Antioch City Council
June 23, 2026

WHEREAS, In the event of a tie vote, the tie will be determined by lot, unless the City Council adopts the provisions of California Elections Code Section 15651(b) prior to the conduct of the election resulting in the tie vote;
WHEREAS, at a Regular Meeting on April 12 th, 2022, the City Council of the City of Antioch adopted Resolution No. 2022/51 the Final Redistricting Map, adjusting and redefining the boundaries of the City Council electoral districts of the City

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF ANTIOCH DOES RESOLVE, DECLARE, DETERMINE, AND ORDER AS FOLLOWS:

1. Pursuant to the requirements of Elections Code sections 10002 and 10403, the Board of Supervisors of the County of Contra Costa is hereby requested to consent and agree to the consolidation of a General Municipal election with the Statewide General election on Tuesday November 3, 2026, for the following services: an election be held in the City of Antioch in accordance with the following specifications: conduct both elections in a consolidated manner with respect to printing and mailing of the City of Antioch sample ballot, printing and mailing of the City of Antioch official ballot, printing and mailing of all vote- by-mail ballots, appointing election boards, designating voting precincts, counting and canvassing all ballots, declaring results, issuing certificates of election, and conducting recounts in accordance with the Elections Code for the following purposes:
a. Electing one (1) member to the City Council for District 1, Term of four (4) years; and
b. Electing one (1) member to the City Council for District 4, Term of four (4) years; and
c. Electing one (1) City Clerk for the full term of two (2) years (2026-2030) to fill the remainder of a four (4) year appointment.

In all particulars not recited in this resolution, the election shall be held and conducted as provided by law for holding municipal elections.

The City Council acknowledges
that the consolidated election will be
conducted in the manner prescribed in Elections Code Section 10418.

The City Council acknowledges that the election will be conducted by the County Registrar of Voters, who shall be responsible for administering the election and establishing the voting schedule, including the opening and closing dates and hours
of polling places and voting centers, in accordance with the California Elections Code and County election procedures.

2. At a regular meeting on April 12th, 2022, the City Council of the City of Antioch adopted Resolution No. 2022/51 the Final Redistricting Map, adjusting and redefining the boundaries of the City Council electoral districts of the City, which was then submitted and confirmed compliant by the Contra Costa County Elections Division.

RESOLUTION NO. 2026/XX
June 23, 2026

3. The City Council recognizes that the Contra Costa County Elections Division will incur additional costs in conducting the election called by this resolution and shall reimburse the County upon receipt of a bill stating the amount due as determined by the elections official.

4. The City Council has determined that each candidate will pay for the Candidate's Statement, which shall be limited to 250 words. As a condition of having the Candidate Statement published, each candidate shall pay the City the full cost at As a condition of having the Candidate Statement published, each candidate shall pay the City the full cost at the time of filing. Candidate statements exceeding 250 words will double in price. The exact cost for the Candidate Statement will be determined by the Contra Costa County Elections Division, no later than the 1st week of July.

5. In addition, there is a $25 Filing Fee (Ordinance No. 2- 1.302 of the Antioch Municipal Code and Elections Code Section 10228) for a candidate to file nomination papers with the City Clerk's Office.

6. The City Clerk is authorized and directed to publish the Notice of Election in the East Bay Times, which is a newspaper of general circulation that is published daily in the City.

7. The City Council has determined that in the event of a tie vote, the tie will be determined by lot, pursuant to Elections Code Section 15651(a).

8. The City Clerk shall file a certified copy of this resolution with the Contra Costa County Registrar of Voters and the County Board of Supervisors no later than July 1, 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 23rd day of June 2026, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

MICHAEL J. MANDY

CITY CLERK OF THE CITY OF ANTIOCH

CITY OF

ANTIOCH

CALIFORNIA

STAFF REPORT TO THE CITY COUNCIL
DATE: Regular Meeting of June 23, 2026
TO: Honorable Mayor and Members of the City Council
SUBMITTED BY: Andrew Little, Project Manager (lnterwest) ,4-z-­ APPROVED BY: Scott Buenting, Public Works Director/City Engineer 'f,P SUBJECT: Resolution Annexing Certain Parcels into CFO No. 2022-01 (Public Services)

RECOMMENDED ACTION
It is recommended that the City Council adopt a resolution:

1. Annexing certain Parcels into Community Facilities Districts CFO No. 2022-01 (Public Services).

2. Authorizing the City Clerk to file an Amended Boundary Map and an Amended Notice of Special Tax Lien with the Contra Costa County Recorder's Office within fifteen (15) days of the resolution to annex.

3. Authorizing the Acting City Manager or designee to take any and all necessary and appropriate actions to carry out the purpose and intent of the resolution.

FISCAL IMPACT
There is no immediately projected financial impact. Long term, the property owners in this subdivision will contribute to public services through CFO No. 2022-01 (Public Services).

DISCUSSION
On November 1, 2023, by Resolution No. 2023-34, the Planning Commission approved a Final Development Plan, Use Permit, and Design Review for a 216-unit townhome project that spans 18.5 acres, named the Laurel Ranch Townhomes Project ("Project"). The units are accommodated within a series of 4-, 5-, and 6- plex buildings with one or two car private garages. The proposed project includes onsite amenities including parking, swimming pool, leasing center, community room, and landscaping. The project is located at the southeast corner of Laurel Road and Country Hills Drive (APNs 053-060-055, 056, 057 and 063).

K
Agenda Item#

L
Agenda Item #
S

TAFF REPORT TO THE CITY COUNCIL
DAT
E: Regular Meeting of June 23, 2026
T
O: Honorable Mayor and Members of the City Council
S
UBMITTED BY: Nicole Baptista, Senior Administrative Assistant A
PPROVED BY: Ana Cortez, Acting City Manager AEC
S
UBJECT: Adopt a Resolution Authorizing the City Manager to Execute a Third Amendment to the Professional Services Agreement with Shield Protection & Public Safety, Inc., DBA Spearhead Protection, for Private Security Services of City-Owned Assets and Parking Lots in the Rivertown/Downtown Area in an Amount Not to Exceed
$102,500 for Fiscal Year 2026–27

RECOMMENDED ACTION
I
t is recommended that the City Council adopt a resolution:

1. Aut
horizing the Acting City Manager to execute a Third Amendment to the Professional Services Agreement with Shield Protection & Public Safety, Inc., DBA Spearhead Protection, to continue providing private security services for City - owned assets and parking lots in the Rivertown/Downtown area, in an amount not to exceed $102,500 for Fiscal Year 2026–27; and

2. Authorizing the Acting City Manager to execute the amendment in a form approved by the City Attorney.

It is recommended that the City Council adopt a resolution approving authorizing the Acting City Manager to execute the Second Amendment to the Professional Services Agreement with Shield Protection & Public Safety, Inc., DBA Spearhead Protection, to continue providing private security services for City-owned assets and parking lots in the Rivertown/Downtown area, in an amount not to exceed $102,500 for Fiscal Year 2026– 27, and authorizing the Acting City Manager to execute the amendment in a form approved by the City Attorney.

F

ISCAL IMPACT
The City Manager’s draft fiscal year 2026-27 budget includes $102,500 in funding for this amendment.

Antioch City Council Report
June 23, 2026, 2026 Agenda Item #L 2

DISCUSSION
In December 2022, in response to increasing concerns from Rivertown/Downtown business owners and visitors regarding criminal activity and quality of life issues occurring in and around City-owned public parking lots, the City Council directed staff to evaluate options to improve public safety and security in the area. One key strategy identified was the deployment of private security services to act as a visible deterrent, identify safety issues, monitor City-owned properties and promptly report incidents and safety concerns to the Antioch Police Department.

Following a competitive Request for Qualifications (RFQ) process, the City selected Shield Protection & Public Safety, Inc., DBA Spearhead Protection, as the most qualified provider. The City entered into a professional services agreement with Spearhead P
rotection for services from January 9, 2024 through June 30, 2025 in the not-to-exceed amount of $100,068.

On April 23 , 2025 , t he City executed a first amend ed agreement , increasing the compensation by $ 49,932. On May 27, 2025, the City executed a second amended agreement (mislabeled as a first amendment), extending services through June 30, 2026 and increasing compensation in the not-to-exceed amount of $100,000.

The current contract provides security coverage seven days a week, including holidays, between the hours of 5:00 p.m. and midnight. Services include regular patrols of nine designated locations in the Rivertown/Downtown area by a uniformed guard in a marked security vehicle.

Since the initiation of servic es, the City has been satisfied with Spearhead Protection’s professionalism, respons iveness, and effectiveness. The presence of uniformed security has contributed to an impr oved sense of safety among loc al businesses and the public. As such, staff recommends a third amendment to extend the agreement through June 30, 2027, with additional compensation in the not-to-exceed amount of $102,500.

If approved, this Third Amendment to the existing contract will bring the total contract amount to $352,500 and authorize the Acting City Manager or designee to execute the contract amendment in a form approved by the City Attorney.

ATTACHMENTS
A. Resolution
B. Agreement and Amendments 1 and 2
Attachment A
RE
SOLUTION NO. 2026/***

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ANTIOCH APPROVING A

THIRD AMENDMENT TO THE PROFESSIONAL SERVICES AGREEMENT WITH SHIELD PROTECTION & PUBLIC SAFETY, INC., DBA SPEARHEAD PROTECTION,

FOR PRIVATE SECURITY SERVICES OF CITY-OWNED ASSETS AND PARKING

LOTS IN THE RIVERTOWN/DOWNTOWN AREA IN AN AMOUNT NOT TO EXCEED $102,500 FOR FISCAL YEAR 2026–27
WHEREAS, on December 13, 2022, the Antioch City Council directed staff to issue a request for qualifications (“RFQ”) for private security patrol services in the Rivertown/Downtown area to address the growing concerns of business owners related to increased criminal activity;
WHEREAS, following a competitive Request for Qualifications (RFQ) process, the City selected Shield Protection & Public Safety, Inc., DBA Spearhead Protection, as the most qualified provider;
W
HEREAS the City entered into a professional services agreement with Spearhead Protection for services from January 9, 2024 through June 30, 2025, in the not-to-exceed amount of $100,068.

WHEREAS, On April 23, 2025, the City executed a first amended agreement, increasing the compensation by $49,932;
WHEREAS, On May 27, 2025, the City executed a second amended agreement (mislabeled as a first amendment), extending services through June 30, 2026, and increasing compensation in the not-to-exceed amount of $100,000; WHEREAS, the City desires to continue these services in Fiscal Year 2026-27 through the execution of a Third Amendment to the agreement, in an amount not to exceed $102,500, with funding available in the City Manager’s FY 2026-27 proposed General Fund budget.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Antioch hereby approves a Third Amendment to the Professional Services Agreement with Shield Protection & Public Safety, Inc., DBA Spearhead Protection, to provide continued private security services for City-owned assets and parking lots in the Rivertown/Downtown area in an amount not to exceed $102,500 for Fiscal Year 2026– 27, for a term ending June 30, 2027, and authorizing the Acting City Manager to execute the amendment in a form approved by the City Attorney. * * * * * * * RESOLUTION NO. 2026/**
June 23, 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 23rd day of June 2026, by the following vote:

A
YES:

NOES:

ABSTAIN:

ABSENT:
_____________________________________
MICHAEL J. MANDY

CITY CLERK OF THE CITY OF ANTIOCH

CITY OF ANTIOCH

AGREEMENT FOR SECURITY SERVICES
WITH SHIELD PROTECTION & PUBLIC SAFETY, INC.

DBA SPEARHEAD PROTECTION

1. PARTIES AND DATE.

This Agreement ("Agreement") is made and entered into this q�day of JaJ1,,«.,(Lr , 2024. ("Effective Date") by and between the City of Antioch, a municipal corporation organized unde he laws of the State of California with its principal place of business at 200 H Street, Antioch, CA 94509 ("City") and Shield Protection & Public Safety, Inc., OBA Spearhead Protection, a California Corporation with its principal 'place of business at P.O. Box 605, Antioch, CA 94509 ("Contractor"). City and Contractor are sometimes individually referred to as "Party" and collectively as "Parties" in this Agreement.

2. RECITALS.

2.1 Contractor.

Contractor desires to perform and assume responsibility for the provision of certain professional security services required by the City on the terms and conditions set forth in this Agreement. Contractor represents that it is experienced in providing security services to public clients, and that is familiar with the plans of City. Contractor shall not subcontract any portion of the work required by this Agreement, except as expressly stated herein, without prior written approval of City. Subcontracts, if any, shall contain a provision making them subject to all provisions stipulated in this Agreement.

2.2 Project.

City desires to engage Contractor to render such services for the following project as set forth in this Agreement: Private Security Services for Downtown/Rivertown City Owned Assets and Parking Lots ("Project").

3. TERMS.

3.1 Scope of Services and Term.

3.1.1 General Scope of Services. Contractor promises and agrees to furnish to the City all labor, materials, tools, equipment, services, and incidental and customary work necessary to fully and adequately supply the professional security services necessary for the Project ("Services"). The Services are more particularly described in Exhibit "A" attached hereto and incorporated herein by reference. All Services shall be subject to, and performed in accordance with, this Agreement, the exhibits attached hereto and incorporated herein by reference, and all applicable local, state and federal laws, rules and regulations.

3.1.2 Term.

The term of this Agreement shall be from the Effective Date to June 30, 2025, unless earlier terminated as provided herein.

3.2 Responsibilities of Contractor.

Spearhead Protection Page 1 of 15

ATTACHMENT B

M
Agenda Item #
S

TAFF REPORT TO THE CITY COUNCIL
DAT
E: Regular M eeting of June 23, 2026
T
O: Honorable Mayor and Members of City Council
S
UBMITTED BY: Alicia Espinoza, Public Safety Manager
A
PPROVED BY: Monserrat Cabral, Public Safety & Community Resources Director SUBJECT: Approval of Agreement with Addic tion Research and Treatment, Inc., dba ("BAART") P rograms Antioch for Opioid Use Disorder Treatment and Recovery Services Funded Through Opioid
Settlement Funds
RE

COMMENDED ACTION
It is recommended that the City Council adopt a resolution:

1. Approving an agreement with Addiction Research and Treatment, Inc., dba BAART Programs Antioch, in an amount not to exceed $288,052 to provide opioid use disorder treatment access, patient navigation, treatment assistance, and related recovery support services funded through Opioid Settlement Funds; and

2. Authorizing the Acting City Manager to execute the agreement in a form approved by the City Attorney.

F

ISCAL IMPACT
The agreement with BAART Programs Antioch will be funded through the City’s allocation of California Opioid Settlement Funds. The total contract amount is $288,052 for the period of July 1, 2026 through June 30, 2027. There is no General Fund impact.

BACKG
ROUND
The opioid epidemic has been recognized as one of the most significant public health crises in the United States. For more than two decades, communities across the nation experienced rising rates of opioid addiction, overdose, and death linked to the marketing, distribution, and dispensing of prescription opioid medications. As a result, states, counties, cities, and tribal governments pursued litigation against opioid manufacturers, distributors, and pharmacies that were alleged to have contributed to the crisis.

B
eginning in 2021, a series of national settlement agreements were reached with major pharmaceutical companies and distributors. These settlements are expected to provide billions of dollars to state and local governments over approximately 18 years. Unlik e traditional grant funding, these settlement funds are legally restricted and must be used Antioch City Council Report
June 23, 2026 Agenda Item M 2

for opioid remediation activities that prevent, treat, and reduce the harms associated with opioid misuse, addiction, overdose, and substance use disorders.

California participates in the National Opioid Settlements through a statewide allocation agreement that distributes funding among the State, counties, and eligible cities. Funds are required to be spent on approved opioid remediation strategies identified in settlement agreements and state guidance. These strategies include prevention and education efforts, treatment and recovery services, medication- assisted treatment, overdose prevention initiatives, outreach and engagement activities, and programs that connect individuals to treatment and long-term recovery resources. Local governments receiving settlement funds must ensure expenditures directly support opioid abatement objectives and comply with annual reporting requirements established by the settlement agreements and the State of California.

Antioch's Receipt and Use of Opioid Settlement Funds

As an eligible local government, the City of Antioch receives annual allocations of Opioid Settlement Funds through California's settlement distribution process. To date, Antioch has received $362,266 in opioid settlement funding intended exclusively for opioid remediation activities and has prioritized investments that increase community awareness, prevention, education, and access to services. Since receiving these funds, the City has worked to ensure that expenditures align with approved remediation uses and produce measurable community benefit.

The City previously utilized a portion of its Opioid Settlement Funds to support a community-wide fentanyl awareness initiative that included a public screening of a fentanyl awareness documentary film (Fentanyl High) , a community panel discussion featuring subject matter experts and impacted families, and a resource fair connecting residents with prevention, treatment, recovery, and behavioral health resources. These activities helped increase public awareness regarding the dangers of fentanyl and opioid misuse while connecting residents and families to available support services.

While education and awareness remain important components of opioid remediation, staff have evaluated opportunities to maximize the impact of Antioch's settlement allocation and determined that direct investment in treatment access and recovery services offers the greatest opportunity to reduce overdose risk and improve long- term outcomes for residents currently experiencing opioid use disorder. National research and public health best practices consistently identify medication-assisted treatment, patient navigation, and recovery support services as among the most effective interventions for reducing opioid- related harm and supporting sustained recovery.

DISCUSSION
The proposed agreement with BAART Programs Antioch represents a strategic investment of settlement funds into direct opioid treatment services for Antioch residents.

BAART Programs Antioch is a licensed opioid treatment provider that operates within Antioch and specializes in evidence-based treatment for opioid use disorder. Through this agreement, BAART will expand access to medication- assisted treatment, provide treatment initiation and continuity of care services, deliver patient navigation and case Antioch City Council Report
June 23, 2026 Agenda Item M 3

coordination, and offer treatment assistance for uninsured and underinsured residents.

The agreement will also support referral coordination, recovery support services, and expanded treatment availability, including weekend access. Collectively, these serv ices are designed to reduce barriers to treatment, improve treatment engagement and retention, and support long- term recovery outcomes for Antioch residents affected by opioid use disorder.

The program will further strengthen referral pathways from community -based organizations, healthcare providers, first responders, schools, behavioral health partners, and the City's Angelo Quinto Community Response Team (AQCRT), creating a more coordinated and responsive system of care for individuals seeking treatment and recovery support.

Among the allowable uses of Opioid Settlement Funds, direct treatment access and medication-assisted treatment have demonstrated some of the strongest evidence for reducing overdose deaths and improving recovery outcomes. Staff evaluated several potential approaches for utilizing Antioch's settlement allocation and determined that partnering with an established local opioid treatment provider would provide the greatest immediate and measurable benefit to residents affected by opioid use disorder.

BAART Programs Antioch is positioned to provide these services because it already operates a licensed opioid treatment program within Antioch and possesses the medical infrastructure, regulatory approvals, trained clinical staff, and operational capacity necessary to immediately deliver services. BAART currently serves Antioch residents seeking treatment and recovery support and maintains established referral relationships with healthcare providers and community -based organizations throughout the region.

Staff determined that investing settlement funds in an existing provider with demonstrated capacity to deliver medication- assisted treatment, patient navigation, and recovery support services would produce greater direct community impact than alternative uses focused solely on education, outreach, or short-term programming.

Pursuant to Antioch Municipal Code Section 3- 4.12(B) and the City's Procurement Procedures, staff determined that this agreement qualifies for a sole-source procurement exemption. BAART Programs Antioch is the only licensed opioid treatment provider operating within the City of Antioch and possesses the specialized clinical infrastructure, regulatory approvals, trained medical staff, and established service delivery systems necessary to immediately provide medication-assisted treatment, patient navigation, and recovery support services. Staff determined that contracting with BAART represents the most effective and efficient use of opioid settlement funds to achieve measurable opioid remediation outcomes for Antioch residents and that a competitive solicitati on would not provide a comparable local provider capable of delivering these services at the required scale and timeframe.

ATTACHMENTS
A. Resolution
B. Scope of Work

ATTACHMENT A
RESOLUTION NO. 2026/**

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ANTIOCH APPROVING AN AGREEMENT WITH ADDICTION RESEARCH AND TREATMENT, INC., DBA BAART PROGRAMS ANTIOCH, IN AN AMOUNT NOT TO EXCEED $288,052 FOR

OPIOID USE DISORDER TREATMENT, RECOVERY SUPPORT, AND RELATED

SERVICES FUNDED THROUGH OPIOID SETTLEMENT FUNDS

WHEREAS, the opioid epidemic has caused significant harm to communities throughout the United States, resulting in addiction, overdose, death, and substantial impacts on public health, public safety, and community well-being; and

WHEREAS, national opioid settlement agreements have been reached with opioid manufacturers, distributors, and pharmacies to address the impacts of the opioid crisis and provide funding for opioid remediation activities; and

WHEREAS, the State of California participates in the National Opioid Settlements and distributes settlement funds to eligible local governments, including the City of Antioch, for approved opioid remediation purposes; and

WHEREAS, Opioid Settlement Funds are legally restricted and must be used for activities that prevent, treat, and reduce the harms associated with opioid misuse, opioid use disorder, overdose, and substance use disorders; and

WHEREAS, evidence-based treatment interventions, including medication- assisted treatment, patient navigation, treatment assistance, and recovery support services, are recognized as among the most effective strategies for reducing opioid- related harm and improving long-term recovery outcomes; and

WHEREAS, Addiction Research and Treatment, Inc., dba BAART Programs Antioch, operates a licensed opioid treatment program within the City of Antioch and possesses the clinical expertise, infrastructure, and capacity necessary to provide opioid use disorder treatment and recovery services to Antioch residents; and

WHEREAS, pursuant to Antioch Municipal Code Section 3-4.12(B) and the City's Procurement Procedures, the City has determined that the proposed agreement qualifies for a sole-source procurement exemption because BAART Programs Antioch is the only licensed opioid treatment provider operating within the City of Antioch and is uniquely qualified to provide the specialized opioid treatment and recovery services contemplated under the agreement; and

WHEREAS, the proposed agreement will expand access to medication- assisted treatment, treatment initiation and retention services, patient navigation, referral coordination, recovery support services, and treatment assistance for uninsured and underinsured individuals experiencing opioid use disorder; and

WHEREAS, the City Council finds that investing Opioid Settlement Funds into direct treatment and recovery services is consistent with the allowable uses of settlement funds and advances the City's goals of reducing opioid- related harm, improving access to care, and supporting recovery for Antioch residents; and RESOLUTION NO. 2026/***
June 23, 2026

WHEREAS, sufficient Opioid Settlement Funds are available to support the proposed agreement and no General Fund resources will be utilized.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Antioch hereby approves the agreement between the City of Antioch and Addiction Research and Treatment, Inc., dba BAART Programs Antioch, in an amount not to exceed Two Hundred Eighty-Eight Thousand Fifty-Two Dollars ($288,052) for the period of July 1, 2026 through June 30, 2027.

* * * * * * *

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 23 rd day
of June 2026, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

_____________________________________
MICHAEL J. MANDY

CITY CLERK OF THE CITY OF ANTIOCH

ATTACHMENT B

SCOPE OF WORK
I. PURPOSE
The purpose of this Agreement is to expand access to evidence-based opioid use disorder (OUD) treatment and recovery services for Antioch residents through the operation of an Access Hub, patient navigation services, treatment assistance for uninsured and underinsured individuals, and operational support necessary to facilitate access to medication-assisted treatment (MAT). Services funded under this Agreement shall support opioid remediation activities consistent with approved opioid settlement fund uses and shall be delivered by Contractor in coordination with community-based referral partners, including the Angelo Quinto Community Response Team (AQCRT).

II. TERM OF SERVICES
Consultant shall perform services from July 1, 2026, through June 30, 2027.

III. SCOPE OF SERVICES
A. Access Hub – Weekend Treatment Expansion
Consultant shall establish and maintain expanded weekend treatment access for Antioch residents seeking treatment for opioid use disorder.

Services shall include:
• Weekend intake and assessment services;
• Medication-assisted treatment (MAT) initiation and continuation services; • Coordination of referrals received from AQCRT and other community partners; • Clinical evaluation and treatment planning;
• Care coordination activities necessary to facilitate enrollment and participation in treatment services.

B. Uninsured and Underinsured Treatment Assistance Fund Consultant shall establish and administer a treatment assistance fund for Antioch residents who are uninsured or underinsured and unable to access treatment due to financial barriers.

Eligible uses may include:
• Treatment fees not otherwise reimbursable;

ATTACHMENT B
• Copayments and deductible assistance;
• Coverage gap assistance;
• Other treatment-related costs approved by the City.

Consultant shall maintain documentation supporting all expenditures from this fund.

C. Patient Navigation Services
Consultant shall provide patient navigation services designed to improve treatment engagement and retention.

Services shall include:
• Referral coordination;
• Intake support;
• Participant follow-up;
• Barrier reduction assistance;
• Coordination with treatment providers and referral partners; • Documentation of participant engagement efforts.

D. Operational Security Support
Consultant shall provide operational security support necessary to maintain safe and uninterrupted access to opioid use disorder treatment, medication-assisted treatment (MAT), and recovery support services during expanded weekend operating hours.

