - ACCOUNTANT I $122.84
100: CITY TREASURER Treasurer - FINANCE DIRECTOR $257.66 621: Sewer Enterprise Fund Sewer - ACCOUNTING TECHNICIAN $151.79 621: Sewer Enterprise Fund Sewer - ADMINISTRATIVE ANALYST I $215.28 621: Sewer Enterprise Fund Sewer - ADMINISTRATIVE ANALYST II $237.63 621: Sewer Enterprise Fund Sewer - ADMINISTRATIVE ANALYST III $262.30 621: Sewer Enterprise Fund Sewer - ADMINISTRATIVE ASSISTANT II $131.41 621: Sewer Enterprise Fund Sewer - ASSISTANT PUBLIC WORKS TECHNICIAN $168.55 621: Sewer Enterprise Fund Sewer - ASSOCIATE ENGINEERING TECHNICIAN $185.40 621: Sewer Enterprise Fund Sewer - COLLECTION SYSTEMS SUPERINTENDENT $282.46 621: Sewer Enterprise Fund Sewer - COLLECTION SYSTEMS SUPERVISOR $208.31 621: Sewer Enterprise Fund Sewer - COLLECTION SYSTEMS WORKER II $161.06 621: Sewer Enterprise Fund Sewer - COLLECTIONS SYSTEMS WORKER I $146.87 621: Sewer Enterprise Fund Sewer - CUSTOMER SERVICE REPRESENTATIVE I $116.59 621: Sewer Enterprise Fund Sewer - CUSTOMER SERVICE REPRESENTATIVE II $128.51 621: Sewer Enterprise Fund Sewer - DEPUTY PUBLIC WORKS DIRECTOR II $346.55 621: Sewer Enterprise Fund Sewer - EQUIPMENT OPERATOR $161.62 621: Sewer Enterprise Fund Sewer - FINANCE DIRECTOR $399.16 621: Sewer Enterprise Fund Sewer - FINANCE SERVICES SUPERVISOR $243.74 621: Sewer Enterprise Fund Sewer - GENERAL LABORER $113.29 621: Sewer Enterprise Fund Sewer - LEAD COLLECTION SYSTEMS WORKER $176.86 621: Sewer Enterprise Fund Sewer - LEAD CUSTOMER SERVICE REPRESENTATIVE $147.76 621: Sewer Enterprise Fund Sewer - LEAD WAREHOUSE WORKER $168.44 621: Sewer Enterprise Fund Sewer - SENIOR CIVIL ENGINEER $289.53 621: Sewer Enterprise Fund Sewer - SEWER CAMERA TRUCK OPERATOR $169.69 621: Sewer Enterprise Fund Sewer - STREET MAINTENANCE WORKER II $153.38 621: Sewer Enterprise Fund Sewer - WAREHOUSE WORKER II $153.38 621: Sewer Enterprise Fund Sewer - WATER DISTRIBUTION OPERATOR II $164.07 611: Water Enterprise Fund Water - ACCOUNTING TECHNICIAN $179.19 611: Water Enterprise Fund Water - ADMINISTRATIVE ANALYST I $254.14 611: Water Enterprise Fund Water - ADMINISTRATIVE ANALYST III $309.64 611: Water Enterprise Fund Water - ADMINISTRATIVE ASSISTANT II $155.12 611: Water Enterprise Fund Water - ASSISTANT PUBLIC WORKS TECHNICIAN $198.98 611: Water Enterprise Fund Water - ASSOCIATE ENGINEERING TECHNICIAN $218.86 611: Water Enterprise Fund Water - CROSS-CONNECTION CONTROL SPECIALIST II $190.14 611: Water Enterprise Fund Water - CUSTOMER SERVICE REPRESENTATIVE I $137.63 611: Water Enterprise Fund Water - CUSTOMER SERVICE REPRESENTATIVE II $151.70 611: Water Enterprise Fund Water - DEPUTY PUBLIC WORKS DIRECTOR II $409.10 611: Water Enterprise Fund Water - EQUIPMENT OPERATOR $190.79 611: Water Enterprise Fund Water - FINANCE DIRECTOR $471.21 611: Water Enterprise Fund Water - FINANCE SERVICES SUPERVISOR $287.73 611: Water Enterprise Fund Water - GENERAL LABORER $133.74 611: Water Enterprise Fund Water - LABORATORY ASSISTANT I W/ T2-T5 $199.16 611: Water Enterprise Fund Water - LEAD CROSS-CONNECTION CONTROL SPECIALIST $208.79 611: Water Enterprise Fund Water - LEAD CUSTOMER SERVICE REPRESENTATIVE $174.43 611: Water Enterprise Fund Water - LEAD WAREHOUSE WORKER $198.84 611: Water Enterprise Fund Water - LEAD WATER DISTRIBUTION OPERATOR $213.84 611: Water Enterprise Fund Water - SENIOR CIVIL ENGINEER $341.79 611: Water Enterprise Fund Water - SENIOR PUBLIC WORKS TECHNICIAN $240.49 611: Water Enterprise Fund Water - SENIOR WATER TREATMENT PLANT OPERATOR $307.04 611: Water Enterprise Fund Water - STREET MAINTENANCE WORKER II $181.06 611: Water Enterprise Fund Water - WAREHOUSE WORKER II $181.06 611: Water Enterprise Fund Water - WATER DISTRIBUTION OPERATOR I $175.48
26 Comprehensive User Fee Study
City of Antioch - User Fee Study
Fully Burdened Hourly Rate Calculation
Department Title
Fully Burdened
Hourly Rate
611: Water Enterprise Fund Water - WATER DISTRIBUTION OPERATOR II $193.69 611: Water Enterprise Fund Water - WATER DISTRIBUTION SUPERINTENDENT $333.45 611: Water Enterprise Fund Water - WATER DISTRIBUTION SUPERVISOR $245.90 611: Water Enterprise Fund Water - WATER QUALITY ANALYST $339.45 611: Water Enterprise Fund Water - WATER TREATMENT INSTRUMENT TECH. I W/ T2-T5 $218.99 611: Water Enterprise Fund Water - WATER TREATMENT INSTRUMENT TECH. II W/ T2-T 5 & D3-D5 $255.85 611: Water Enterprise Fund Water - WATER TREATMENT MAINT. WORKER I $189.37 611: Water Enterprise Fund Water - WATER TREATMENT MAINT. WORKER I W/ T2-T5 $198.82 611: Water Enterprise Fund Water - WATER TREATMENT MAINT. WORKER II $208.58 611: Water Enterprise Fund Water - WATER TREATMENT MAINT. WORKER II W/ T2-T5 $218.99 611: Water Enterprise Fund Water - WATER TREATMENT PLANT OPERATOR W/ D3-D5 $278.05 611: Water Enterprise Fund Water - WATER TREATMENT PLANT OPERATOR W/ T4 & D3-D 5 $291.20 611: Water Enterprise Fund Water - WATER TREATMENT PLANT OPERATOR W/ T5 & D3-D 5 $304.43 611: Water Enterprise Fund Water - WATER TREATMENT PLANT SUPERINTENDENT $403.92 611: Water Enterprise Fund Water - WATER TREATMENT PLANT SUPERVISOR $339.45 611: Water Enterprise Fund Water - WATER TREATMENT PLANT TRAINEE W/ T2 $252.01 611: Water Enterprise Fund Water - WATER TREATMENT PLANT TRAINEE W/ T2 & D3-D5 $266.11 214: Animal Services Special Revenue Fund Fund 214 Animal - ANIMAL CONTROL OFFICER $106.73 214: Animal Services Special Revenue Fund Fund 214 Animal - ANIMAL SERVICES MANAGER $220.09 214: Animal Services Special Revenue Fund Fund 214 Animal - ANIMAL SERVICES SUPERVISOR $146.74 214: Animal Services Special Revenue Fund Fund 214 Animal - ANIMAL SERVICES TECHNICIAN $91.46 214: Animal Services Special Revenue Fund Fund 214 Animal - DOCTOR OF VETERINARY MEDICINE $300.17 214: Animal Services Special Revenue Fund Fund 214 Animal - OFFICE ASSISTANT $82.98 214: Animal Services Special Revenue Fund Fund 214 Animal - POLICE CHIEF $401.49 214: Animal Services Special Revenue Fund Fund 214 Animal - REGISTERED VETERINARY TECHNICIAN $100.95 219: Recreation Special Revenue Fund Fund 219 Rec - ADMINISTRATIVE ANALYST I $205.26 219: Recreation Special Revenue Fund Fund 219 Rec - ADMINISTRATIVE ASSISTANT II $125.29 219: Recreation Special Revenue Fund Fund 219 Rec - ADMINISTRATIVE ASSISTANT III $138.27 219: Recreation Special Revenue Fund Fund 219 Rec - AQUATICS MAINTENANCE WORKER II $146.23 219: Recreation Special Revenue Fund Fund 219 Rec - PARKS AND RECREATION DIRECTOR $353.38 219: Recreation Special Revenue Fund Fund 219 Rec - RECREATION PROGRAMS COORDINATOR $152.63 219: Recreation Special Revenue Fund Fund 219 Rec - RECREATION SERVICES MANAGER $256.35 219: Recreation Special Revenue Fund Fund 219 Rec - RECREATION SUPERVISOR $195.38 570: Vehicle Maintenance Internal Service Fund Fund 570 Vehicle - ASSISTANT PUBLIC WORKS TECHNICIA N $152.90 570: Vehicle Maintenance Internal Service Fund Fund 570 Vehicle - EQUIPMENT MECHANIC I $143.70 570: Vehicle Maintenance Internal Service Fund Fund 570 Vehicle - EQUIPMENT MECHANIC II $165.59 570: Vehicle Maintenance Internal Service Fund Fund 570 Vehicle - FLEET LEADWORKER $182.13 570: Vehicle Maintenance Internal Service Fund Fund 570 Vehicle - LEAD WAREHOUSE WORKER $152.80 570: Vehicle Maintenance Internal Service Fund Fund 570 Vehicle - OPERATIONS SUPERVISOR $215.91 570: Vehicle Maintenance Internal Service Fund Fund 570 Vehicle - WAREHOUSE WORKER II $139.13 573: Information Services Internal Service Fund 573 IS - ADMINISTRATIVE ASSISTANT II $100.36 573: Information Services Internal Service Fund 573 IS - ASSISTANT PUBLIC WORKS TECHNICIAN $128.73 573: Information Services Internal Service Fund 573 IS - COMPUTER TECHNICIAN $128.45 573: Information Services Internal Service Fund 573 IS - GIS COORDINATOR $186.06 573: Information Services Internal Service Fund 573 IS - GIS SPECIALIST $141.59 573: Information Services Internal Service Fund 573 IS - GIS TECHNICIAN $128.73 573: Information Services Internal Service Fund 573 IS - INFORMATION SYSTEMS DIRECTOR $254.34 573: Information Services Internal Service Fund 573 IS - NETWORK ADMINISTRATOR $168.53 573: Information Services Internal Service Fund 573 IS - SENIOR COMPUTER TECHNICIAN $141.80
27 Comprehensive User Fee Study
Appendix C – Cost Recovery Analysis
The following tables provide the results of the ana lysis, resulting full cost recovery amount, and recommended fees. For fees, services, and penalties in which the full cost, existing fee, and suggested fee is listed as “NA”, the amount or percentage was not calculable. This is most common when either the current or the suggested fee includes a variable co mponent that is not comparable on a one-to-one basi s, a full cost was not calculated (for penalties, fine s, market-based fees, or items not included in the study), or when there is not a current fee amount to compare against.
POLICE
Item
No. Title Current Fee/Charge Unit Notes Full Cost Subsidy % Suggested Fee Fee Δ 1 Local Record Review $43.00 $76.27 0% $76.00 $33
2 Accident Investigation Report Copy $30.00 $25.42 2% $2 5.00 -$5 3 Vehicle Release $209.00
(no fee for storage
authority VC2651(c)
or (g))
NA NA $209.00 $0
4 Administrative Fee: Repossession of vehicles $15.0 0 (set by State law) NA NA $15.00 $0 5 Bicycle Registration $7.00 $25.42 61% $10.00 $3
6 Card Room Permit: Regulation fees per table/year $7 87.00 NA NA $787.00 $0 7 Clearance Letters $82.00 $50.85 2% $50.00 -$32
8 Citation Sign-Offs
No charge for Antioch resident
or Antioch issued citations. All
others to be referred to issuing
agency.
NA NA
No charge for Antioch resident or
Antioch issued citations. All others to
be referred to issuing agency.
$0
9 Code Enforcement (Municipal Code Violations) Set by courts NA NA Set by courts $0 10 Copy of Police Report
11 Victim of Domestic Violence No charge NA NA No charge $0 12 All crime victims First copy free NA NA First copy fr ee $0 13 All others $21.00 $25.42 2% $25.00 $4
14 Video and Audio Redaction Fee
Fully burdened hourly rate for
staff involved plus any outside
costs
NA NA
Fully burdened hourly rate for staff
involved, in 15 minute increments, plus
any outside costs
$0
15 CAD Event No charge $25.42 2% $25.00 $25
16 DUI Collision Response (fee limited by State law) Direct costs of responding to incident - not to exceed $12,000 NA NA Direct costs of responding to incident - not to exceed $12,000 $0
17 DUI Arrest Processing $425.00 $788.08 0% $788.00 $363 18 Escort of Wide or Overload Vehicle
Actual police and engineering
time for investigation of route
and escort if required
NA NA
Actual police and engineering time for
investigation of route and escort if
required
$0
19 Carry Concealed Weapon (CCW) License Fees -
New Permit Initial Fee (refundable) $261.50 $379.55 0% $379.00 $118 20 Application/Renewal/Amendment - Issuance
Fee $261.50 $379.55 0% $379.00 $118
21 Renewal Permit $455.00 Effective 1/15/25
Resolution 2025/08 $379.55 0% $379.00 -$76
22 Amended Permit $64.00 $123.17 0% $123.00 $59
23 Duplicate $30.00 $61.58 1% $61.00 $31
24 Limo/Taxi Business Permit - per year $320.00 $225.61 0% $225.00 -$95 25 Limo/Taxi Driver Permit - per year $320.00 $225.61 0% $225.00 -$95 26 Limo/Taxi Vehicle Inspection: per vehicle – per
inspection $87.00 $98.51 1% $98.00 $11
27 Parties & Nuisances – AMC Chapter 13, Sec 5-
13.03/05
Fully burdened hourly rates for
staff involved plus any outside
costs
NA NA
Fully burdened hourly rates for staff
involved, in 15 minute increments, plus
any outside costs
$0
28 POLICE
Item
No. Title Current Fee/Charge Unit Notes Full Cost Subsidy % Suggested Fee Fee Δ 28 Police Department Room Rental:
29 Nonprofit Uses:
30 Classroom (Animal Services area) per hr $38.00 NA NA $38.00 $0 31 Community Room Use (police area) per hr $65.00 NA NA $65.00 $0 32 Commercial or Private:
33 Classroom (Animal Services area) per hr $63.00 N A NA $63.00 $0 34 Community Room Use (police area) per hr $115.00 N A NA $115.00 $0 35 Second hand dealer - application fee $303.00 $311.37 0% $311.00 $8 36 Second hand dealer - Department of Justice fee
(initial and renewal) $308.00 $311.37 0% $311.00 $3
37 Massage Establishment:
38 Owner/Practitioner
39 Initial Registration $262.00 $422.63 0% $422.00 $160 40 Renewal (no changes) $183.00 $225.61 0% $225.00 $42
41 Change Owner/Location $262.00 $422.63 0% $422.00 $160 42 Owner/Non-Practitioner
43 Initial Registration $367.00 $422.63 0% $422.00 $55
44 Renewal (no changes) $292.00 $225.61 0% $225.00 -$67 45 Change Owner/Location $367.00 $422.63 0% $422.00 $55 46 Per Employee/Practitioner
47 Initial Registration $27.00 $176.35 0% $176.00 $149
48 Renewal (no changes) $27.00 $176.35 0% $176.00 $149
49 Change Owner/Location $27.00 $176.35 0% $176.00 $149 50 Verification letters $34.00 $176.35 0% $176.00 $142
51 Misdemeanor Booking - per booking $82.00 $197.02 0% $ 197.00 $115 52 Special Event Regulation (group putting on Event) Time, materials and administrative overhead cost
Event charged for
Police Officer,
Corporal and
Sergeant at overtime
rate for Step “E” of
regular pay scale plus
a 25% Administrative
Fee. Event charged
for Reserve Police
Officer at Step “A”
rate of regular officer
pay scale plus a 25%
Administrative Fee
NA NA Time, materials and administrative
overhead cost $0
53 Subpoena, Civil deposit/officer/day plus Admin fee
for City employees $275.00
per G.C. 68096.1
deposit plus actual
cost
NA NA $275.00 $0
29 POLICE
Item
No. Title Current Fee/Charge Unit Notes Full Cost Subsidy % Suggested Fee Fee Δ 54 Subpoena, Civil Administrative Fee
Clerical cost @ max of $15/hr
($6.00 per ¼ hr), plus 10
cents/page document
duplication
NA NA
Clerical cost @ max of $24/hr ($6.00 per
¼ hr), plus 10 cents/page document
duplication
$9
55 Subpoena Duces Tecum/Deposition Subpoena,
Plus reasonable/actual costs (per 1563 E.C.)