Services may include:
• Facility safety monitoring during funded treatment service hours; • De-escalation support to maintain continuity of treatment services; • Overdose response readiness and emergency response coordination. • Incident documentation related to treatment operations. • Protection of participants and staff engaged in treatment and recovery service activities.

All security-related activities funded under this Agreement shall directly support access to, participation in, or delivery of opioid use disorder treatment and recovery services.

ATTACHMENT B
IV. DELIVERABLES
Consultant shall provide the following deliverables:

Deliverable Requirement
Weekend Access Hub
Operations
Maintain expanded weekend treatment services throughout contract term
Patient Navigation Services Provide ongoing navigation services during contract term Treatment Assistance Fund Maintain treatment assistance funding throughout contract term
Referral Coordination Accept and coordinate referrals from AQCRT and approved referral partners
Quarterly Reports Submit reports as described in Section VI Expenditure
Documentation Submit documentation supporting use of settlement funds

V. PERFORMANCE MEASURES
Consultant shall track and report the following:

Access Measures
• Number of Antioch residents served;
• Number of referrals received;
• Referral source;
• Number of individuals completing intake;
• Number of individuals initiating MAT.

Engagement Measures
• Number of individuals receiving navigation services;
• Number of follow-up contacts completed;
• Number of participants retained in treatment at 30, 90, and 180 days, when available.

ATTACHMENT B
Financial Assistance Measures
• Number of individuals receiving treatment assistance; • Total treatment assistance expenditures;
• Average assistance per participant.

Community Impact Measures
• Number of AQCRT referrals successfully connected to treatment; • Average time from referral to intake;
• Narrative description of program outcomes and challenges.

VI. REPORTING REQUIREMENTS
Consultant shall submit quarterly performance and expenditure reports to the City no later than fifteen (15) calendar days following the end of each calendar quarter.

Each report shall include, at a minimum:
• Performance measures identified in Section V of this Exhibit; • Narrative summary of services provided and activities completed during the reporting period;
• Program accomplishments, challenges, and corrective actions implemented, if applicable;
• Number of Antioch residents served;
• Number of referrals received and referral sources;
• Number of individuals successfully linked to treatment services; • Number of participants receiving patient navigation services; • Number of uninsured or underinsured individuals receiving treatment assistance; • Expenditures by approved budget category;
• Remaining budget balance;
• Documentation supporting expenditures charged to this Agreement; and • Description of any anticipated budget modifications.

ATTACHMENT B
Consultant shall maintain and provide all records, data, expenditure documentation, performance information, and supporting materials necessary for the City to satisfy applicable opioid settlement fund reporting, monitoring, auditing, and compliance requirements, including annual expenditure reporting required by the California Department of Health Care Services (DHCS) and other oversight entities.

VII. RECORDKEEPING AND AUDIT REQUIREMENTS
Consultant shall:
• Maintain complete financial and program records relating to this Agreement; • Retain records for a minimum of three (3) years after contract expiration; • Provide records to the City upon request;
• Cooperate with monitoring, auditing, and compliance reviews conducted by the City or other authorized agencies.

4 Agenda Item #

STAFF REPORT TO THE CITY COUNCIL

DATE: Regular Meeting of June 23, 2026

TO: Honorable Mayor and Members of the City Council

SUBMITTED BY: Nathan Tinclair, Associate Planner
Zoe Merideth, Planning Manager

APPROVED BY: Kevin Scudero, Acting Community and Economic Development Director

SUBJECT: Conduit Financing for the Hillcrest Summit Apartments Project

RECOMMENDED ACTION

Staff recommends that the City Council:

1. Conduct a public hearing under the requirements of the Tax Equity Fiscal Responsibility Act of 1982 (“TEFRA”) and the Internal Revenue Code of 1986, as amended (the “Code”), in connection with the proposed issuance of one or more series of revenue bonds by the California Municipal Finance Authority (“CMFA”) ; and

2. Adopt a resolution approving the issuance of the Bonds by the CMFA for the benefit of Hillcrest Antioch LP (the “Borrower”), to provide for the financing or refinancing of the acquisition, construction, improvement, and equipping of the Hillcrest Summit Apartments project (“the Project”), a multifamily rental housing project located at the northeast corner of Hillcrest Avenue and East Tregallas Road, Antioch, CA.

Such adoption is solely for the purposes of satisfying the requirements of TEFRA, the Code, and California Government Code Section 6500 (and following); and

3. Authorize the Acting City Manager or designee to take all necessary and appropriate steps to carry out the purpose and intent of the resolution.

FISCAL IMPACT

The bonds to be issued by the CMFA for the Project will be the sole responsibility of the Borrower, and the City will have no financial, legal, or moral obligation, liability or responsibility for the Project or the repayment of the bonds for the financing of the Project.

All financing documents with respect to the issuance of the b onds will contain clear disclaimers that the bonds are not obligations of the City or the State of California but are to be paid for solely from funds provided by the Borrower.

Antioch City Council Report
June 23, 2026 Agenda Item # 4 2
The B
oard of Directors of the California Foundation for Stronger Communities, a California non-profit public benefit corporation (the “Foundation”), acts as the Board of Directors for the CMFA. Through its conduit issuance activities, the CMFA shares a portion of the issuance fees it receives with its member communities and donates a portion of these issuance fees to the Foundation for the support of local charities. With respect to the City of Antioch, it is expected that that a portion of the issuance fee attributable to the City will be granted by the CMFA to the General Fund of the City. Such grant may be used for any lawful purpose of the City.

DI

SCUSSION
B
ackground
The B
orrower requested that the CMFA serve as the municipal issuer of b onds in an aggregate principal amount not to exceed $50,000,000 of tax-exempt revenue bonds (the “Bonds”). The proceeds of the Bonds will be used to: (1) finance or refinance the acquisition, construction, improvement, and equipping of the Project (APN 052-100-068- 7 & 052- 100-069-5); and (2) pay certain expenses incurred in connection with the issuance of the Bonds.

I
n order for all or a portion of the Bonds to qualify as tax -exempt bonds, the City must conduct a public hearing (the “TEFRA Hearing”) providing for the members of the community an opportunity to speak in favor of or against the use of tax-exempt bonds for the financing of the Project. Prior to such TEFRA Hearing, reasonable notice must be provided to the members of the community. A public hearing notice was published in the East County Times on June 12, 2026. Following the close of the TEFRA Hearing, an “applicable elected representative” of the governmental unit hosting the Project must provide its approval of the issuance of the Bonds for the financing of the Project.

O
n April 14, 2026, the City Council held a public hearing regarding the proposed conduit financing. At the close of the hearing, a vote was held to adopt a resolution approving the issuance of bonds by the CMFA for the benefit of the borrower, and the motion failed in a 2 - 2 vote with one councilmember abstaining. Therefore, the City Council did not adopt a resolution to approve issuance of the bonds during that meeting. Following that failed approval, the Developer and City engaged in discussions regarding the City’s further consideration and the City Council provided direction to staff to bring the item back this evening for consideration.

C
alifornia Municipal Finance Authority
The C
MFA was created on January 1, 2004, pursuant to a joint exercise of powers agreement to promote economic, cultural and community development, through the financing of economic development and charitable activities throughout California. To date, over 350 municipalities have become members of CMFA.

The C
MFA was formed to assist local governments, non- profit organizations and businesses with the issuance of taxable and tax -exempt bonds aimed at improving the Antioch City Council Report
June 23, 2026 Agenda Item # 4 3
standard of living in California. The CMFA’s representatives and its Board of Directors have considerable experience in bond financing. For its members, CMFA serves as the conduit issuer and provides access to an efficient mechanism to finance locally approved projects.

S
ummary
I
n light of the foregoing, and in order to support affordable housing, staff recommends that the City Council:

1. Conduc
t the TEFRA Hearing; and

2. Adopt
a resolution approving the issuance of the Bonds by the CMFA for the benefit of Hillcrest Antioch LP to provide for the financing or refinancing of the acquisition, construction, improvement, and equipping of the Project; and

3. A
uthorize the Acting City Manager to take all necessary and appropriate steps to carry out the purpose and intent of the resolution.

AT

TACHMENTS
A. R
esolution
B. Project Location Map
RESOLUTION NO. 2026/XXX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ANTIOCH

APPROVING THE ISSUANCE OF THE CALIFORNIA MUNICIPAL FINANCE

AUTHORITY EXEMPT FACILITY REVENUE BONDS IN AN AGGREGATE PRINCIPAL AMOUNT NOT TO EXCEED $50,000,000 FOR THE PURPOSE OF

FINANCING OR REFINANCING THE ACQUISITION, CONSTRUCTION,

IMPROVEMENT AND EQUIPPING OF HILLCREST SUMMIT APARTMENTS AND

CERTAIN OTHER MATTERS RELATING THERETO
WHERE
AS, Hillcrest Antioch LP (the “Borrower”) a partnership of which Cypress Equity Investments LLC (the “Developer”) or a related person to the Developer is the general partner, has requested that the California Municipal Finance Authority (the “Authority”) adopt a plan of financing providing for the issuance of exempt facility bonds for a qualified residential rental project pursuant to Section 142(a)(7) of the Internal Revenue Code of 1986 (the “Code”) in one or more series issued from time to time, including bonds issued to refund such exempt facility bonds in one or more series from time to time, and at no time to exceed $50,000,000 in aggregate principal amount (the “Bonds”), to finance or refinance the acquisition, construction, improvement and equipping of a multifamily rental housing project located at the at the northeast corner of Hillcrest Avenue and East Tregallas Road (APN 052- 100-068-7 & 052- 100-069-5), Antioch, California (the “Project”); and
WHEREAS, pursuant to Section 147(f) of the Code, the issuance of the Bonds by the Authority must be approved by the City of Antioch (the “City ”) because the Project is located within the territorial limits of the City; and
WHEREAS, the City Council of the City (the “City Council”) is the elected legislative body of the City and is one of the “applicable elected representatives” required to approve the issuance of the Bonds under Section 147(f) of the Code; and WHEREAS, the Authority has requested that the City Council approve the issuance of the Bonds by the Authority in order to satisfy the public approval requirement of Section 147(f) of the Code and the requirements of Section 4 of the Joint Exercise of Powers Agreement Relating to the California Municipal Finance Authority, dated as of January 1, 2004 (the “Agreement”), among certain local agencies, including the City; and WHEREAS, pursuant to Section 147(f) of the Code, the City Council has, following notice duly given, held a public hearing regarding the issuance of the Bonds, and now desires to approve the issuance of the Bonds by the Authority; NOW, THEREFORE, BE IT RESOLVED AND DETERMINED by the City Council of the City of Antioch as follows:

Section 1. The foregoing resolutions are true and correct.

Section 2. The City Council hereby approves the issuance of the Bonds by the Authority. It is the purpose and intent of the City Council that this ATTACHMENT "A"
A1
RESOLUTION NO. 2026/***
June 23, 2026

res
olution constitute approval of the issuance of the Bonds by the Authority, for the purposes of (a) Section 147(f) of the Code by the applicable elected representative of the governmental unit having jurisdiction over the area in which the Project is located, in accordance with said Section 147(f) and (b) Section 4 of the Agreement.

Section 3. T he issuance of the Bonds shall be subject to the approval of the Authority of all financing documents relating thereto to which the Authority is a party. The City shall have no responsibility or liability whatsoever with respect to the Bonds.

Section 4. The adoption of this Resolution shall not obligate the City or any department thereof to (i) provide any financing to acquire or construct the Project or any refinancing of the Project; (ii) approve any application or request for or take any other action in connection with any planning approval, permit or other action necessary for the acquisition, construction, rehabilitation, installation or operation of the Project; (iii) make any contribution or advance any funds whatsoever to the Authority; or (iv) take any further action with respect to the Authority or its membership therein.

Section 5. The officers of the City are hereby authorized and directed, jointly and severally, to do any and all things and to execute and deliver any and all documents which they deem necessary or advisable in order to carry out, give effect to and comply with the terms and intent of this resolution and the financing transaction approved hereby.

Section 6. This resolution shall take effect immediately upon its passage. * *
* * * * *
I HEREBY CERTIFY t hat the foregoing resolution was passed and adopted by the City Council of the City of Antioch at a regular meeting thereof, held on the 23rd day of June 2026, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

MI
CHAEL J. MANDY

CITY CLERK OF THE CITY OF ANTIOCH
A2

ATTACHMENT B

PROJECT LOCATION MAP

Hillcre st Su m m it
TEFRA He a r in g
June 23, 2026

CITY OF ANTIOCH
Background
• Hillcrest Summit is an approved multifamily rental housing project • The developer (“Borrower”) is requesting bonds for the financing or refinancing of the acquisition, construction, improvement, and equipping of the project
• For the bonds to qualify as tax-exempt bonds a public Tax Equity Fiscal Responsibility Act of 1982 (“TEFRA”) hearing must be held • City Council held a hearing on April 14, 2026 that ended in a 2-2, vote with one councilmember abstaining
2 5 __ Agenda Item #

STAFF REPORT TO THE CITY COUNCIL

DATE: Regular Meeting of June 23, 2026

TO: Honorable Mayor and Members of the City Council

SUBMITTED BY: Dawn Merchant, Finance Director
Ana Cortez, Acting City Manager AEC

SUBJECT: Resolution Approving and Adopting the Fiscal Year 2026-27 Budget and Revising the Fiscal Year 2025-26 Budget

RECOMMENDED ACTION
It is recommended that the City Council adopt a resolution approving and adopting a one- year operating budget for fiscal year 2026-27, appropriating the funds necessary to meet the expenditures set forth therein, and revising the fiscal year 2025-26 budget.

FISCAL IMPACT
The fiscal impact of this budget is outlined in this report and attachments.

DISCUSSION
Since the beginning of the budget development process, City Council and staff have been diligently scrutinizing the budget to close the deficit spending gap. Addressing this challenge has not been an easy or comfortable process, particularly with a stagnant revenue base and ever-increasing demand for services as the city grows. While progress was made throughout the budget process, significant advancements occurred in May through the collaborative efforts of the Finance Director, Acting City Manager, department heads, staff and City Council. Staff conducted a comprehensive review of department budgets, operations, staffing, and service levels to identify meaningful cost-saving measures and operational efficiencies. As a result, the proposed fiscal year 2026-27 General Fund budget with a deficit of $4,567,879, to be offset by the Budget Stabilization Fund, is presented this evening. Since the budget presentation on June 9th, an additional $209,653 in vacancy and salary adjustments has been built into the draft budget.

While there is great accomplishment in making a total of $11,967,511 in budget adjustments, note that $4,567,879 of this is being tackled by utilizing Budget Stabilization funds, leaving $7,315,199 in “true” adjustments to the budget. Many of the adjustments are one-time in nature, and using Budget Stabilization Funds is not a sustainable long- term strategy to balance the budget. Staff will continue to evaluate opportunities to improve the City’s financial position in future budget cycles.

Antioch City Council Report
June 23, 2026 Agenda Item #5 2
Refer to Attachment A for details of budget adjustments incorporated and refer to the reconciliation below of the change from what was presented on June 9th.

Grand Total Presented June 9th 12,189,979$ includes $5M Budget StabilizationAdditional Vacancy/Salary Adjustments 209,653Reduction in Budget Stabilization (432,121)11,967,511$ Stabilization Funds (4,652,312) "True" Budget Adjustments 7,315,199$ General Fund Budget Adjustments

The fiscal year 2027 budget includes a total of 403 funded positions, city-wide, down from 406 funded positions in fiscal year 2026, reflecting the net impact of added and frozen positions. Sworn staffing remains at 105 positions, while fiscal year 2027-28 projections include reaching a target of 117 sworn by June 30, 2028. No COLAS, other than those previously approved for the Treatment Plan Employee Association bargaining unit, are included in the draft budget.

Table A on the next page provides a summary of the draft General Fund budget under consideration for adoption this evening. A one-year budget is being presented that will amend the fiscal year 2025-26 budget and adopt fiscal year 2026-27. Fiscal year 2027- 28 is provided for projection purposes only.

Please note that Table A reflects the Public Safety and Community Resources Department name change to Community Services as agreed upon by City Council on May 26th, although the formal ordinance amendment has not yet been adopted.

Antioch City Council Report
June 23, 2026 Agenda Item #5 3

TABLE A

The minimum 20% unassigned reserve requirement is met in each fiscal year, although balancing is achieved with use of fund balance and Budget Stabilization Funds. The Budget Stabilization Fund balance is projected to be $36,249,323 at June 30, 2026; $31,681,444 at June 30, 2027; and $26,681,444 at June 30, 2028 based on current projections.

2025-26 2026-27 2027-28Revised Proposed ProjectedBeginning Balance, July 1 49,825,498$ 48,997,652$ 48,997,652$ Revenue Source: Taxes 59,911,335 62,009,624 63,665,026 1% Sales Tax 20,075,904 20,013,654 20,200,000 Licenses & Permits5,349,020 4,209,000 4,209,000 Fines & Penalties 30,500 30,000 30,000 Investment Income & Rentals3,118,550 2,130,000 1,398,000 Revenue from Other Agencies419,780 205,000 205,000 Current Service Charges6,363,216 6,622,827 6,651,971 Other Revenue995,816 971,380 829,329 Transfers In 3,656,593 3,749,311 3,182,741 Total Revenue 99,920,714 99,940,796 100,371,067 Expenditures: Legislative & Administrative 5,681,542 5,614,979 6,613,492 Finance 1,739,670 1,799,121 2,302,754 Nondepartmental 6,822,374 4,751,209 5,014,647 Public Works 12,963,557 11,254,900 12,063,534 Police Services 58,222,569 60,308,622 65,860,481 Police Services-Animal Support 2,161,549 2,492,144 2,772,090 Recreation Services Support 5,479,935 4,812,031 5,206,159 Community Services 2,315,742 3,214,058 4,731,999 Community Development 10,361,622 10,261,611 10,738,092 Total Expenditures 105,748,560 104,508,675 115,303,248 (Deficit) [Revenues-Expenditures](5,827,846) (4,567,879) (14,932,181) Budget Stabilization Transfer 5,000,000 4,567,879 5,000,000 Net Deficit After Transfer(827,846) - (9,932,181) Ending Balance, June 30 48,997,652$ 48,997,652$ 39,065,471$ Committed-Litigation Reserve500,000 500,000 500,000 Committed-Comm. Dev. Fees379,150 - - Unassigned Fund Balance48,118,502$ 48,497,652$ 38,565,471$ Percentage of Revenue 48.16% 48.53% 38.42%

GENERAL FUND DRAFT BUDGET
Antioch City Council Report
June 23, 2026 Agenda Item #5 4
FY27 Expenditures by department and category are presented in Charts A through C.

CHART A

CHART B

*Excludes internal services

61%31%8%FY27 Expenditures by Category*PersonnelServices & SuppliesTransfers Out 7%4%11%58%2%5%3%10%FY27 Expenditures by DepartmentAdministration - 7%Nondepartmental - 4%Public Works - 11%Police - 58%Animal Support - 2%Recreation Support - 5%Community Services - 3%Community & Econ. Development -10% Antioch City Council Report
June 23, 2026 Agenda Item #5 5

CHART C

EXPENDITURES BY CATEGORY

June 30, June 30,2026 2027Revised Proposed ChangeExpenditures: Personnel $60,683,384 $68,618,043 $7,934,659 Services and Supplies 41,126,118 35,084,761 (6,041,357) Transfers Out 9,847,761 9,354,693 (493,068) Internal Services (5,908,703) (8,548,822) (2,640,119)Total Expenditures $105,748,560 $104,508,675 ($1,239,885)

A detailed listing of all General Fund revenues is included on pages 39-43 of the draft budget document attached. Below is the budgeted 1%/Measure W sales tax allocation, also in the budget document on page 60. The Measure W allocation does not correlate to how much overall funding a department or program receives. It is only one source of funding toward the entire department budget.

1% SALES TAX ALLOCATION

The work does not end with the adoption of this budget. July 1st marks the beginning of a new fiscal year and also marks the continuation of the City’s efforts to address the fiscal year 2026-2027 budget deficit. Staff will begin development of the fiscal year 2027-2028 budget in August and will continue to evaluate opportunities throughout fiscal year 2026- 2027 to reduce expenditures, identify operational efficiencies, pursue additional revenues, and further address budget challenges.

Proposed budgets for the remaining funds of the City [Special Revenue Funds, Capital Project Funds, Enterprise Funds, Internal Service Funds, Antioch Public Financing Authority (APFA), Housing Successor and Successor Agency] previously reviewed during the budget sessions, are included in the draft budget document attached. The Authority, Budgeted Funds Allocation: $20,075,904 % $20,013,654 %Police Department 14,053,132$ 70% 14,009,558$ 70%Quality of Life: Community Services (exc. Youth) 1,379,222 1,501,024 Code Enforcement 1,632,164 1,501,024 Total Quality of Life Funding 3,011,386 15% 3,002,048 15%Youth: Youth Network Services 968,245 1,064,884 Recreation Services 2,043,141 1,937,164 Total Youth Funding 3,011,386 15% 3,002,048 15%Total Measure W/1% Sales Tax 20,075,904$ 20,013,654$ Revised FY26 Proposed FY27 Antioch City Council Report
June 23, 2026 Agenda Item #5 6
Housing Successor and Successor Agency require separate resolutions for adoption.

Refer to agenda items #6 and #7 for those staff reports and resolutions for adoption.

ATTACHMENTS
A. General Fund Adjustments in Budget
B. General Fund Projections
C. Resolution approving and adopting the fiscal year 2026-27 operating budget, appropriating the funds necessary to meet the expenditures set forth therein, and revising the fiscal year 2025-26 budget.

Exhibit A - Draft 2026-27 Operating Budget

ATTACHMENT A

FY27RECONCILIATION OF BUDGET ADJUSTMENTSAdjustments Presented 6.9.26 (1,704,838)$ refer to Page 2Adjustments Presented 5.26.26 (3,136,398) refer to Page 3Adjustments Presented 5.13.26 (7,348,743) refer to Page 4Grand Total Adjustments Presented 6.9.26(12,189,979) Additional vacancy/salary adjustments (209,653) Reduction in Budget Stabilization Transfer 432,121 (a)Grand Total Budget Adjustments 6.23.26 (11,967,511)$ Budget Stabilization Funds Included in Adjustment Total 4,652,312 Net Adjustments Excluding Budget Stabilization(7,315,199)$ (a) $5,000,000 Budget Stabilization transfer was included in adjustments from 5.13.26 - refer to page 4. Amount is the difference between $5M and revised transfer of $4.57M.

General Fund Budget Adjustments 6.23.26

ATTACHMENT A

FY27ADDITIONAL ADJUSTMENTS INCLUDED IN DRAFT BUDGETHuman ResourcesReduce part-time help (5,000)$ Re-allocate portion of conferences to Loss Control Fund (15,000) Reduce overtime (5,000) Total Human Resources(25,000) City ManagerReduce City Manager business expense/conferences(59,500) Public WorksReduce Public Works Streets division overtime(20,000) Community and Ecomonic DevelopmentReduce Economic Development programs/contracts (255,000) (a)Freeze Assistant Engineer (177,564) Increase engineering contracts 477,564 Reduce conferences/trainings (15,000) Total Community and Economic Development30,000 Public Safety and Community ResourcesReduce Homelessness division contracts/HomeKey+ (995,000) (b)Reduce AQCRT contract (27,825) Total Public Safety & Community Resources(1,022,825) City ClerkReduce part-time help (15,413) Increase election cost 80,000 Total City Clerk64,587 Police DepartmentReduce overtime (20,000) Reduce safety materials & other supplies(290,000) Reduce contracts(118,100) Reduce training(69,000) Reduce recruitment (65,000) Reduce Animal Services vet contracts & supplies (110,000) Total Police Department(672,100) Total Additional Adjustments (1,704,838) Total Prior Adjustments (5.13.26) (7,348,743) Total Prior Adjustments (5.26.26) (3,136,398) Grand Total Budget Adjustments 6.9.26 (12,189,979)$ (a) On May 13th, Council directed $230K be reduced, department was able to reduce $255K(b) Reductions identified on May 26th for HomeKey+ and other contracts General Fund Budget Adjustments Presented 6.9.26

FY27INCLUDED IN DRAFT BUDGETStaffingAdd additional 6 mos. vacancy savings Assist. City Manager City Manager (230,000)$ Freeze Administrative Analyst in City Manager office City Manager (215,284) Add 6 mos savings for Public Records Coordinator City Clerk (93,656) Underfill HR Manager with Analyst, freeze Specialist HR (212,502) Underfill Recreation Supervisor with Recreation Coordinator Recreation (45,383) Freeze Recreation Coordinator for 6 mos Recreation (74,402) Reduce Recreation part-time help Recreation (88,636) Add 6 mos. vacancy saving Assistant/Junior Engineer Public Works (84,221) Add 4 mos. vacancy savings Operations Supervisor Public Works (22,630) Freeze Assistant City Engineer CEDD (262,295) Add 6 mos vacancy savings Economic Develop. Program Mngr. CEDD (104,041) Add 4 mos vacancy savings Snr Economic Develop. Program Mngr. CEDD (86,415) Freeze 1 Code Enforcement Officer CEDD (181,981) Freeze 1 Animal Control Officer Police (136,584) Remove 12 Police TraineesPolice(631,464) Update FY27 Police salaries for staffing/academy changesPolice(294,773) Reduce Police part-time helpPolice(174,666) Add 4 mos vacancy savings for 1 CSO Police (55,534) Add 4 mos vacancy savings for 1 Dispatcher Police (70,001) Add 2 mos vacancy savings for 1 Animal Control Officer Police (24,930) Total Staffing Adjustments (3,089,398) OtherReduce Finance Department training Finance (2,000) Reduce Police Compliance Division training Police (20,000) Reduce APOC training City Manager (25,000) Total Other Adjustments (47,000) Total Additional Adjustments (3,136,398) Total Prior Adjustments (Attachment A) (7,348,743) Grand Total Budget Adjustments (10,485,141)$ 1HR = Human Resources2CEDD = Community and Economic Development Department General Fund Budget Adjustments Presented 5.26.26

ATTACHMENT A

ATTACHMENT A

FY27INCLUDED IN DRAFT BUDGETStaffing Un-Freeze Administrative Analyst (.10 FTE Gen Fd) Public Works 21,158 Freeze Senior Civil Engineer (.25 FTE Gen Fd) Public Works (47,130) Freeze vacant Community Engagement CoordinatorPSCR(197,300) Unfreeze Assistant Engineer1CEDD214,174 Add Policy Director Police 203,025 Fund 12 Additional Police Officers (Trainees in FY27) Police 631,464 Freeze Business License Representative Finance (153,941) Freeze Accounting Specialist IIFinance(166,643) Total Staffing Adjustments 504,807 Other Reduce Development Engineering Contracts (offset Engineer) (200,000) Pause Community Grants for 1 Year (50,000) Eliminate Prewett CIP Set-Aside (200,000) Cancel Restoration of Public Fountains - Return $$ to Gen Fd (47,117) Cancel EOC Improvements - Return $$ to Gen Fd (480,143) Reduce Solid Waste Garbage Franchise Allocation (100,000) Remove Gen Fd Vehicle Replacement Set-Aside (1,776,290) Utilize Budget Stabilization Funds (5,000,000) Total Other Adjustments (7,853,550) TOTAL GENERAL FUND BUDGET ADJUSTMENTS (7,348,743)$ 1 As discussed on 5.13.26, CEDD reviewed staffing and determinedEngineer needed verses initial request to convert Engineer to PW Inspector.This has been updated in FY27 budgeted staffing.

General Fund Budget Adjustments Presented 5.13.26
2025-26 2026-27 2027-28 2028-29 2029-30
Beginning Fund Balance $49,825,498 $48,997,652 $48,997,652 $39,065,471 $20,989,317 Taxes 59,911,335 62,009,624 63,665,026 65,278,454 67,087,850 1% Sales Tax 20,075,904 20,013,654 20,200,000 20,450,000 20,660,000 Services Charges/Permits 11,712,236 10,831,827 10,860,971 10,913,427 10,970,140 All Other Revenues 4,564,646 3,336,380 2,462,329 2,222,369 2,244,892 Transfers In 3,656,593 3,749,311 3,182,741 2,995,835 2,998,405 Total Revenues 99,920,714 99,940,796 100,371,067 101,860,085 103,961,287 % Change 0% 0% 1% 2%
Personnel 60,683,384 68,618,043 76,782,662 79,542,751 81,332,506 (a) Services/Supplies/Transfers 45,065,176 35,890,632 38,520,586 40,618,660 42,396,805 (b) Total Expenditures 105,748,560 104,508,675 115,303,248 120,161,411 123,729,311 % Change -1% 10% 4% 3%
Surplus/(Deficit) (5,827,846) (4,567,879) (14,932,181) (18,301,326) (19,768,024) Transfer In Budget Stabilization 5,000,000 4,567,879 5,000,000 225,172 20,309,247 (c) Net (Deficit) after Budget Stabilization(827,846) - (9,932,181) (18,076,154) 541,223 Ending Fund Balance $48,997,652 $48,997,652 $39,065,471 $20,989,317$21,530,540 Committed 879,150 500,000 500,000 617,300 736,946
Unassigned $48,118,502 $48,497,652 $38,565,471 $20,372,017$20,793,594 Unassigned % 48.16% 48.53% 38.42% 20.00% 20.00%
(a) Assumes all positions fully funded starting FY28 and no COLA in any year (b) Assumes continued funding of AQCRT and Homekey
(c) In FY30, Budget Stabilization Funds estimated to have $3.55M remaining GENERAL FUND PROJECTIONS 6.23.26

ATTACHMENT C
RESOLUTION NO. 2026/XX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ANTIOCH APPROVING AND ADOPTING THE OPERATING BUDGET FOR FISCAL YEAR 2026-27,

APPROPRIATING THE FUNDS NECESSARY TO MEET THE EXPENDITURES SET FORTH THEREIN, AND REVISING THE 2025-26 OPERATING BUDGET

WHEREAS, the Acting City Manager of the City of Antioch, in accordance with Antioch Municipal Code, Title 2, Section 2-2.06(B)(7), has submitted to the City Council a Preliminary Operating Budget for the 2026-27 Fiscal Year;

WHEREAS, the City Council of the City of Antioch has heretofore considered said Operating Budget;

WHEREAS, the City Council did receive, consider and evaluate all public comments on the 2026-27 Operating Budget document as submitted by the Acting City Manager; and

WHEREAS, the City Council did receive, consider and evaluate the revised 2025-26 portion of the Operating Budget as submitted;

NOW THEREFORE BE IT RESOLVED:

SECTION 1. The Acting City Manager's 2026-27 Fiscal Year Operating Budget, incorporated herein by reference, for general and special City purposes, and the 2025- 26 Fiscal Year revised budget are hereby approved and adopted.

SECTION 2. The City’s reserve policy is as follows:

 General Reserves - General Fund unassigned fund balance of the City will be a minimum of 20% of General Fund operating revenues, with the addition of $500,000 to the unassigned fund balance each year as available.  Replacement Reserves – Reserves for replacement of capital equipment in the Office Equipment Replacement Fund and the Equipment Maintenance Fund.  Litigation/Insurance Reserve – Reserves for litigation and increased insurance deductibles (whether third-party or self-insurance) will be committed in the amount of $500,000 for the 2026-27 fiscal year.

SECTION 3. Appropriations and Amendments Control Policy is as follows:

Appropriations requiring Council action are:
 Appropriation of reserves, except replacement reserves;  Transfers between funds;
 Appropriations and amendments of any unbudgeted expenditures;  Appropriations and amendments of any unassigned revenues; and RESOLUTION NO. 2026/XX
June 23, 2026

 Inter-fund loans.

Appropriations and amendments requiring City Manager action are:
 Transfers between departments within a fund (e.g. between Public Works and Police);
 Transfers between line items within a department or division involving salary accounts or above $50,000 per occurrence, and appropriation of replacement reserves.

Department Heads may approve:
 Transfers between line items within a department or division up to and including $50,000 per occurrence.

SECTION 4. The City Council hereby approves and continues the following commitments of Fund Balance:

1. 1% Sales Tax revenues shall be committed in fiscal years 2026-27 as detailed on page 60 of the adopted 2026-27 budget document. City Council shall have the authority to change the allocation of the revenues at any time during a public meeting.

2. The Budget Stabilization Fund shall be committed for unexpected General Fund budget variances, unanticipated projects and/or expenses, unfunded liabilities and to maintain a minimum 20% unassigned fund balance within the General Fund.

3. General Plan Maintenance Fees and Technology Fees collected shall be committed for costs associated with the City’s General Plan and technology upgrades in the Community and Economic Development Department.

SECTION 5. The City Council hereby approves the annual recurring purchase orders and contracts as detailed on pages 51-53 of the adopted budget document.

* * * * * *

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 23rd day of June 2026, by the following vote:

RESOLUTION NO. 2026/XX
June 23, 2026

AYES:

NOES:

ABSTAIN:

ABSENT:

__________________________________
MICHAEL J. MANDY

CITY CLERK OF THE CITY OF ANTIOCH

DRAFT 2026-27 OPERATING BUDGET

City of

City of

June 23, 2026
2026-27 OPERATING BUDGET

CITY OF ANTIOCH, CALIFORNIA

2026-27 DRAFT OPERATING BUDGET

2026-27 OPERATING BUDGET

CITY OF ANTIOCH

2026-27 OPERATING BUDGET

Draft June 23, 2026

City Council
Ron Bernal, Mayor
Donald P. Freitas, Mayor Pro Tem (District 3)
Tamisha Torres-Walker, Council Member District 1
Louie Rocha, Council Member District 2
Monica E. Wilson, Council Member District 4

Other Elected Officials
Michael J. Mandy, City Clerk
Jorge Rojas Jr., City Treasurer

City Attorney
Lori Asuncion

Acting City Manager
Ana Cortez

2026-27 OPERATING BUDGET

Department Directors

Dawn Merchant, Finance Director
Scott Buenting, Public Works Director/City Engineer
Kevin Scudero, Acting Community Development and Economic Development Director Joseph Vigil, Police Chief
Ana Cortez, Human Resources Director/Acting City Manager Brad Helfenberger, Information Services Director
Shahad Wright, Parks and Recreation Director
Monserrat Cabral, Public Safety and Community Resources Director

City of Antioch
Third & “H” Streets, P.O. Box 5007
Antioch, California 94531-5007
www.antiochca.gov

2026-27 OPERATING BUDGET

1 TABLE OF CONTENTS
Page
Message from the City Manager ......................................................................................................................................................................... i Table of Contents ................................................................................................................................................................................................ 1 Budget Guide ...................................................................................................................................................................................................... 5 Community Profile .............................................................................................................................................................................................. 8 Budget Strategies and Policies .......................................................................................................................................................................... 11 Appropriation Limit Resolution 2026/073 ........................................................................................................................................................... 16 Resolutions for Adoption the City, APFA, Successor Agency and Housing Successor Budgets ...................................................................... 17 Staffing Overview ............................................................................................................................................................................................... 22 Financial Summaries ........................................................................................................................................................................................ 37 General Fund Revenues ....................................................................................................................................................................... 39 Fund Transfers ....................................................................................................................................................................................... 44 Internal Services ................................................................................................................................................................................... 46 Revenues and Expenditures – All City Funds………………………………………………………………………………………………….. 50 Annual Recurring Purchase Orders/Contracts .…………………………………………………………………………………………………51 GENERAL FUND SUMMARY ............................................................................................................................................................................ 54 General Fund Revenue and Expenditure Summary ............................................................................................................................ 57 Fund Balance History ............................................................................................................................................................................ 58 General Fund Revenues and Expenditures .......................................................................................................................................... 59 1% Sales Tax Funding .......................................................................................................................................................................... 60 Legislative & Administrative
City Council ........................................................................................................................................................................................ 68 City Attorney ....................................................................................................................................................................................... 70 City Manager ...................................................................................................................................................................................... 72 City Clerk ............................................................................................................................................................................................ 75 City Treasurer .................................................................................................................................................................................... 78 Human Resources ............................................................................................................................................................................. 79 Finance................................................................................................................................................................................................ 82 Non-departmental .............................................................................................................................................................................. 88 Public Works (General Fund) ................................................................................................................................................................ 89 2026-27 OPERATING BUDGET

2 TABLE OF CONTENTS (Cont.)
Police ...................................................................................................................................................................................................... 107 Recreation Support ............................................................................................................................................................................... 135 Community Services (formerly Public Safety and Community Resources) .......................................................................................... 136 Community and Economic Development .............................................................................................................................................. 149 Budget Stabilization Fund………………………………………………………………………………………………………………………….162 SPECIAL REVENUE FUNDS ............................................................................................................................................................................ 163 Cannabis Equity Grant Fund………………………………………………………………………………………………………………………167 CalVIP Cohort 5 Grant Fund………………………………………………………………………………………………………………………168 ERF Grant Fund…………………………………………………………………………………………………………………………………….169 California Volunteers Grant Fund…………………………………………………………………………………………………………………170 American Rescue Plan Fund………………………………………………………………………………………………………………………171 CalVIP Grant Fund………….………………………………………………………………………………………………………………………172 PLHA Grant Fund…………………………………………………………………………………………………………………………………...173 RMRA Fund ........................................................................................................................................................................................... .175 Federal Asset Forfeiture Fund ............................................................................................................................................................... .176 Delta Fair Property Fund ....................................................................................................................................................................... .177 Community Development Block Grant (CDBG) Fund ............................................................................................................................ .178 Gas Tax Fund………………………………………………………………………………………………………………………………………..181 Animal Services Fund ............................................................................................................................................................................ .183 Civic Arts Fund ....................................................................................................................................................................................... .184 Park In Lieu Fund ................................................................................................................................................................................... .186 Community Benefit Program Fund………………………………………………………………………………………………………………...187 Recreation Fund ..................................................................................................................................................................................... .188 Traffic Signal Fund ................................................................................................................................................................................. .200 Police Asset Forfeiture Fund .................................................................................................................................................................. .201 Measure J Growth Management Fund .................................................................................................................................................. .202 Child Care Fund .................................................................................................................................................................................... .204 Tidelands Fund ...................................................................................................................................................................................... .205 Solid Waste Reduction Fund.................................................................................................................................................................. .206 Abandoned Vehicle Fund ....................................................................................................................................................................... .209 National Pollutant Discharge Elimination (NPDES) Fund ...................................................................................................................... .210 2026-27 OPERATING BUDGET

3 TABLE OF CONTENTS (Cont.)

Supplemental Law Enforcement Service Grant (SLESF) Fund ............................................................................................................. 213 Byrne Grant Fund ................................................................................................................................................................................... 214 CDBG Revolving Loan Fund .................................................................................................................................................................. 215 Traffic Safety Fund..........................................................................................................................................................................…...216 PEG Fund. ............................................................................................................................................................................................. 217 Street Impact Fund ................................................................................................................................................................................. 218 SB1186 Disability Access Fund ............................................................................................................................................................. 219 ADU Accelerator Program Fund…………………………………………………………………………………………………………………..220 Street Light and Landscape Maintenance District Funds ...................................................................................................................... 221 Storm Damage Fund .............................................................................................................................................................................. 244 Opioid Settlement Funds..…………………………………………………………………………………………………………………………245 East Lone Tree Benefit District Fund……………………………………………………………………………………………………………. 250 Kaiser Benefit District Fund………………………………………………………………………………………………………………………..251 CFD 2016-01 Police Protection Fund ……………………………………………………………………………………………………………252 CFD 2018-01 Public Services Fund………………………………………………………………………………………………………………253 CFD 2018-02 Police Protection Fund…………………………………………………………………………………………………………….254 CFD 2022-01 Public Services Fund………………………………………………………………………………………………………………255 Post Retirement Medical Funds ............................................................................................................................................................. 256 CAPITAL PROJECTS ....................................................................................................................................................................................... 258 ENTERPRISE FUNDS ....................................................................................................................................................................................... 273 Water Fund............................................................................................................................................................................................. 275 Sewer Fund ............................................................................................................................................................................................ 283 Marina Fund ........................................................................................................................................................................................... 288 INTERNAL SERVICE FUNDS ........................................................................................................................................................................... 289 Vehicle Replacement Fund .................................................................................................................................................................... 291 Vehicle Equipment Maintenance Fund .................................................................................................................................................. 292 Information Systems Fund ..................................................................................................................................................................... 293 Loss Control Fund .................................................................................................................................................................................. 303

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4 TABLE OF CONTENTS (Cont.)

ANTIOCH PUBLIC FINANCING AUTHORITY ................................................................................................................................................. 304 CITY OF ANTIOCH AS SUCCESSOR AGENCY AND HOUSING SUCCESSOR TO THE ANTIOCH DEVELOPMENT AGENCY .............. 308 Housing Fund ......................................................................................................................................................................................... 310 Redevelopment Obligation Retirement Fund ......................................................................................................................................... 313 Successor Agency Debt Service Area #1 Fund ..................................................................................................................................... 314 SUPPLEMENTARY INFORMATION ................................................................................................................................................................. 315 Debt Service Repayment Schedules .................................................................................................................................................... 316 Glossary ................................................................................................................................................................................................ 321 2026-27 OPERATING BUDGET

5 BUDGET GUIDE

A budget serves many purposes. In addition to its inherent value as a resource and spending plan for the City, it informs the public about the City’s financial strategies and provides the documentation needed for other financial-related matters such as audits, loans and grants.

The goal of the City’s budget is to provide a plan that allocates resources to meet the needs and desires of Antioch residents. The budget is one way in which the City Council and City staff responds to the community’s needs. It balances City revenues and costs with community priorities and requirements. The City’s fiscal year is July 1st to June 30th.

In preparing the FY 2026-27 budget, City staff reviewed the 2025-26 fiscal year and estimated the expenditures and revenues anticipated for the next year. As a result, this budget revises the FY 2025-26 budget and incorporates revenues and expenditures that are expected to be incurred during FY 2026-27.

DOCUMENT ORGANIZATION

Message from the City Manager

In her message, the City Manager summarizes the proposed budget to the City Council. She outlines strategies and objectives for change and improvements, lists FY 2025-26 accomplishments, highlights the financial outlook, and summarizes the City’s priorities for fiscal years 2026 through 2027. The most critical issues facing each department during the coming fiscal year are also highlighted and discussed in this section of the document.

Community Profile

This section contains valuable information about the City, its people, and its businesses. City services, population and housing, employment, transportation, and school services are discussed.

Budget Strategies and Policies

Included in this section are descriptions of finance-related information such as the City’s financial objectives, reporting requirements, management responsibilities, reserve descriptions, appropriation control debt management and investment reporting.

Staffing Overview

This section provides an overview of the City’s current staffing levels and highlights any new positions included in the budget.

2026-27 OPERATING BUDGET

6 Financial Summaries

An overall financial picture of Antioch by fund type is shown in this section, including a description of General fund revenues and summary financial tables.

City Budgets by Fund

These sections provide detailed information for each fund of the City, grouped by fund type. The City maintains the following fund types: General Fund, Special Revenue Funds, Capital Projects Funds, Debt Service Funds, Internal Service Funds and Agency Funds. Information about each department within the fund, including department and division descriptions, FY 2026 through 2027 accomplishments and objectives, sources of revenue, and anticipated expenditures are included.

City of Antioch as Successor Agency and Housing Successor to the Antioch Development Agency (ADA)

The Antioch Development Agency (ADA) was formed June 25, 1974, for the purpose of renovating designated areas within the City of Antioch. Effective February 1, 2012, all redevelopment agencies were abolished as a result of AB X1 26 (the Dissolution Act). The City of Antioch elected to become the successor agency and housing successor for the ADA and as such has adopted an Enforceable Obligations Schedule (EOPS) outlining existing obligations to be paid by the former redevelopment agency. As Successor Agency and Housing Successor, the City is responsible for winding down the operations of the former Antioch Development Agency and paying the obligations until satisfied. Contra Costa County will distribute property tax increment to the City to pay obligations as they come due in six- month increments based on a Recognized Obligation Payment Schedule (ROPS) that is submitted to the County Auditor Controller, State Auditor Controller, State Department of Finance and Oversight Board to the City as Successor Agency twice a year.

Antioch Public Financing Authority (APFA)

The Antioch Public Financing Authority (APFA) is a joint powers authority organized by the City and former Antioch Development Agency (ADA) to provide financial assistance to the City and the ADA by financing real and personal property and improvements for the benefit of the residents of the City. It is a blended component unit of the City and is accounted for in separate funds of the City. As such, the APFA has its own budget section. Information on each fund can be found in the APFA section of this budget.

BUDGET PROCESS
January/February: Preliminary department budgets are submitted and preparation of draft budget document begins March/April: City Manager approves draft budget and workshops and presentations on budget begin May: Budget presentations continue, and public hearing is scheduled June: Final budget is adopted for next cycle

2026-27 OPERATING BUDGET

7 Budget and Midyear Review

In October/November of each year, the City Manager and Finance Director give the Council a report on the prior year actual revenues and expenditures. Budget adjustments, if required, are approved by the City Council. A mid-year review will also be done in the January timeframe for this one-year budget.

Department Preliminary Submittals

Each Department must submit their preliminary budget to the City Manager via the Finance Department by mid-February. These budgets must include requests for reclassification and/or reorganization, program changes, services level adjustments, and anticipated revenues and expenditures. In addition, the Human Resources Department provides information regarding changes in fixed labor costs and the Finance Department provides estimated General Fund revenues.

Budget Document Preparation and Approval

The Finance Department prepares the draft budget for review by the City Manager. Following meetings with Department Directors, adjustments made by the City Manager are incorporated into a final draft budget. For this budget cycle, workshops with the City Council and public presentations at regular meetings of the Council began in March 2026 and continued through June. A public hearing is to be held in June. Citizens are encouraged to give input and voice their opinions during this open session. The budget and any suggested changes are reviewed and approved by the Council no later than June 30th.

8 COMMUNITY PROFILE
2026-27 OPERATING BUDGET

COMMUNITY PROFILE

9 Antioch has become one of the most popular communities in East Contra Costa County and has a lot of opportunity because of its proximity to the San Joaquin Delta and affordability in the San Francisco Bay Area. Antioch has a vision and direction with the tagline, “Antioch-Opportunity Lives Here” in recognition of where the City is heading.

Antioch is located on the banks of the San Joaquin River in Northern California. Just off of Highway 4, in Contra Costa County. With a population of over 100,000 people, Antioch has become the heart of Eastern Contra Costa County, offering a variety of employment; shopping and vast recreational activities.

Housing options include many new home developments as well as more established communities. Many of the local residents commute to other areas in Contra Costa, Alameda, Santa Clara, San Francisco and San Joaquin counties for employment. Employment opportunities have increased in the nearby communities and continue to add to the popularity of Antioch's housing market.

Government
The City of Antioch incorporated in February 1872 as a general law city and operates under a Council-Manager form of government. Policy making and legislative authority is vested in a five-member City Council consisting of a Mayor and four Council Members. The four Council Members are elected by district to four-year overlapping terms. The Mayor is directly elected to a four-year term.

The City Council’s main duties include passing ordinances, adopting the budget, appointing committees, and hiring both the City Manager and City Attorney.

The City Manager is responsible for implementing the policies and enforcing the ordinances adopted by the City Council, overseeing day-to-day operations of city government, and appointing the heads of the various city departments.

Population
After three decades of substantial growth in residential construction the City of Antioch’s population as of January 1, 2026 is reported at 118,440 by the California Department of Finance, making it the second largest city in Contra Costa County.

Labor Force and Employment
The City of Antioch’s total labor force (employed residents) is 57,600 and the unemployment rate is 4.9 percent as of April 2026. Many of our residents are employed in jobs located in neighboring communities. The range of their occupations includes sales, managerial services, technical support, professional specialties, warehousing and manufacturing.

Employment within the City of Antioch is growing and is concentrated in six industry sectors – professional and business services, healthcare, financial services, retail, public sector employment and limited manufacturing.

Housing Units
As of the 2020 census, there were 35,742 households in the City of Antioch. Persons per household number was 3.19. 2026-27 OPERATING BUDGET

COMMUNITY PROFILE

10 Transportation/Access
California State Highway 4, connecting San Francisco-Oakland with Stockton and Central Valley points, bisects the City. Connecting with this freeway east of Antioch is State Highway 160, running north to Sacramento, across the Nejedly Bridge, offering access to Solano County and the Sacramento area.

Highway 4 connects to Lone Tree Way and the existing middle Bypass segment in Brentwood. This has provided traffic relief to congested roadways and it accommodates the commuters and citizens to and from Antioch.

Antioch is served by a network of commuter transportation options including daily Amtrak passenger service with a depot in the historic Rivertown area. The Bay Area Rapid Transit (BART) system provides bus and rail connections throughout the Bay Area and recently opened a station in Antioch at Hillcrest which provides a connector train to the Pittsburg station which has provided commute relief to thousands of Antioch residents. Tri Delta Transit bus service travels throughout East County.

Commercial and private air service is available 15 miles west at Buchanan Field. Five other major airports serve the area: Oakland, San Francisco, Sacramento, and San Jose International Airports, and Stockton Metropolitan Airport

Education
Antioch is served by the Antioch Unified School District (AUSD). The District has fourteen elementary schools, four middle schools, two comprehensive high schools, one medical magnet high school, various academies located within the two existing comprehensive high school campuses, and six alternative education schools with a K-12 enrollment of about 19,000 students. There are also four K-8 charter schools with an enrollment of approximately 470. While all schools are located within the Antioch boundaries, the school district also serves portions of the surrounding communities. In addition to these schools, Antioch also offers Antioch Adult School. Surrounding areas of Antioch also offer four additional college campuses and trade schools for the citizens to utilize for higher educational learning opportunities.

Health Care
Antioch has several professional medical offices and two hospitals. The newest facility, which opened in 2008, is the new state of the art Kaiser Permanente Hospital, located on the southeastern end of the City limits. This facility provides Antioch with additional means of local healthcare, while making it more convenient and a safer place for medical emergencies to be addressed in a timely manner.