Clerical cost @ max of $15/hr
($6.00 per ¼ hr), plus 10
cents/page document
duplication
NA NA
Clerical cost @ max of $24/hr ($6.00 per
¼ hr), plus 10 cents/page document
duplication
$9
56 Adult Business Permit
Deposit as determined by Police
Dept plus charges at fully
burdened hourly rates for all
involved personnel and any
outside costs
NA NA
Deposit as determined by Police Dept
plus charges at fully burdened hourly
rates, in 15 minute increments, for all
involved personnel and any outside
costs
$0
57 Alarm Users:
58 Registration and Renewal $32.00 NA NA $32.00 $0
59 Registration Late Charge $16.00 NA NA $16.00 $0
60 Alarm Fee – Late Charge/All Fees and Fines Late 5% of unpaid amount NA NA 5% of unpaid amount $0 61 False Alarm – Registered
1 – No charge; 2 – School or
$100; 3 or more - $205 (for each
subsequent response)
NA NA
1 – No charge; 2 – Educational Class or
$100; 3 or more - $205 (for each
subsequent response)
$0
62 False Alarm – Non-Registered
1 – School or $100; 2 or more -
$205 (for each subsequent
response)
NA NA
1 – Educational Class or $100; 2 or more -
$205 (for each subsequent response) $0
63 Operating Suspended Alarm System
1 - $205; 2 - $350; 3 or more -
$500 (for each subsequent
response)
NA NA 1 - $205; 2 - $350; 3 or more - $500 (for
each subsequent response) $0
64 Alarm Company:
65 Failure to Report New Install $31.00 NA NA $31.00 $0 66 Failure to use Alarm Confirmation or Enhanced
Call Confirmation Procedures $31.00 NA NA $31.00 $0
67 False Alarm Caused by Alarm Company 1 – No charge; 2 or more - $205 (for each subsequent response) NA NA 1 – No charge; 2 or more - $205 (for each subsequent response) $0
68 Calling on Suspended Alarm Site 1 – No charge; 2 or more - $205 (for each subsequent response) NA NA 1 – No charge; 2 or more - $205 (for each subsequent response) $0
69 All Late Charges $15.00 NA NA $15.00 $0
30 ANIMAL SERVICES
Item
No. Title Current Fee/Charge Unit Notes Full Cost Subsidy % Suggested Fee Fee Δ 1 Adoption Fees
2 Adopt – Dog* $125.00 $135.00 0% $135.00 $10
3 Adopt – Cat* $90.00 $132.95 25% $100.00 $10
4 Adopt – Rabbit $16.00 $132.95 85% $20.00 $4
5 Adopt – Small animal (rats, hamsters, guinea pigs) $7.00 $132.95 95% $7.00 $0 6 *Fees include spay/neuter, microchip and core vaccines.
Actual cost of spay/neuter that cannot be completed in- house will be added to the adoption fees.
7 Animal Licensing Fees – Dogs
8 License – Altered:
9 Altered License – 1 Year $25.00 NA NA $27.00 $2
10 Altered License – 2 Year $40.00 NA NA $45.00 $5
11 Altered License – 3 year $55.00 NA NA $60.00 $5
12 Senior Citizen License – Altered Dog
13 Senior Altered License – 1 Year $12.50 $20.74 40% $12.50 $0 14 Senior Altered License – 2 Year $20.00 $20.74 4% $20.00 $0 15 Senior Altered License – 3 Year $27.50 NA NA $27.50 $0 16 License – Unaltered
17 Unaltered License – 1 Year $50.00 NA NA $55.00 $5
18 Unaltered License – 2 Year $80.00 NA NA $90.00 $10 19 Unaltered License – 3 Year $110.00 NA NA $125.00 $15 20 Senior Citizen License – Unaltered Dog
21 Senior Unaltered License – 1 Year $25.00 NA NA $25.00 $0 22 Senior Unaltered License – 2 Year $40.00 NA NA $40.00 $0 23 Senior Unaltered License – 3 Year $55.00 NA NA $55.00 $0 24 License – Potential Dangerous/Vicious Animal
25 Potentially Dangerous-Vicious Animal – 1 Year $70.00 NA NA $70.00 $0 26 License – Fees, Other
27 License – Multiple Pet Permit/year/application $55.00 NA NA $60.00 $5 28 License – Tag Transfer $7.00 NA NA $7.00 $0
29 License – Fee – Duplicate for lost license tag $7.00 NA NA $7.00 $0 30 Animal Licenses – Late Fee Penalty $40.00 NA NA $40.00 $0 31 Livestock Permit – per application/year $55.00 NA NA $55.00 $0 32 Cat Trap Fees:
33 Trap Deposit $60.00 NA NA $60.00 $0
34 Trap Rental/day $6.00 $41.49 86% $6.00 $0
31 ANIMAL SERVICES
Item
No. Title Current Fee/Charge Unit Notes Full Cost Subsidy % Suggested Fee Fee Δ 35 Board/Care Fees:
36 Dog/day $20.00 NA NA $20.00 $0
37 Cat or small animal/day $20.00 NA NA $20.00 $0
38 Livestock, reptiles/day $20.00 (at cost if not at
Animal Shelter) NA NA $20.00 $0
39 Potentially Dangerous/Vicious Animal/day $35.00 NA NA $35.00 $0 40 Potentially Dangerous/Vicious Animal
41 Impound Fee $350.00 NA NA $350.00 $0
42 Conditional Release Agreement $150.00
inspection fee +
boarding,
alteration,
microchipping
and other fees
and costs
NA NA $150.00 $0
43 Dangerous Animal Administrative Fee $450.00
+ impound,
boarding,
alteration,
microchipping,
vaccination and
other fees and
costs.
Appeal processing fee
refunded if appeal is won. NA NA $450.00 $0
44 Disposal Fees:
45 Disposal – dog licensed* $20.00 $43.61 54% $20.00 $0 46 Disposal – dog unlicensed $36.00 $43.61 17% $36.00 $0 47 Disposal – cat $20.00 $43.61 54% $20.00 $0
48 Disposal – other animal $20.00 $43.61 54% $20.00 $0 49 *If the dog to be disposed has a current, multiple year license and has a full year’s credit remaining, that amount will be applied against the disposal fee. There will be no refunds.
50 Euthanasia Fees
51 Euthanasia – dog with license $36.00 $71.22 49% $36.00 $0 52 Euthanasia – dog unlicensed $57.00 $71.22 20% $57.00 $0 53 Euthanasia – cat $36.00 $71.22 49% $36.00 $0
54 Euthanasia – small animal $25.00 $71.22 65% $25.00 $0 55 Vet Pick up $40.00 $53.36 25% $40.00 $0
56 Vet Per Animal Charge $10.00 NA NA $10.00 $0
32 ANIMAL SERVICES
Item
No. Title Current Fee/Charge Unit Notes Full Cost Subsidy % Suggested Fee Fee Δ 57 Handling Fees:
58 Pick up fees:
59 Dog (plus surrender fee) $36.00 $87.22 59% $36.00 $0 60 Cat or small animal (plus surrender fee) $36.00 $87.22 59% $36.00 $0 61 Impound Fees and Fines:
62 With Current license:
63 Impound – Dog – 1st $30.00 NA NA $30.00 $0
64 Impound – Dog – 2nd within 12 months $75.00 NA NA $75.00 $0 65 Impound – Dog – 3rd within 24 months $120.00 NA NA $120.00 $0 66 Impound – Dog – 4th within 36 months $180.00 NA NA $180.00 $0 67 Impound Fees and Fines (Cont.):
68 Unlicensed:
69 Impound – Dog – 1st $50.00 NA NA $50.00 $0
70 Impound – Dog – 2nd within 12 months $88.00 NA NA $88.00 $0 71 Impound – Dog – 3rd within 24 months $181.00 NA NA $181.00 $0 72 Impound – Dog – 4th within 36 months $234.00 NA NA $234.00 $0 73 Other Fees:
74 Impound – Cat/ Small $30.00 NA NA $30.00 $0
75 Impound – Livestock $59.00 NA NA $59.00 $0
76 After Hours Impound $30.00 NA NA $30.00 $0
77 Inspection Fee $55.00 $80.04 31% $55.00 $0
78 Unaltered Dog/Cat Penalty – State law (Food & Ag. Code sections 30804.7 & 31751.7) mandates that a fine shall be levied against the owners of unaltered dogs and cats that are impounded. These fines are charged in addition to the City’s impound and redemption fees:
79 Penalty – First Offense $35.00 NA NA $35.00 $0
80 Penalty – Second Offense $50.00 NA NA $50.00 $0
81 Penalty - Third Offense $100.00 NA NA $100.00 $0
82 Microchipping Fees (per animal):
83 Microchipping of dogs and cats - includes microchip implant and registration on the Animal Shelter database. $25.00 $50.48 50% $25.00 $0 84 Vaccinations – Fee is per vaccination $25.00 $50.48 50% $25.00 $0 33 ANIMAL SERVICES
Item
No. Title Current Fee/Charge Unit Notes Full Cost Subsidy % Suggested Fee Fee Δ 85 Neuter or Spay Fees:
86 Neuter Fees:
87 AAS – Canine Neuter $150.00 $375.88 60% $150.00 $0 88 AAS – Feline Neuter $90.00 $375.88 76% $90.00 $0 89 Local Vet - Neuter – Feline/Canine Vet Cost NA NA Vet Cost $0 90 Spay Fees:
91 AAS – Canine Spay $150.00 $375.88 60% $150.00 $0 92 AAS – Feline $90.00 $375.88 76% $90.00 $0
93 Local Vet - Spay – Feline/Canine Vet Cost NA NA Vet Cost $0 94 Redemption Fees:
95 Redemption fees to be charged to pet owner(s) upon the redemption of their pet:
96 1. Administration of reasonable veterinary medical
treatments, which may be required in order to treat an
injured and/or sick animal.
Vet cost NA NA Vet cost $0
97 2. Medical treatments which may include the
administration of veterinary drugs and/or medicinal
products
Vet cost NA NA Vet cost $0
98 Quarantine Fees:
99 Quarantine Admin Fee per animal - Home $110.00 NA NA $110.00 $0 100 Quarantine Admin Fee per animal - Shelter, + board fees $55.00 $73.37 25% $55.00 $0 101 Dog/board - per day $28.00 NA NA $28.00 $0
102 Cat or small animal - per day $23.00 NA NA $23.00 $0 103 Livestock - per day (at cost if not at Animal Shelter) $28.00 NA NA $28.00 $0 104 Surrender Fees:
105 Surrender - dog with license $30.00 $87.22 60% $35.00 $5 106 Surrender - dog unlicensed $54.00 $87.22 31% $60.00 $6 107 Surrender - puppy litter $42.00 $87.22 43% $50.00 $8 108 Surrender - kitten litter $42.00 $87.22 43% $50.00 $8 109 Surrender - small animals (rats, misc. hamsters, birds, snakes) $15.00 $87.22 77% $20.00 $5
110 Surrender - cat/rabbit/snake/lizard (2 lbs and larger) $30.00 $87.22 60% $35.00 $5 111 Surrender - vaccination for unvaccinated dogs & cats (fee is per vaccination) $20.00 $87.22 77% $20.00 $0
34 Community Development
Item
No. Title Current Fee/Charge Full Cost Subsidy % Suggested Fee Fee Δ 1 PLANNING & ENGINEERING STAFF HOURLY RATES
As outlined in Feb. 2023 Hourly Rate
Detail report on file in the Finance
Dept, increased by 5.10% CPI
Fully Burdened Hourly Rates as
outlined in the User Fee Study on file
in the Finance Department. Rates to
be billed in 15 minute increments.
2 PLANNING FEES:
3 Minor Administrative Use Permit - non-profit pays 50% of fee $567.00 $609.24 0% $609.00 $42 4 Major Administrative Use Permit $1,556.00 $1,597.96 0% $1,597.00 $41 5 Temporary Sign/Banner Permit $130.00 $139.37 0% $139.00 $9 6 Zoning Administrator Use Permit - per application $3,095.00 $3,257.86 0% $3,257.00 $162 7 Application Extension $897.00 $1,007.49 0% $1,007.00 $110 8 Professional Services & Consultant Contracts Actual cost + 10% Administrative Fee NA NA Actual cost + 10% Administrative Fee $0 9 General Plan Maintenance 5% of Building Permit Fee 6.0% 0% 6.0% 1% 10 Home Occupation Review $141.00 $145.85 1% $145.00 $4 11 Sidewalk Vendor Permit $141.00 $320.06 0% $320.00 $179 12 Plan Review - Residential, per plan (after 2nd submittal) $275.00 $469.11 0% $469.00 $194 13 Plan Review - Commercial, per plan (after 2nd submittal) $550.00 $469.11 0% $469.00 -$81 14 Plan Review - Deposit Project Charge fully burdened hourly rates plus any outside costs NA NA
Charge fully burdened hourly rates, in
15 minute increments, plus any
outside costs
$0
15 SB 330 Preliminary Plan Application New $1,007.49 1% $1,000.00 NA 16 Sign- Planning Approval (building permit) $171.00 $169.58 0% $169.00 -$2 17 Sign Review – Administrative (Monument Sign Review) $929.00 $834.88 0% $834.00 -$95 18 Sign Program Review - per application $2,587.00 $1,945.71 0% $1,945.00 -$642 19 Sign Review – Planning Commission - per application $2,392.00 $2,849.85 0% $2,849.00 $457 20 Minor Design Review - per application $1,368.00 $1,355.24 0% $1,355.00 -$13 21 Variance - Administrative - per application $820.00 $895.13 0% $895.00 $75 22 Variance - Hearing - per application $2,374.00 $2,849.85 0% $2,849.00 $475 23 Specific Plan Preparation
Contract cost + any outside agency
cost + staff review time at fully
burdened hourly rate
NA NA
Contract cost + any outside agency
cost + staff review time at fully
burdened hourly rate, in 15 minute
increments
$0
24 Zoning Verification Letter:
25 Residential - per letter $219.00 $313.25 0% $313.00 $94 26 Commercial - per letter $387.00 $435.03 0% $435.00 $48 27 Noticing Fee (Additional per Noticing) $350.00 $378.74 0% $378.00 $28 35 Community Development
Item
No. Title Current Fee/Charge Full Cost Subsidy % Suggested Fee Fee Δ 28 PLANNING DEPOSIT APPLICATIONS – The following are deposits required for the items of work. Actual costs will be billed monthly for staff time at fully allocated hourly rates.