Prewett Park
Prewett Park is the City’s largest recreation facility with year-round use. Some of the current amenities of Prewett Park include the water park with multiple swimming pools and slides, a skate park and picnic areas. Prewett Park has recently increased the services with the addition of an all-abilities playground and a spray ground in addition to many other amenities.

The City also has numerous other park sites which include: neighborhood parks, playground equipment, tennis courts, picnic areas, trails and a sports complex. 2026-27 OPERATING BUDGET
11 BUDGET STRATEGIES AND POLICIES
2026-27 OPERATING BUDGET

BUDGET STRATEGIES AND POLICIES

12 The City of Antioch has developed broad policy direction through the development of budget strategies that establish long-term policy guidance for conducting the City’s financial activities. The City Council has established these policies to meet the following strategic objectives:

BUDGET STRATEGIES

Strategic Focus – The City’s financial management should be strategic, reflecting the Council’s and the community’s priorities for service while providing resources that realistically fund routine operations. A vision and strategic plan was adopted by the City Council in 2019.

Fiscal control and accountability – The City’s financial activities should be fiscally sound and accountable to the City Council through the City Manager.

Clarity – The City’s financial planning and reporting should be clear and easy to understand so that all participants, the council, the community, and staff can productively participate in making good decisions.

Long-term planning – The City’s financial planning should emphasize multi-year horizons to promote long-term planning of resource uses.

Flexible and cost-effective responses – The City’s financial management practices should encourage an organization that responds quickly and straightforwardly to community demands. The City’s management should flexibly respond to opportunities for better service, should proactively manage revenues, and should cost-effectively manage ongoing operating costs.

FISCAL POLICIES

Financial Activity Reporting

The City’s financial activity will be reported in a variety of funds, which are the basic accounting and reporting entities in governmental accounting. The City’s accounting structure will make it possible:

 To present fairly and with full disclosure the financial position and results of financial operations of the funds of the City in conformity with generally accepted accounting principles, and
 To determine and demonstrate compliance with finance-related legal and contractual provisions.

Management Responsibility

The City Manager and staff shall provide the City Council with monthly updates and a mid-year review of financial activities during the budget process of each year. The review will compare annual budget projections with actual results. 2026-27 OPERATING BUDGET

BUDGET STRATEGIES AND POLICIES

13 RESERVE POLICY
The City will maintain reserve funds to:
 Stabilize the City’s fiscal base for fluctuations in revenues and expenditures;  Provide for nonrecurring, unanticipated expenditures; and  Provide for replacement of capital equipment.
 Provide for payment of mandated liabilities (i.e., OPEB).  Provide for payment of unanticipated litigation or insurance costs.

General Reserves
The purpose of these funds is to be prepared for possible future reductions in revenues or increases in expenditures, to generate interest income and to provide for unexpected opportunities and contingencies. These funds will be known as the General Fund Unassigned Fund Balance of the City and will be budgeted annually at a minimum of 20% of General Fund operating revenues, with the addition of at least $500,000 to the unassigned fund balance each year as available.

Replacement Reserves
The purpose of these funds is to provide sufficient funds for the anticipated replacement of capital equipment. These reserves are maintained within the Internal Service funds called Office Equipment Replacement Fund (573) and the Vehicle Replacement Fund (569).

Litigation/Insurance Reserve (Commitment of Fund Balance)

The purpose of this reserve is to fund unanticipated litigation or other insurance deductible costs (whether third party or self-insurance) not covered by the City’s risk pool. The reserve level is set at ten times the City’s self-insured liability retention, which currently is $50,000, representing a $500,000 reserve.

Budget Stabilization Reserve

In 2018 the City established a Budget Stabilization Reserve Fund to set aside General Fund reserves that exceed 20% to offset any unexpected budget variances.

The City Council has directed that starting in fiscal year 2019-20, the funds will also be used to begin meeting the full actuarial determined contribution towards the City’s OPEB liabilities, to be evaluated each budget year based on budget projections. For external financial reporting purposes, although the fund is separate from the General Fund, it will be combined into one reportable fund with the General Fund.

2026-27 OPERATING BUDGET

BUDGET STRATEGIES AND POLICIES

14 BUDGET AND FINANCIAL PLAN

The City Manager will present a budget and periodic financial information to the City Council, setting forth the following information:

 Actual revenues, expenditures, reserve balances, and fund balances for the prior fiscal year;  Estimated revenues, expenditures, reserve balances, and fund balances for the current fiscal year;  Projected revenues, expenditures, reserve balances, and fund balances for the next fiscal year;  Goals and objectives to be achieved by the organization over the next year;  Capital Improvement Program for the next five years.

APPROPRIATIONS AND AMENDMENTS CONTROL

Appropriations of fiscal resources are the responsibility of the City Council, the City Manager, and Department Heads.

Appropriations requiring Council action are;
 Appropriation of reserves, except replacement reserves;  Transfers between funds;
 Appropriations and amendments of any unbudgeted expenditures;  Appropriations and amendments of any unassigned revenues; and  Inter-fund loans.

Appropriations and amendments requiring City Manager action are;  Transfers between departments within a fund (i.e. between Public Works and Police);  Transfers between line items within a department or division involving salary accounts to/from non-salary accounts or above $50,000 per occurrence, and  Appropriation of replacement reserves.

Appropriations and amendments requiring Department Head action are:
 Transfers between line items within a department or division up to and including $50,000 per occurrence.

2026-27 OPERATING BUDGET

BUDGET STRATEGIES AND POLICIES

15 Investments
The City Council will bi-annually review an Investment Policy in conformance with California Government Code. The policy will address the objectives of safety, liquidity, and yield with respect to the City’s financial assets.

Fees and Charges
The City Council will annually review the schedule of fees and charges. The fees and charges will be set to provide adequate resources for the cost of the program or service provided.

Purchasing
The City will maintain a purchasing policy designed to support and enhance the delivery of governmental services while seeking to obtain the maximum value for each dollar expended.

FUNDS OF THE CITY OF ANTIOCH

Governmental accounting systems are organized and operated on a fund basis. A fund is a self-balancing set of accounts recording cash and other financial resources, together with all related liabilities and residual equities or balances. Funds are used to segregate the City’s financial activities in categories that attain certain objectives in accordance with special regulations, restrictions, or limitations.

Basis of Accounting and Budgeting

The budget is reported using the current financial resources measurement focus and the modified accrual basis of accounting. Revenues are recognized as soon as they are both measurable and available. Revenues are considered to be available when they are collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period (generally 60 days). Expenditures are recorded when a liability is incurred. However, debt service expenditures, as well as expenditures related to compensated absences and claims and judgments are recorded only when payment is due.

2026-27 OPERATING BUDGET

BUDGET STRATEGIES AND POLICIES

17 RESOLUTION NO. 2026/XX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ANTIOCH APPROVING AND ADOPTING THE OPERATING BUDGET FOR FISCAL YEAR 2026-27, APPROPRIATING THE FUNDS NECESSARY TO MEET THE EXPENDITURES SET FORTH THEREIN, AND REVISING THE 2025-26 OPERATING BUDGET

WHEREAS, the Acting City Manager of the City of Antioch, in accordance with Antioch Municipal Code, Title 2, Section 2-2.06(B)(7), has submitted to the City Council a Preliminary Operating Budget for the 2026-27 Fiscal Year;

WHEREAS, the City Council of the City of Antioch has heretofore considered said Operating Budget;

WHEREAS, the City Council did receive, consider and evaluate all public comments on the 2026-27 Operating Budget document as submitted by the City Manager; and

WHEREAS, the City Council did receive, consider and evaluate the revised 2025-26 portion of the Operating Budget as submitted; and

NOW THEREFORE BE IT RESOLVED:

SECTION 1. The Acting City Manager's 2026-27 Fiscal Year Operating Budget, incorporated herein by reference, for general and special City purposes, and the 2025-26 Fiscal Year revised budget are hereby approved and adopted.

SECTION 2. The City’s reserve policy is as follows:

 General Reserves - General Fund unassigned fund balance of the City will be a minimum of 20% of General Fund operating revenues, with the addition of $500,000 to the unassigned fund balance each year as available.  Replacement Reserves – Reserves for replacement of capital equipment in the Office Equipment Replacement Fund and the Equipment Maintenance Fund.
 Litigation/Insurance Reserve – Reserves for litigation and increased insurance deductibles (whether third-party or self-insurance) will be committed in the amount of $500,000 for the 2026-27 fiscal year.

SECTION 3. Appropriations and Amendments Control Policy is as follows:

Appropriations requiring Council action are:
 Appropriation of reserves, except replacement reserves;  Transfers between funds;
 Appropriations and amendments of any unbudgeted expenditures; 2026-27 OPERATING BUDGET

BUDGET STRATEGIES AND POLICIES

18  Appropriations and amendments of any unassigned revenues; and  Inter-fund loans.

Appropriations and amendments requiring City Manager action are:
 Transfers between departments within a fund (e.g. between Public Works and Police);  Transfers between line items within a department or division involving salary accounts to/from non-salary accounts or above $50,000 per occurrence, and
 Appropriation of replacement reserves.

Department Heads may approve:
 Transfers between line items within a department or division up to and including $50,000 per occurrence.

SECTION 4. The City Council hereby approves and continues the following commitments of Fund Balance:

1. 1% Sales Tax revenues shall be committed in fiscal years 2026-27 as detailed on page 60 of the adopted 2026-27 budget document. City Council shall have the authority to change the allocation of the revenues at any time during a public meeting.

2. The Budget Stabilization Fund shall be committed for unexpected General Fund budget variances, unanticipated projects and/or expenses, unfunded liabilities and to maintain a minimum 20% unassigned fund balance within the General Fund.

3. General Plan Maintenance Fees and Technology Fees collected shall be committed for costs associated with the City’s General Plan and technology upgrades in the Community and Economic Development Department.

SECTION 5. The City Council hereby approves the annual recurring purchase orders and/or contracts as detailed on pages 51-53 of the adopted budget document.

* * * * * * * * * * * * *

2026-27 OPERATING BUDGET

BUDGET STRATEGIES AND POLICIES

19 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 23rd day of June 2026, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

__________________________________
MICHAEL J. MANDY

CITY CLERK OF THE CITY OF ANTIOCH
2026-27 OPERATING BUDGET

BUDGET STRATEGIES AND POLICIES

20 RESOLUTION NO. 2026/XX

RESOLUTION OF THE CITY OF ANTIOCH PUBLIC FINANCING AUTHORITY ADOPTING THE FISCAL YEAR 2026-27 BUDGET AND REVISING THE FISCAL YEAR 2025-26 BUDGET

WHEREAS, The City Council formed the Antioch Public Financing Authority in April 1993 to provide financial assistance to the City by financing improvements for the benefit of the residents of the City; and

WHEREAS, the City Council of the City of Antioch has heretofore considered said budget;

NOW THEREFORE BE IT RESOLVED that the Authority Budget for the 2026-27 Fiscal Year and the 2025-26 Fiscal Year revised budget, on file with the Authority Secretary, are hereby approved and adopted.

* * * * * * * * * * * * *

The foregoing resolution was passed and adopted by the City of Antioch Public Financing Authority at a regular meeting thereof, held on the 23rd day of June 2026, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

_____________________________
MICHAEL J. MANDY, SECRETARY

2026-27 OPERATING BUDGET

BUDGET STRATEGIES AND POLICIES

21 SA RESOLUTION NO. 2026/XX

RESOLUTION OF THE CITY OF ANTIOCH AS SUCCESSOR AGENCY AND HOUSING SUCCESSOR TO THE ANTIOCH DEVELOPMENT AGENCY ADOPTING THE FISCAL YEAR 2026-27 BUDGET AND REVISING THE 2025-26 BUDGET AS RELATED TO THE ACTIVITES OF THE SUCCESSOR AGENCY AND HOUSING SUCCESSOR

WHEREAS, the Antioch Development Agency was formed by the adoption of the Redevelopment Plan in July 1975; and

WHEREAS, pursuant to the passage of AB X1 26 upheld by the California Supreme Court, redevelopment agencies were required to be dissolved by February 1, 2012; and

WHEREAS, pursuant to Resolution No. 2012/07 dated January 24, 2012, the City of Antioch confirmed its intention to serve as the Successor Agency to the Antioch Development Agency for non-housing related functions and pursuant to Resolution No. 2012/06 dated January 24, 2012, the City of Antioch elected to perform the housing functions of the Antioch Development Agency pursuant to AB X1 26; and

WHEREAS, the City Council of the City of Antioch as Successor Agency and Housing Successor to the Antioch Development Agency has heretofore considered said Operating Budget; and

WHEREAS, the City Council as Successor Agency and Housing Successor to the Antioch Development Agency did receive, consider and evaluate the revised 2025-26 portion of the Operating Budget as submitted; and

WHEREAS, enforceable obligations of the Successor Agency and Housing Successor are incorporated into said budgets;

NOW THEREFORE BE IT RESOLVED:

A. That the Successor Agency and Housing Successor Budget for the 2026-27 Fiscal Year, on file with the Recording Secretary, is hereby approved and adopted.

B. That the revised portion of the Successor Agency and Housing Successor Budget for the 2025-26 Fiscal Year is hereby approved and adopted.

* * * * * * * * * * * * *

The foregoing resolution was passed and adopted by the City of Antioch as Successor Agency and Housing Successor to the Antioch Development Agency at a regular meeting thereof, held on the 23rd day of June 2026, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:
____________________________________________
MICHAEL J. MANDY, RECORDING SECRETARY

CITY OF ANTIOCH
2026-27 OPERATING BUDGET

22 STAFFING OVERVIEW
2026-27 OPERATING BUDGET

STAFFING OVERVIEW

23 The City Council approves all new positions and status (employee versus contract; regular versus temporary; full-time versus part-time.) In addition, the City Council reviews all staffing levels on an annual basis during the budget process.

A position allocation system is the standard mechanism used by municipalities to track and monitor staffing levels and approvals. A “Position Allocation Summary” follows:
2026-27 POSITION ALLOCATION SUMMARY – FUNDED FULL-TIME POSITIONS

Funded
FY 25-26 Filled FTE’s
Funded
FY 26-27
GENERAL FUND POSITIONS FTE 6.9.26 FTE
CITY COUNCIL (100-1110)
Mayor (Elected) 1.00 1.00 1.00
Mayor Pro-Tem (Elected) 1.00 1.00 1.00
Council Member (Elected) 3.00 3.00 3.00
Sub-total 5.00 5.00 5.00
CITY ATTORNEY (100-1120)
City Attorney 1.00 1.00 1.00
Assistant City Attorney 2.00 2.00 2.00
Deputy City Attorney 1.00 0.00 1.00
Administrative Analyst I 1.00 1.00 1.00
Sub-total 5.00 4.00 5.00
CITY MANAGER (100-1130)
City Manager 1.00 1.00 1.00
Assistant City Manager 1.00 0.00 1.00
Grants Coordinator 1.00 0.00 1.00
Public Information/Communications Officer 1.00 1.00 1.00 Administrative Analyst I/II (frozen in FY27) 1.00 0.00 0.00 Principal Executive Assistant 1.00 1.00 1.00
Sub-total 6.00 3.00 5.00
CITY CLERK (100-1140)
City Clerk (Elected) 1.00 1.00 1.00
Assistant City Clerk 1.00 1.00 1.00
Administrative Analyst I 2.00 2.00 2.00
Public Records Coordinator 1.00 0.00 1.00
Sub-total 5.00 4.00 5.00
2026-27 OPERATING BUDGET

STAFFING OVERVIEW

24 Funded
FY 25-26 Filled FTE’s
Funded
FY 26-27
GENERAL FUND POSITIONS (Continued) FTE 6.9.26 FTE
CITY TREASURER (100-1150)
City Treasurer 1.00 1.00 1.00
Finance Director (0.80 charged to Finance Admin 100-1210; .075 each to 611/621) 0.05 0.05 0.05 Accountant I (0.90 charged to Finance Acct 100-1220) 0.10 0.10 0.10 Sub-total 1.15 1.15 1.15
HUMAN RESOURCES (100-1160)
Human Resources Director 1.00 1.00 1.00
Human Resources Manager 1.00 0.00 0.00
Administrative Assistant 2.00 2.00 2.00
Human Resources Analyst 1.00 1.00 2.00
Human Resources Specialist (frozen in FY27) 1.00 1.00 0.00 Human Resources Technician 1.00 1.00 1.00
Sub-total 7.00 6.00 6.00
LEGISLATIVE AND ADMINISTRATIVE TOTAL 29.15 23.15 27.15
FINANCE DEPARTMENT:

Administration (100-1210)
Finance Director (0.05 funded in City Treasurer 100-1150; .075 each to 611/621) 0.80 0.80 0.80 Sub-total 0.80 0.80 0.80
Accounting Services (100-1220)
Deputy Finance Director 1.00 1.00 1.00
Accountant I (0.10 charged to City Treasurer 100-1150) 2.90 2.90 2.90 Accounting Technician 2.00 2.00 2.00
Payroll Specialist 3.00 3.00 3.00
Sub-total 8.90 8.90 8.90
Finance Operations (100-1230)
Finance Services Supervisor 0.15 0.15 0.15
Accounting Technician 0.10 0.10 0.10
Customer Service Representative I & II (charged .45 to 6112330/.45 to 6212220) 0.20 0.20 0.20

2026-27 OPERATING BUDGET

STAFFING OVERVIEW

25 Funded
FY 25-26 Filled FTE’s
Funded
FY 26-27
GENERAL FUND POSITIONS (Continued) FTE 6.9.26 FTE
Finance Operations (100-1230) (Cont.)
Business License Representative (1 position frozen FY26 & FY27) 1.00 1.00 1.00 Sub-total 1.45 1.45 1.45
FINANCE TOTAL 11.15 11.15 11.15
PUBLIC WORKS DEPARTMENT:

Administration (100-2140)
Director of Public Works/City Engineer 1.00 1.00 1.00
Deputy Director of Public Works II 0.34 0.34 0.34
Lead Warehouse Maintenance Worker 0.07 0.07 0.07
Warehouse Maintenance Worker II 0.07 0.07 0.07
Administrative Analyst I/II/III (.10 frozen FY26, unfrozen FY27) 0.10 0.10 0.20 Administrative Assistant 0.10 0.10 0.10
Sub-total 1.68 1.68 1.78
Street Maintenance (100-2160)
Operations Supervisor 0.28 0.28 0.28
Street Maintenance Leadworker 2.00 2.00 2.00
Street Maintenance Worker I & II 5.00 3.00 5.00
Public Works Technician 0.15 0.15 0.15
Code Enforcement Maintenance Worker/General Laborer 3.00 3.00 3.00 Equipment Operator 1.00 1.00 1.00
Sub-total 11.43 9.43 11.43
Facilities Maintenance (100-2190)
Operations Supervisor 0.375 0.270 0.375
Public Works Technician 0.040 0.040 0.040
Facility Maintenance Leadworker 1.000 1.000 1.000
Facility Maintenance Worker II 2.000 2.000 2.000
Sub-total 3.415 3.310 3.415

2026-27 OPERATING BUDGET

STAFFING OVERVIEW

26 Funded
FY 25-26 Filled FTE’s
Funded
FY 26-27
GENERAL FUND POSITIONS (Continued) FTE 6.9.26 FTE
Parks Maintenance (100-2195)
Operations Supervisor 0.175 0.000 0.175
Public Works Technician 0.150 0.150 0.150
General Laborer 1.000 1.000 1.000
Landscape Maintenance Leadworker 1.000 1.000 1.000
Sub-total 2.325 2.150 2.325
Median Landscape (100-2196)
Public Works Technician 0.1500 0.1500 0.1500
Landscape Maintenance Worker I/II (split among programs) 0.9125 0.9125 0.9125 General Laborer (split among programs) 0.4125 0.4125 0.4125 Sub-total 1.4750 1.4750 1.4750
Work Alternative Program (100-2198)
Operations Supervisor 0.15 0.15 0.15
Landscape Maintenance Worker I/II 1.00 1.00 1.00
Sub-total 1.15 1.15 1.15
Capital Improvement Administration (100-5170)
Junior/Assistant Engineer (.25 Senior Civil Engineer frozen in FY26 & FY27) 2.00 1.00 2.00 Public Works Inspector 1.00 1.00 1.00
Administrative Analyst I/II/III 0.25 0.25 0.25
Sub-total 3.25 2.25 3.25
PUBLIC WORKS GENERAL FUND TOTAL 24.725 21.445 24.825
POLICE DEPARTMENT (ALL DIVISIONS 100-3*):

Chief of Police (.10 funded Animal Control Fund) 0.90 0.90 0.90 Police Captain 3.00 3.00 3.00
Police Lieutenant 6.00 5.00 7.00
Police Sergeant 12.00 10.00 12.00
Police Corporal 7.00 4.00 6.00
Police Officer 76.00 62.00 76.00
Community Service Officer 13.00 10.00 13.00

2026-27 OPERATING BUDGET

STAFFING OVERVIEW

27 Funded Funded
FY 25-26 Filled FTE’s FY 26-27
GENERAL FUND POSITIONS (Continued) FTE 6.9.26 FTE
POLICE DEPARTMENT (ALL DIVISIONS 100-3*) (Cont.):

Administrative Analyst I/II/III 2.00 2.00 2.00
Data and Statistical Analyst 1.00 0.00 1.00
Policy Coordinator 0.00 0.00 1.00
Police Records Supervisor 1.00 1.00 1.00
Property and Evidence Supervisor 1.00 1.00 1.00
Lead Police Records Technician 2.00 2.00 2.00
Police Records Technician 7.00 7.00 7.00
Crime Analyst 2.00 2.00 2.00
Police Communications Supervisor 1.00 1.00 1.00
Lead Dispatcher 4.00 4.00 4.00
Police Dispatcher 13.00 10.00 13.00
POLICE GENERAL FUND TOTAL 151.90 124.90 152.90

POLICE DEPARTMENT SUMMARY
General Fund Sworn 104.90 87.90 104.90
General Fund Non-Sworn 47.00 40.00 48.00
Sub-total General Fund 151.90 124.90 152.90
Other Funds Sworn 0.10 0.10 0.10
GRAND TOTAL POLICE DEPARTMENT 152.00 125.00 153.00

COMMUNITY SERVICES DEPARTMENT: (formerly Public Safety and Community Resources) Youth Network Services (100-4700)
Youth Network Services Manager 1.00 1.00 1.00
Youth Services Program Coordinator 1.00 1.00 1.00 Sub-total 2.00 2.00 2.00
Housing and Homelessness (100-4705)
Housing Services Coordinator 1.00 1.00 1.00
Sub-total 1.00 1.00 1.00

2026-27 OPERATING BUDGET

STAFFING OVERVIEW

28 Funded
FY 25-26 Filled FTE’s
Funded
FY 26-27
GENERAL FUND POSITIONS (Continued) FTE 6.9.26 FTE
COMMUNITY SERVICES DEPARTMENT (Cont.):

Violence Intervention and Prevention (100-4706)
Public Safety Manager 1.00 1.00 1.00
Sub-total 1.00 1.00 1.00
Administration (100-4708)
Public Safety & Community Resources Director 0.85 0.85 0.95 Administrative Assistant II 1.00 1.00 1.00
Sub-total 1.85 1.85 1.95
COMMUNITY SERVICES GENERAL FUND TOTAL 5.85 5.85 5.95
COMMUNITY AND ECONOMIC DEVELOPMENT DEPARTMENT:

Administration (100-5110)
Community & Economic Development Director 1.00 1.00 1.00 Administrative Analyst 1.00 1.00 1.00
Community Development Technician (Asst./Assoc./Snr) 2.00 2.00 2.00 Sub-total 4.00 4.00 4.00
Economic Development (100-5120)
Senior/Economic Development Program Manager 2.00 0.00 2.00 Administrative Analyst 1.00 0.00 1.00

3.00 0.00 3.00
Land Planning Services (100-5130)
Planning Manager 1.00 1.00 1.00
Principal/Senior/Associate Planner 3.00 3.00 3.00
Community Development Technician (Asst.) 1.00 1.00 1.00 Sub-total 5.00 5.00 5.00
Code Enforcement (100-5140)
Code Enforcement Manager 1.00 0.00 1.00
Code Enforcement Officer (1 position frozen FY27) 9.00 7.00 8.00 Community Development Technician (Snr/Asst) 2.00 2.00 2.00 Sub-total 12.00 9.00 11.00
2026-27 OPERATING BUDGET

STAFFING OVERVIEW

29 Funded
FY 25-26 Filled FTE’s
Funded
FY 26-27
GENERAL FUND POSITIONS (Continued) FTE 6.9.26 FTE
COMMUNITY AND ECONOMIC DEVELOPMENT DEPARTMENT (Cont.):

Engineering Services/Land Development (100-5150)
Assistant City Engineer (frozen FY27) 1.00 0.00 0.00
Senior/Public Works Inspector 2.00 2.00 2.00
Administrative Assistant 1.00 1.00 1.00
Development Services/Engineering Tech (Assoc) 1.00 1.00 1.00 Sub-total 5.00 4.00 4.00
Building Inspection (100-5160)
Building Inspection Services Manager 1.00 1.00 1.00
Community Development Technician (Asst/Assoc) 2.00 2.00 2.00 Building Inspector I/II with certificate 4.00 4.00 4.00 Sub-total 7.00 7.00 7.00
COMMUNITY AND ECONOMIC DEVELOPMENT TOTAL 36.00 29.00 34.00 GRAND TOTAL GENERAL FUND 258.775 215.495 255.975

Funded
FY 25-26 Filled FTE’s
Funded
FY 26-27
SPECIAL REVENUE FUNDS POSITIONS FTE 6.9.26 FTE
GAS TAX FUND (213-2530)
Landscape Maintenance Worker 0.50 0.50 0.50
General Laborer 1.00 1.00 1.00
Administrative Analyst I/II/III 0.25 0.25 0.25
GAS TAX TOTAL 1.75 1.75 1.75
ANIMAL SERVICES FUND (FUND 214):

Police Chief 0.10 0.10 0.10
Animal Services Manager 1.00 0.00 1.00
Animal Services Supervisor 1.00 1.00 1.00
Doctor of Veterinary Medicine 1.00 1.00 1.00
Registered Vet Tech 2.00 1.00 2.00
Animal Services Technician 3.00 3.00 3.00

2026-27 OPERATING BUDGET

STAFFING OVERVIEW

30 Funded
FY 25-26 Filled FTE’s
Funded
FY 26-27
SPECIAL REVENUE FUNDS POSITIONS (Continued) FTE 6.9.26 FTE ANIMAL SERVICES FUND (FUND 214) (Cont.):

Office Assistant 1.00 1.00 1.00
Animal Control Officer (1 position frozen FY27) 3.00 1.00 2.00 ANIMAL SERVICES TOTAL 12.10 8.10 11.10
RECREATION SERVICES (FUND 219):

Recreation Community Recreation (219-4495)
Parks and Recreation Director 0.50 0.50 0.50
Recreation Coordinator 1.00 0.00 1.00
Recreation Services Manager 1.00 1.00 1.00
Administrative Analyst I 1.00 1.00 1.00
Administrative Assistant II/III 2.00 2.00 2.00
Sub-total 5.50 4.50 5.50
Recreation Services – NRCC (219-4410)
Recreation Supervisor 1.00 1.00 1.00
Recreation Coordinator 1.00 0.00 1.00
Sub-total 2.00 1.00 2.00
Recreation Services – Sports Programs (219-4450)
Recreation Supervisor 1.00 1.00 1.00
Sub-total 1.00 1.00 1.00
Recreation Services – Water Park Operations (219-4630)
Parks and Recreation Director 0.50 0.50 0.50
Recreation Supervisor 1.00 0.00 0.00
Recreation Coordinator 1.00 1.00 2.00
Aquatics Maintenance Worker I/II 1.00 1.00 1.00
Sub-total 3.50 2.50 3.50
RECREATION FUND TOTAL 12.00 9.00 12.00
SOLID WASTE (FUND 226):

Collection Systems Superintendent 0.05 0.05 0.05
Environmental Resources Coordinator 0.34 0.00 0.34

2026-27 OPERATING BUDGET

STAFFING OVERVIEW

31 Funded
FY 25-26 Filled FTE’s
Funded
FY 26-27
SPECIAL REVENUE FUNDS POSITIONS (Continued) FTE 6.9.26 FTE SOLID WASTE (FUND 226) (Cont.):

Environmental Resources Specialist 0.34 0.00 0.34
SOLID WASTE TOTAL 0.73 0.05 0.73
SUCCESSOR AGENCY (FUND 227):

Public Safety & Community Resources Director 0.15 0.15 0.05 Housing Manager 1.00 0.00 1.00
Housing Services Coordinator 1.00 1.00 1.00
SUCCESSOR AGENCY FUND TOTAL 2.15 1.15 2.05
NATIONAL POLLUTANT DISCHARGE ELIMINATION SRVS (NPDES) (FUND 229):

Channel Maintenance Operations (229-2585)
Collection System Superintendent 0.075 0.075 0.075
Collections System Supervisor 0.075 0.075 0.075
Lead Collections Systems Worker 0.750 0.750 0.750
Collections Systems Worker I/II 2.000 2.000 2.000
General Laborer 1.000 0.000 1.000
Environmental Resources Coordinator 0.170 0.000 0.170
Environmental Resources Specialist 1.170 0.000 1.170
NPDES TOTAL 5.240 2.900 5.240
STREET LIGHT & LANDSCAPE MAINT. DIST. (SLLMD) (FUNDS 251-259):

Operations Supervisor 0.5950 0.5700 0.5950
Landscape Maintenance Worker II 2.5875 2.5875 2.5875
General Laborer 1.2535 1.2535 1.2535
SLLMD 251 – 259 TOTAL 4.4360 4.4110 4.4360

INTERNAL SERVICE FUNDS POSITIONS
VEHICLE EQUIPMENT MAINTENANCE (FUND 570):

Equipment Maintenance (570-2610)
Operations Supervisor 1.365 0.730 1.365
Fleet Leadworker 1.000 1.000 1.000
Equipment Mechanic I/II 3.000 3.000 3.000
Public Works Technician 0.250 0.250 0.250
2026-27 OPERATING BUDGET

STAFFING OVERVIEW

32 Funded
FY 25-26 Filled FTE’s
Funded
FY 26-27
INTERNAL SERVICE FUNDS POSITIONS FTE 6.9.26 FTE
Equipment Maintenance (570-2610) (Cont.)
Lead Warehouse Maintenance Worker 0.060 0.060 0.060
Warehouse Maintenance Worker II (0.80 Water Fd; 0.07 Gen Fd; 0.07 Sewer Fd) 0.060 0.060 0.060 VEHICLE EQUIPMENT MAINTENANCE TOTAL 5.735 5.100 5.735
INFORMATION SYSTEMS (FUND 573):

Information Systems (573-1410)
Information Systems Director 0.70 0.70 0.70
Network Administrator 0.40 0.40 0.40
Sub-total 1.10 1.10 1.10
Network Support & PC’s (573-1420)
Information Systems Director 0.25 0.25 0.25
Network Administrator 1.60 1.60 1.60
Computer Technician/Senior 2.90 1.90 2.90
Sub-total 4.75 3.75 4.75
Telephone System (573-1430)
Information Systems Director 0.05 0.05 0.05
Computer Technician/Senior 0.10 0.10 0.10
Sub-total 0.15 0.15 0.15
GIS Support Services (573-1435)
GIS Specialist 1.00 0.00 1.00
GIS Coordinator 1.00 1.00 1.00
GIS Technician 1.00 1.00 1.00
Public Works Technician 0.18 0.18 0.18
Administrative Analyst I 0.90 0.90 0.90
Sub-total 4.08 3.08 4.08
INFORMATION SYSTEMS TOTAL 10.08 8.08 10.08
LOSS CONTROL FUND (580)
Loss Control (580-1160)
Human Resources Specialist 1.00 1.00 1.00
LOSS CONTROL TOTAL 1.00 1.00 1.00
2026-27 OPERATING BUDGET

STAFFING OVERVIEW

33 Funded
FY 25-26 Filled FTE’s
Funded
FY 26-27
ENTERPRISE FUND POSITIONS FTE 6.9.26 FTE
WATER FUND (611):

Water Supervision (611-2310)
Deputy Public Works Director II 0.33 0.33 0.33
Water Treatment Plant Superintendent 1.00 1.00 1.00
Water Treatment Plant Supervisor 1.00 1.00 1.00
Water Distribution Superintendent 1.00 1.00 1.00
Water Distribution Supervisor 1.00 1.00 1.00
Water Quality Analyst 1.00 1.00 1.00
Administrative Analyst I/II (.45 frozen FY26, unfrozen FY27) 0.25 0.25 0.70 Administrative Assistant II 0.45 0.45 0.45
Environmental Resources Coordinator 0.33 0.00 0.33
Environmental Resources Specialist 0.33 0.00 0.33
Sub-total 6.69 6.03 7.14
Water Production (611-2320)
Water Treatment Plant Operator/Senior/Trainee 10.00 7.00 10.00 Water Treatment Maintenance Worker 5.00 5.00 5.00
Water Treatment Plant Instrument Tech. 3.00 2.00 3.00 General Laborer 2.00 1.00 2.00
Public Works Technician – Assistant 1.00 1.00 1.00
Laboratory Assistant 1.00 1.00 1.00
Sub-total 22.00 17.00 22.00
Water Distribution (611-2330)
Finance Director 0.075 0.075 0.075
Finance Services Supervisor 0.425 0.425 0.425
Public Works Technician 1.000 1.000 1.000
Accounting Technician 0.950 0.950 0.950
Lead Customer Service Representative 0.500 0.500 0.500
Customer Service Representative I/II 2.400 1.900 2.400
Lead Water Distribution Operator 4.000 4.000 4.000
Cross Connection Control Specialist Leadworker 1.000 1.000 1.000 Cross Connection Control Specialist II 1.000 1.000 1.000 2026-27 OPERATING BUDGET

STAFFING OVERVIEW

34 Funded
FY 25-26 Filled FTE’s
Funded
FY 26-27
ENTERPRISE FUND POSITIONS FTE 6.9.26 FTE
Water Distribution (611-2330) (Cont.)
Equipment Operator 2.500 2.000 2.500
Water Distribution Operator I/II 16.50 16.50 16.50
Street Maint. Worker I & II (0.50 charged to Sewer Fund) 0.500 0.500 0.500 Lead Warehouse Maintenance Worker (0.06 Veh Fund; 0.14 Gen Fund) 0.800 0.800 0.800 General Laborer 0.167 0.167 0.167
Warehouse Maintenance Worker II 0.800 0.800 0.800
Administrative Assistant 0.500 0.500 0.500
Sub-total 33.117 32.117 33.117
Water Capital Projects (611-2550)
Assistant Engineer 0.50 0.50 0.50
Associate Engineering Technician 0.75 0.75 0.75
Sub-total 1.25 1.25 1.25
WATER FUND TOTAL 63.057 56.397 63.507
SEWER FUND (621):

Wastewater Supervision (621-2210)
Deputy Public Works Director II 0.330 0.330 0.330
Collection Systems Superintendent 0.875 0.875 0.875
Collections Systems Supervisor 0.925 0.925 0.925
Administrative Assistant I/II 0.950 0.950 0.950
Administrative Analyst I/III (.45 frozen FY26, unfrozen FY27) 0.250 0.250 0.700 Public Works Technician 1.000 1.000 1.000
Finance Director 0.075 0.075 0.075
Finance Services Supervisor 0.425 0.425 0.425
Accounting Technician 0.950 0.950 0.950
Lead Customer Service Representative 0.500 0.500 0.500
Customer Service Representative I/II 2.400 1.900 2.400
Lead Collections System Worker 2.250 1.250 2.250
Water Distribution Operator I/II 0.500 0.500 0.500
Collections Systems Worker I/II 10.000 7.000 10.000

2026-27 OPERATING BUDGET

STAFFING OVERVIEW

35 Funded
FY 25-26 Filled FTE’s
Funded
FY 26-27
ENTERPRISE FUND POSITIONS FTE 6.9.26 FTE
Wastewater Supervision (621-2210) (Cont.)
Equipment Operator 2.500 1.000 2.500
Sewer Camera Truck Operator 1.000 1.000 1.000
Street Maint. Worker I & II (0.50 charged to Water Fund) 0.500 0.500 0.500 General Laborer 0.167 0.167 0.167
Environmental Resources Coordinator 0.160 0.000 0.160
Environmental Resources Specialist 0.160 0.000 0.160
Lead Warehouse Maintenance Worker 0.070 0.070 0.070
Warehouse Maintenance Worker 0.070 0.070 0.070
Sub-total 26.057 19.737 26.507
Wastewater Capital Projects (621-2570)
Associate Engineering Technician 0.25 0.25 0.25
Associate Engineer 0.50 0.50 0.50
Sub-total 0.75 0.75 0.75
SEWER FUND TOTAL 26.807 20.487 27.257
MARINA FUND (631):

Marina Administration (631-2410)
Public Works Technician 0.08 0.08 0.08
Administrative Assistant II 1.00 1.00 1.00
Marina Maintenance Worker 1.00 1.00 1.00
Operations Supervisor 0.06 0.00 0.06
MARINA FUND TOTAL 2.14 2.08 2.14

Funded
FY 25-26 Filled FTE’s
Funded
FY 26-27
SUMMARY OF STAFFING FTE 6.9.26 FTE
GRAND TOTAL FY26 406.00 336.00
GRAND TOTAL FY27 403.00

2026-27 OPERATING BUDGET

STAFFING OVERVIEW

36 The following PERS payroll contribution assumptions are in the Fiscal Year 2025-26 and 2026-27 budget (Miscellaneous rates include UAL in %, Safety UAL shown as flat dollar amount for fiscal year):

FISCAL YEAR 2025-26 FISCAL YEAR 2026-27
PERS Tier-Bargaining Unit
Miscellaneous
PERS Plan ER
Contribution
Safety PERS
Plan ER
Contribution
Safety PERS
Plan UAL
Contribution
Miscellaneous
PERS Plan ER
Contribution
Safety PERS
Plan ER
Contribution
Safety PERS
Plan UAL
Contribution
Classic Employees – all but WTP 42.33% 26.35%* $6,933,929 41.16% 26.38%* $7,758,235 Classic Employees - WTP 40.33%* n/a n/a 39.16%* n/a n/a 2nd Tier n/a 24.88%* $76,335 n/a 24.91%* n/a
PEPRA – all groups 42.33% 14.96% $64,200 41.16% 14.86% n/a *WTP employees pay 2% of the City’s PERS contribution and Sworn Police pay 3%, therefore the ER Contribution is shown net.

The following full-time equivalent positions have been added and unfunded in FY27:

Position # of Positions Funding Source/Notes
2027 New Positions Added and/or Unfrozen
Policy Coordinator (PD) 1 General Fund
Administrative Analyst III (Public Works) 1 General Fund, Water Fund, Sewer Fund – unfreeze FY27 Human Resources Analyst 1 General Fund – Position to underfill Human Resources Manager in FY27 Recreation Coordinator 1 Recreation/General Fund – Position to underfill Recreation Supervisor in FY27 Total Additional Funded Positions in 2027 4
2027 Positions Unfunded and/or Frozen
Administrative Analyst I/II (City Manager’s Office) (1) General Fund Human Resources Specialist (1) General Fund
Code Enforcement Officer (1) General Fund
Animal Control Officer (1) Animal Services/General Fund Assistant City Engineer (1) General Fund
Human Resources Manager (1) General Fund – Position to be underfilled at Human Resources Analyst level in FY27 Recreation Supervisor (1) Recreation/General Fund – Position to be underfilled at Recreation Coordinator level in FY27 Total Positions Unfunded 2027 (7)
Net Positions (3)
2026-27 OPERATING BUDGET
37 FINANCIAL SUMMARIES
2026-27 OPERATING BUDGET

FINANCIAL SUMMARIES

38 Financial Overview
This section provides a summary of General Fund revenues, a summary of transfers between the various funds of the City, interfund charges (“internal services”) between the various funds, summary of revenues and expenditures for all City funds and a summary of annually recurring purchase orders and/or contracts included in the budget.

Funds Transfer Summary

The “Funds Transfer Summary” details inflows and outflows between funds to subsidize operations in those funds.

Internal Services Summary

The City has internal services charges which are spread throughout City departments to allocate costs of services used between departments. The table details these charges.

Revenues and Expenditures – All City Funds

Tables of City-wide projected revenues and expenditures by fund type for 2025-26 and 2026-27.

Summary of Annual Recurring Purchases Orders and/or Contracts

The City has many annual purchase orders and/or contracts that are exempt from bidding per the City’s purchasing policy due to the nature of the goods or services provided. It has also been long standing practice to have open/recurring purchase orders for the purchase of unanticipated goods or services needed on an urgent basis. Use of open purchase orders is tightly controlled. In establishing open/recurring purchase orders, City staff is always cognizant of patronizing City businesses, but also in making sure that the City is paying fair prices.

The purchase of goods and or services over $100,000 requires City Council approval per the City’s purchasing policy. A list of these types of purchase orders and/or contracts (as described in the prior paragraph) included in the budget is detailed. The summary does not include purchase orders or contracts separately brought to Council for approval.

2026-27 OPERATING BUDGET

FINANCIAL SUMMARIES

39 GENERAL FUND REVENUE SUMMARY

2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 2025-26 2026-27 % Revenue Type Actual Actual Actual Actual Actual Budget Revised Proposed Change Taxes:

Property Tax-Secured $11,922,624 $12,498,785 13,734,085 14,582,414 15,314,166 16,348,032 16,348,032 17,083,694 5% Property Tax In Lieu of VLF 8,898,578 9,311,807 10,170,167 10,942,644 11,489,706 12,029,722 12,030,411 12,510,910 4% Property Tax-Unsecured 363,328 356,195 411,735 531,038 535,778 500,000 500,000 500,000 0% Property Tax-Other 935,063 1,147,635 1,214,385 1,083,329 1,042,746 1,100,000 1,100,000 1,100,000 0% Other In Lieu Taxes 501 460 507 983 973 600 929 950 2%
Unitary Tax 489,766 491,942 501,044 499,907 505,433 505,000 522,417 505,000 -3% Total Property Tax 22,609,860 23,806,824 26,031,923 27,640,315 28,888,802 30,483,354 30,501,789 31,700,554 4% Franchises - Miscellaneous 58,275 24,330 24,438 25,212 25,491 26,750 26,750 27,550 3% Franchise-Gas 1,208,842 1,816,803 2,431,068 2,231,781 1,339,324 1,366,110 1,319,519 1,319,519 0% Franchise-Electric 545,846 565,832 628,089 608,333 722,309 743,980 709,672 723,865 2% Franchise-Cable TV 1,227,035 1,251,686 1,178,408 1,082,357 890,695 1,000,000 1,000,000 1,050,000 5% Franchise-Refuse Collection 1,276,803 1,383,049 1,476,467 1,595,748 1,745,023 1,731,250 3,481,103 3,685,536 6% Total Franchise Taxes 4,316,801 5,041,700 5,738,470 5,543,431 4,722,842 4,868,090 6,537,044 6,806,470 4% Business License Tax 1,545,935 1,737,681 1,817,053 1,745,217 1,603,106 1,820,000 1,820,000 1,820,000 0% Business License Tax - Rentals 2,183,426 1,877,964 2,257,766 2,200,357 2,257,103 2,205,000 2,163,000 2,210,000 2% Business License Tax Penalty 79,739 93,691 328,048 254,429 192,501 150,000 150,000 150,000 0% Business Lic Tax Application 87,954 80,001 135,821 126,794 101,571 100,000 117,000 115,000 -2% Contractors Business License 12,134 13,139 2,777 949 3,221 2,000 500 2,000 300% Total Business License Taxes 3,909,188 3,802,476 4,541,465 4,327,746 4,157,502 4,277,000 4,250,500 4,297,000 1% Property Transfer Tax 702,816 911,734 626,248 534,062 555,313 620,000 450,000 620,000 38% Sales and Use Tax 17,911,854 18,047,902 18,344,190 17,816,680 17,359,037 16,943,564 17,040,416 17,350,000 2% 2026-27 OPERATING BUDGET

FINANCIAL SUMMARIES

40 GENERAL FUND REVENUE SUMMARY (Continued)
2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 2025-26 2026-27 % Revenue Type Actual Actual Actual Actual Actual Budget Revised Proposed Change Sales Tax Measure C 118,649 20,167 0 0 0 0 0 0 0%
1% Sales Tax 19,485,295 20,508,561 20,301,244 20,160,685 19,994,055 20,075,904 20,075,904 20,013,654 0% Sales & Use Tax P.S. Allocation 712,696 861,802 848,850 822,601 820,456 879,800 879,800 910,600 4% Motor Vehicle In Lieu Fees 82,526 130,368 118,213 142,595 182,318 176,786 176,786 175,000 -1% Transient Occupancy Tax 205,415 200,228 221,179 141,496 73,192 150,000 75,000 150,000 100% Total Other Taxes 39,219,251 40,680,762 40,459,924 39,618,119 38,984,371 38,846,054 38,697,906 39,219,254 1% Total Taxes 70,055,100 73,331,762 76,771,782 77,129,611 76,753,517 78,474,498 79,987,239 82,023,278 3% Licenses & Permits:

Bicycle Licenses 6 0 0 0 0 0 60 0 -100%
Building Permits 2,775,820 3,706,974 3,034,026 2,876,131 2,139,717 2,577,500 4,700,000 3,500,000 -26% Encroachment Permits 288,650 592,060 577,451 183,030 967,470 585,000 640,000 700,000 9% Wide Vehicle/Overload Permits 13,424 6,000 5,680 3,648 8,688 5,200 8,960 9,000 0% Total Licenses & Permits 3,077,900 4,305,034 3,617,157 3,062,809 3,115,875 3,167,700 5,349,020 4,209,000 -21% Fines & Penalties:

Vehicle Code Fines 77,290 72,545 29,269 28,428 22,411 25,000 25,500 25,000 -2% Non-Traffic Fines 90 1,984 2,220 76 4,692 100 5,000 5,000 0% Total Fines & Penalties 77,380 74,529 31,489 28,504 27,103 25,100 30,500 30,000 -2% Use of Money & Property:

Interest Earnings-Pooled 219,784 -786,376 1,128,572 2,562,592 3,238,633 1,282,500 2,500,000 1,500,000 -40% Rent 568,355 657,836 607,644 575,213 656,493 600,500 618,550 630,000 2% Lease Interest 0 78,487 78,445 83,834 114,653 0 0 0 0%
Total Use of Money & Property 788,139 -50,053 1,814,661 3,221,639 4,009,779 1,883,000 3,118,550 2,130,000 -32%

2026-27 OPERATING BUDGET

FINANCIAL SUMMARIES

41 GENERAL FUND REVENUE SUMMARY (Continued)

2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 2025-26 2026-27 % Revenue Type Actual Actual Actual Actual Actual Budget Revised Proposed Change Revenue from Other Agencies:

Homeowners Prop Tax Relief 76,959 77,069 75,160 74,738 74,419 75,000 75,000 75,000 0% State Mandated Reimbursements 72,626 70,545 137,117 112,096 143,185 60,000 100,000 100,000 0% POST Reimbursements 49,341 35,020 43,094 27,565 64,913 60,000 34,408 30,000 -13% Grants – Public Works 0 0 0 51,941 0 0 0 0 0%
Grants – Community & Economic Development 59,950 97,583 77,014 616,892 0 90,000 90,000 0 -100% CARES Act 450,026 0 0 0 0 0 0 0 0%
Grants-Police 317,728 68,640 13,525 73,631 858,604 5,000 120,372 0 -100% Total Revenue from Other Agencies 1,026,630 348,857 345,910 956,863 1,141,121 290,000 419,780 205,000 -51% Services Charges:

Other Service Charges 42,050 83,367 55,265 55,528 35,246 35,150 35,150 35,150 0%

Cannabis Fees 1,453,579 1,770,621 1,917,950 2,117,018 2,092,318 2,150,000 2,100,000 2,175,000 4% Assessment/Abatement Fees 578,544 226,685 60,489 246,267 361,121 107,000 238,100 305,000 28% Administration Services 42,468 31,089 13,764 5,004 44,315 10,000 13,000 10,000 -23% Plan Checking Fees 691,404 347,149 421,246 620,056 524,085 389,200 1,390,000 1,697,000 22% Planning Fees 110,390 121,394 -30,177 58,288 71,652 79,310 70,000 100,000 43% Pool Safety Fee 1,934 2,604 1,529 2,298 733 1,100 2,000 2,000 0% Technology Fee 51,253 168,931 152,605 131,756 99,790 105,000 240,000 210,000 -13% Energy Inspection Fee 51,205 57,520 50,600 44,430 31,907 40,000 78,000 60,000 -23% Accessibility Fee 2,746 21,962 3,420 2,871 3,569 2,550 35,000 25,000 -29%

2026-27 OPERATING BUDGET

FINANCIAL SUMMARIES

42 GENERAL FUND REVENUE SUMMARY (Continued)

2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 2025-26 2026-27 % Revenue Type Actual Actual Actual Actual Actual Budget Revised Proposed Change Green Building Verification & Compliance Fee 238,913 269,500 195,264 209,836 127,554 150,000 450,000 310,000 -31% General Plan Maintenance Fee 128,331 143,858 127,904 120,461 82,196 100,000 190,000 115,000 -39% Inspection Fees 844,608 872,554 752,062 925,805 760,244 850,140 850,140 895,140 5% Admin Services-Mello Roos 5,000 0 0 0 0 0 0 0 0%
Billings-Mail Piece Fee 8,625 7,727 6,321 6,632 6,072 6,000 6,000 6,000 0% Billings-Cash Management 260,505 456,697 482,663 344,505 441,937 465,979 512,304 526,187 3% Police Services General 173,037 149,478 1,439,142 121,737 102,410 100,000 100,000 100,000 0% False Alarm Permit Fees 70,876 66,185 66,214 63,690 60,395 51,350 51,350 51,350 0% False Alarm Response 123,580 96,955 6,875 15,075 9,445 6,000 120 0 0% Special Public Works Services 4,937 1,114 0 0 0 0 2,052 0 -100% Total Service Charges 4,883,985 4,895,390 5,723,136 5,091,257 4,854,989 4,648,779 6,363,216 6,622,827 4% Other Revenue:

SBITA Proceeds 0 0 1,934,212 623,990 847,264 0 0 0 0%
Miscellaneous Revenue 1,363,296 5,693,211 801,725 3,016,584 1,067,914 934,079 990,816 967,380 -2% Donations 250 220 0 1,170 100 0 0 0 0%
Booking Fee Reimbursements 143 0 0 0 0 0 0 0 0%
Reimb-Plan Rev Contract-Dev 4,374 3,316 6,484 4,633 3,487 0 5,000 4,000 -20% Total Other Revenue 1,368,063 5,696,747 2,742,421 3,646,377 1,918,765 934,079 995,816 971,380 -2% Total Revenue Before Transfers In 81,277,197 88,602,266 91,046,556 93,137,060 91,821,149 89,423,156 96,264,121 96,191,485 0%

2026-27 OPERATING BUDGET

FINANCIAL SUMMARIES

43 GENERAL FUND REVENUE SUMMAY (Continued)

2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 2025-26 2026-27 % Revenue Type Actual Actual Actual Actual Actual Budget Revised Proposed Change Transfers In:

A-2 City Wide Main. Dist (256) 56,299 54,981 10,000 30,000 30,000 30,000 30,000 30,000 0% Almondridge Main. Dist (253) 75,897 55,000 55,000 55,000 55,000 55,000 55,000 55,000 0% Byrne Grant (233) 71,997 93,718 0 44,705 36,196 40,927 11,954 40,927 242% Gas Tax (213) 1,010,000 1,010,000 1,010,000 1,010,000 1,010,000 1,010,000 1,010,000 1,010,000 0% Lone Tree Main. Dist (251) 84,091 21,092 21,092 21,092 21,092 21,092 21,092 21,092 0% SLLM Admin Fund (257) 17,356 18,420 19,039 22,358 25,106 27,252 27,622 27,411 -1% E. Lone Tree Main. Dist (259) 14,165 0 0 0 0 0 0 0 0%
NPDES (229) 222,317 226,752 229,331 243,158 254,607 263,549 115,090 114,213 -1% CFD 2016-01 (280) 100,000 186,078 248,108 289,085 300,272 313,962 361,509 359,872 0% CFD 2018-02 (282) 99,000 219,355 459,011 642,863 742,800 754,469 876,049 872,861 0% Street Impact Fund (241) 1,633,525 1,644,559 1,893,893 1,898,135 1,765,133 1,650,000 460,678 0 -100% Abandoned Vehicle Fund (228) 0 0 0 0 0 300,000 300,000 300,000 0% Supplemental Law Enforce. Grant (232) 319,164 250,000 319,536 335,411 351,630 332,375 353,599 354,675 0% Traffic Safety Fund (237) 195,000 100,000 120,000 81,135 48,000 75,000 34,000 36,000 6% American Rescue Plan Fund (206) 0 0 0 0 4,325,848 0 0 0 0% Water Fund (611) 0 0 0 0 278,984 0 0 0 0%
Capital Improvement Fund (311) 0 0 0 0 1,448,540 0 0 527,260 100% Total Transfers In to General Fund 3,898,811 3,879,955 4,385,010 4,672,942 10,693,208 4,873,626 3,656,593 3,749,311 3% TOTAL GENERAL FUND REVENUES $85,176,008 $92,482,221 $95,431,566 $97,810,002 $102,514,357 $94,296,782

$99,920,714 $99,940,796 0%

2026-27 OPERATING BUDGET

FINANCIAL SUMMARIES

44 Transfers By Fund
2027
Transfers
In Purpose
2027
Transfers
Out Purpose
General Fund 100 $1,010,000 Street Maintenance $2,492,144 Animal Subsidy General Fund 100 36,000 Traffic Safety 4,802,031 Recreation Subsidy General Fund 100 133,503 Lighting & Landscaping 1,015,000 Lighting & Landscaping General Fund 100 1,928,335 Police Services 345,518 Debt Service General Fund 100 114,213 Channel Maintenance 700,000 Marina Subsidy General Fund 100 527,260 Return project funds
Total General Fund $3,749,311 $9,354,693
Gas Tax Fund 213 0 1,010,000 Street Maintenance
Gas Tax Fund 213 0 180,000 Sidewalk/Prewett Fence Repairs Total Gas Tax Fund $0 $1,190,000
Animal Control Fund 214 2,492,144 General Fund Subsidy 0 Recreation Fund 219 4,802,031 General Fund Subsidy 0
Recreation Fund 219 175,000 Recreation Programs/Services 0 Total Recreation Fund $4,977,031 $0
Child Care Fund 223 0 175,000 Recreation Programs/Services Abandoned Vehicle Fund 228 0 300,000 Police Services
National Pollution Discharge Elimination
(NPDES) Fund 229 70,000 Channel Maintenance 114,213 Channel Maintenance Supplemental Law Enforcement Grant Fund 232 0 354,675 Police Services Byrne Grant 233 0 40,927 Police Services
Traffic Safety Fund 237 0 36,000 Traffic Safety
Redevelopment Obligation Retirement Fund 239 0 1,810,828 Debt Service SLLMD Funds 25* 1,743,785 Lighting & Landscaping 932,288 Lighting & Landscaping

2026-27 OPERATING BUDGET

FINANCIAL SUMMARIES

45 Transfers By Fund
2027
Transfers
In Purpose
2027
Transfers
Out Purpose
CFD 2016-01 280 0 359,872 Police Services
CFD 2018-02 282 0 872,861 Police Services
Capital Improvement Fund 311 1,453,661 Sidewalk/Fence/Bike Garden 527,260 Return project funds Development Impact Fee - PR 324 0 900,000 Bike Garden Lone Diamond Assessment District 376 0 73,661 Prewett Fence Repairs Antioch Public Financing Authority Debt
Service Fund 417 1,668,111 Debt Service 0

Antioch Public Financing Authority Debt
Service Fund 410 345,518 Debt Service 0

City of Antioch as Successor Agency to
the Antioch Development Agency Area
#1 Debt Service Fund 431 142,717 Debt Service 0

Water Fund 611 0 150,000 Sidewalk Repair
Sewer Fund 621 0 150,000 Sidewalk Repair
Marina Fund 631 700,000 General Fund Subsidy 0

Grand Total Transfers In/Out $17,342,278 $17,342,278

2026-27 OPERATING BUDGET

FINANCIAL SUMMARIES

46 Internal Services - City Wide Admin
2026-27 Budget
FY27 FY27

Fund
#
Credit
(Expense
Reduction)
Debit
(Expense) Reason for Charge
General Fund
City Council 100

$107,586 Allocate cost among user departments
City Attorney 100

1,478,067 Allocate cost among user departments
City Manager 100

901,402 Allocate cost among user departments
City Clerk 100 414,481 Allocate cost among user departments Human Resources 100

526,881 Allocate cost among user departments

Non-Departmental 100 2,286,090 Allocate cost among user departments Public Works-Maintenance Admin 100

716,165 Allocate cost among user departments
Public Works-Facilities Maintenance 100

970,862 Allocate cost among user departments
Finance Administration 100 159,163 Allocate cost among user departments Finance Accounting 100

787,190 Allocate cost among user departments

Finance Operations 100 200,935 Allocate cost among user departments General Fund Credit $8,548,822

2026-27 OPERATING BUDGET

FINANCIAL SUMMARIES

47 Internal Services - City Wide Admin
2026-27 Budget
FY27 FY27
Fund #
Credit
(Expense
Reduction)
Debit
(Expense) Reason for Charge
Special Revenue Funds
RMRA 209 $16,568 Share of allocated costs Federal Asset Forfeiture 210 175 Share of allocated costs Delta Fair Property 211 4,032 Share of allocated costs Gas Tax 213 314,506 Share of allocated costs
Civic Arts 215 49,805 Share of allocated costs
Park in Lieu 216 6,419 Share of allocated costs Community Benefit 217 12 Share of allocated costs
Traffic Signalization 220 14,271 Share of allocated costs Asset Forfeiture 221 876 Share of allocated costs Measure J 222 189,961 Share of allocated costs Child Care 223 662 Share of allocated costs Tidelands 225 6,403 Share of allocated costs Solid Waste Reduction 226 62,366 Share of allocated costs Abandoned Vehicles 228 4,031 Share of allocated costs Pollution Elimination 229 154,910 Share of allocated costs Supplemental Law Enforcement 232 1,363 Share of allocated costs Traffic Safety 237 313 Share of allocated costs
PEG 238 4,181 Share of allocated costs
SB1186 Disability Access 242 1,023 Share of allocated costs ADU Accelerator Program 243 210 Share of allocated costs Lone Tree SLLMD 251 79,908 Share of allocated costs Downtown Maintenance SLLMD 252 26,100 Share of allocated costs Almondridge SLLMD 253 5,652 Share of allocated costs Hillcrest SLLMD 254 95,919 Share of allocated costs Park 1A SLLMD 255 45,103 Share of allocated costs Citywide District 2A SLLMD 256 62,972 Share of allocated costs SLLMD Administration 257 42,636 Share of allocated costs 2026-27 OPERATING BUDGET

FINANCIAL SUMMARIES

48 Internal Services - City Wide Admin
2026-27 Budget
FY27 FY27
Fund #
Credit
(Expense
Reduction)
Debit
(Expense) Reason for Charge
Special Revenue Funds (Continued)
East Lone Tree SLLMD 259 14,451 Share of allocated costs East Lone Tree Benefit District 270 6,751 Share of allocated costs Kaiser Public Facility Benefit District 271 9 Share of allocated costs CFD 2016-01 Police Protection 280 1,838 Share of allocated costs CFD 2018-01 Public Services 281 10,000 Share of allocated costs CFD 2018-02 Police Protection 282 3,653 Share of allocated costs CFD 2022-01 Public Services 283 3,486 Share of allocated costs Capital Projects Funds
Capital Improvement 311 93,057 Share of allocated costs Prewett CIP 312 6,585 Share of allocated costs Residential Development Allocation 319 1,696 Share of allocated costs Development Impact Fee - Admin 321 505 Share of allocated costs Development Impact Fee – PW 322 680 Share of allocated costs Development Impact Fee – PD 323 1,014 Share of allocated costs Development Impact Fee – P&R 324 3,996 Share of allocated costs Hillcrest A.D. 361 31 Share of allocated costs Lone Diamond A.D. 376 5,680 Share of allocated costs Hillcrest Bridge Benefit District 391 27 Share of allocated costs Antioch Public Financing Authority
APFA 2015A Lease Revenue Bonds (ABAG) 410 1,560 Share of allocated costs APFA 2015A Lease Revenue Bonds (2002) 417 7,252 Share of allocated costs Internal Service Funds
Vehicle Replacement 569 7,671 Share of allocated costs

2026-27 OPERATING BUDGET

FINANCIAL SUMMARIES

49 Internal Services - City Wide Admin
2026-27 Budget
FY27 FY27
Fund #
Credit
(Expense
Reduction)
Debit
(Expense) Reason for Charge
Enterprise Funds
Water 611 5,423,388 Share of allocated costs
Water System Improvement 612 1,859 Share of allocated costs Sewer 621 1,433,554 Share of allocated costs
Sewer System Improvement 622 761 Share of allocated costs Marina 631 250,444 Share of allocated costs
Housing Successor/Successor Agency Funds
Housing Successor 227 70,055 Share of allocated costs Redevelopment Obligation Retirement 239 7,661 Share of allocated costs Project Area #1 Debt Service 431 781 Share of allocated costs Total Internal Service Charges $8,548,822 $8,548,822

2026-27 OPERATING BUDGET

FINANCIAL SUMMARIES

50 REVENUES - ALL CITY FUNDS

Revised Proposed
FUND 2025-26 2026-27
General Fund $99,920,714 $99,940,796
Special Revenue Funds 46,865,567 35,051,064
Capital Projects Funds 10,200,076 23,459,951
Internal Service Funds 12,680,645 11,838,559
Enterprise Funds 66,111,909 71,841,891
Antioch Successor Agency Funds 2,142,408 2,045,981
Antioch Public Financing Authority 2,040,759 2,014,534 TOTAL REVENUES $239,962,078 $246,192,776

EXPENDITURES - ALL CITY FUNDS
Proposed Proposed
FUND 2025-26 2026-27
General Fund $105,748,560 $104,508,675
Special Revenue Funds 61,531,554 35,093,546
Capital Projects Funds 14,439,151 29,051,858
Internal Service Funds 16,674,777 12,865,586
Enterprise Funds 80,304,900 71,944,555
Antioch Successor Agency Funds 2,455,618 3,481,811
Antioch Public Financing Authority 2,040,139 2,014,470
TOTAL EXPENDITURES $283,194,699 $258,960,501

2026-27 OPERATING BUDGET

FINANCIAL SUMMARIES

51 Summary of Annual Recurring Purchase Orders and/or Contracts

2026-27
Budgeted
Vendor Amount Product/Service Description Fund
Antioch Auto Parts $65,000 Vehicle parts Vehicle Fund
Fernandes Tow 115,000 Towing & evidence vehicle storage on as needed basis General Fund Badger Meter 1,200,000 Sole source for water meter and parts Water Fund Badger Meters 700,000 Non CIP meter maintenance and supplies Water Fund Code 3 Wear 75,000 Police Uniforms General Fund
Curtis Blue Line Uniforms 80,000 Police Uniforms General Fund Contra Costa County 220,000 CAL-ID, City of Antioch portion General Fund Contra Costa County 300,000 Lab testing for Police Department General Fund Contra Costa County-Public Works 375,000 Traffic Signal Maintenance General Fund County Asphalt 79,000 Secondary asphalt & rock supplier Various Delta Diablo 124,000 Hazardous waste collection & disposal Sewer/Solid Waste East Bay Hills Vet Hospital 80,000 Emergency veterinary services Animal Control Fund Honeywell International 75,000 Additional HVAC repairs on as needed basis Various Grainger 150,000 Various Public Works goods & supplies Various Jack Doheny Supplies 65,000 Sole source supplier for CCTV Truck Water/Sewer Office Depot 160,000 Office Supplies Various
PFM 115,000 Investment Advisor General Fund
San Diego Police Equipment 83,000 Various police equipment on as needed basis General Fund East Bay Regional Communications
System Authority 249,000 Police radios and encryption General Fund DKF Solutions 75,000 Training for City employees Various Central Square Inc/OneSolution 337,865 ASP (Hosting) service for financial software General Fund Granite 100,000 Sole source EZ asphalt bulk delivery Various

2026-27 OPERATING BUDGET

FINANCIAL SUMMARIES

52 Summary of Annual Recurring Purchase Orders and/or Contracts

2026-27
Budgeted
Vendor Amount Product/Service Description Fund
NTU Technologies $50,000 Proprietary chemical for water treatment Water Polydyne Inc 50,000 Proprietary chemical for water treatment Water Alta Fence 50,000 Provide emergency repair for WTP facilities Water Koffler Pump 50,000 Provide emergency repair service for backup generators Water Antioch Building Materials 500,000 Local source of asphalt material Various SiteOne Landscape 250,000 Sole source irrigation controllers Various Interstate Sales 75,000 Thermoplastic for street maintenance General Fund Omega Industrial Supply Inc. 25,000 City facility LED light bulbs and supplies General Fund Peterson Tractor 50,000 General maintenance and equipment rentals Various Watersavers Irrigation 100,000 Irrigation parts Various Amazon Capital 230,000 Office supplies Various
Tyler Technologies/Incode 350,000 Utility billing software – hosting and transaction fees Water/Sewer Tyler Technologies/EP&L 190,000 Energov/EP&L Community Development permitting software General Fund Lowe’s 125,000 Materials and supplies on as needed basis Various EAN/Enterprise 100,000 Undercover vehicles, training vehicle rentals and temp vehicles General Fund Giordano Consulting 50,000 Outside investigator – Police Department General Fund MWI Veterinary Supply 75,000 Veterinary supplies Animal Control Fund Public Safety Family Counseling 75,000 Psychological services & support General Fund Serological Institute 75,000 DNA analysis General Fund
Hawthorn Ventures - Purpose Built 150,000 Employees uniforms and safety clothing Various Underground Republic Water Works 400,000 Various Public Works goods & supplies Various Tom Malloy - Trench Shoring 50,000 Emergency equipment rental Water/Sewer

2026-27 OPERATING BUDGET

FINANCIAL SUMMARIES

53 Summary of Annual Recurring Purchase Orders and/or Contracts

2026-27
Budgeted
Vendor Amount Product/Service Description Fund
Core & Main 250,000 Various Public Works goods & supplies Various Pace 350,000 Various Public Works goods & supplies Various Fastenal Co 75,000 Industrial supplies Various
Recology Blossom Valey 75,000 Planter materials General Fund/SLLMD Treesap Farms (Everde Growers) 75,000 Nursery plants General Fund/SLLMD WECO Industries 100,000 Sewer equipment and supplies Sewer Flock 50,000 Community camera system General Fund
Consolidated Electrical Distributors 125,000 Light poles & electrical supplies Various Jam Services 200,000 Electrical supplies Various
Brady Industries – Cole Supply 150,000 Janitorial supplies Water Fastenal 100,000 Tools & supplies Water
Verizon 206,000 Forensic services - PD General Fund
Contra Costa County 38,577 ARIES – Regional Information Exchange System – PD General Fund

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2026-27 OPERATING BUDGET

54 GGEENNEERRAALL FFUUNNDD

2026-27 OPERATING BUDGET

GENERAL FUND
55 The General fund is used to account for money which is not required legally or by sound financial management to be accounted for in another fund. The General Fund is the City’s most significant operating fund made up of several departments. This section will provide an overall summary of the General Fund budget, as well as provide detail of each department’s divisional budgets individually. The following departments are accounted for in the General Fund:

 City Council

 City Attorney

 City Manager

 City Clerk

 City Treasurer

 Human Resources

 Finance

 Non-Departmental

 Public Works

 Police

 Community Services (formerly Public Safety and Community Resources)

 Community and Economic Development

2026-27 OPERATING BUDGET

GENERAL FUND

56 The General Fund receives various sources of revenue which sustain the operations of the City. Revenues within the General Fund are broken down into the following categories:

 Taxes – This category encompasses several sources of tax revenue such as property tax, sales tax and business license tax.  Licenses and Permits – This category includes Building and Encroachment permits.  Fines and Penalties – This category includes fines imposed by the police department such as vehicle code fines.  Use of Money and Property – This category includes interest and rents.  Revenue from Other Agencies – The City receives revenues from other agencies through specific agreements with Federal, State and Local agencies, which are included in this category.
 Service Charges - The City imposes charges for a variety of services such as planning and inspections, which are included in this category.  Other Revenue - This category captures other revenues the City receives which do not fall into any of the categories above.  Transfers In – Transfers in represent monies transferred into the General Fund to subsidize General Fund operations.

Please see the General Fund Revenue Summary on pages 39-43 for a complete breakdown of the specific revenue sources within each category.

Expenditures in the General Fund are categorized by department. For purposes of displaying the total revenues and expenditures of a department, interfund charges are shown separately for the General Fund as a whole. Budgets for each department within the General Fund can be found on pages 67-161.

Summaries of revenues and expenditures by department follow.

2026-27 OPERATING BUDGET

GENERAL FUND

57 GENERAL FUND REVENUE AND EXPENDITURE SUMMARY

2022-23 2023-24 2024-25 2025-26 2025-26 2026-27 Percent Actual Actual Actual Budget Revised Proposed Change

Revenues:

Taxes $56,470,538 $56,968,926 $56,759,462 $58,398,594 59,911,335 62,009,624 4% 1% Sales Tax 20,301,244 20,160,685 19,994,055 20,075,904 20,075,904 20,013,654 0% Licenses & Permits 3,617,157 3,062,809 3,115,875 3,167,700 5,349,020 4,209,000 -21% Fines & Penalties 31,489 28,504 27,103 25,100 30,500 30,000 -2% Investment Income & Rentals 1,814,661 3,221,639 4,009,779 1,883,000 3,118,550 2,130,000 -32% Revenue from Other Agencies 345,910 956,863 1,141,121 290,000 419,780 205,000 -51% Current Service Charges 5,723,136 5,091,257 4,854,989 4,648,779 6,363,216 6,622,827 4% Other Revenue 2,742,421 3,646,377 1,918,765 934,079 995,816 971,380 -2% Transfers In 4,385,010 4,672,942 10,693,208 4,873,626 3,656,593 3,749,311 3% Total Revenues 95,431,566 97,810,002 102,514,357 94,296,782 99,920,714 99,940,796 0%

Expenditures:

Legislative & Administrative 6,185,167 5,540,047 5,943,455 6,864,354 5,681,542 5,614,979 -1% Finance 1,735,280 1,742,869 1,812,260 1,760,677 1,739,670 1,799,121 3% Non-Departmental 7,404,899 8,236,174 6,150,182 6,735,849 6,822,374 4,751,209 -30% Public Works 11,228,155 12,469,321 14,268,412 15,438,441 12,963,557 11,254,900 -13% Police Services 48,515,054 47,779,516 51,813,061 60,390,400 58,222,569 60,308,622 4% Police Services-Animal Support 1,733,670 1,702,199 1,600,879 2,680,030 2,161,549 2,492,144 15% Recreation Support 4,125,770 4,476,937 4,441,702 5,118,221 5,479,935 4,812,031 -12% Community Services* 1,618,265 1,694,419 1,798,561 2,974,124 2,315,742 3,214,058 39% Community and Economic Development 6,038,638 5,305,586 5,651,263 8,992,633 10,361,622 10,261,611 -1% Total Expenditures 88,584,898 88,947,068 93,479,775 110,954,729 105,748,560 104,508,675 -1.2%

*Community Services was formerly Public Safety and Community Resources. Department name change approved May 2026 pending ordinance amendment. 2026-27 OPERATING BUDGET

GENERAL FUND

58 General Fund
Fund Balance Analysis and History

2022-23 2023-24 2024-25 2025-26 2026-27
Actual Actual Actual Revised Proposed

Beginning Fund Balance $34,730,176 $37,899,927 $43,258,769 $49,825,498 $48,997,652 Net Revenue/Expenditure 6,846,668 8,862,934 9,034,582 (5,827,846) (4,567,879) (1) Budget Stabilization Transfer (3,676,917) (3,504,092) (2,467,853) 5,000,000 4,567,879 (1) Ending Fund Balance $37,899,927 $43,258,769 $49,825,498 $48,997,652 $48,997,652 Committed – Community Dev. Fees 886,496 1,138,711 1,089,150 379,150 0 Committed - Litigation Reserve 500,000 0 0 500,000 500,000 Committed - Compensated Absences 150,338 149,936 0 0 0
Assigned – Encumbrances/Projects 7,160,654 5,358,842 5,151,215 0 0 Unassigned Fund Balance $29,202,442 $36,611,280 $43,585,133 $48,118,502 $48,497,652 Percentage of Revenue 30.60% 37.43% 42.52% 48.16% 48.53%

(1) General Fund unassigned reserves of $827,846 and $5M in Budget Stabilization Funds utilized in 2025-26 to balance the budget. $4.56M Budget Stabilization Funds utilized in 2026-27 to balance the budget.

$0$10,000,000$20,000,000$30,000,000$40,000,000$50,000,00017-1818-1919-2020-2121-2222-2323-2424-2525-2626-27

2026-27 OPERATING BUDGET

GENERAL FUND

59 An analysis of revenues verses expenditures each fiscal year follows:

103050709011017-1818-1919-2020-2121-2222-2323-2424-2525-2626-27 MillionsRevenuesExpenditures

2026-27 OPERATING BUDGET

GENERAL FUND

60 1% Sales Tax (Measure W) Funding

Measure W, a 1%/one-cent sales tax was approved by voters in November 2018 which became effective on April 1, 2019 and lasts 20 years. This is a general sales tax measure and can be spent on any General Fund purpose as directed by the City Council. The following tables outline the budget of the 1% sales tax (Measure W).

For fiscal years 2025-26 and 2026-27, City Council is allocating 70% to the Police Department, 15% to Quality of Life and 15% to Youth as outlined in the table above. The amounts represent funds allocated towards the entire FY26 and FY27 budgeted costs of the divisions, which may exceed the Measure W allocation.

FY26 Revised FY27Budgeted Funds Allocation: $20,075,904 % $20,013,654 %Police Department 14,053,132$ 70% 14,009,558$ 70%Quality of Life: Community Services1 (exc. Youth) 1,379,222 1,501,024 Code Enforcement 1,632,164 1,501,024 Total Quality of Life Funding 3,011,386 15% 3,002,048 15%Youth: Youth Network Services 968,245 1,064,884 Recreation Services 2,043,141 1,937,164 Total Youth Funding 3,011,386 15% 3,002,048 15%Total Measure W/1% Sales Tax 20,075,904$ 20,013,654$ 1Previously Public Safety and Community Resources 2026-27 OPERATING BUDGET

GENERAL FUND

61 General Fund Revenues

Taxes are the most significant revenue in the General Fund. The following is a breakdown of actual/projected tax revenue in the General Fund compared to total revenues.