29 Annexations $10,000.00 NA NA $10,000.00 $0
30 Development Agreement (deposit) $2,500.00 NA NA $2,500.00 $0 31 Final Development Plan (deposit) $10,000.00 NA NA $10,000.00 $0 32 General Plan Amendment (deposit) $10,000.00 NA NA $10,000.00 $0 33 Master Development Plan (deposit) $10,000.00 NA NA $10,000.00 $0 34 Environmental Document Preparation (deposit) $2,500.00 NA NA $2,500.00 $0 35 Municipal Code Amendment Review (deposit) $2,000.00 NA NA $2,000.00 $0 36 Preliminary Development Plan (deposit) $2,000.00 NA NA $2,000.00 $0 37 Major Design Review Application $3,000.00 NA NA $5,000.00 $2,000 38 Use Permit (deposit) $2,000.00 NA NA $5,000.00 $3,000 39 Zoning/Rezoning Request (deposit) $2,000.00 NA NA $2,000.00 $0 36 Community Development
Item
No. Title Current Fee/Charge Unit Full Cost Subsidy % Suggested Fee Fee Δ 1 BUILDING FEES:
2 Address / Street Assignments - Single / Each $221.0 0 $328.85 0% $328.00 $107 3 Address / Street Assignments - Multiple (Subdivisi ons) $1,500.00 $1,586.29 0% $1,586.00 $86 4 Pool Safety Fee – applies to all pools, hot tubs, or any structure capable of holding more than 18” of water 1/10 of 1% of valuation NA NA 1/10 of 1% of valuation $ 0 5 Certified Access Specialist Consultation Fee Actual Consultant Cost + 10% admin fee NA NA Actual Consultant Cost +
10% admin fee $0
6 Solar Photovoltaic System – Residential $316.00 $328 .85 0% $328.00 $12 7 Solar Photovoltaic System – Commercial, base fee $1 ,024.00 NA NA $1,000.00 -$24 8 Solar Photovoltaic System – Commercial (per kW for
each kW between 51kW & 250kW) $7.00 NA NA $7.00 $0
9 Solar Photovoltaic System - Commercial (for every kW
over 250kW) $5.00 NA NA $5.00 $0
10 Residential Construction: Valuation (per sf):
11 Dwellings, sf $136.00 Valuation (per sf) NA NA $173.00 $37 12 Private Garages, sf $53.00 Valuation (per sf) NA NA $6 7.00 $14 13 Sheds less than 300 sf $18.00 Valuation (per sf) NA N A $23.00 $5 14 Building Permits, minimum $148.00 NA NA $148.00 $0
15 Plumbing fee, sq ft; Mechanical fee, sq ft;, Electrical fee, sq ft; and Insulation fee, sq ft Valuation (per sf):
16 commercial, per sq. ft. $0.24 Valuation (per sf) NA N A $0.24 $0 17 Residential, per sq. ft. (for plumbing, mechanical,
electrical, and insulation) $0.18 Valuation (per sf) NA NA $0.18 $0 18 Minimum fee - Plumbing fee, Mechanical fee, Electrical fee, and Insulation fee $148.00 $504.41 50% $250.00 $102 19 Valuation (per sf):
20 Patios, carports, patio covers, sq ft $16.80 Valuat ion (per sf) NA NA $21.00 $4 21 Wood decks/lath patios, sq ft $13.80 Valuation (per sf) NA NA $18.00 $4 22 Plan Check Fee 67% of Building Permit
Fee NA NA 67% of Building Permit
Fee $0
37 Community Development
Item
No. Title Current Fee/Charge Unit Full Cost Subsidy % Suggested Fee Fee Δ 23 Green Building Verification & Compliance Fee:
24 New Residential & Room Additions 18% of Building Permit Fee NA NA 18% of Building Permit
Fee $0
25 New Commercial & Tenant Improvement with Title 24 15% of Building Permit Fee NA NA 15% of Building Permit
Fee $0
26 Pool, residential + plan check
$40,000 valuation or
contract value,
whichever is greater
NA NA
$60,000 valuation or
contract value,
whichever is greater
Varies
27 Pool, commercial + plan check Contract Price NA NA Co ntract Price $0 28 Spas + plan check $7,100.00 valuation NA NA $7,100. 00 valuation $0 29 Above Ground Pool (no plan check) $1,100.00 valua tion NA NA $1,100.00 valuation $0 30 Special Inspections/Circumstances $148.00 $351.11 0% $351.00 $203 31 Reinspection (missed, incomplete, or 3rd inspecti on) $119.00 $351.11 0% $351.00 $232 32 Grading Permit
Fee calculation based on
contract price NA NA Fee calculation based on
contract price $0
33 Plot Plan Modification/Resubmittal - per lot $60.0 0 $126.10 0% $126.00 $66 34 Changes to existing permits for new houses/permit $298.00 $504.41 0% $504.00 $206 35 Reroof Valuation:
36 Under 20 squares with tear off $6,656.00 valua tion NA NA $8,467.00 valuation Varies 37 Over 20 squares with tear off $10,240.00 valua tion NA NA $13,026.00 valuation Varies 38 Comp over Comp
$4,608.00 Valuation or
contract value,
whichever is greater
NA NA
$5,862.00 Valuation or
contract value,
whichever is greater
Varies
39 One-Time Contractor Business License Tax is charged
per $1,000 valuation (pursuant to §3-1.214
CONTRACTORS)
$0.75 NA NA $0.75 $0
40 Technology Fee 6% of building permit
fee 7.5% 0% 7.5% 1.5%
41 Energy Inspection Fee 2% of building permit
fee NA NA 2% of building permit
fee $0
42 Accessibility Fee (Non-residential) 2% of building permit fee NA NA 2% of building permit
fee $0
43 Waste Management Plan (WMP) /Construction &
Demolition (C&D) - Extended Management or
Noncompliance
$36.00 per permit $317.72 0% $317.00 $281
38 Minimum Value Maximum Value
Current Base
Rate
Suggested Base
Rate
Current
Plus $$
Suggested
Plus $$ For every
$1 $2,000 $148.00 $149.06 $0.00 $0
$2,001 $25,000 $148.00 $149.06 $16.00 $45.19 $1,000
$25,001 $50,000 $1,180.00 $1,188.42 $30.00 $31.42 $1,000 $500,001 $100,000 $1,960.00 $1,973.98 $22.00 $20.95 $1,000 $100,001 $500,000 $3,000.00 $3,021.39 $17.00 $17.12 $1,000 $500,001 $1,000,000 $9,800.00 $9,869.89 $14.00 $14.40 $1,000 $1,000,001 and up $16,950.00 $17,070.88 $9.50 $14.40 $1,000 Percent Change = 1%
Cost Recovery Level = 100%
ANTIOCH BUILDING PERMITS FEES (BASED ON VALUATION)
39 Community Development
Item
No. Title Current Fee/Charge Unit Notes Full Cost Subsidy % Suggested Fee Fee Δ 1 CODE ENFORCEMENT:
2 Abatement or Impound (vehicle, RV, boat, trailer) $ 208.00 $1,967.10 0% $1,967.00 $1,759 3 Code Compliance Re-Inspection $253.00 $363.05 0% $363. 00 $110 4 Public Nuisance Abatement – Administrative Cost $2, 075.00 per abatement plus actual staff cost at
fully burdened hourly rate of on-site
review plus actual cost of abatement
Emergency – actual cost of
abatement plus actual staff cost at
fully burdened hourly rate ($250.00
minimum)
$1,905.67 0% $1,905.00 -$170
5 Shopping Cart Abatement or Impound Fee $53.00 $550.2 8 0% $550.00 $497 6 Shopping Cart Fine (more than three occurrences in 6
months; in addition to Abatement/Impound fee) $53.00 $363.05 0% $363.00 $310 7 Sign Retrieval $24.00 $257.89 0% $257.00 $233
8 RESIDENTIAL RENTAL INSPECTION PROGRAM (RRIP) (Reso 2007/57):
9 Initial Registration (charged when the proper ty enters the program) $73.00 NA NA $73.00 $0
10 Inspection Fee (charged with enrollment or ren ewal of non self-certified properties from 1-4 units) $227.00 NA NA $227.00 $0 11 Additional Unit Inspection Fee (charged per un it after 4 units) $14.00 NA NA $14.00 $0
12 Annual Self-Certification/Renewal Fee (when eligi ble for self-certification) $33.00 NA NA $33.00 $0
13 Re-Inspection Fee (charged for follow up inspect ions due to non-compliance found in initial inspection and f irst follow-up)
$160.00 NA NA $160.00 $0
14 MISCELLANEOUS COMMUNITY DEV. FEES:
15 Annexation Review: (Fees subject to change by LAF CO, or State of California) Pass Through NA NA NA NA 16 LAFCO Fee
17 State Fee (Refer to State Board of Equalization S chedule for State Processing fee). 18 City Annexation Fee – all fees to be escalated b y the SF CPI 19 Commercial/Industrial Properties $808.00
per gross acre due at annexation; and
$1,075.00 per gross acre due with
subdivision or building permit
NA NA $808.00 $0
20 Residential Properties $808.00
per gross acre due at annexation; and
$1,075.00 per gross acre due with
subdivision or building permit
NA NA $808.00 $0
21 Annexation Fee in FUA #1 for Lone Tree Area $68.0 0 per acre NA NA $68.00 $0 40 Public Works
Item No. Title Current Fee/Charge Units Full Cost Subsidy % Suggested Fee Fee Δ 1 MISCELLANEOUS PUBLIC WORKS FEES:
2 GIS Based Mapping Fee (transferred to
County) Actual County Fee ($60/lot as of 3/1/20) NA NA Actual County Fee ($60/lot as of 3/1/20) $0
3 City Base Map with street grid 60 x 78
(wallsize), 1:600 scale $64.00 with photo paper NA NA $64.00 $0 4 $53.00 with heavyweight paper NA NA $53.00 $0
5 City Base Map without street grid 60 x 78
(wallsize), 1:600 scale $64.00 with photo paper NA NA $64.00 $0 6 $53.00 with heavyweight paper NA NA $53.00 $0
7 City Base Map 34x44 $48.00 with photo paper NA NA $48.00 $0 8 $43.00 with heavyweight paper NA NA $43.00 $0
9 City Subdivision Map 34x44 $48.00 with photo paper NA NA $48.00 $0 10 $43.00 with heavyweight paper NA NA $43.00 $0
11 General Plan Map 34x44 $48.00 with photo paper NA NA $48.00 $0 12 $43.00 with heavyweight paper NA NA $43.00 $0
13 Mobile Stage Rental/day (Antioch City limits only):
14 Government and Non Profit Uses $561.00 per day plus actual staff cost for delivery/ setup/ teardown/ haul-away NA NA $561.00 $0
15 Commercial or Private Uses $1,406.00 per day plus actual staff cost for delivery/ setup/ teardown/ haul-away NA NA $1,406.00 $0
16 Deposit $1,000.00 (refundable) NA NA $1,000.00 $0 17 Public Works Department Training Room Rental:
18 Government and Nonprofit Uses – per hour $59.00 NA NA $59.00 $0 19 Commercial or Private Uses – per hour $100.00 NA NA $100.00 $0 20 Legends /Buttons “No Dumping – Drains to
Delta” $5.00 each NA NA $5.00 $0
21 Park Maintenance Memorial Tree Grove:
22 Tree, planting and memorial plaque $526.00 $1,415.00 0% $1,415.00 $889 23 Public Works Services Hourly Rates:
24 · Streets Fully burdened hourly rate for all staff involved + cost of materials & equipment NA NA
Fully burdened hourly rate for
all staff involved + cost of
materials & equipment
$0
25 · Signs Fully burdened hourly rate for all staff involved + cost of materials & equipment NA NA
Fully burdened hourly rate for
all staff involved + cost of
materials & equipment
$0
26 · Water (Distribution & Treatment) Fully burdened hourly rate for all staff involved + cost of materials & equipment NA NA
Fully burdened hourly rate for
all staff involved + cost of
materials & equipment
$0
27 · Wastewater Collections Fully burdened hourly rate for all staff involved + cost of materials & equipment NA NA
Fully burdened hourly rate for
all staff involved + cost of
materials & equipment
$0
41 Public Works
Item No. Title Current Fee/Charge Units Full Cost Subsidy % Suggested Fee Fee Δ 28 · Storm Channels Fully burdened hourly rate for all staff involved + cost of materials & equipment NA NA
Fully burdened hourly rate for
all staff involved + cost of
materials & equipment
$0
29 · Landscaping Fully burdened hourly rate for all staff involved + cost of materials & equipment NA NA
Fully burdened hourly rate for
all staff involved + cost of
materials & equipment
$0
30 Public Works Gate Keys:
31 · Streets $100.00 per key refundable deposit (all other locations) NA NA $100.00 $0
32 · Water (Distribution & Treatment) $100.00 per key refundable deposit (all other locations) NA NA $100.00 $0
33 · Wastewater Collections $100.00 per key refundable deposit (all other locations) NA NA $100.00 $0
34 · Storm Channels $100.00 per key refundable deposit (all other locations) NA NA $100.00 $0
35 · Landscaping $100.00 per key refundable deposit (all other locations) NA NA $100.00 $0
36 Construction details $29.00 NA NA $29.00 $0
37 Water System Master Plan $52.00 NA NA $52.00 $0
38 Urban Water Management Plan $52.00 NA NA $52.00 $0 39 RECREATIONAL VEHICLE STORAGE FACILITY FEES:
40 Park Maintenance District 1A
41 20 ft/25 ft spaces/month $75.00 NA NA $119.00 $44
42 30 ft spaces/month $87.00 NA NA $131.00 $44
43 40 ft spaces/month $101.00 NA NA $145.00 $44
44 Lock-out fee (delinquent accounts) - each $21.00 $44.00 0% $44.00 $23 45 Reconnect fee (reinstate accounts) - each $21.00 $44.00 0% $44.00 $23 46 Replacement Gate Cards - each $21.00 $44.00 0% $44.00 $23 47 Alarm user card replacement fee - each $21.00 $44.00 0% $44.00 $23 48 Wait list fee for non-tenants (non-
refundable) $27.00 $44.00 0% $44.00 $17
49 ENGINEERING FEES:
50 Lot Line Adjustment - per application $1,945.00 $2,962.40 0% $2,962.00 $1,017 51 Merger of Contiguous Parcels - per
application $3,570.00 $4,074.06 0% $4,074.00 $504
52 Encroachment Permit – Application and
Processing $211.00
per permit for projects up to $50,000;
projects over $50,000 charged the fully
burdened hourly rates for staff time +
outside costs
$1,005.66 63% $375.00 $164
53 Encroachment Permit Inspection- $0 - $2,000
project $295.00 $936.87 53% $445.00 $150
42 Public Works
Item No. Title Current Fee/Charge Units Full Cost Subsidy % Suggested Fee Fee Δ 54 Encroachment Permit Inspection- $2,001-
$10,000 project $883.00 $1,452.90 0% $1,452.00 $569
55 Encroachment Permit Inspection- $10,001 -
$50,000 project $1,461.00 $2,484.97 0% $2,484.00 $1,023 56 Encroachment Permit Inspection - $50,000 +
project
Deposit set at 10% of construction value
with charges at fully burdened hourly
rates for staff time + outside costs
NA NA
Deposit set at 10% of
construction value with
charges at fully burdened
hourly rates for staff time +
outside costs
$0
57 Encroachment agreement (permanent
structure) $620.00 per application plus fees from any other inspections/permits and any other agencies $1,466.59 56% $650.00 $30 58 Traffic Control Plan Review – Arterial &
Collectors -$0-$50,000 valuation $283.00 $746.14 43% $425.00 $142 59 Traffic Control Plan Review – Arterial &
Collectors -$50,000 + valuation
Deposit set at 10% of construction value
with charges at fully burdened hourly
rates of staff time + outside costs
NA NA
Deposit set at 10% of
construction value with
charges at fully burdened
hourly rates of staff time +
outside costs
$0
60 Cell Tower Review $1,094.00
Modification to existing - per application;
New tower – charges at fully burdened
hourly rates of staff time + outside costs
$2,190.21 0% $2,190.00 $1,096
61 Professional Services & Consultant Contracts Actual cost + 10% Administrative Fee NA NA Actual cost + 10% Administrative Fee $0
62 Sidewalk repair inspection $484.00 $842.00 0% $842.00 $358 63 Wide Load Vehicle Permit (State law restricts
this fee to $16 per single trip or each trip
completed)
$16.00 NA NA $16.00 $0
64 Lone Tree Way Bridge & Arterial Benefit
District
(See Reso 92/254 concerning Lone Tree
Corridor Overlapping Benefit District,
AD No. 27/31)
65 Hillcrest Bridge Benefit District (Hillcrest @
State Highway 4) $254.00 dwelling unit NA NA $254.00 $0 66 Lone Tree Corridor Overlapping Benefit
District - AD #27/31 (Lone Diamond) $373.93 unit NA NA $373.93 $0 67 PARK IN LIEU FEES (PER UNIT) (Ordinance #2080-C-S):
68 Single Family, detached $1,500.00 NA NA $1,500.00 $0 69 Single Family, attached $1,100.00 NA NA $1,100.00 $0 70 Duplexes $950.00 NA NA $950.00 $0
71 Multi-Family $950.00 NA NA $950.00 $0
72 Mobile Home $950.00 NA NA $950.00 $0
73 FIRE PROTECTION FEES (Ordinance #2173-C-S effective 10/24/19):
74 (A) Per single-family dwelling unit $951.00 NA NA $951.00 $0 75 (B) Per multi-family dwelling unit $451.00 NA NA $451.00 $0 43 Public Works
Item No. Title Current Fee/Charge Units Full Cost Subsidy % Suggested Fee Fee Δ 76 (C) Per 1,000 sq ft of office space $568.00 NA NA $568.00 $0 77 (D) Per 1,000 sq ft of commercial space $649.00 NA NA $649.00 $0 78 (E) Per 1,000 sq ft of industrial space $379.00 NA NA $379.00 $0 79 TRAFFIC SIGNAL FEES: (Reso. No. 83/193)
80 Residential - all types $430.00 NA NA $430.00 $0
81 Commercial/industrial - greater of either:
82 A. $70.00 off-street parking space required by City
code; or NA NA $70.00 $0
83 B. $194.00 each daily peak hour trip traveling to and from NA NA $194.00 $0
84 Development based upon:
85 Office - 2.5 trips/1,000 sq ft (gross)
86 Commercial - 3 trips/1,000 sq ft (gross)
87 Service/industrial - 2 trips/1,000 sq ft (gross) 88 ENGINEERING DEPOSIT APPLICATIONS – The
following are deposits required for the items
of work. Actual costs will be billed monthly
for staff time at fully allocated hourly rates.
89 Tentative Tract Map: 1-4 lots (deposit) $7,500.00 NA NA $7,500.00 $0 90 Tentative Tract Map: 5 or more lots (deposit) $10,000.00 NA NA $10,000.00 $0 91 Reversion to Acreage (deposit) $7,500.00 NA NA $7,500.00 $0 92 Subdivision Plan Check, Map Check and
Inspection (deposit) $30,000.00 NA NA $30,000.00 $0
44 Public Works
Item
No. Title Current Fee/Charge Units Notes Full Cost Subsidy % Suggested Fee Units Fee Δ 1 WATER FEES:
2 New Water Account Set up $36.00 $135.73 1% $135.00 $99 3 Bacteriological Testing After
Hydrant Repair $176.00
per test plus fully burdened hourly
rate for all staff involved + cost of
materials and equipment
$408.32 0% $408.00 per test plus additional
repair cost $232
4 Bacteriological testing of new
water main installations: any test
required after initial bacteriological
failure
$176.00
per test plus cost of labor and
materials fully burdened hourly rate
for all staff involved + cost of
materials and equipment - only
charged if test failure
$408.32 0% $408.00 per test $232
5 Metered water sales/100 cubic foot: Per Reso. 202 5/42 6 Single Family Effective 5/1/25 Effective 1/1/2 6 7 Tier I 0-12 HCF 0-11 HCF
8 Zone I $3.94 $4.30
9 Zone II* $4.06 $4.47
10 Zone III* $4.29 $4.80
11 Zone IV* $4.75 $5.47
12 *Zones II, III and IV include
pumping quantity surcharge
Zone I rates outside City
evaluated on a case-by-case
basis
13 Effective 5/1/25 Effective 1/1/26
14 Tier II 13 and over/+HCF 12 and over/+HCF
15 Zone I $6.40 $6.95
16 Zone II* $6.52 $7.12
17 Zone III* $6.75 $7.45
18 Zone IV* $7.21 $8.12
19 *Zones II, III and IV include
pumping quantity surcharge
Zone I rates outside City
evaluated on a case-by-case
basis
20 Metered water sales/100 cubic
foot: Per Reso. 2025/42
21 Non single family Effective 5/1/25 Effective 1/1/26
22 Zone I $4.49 $4.89
23 Zone II* $4.61 $5.05
24 Zone III* $4.84 $5.39
25 Zone IV* $5.30 $6.06
26 Outside City Outside City evaluated on a
case-by-case basis
27 *Zones II, III and IV include pumping quantit y surcharge 28 * All Zones subject to fire line leak consumption
29 Raw Water $3.25 NA NA $3.25 $0.00
30 Backflow Prevention Device Testing:
31 New Install Testing - each $176.00
Backflow Test on new
install and temporary
construction (non fireline)
$193.69 0% $193.00 $17
45 Public Works
Item
No. Title Current Fee/Charge Units Notes Full Cost Subsidy % Suggested Fee Units Fee Δ 32 Backflow Prevention Device
Maintenance Fees:
33 Double Check Valve/Reduced
Pressure Devices (monthly by device size as listed below):
34 Double Check/RP Device
35 5/8 ″x 3/4″ $5.45 NA NA $5.45 $0
36 1 inch $5.55 NA NA $5.55 $0
37 1 ½ inch $7.50 NA NA $7.50 $0
38 2 inches $7.90 NA NA $7.90 $0
39 3 inches $25.80 NA NA $25.80 $0
40 4 inches $27.90 NA NA $27.90 $0
41 6 inches $35.00 NA NA $35.00 $0
42 8 inches $63.35 NA NA $63.35 $0
43 10 inches $81.95 NA NA $81.95 $0
44 Backflow Prevention Device
Installation Actual Cost NA NA Actual Cost $0
45 Fire Protection:
46 Fire Protection water service
charge for unmetered connections
to water system equipped with a
detector check assembly for
privately owned sprinklers,
hydrants, or other outlets used for
firefighting; Monthly Standard 5/8″
x ¾″ Meter Service Fee plus the
following:
$25.00 plus rates below NA NA $25.00 plus rates below $ 0 47 Fire sprinkler requires 1” Double
Check Detector
Double Check Detector
Assembly (DCDA) NA NA Double Check Detector
Assembly (DCDA) $0
48 Backflow Test on ALL new fire line
installations $176.00 $193.69 0% $193.00 $17
49 New Install Testing:
50 Test on Residential Properties $176.00 $193.69 0% $19 3.00 $17 51 Test on Commercial Properties
(Detector Assemblies) $176.00 $193.69 0% $193.00 $17
52 4 inches and under $176.00 $193.69 0% $193.00 $17
53 6 inches $176.00 $193.69 0% $193.00 $17
54 8 inches $176.00 $193.69 0% $193.00 $17
55 10 inches $176.00 $193.69 0% $193.00 $17
56 Backflow Prevention Device
Installation Actual Cost NA NA Actual Cost $0
57 Hydrant Meter Water Installation: $0.00 $0.00
58 Deposit for Hydrant Meter $2,885.00 NA NA $2,885.00 $0 59 Hydrant Meter Monthly Charge $84.00 NA NA $84.00 $0 60 Installation $176.00 plus deposit $193.69 0% $193.0 0 plus deposit $17 61 Relocation $176.00 $193.69 0% $193.00 $17
46 Public Works
Item
No. Title Current Fee/Charge Units Notes Full Cost Subsidy % Suggested Fee Units Fee Δ 62 Hydrant water usage/unit;
Potable or Recycled Water $4.00 Outside City Limit - fees evaluated on a case-by-case basis NA NA $4.00
Outside City Limit - fees
evaluated on a case-by-
case basis
$0
63 Backflow Protection on Hydrant Meter (when applicable):
64 Deposit on Backflow Device $706.00 NA NA $706.00 $0
65 Test on RP (new install test) $176.00 $193 .69 0% $193.00 $17 66 Monthly Charge for RP Per rates for device sizes listed above NA NA
Per rates for device sizes
listed above $0
67 Water Utility Penalty, % of unpaid
bill 5% NA NA 5% $0
68 Water Service Charge for Monthly
Maintenance of Water Lines by
Meter Size:
Per Reso. 2025/42
69 Effective 5/1/25 Effective 1/1/26
70 5/8"x 3/4" $25.60 $27.40
71 1" $57.80 $61.70
72 1-1/2" $110.00 $118.00
73 2" $173.00 $185.00
74 3" $320.00 $342.00
75 4" $531.00 $568.00
76 6" $1,060.00 $1,130.00
77 8" $1,690.00 $1,810.00
78 10" $2,430.00 $2,600.00
79 12" $3,480.00 $3,720.00
80 Water for Construction/home:
(Slab-Prestressing exercises) $60.00
81 Water Meter Installation (includes labor and mate rial):
82 Single Family Residential:
83 New Subdivision with Lateral
84 5/8″ x 3/4" meter with remote
reading $374.00 $144.00 (Labor) plus
$230.00 (Materials) $443.84 1% $441.00 $67
85 1” meter with remote reading $504.00 $144.00 (Labor) plus $360.00 (Materials) $573.84 0% $573.00 $69
86 Return visit for meter installation $176.00
return visit for meter installation,
when contractor does not have the
site ready
$193.69 0% $193.00
return visit for meter
installation, when
contractor does not have
the site ready
$17
87 Existing Subdivision, Lateral Not
Installed: Actual Cost NA NA Actual Cost $0
88 Water Meter/lateral installation
Fully burdened hourly rate for
all staff involved plus any
outside costs
NA NA
Fully burdened hourly
rate for all staff involved
plus any outside costs
$0
89 Backflow device penalties, % of
unpaid bill 5% of unpaid bill NA NA 5% of unpaid bill $0 47 Public Works
Item
No. Title Current Fee/Charge Units Notes Full Cost Subsidy % Suggested Fee Units Fee Δ 90 FOR ALL DELINQUENT, NON-PAYMENT, OR SUSPENDED ACCOUNTS:
91 Processing Service Charge $29.00 $29.00 0% $29.00 $0 92 Disconnection Service Charge $108.00 each/per trip when the water is already disconnected $125.65 1% $125.00
each/per trip when the
water is already
disconnected
$17
93 Reconnection Service Charge-
service is provided next business
day
No Charge NA NA No Charge $0
94 Reconnection Service Charge,
Same Day Service $158.00 $193.69 0% $193.00 $35
95 Water Meter Tampering + parts
& labor
Fully burdened hourly rate of
staff involved plus any outside
costs – minimum charge of
$250.00
NA NA
Fully burdened hourly
rate of staff involved
plus any outside costs –
minimum charge of
$250.00
$0
96 Return Trips – returning for the
same reason, service is provided
next business day
No Charge NA NA No Charge $0
97 Return Trips – returning for the
same reason, same day service $158.00 each subsequent visit $193.69 0% $193.00 each subsequent visit $35 98 FOR ALL NON-DELINQUENT ACCOUNT REQUESTS:
99 Water Turn On/Off - service is
provided next business day No Charge NA NA No Charge $0 100 Water Turn On/Off same day
service $158.00 $193.69 0% $193.00 $35
101
Water Meter Tests and/or
Water Meter Replacement - charge
when requested by customer
Fully burdened hourly rate of
all staff involved plus any
outside costs. Fee will be
refunded if meter found to be
defective.
NA NA
Fully burdened hourly
rate of all staff involved
plus any outside costs.
Fee will be refunded if
meter found to be
defective.
$0
102 Pressure/Flow Test for Design
Purposes $176.00 $193.69 0% $193.00 $17
103 Water Deposits:
104 Residential $300.00 (requires guaranteed
funds) NA NA $300.00 $0
105 Commercial 1.5 times month avg NA NA 1.5 times mon th avg $0 48 Public Works
Item No. Title Current Fee/Charge Units Full Cost Subsidy % Suggested Fee Fee Δ 1 SEWER FEES:
2 Delinquent sewer charges, % of
unpaid bill 5% NA NA 5% $0
3 Residential Uniform Charges – per
dwelling unit each month
(Resolution 2021/102)
Effective July 1, 2025 Effective January 1, 2026
4 Single Family Dwelling Unit
$/month charge $18.45 $19.80
5 Multi Family Dwelling Unit
$/month $16.50 $17.70
6 Apartment, Mobile Home
Dwelling Unit $/month $15.10 $16.35
7 Non-Residential monthly charge
(Reso. 2021/102) July 1, 2025 January 1, 2026
8 Account Charge $/month plus
volume rate $5.70 $6.15
9 Volume Rate $/month per HCF $1.68 $1.85
10 Fee to televise sewer mains $1.15
per ft + Time and Materials
(fully burdened hourly rate
+ cost of materials and
equipment)
11 Southeast Gravity Sewer Fee/unit,
per city ordinance #846-C-S $652.00
12 Fee for inspection/certification of
storm water collection facilities – C-
3 requirements
Time and materials for
inspection/repair or
replacements costs (fully
burdened hourly rate)
13 TV Sewer Lateral on Property Sale $108.00 per lateral 14 Sewage Spill Cleanup
Fully burdened hourly rate for
all staff involved plus any
outside costs
49 Marina
Item
No. Title Current Fee/Charge Unit Full Cost Subsidy % Suggested Fee Fee Δ 1 MARINA FEES:
2 Credit Check Fee (Non-refundable. Fee
includes staff time to process) $25.00 each $44.00 0% $44.00 $19 3 Open berths (length of boat, all overhangs
included, or berth, whichever is greater) per
month. Does not include electric power.
$6.30 per ft/mo NA NA $6.50 $0
4 Covered berth (length of boat, all overhangs
included, or berth, whichever is greater) per
month. Does not include electric power.
$7.90 per ft/mo NA NA $8.00 $0
5 Electric Sub Meter charge/month, at PG&E
prevailing rates for the type of service,
adjusted for time of year.
Charge at PG&E established
rates per kwh for the type of
service, adjusted for time of
year
NA NA
Charge at PG&E established rates
per kwh for the type of service,
adjusted for time of year
$0
6 Skiff berths: Open boat only. Maximum length
overall (LOA) with all extensions, including
outboard motor in the stored (up) position.
7 Maximum 18' and less LOA/month $50.00 NA NA $52.00 $2 8 Late Payment Fee (Payments received after
the 15th of the month)
10% of Statement/$10.00
minimum NA NA 10% of Statement/$10.00
minimum $0
9 Kayak Facility Use/month $30.00 NA NA $31.00 $1
10 Live aboard fees/month $175.00 NA NA $180.00 $5
11 $60.00 each additional
person – NA NA $61.00 $1
12 Transient overnight vessels:
13 Vessels less than 45'/night $25.00 NA NA $25.75 $1 14 Over 45’ $35.00 NA NA $36.00 $1
15 Dock boxes/month $5.00 NA NA $8.00 $3
16 Lien sale filing fee $220.00 $263.17 0% $263.00 $43
17 Vessel chaining (impound) fee - each
occurrence $150.00 $225.70 0% $225.00 $75
18 Vessel de-watering (pumping) fee. First
pumping is free; thereafter, charge is
$150.00/hour + Materials & Equipment.
$150.00
per hour +
Materials and
Equipment
$248.64 0% $249.00 $99
50 Marina
Item
No. Title Current Fee/Charge Unit Full Cost Subsidy % Suggested Fee Fee Δ 19 Labor fee for re-tying, moving, towing,
salvaging, repairing, installing, removing,
cleaning, etc., per hour (in ½ hour minimum
increments)
Time and Materials (Fully
Burdened Hourly Rate) NA NA
Time and Materials (Fully
Burdened Hourly Rate, billed in
15 minute increments)
$0
20 Electronic Key/PIN Code fee (Non-Refundable) $10.00 $25.00 0% $25.00 $15 21 Boat Launch Fees (per reso 2011/75): Daily rate $5.00 NA NA $5.00 $0 22 Annual pass (January – December) $100.00 NA NA $100.00 $0 23 Specials:
24 The Public Works Director may offer
discounted promotional fees of a limited
duration depending on availability
51 Recreation and Community Services
Item
No. Title Current Fee/Charge Unit Notes Full Cost Subsidy % Suggested Fee Fee Δ 1 Senior Center Membership *fee waiver available
2 Antioch Resident annual fee* $20.00 NA NA $20.00 $0
3 Non-Resident annual fee* $30.00 NA NA $30.00 $0
4 Activity/Facility Rental Fees: Activity/Facility Rental Fees are set to cover all direct costs and indirect costs as approved in the Fee and Pricing
Fees set to cover costs as
approved in the Fee and
Pricing Policy
NA NA
Fees set to cover costs as approved in the
Fee and Pricing Policy $0
5 Policy including but not limited to instructors, staff, materials, contracted services, and necessary overhead.
For Activity Fees Only - $10.00
or 10%, whichever is higher,
added for non-resident
participation and non-AUSD
participation
NA NA
For Activity Fees Only - $10.00 or 10%,
whichever is higher, added for non-
resident participation and non-AUSD
participation
$0
6 Activity withdraw/refund service charge $10.00 $12.53 20% $10.00 $0 7 Late fee for not picking up children at scheduled release time - $10.00 per 5 minute interval per child $10.00 NA NA $10.00 $0 8 FACILITY USE DEPOSITS, LATE FEES, AND CONTRACT MODIFICATION FEES:
9 Facility Deposit – Dining Capacity 71 and above
(refundable at 100% compliant) $500.00 NA NA $500.00 $0 10 Facility Deposit – Dining Capacity 70 and below
(refundable at 100% compliant) $200.00 NA NA $200.00 $0 11 Alcohol Consumption/Youth Event/Police Response
Deposit (refundable at 100% compliant) $500.00 NA NA $500.00 $0 12 Alcohol/ Bounce House Use Permit – Outdoor Picnic
Areas/Group Use (non-refundable) $27.00 $62.64 52% $30.00 $3 13 Alcohol Use Permit-Indoor Facilities/Private, Group, Organization Use (non-refundable) $200.00 NA NA $200.00 $0 14 Security Guard (non-refundable)*
Fees to be paid directly to
City’s approved security
vendors
*All events serving any type of
alcohol require security guards. All
youth events (age 12-21) require
security guards. Refer to Rental
Policies and Procedures for the
number of security guards required.
NA NA Fees to be paid directly to City’s
approved security vendors $0
15 Contract Modification
16 7 Days After Contract Approval $75.00 $189.58 60% $75.00 $0 17 Less Than 14 Days Prior to Event Modification is not available less than 7 days $100.00 $189.58 47% $100.00 $0 18 Late Fee for Unpaid Balance per the Contract Schedule $100.00 NA NA $100.00 $0 19 Event/Contract Cancellation Fee $75.00
plus additional
penalties
outlined in
contract
schedule of
payment
$120.45 38% $75.00 $0
52 Recreation and Community Services
Item
No. Title Current Fee/Charge Unit Notes Full Cost Subsidy % Suggested Fee Fee Δ 20 21 Non-Profit* Discount for the Following Facilities:
22 Antioch Community Center Multi-Use Rooms 25% discount off of the room rental rate NA NA 25% discount off of the room rental rate $0 23 Antioch Water Park Multi-Use Room 25% discount off of the room rental rate NA NA 25% discount off of the room rental rate $0 24 Nick Rodriguez Community Center/ Senior Center 25% discount off of the room rental rate NA NA 25% discount off of the room rental rate $0 25 City of Antioch Employee Discount for the Following Facilities:
26 Antioch Community Center Multi-Use Rooms 20% discount off of the room rental rate NA NA 20% discount off of the room rental rate $0 27 Antioch Water Park Community/Multi-Use Room 20% discount off of the room rental rate NA NA 20% discount off of the room rental rate $0 28 Nick Rodriguez Community Center/Senior Center 20% discount off of the room rental rate NA NA 20% discount off of the room rental rate $0 29 · Must be a current Full-Time City Employee 30 Nick Rodriguez Community Center NRCC)/Senior Center Fees:
31 Theater per hour** $127.00 NA NA $127.00 $0
32 Green Room $62.00 NA NA $62.00 $0
33 Multi-Use Room per hour $127.00 NA NA $127.00 $0
34 10 Hour Rate $1,143.00 NA NA $1,143.00 $0
35 Podium $23.00 NA NA $23.00 $0
36 Screen and Projector Per Day $47.00 NA NA $47.00 $0 37 Screen Only Per Day $23.00 NA NA $23.00 $0
38 Microphone and Speaker Per Day $18.00 NA NA $18.00 $0 39 Arts & Crafts Room per hour (NRCC) $62.00 NA NA $62.00 $0 40 Conference Room per hour $62.00 NA NA $62.00 $0
41 Classroom per hour $62.00 NA NA $62.00 $0
42 Physical Fitness Room per hour $62.00 NA NA $62.00 $0 43 Technician per hour (4 hour minimum) $61.00 NA NA $61.00 $0 44 Grand Piano Rental:
45 1 Day $85.00 NA NA $85.00 $0
46 2 Days $119.00 NA NA $119.00 $0
47 Each additional day $49.00 NA NA $49.00 $0
48 **For long-term productions contact the Recreation Department 49 Mno Grant Dining Hall Per Hour $127.00 NA NA $127.00 $0 50 10-Hour Rate $1,143.00 NA NA $1,143.00 $0
51 Podium $23.00 NA NA $23.00 $0
52 Screen and Projector Per Day $47.00 NA NA $47.00 $0 53 Screen Only Per Day $23.00 NA NA $23.00 $0
54 Microphone and Speaker Per Day $18.00 NA NA $18.00 $0 55 Arts and Crafts Room Per Hour (Senior Center) $62.00 NA NA $62.00 $0 56 Riverview Room Per Hour $75.00 NA NA $75.00 $0
Deposits, alcohol permits, security guards, late fees and contract modification fees apply to all Recreation facilities and designated programs. 53 Recreation and Community Services