0510152025303540455055606570758085909510017-1818-1919-2020-2121-2222-2323-2424-2525-2626-27 MillionsTaxesTotal Revenues

2026-27 OPERATING BUDGET

GENERAL FUND

62 The following chart breaks down taxes by source for fiscal year 2027.

1% Sales Tax25%Sales & Use Tax21%Business License5%Franchise8%Property Tax39%Other2% 2026-27 OPERATING BUDGET

GENERAL FUND

63 General Fund Expenditures

The following is a breakdown of projected expenditures by department in the General Fund for fiscal year 2027.

Finance2%Animal Support2%Community Services4%Recreation Support5%Community & Econ. Development9%Legislative6%Non-Departmental4%Public Works10%Police58%

2026-27 OPERATING BUDGET

GENERAL FUND

64 Within each department, expenditures are broken down by type as follows in 2026-27 (excludes internal services):

0%20%40%60%80%100%LegislativeFinanceNon-DepartmentalPublic WorksPoliceAnimal SupportRecreation SupportCommunity & Econ. DevelopmentCommunity ServicesTransfers OutSupplies &ServicesPersonnel

2026-27 OPERATING BUDGET

GENERAL FUND

65 Expenditures by type in total for the General Fund are as follows in 2026-27 (excludes internal services):

Supplies & Services31%Transfers Out8%Personnel61%

2026-27 OPERATING BUDGET

GENERAL FUND

66 A trend analysis of expenditures by type follows:

$0$10,000,000$20,000,000$30,000,000$40,000,000$50,000,000$60,000,000$70,000,0002017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27PersonnelSupplies & ServicesTransfers Out

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2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

67 LEGISLATIVE AND ADMINISTRATIVE

LEGISLATIVE AND ADMINISTRATIVE SUMMARY

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
SOURCE OF FUNDS:

Billings to Departments 344,505 441,937 465,979 512,304 526,187 3% Miscellaneous Revenue 50 12,794 500 500 3,000 500% TOTAL SOURCE OF FUNDS 344,555 454,731 466,479 512,804 529,187 3%

USE OF FUNDS:

Personnel 3,225,586 4,443,914 5,487,192 4,163,149 5,123,221 23% Services & Supplies 3,924,236 3,980,072 4,427,513 4,568,744 3,920,175 -14% Internal Services (1,609,775) (2,480,531) (3,050,351) (3,050,351) (3,428,417) 12% TOTAL USE OF FUNDS 5,540,047 5,943,455 6,864,354 5,681,542 5,614,979 -1%

Funded Funded
Funded FTE's: 2025-26 2026-27
City Council 5.00 5.00
City Attorney 5.00 5.00
City Manager 6.00 5.00
City Clerk 5.00 5.00
City Treasurer 1.15 1.15
Human Resources 7.00 6.00
Total Legislative & Administrative Funded FTE's 29.15 27.15 2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

68 CITY COUNCIL (100-1110)

The City Council acts on all legislative matters concerning the City. As the City policy-making and legislative body, the City Council is responsible to more than 118,000 residents of Antioch for approving all programs and services provided in the City. They approve and adopt all ordinances, resolutions, contracts and other matters regarding overall policy decisions and leadership. The Council appoints the City Manager and the City Attorney, as well as various commissions, boards and other citizen advisory committees.

In reaching policy decisions, the City Council reviews proposals designed to meet community needs and sustain desired service levels; initiates new programs to upgrade existing City services; determines the ability of the City to provide financing for all municipal activities; and adopts the City budget following review and modification of a proposed budget, as submitted by the City Manager.

In addition to holding regular and special Council meetings, the members of the City Council also function as directors of the City of Antioch as Successor Agency and Housing Successor to the Antioch Development Agency and the Antioch Public Financing Authority.

2025-2026 Accomplishments:
 Continued to represent Antioch at the regional, state and national levels though elected county, state and national representatives, as well as participation in the Mayor’s Conference, CalCities, Contra Costa Northern Waterfront Economic Development Initiative, Delta 6 and other forums.  Commissioned the Brackish Water Desalination Plant generating 6-million gallons per day of high quality, drought-proof water to our residents and businesses.
 Received notification of award of Homekey Plus grant to provide permanent supportive housing for 50 to 70 homeless individuals with mental health needs within the County.
 Continued to reduce the General Fund budget deficit from projected $27M in FY 2025, to $5.8M in FY 2026, to $4.6M in FY 2027.  Adopted findings of updated Cost of Services and User Fee Study.  Increased Neighborhood and Business Watch Programs to over 75 neighborhoods and businesses.  Appointed a City Clerk to fill vacated position.
 Hired a permanent City Attorney.
 Invested over $250K in Amtrak Station improvements and continue to aggressively pursue station recommissioning.  Invested $2.9M in Police Department technology hardware and software to enhance transparency, accountability and efficiency.  Began General Plan Update including establishing a General Plan Advisory Committee,  Opening of a Police Substation in the Sycamore Square Shopping Center.

2026-2027 Objectives:
 Continue to maintain the City Council meetings as a place of productive and respectful public engagement and decision making.  Establish a revised ordinance, onboarding, training and Code of Conduct for the Antioch Police Oversight Commission.  Continue to address the General Fund budget deficit and adopt a balanced FY 2027-28 budget without utilizing reserve funds. 2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

69 CITY COUNCIL (100-1110) (Continued)

2026-2027 Objectives (Cont.):
 Identify and implement revenue enhancement measures to address the stagnant revenue projections by prioritizing economic development initiatives including hiring an Economic Development Manager and staff.  Continue Police Department hiring with the goal of 105 sworn officers by July 1, 2027 and 117 sworn officers by July 1, 2028.  Hire a highly competent and experienced Community and Economic Development Director.  Complete Development Impact Fee Study update.

CITY COUNCIL (100-1110)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Use of Funds:

Personnel 184,963 192,836 199,998 190,650 201,935 6%
Services & Supplies 58,223 80,570 82,034 81,984 75,618 -8% Internal Services (230,946) (270,000) (239,913) (239,913) (107,586) -55% Total Use of Funds 12,240 3,406 42,119 32,721 169,967 419%

Elected Officials 5.00 5.00 5.00 5.00 5.00
2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

70 CITY ATTORNEY (100-1120)

The mission of the Antioch City Attorney’s Office is to provide excellent and ethical legal advice, counsel, representation, and leadership that catalyzes advancement within the City of Antioch and is responsive to the needs of the City Council, City Manager, City boards and commissions, department leaders and department staff. The City Attorney’s Office strives to increase legal knowledge/risk throughout departments within the City.

The City Attorney’s office is responsible for providing and supervising all legal services for the City and the City of Antioch serving as Successor Agency and Housing Successor to the Antioch Development Agency. The Office provides advice to the City Council, Boards, Commissions and staff on the Brown Act, Public Records Acts, conflicts of interests, public contracting, land use, environmental laws, employment, and other matters; prepare and review ordinances, contracts, leases and similar legal documents; is responsible for land acquisition; and oversees claims and litigation involving the City.

CITY ATTORNEY

City Attorney

Administrative
Analyst I

Assistant City
Attorney (2)

Deputy
City Attorney
2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

71 CITY ATTORNEY (100-1120) (Continued)

2025-2026 Accomplishments:
• Providing legal advice and counsel for elected officials, staff, commissions, boards, and committees • Managing all legal services staff and contract attorneys for the City • Providing legal advice and counsel concerning public safety, public works, public contracts, code enforcement, employment, labor relations, municipal utilities, land use, municipal elections, conflicts of interests, open meeting laws, public records laws, and litigation • Successful completion of staff partnership to implement SB 707 requirements

2026-2027 Objectives:
• Continue to provide legal advice and counsel for elected officials, staff, commissions, boards, and committees • Manage all legal services staff and contract attorneys for the City efficiently and effectively • Work with Council and City Manager to effectuate Council goals • Explore the optimal allocation of staffing in the City Attorney’s office to ensure effective coverage for all legal work including clerical and paralegal utilization, recruitment, and robust training/cross-training
• Review, analysis, and revisions as necessary to strengthen the City’s code enforcement efforts

CITY ATTORNEY (100-1120)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Use of Funds:

Personnel 798,500 1,245,765 1,617,737 1,124,912 1,720,614 53% Services & Supplies 2,699,160 1,885,000 1,864,187 2,248,947 1,840,949 -18% Internal Services (576,117) (1,276,117) (1,476,031) (1,476,031) (1,478,067) 0% Total Use of Funds 2,921,543 1,854,648 2,005,893 1,897,828 2,083,496 10%

Funded FTE's 4.00 4.00 5.00 5.00 5.00

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

72 CITY MANAGER (100-1130)

The City Manager serves as the administrative head of the City government under the direction of the City Council and is responsible for carrying out the policies and directives of the City Council. The City Manager provides leadership to the City’s executive managers and the organization as a whole in meeting the needs of the community and coordinating the provision of a wide range of municipal services.

The City Manager also provides administrative policy direction for fiscal planning; intergovernmental relations in responding to state, federal and regional issues with local impacts; and for communications - both internal and with the community at large. The City Manager attends all Council meetings, advising the Council on matters under consideration and makes Council policy recommendations as appropriate.

CITY MANAGER

City Manager
Principal Executive
Assistant
Public Information
Officer
Assistant City
Manager
Grants Coordinator
2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

73 CITY MANAGER (100-1130) (Continued)

2025-2026 Accomplishments:
 Partnered closely with Townsend Public Affairs (TPA) to advance the City’s state and federal legislative priorities, including representing Antioch during Hill Week in Washington, D.C. in May 2026.
 Successfully facilitated the recruitment and onboarding of several key executive-level leaders, including the City Attorney and directors for Public Safety and Community Resources, Parks and Recreation, Information Systems, and Community and Economic Development.  Completed comprehensive operational assessments across multiple City department including Human Resources, Dispatch, Community and Economic Development, Information Systems, Public Works, and Code Enforcement, providing critical insights to support organizational improvement.  Development and publication of the City Manager’s Annual Report for 2024-2025 ensuring a clear and accessible summary of City achievements and priorities.
 Oversaw the completion of a citywide technology audit in collaboration with an external consultant, helping shape future modernization efforts.  Strengthened regional engagement by maintaining and enhancing partnerships with neighboring cities and Contra Costa County, including participation in quarterly Delta 6 meetings, hosting the Board of Supervisors Annual Retreat at the City of Antioch and hosting a San Joaquin Regional Rail Commission meeting at the City of Antioch.
 Played a key role in supporting and hosting the Contra Costa County Mayors Conference in August 2025, showcasing the City’s leadership and commitment to regional collaboration.
 Completed the appointment process for the Antioch Police Oversight Commission (APOC), helping advance community-focused accountability and oversight.
 Supported the successful adoption of the FY 2025–2026 budget, contributing to a stable financial foundation for City operations and initiatives.  Enhanced internal and external communication with the creation and ongoing publication of the City Manager’s Monthly Newsletter.  Developed and launched the Illegal Dumping Task Force, reinforcing the City's commitment to community cleanliness, responsiveness, and improved quality of life.

2026-2027 Objectives:
 Continue to partner closely with Townsend Public Affairs (TPA) to advance the City’s state and federal legislative priorities, including representing the City of Antioch at legislative advocacy events and pursuing funding opportunities that support City initiatives.  Ensure the successful recruitment, onboarding, and integration of executive-level leaders and key management positions to ensure organizational stability, succession planning, and continuity of operations.
 Continue and implement recommendations from the operational assessments across City departments to identify opportunities for increased efficiency, improved service delivery, and organizational effectiveness.  Develop and publish the City Manager’s Annual Report, providing a comprehensive and transparent summary of City accomplishments, strategic priorities, and organizational performance.
 Oversee the implementation of recommendations from the City’s technology audit and continue advancing technology modernization efforts that improve operational efficiency, cybersecurity, and customer service.  Strengthen regional engagement by maintaining and expanding partnerships with neighboring cities, Contra Costa County, and regional agencies through active participation in collaborative meetings, initiatives, and hosted events. 2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

74 CITY MANAGER (100-1130) (Continued)

2026-2027 Objectives (Cont.):
 Support the ongoing success and effectiveness of the Antioch Police Oversight Commission (APOC) by ensuring appropriate staffing, coordination, and compliance with applicable policies and procedures.
 Support the development, adoption, and implementation of the Fiscal Year 2026–2027 budget while identifying opportunities for fiscal sustainability, operational efficiencies, and strategic investments.
 Enhance internal and external communication through the continued publication of the City Manager’s Monthly Newsletter and other communication tools that promote transparency and employee engagement.
 Expand and strengthen the Illegal Dumping Task Force by fostering cross-departmental collaboration, evaluating program effectiveness, and implementing initiatives that improve community cleanliness and responsiveness.  Continue to build a collaborative organizational culture by fostering partnerships across departments, supporting strategic initiatives, and promoting innovation, accountability, and continuous improvement throughout the City.

CITY MANAGER (100-1130)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Use of Funds:

Personnel 361,126 1,017,715 1,418,424 964,745 1,133,034 17% APOC 0 7,412 75,000 50,000 50,000 0% Services & Supplies 162,693 662,340 1,185,225 1,092,385 421,719 -61% Internal Services (370,096) (370,096) (570,096) (570,096) (901,402) 58% Total Use of Funds 153,723 1,317,371 2,108,553 1,537,034 703,351 -54%

Funded FTE's 4.00 4.00 5.00 6.00 5.001
1Administrative Analyst position frozen in FY27.
2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

75 CITY CLERK (100-1140)

The position of City Clerk is elected to a four-year term and operates under statutory provision of the California Government Code, the Elections Code, and City ordinances and policies. The function of the City Clerk’s Office is staffed with four full-time regular employees: one Assistant City Clerk, two Administrative Analyst I, and a Public Records Coordinator, with management oversight provided by the City Manager.

Duties of the City Clerk’s Office include: keeping records of the official actions of the City Council, City acting as Successor Agency to the Antioch Development Agency, Antioch Public Financing Authority, Antioch Police Oversight Commission, and the Board of Administrative Appeals; preparing agendas for both Regular and Special City Council, Antioch Police Oversight Commission, Board of Administrative Appeals, Cannabis Standing Committee, and the Sales Tax Citizens’ Oversight Committee Meetings, minutes and public hearing notices; conducting municipal elections as the Elections Officer, serving as filing officer for the implementation of the Political Reform Act; accepting claims and legal actions against the City; maintaining the Municipal Code; City Records Management Officer; maintaining registration/ownership certificates for City vehicles; attesting City documents including resolutions, ordinances and agreements; conducting bid openings; receiving California Public Records Act requests and ensuring a timely response; serving as the Secretary to the Antioch Police Oversight Commission, Board of Administrative Appeals, Cannabis Standing Committee, and the Sales Tax Citizens’ Oversight Committee; and interacting with the City Council, City staff, and the general public on all related matters.

CITY CLERK

*Positions report to City Manager

City Clerk

Assistant City Clerk*

Administrative Analyst (2)*
Public Records Coordinator*
2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

76 CITY CLERK (100-1140) (Continued)

2025-2026 Accomplishments:
 Assisted with training the newly appointed, partial-term City Clerk with the duties of the Clerk’s Office to include clerking Council Regular, Special Meetings as well as Board/Commission/ Committee meetings.
 Coordinated and prepared correspondence for agendas of the 44 City Council meetings.  Coordinated and prepared correspondence for agendas of the 18 Antioch Police Oversight Commission (APOC) including Commissioners and staff.  Finalized approved minutes of the City Council meetings and published them onto the website.  Coordinated and prepared correspondence for agendas of the 6 Board of Administrative Appeals including Board, staff, and appellant; finalized Board of Administrative Appeals notices of decisions and actions.  Coordinated and prepared correspondence for agendas of the 3 Cannabis Standing Committee and 2 Sales Tax Citizens’ Oversight Committee including Committee Members and staff.
 Finalized the Boards/Commission/Committee Handbook and Onboarding/Offboarding procedure to begin training newly appointed members on the Brown Act, CA Public Records Act, Conflict of Interest Code and Political Reform Act.  Prepared Oaths of Office for appointed Boards/Commission/Committee Members and new officers of the Antioch Police Department.  Tracked vacancies of City Boards and Commissions per The Maddy Act; notified the Public and City Council of openings and prepared notices of vacancy; received and processed applications for appointments.
 Assured the timely filing of Statements of Economic Interests and Campaign Expense Reports in accordance with the Political Reform Act with the Netfile software.
 Completed Fair Political Practice Commission (FPPC) Form 700 “Statement of Economic Interests” filings and forwarded Government Code 82700 filers to the FPPC.
 Coordinated and assisted with updating the City’s Records Retention Schedule which was last updated in 2008.  Continued scanning City documents and historical resolutions, ordinances, and minutes into imaging system (Laserfiche).  Processed Proclamations and Certificates of Recognition for the City Council.  Provided the community with Spanish interpreters during council meetings and listening devices for future use.  Continued working on Public Records Requests, managing the completion and following up with departments for response.  Continue to update the Desk Manual for the City Clerk’s Department to ensure process and procedures are followed and completed sufficiently.  Continued working on an inventory of over 1800 boxes of files and records in the Records Warehouse.

2026-2027 Objectives:
 Prepare and organize for the November 2026 General Election for three seats: Council Members (District 1 and District 4), 4-year full term, City Clerk, 2- year partial term.
 Assure the timely filing of Statements of Economic Interests and Campaign Expense Reports in accordance with the Political Reform Act.  Implement the use of as well as training of the Next Request Software to all departments for Public Records Requests to ensure a timely response.

Update and add Rapid Review for voluminous requests the Clerk’s Office receive. Rapid Review will also assist with redaction of exempt record information.
2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

77 CITY CLERK (100-1140) (Continued)

2026-2027 Objectives (Cont.):
 Implement Agenda Management Software and Training for the use of meeting agenda process and publication.  Finalize adopted ordinances and send to American Legal for codification into the Antioch Municipal Code.  Update American Legal to include adopted ordinances with a 4-year digit (MMDDYYYY) to avoid any confusion (currently a 2-year digit - MMDDYY).  Finalize 203 adopted resolutions and minutes of the City Council meetings and scan into Laserfiche.  Continuing to track vacancies and process applications received for the City Boards, Commissions and Committees per The Maddy Act. Utilizing the NetFile Software to begin training newly appointed members will ensure compliance with the Brown Act, CA Public Records Act, Conflict of Interest Code, and Political Reform Act.
 Implementation of a records management system for a complete electronic database of all files and records held in the Records Warehouse to include purging records in accordance with the updated, adopted Records Retention Schedule.  DocuSign Software Policy, Implementation, and Training to assist with contract tracking, recording, and signatures.  Continue scanning City contracts and historical documents into imaging system (Laserfiche).  Enhance and update the City Clerk’s page on the City’s website so City records are available to the general public via the Internet for greater transparency.
 Continue participation in training sessions through the City Clerks Association of California.

CITY CLERK (100-1140)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Other 50 12,794 500 500 3,000 500%
Total Source of Funds 50 12,794 500 500 3000 500%

Use of Funds:

Personnel 391,620 498,014 701,906 616,690 827,504 34%
Services & Supplies 202,053 413,327 433,916 264,377 669,322 153% Internal Services (48,357) (96,714) (96,707) (96,707) (414,481) 329% Total Use of Funds 545,316 814,627 1,039,115 784,360 1,082,345 38%

Funded FTE's 4.00 5.00 5.00 5.00 5.00
2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

78 CITY TREASURER (100-1150)

The City Treasurer is elected to a four-year term of office. The duties of a City Treasurer are to comply with all laws governing the deposit and securing of public funds of the City, ensure the City’s investment policy is up to date, and prepare the monthly Investment Report to Council.

2025-26 Accomplishments:

 Insured that the City’s investment portfolio was not at risk.  Reviewed State and Federal updates with investment advisory firm to keep the City’s portfolio in compliance.  Met quarterly with City’s investment advisor.
 Presented investment policy for review an approval in June 2026 in compliance with policy guidelines requiring a bi-annual review.

2026-27 Objectives:

 Continue to insure that the City’s investment portfolio is not at risk.  Meet quarterly with City’s investment advisor and schedule investment update to Council every 6 months from the City’s investment advisor.

CITY TREASURER (100-1150)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Billings to Departments 344,505 441,937 465,979 512,304 526,187 3% Total Source of Funds 344,505 441,937 465,979 512,304 526,187 3%

Use of Funds:

Personnel 67,710 72,462 78,961 81,386 81,269 0%
Services & Supplies 276,795 369,475 387,018 430,918 439,750 2% Total Use of Funds 344,505 441,937 465,979 512,304 521,019 2%

Funded FTE's 1.15 1.15 1.15 1.15 1.15
2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

79 HUMAN RESOURCES (100-1160)

The Human Resources Department is responsible for overseeing the management of personnel services including recruitment; benefit administration, employee relations, labor relations, training, and maintaining the personnel classification and compensation system. The Human Resources Department strives to provide outstanding service to both our internal and external customers. The primary objectives of the department staff are:

 Obtaining qualified staff through a tailored recruitment and selection process specific to the position and department needs.  Ensuring and managing classification, compensation, performance evaluation and benefit structures that are fair and equitable, within our fiscal abilities.  Assisting employees with various employment related activities.  Building trusting relationships with our employees and our labor partners as part of our Employer/Employee relations and labor relations efforts.  Providing staff development through training opportunities.  Assisting supervisors and managers with labor related situations.

HUMAN RESOURCES

1Previously funded Human Resources Manager to be underfilled with Human Resources Analyst. 1 Human Resources Specialist frozen in FY27 and 1 Human Resources Specialist funded out of Loss Control Internal Service Fund.

Human Resources
Director
Human
Resources
Analyst (2)1
Human
Resources
Technician
Human
Resources
Specialist1
Administrative
Assistant (2)
2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

80 HUMAN RESOURCES (100-1160) (Continued)

2025-2026 Accomplishments:

 Maintained continuous recruitment efforts across multiple City departments to ensure timely staffing of critical positions.  Managed and coordinated annual Open Enrollment for health, dental, and vision benefits.  Ensured Affordable Care Act (ACA) compliance by successfully preparing and submitting ACA forms 1094C and 1095C, in partnership with a third-party administrator.
 Initiated labor negotiations with all seven bargaining units.  Modernized internal Human Resources forms and processes to ensure accuracy and usability.  Created and introduced an internal employee portal which provides resources and information.  Continued project to digitalize files and forms.
 Served as the Alternate Board of Directors representative for Municipal Pooling Authority.  Continued project to update Personnel Rules and administrative policies.  Initiated efforts to create and update Human Resources Department Standard Operating Procedures (SOP) and desk manuals. 2026-2027 Objectives:

 Initiate Online Exit process using Neogov.
 Continue the review non-labor related Administrative Policies and Procedures; update as needed.  Continue Risk Management Assessment process and enhance the City’s Safety and Loss Control Program.  Continue revisions the City’s class specifications.
 Complete annual open enrollments for health, dental and vision plans for the new year.  Complete annual filings and continue monitoring changes for the Affordable Care Act.  Continue all recruitment efforts.
 Continue Service Awards Ceremony.
 Develop and implement a Succession Planning program citywide.  Establish and implement an Employee Appreciation Program and New Supervisor Training Program.

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

81 HUMAN RESOURCES (100-1160) (Continued)

HUMAN RESOURCES (100-1160)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Use of Funds:

Personnel 902,440 1,107,170 1,470,166 1,184,766 1,158,865 -2% Services & Supplies 253,920 276,999 400,133 400,133 422,817 6% Internal Services (384,259) (467,604) (667,604) (667,604) (526,881) -21% Total Use of Funds 772,101 916,565 1,202,695 917,295 1,054,801 15%

Funded FTE's 6.00 7.00 7.00 7.00 6.00
2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

82 FINANCE DEPARTMENT

The Finance Department provides internal support to other City Departments and external support to other government agencies by providing financial information to facilitate their decision making process. The Department administers more than 50 funds in accordance with Generally Accepted Accounting Principles. The Department is also responsible for overseeing the City’s compliance with purchasing guidelines.

Along with the City Treasurer, the Finance Department is responsible for the safekeeping, management and accounting of the City's financial assets. The Department also supplies timely and accurate financial reports to elected and appointed officials and to the State. The Finance Department works with the City Manager to ensure that a sound program of fiscal control is undertaken with respect to developing and implementing the annual budget. The following divisions are in the Finance Department:
 Administration
 Accounting
 Operations

11 Business License Representative and 1 Accounting Specialist II frozen in FY27.

Finance Director
Deputy Finance Director
Accountant I/II (3)

Payroll Specialist
(3)
Accounting Specialist I
(2)1

Finance Services Supervisor
Accounting Technician (2)
Lead Customer Service Rep.