Item
No. Title Current Fee/Charge Unit Notes Full Cost Subsidy % Suggested Fee Fee Δ 57 Antioch Community Center Fees:
58 San Joaquin Community Hall - Full Ballroom
59 Monday – Thursday per hour $245.00 NA NA $245.00 $0 60 Friday- Sunday – Per hour $293.00 NA NA $293.00 $0 61 Friday- Sunday – 10 hour rate $2,633.00 NA NA $2,633.00 62 Sunday Special, 3:00pm-11:00pm $1,325.00 NA NA $1,325.00 $0 63 Lobby per hour, Full Ballroom option only $86.00 NA NA $86.00 $0 64 San Joaquin Community Hall – Half Ballroom
65 Monday – Thursday per hour $139.00 NA NA $139.00 $0 66 Friday- Sunday – Per hour $166.00 NA NA $166.00 $0 67 Friday- Sunday – 10 hour rate $1,491.00 NA NA $1,491.00 $0 68 San Joaquin Community Hall One Fourth Ballroom
69 Monday – Thursday per hour $87.00 NA NA $87.00 $0 70 Friday- Sunday – Per hour $102.00 NA NA $102.00 $0 71 Friday- Sunday – 10 hour rate $914.00 NA NA $914.00 $0 72 West Island Room per hour $83.00 NA NA $83.00 $0
73 Gymnasium – For Non-Sport Uses
74 Full-day rental only up to 12 hours $4,113.00 NA NA $4,113.00 $0 75 Amphitheatre
76 Per Hour $149.00 NA NA $149.00 $0
77 Companion use with Community Hall per hour; two
hour minimum $111.00 NA NA $111.00 $0
78 Arbor Use Per Day $111.00 NA NA $111.00 $0
79 Full Service Catering Kitchen
80 With Community Hall One Time Fee $118.00 NA NA $118.00 $0 81 Individual Rental Per Hour $59.00 NA NA $59.00 $0 82 Ballroom Projector and Screen Per Day $86.00 NA NA $86.00 $0 83 Ballroom Screen Only Per Day $29.00 NA NA $29.00 $0
84 West Island Projector and Screen Per Day $59.00 NA NA $59.00 $0 85 West Island Screen Only Per Day $26.00 NA NA $26.00 $0 86 Podium Per Day $23.00 NA NA $23.00 $0
87 Portable Bar Per Day $37.00 NA NA $37.00 $0
88 Regular Microphone Per Day $15.00 NA NA $15.00 $0
89 Wireless Microphone Per Day $19.00 NA NA $19.00 $0
90 Athletic Fields Fees:
91 Day Use - 1 hour minimum
92 Night Use – 2 hour minimum
93 Facility Closure Fee $15.00
for every 15
minutes after
the end time
for field use
NA NA $15.00 $0
94 Cancellation Fee - 30 day notice $35.00 NA NA $35.00 $0 95 Cancellation Fee - Less than 30 days notice $100.00 NA NA $100.00 $0 96 Cancellation - Administrative Fee $35.00 $35.00 0% $35.00 $0 97 Security Deposit (per field) *also applies to Neighborhood Parks for organized sports uses. $150.00 NA NA $100.00 -$50 54 Recreation and Community Services
Item
No. Title Current Fee/Charge Unit Notes Full Cost Subsidy % Suggested Fee Fee Δ 98 City Park
99 Adult – Day Use Per Hour $28.00 NA NA $28.00 $0
100 Youth – Day Use Per Hour $18.00 NA NA $18.00 $0 101 Adult & Youth – Night Use (includes lights) Per Hour $55.00 NA NA $55.00 $0 102 Community Park
103 Adult – Day Use Per Hour $40.00 NA NA $40.00 $0 104 Youth – Day Use Per Hour $30.00 NA NA $30.00 $0
105 Adult & Youth – Night Use (includes lights) Per Hour $67.00 NA NA $67.00 $0 106 Turf Fields
107 Adult – Day Use Per Hour $78.00 NA NA $78.00 $0 108 Youth – Day Use Per Hour $63.00 NA NA $63.00 $0 109 Adult – Night Use (includes lights) Per Hour $98.00 NA NA $98.00 $0 110 Youth – Night Use (includes lights) Per Hour $85.00 NA NA $85.00 $0 111 Memorial Field
112 Adult – Day Use Per Hour $28.00 NA NA $28.00 $0 113 Youth – Day Use Per Hour $19.00 NA NA $19.00 $0 114 Adult & Youth – Night Use (includes lights) Per Hour $48.00 NA NA $48.00 $0 115 Neighborhood Park Fields
116 Adult – Day Use Only Per Hour $28.00 NA NA $28.00 $0 117 Youth – Day Use Only Per Hour $18.00 NA NA $18.00 $0 118 Antioch Community Center Gymnasium Sports Use Fees:
119 · Half (½) Gym
120 Adult Use Per Hour $44.00 NA NA $44.00 $0
121 Youth Use Per Hour $37.00 NA NA $37.00 $0
122 · Full Gym
123 Adult Use Per Hour $68.00 NA NA $68.00 $0
124 Youth Use Per Hour $54.00 NA NA $54.00 $0
125 Adult Saturday/Sunday $93.00 NA NA $93.00 $0
126 Youth Saturday/Sunday $78.00 NA NA $78.00 $0
127 Scoreboard Rental Per Day $29.00 NA NA $29.00 $0
128 Basketball Shot Returner $50.00 NA NA $50.00 $0
129 Security Deposit $250.00 NA NA $250.00 $0
130 Antioch Community Center Gymnasium Birthday Party Package:
131 Saturday/Sunday (2 hours) $400.00 NA NA $400.00 $0
132 Grand Plaza Picnic Area add-on (per hour; 2-hour max) $30.00 NA NA $30.00 $0 133 Security Deposit $200.00 NA NA $200.00 $0
134 Antioch Water Park Fees:
135 Daily Admission – Weekend/Holidays $18.00 NA NA $18.00 $0 136 Daily Admission - Weekday $16.00 NA NA $16.00 $0
137 Daily Admission - After 4:00 pm $10.00 NA NA $10.00 $0 138 Active Military with current ID $10.00 NA NA $10.00 $0 139 Seniors Adults 62 and older $10.00 NA NA $10.00 $0
140 Antioch Resident Season Pass $80.00 NA NA $80.00 $0 141 Antioch Resident Season Pass – Early Discount Purchased before Opening Day $65.00 NA NA $65.00 $0
142 Non-Resident Season Pass $97.00 NA NA $97.00 $0
143 Non-Resident Season Pass – Early Discount Purchased before Opening Day $77.00 NA NA $77.00 $0
55 Recreation and Community Services
Item
No. Title Current Fee/Charge Unit Notes Full Cost Subsidy % Suggested Fee Fee Δ 144 Group Rates
145 Weekend – 10 or more $16.00 NA NA $16.00 $0
146 Weekday – 10 or more $14.00 NA NA $14.00 $0
147 Weekday – 50 or more $13.00 NA NA $13.00 $0
148 Weekend with water park multi-use room rental $14.00 NA NA $14.00 $0 149 Complete Park Buy-Out Private Use (3 hour minimum) $860.00 NA NA $860.00 $0 150 Boulder Cove Per Hour $339.00 NA NA $339.00 $0
151 Prewett Peak Per Hour $247.00 NA NA $247.00 $0
152 Sport Pool Per Hour $247.00 NA NA $247.00 $0
153 Tad Pool Per Hour $210.00 NA NA $210.00 $0
154 Cattail Harbor Spray Ground $210.00 NA NA $210.00 $0 155 Lap/Lesson Pool Per Hour $247.00 NA NA $247.00 $0
156 Discount for Recurring Pool Rentals for Swim User Groups 50% NA NA $0.50 $0 157 *Must be non-profit and book more than 10 dates to qualify 158 Deposits, late fees and contract modification fees apply 159 Buy-Out Deposit (refundable at 100% compliant) $500.00 NA NA $500.00 $0 160 Antioch Water Park Community Multi-Use Room Fees:
161 Multi Use Room with Patio per hour $147.00 NA NA $147.00 $0 162 -May 15th to September 15th - per hour $165.00 NA NA $165.00 $0 163 May 15th to September 15th -10 hour rate $1,485.00 NA NA $1,485.00 164 Projector and Screen Per Day $47.00 NA NA $47.00 $0 165 Screen Only Per Day $23.00 NA NA $23.00 $0
166 Podium Per Day $23.00 NA NA $23.00 $0
167 Microphone and Speaker Per Day $18.00 NA NA $18.00 $0 168 Portable Bar Per Day $37.00 NA NA $37.00 $0
56 Recreation and Community Services
Item
No. Title Current Fee/Charge Unit Notes Full Cost Subsidy % Suggested Fee Fee Δ 169 Picnic Area Reservations:
170
Group picnic areas are available at several city parks.
These group picnic areas may be reserved or used on a
first-come, first-serve basis, when available. Organized community events must complete a Special Event
Application.
171 Alcohol/Bounce House Use Permit Required (non-
refundable). Refer to page 17.
172 Jensen Family Picnic Grove Fees:
173
Three picnic areas are available to rent on a daily basis.
Applicants may reserve any combination of picnic areas
that fit their needs. (All areas combined will
accommodate 160 guests)
174 Area 4, Capacity 40
175 Full Day (8am to dusk) $55.00 NA NA $55.00 $0
176 Area 3, Capacity 50
177 Full Day (8am to dusk) $72.00 NA NA $72.00 $0
178 Area 2, Capacity 70
179 Full Day (8am to dusk) $100.00 NA NA $100.00 $0 180 Neighborhood Park Picnic Fees:
181 Group Picnic Sites (per table; includes reserved signage.
Not available at all parks.) $25.00 NA NA $25.00 $0
182 Picnic Tables (for 2 tables) $40.00 NA NA $40.00 $0 183 Prewett Park Outdoor Grand Plaza Fees:
184 Plaza Area – Capacity 120
185 Per Hour, 2 Hour Minimum $49.00 NA NA $49.00 $0
186 Full Day (8am to dusk) $221.00 NA NA $221.00 $0
57 Miscellaneous
Item
No. Title Current Fee/Charge Unit Notes Full Cost Subsidy % Suggested Fee Fee Δ 1 Business License Application Fee $31.00 $34.79 2% $34.00 $3 2 Business License Renewal Fee $11.00
– waived if renewed
on-line by due date
only
$23.19 1% $23.00 $12
3 Business License Certificate Reprint Fee $11.00 (on certificate paper) $11.60 5% $11.00 $0
4 Business License Stickers on vehicles, taxicabs $6.00 each NA NA $6.00 $0 5 Processing of Criminal Complaint staff time, attorneys’ fees and court costs NA NA staff time, attorneys’ fees and court costs $0
6 Drainage Fee Processing of Total Districts:
7 D-55 ½ of 1% NA NA ½ of 1% $0
8 D-56 ½ of 1% NA NA ½ of 1% $0
9 J-29 ½ of 1% NA NA ½ of 1% $0
10 D-29 ½ of 1% NA NA ½ of 1% $0
11 DA-130 ½ of 1% NA NA ½ of 1% $0
12 Fire Protection Fees, % of revenue 1% NA NA $0.01 $0 13 COBRA Administration fees, % of premium 2% NA NA $0.02 $ 0 14 Returned or rejected items charges $51.00 $82.90 22% $ 65.00 $14 15 Staff Time Fully Burdened Hourly Billable
Rates
As outlined in 2026 Hourly Rate
Detail report on file in Finance NA NA
Fully Burdened Hourly Rates as
outlined in the User Fee Study on file
in the Finance Department. Rates to
be billed in 15 minute increments.
$0
16 Block Party Permit Deposit for barricades NA NA Deposit for barricades $0 17 Board of Administrative Appeals Fee $50.00 – refundable if appeal successful $887.66 0% $887.00 $837
18 Appeal to Planning Commission $920.00 per appeal (non- refundable) $1,286.22 0% $1,286.00 $366
19 Appeal to City Council of Commission Decision $2,340. 00 per appeal (non-
refundable); Deposit
Project – charge fully
burdened hourly
rates for all staff
time involved
$713.27 0% $713.00 -$1,627
20 Citation Appeals Fee (pursuant to Section 1-
5.05 of AMC)
Deposit equal to amount of
fine NA NA Deposit equal to amount of fine $0
21 Release of Special Assessment Lien $135.00
per release plus
additional fees from
other agencies
$146.64 0% $146.00 $11
22 Lien Processing Charge $270.00 plus additional fees from other agencies $168.44 0% $168.00 -$102
58 Miscellaneous
Item
No. Title Current Fee/Charge Unit Notes Full Cost Subsidy % Suggested Fee Fee Δ 23 Delinquent charges will be assessed on unpaid
invoices over 30 days, % Of unpaid amount 5% of unpaid amount NA NA 5% of unpaid amount $0 24 Other Service Charges
25 Business License List – current active listing,
per list $52.00 $69.57 1% $69.00 $17
26 New Business List – per month $6.00 $69.57 1% $69.00 $63 27 New Business List – prepaid for year $63.00 $69.57 1% $69 .00 $6 28 Master Fee Resolution $8.00 $23.51 2% $23.00 $15
29 Financial Reports $22.00 $141.00 65% $50.00 $28
30 City Budget $22.00 $141.00 65% $50.00 $28
31 Candidate Filing Fee $25.00 – limited by State law NA NA $25.00 $0 32 Initiative Fee $200.00
Fee to be refunded to
filer if, with one year
of the date of filing
notice of intent, the
elections office
certifies the sufficiency
of petition
NA NA $200.00 $0
33 Copies - letter/legal size:
34 Four pages or less free NA NA free $0
35 Five pages or more $0.20 per page ($1
minimum) NA NA $0.20 $0
36 Copies – FPPC reports $0.10 per page ($1
minimum) NA NA $0.10 $0
37 Electronic File Copy
(Audio/Video/CD/DVD/USB) $11.00 per device NA NA $11.00 $0 38 GIS maps - plain paper $42.00 $64.36 1% $64.00 $22
39 GIS maps - glossy paper $52.00 $64.36 1% $64.00 $12
40 Document Certification - per document $22.00 NA NA $ 22.00 $0 41 Records & Information Research (not subject
to the Public Records Act or subpoena)
Fully burdened hourly cost of
staff involved NA NA
Fully burdened hourly rate cost, billed
in 15 minute increments, of staff
involved
$0
59 Miscellaneous
Item
No. Title Current Fee/Charge Unit Notes Full Cost Subsidy % Suggested Fee Fee Δ 42 Council Chambers
43 Governmental Uses:
44 Audio/Visual Technician & equipment rental
rate/hour
Actual cost paid to technician
by renter of Council Chambers NA NA Actual cost paid to technician by renter of Council Chambers $0
45 Room Use per hour $293.00 NA NA $350.00 $57
46 Deposit (refunded after walk-thru to verify
clean and no equipment is missing) $500.00 NA NA $500.00 $0 47 Special Event/Assembly/Parade Application
Fee $150.00 $481.79 0% $481.00 $331
48 Less than 30 days notice (dependent on staff
capacity) $225.00 $481.79 0% $481.00 $256
49 Less than 14 days notice (dependent on staff
capacity) $300.00 $481.79 0% $481.00 $181
50 Special Event Staff Costs*
*waived for City-Supported events
Fully burdened hourly cost of
staff involved for services
directly related to event, such
as posting signage, site clean-
up, and field preparation.
NA NA
Fully burdened hourly rate of staff
involved, billed in 15 minute
increments, for services directly
related to event, such as posting
signage, site clean-up, and field
preparation.
$0
51 No Parking Signs* (per sign) $5.00 $10.00 0% $10.00 $5 52 Key Deposit $50.00 NA NA $50.00 $0
53 Parade Permit $1,435.00
plus the actual cost of
staff involved and any
outside costs (if
approved)
$3,001.72 0% $3,001.00 $1,566
Senior Discounts are offered for the following:
1. Waiver of the monthly water service charge (for accounts with established discount prior to April 26, 2011)
2. 50% discount on dog licenses (with proof of discount from Republic Services)
3. Garbage service (application mailed directly to Republic Services for consideration) Requirements to qualify for the senior discount are as follows:
2. Disabled as established by the Social Security Administration Supplemental Income Program for the aged, blind, and disabled.
1. Sixty-two (62) years of age or older and total household income of no more than the very low income limits for 1 person tied to the Oakland-Fremont area as established by the U.S. Department of Housing and Urban Development Program Income Limits. Household income includes Social Security and all retirement benefits. In the case of a husband and wife, it is the total yearly amount of income earned; OR
60 27368 Via Industria, Suite 200
Temecula, CA 92590-4856
800.755.6864 | Fax: 888.326.6864
951.587.3500 | Fax: 951.587.3510
www.willdan.com
Marina Covered
Berths per ft
Uncovered
Berths per ft ELECTRICITY LIVABOARD LIVABOARD2LATE
FEES MISC CHARGESONSITE
SECURITY
PRICE FOR 32'
VESSEL UNVD
PRICE %
DIFFERENCE
ANTIOCH MARINA $7.90 $6.30 $0.22 klw $175.00 $60 10.00% KEY FEE $10.00
CAMERAS/FENCIN
G/LIGHTING $201.60
MARTINEZ MARINA N/A
PRICE BASED ON
AMOUNT OF
SPACE USED
INCLUDED IN
DOCKAGE N/A N/A $35.00
KEY FEE $25.00
WAITING LIST
DEPOSIT
YES $285.00 - 35' 41%
DISCOVERY BAY
(PRIVATE) $9.95 $3.00 NO NO N/A N/A 24 HR STAFF $321.00 59% STOCKTON MARINA$10.50 UP TO
40' 50'/60'/80'
Billed at current
PG&E Rates:
30¢-40¢ pKw
$150.00 N/A $25.00 FEES YES $336.00 67%
PITTSBURG MARINA $10.40 $8.85 INCLUDED IN
DOCKAGE $281.38 N/A 10.00% SERVICE FEES CAMERAS/FENCIN
G/LIGHTING $337.69 67%
BENICIA MARINA N/A $13.35
Billed at current
PG&E Rates,
$9.86
$345.00 N/A N/A N/A MARINA
ATTENDANTS $427.20 112%
MUNICIPAL MARINASURVEY
8 Agenda #
STAFF REPORT TO THE CITY COUNCIL
DATE: Regular Meeting of May 26, 2026
TO: Honorable Mayor and Members of the City Council
SUBMITTED BY: Karina Moreno-Coria, Acting Human Resources Manager
APPROVED BY: Ana Cortez, Acting City Manager
SUBJECT: Tentative Agreement between the City of Antioch and the Treatment Plant Employees Association for the Period of October 1, 2025 – September 30, 2026
RECOMMENDED ACTION
It is recommended that the City Council adopt a resolution approving the Tentative Agreement between the City of Antioch and the Treatment Plant Employees Association (TPEA).
FISCAL IMPACT
The estimated fiscal impact of the 1.5% COLA to be provided under the Treatment Plant Employees Association Tentative Agreement for FY202 5/26 is $31,000 and FY2026/27 is $50,081. There is sufficient salary savings in the Water Enterprise Fund to absorb the FY2025/26 cost of the COLA. The impact of the COLA has been included in the draft FY2026/27 Water Enterprise Fund budget/
DISCUSSION
The previous term of the Tentative Agreement between the City and the Treatment Plant Employees’ Association covered the period of October 1, 2021 – September 30, 2025
Representatives of the City and TPEA have been meeting and conferring in good faith to negotiate an agreement and finalize the MOU. If the City Council adopts the Tentative Agreement, the parties will continue to prepare an MOU to memorialize and replace the Tentative Agreement. The existing MOU will continue as modified by the terms of the Tentative Agreement until the MOU is completed. When completed, the MOU will be submitted to City Council for approval and adoption.
A Tentative Agreement has been reached. The major terms of the Tentative Agreement are:
One-year contract from October 1, 2025 – September 30, 2026.
Antioch City Council Report
May 26, 2026 Agenda Item#8 2
Effective the first full pay period in XX, all salaries shall be increased by 1.5% (COLA) for all members of the TPEA unit, retroactive to October 1, 2025. Increase to four (4) floating holidays in a calendar year. Update to 11.5 Short-Term Disability Insurance language. Update to 9.7 Minimum Rest Periods language.
Update 11.8 Gym/Health Club Reimbursement Program language. Update 1.1 Association Recognition language.
Update 14.4 Vacation Pay at Termination language.
Update 15.1 Benefits language.
Update 17.6 Bereavement Leave language.
Update 11.6 Vision Care Insurance language.
The City will incorporate side letter agreements between the City and the TPEA which were previously approved by the Council into the updated contract. Update 9.4 Call Back language.
Update 16.3 Short Notice Shift Coverage language.
Update Operator Shift Coverage language.
Please refer to Exhibit 1 of the Resolution for more details of the Tentative Agreement.
ATTACHMENTS
A. Resolution
Exhibit 1 to Resolution – Tentative Agreement October 1, 2020 – September 30, 2021
ATTACHMENT A
RESOLUTION NO. 2026/***
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ANTIOCH
APPROVING THE TENTATIVE AGREEMENT BETWEEN THE CITY OF ANTIOCH
AND THE TREATMENT PLANT EMPLOYEES ASSOCIATION FOR THE PERIOD OF OCTOBER 1, 2025 – SEPTEMBER 30, 2026
WHEREAS, the City and the Treatment Plant Employees Association (TPEA) had a Memorandum of Understanding covering the period of October 1, 2025 – September 30, 2026;
WHEREAS, the City and the Treatment Plant Employees Association (TPEA) had a Tentative Agreement covering the period of October 1, 2021 – September 30, 2025;
WHEREAS, in accordance with Government Code Section 3505, the City’s Negotiating Team met and conferred in good faith with representatives of TP EA to negotiate a successor agreement; and
WHEREAS, representatives of the City and the TP EA reached a Tentative Agreement for a successor Memorandum of Understanding for the period of October 1, 2025, through September 30, 2026.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Antioch that the Tentative Agreement between the City of Antioch and TP EA for the period of October 1, 2025 – September 30, 2026, as provided in the attached Exhibit 1 and herein incorporated by reference, is approved.
* * * * * * * *
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 26 th day of May,
2026, by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
_____________________________________
MICHAEL J. MANDY
CITY CLERK OF THE CITY OF ANTIOCH
City of Antioch & Treatment Plant Employees' Association (TPEA) 2025 Successor MOU Negotiations
Tentative Agreements
April 15, 2026
1 EXHIBIT 1
9 Agenda Item #
STAFF REPORT TO THE CITY COUNCIL
DATE: Regular Meeting of May 26, 2026
TO: Honorable Mayor and Members of the City Council
SUBMITTED BY: Kevin Scudero, Acting Community and Economic Development Director
APPROVED BY: Ana Cortez, Acting City Manager
SUBJECT: Cannabis Business and Land Use Operational Guidelines Modifications
RECOMMENDED ACTION
It is recommended that the City Council approv e the proposed modifications to the Cannabis Business and Land Use Operational Guidelines.
FISCAL IMPACT
There is no fiscal impact to approving the proposed modifications.
DISCUSSION
With the passage of Proposition 64 in November of 2016, California residents over the age of 21 can legally use marijuana without a medicinal card if not in a public place.
Californians can carry and use up to one ounce of marijuana and grow up to six plants for personal use. Recreational sales of marijuana did not go into effect until January 1, 2018. The possession, sale and distribution of cannabis is now legal under California State law, subject to provisions contained in the law, including a state l icensing requirement.
On May 2, 2018, the Planning Commission recommended to the City Council approval of an Ordinance amending Title 9, Chapter 5 of the Antioch Municipal Code, thereby creating new provisions for the consideration of cannabis businesses in the City of Antioch. The City Council introduced the ordinance on May 22, 2018 and approved the ordinance on June 26, 2018. The ordinance went into effect on July 26, 2018. The Code Amendment established new definitions, imposed basic standards, and created a new Cannabis Business (CB) Zoning Overlay District. Within the CB Zoning Overlay District, a party may apply for a Use Permit from the City Council for the establishment of a Cannabis Business. Unlike the typical use permit process, a cannabis use permit must be reviewed by the City Council after a recommendation by the Planning Commission.
Antioch City Council Report
May 26, 2026 Agenda Item # 9 2
On September 11, 2018, the Antioch City Council adopted Cannabis Guidelines by approval of Resolution No. 2018/117. The purpose of the guidelines is to provide the public and potential applicants with the City of Antioch’s general expectations relating to the design and operation of a Cannabis Business.
On October 27, 2020, the Antioch City Council adopted Amendments to the Cannabis Business Ordinance by approval of Ordinance No. 2191- C-S. The purpose of the amendments was to provide a definition of Commercial Cannabis Use, replace the requirement for a d evelopment agreement with a requirement for an operating agreement, and specify the minimum conditions of an operating agreement.
On October 26, 2021 the Antioch City Council adopted Amendments to the Cannabis Business Ordinance by approval of Ordinance No. 2199- C-S. The purpose of the amendments was to allow retail cannabis dispensaries in the Downtown Specific Plan area and the Somersville District, to modify the definition of sensitive uses to match state standards, and to establish location restrictions in each of the areas between retail cannabis businesses and between a cannabis business and a sensitive use.
On March 18, 2026 the Cannabis Standing Committee reviewed the proposed modifications and voted 2-0 to recommend the City Council approve them.
The cannabis guidelines are intended to express the City’s high expectations for operation, design, and security features that, when implemented, will minimize the operational impacts of cannabis businesses to the community and the City of Antioch.
The guidelines are written as “should” statements because they are not statutory regulations in this form. However, the guidelines are converted to Conditions of Approval for an application presented to the Planning Commission and City Council. At that time, they become absolute requirements. This approach offers flexibility to address varying applications and also allows for easy modification of the guidelines by the City Council, if needed. General conformance to these guidelines is required in order for the City to make the findings for approval of a use permit.
At the August 20, 2025 Cannabis Standing Committee meeting, the guidelines were reviewed and it was noted that there are inconsistencies between the guidelines and the current Cannabis ordinance. This was because the guidelines also restated sections of the original cannabis ordinance and while the ordinance has been amended multiple times over the years , the guidelines were never amended to reflect those changes. To address this issue, staff is proposing a version of the guidelines that removes all references to the cannabis standards codified in the Antioch Municipal Code and instead includes the current ordinance as an attachment to the guidelines. This will prevent any future inconsistencies in the guidelines when the Antioch Municipal Code is amended and will also provide clear direction to potential Cannabis operators on what City standards and guidelines are for Cannabis operations in the City of Antioch. It should be noted that the proposed modifications are merely a clean- up and are not making any substantive changes to how cannabis businesses operate in the City of Antioch. Additionally, should Antioch City Council Report
May 26, 2026 Agenda Item # 9 3
the City Council choose to make substantive changes to the guidelines in the future, it would not immediately change how existing cannabis businesses operate. Existing businesses would need to have their conditions of approval and operating agreements modified to reflect the changes. A red-lined and clean version of the proposed guidelines are included as attachments to the staff report.
ATTACHMENTS
A. Resolution
Exhibit A – Cannabis Guidelines – Clean Version
B. Cannabis Guidelines Red-lined Version
RESOLUTION NO. 2026/xxx
RE
SOLUTION OF THE CITY COUNCIL OF THE CITY OF ANTIOCH
APPROVING MODIFICATIONS TO THE CANNABIS BUSINESS AND LAND USE
OPERATIONAL GUIDELINES
W
HEREAS, on June 26, 2018, the City Council approved the ordinance allowing the consideration of cannabis businesses in the City of Antioch; W
HEREAS, on September 11, 2018, the City Council adopted Cannabis Business and Land Use Operational Guidelines by approval of resolution No. 2018/117; W
HEREAS, in the following years , the City Council has made multiple amendments to the cannabis ordinance;
W
HEREAS, the Cannabis Business and Land Use Operational Guidelines were never updated to reflect the ordinance amendments made by City Council resulting in inconsistencies between the guidelines and ordinance;
W
HEREAS, on August 20, 2025, the Cannabis Standing Committee reviewed the Cannabis Business and Land Use Operation Guidelines and provided direction to staff to bring back a revised version removing the inconsistencies between the guidelines and the ordinance;
W
HEREAS, on March 18, 2026, the Cannabis Standing Committee reviewed the modified Cannabis Business and Land Use Guidelines and voted 2-0 to recommend City Council approval;
W
HEREAS, on May 26, 2026 , the City Council considered all public comments received and reviewed the proposed modifications to the Cannabis Business and Land Use Operational Guidelines;
N
OW, THEREFORE, BE IT RESOLVED that the City Council of the City of Antioch hereby approves the proposed modifications, incorporated herein by reference as Exhibit A, to the Cannabis Business and Land Use Operational Guidelines. *
* * * * * * * * * * ATTACHMENT "A"
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RESOLUTION NO. 2026/**
May 26, 2026
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 26th day of May 2026 by the following vote:
A
YES:
N
OES:
ABS
TAIN:
ABS
ENT:
___
__________________________________
MICHAEL J. MANDY
CITY CLERK OF THE CITY OF ANTIOCH
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CANNABIS BUSINESS LAND USE
AND OPERATIONAL GUIDELINES
Ci
ty of Antioch
Community Development Department
200 H Street, 2nd Floor
Antioch, CA
(925) 7
79-7035
A
dopted by the City Council on September 11, 2018
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EXHIBIT A
2 Background
On May 22, 2018, the Antioch City Council introduced an Ordinance amending Title 9, Chapter 5 of the Antioch Municipal Code, thereby creating new provisions for the consideration of cannabis businesses in the City of Antioch. The Ordinance was read again on June 26 and became final on July 26, 2018. Subsequent amendments to the Ordinance were made in 2019, 2020 and 2021. A copy of the current Ordinance is contained in this document. The Code Amendments established new definitions, imposed basic standards, and created a new Cannabis Business (CB) Zoning Overlay District. Within the CB Zoning Overlay District, a party may apply for a Use Permit from the City Council for the establishment of a Cannabis Business.
Process
The process for applying for a Use Permit for a Cannabis Business is as follows:
City Council decisions are not appealable. City staff may, at its discretion, elect to use outside consultants to process an application. In such a case, the applicant is required to pay the full cost of the consultant contract prior to initiation of the work.
City staff may request a pre-application meeting with the applicant and property owner to discuss the proposal prior to a formal submittal.
Fees
The fee for an application for a Use Permit for a Cannabis Business is established in the Master Fee Schedule. A deposit is required and all subsequent costs are based on expended time and materials. If an outside consultant is used, the applicant will be responsible for the entire cost of the consultant contract and any additional staff time and materials.
Amendments
These Guidelines may be amended if initiated by the City Council, Planning Commission or City staff. Amendments require approval by the City Council.
Cannabis Business Overlay District Map
A Cannabis Business Use Permit Application may be accepted for properties within the Cannabis Business (CB) Zoning Overlay District, shown in green on the following maps:
Submit
Application
•Application
Form
•Plans, etc.
•Fees
Staff
Review
Planning
Commission
City Council
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3 A5
4 Guidelines
Purpose and Applicability
The purpose of these guidelines is to provide the public with the City of Antioch’s general expectations relating to the design and operation of a Cannabis Business. These guidelines were adopted by the Antioch City Council on September 11, 2018 by Resolution No.
2018/117*. These guidelines were updated by the City Council on May 26, 2026 by Resolution
No. 2026/***. These guidelines will form the basis of a staff recommendation to the Planning Commission and City Council and will contribute to the written findings for approval.
In addition, these guidelines will be required, as appropriate, as Conditions of any forthcoming approval.
Conformance to all State regulations is mandatory and cannot be modified by Use Permit.
Security 1. Cannabis Businesses should provide adequate security on the premises, including any on- site security, lighting and alarms, to insure the public safety and the safety of persons within the facility and to protect the premises from theft.
2. All Cannabis Businesses should provide at least one, State-licensed, security guard on the premises during hours of operation.
3. Building Security. All points of ingress and egress to a Cannabis Business should be secured with Building Code compliant commercial-grade, non-residential door locks and/or window locks. Cannabis Retail businesses should contain crash barriers, such as bollards, to separate parking or vehicle-accessible areas, from storefronts.
4. Emergency Access. Security measures should be designed to ensure emergency access is provided to the Police Department and Fire Department for all areas on the premises in the case of an emergency.
5. Cameras. Security surveillance video cameras should be installed and maintained in good working order to provide coverage on a twenty -four (24) hour real-time basis of all internal and exterior areas where Cannabis is cultivated, weighed, manufactured, packaged, stored, transferred, and dispensed. The cameras should allow for remote access to be provided to the Antioch Police Department. The security surveillance cameras should be oriented in a manner that provides clear and certain identification of all individuals within those areas.
Cameras should remain active at all times and should be capable of operating under any lighting condition. Security video must use standard industry format to support criminal investigations and should be maintained for sixty (60) days.
6. A professionally monitored security alarm system should be installed and maintained in good working condition. The alarm system should include sensors to detect entry and exit from all secure areas and all windows. Cannabis Businesses should keep the name and contact information of the alarm system installation and monitoring company as part of the Commercial Cannabis Business's onsite books and records. Cannabis Operators should also identify a local contact who will be responsible for addressing security and safety issues A6
5 and should provide and keep current that contact information to the Police Department as part of the permitting process.
7. Canna
bis products and associated product manufacturing, distribution or cultivation waste should be stored and secured in a manner that prevents diversion, theft, loss, hazards and nuisance.
8. S
igns should be used sparingly and should not state that cannabis or cannabis products are stored, sold or handled on the site. Images of cannabis leaves, green crosses, or similar commonly-identifiable graphics should be avoided. Text signage is preferable.
9. A
secured, gated or enclosed area for receipt and delivery of inventory should be provided.
10. H
ours of operation for retail uses should be limited to between 8:00 am and 8:00 pm.
Inspections
11. Inspections. During regular business hours, all Cannabis Business premises should be accessible, upon request, to an authorized city employee or representative for random and/or unannounced inspections.
Odor Control
12. All Cannabis Businesses should incorporate and maintain adequate on- site odor control measures such that the odors as a result of cultivation, manufacturing, distribution, transport or sales of Cannabis and Cannabis -related products cannot be readily detected from outside of the structure in which the Business operates or from other non- Cannabis businesses adjoining the Commercial Cannabis Business.
Manufacturing
13. Loop Systems. No closed loop ventilation systems should be utilized without prior inspection and approval of the City's Building Official and Fire Code Official.
14. Standards of Equipment. Manufacturing, processing and analytical testing devices used by the Cannabis Manufacturer must be UL (Underwriters Laboratories) listed or otherwise certified by an approved third- party testing agency or engineer and approved for t he intended use by the City's Building Official and Fire Code Official. Such compliance shall be demonstrated to the satisfaction of the Building Official prior to occupancy of the site.
15. Edible Product Manufacturing. Commercial Cannabis Businesses that sell or manufacture edible cannabis products should obtain a ny necessary permits from the Contra Costa County Environmental Health Division and/or other permitting body. Permit holders should comply with State and County health permit requirements. These requirements provide a system of prevention and overlapping safeguards designed to minimize foodborne illness, ensure employee health, demonstrate industry manager knowledge, ensure safe food preparation practices and delineate acceptable levels of sanitation for preparation of edible products.
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6 Delivery Services
16. If delivery services will be provided as part of the Cannabis Retail business, the application should describe the operational plan and specific extent of such service, security protocols, and how the delivery services will comply with the requirements set forth in state law.
17. Delivery vehicles should not contain identifiable markings that associate the delivery service with the cannabis business.
18. Delivery services operating within the City of Antioch, but whose physical place of business is located outside of the City of Antioch is not governed by this Ordinance.
19. A Cannabis Business, including delivery, may not be operated through a Home Occupation Use Permit or from a residential building.
Cultivation
20. The commercial cultivation of Cannabis should only be conducted within a fully enclosed space.
21. Pesticides. The Cultivation of Cannabis must be conducted in accordance with all applicable federal, state, and local laws and regulations governing the use of pesticides. Any fumigation or insecticidal fogging should comply with the California Fire Code Chapter 26 (Fumigation and Insecticidal Fogging).
Cannabis Retail
22. Cannabis Retail businesses should comply with the following operational requirements:
• No person should be permitted to enter a Cannabis Retail business without government issued photo identification. All persons entering the business must be at least 21 years of age. A Cannabis Retail business should not provide Cannabis or Cannabis Products (Medical or Non-Medical) to any person, whether by purchase, trade, gift or otherwise, who does not possess a valid government -issued photo identification card or a valid physician's recommendation under Section 11362.712 of the Health and Safety Code.
The operator should have an electronic device to read and validate valid identification cards and driver’s licenses.
• Hours of Operation. A Cannabis Retail business may operate up to seven (7) days per week with the hours of operation determined by the City Council with the issuance of a Conditional Use Permit. The City may impose more restrictive hours of operation due to site -specific conditions or as the result of excessive and extraordinary calls for service, as determined by the City's Police Department. • Smoking or ingestion of cannabis products on- site are discouraged. If it is proposed, there should be a complete description of the operation included. • Secured Access. A Cannabis Retail business should be designed to prevent unauthorized entrance into areas containing Cannabis or Cannabis Products. Limited access areas accessible to only authorized personnel should be established.
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7 • Product Storage. Cannabis P roducts that are not used for display purposes or immediate sale should be stored in a secured and locked room, safe, or vault, and in a manner reasonably designed to prevent diversion, theft, and loss. • Cannabis Paraphernalia. No Cannabis Retail business should sell or display any cannabis related paraphernalia or any implement that may be used to administer Cannabis or Cannabis Products unless specifically described and authorized in the Conditional Use Permit. The sale of such products must comply with any oth er applicable state regulations.
• Site Management. The Cannabis Retail business operator should take reasonable steps to discourage and correct objectionable conditions that constitute a nuisance in parking areas, sidewalks, alleys and areas surrounding the premises during business hours if directly related to the patrons of the subject retailer. For purposes of this subsection, "Reasonable steps" should include calling the police in a timely manner; and requesting those engaging in nuisance activities to cease those activities, unless personal safety would be threatened in making the request. In addition, “Reasonable steps” should also include regular maintenance of the entire property, including daily pick-up of trash, regular site maintenance, cover up of graffiti, etc. • Permit Display. All Cannabis Retail businesses should maintain a copy of the Cannabis Business Use Permit and City of Antioch Business License issued by the City, as well as any other State and/or County licenses, on display during business hours and in a conspicuous place so that they may be readily seen by all persons entering the facility. • Storefront Entrance & Accessibility. The storefront entrance of a Cannabis Retail business should be ADA accessible and placed in a visible location that provides an unobstructed view from the public right -of-way. No signs, tinting, or other graphic material may be used to obscure the storefront windows. • Drive-through, Drive-up or walk-up window services in conjunction with Cannabis Retail business are strongly discouraged.
Permit Revocation or Modification
23. The City Council may require modification, discontinuance or revocation of a Conditional Use Permit for a Cannabis Business if it finds that the use is operated or maintained in a manner that it:
• Adversely affects the health, peace or safety of persons living or working in the surrounding area;
• Contributes to a public nuisance; or
• Has resulted in excessive nuisance activities including disturbances of the peace, illegal drug activity, diversion of Cannabis or Cannabis Products, public intoxication, smoking in public, harassment of passerby, littering, or obstruction of any street, s idewalk or public way; or
• Has resulted in or has been the target of criminal activity requiring undue attention and dedication of Antioch Police Department resources; or
• Violates any provision of the Municipal Code or condition imposed by a City issued permit, or violates any provision of any other local, state, regulation, or order, including those of state law or violates any condition imposed by permits or licenses issued in compliance with those laws.
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§ 9-5.3845 CANNABIS BUSINESSES.
A cannabis business may be established within any of the Cannabis Business (CB) Zoning Overlay Districts only under all of the following conditions:
(A) A cannabis business may be established only under the conditions set forth herein. No other cannabis business or commercial cannabis use shall be allowed within the city except as authorized by this article. (B) A use permit from the City Council is required for all cannabis businesses. The application for the use permit shall be considered by the Planning Commission which shall make a recommendation to the City Council.
Prior to operating in the city and as a condition of issuance of a use permit, the operator of each cannabis business shall enter into and maintain compliance with an operating agreement, setting forth the terms and conditions under which the cannabis business will operate. Such requirements for the cannabis business operator shall include, but are not limited to, the following:
(1) Providing a public outreach and education program;
(2) Implementing and maintaining a social equity program; (3) Payment and reporting of fees and other charges, which may be imposed on gross receipts and/or square footage of cultivation, or such other methodology as determined by the City Council; (4) Implementing and maintaining a security plan to be approved by the Chief of Police; (5) Implementing and maintaining an odor control and mitigation plan; (6) Payment of fees and charges including, but not limited to administrative and penalty fees; (7) Record keeping;
(8) Compliance with city’s requirements for periodic review and audit of the cannabis business's operations and related matters;
(9) Insurance coverage as required by the city;
(10) Indemnification of the city, its officers, officials, employees, agents and consultants; (11) Assignability;
(12) Procedures for amendment of the operating agreement; (13) Hours of operation;
(14) Signage;
(15) External lighting; and
(16) Such other terms and conditions that will protect and promote the public health, safety, and welfare. (C) In addition to the standard findings for approval of a use permit, the City Council shall make the following additional finding in support of approval of a use permit for a cannabis business. (1) That the location and site characteristics of the proposed cannabis business are consistent with all applicable state laws and city standards or guidelines, that all provisions have been made to ensure that the operation of the cannabis business will not create excessive demands for police service or other public services, and that the cannabis business will benefit the city.
(D) Cannabis businesses may be established as described in Table A.
TABLE A
Overlay District License Types Permitted Permit Requirement CB 1 1, 1A, 1B, 1C, 2, 2A, 2B, 3, 3A, 3B, 4, 5,
5A, 5B, 6, 7, 8, 10, 11, 12 City Council Use Permit
CB 2 10 City Council Use Permit
CB 3 10 City Council Use Permit
(1) License type 7 is not allowed in multi-tenant buildings in CB 1. (E) The separation requirements for the Cannabis Business Overlay Zoning Districts shall be as described in Table B:
TABLE B
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Overlay District Between Retail Uses From Sensitive Use CB 1 600' 600'
CB 2 200' 200'
CB 3 600' 600'
(1) Notwithstanding § 9-5.3845(E), the city shall have the discretion to decrease the 600-foot restriction without requiring a variance when significant barriers (such as large roadways, railroad tracks, or similar buffers) exist between the proposed retail cannabis business and the existing use identified in § 9-5.3845(D)(4). (2) Solely as to CB 2, the term "sensitive use" shall not include any property located within the city's boundaries and occupied by a city residential land use or designated by the city as residential in the city's general plan or zoning ordinance. (3) The separation requirements referenced in § 9-5.3845(E) for sensitive uses shall be measured property line to property line. The separation requirements referenced in § 9-5.3845(E) for retail businesses shall be measured between the primary entrance/exit for the business' customers for each retail business. (F) Applicants to operate cannabis businesses, as well as current cannabis businesses, shall pay their share of city fees, charges, and other costs of city staff and consultants (including outside legal counsel) for matters relating to their application and business (e.g., conditional use permit, operating agreement, and any modification or implementation thereof). The applicant shall make a cash deposit with the city in an amount to be determined by the City Attorney. The city shall return any unused deposit; the business applicant/operator shall pay any amount greater than the original deposit. The applicant/operator may have to make more than one deposit. (Ord. 2143-C-S, passed 6-26-18; Am. Ord. 2165-C-S, passed 4-23-19; Am. Ord. 2191-C-S, passed 10-27-20; Am. Ord. 2199-C-S, passed 10-26-21)
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C
ANNABIS DEFINITIONS CODIFIED IN AMC § 9-5.203
CANNABIS. All parts of the plant Cannabis sativa Linnaeus, Cannabis indica, or Cannabis ruderalis, or any other strain or varietal of the genus Cannabis that may exist or be discovered, or development, that has psychoactive or medical properties, whether growing or not, including but not limited to the seeds thereof; the resin, whether crude or purified, extracted from any part of the plant; and every compound, manufacture, salt, derivative, mixture, or preparation of the plant, its seeds, or resin. CANNABIS also means the separated resin, whether crude or purified, obtained from cannabis. CANNABIS also means marijuana as defined by Cal. Health and Safety Code § 11018 and Cal. Bus. and Prof. Code § 26001(f), as both may be amended from time to time. Any reference to cannabis or cannabis products shall include medical and nonmedical cannabis and medical and nonmedical cannabis products, unless otherwise specified. Cannabis or cannabis product does not mean industrial hemp as defined by Cal. Health and Safety Code § 11018.5, or the weight of any other ingredient combined with cannabis to prepare topical or oral administrations, food, drink, or other product. Cannabis does not include the mature stalks of the plant; fiber produced from the stalks; any compound, manufacture, salt, derivative, mixture, or preparation of the mature stalks (except the resin extracted therefrom); fiber, or the sterilized seed of the plant which is incapable of germination.
CANNABIS BUSINESS. A person, partnership, corporation, company, association, collective, or cooperative which engages in commercial cannabis use(s).
CANNABIS DELIVERY. A cannabis business that offers delivery of cannabis or cannabis products for either medical or recreational use and is operated in accordance with state and local laws and regulations, pursuant to a Type 9 cannabis license, or a cannabis license subsequently established. Cannabis delivery includes, but is not limited to, delivering cannabis directly to retail or wholesale customers or to other recipients with or without compensation and specifically excludes any on-site retail use. If retail use exists on the same site, the entire land use shall be classified as cannabis retail and subject to the provisions thereof.
CANNABIS PRODUCT. Cannabis that has undergone a process whereby the plant material has been transformed into concentrate, including, but not limited to concentrated cannabis, or an edible or topical product containing cannabis and other ingredients.
CANNABIS RETAIL. A cannabis business that sells or delivers cannabis or cannabis products for either medical or recreational use and is operated in accordance with state and local laws and regulations. Cannabis retail includes, but is not limited to, selling cannabis or cannabis products, pursuant to a Type 9 or 10 cannabis license (but not a Type 12 microbusiness), or a cannabis license subsequently established for a similar or related purpose.
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COMMERCIAL CANNABIS USE. Any commercial cannabis activity which is or may be licensed pursuant to state law including, but not limited to, cultivation, possession, distribution, laboratory testing, labeling, retail, delivery, sale, or manufacture of cannabis or cannabis products. COMMERCIAL CANNABIS USE shall not include legal cannabis activities carried out exclusively for one’s personal use that do not involve commercial activity or sales and that do not require a state license or permit.
SENSITIVE USE.
(1) Any school providing instruction in kindergarten or any grades 1 through 12; (2) A day care center which is a child day care facility other than family day care home and includes infant centers, preschools, extended day care facilities, school age child care centers and child care centers licensed pursuant to Cal. Health & Safety Code § 1596.951; (3) Youth center which is any public or private facility that is primarily used to host recreational or social activities for minors including, but not limited to, private youth membership organizations or clubs, social service teenage club facilities, video arcades, or similar amusement park facilities;
(4) Any public park owned or operated by the city; or
(5) Any property located within the city's boundaries and occupied by a city residential land use or designated by the city as residential in the city's general plan or zoning ordinance.
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CANNABIS BUSINESS LAND USE
AND OPERATIONAL GUIDELINES
City of Antioch
Community Development Department
200
H Street, 2nd Floor
Antioch, CA
(925) 779‐7035
Adopted by the City Council on September 11, 2018
ATTACHMENT "B"
B1
r
Background
On May 22, 2018, the Antioch City Council introduced an Ordinance amending Title 9, Chapter 5 of the Antioch Municipal Code, thereby creating new provisions for the consideration of cannabis businesses in the City of Antioch. The Ordinance was read again on June 26 and became final on July 26, 2018. Subsequent amendments to the Ordinance were made in 2019, 2020 and 2021. A copy of the current Ordinance is contained in this document. The Code Amendments established new definitions, imposed basic standards, and created a new Cannabis Business (CB) Zoning Overlay District. Within the CB Zoning Overlay District, a party may apply for a Use Permit from the City Council for the establishment of a Cannabis Business.
Process
The process for applying for a Use Permit for a Cannabis Business is as follows:
Submit
IT
Application
•Application Staff
Form Review
•Plans, etc.
•
Fees
""
Planning
Commission
r ..,.
City Council
City Council decisions are not appealable. City staff may, at its discretion, elect to use outside consultants to process an application. In such a case, the applicant is required to pay the full cost of the consultant contract prior to initiation of the work.
City staff may request a pre-application meeting with the applicant and property owner to discuss the proposal prior to a formal submittal.
Fees
The fee for an application for a Use Permit for a Cannabis Business is established in the Master Fee Schedule. As of July 1, 2018, a $2,000 deposit is required and all subsequent costs are based on expended time and materials. If an outside consultant is used, the applicant will be responsible for the entire cost of the consultant contract and any additional staff time and materials.
Definitions
The following definitions are established in Section 9-5.203 of the Antioch Municipal Code.
Cannabis Business. A person, partnership, corporation, company, association, collective, or cooperative which engages in commercial cannabis use(s).
Cannabis Retail. A cannabis business that distributes, dispenses, stores, exchanges, packages, re- packages, labels, sells, makes available, transmits, or gives away cannabis or cannabis products for either medical or recreational use and is operated in accordance with state and local laws and regulations. Cannabis retail includes, but is not limed to, selling and/or delivering cannabis or cannabis products as part of a sale, pursuant to a Type 10 cannabis license, or a cannabis license subsequently established.
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Cannabis. All parts of the plant Cannabis sativa Linnaeus, Cannabis indica, or Cannabis ruderalis, or any other strain or varietal of the genus Cannabis that may exist or be discovered, or developed, that has psychoactive or medical properties, whether growing or not, including but not limited to the seeds thereof; the resin, whether crude or purified, extracted from any part of the plant; and every compound, manufacture, salt, derivative, mixture, or preparation of the plant, its seeds, or resin. "Cannabis" also means the separated resin, whether crude or purified, obtained from cannabis. "Cannabis" also means marijuana as defined by California Health and Safety Code section 11018 and Business and Professions Code section 26001(f), as both may be amended from time to time. Any reference to cannabis or cannabis products should include medical and nonmedical cannabis and medical and nonmedical cannabis products, unless otherwise specified. Cannabis or cannabis product does not mean industrial hemp as defined by Health and Safety Code section 11018.5, or the weight of any other ingredient combined with cannabis to prepare topical or oral administrations, food, drink, or other product. Cannabis does not include the mature stalks of the plant; fiber produced from the stalks; any compound, manufacture, salt, derivative, mixture, or preparation of the mature stalks (except the resin extracted there from); fiber, or the sterilized seed of the plant which is incapable of germination.
Cannabis Product. Cannabis that has undergone a process whereby the plant material has been transformed into concentrate, including, but not limited to concentrated cannabis, or an edible or topical product containing cannabis and other ingredients.
Amendments
These Guidelines may be amended if initiated by the City Council, Planning Commission or City staff.
Amendments require approval by the City Council.
Basic Standards and Findings
Within the newly-adopted Ordinance are basic standards for operation for Cannabis Businesses. They are as follows:
A cannabis business shall be located no closer than 600' from the following:
(1) Any private or public school serving students grade kindergarten through high school; (2) Any public park owned or operated by the City of Antioch; (3) Any property occupied by a residential land use or with a residential or General Plan Land Use Designation or zoning designation.
When an application is received and determined to be complete, staff will make a recommendation to the Planning Commission and, ultimately, the City Council. The basis of this recommendation will be the ability to make the required findings for a Use Permit, which are as follows:
(a) That the granting of such use permit will not be detrimental to the public health or welfare or injurious to the property or improvements in such zone or vicinity; (b) That the use applied for at the location indicate d is properly one for which a use permit is authorized;
(c) That the site for the proposed use is adequate in size and shape to accommodate such use, and all yard spaces, walls, fences, parking, loading, landscaping, and other features required, to other uses in the neighborhood;
(d)(a) That the site abuts streets and highways adequate in width and pavement type to carry the kind of traffic generated by the proposed use; and 2 I
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(e) That the granting of such use permit will not adversely affect the comprehensive General Plan.
In addition to the standard findings for approval of a Use Permit, the City Council must also make the following finding for a Cannabis Business.
(1) That the location and site characteristics of the proposed cannabis business are consistent with all applicable State laws and City standards or guidelines, that all provisions have been made to ensure that the operation of the cannabis business will not create excessive demands for police service or other public services, and that the cannabis business will benefit the City of Antioch.
In order for the City to make the unique finding for a Cannabis Business, the City of Antioch may ask that the applicant enter into a Development Agreement to impose additional financial obligations on the Cannabis Business to address anticipated increased costs to provide necessary City services, including police.
Cannabis Business Overlay District Map
A Cannabis Business Use Permit Application may be accepted for properties within the Cannabis Business (CB) Zoning Overlay District, shown in green on the following maps:
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Legend
Cannabis Overlay
ˉ
W 10TH ST
A ST
2 1
1 WILBUR AVE
3 §¨¦160
¦¨§4
B5
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Purpose and Applicability
Guidelines
The purpose of these guidelines is to provide the public with the City of Antioch's general expectations relating to the design and operation of a Cannabis Business. These guidelines were adopted by the Antioch City Council on September 11, 2018 by Resolution No. 2018/117*. These guidelines were updated by the City Council on May 26, 2026 by Resolution No. 2026/***.These guidelines will form the basis of a staff recommendation to the Planni ng Commission and City Council and will contribute to the written findings for approval. In addition, t hese guidelines will be required, as appropriate, as Conditions of any forthcoming approval. Conformance to all State regulations is mandatory and cannot be modified by Use Permit.
Security
1. Cannabis Businesses should provide adequate security on the premises, including any on-site security, lighting and alarms, to insure the public safety and the safety of persons within the facility and to protect the premises from theft.
2. All Cannabis Businesses should provide at l east one, State-licensed, security guard on the premises during hours of operation.
3. Building Security. All points of ingress and egress to a Cannabis Business should be secured with Building Code compliant commercial-grade, non-re sidential door locks and/or window locks.
Cannabis Retail businesses should contain crash barriers, such as bollards, to separate parking or vehicle-accessible areas, from storefronts.
4. Emergency Access. Security measures should be designed to ensure emergency access is provided to the Police Department and Fire Department for all areas on the premises in the case of an emergency.
5. Cameras. Security surveillance video cameras should be installed and maintained in good working order to provide coverage on a twenty-four (24) hour real-time basis of all internal and exterior areas where Cannabis is cultivated, weighed, manufactured, packaged, stored, transferred, and dispensed. The cameras should allow for remote access to be provided to the Antioch Police Department. The security surveillance cameras should be oriented in a manner that provides clear and certain identification of all individuals within those areas. Cameras should remain active at all times and should be capable of operating under an y lighting condition. Security video must use standard industry format to support criminal investigations and should be maintained for sixty (60) days.
6. A professionally monitored security alarm system should be installed and maintained in good working condition. The alarm system should include sensors to detect entry and exit from all secure areas and all windows. Cannabis Businesses should keep the name and contact information of the alarm system installation and monitoring company as part of the Commercial Cannabis Business's onsite books and records. Cannabis Operators should also identify a local contact who will be responsible for addressing security and safety issues and should provide and keep current that contact information to the Police Department as part of the permitting process.
7. Cannabis products and associated product manufacturing, distribution or cultivation waste should be stored and secured in a manner that prevents diversion, theft, loss, hazards and nuisance. 7 I
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8. Signs should be used sparingly and should not state that cannabis or cannabis products are stored, sold or handled on the site. Images of cannabis leaves, green crosses, or similar commonly-identifiable graphics should be avoided. Text signage is preferable.
9. A secured, gated or enclosed area for receipt and delivery of inventory should be provided.
10. Hours of operation for retail uses should be limited to between 8:00 am and 8:00 pm.
Inspections
11. Inspections. During regular business hours, all Cannabis Business premises should be accessible, upon request, to an authorized city employee or representative for random and/or unannounced inspections.
Odor Control
12. All Cannabis Businesses should incorporate and maintain adequate on-site odor control measures such that the odors as a result of cultivation, manufacturing, distribution, transport or sales of Cannabis and Cannabis-related products cannot be readily detected from outside of the structure in which the Business operates or from other non-Cannabis businesses adjoining the Commercial Cannabis Business.
Manufacturing
13. Loop Systems. No closed loop ventilation systems should be utilized without prior inspection and approval of the City's Building Official and Fire Code Official.
14. Standards of Equipment. Manufacturing, processing and analytical testing devices used by the Cannabis Manufacturer must be UL (Underwriters Laboratories) listed or otherwise certified by an approved third-party testing agency or eng ineer and approved for the intended use by the City's Building Official and Fire Code Official. Such compliance shall be demonstrated to the satisfaction of the Building Official prior to occupancy of the site.
15. Edible Product Manufacturing. Commercial Cannabis Businesses that sell or manufacture edible cannabis products should obtain any necessary permits from the Contra Costa County Environmental Health Division and/or other pe rmitting body. Permit holders should comply with State and County health permit requirements. These requirements provide a system of prevention and overlapping safeguards designed to minimize foodborne illness, ensure employee health, demonstrate industry manager knowledge, ensure safe food preparation practices and delineate acceptable levels of sanitation for preparation of edible products.
Location and Separation
16. Separation. Per the Antioch Municipal Code, any Cannabis Business must be located at least 600' from the following:
• Any private or public school serving students grade kindergarten through high school; • Any public park owned or operated by the City of Antioch; • Any property occupied by a residential land use or with a residential or General Plan Land Use Designation or zoning designation.
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This separation will be measured from the furthest extent of the Cannabis Business operation, which may be a building wall, property line, parking lot boundary or other feature.
17. Buffers. In addition to the basic separation r equirements, all Cannabis Retail businesses should reflect the following:
• Overconcentration. To avoid overconcentration, a Cannabis Retail business, as defined, should not be located within 600 feet of any other Cannabis Retail business within the City. This separation does not apply to non-retail Cannabis Businesses; a Cannabis Retail business and a non- retail Cannabis Business may be located on the same site or within close proximity. • Legal Non-Conforming Use. Establishment of a school or sensitive land use, as defined in Business and Professions Code Section 26054 and Health and Safety Code Section 11362. 768, within the required buffer of a Cannabis Business after such facility has obtained a Conditional Use Permit shall render the Cannabis Retail business a legally non-conforming use.
Delivery Services
18.16. If delivery services will be provided as part of the Cannabis Retail business, the application should describe the operational plan and specific extent of such service, security protocols, and how the delivery services will comply with the requirements set forth in state law.
19.17. Delivery vehicles should not contain identifiable markings that associate the delivery service with the cannabis business.
20.18. Delivery services operating within the Cit y of Antioch, but whose physical place of business is located outside of the City of Antioch is not governed by this Ordinance.
21.19. A Cannabis Business, incl uding delivery, may not be operated through a Home Occupation Use Permit or from a residential building.
Cultivation
22.20. The commercial cultivation of Cannabis should only be conducted within a fully enclosed space.
23.21. Pesticides. The Cultivati on of Cannabis must be conduc ted in accordance with all applicable federal, state, and local laws and regulations governing the use of pesticides. Any fumigation or insecticidal fogging should comp ly with the California Fire Code Chapter 26 (Fumigation and Insecticidal Fogging).
Cannabis Retail
24.22. Cannabis Retail businesses should comply with the following operational requirements:
• No person should be permitted to enter a Cannabis Retail business without government issued photo identification. All persons entering the business must be at least 21 years of age. A Cannabis Retail business should not provide Cannabis or Cannabis Products (Medical or Non- Medical) to any person, whether by purchase, trade, gift or otherwise, who does not possess a valid government-issued photo identification card or a valid physician's recommendation under Section 11362.712 of the Health and Safety Code. The operator should have an electronic device to read and validate valid identification cards and driver's licenses. 9 I
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• Hours of Operation. A Cannabis Retail business may operate up to seven (7) days per week with the hours of operation determined by the City Council with the issuance of a Conditional Use Permit. The City may impose more restr ictive hours of operation due to site-specific conditions or as the result of excessive and extraordinary calls for service, as determined by the City's Police Department.
• Smoking or ingestion of cannabis products on-site are discouraged. If it is proposed, there should be a complete description of the operation included. • Secured Access. A Cannabis Retail business should be designed to prevent unauthorized entrance into areas containing Cannabis or Cannabis Products. Limited access areas accessible to only authorized personnel should be established. • Product Storage. Cannabis Products that are not used for display purposes or immediate sale should be stored in a secured and locked room, safe, or vault, and in a manner reasonably designed to prevent diversion, theft, and loss.
• Cannabis Paraphernalia. No Cannabis Retail business should sell or display any cannabis related paraphernalia or any implement that may be used to administer Cannabis or Cannabis Products unless specifically described and authorized in the Conditional Use Permit. The sale of such products must comply with any other applicable state regulations. • Site Management. The Cannabis Retail business operator should take reasonable steps to discourage and correct objectionable conditions that constitute a nuisance in parking areas, sidewalks, alleys and areas surrounding the premises during business hours if directly related to the patrons of the subject retailer. For purposes of this subsecti on, "Reasonable steps" should include calling the police in a timely manner; and requesting those engaging in nuisance activities to cease those activities, unless personal safety would be threatened in making the request. In addition, "Reasonsable steps" should also include regular maintenance of the entire property, including daily pick-up of trash, regular site maintenance, cover up of graffiti, etc. • Permit Display. All Cannab is Retail businesses should maintain a copy of the Cannabis Business Use Permit and City of Antioch Business License issued by the City, as well as any other State and/or County licences, on displa y during business hours and in a conspicuous place so that they may be readily seen by all persons entering the facility. • Storefront Entrance & Accessibility. The storef ront entrance of a Cannabis Retail business should be ADA accessible and placed in a visible location that provides an unobstructed view from the public right-of-way. No signs, tinting, or other graphic material may be used to obscure the storefront windows.
• Drive-through, Drive-up or walk-up window services in conjunction with Cannabis Retail business are strongly discouraged.
Permit Revocation or Modification
25.23. The City Council may require modification, discontinuance or revocation of a Conditional Use Permit for a Cannabis Business if it finds that the use is operated or maintained in a manner that it:
• Adversely affects the health, peace or safety of persons living or working in the surrounding area;
• Contributes to a public nuisance; or
• Has resulted in excessive nuisance activities including disturbances of the peace, illegal drug activity, diversion of Cannabis or Cannabis Produ cts, public intoxication, smoking in public, harassment of passerby, littering, or obstruction of any street, sidewalk or public way; or • Has resulted in or has been the ta rget of criminal activity requiring undue attention and dedication of Antioch Police Department resources; or
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• Violates any provision of the Municipal Code or condition imposed by a City issued permit, or violates a
ny provision of any other local, state, regulation, or order, including those of state law or violat
es any condition imposed by permits or licenses issued in compliance with those laws.
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Cannabis Business
Guidelines
Modifications
May 26, 2026
CITY OF ANTIOCH
Background
• Cannabis Ordinance adopted in June 2018
• Cannabis Business Guidelines adopted in September 2018 • Subsequent ordinance amendments adopted in 2020 and 2021 • Guidelines were not updated to reflect ordinance amendments • Proposed modifications are a clean up, no substantive changes • Cannabis Committee reviewed proposed modifications and recommended Council approval
2 10
Agenda Item
S
TAFF REPORT TO THE CITY COUNCIL
DATE: Regular Meeting of May 26, 2026
T
O: Honorable Mayor and Members of the City Council
SUBMITTED BY: Monserrat Cabral, Public Safety and Community Services Director A
PPROVED BY: Ana Cortez, Acting City Manager
SUBJECT: City Council Discussion Item: Renaming of the P ublic Safety and Community Resources Department
RE
COMMENDED ACTION
It is recommended that the City Council discuss and provide direction to staff on approving the renaming of the Public Safety and Community Resources Departm ent.
FISCAL IMPACT
None
DISCUSSION
The Public Safety and Com munity Resources Department (PSCR) was formed during a period in which the City of Antioch, like many jur isdictions throughout California and the nation, began reevaluating how local governments respond to complex community challenges related to homelessness, v iolence prevention, youth development, crisis response, and community stabilization.
Historically, many of these functions existed separately, inform ally, or within limited program structures across departments. Over time, the City recogniz ed the growing need for a centralized department focused not solely on enforcement or reactive services, but on prevention, intervention, outreach, coordination, and resident support. The department was ultimately established to help bridge gaps between government systems, community-based organizations, ser vice providers, and residents by creating a multidisciplinar y and community-centered structure focus ed on improving quality of life outcomes.
At the time of its creation, the name “Public Safety and Community Resources” was selected to reflect both:
• the department’s close collaboration with public safety partners and violence prevention efforts; and
• its broader mission of connecting residents to community -based resources and support systems.
Antioch City Council Report
May 26, 2026 Agenda Item 10 2
The inclusion of “Public Safety” reflected the City’s recognition that public safety extends beyond traditional enforcement and includes prevention, intervention, housing stabilization, youth engagement, outreach, and community well-being.
Over the past year, City Council has prioritized investments in violence prevention, homelessness response, youth development, outreach, stabilization, and community - based intervention strategies. The continued evolution of the department reflects those policy priorities and the City’s growing emphasis on prevention- oriented, trauma- informed, and human services-based approaches to community well-being.
Since its formation, the department has continued to evolve substantially and today oversees a broad and diverse portfolio of community-serving functions, including:
• Violence Intervention & Prevention;
• Housing & Homelessness Services;
• Youth Development & Workforce Programs;
• Community Engagement & Outreach;
• Crisis Response & Stabilization Partnerships;
• Grant Administration & Community-Based Funding Initiatives; and • Nonprofit and Intergovernmental Partnerships.
The department now regularly serves as a central access point where residents, nonprofit organizations, community partners, schools, County agencies, and outside stakeholders seek support, resources, collaboration, and referrals.
As the department has evolved, staff has identified increasing confusion from residents, nonprofit partners, outside agencies, and stakeholders regarding the department’s identity, role, and mission due to the inclusion of the term “Public Safety” in the department title.
CLARIFYING DEPARTMENT IDENTITY
While the department collaborates closely with the Antioch Police Department, first responders, schools, County agencies, and other public safety partners, the department itself is not a law enforcement entity.
The department’s primary functions are rooted in prevention, intervention, stabilization, human services, outreach, youth development, housing support, violence interruption, and community engagement, with a focus on improving quality of life outcomes and strengthening long-term community well-being for Antioch residents.
However, nonprofit partners, outside agencies, and community stakeholders often assume the department is a law enforcement division or enforcement-based office due to the inclusion of the phrase “Public Safety” in the department title. This confusion has created challenges including:
• Residents being uncertain whether the department provides direct community services;
• Hesitancy from vulnerable populations who may be reluctant to engage with anything perceived as enforcement-related;
Antioch City Council Report
May 26, 2026 Agenda Item 10 3
• Misunderstanding regarding the department’s role during outreach and community engagement efforts;
• Difficulty clearly communicating the department’s mission externally; and • Ongoing confusion between the PSCR Department and the Antioch Police Department.
While the original department name appropriately reflected the City’s efforts to broaden the definition of public safety beyond enforcement alone, the department’s operational scope, public identity, and service delivery model have evolved substantially over time.
The proposed name change is not intended to alter departmental functions or operational authority, but rather to better align the department’s public identity with its existing mission, organizational structure, and community -centered service delivery appr oach.
Staff believes the department name should more clearly reflect its identity as a community-serving and human services-oriented department while still acknowledging its collaborative role in broader community wellness and safety efforts.
DEPARTMENTAL PHILOSOPHY
The department’s work is rooted in a holistic, prevention- oriented approach focused on early intervention, violence prevention and interruption, housing stabilization, youth development, community engagement, resource navigation, partnership coordination, and crisis response services that support long- term community well-being and quality of life outcomes for Antioch residents.
Importantly, staff does not recommend naming the department after any single division or program area such as violence prevention, housing, homelessness, or youth services.
While the department oversees several major initiatives, its organizational philosophy is intentionally centered on collaboration and equal integration across all program areas rather than elevating one service area above another.
The goal is to maintain a department identity that is broad, adaptable, community - centered, and sustainable over time while remaining accessible and approachable for residents, nonprofit organizations, community partners, and vulnerable populations seeking support, services, referrals, and collaboration. Staff believes the department name should clearly reflect its human and community service functions, distinguish the department from law enforcement operations, and support continued trust -building and engagement throughout the community.
NATIONAL AND LOCAL TRENDS
Across California and nationally, municipalities have increasingly transitioned toward department names emphasizing human services, community wellness, prevention, stabilization, outreach, and neighborhood support functions. This shift reflects a broader recognition that community well -being and public safety are strengthened not only through enforcement, but also through prevention, housing stabilization, violence intervention, youth development, and coordinated community services.
Antioch City Council Report
May 26, 2026 Agenda Item 10 4
Many jurisdictions throughout California have already adopted similar organizational structures and naming conventions. Examples include:
• City of Oakland – Human Services Department;
• City of Long Beach – Health & Human Services Department; • City of Stockton – Office of Violence Prevention
• City of Sacramento – Department of Community Response; • City of Richmond – Community Services Department / Office of Neighborhood Safety;
• County of Los Angeles – Department of Public Health / Office of Violence Prevention
• San Diego County – Health & Human Services Agency.
Nationally, jurisdictions have similarly shifted toward community -centered departmental structures, including:
• King County, Washington – Department of Community & Human Services; • Denver, Colorado – Department of Housing Stability
• Albuquerque, New Mexico – Community Safety Department; • Minneapolis, Minnesota – Neighborhood Safety Department; • Baltimore, Maryland – Mayor’s Office of Neighborhood Safety and Engagement.
Common naming themes emerging across municipalities include:
• Human Services;
• Community Services;
• Community & Human Services;
• Community Well-Being;
• Community Support Services;
• Neighborhood Services; and
• Community Development & Wellness.
Staff also considered a variety of naming structures and themes during preliminary internal discussions, including titles focused on human services, wellness, resilience, stabilization, outreach, community support, and engagement.
Several naming structures were intentionally not recommended because they: overly emphasized a single division or program area, sounded temporary or trend- based; mirrored law enforcement or emergency response terminology too closely; or lacked flexibility for future departmental growth and evolution.
Staff believes Antioch is well -positioned to adopt a department name that reflects both current operations and the City’s long-term vision for community-centered service delivery while aligning with broader statewide and national trends in municipal human service and prevention-oriented governance structures.
Antioch City Council Report
May 26, 2026 Agenda Item 10 5
DEPARTMENT NAME
Human and Community Services Department
Strengths:
• Clearly human-centered and service-oriented;
• Broad enough to encompass all existing divisions equally; • Distinguishes the department from law enforcement functions; • Reflects national and statewide municipal trends;
• Provides long-term organizational flexibility and sustainability; • Professional, recognizable, and operationally descriptive; and • Aligns with the department’s role as a centralized hub for residents, nonprofit organizations, and community partners seeking support, resources, and collaboration.
Considerations:
• Represents a broader organizational identity shift from the department’s original naming structure.
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n addition, updating corresponding title updates to better align classifications and leadership roles with the department’s proposed organizational identity, including:
• Changing the Department Director title from “Public Safety and Community Resources Director” to “Human & Community Services Director”; and • Changing the “Public Safety Manager” classification overseeing Violence Intervention & Prevention functions to “Community Engagement Manager” to better reflect the position’s operational focus on outreach, intervention, partnership-building, resident engagement, and community -based prevention strategies.
Following approval of the proposed department renaming, staff will work with the City Attorney’s Office to prepare any necessary conforming amendments to the Antioch Municipal Code and related organizational references necessary to implement the updated department name and associated organizational changes.
The Public Safety and Community Resources Department has evolved into a multifaceted, community- centered department focused on prevention, intervention, stabilization, engagement, outreach, human services, and improving quality of life outcomes for Antioch residents.
While the department maintains important partnerships with law enforcement and public safety agencies, its primary mission is rooted in prevention, intervention, stabilization, outreach, human services, and improving quality of life outcomes for Antioch residents.
A department name change presents an opportunity to better align the department’s public identity with its mission, values, and long- term strategic direction while creating greater clarity, accessibility, and understanding for the community it serves.
ATTACHMENT
A. Examples of Comparable Municipal Department
Structures
ATTACHMENT A
C
omparable Municipal Department Structures
The following examples are provided for informational and comparative purposes only and illustrate how public agencies and municipalities commonly organize departments associated with public safety, homelessness response, community services, human services, neighborhood engagement, and quality of life operations. Department naming conventions and operational structures vary by agency based on organizational priorities, staffing structures, operational needs, and service delivery models.
Agency Department Structure / Naming Convention
City of Richmond Community Services Department; Office of Neighborhood Safety City of Oakland Human Services Department
City of Hayward Community Services Division
City of Concord Community & Recreation Services
City of San Diego Homelessness Strategies and Solutions Department City of Sacramento Community Response Department
City of San José Parks, Recreation and Neighborhood Services City of Stockton Office Violence Prevention
City of Berkeley Health, Housing & Community Services
City of Fremont Human Services Department
Contra Costa County Health, Housing & Homeless Services (H3) Alameda County Housing and Community Development Department City of Long Beach Health & Human Services Department
These examples demonstrate the growing trend among local governments and public agencies toward integrated department structures that combine public safety coordination, homelessness response, community services, neighborhood stabilization, outreach, prevention, and quality of life initiatives under broader service-oriented operational frameworks.
Many municipalities throughout California have expanded traditional recreation or community service models to include coordinated approaches related to homelessness response, violence prevention, youth and family services, neighborhood engagement, publ
ic health coordination, crisis intervention, housing stabilization, and community- based service delivery.
The proposed department naming structure for the City of Antioch reflects the evolving operational responsibilities of the department and more accurately aligns with the department’s current role in supporting coordinated public safety strategies, homelessness response efforts, community partnerships, youth and family services, neighborhood engagement initiatives, and broader community wellness objectives.
This attachment is intended to provide general comparative context and does not represent a comprehensive list of municipal organizational structures or departmental naming conventions.