Business License
Representative1
Customer Service Rep. (5)
2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

83 FINANCE SUMMARY

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

SOURCE OF FUNDS:

Billings to Departments 6,632 6,072 6,000 6,000 6,000 0% Other 1,963 1,881 1,929 1,929 1,929 0%
TOTAL SOURCE OF FUNDS 8,595 7,953 7,929 7,929 7,929 0%

USE OF FUNDS:

Personnel 1,783,577 2,020,426 2,204,648 2,127,541 2,248,038 6% Services & Supplies 683,840 668,467 738,162 794,262 698,371 -12% Debt Service - Leases 5,604 5,604 0 0 0 0%
Internal Services (730,152) (882,237) (1,182,133) (1,182,133) (1,147,288) -3% TOTAL USE OF FUNDS 1,742,869 1,812,260 1,760,677 1,739,670 1,799,121 3%

Funded Funded
Funded FTE's: 2025-26 2026-27
Finance Administration 0.80 0.80
Finance Accounting 8.90 8.90
Finance Operations 1.45 1.45
Total Finance Funded FTE's 11.15 11.15

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

84 FINANCE ADMINISTRATION (100-1210)

Finance Administration is responsible for overseeing the management of all Financial Services Fund operations. Finance Administration is also responsible for supplying timely and accurate financial reports of the City’s affairs to elected and appointed officials and to the State to ensure that a sound program of fiscal control is undertaken with respect to implementing the budget. The Finance Director is also the Finance Director for the Antioch Successor Agency.

2025-26 Accomplishments:
 Prepared draft 2026-27 operating budget, conducting several study sessions with City Council.  Received a Certificate of Achievement for Excellence in Financial Reporting for the fiscal year ended June 30, 2025.  Acted as staff liaison to the Sales Tax Citizens’ Oversight Committee.  Issued Request for Proposal for Professional Auditing Services, resulting in award of contract being approved by City Council.  Issued Request for Proposal for a Cost Allocation Plan and User Fee Study. Ensured study was completed on time and updated user fees were presented to Council for approval in May 2026.

2026-2027 Objectives:
 Continue to look for ways to improve customer service provided by the Finance Department, including more automated processes.  Continue to act as staff liaison to the Sales Tax Citizens’ Oversight Committee.  Work with City management and City Council to draft a fiscally responsible 2027-28 budget.

FINANCE ADMINISTRATION (100-1210)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Other 34 0 0 0 0 0%
Total Source of Funds 34 0 0 0 0 0%

Use of Funds:

Personnel

294,696

305,472

333,527 334,652 325,468 -3%
Services & Supplies 45,838 56,486 64,964 65,374 28,396 -57% Internal Services (37,009) (36,949) (36,905) (36,905) (159,163) 331% Total Use of Funds 303,525 325,009 361,586 363,121 194,701 -46%

Funded FTE's 0.80 0.80 0.80 0.80 0.80
2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

85 ACCOUNTING SERVICES DIVISION (100-1220)

The Accounting Services Division provides services, information and analyses to the public. This is accomplished by providing budgeting, accounting, accounts payable and payroll processing; preparing the Comprehensive Annual Financial Report; coordinating various audits; accounting for City grants and requesting grant reimbursements from other agencies; providing financial data and assistance to all City departments; and preparing reports needed by City management and other governmental agencies. The Accounting Services Division is also responsible for reviewing and implementing the City’s purchasing policy designed to obtain maximum value for goods and services expended by the City. The purchasing function itself is decentralized among the departments.

2025-2026 Accomplishments:

 Published the Comprehensive Annual Financial Report financial statements by December 31st .  Provided timely and accurate payroll services to all employees and processed payment invoices submitted by vendors in a timely fashion.  Issued purchase orders accurately and timely.
 Filed all grant reports and submitted all grant reimbursement in a timely manner in accordance to grant agreements.

Electronically filed and produced 1099’s by January 31st.

2026-2027 Objectives:

 Prepare and publish the Comprehensive Annual Financial Report by December 31 each year.  Provide timely and accurate payroll services to all employees.  Issue and file W-2 and 1099 forms electronically by January 31 each year.  File all required grant reports and reimbursements in accordance to the grant agreement.  Audit and process vendor payments timely and accurately.  Update ERP system to 26.1 version and launch employee online to all full-time employees.  Continue to improve document management and electronic filing of documents to reduce paper filing.

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

86 ACCOUNTING SERVICES DIVISION (100-1220) (Continued)

FINANCE ACCOUNTING (100-1220)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Use of Funds:

Personnel 1,180,556 1,405,025 1,631,840 1,553,608 1,684,723 8% Services & Supplies 520,320 480,929 516,563 572,253 570,681 0% Internal Services (693,143) (845,288) (1,145,228) (1,145,228) (787,190) -31% Total Use of Funds 1,007,733 1,040,666 1,003,175 980,633 1,468,214 50%

Funded FTE's 8.90 9.90 8.90 8.90 8.90

FINANCE OPERATIONS DIVISION (100-1230)

Finance Operations is responsible for all functions pertaining to accounts receivable, business licenses, utility billing, collections, cash handling, deposit processing, data entry and delivery of U.S. postal mail for all City departments.

2025-2026 Accomplishments:

 Filled Lead Customer Service Representative and Customer Service Representative positions.  Implemented water start and disconnect service requests through Municipal Online.  Collaborated with Public Works for Prop 218 notices for Water and Sewer rate increases.  Updated Finance sections of new Civic plus city website.  Filled two positions for Accounting Technician vacancy.  Assisted with EYEONWater app for early leak detection and usage by customers.

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

87 FINANCE OPERATIONS DIVISION (100-1230) (Continued)

2026-2027 Objectives:

 Explore EPL system to replace existing business license software.  Implement Service Mobile App from Tyler Technology for utility software.  Fill vacant Customer Service Representative position.

FINANCE OPERATIONS (100-1230)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Billings to Departments 6,632 6,072 6,000 6,000 6,000 0% Other 1,929 1,881 1,929 1,930 1,929 0%
Total Source of Funds 8,561 7,953 7,929 7,930 7,929 0%

Use of Funds:

Personnel 308,325 309,929 239,281 239,281 237,847 -1%
Services & Supplies 117,682 131,052 156,635 156,635 99,294 -37% Debt Service - Leases 5,604 5,604 0 0 0 0%
Internal Services 0 0 0 0 (200,935) 100%
Total Use of Funds 431,611 446,585 395,916 395,916 136,206 -66%

Funded FTE's 2.55 2.55 1.45 1.45 1.45

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

88 NON-DEPARTMENTAL DIVISION

The Non-Departmental classification is for revenues and expenditures that are not attributed to any one City department or division within the General Fund.

Revenue items recognized in Non-Departmental include property taxes, franchise fees, business licenses, and sales and use tax.

Non-Departmental operating expenses include insurance policies and claims, sales tax audits, property tax audits, ABAG and League of California Cities membership dues.

GENERAL FUND NON-DEPARTMENTAL (100-1250)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Taxes 56,146,325 55,939,006 57,518,794 59,031,535 61,099,024 4% Investment Income & Rentals 3,221,639 4,009,779 1,883,000 3,118,550 2,130,000 -32% Revenue from other Agencies 186,834 217,604 135,000 175,000 175,000 0% Charges for Services 2,122,922 2,136,740 2,160,150 2,113,250 2,185,150 3% Other 2,436,226 250,098 250,000 150,000 150,000 0%
Transfers In 0 6,053,372 5,000,000 5,000,000 5,095,139 2% Total Source of Funds 64,113,946 68,606,599 66,946,944 69,588,335 70,834,313 2%

Use of Funds:

Personnel 15,626 13,865 20,500 20,500 20,500 0%
Services & Supplies 5,302,839 6,420,146 6,524,003 6,610,546 5,971,281 -10% Transfers Out 7,273,390 3,035,232 1,042,276 1,042,258 1,045,518 0% Internal Services (851,589) (851,208) (850,930) (850,930) (2,286,090) 169% Total Use of Funds 11,740,266 8,618,035 6,735,849 6,822,374 4,751,209 -30%

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

89 PUBLIC WORKS DEPARTMENT

The Public Works Department consists of Administration, Capital Improvements, Channels (NPDES), Solid Waste, Facilities, 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 responsible 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.

Accomplishments, Goals and Objectives for the Public Works Department are presented by division with the 2025-2026 Accomplishments listed first, followed by the 2026-27 Goals/Objectives:

2025-26 Accomplishments:

Public Works Capital Improvements Program, Account: 1005170  Commissioned the Brackish Water Desalination facility.  Completed construction of the Amtrak Station Improvements  Completed construction of the Wi-Fi Installation Downtown  Completed construction of the Antioch Community Center Carpet Replacement  Completed construction of the Prewett Park Grand Plaza Shade Structure Upgrade  Completed construction of the Utility Box Artwork
 Completed construction of the Concrete Pathway Repairs  Completed construction of the Neighborhood Traffic Calming  Completed construction of the 2026 Curb, Gutter and Sidewalk Repair  Completed construction of the 2026 Pavement Plugs & Leveling Courses  Completed the Measure J Checklist.
 Completed SB 1 reporting requirements.
 Continued monitoring of the West Antioch Creek silt removal project.  Continued design of Phase II of the City Hall Interior Modifications project.  Continued design of a Bicycle Garden Project.
 Developed the 2026-2031 Five-Year Capital Improvement Program.

Public Works Operations (Administration, Streets, Signs, Striping, Facilities, Parks, Landscaping, Marina) Accounts: 1002140, 1002160, 1002170, 1002190, 1002196, 2574580, 251, 252, 253, 254, 255, 256, 259, 5692610, 5702610, 6312410, 6312420 Facilities
 Planned and successfully executed the installation of EV charging infrastructure, significantly expanding the number of available charging locations for both City employees and the public.

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

90 2025-26 Accomplishments (Cont.):
 Completed several critical projects to prepare the new 800 Building for occupancy, including a full elevator modernization, advancing interior space planning to approximately 90% completion, and performing operational checks and minor repairs to the building’s HVAC, electrical, plumbing, and window systems.
 Completed multiple improvement projects at the Maintenance Center to enhance facility functionality and working conditions, including:
 Construction of a new staff bathroom/laundry room
 Ventilation upgrades and remodel of the ice machine room  Installation of a new vehicle lift in the vehicle shop  Installation of new windows and fresh paint on the old shop buildings Fleet
 Achieved full staffing in the fleet maintenance shop with the addition of a third mechanic, marking the first time in more than 10 years the shop has been fully staffed.
 Completed 729 service work orders between July 1, 2024, and July 1, 2025, demonstrating a high level of productivity in support of city operations.  Responded to and repaired over 300 breakdowns, ensuring continued availability and reliability of fleet vehicles and equipment across departments.  Processed 26 aging vehicles and equipment units for disposal, including stripping out and preparing assets for auction, helping modernize the fleet and reduce maintenance burden on obsolete units.
 Placed 14 new Public Works vehicles and equipment units into service, including completing all necessary setup such as decals, fuel management integration, and emergency lighting installation.
 Placed 6 new detective vehicles into service, ensuring they were fully equipped and ready for operational use.

Landscaping – Parks/Medians/Local
 The landscape maintenance crew successfully completed the Arbor Master chainsaw safety and tree rigging course, strengthening operational safety practices, and improving technical expertise in tree maintenance and removal.  Fourteen dead sycamore trees were safely removed along Hillcrest Avenue, reducing potential hazards and improved the overall streetscape.  Key improvements were completed at Antioch Community Park, including full renovation of the baseball field. In addition, the gate surrounding the soccer fields was repaired, enhancing both safety and facility functionality for park users.  Landscape enhancement efforts were carried out at multiple locations throughout the city to improve aesthetics, functionality, and community appeal.

Projects completed in 2024 and 2025 include:
o Mulberry Court
o Fruitvale Court
o Williamson Ranch Park (Lone Tree Way & Hillcrest Avenue) o Amtrak Station and Waldie Plaza Parking Lot
o Lone Tree Way median (Putnam Street to James Donlon Boulevard) o Country Hills right-of-way (Valley Way to Ridgeview Drive) o Buchanan medians (San Jose Drive to Contra Loma Boulevard) o Contra Loma Boulevard (Longview Drive to James Donlon Boulevard) o Southwest corner of Dallas Ranch Road and Mokelumne Drive o Old Carnegie Library
2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

91 2025-26 Accomplishments (Cont.):

Marina
 Increased marina visibility by developing and publishing content across City of Antioch (COA) social media platforms.  Replace aging harvester and marina vessel, providing operational efficiency and reducing downtime.

Streets – Asphalt/Signs/Striping
 By November 1, 2025, completed all painted roadway striping maintenance throughout the city.  Applied approximately 16,000 lbs of Thermoplastic striping throughout the City.  Paved approximately 3,000 tons of Asphalt by way of neighborhood level course treatments, grinding, replacement, and skin patching.  Removed over 450 locations of illegal graffiti.
 Continued to utilize a “Proactive Pothole Crew” after storms to fill potholes timelier, enhance road safety and minimize claims.  Installed over 200 new signs and replaced over 800 existing street signs throughout the city.  Repainted approximately 3 miles of Soundwalls

Public Works Utilities (Water Distribution, Water Treatment and Central Stores, Collections System (Wastewater), Storm Water Collections (NPDES), Solid Waste) Accounts: 6112310, 6112320, 6112330, 6112340, 6112550, 6212210, 2292585, 2265220,2265225

Collections System (Wastewater), Storm Water Collections (NPDES) & Solid Waste  Completed the State-mandated Sanitary Sewer Management Plan (SSMP) update in compliance with regulatory requirements.  Treated approximately 6.25 miles of sewer mainline for root intrusion to improve flow and reduce SSOs.  Rehabilitated 10 manholes to prevent infiltration/exfiltration and restore structural integrity.  Maintained 12 smart cover devices to ensure continued system monitoring and functionality.  Conducted pilot testing of emerging sewer flow level monitoring technology.  Reduced sanitary sewer overflows to 5 SSOs in 2025.
 Cleaned approximately 190 miles of sewer mains, exceeding the annual goal by 25%.  Inspected 31 miles of sewer main via CCTV.
 Inspected 2,561 sewer laterals and 5,571 manholes.
 Inspected over 35% of storm catch basins.
 Applied vermin-control treatment to approximately 2,998 manholes.  Completed a large-scale hydro-excavation project (6’ x 6’ x 87’) at Delta Diablo Treatment Plant to install a 12” brine line, keeping the project on schedule and reducing costs.
 Completed all required MS4 quarterly and annual NPDES reports.  Performed vegetation management in compliance with RMA and fire regulations:
o Established 8.5 acres of fire breaks
2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

92 2025-26 Accomplishments (Cont.):
o Cleared 51 acres of vegetation (~1,087 cubic yards)
 Removed debris associated with homeless encampments:
o Cleared approximately 92 encampments
o Removed ~576 cubic yards of debris
o Removed 68 shopping carts
 Removed approximately 712.5 cubic yards of trash and debris from storm channels (creeks) and basins.  Performed vegetation control on 17.8 acres using BMP/IPM practices.  Monitored and documented illegal dumping hot spots per NPDES requirements.  Inspected and maintained 136 trash capture devices monthly.  Completed biannual inspections of tidal flapper gates and culverts via contract divers.  Repaired 127 fence segments, replaced 21 locks/chains, and secured access points in creek areas.

Water Distribution System/Meter Reading/Stores
 Ensured 100% regulatory compliance for the City of Antioch's fleet of 5,641 backflow prevention devices by executing a comprehensive annual testing and maintenance schedule, completing all inspections 15 days ahead of the state-mandated deadline to guarantee the safety of the municipal potable water system.
 Modernized the City’s water infrastructure by replacing 12,841 manual water meter registers and transponders with cellular AMI technology, enabling real- time data monitoring and instant leak notifications. This initiative successfully transitioned the utility to the EyeOnWater mobile platform, empowering over 28,000 customers to monitor live consumption and reduce manual meter reading cost.  Maintained 100% regulatory compliance for the City of Antioch by submitting all state-mandated reports—including the Water Loss Annual Report, Large Water System Report, and the Lead Service Line Inventory—on or ahead of schedule, ensuring the city met all California State Water Board requirements without penalties.
 Proactively replaced two critical Pressure Regulating Valves (PRVs) reaching the end of their 20-year service life, preventing potential large-scale water main breaks and ensuring consistent system pressure for residents in the City of Antioch.

Water Treatment Plant
 Successfully commissioned and integrated a 6 MGD Brackish Water Desalination Plant into the City’s existing 36 MGD infrastructure, securing a drought- resistant water supply for 119,000+ residents while maintaining compliance with all federal and state regulations.  Successful construction, startup and testing phase of the desalination facility with zero safety incidents.  90% of all WTP staff received new or higher-level certification.  Successfully completed all UCMR 5 sampling protocols and data submittals, ensuring 100% regulatory alignment with EPA monitoring schedules for emerging contaminants.
 Through the completion of the desalination project, the water treatment plant has upgraded its equipment and technology so more efficient and modern operations include:
o 3 new river pumps at 600 HP.
2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

93 2025-26 Accomplishments (Cont.):
o 2 new fish screens capable of 16 MGD each.
o New electric actuating valves in filter gallery.
o New magnetic raw water flow meter.
o New magnetic filter effluent flow meters
o Sulfuric acid addition for both A and B plants to help with enhanced coagulation and to reduce coagulant usage. o New SCADA equipment.
o Coating of sedimentation basins.
o New chain and flight sludge collection system for A & B plant. o New filter media and underdrain systems.
2026-2027 Goals/Objectives:

Public Works Capital Improvement Program, Account: 1005170  Construction of Phase I of the L Street Improvements project.  Construction of Jacobson and Marchetti Park Improvements.  Construction of Phase I of the Streetlighting Improvements  Construction of Sycamore Traffic Calming
 Construction of Antioch School Pedestrian Improvements  Construction of Countywide SMART Signals
 Construction of the next phase of Neighborhood Traffic Calming Program projects  Construction of Phase II of the City Hall Interior Modifications project.  Construction of the Water Storage Reservoir Rehabilitation project.  Construction of the 2026 Antioch Cape Seal project.
 Construction of Phase I of the L Street Improvement project.  Design of Phase II of the L Street Improvement project.  Design for signalization of 69 traffic signals at various locations.  Design for pedestrian and bicyclist trail safety improvements  Design of the East Antioch Creek Outfall Improvements  Update the Water Systems Waster Plan
 Update the Urban Water Management Plan
 Update the Collection Systems Master Plan.
 Obtain permitting and complete design of the Marina Basin Dredging project.  Implement Parks Facilities Upgrade
 Design and construction of the 2026 Water Main Replacement project.

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

94 2026-2027 Goals/Objectives (Cont.):

Public Works Operations (Administration, Facilities, Fleet, Marina, Landscaping & Parks, Marina, Streets, Signs, Striping,) Accounts: 1002140, 1002160, 1002170, 1002190, 1002196, 2574580, 251, 252, 253, 254, 255, 256, 259, 5692610, 5702610, and 6312410.

Facilities
 By the end of the calendar year, use Unity to schedule, track, and complete 95% of all preventive maintenance work orders on time each month for City facilities, including HVAC, plumbing, electrical, building systems, and calls for service to improve equipment reliability and reduce unplanned service disruptions.
 By the end of the calendar year, improve customer service and operational efficiency by using Unity to ensure 90% of routine facilities work orders are responded to within 3 business days and 85% are completed within 10 business days, as documented through the system’s work order tracking and reporting functions.

Fleet
 Increase on time completion of scheduled preventive maintenance services from the current baseline to 95% completion by the end of the year, by implementing new features and refining Unity we will improve scheduling, tracking overdue units weekly, and coordinating with departments to reduce vehicle downtime conflicts.
 Reduce average vehicle downtime for unscheduled repairs by 15% within the next 12 months, by adjusting the operating budget, prioritizing parts ordering, improving repair triage procedures, and monitoring turnaround times monthly.

Parks/Medians/Local
 Continue system upkeep, strategic enhancements, and community-focused improvements.  Continue routine tree maintenance throughout the City of Antioch to promote public safety, preserve tree health, and maintain the urban forest.  Efforts will focus on completing fifteen landscape enhancement projects across various courts in multiple service zones. These improvements aim to enhance neighborhood aesthetics and overall environmental quality.  Enhancement work will be undertaken at Prewett Water Park to improve site conditions and user experience. In addition, thirty trees will be planted at Prewett Community Park in celebration of Arbor Day, contributing to the City’s sustainability and beautification efforts.  Targeted right-of-way and median enhancements will be completed at key corridors, including:
o Golf Course Road (Mt. Hamilton Drive to Cache Peak Drive) o Lone Tree Way right-of-way (Golf Course Road to Dallas Ranch Road) o Lone Tree Way median (Mokelumne Drive to Heidorn Ranch Road) Marina
 Complete a comprehensive condition survey of marina waterways, documenting sediment levels and priority areas, and initiate the dredging permitting and contractor selection process to maintain safe navigation depth.  Finalize construction and ensure full ADA compliance with the gangway ramp, including inspections and approvals, to improve accessibility for all marina users.
 Implement and transition to the new card reader system and associated software, including staff training and full system activation, to achieve 100% functionality with minimal downtime.
 Replace outdated electrical pedestals across the marina, prioritizing high-use slips, to improve safety, reliability, and compliance with current electrical standards.

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

95 2026-2027 Goals/Objectives (Cont.):
 Pilot at least 2 new revenue streams (e.g., bait and tackle sales, convenience items, or vending machines) and evaluate performance based on revenue generation and user demand.
 Assess feasibility of upgrading the marina’s sliding security gate to a roll-up system to mitigate theft and vandalism risks.  Establish at least 3 new partnerships with local businesses or organizations and collaborate on 2 joint promotions or events, increasing marina visibility and driving a measurable increase in visitor usage.

Streets – Asphalt/Signs/Striping
 By November 1, 2026, complete all painted stencil marking maintenance throughout the City including all painted STOP legends, limit bars, and crosswalks.
 Apply approximately 20,000 lbs of Thermoplastic striping throughout the City.  Pave approximately 3,000 tons of Asphalt by way of neighborhood level course treatments, grinding, replacement, and skin patching.  Complete annual firebreak mowing and disking inspections before June 30, 2026.  Continue to utilize a “Proactive Pothole Crew” after storms to fill potholes timelier, enhance road safety and minimize claims.  Assist CIP with the inspections and testing of the Antioch Cape Seal Project  Complete the annual Nighttime Streetlight and Sign reflectivity survey by December 31st of each Fiscal Year and develop a survey list schedule to address sign maintenance and replacement.
 Re-paint approximately 3 miles of Soundwalls throughout the City.

Public Works Utilities (Water Distribution, Water Treatment and Central Stores, Collections System (Wastewater), Storm Water Collections (NPDES), Solid Waste Accounts: 6112310, 6112320, 6112330, 6112550, 6212210, 2292585, 2265220, 2265225 Storm Water, Wastewater Collections, (NPDES), & Solid Waste  CCTV Inspection Program: Inspect a minimum of 25% of the sewer system annually via CCTV, ensuring 100% system coverage every four years.  Sewer Lateral Inspections: Increase sewer lateral inspections by at least 10% annually, while maintaining documented quality control and safety compliance.
 SSO Reduction: Reduce sanitary sewer overflows, using the 2025 baseline of 5 SSOs.  CMMS Implementation: Fully implement Trimble Unity CMMS (web and mobile), ensuring 100% of work orders, inspections, and repairs are tracked and reportable.
 Root Control Program: Perform annual root foaming equal to or greater than 2025 treatment levels (6.25 miles), with annual evaluation of effectiveness through SSO and maintenance data.
 Confined Space Entry Program: Develop and implement a Confined Space Entry Program (policies, equipment, and training) and certify Collections staff.  Staffing & Recruitment: Fill 100% of authorized Collections positions and establish ongoing recruitment outreach to maintain full staffing levels.  Bypass Pump Acquisition: Procure and place into service a new 8-inch bypass pump replacing equipment that has reached the end of its useful life and integrate it into emergency response protocols to reduce SSO risk during maintenance.  Trash Capture Device Maintenance: Maintain 100% monthly and post-storm inspection compliance for all trash capture devices, with all activities documented in CMMS.
 Catch Basin Maintenance: Increase catch basin inspections and maintenance by at least 10% annually compared to the prior year baseline through 2027.

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

96 2026-2027 Goals/Objectives (Cont.):
 Creek Inspections: Conduct and document routine inspections of all major creeks and channels, focusing on encampments, erosion, and access, with 100% tracking in CMMS.
 Vegetation Management (Hydraulic Performance): Improve targeted vegetation and cattail control annually, achieving measurable flow improvement or reduced blockage incidents in priority channels.
 Tree Pruning Program: Implement a rotational pruning schedule covering all major creek corridors within a 3-year cycle, reducing fire risk and improving system conveyance.
 Regulatory Compliance (RMA/CDFW): Maintain 100% compliance with RMA and CDFW requirements, with complete documentation of all maintenance and monitoring activities annually.
 BMP/IPM Effectiveness: Apply BMP/IPM practices to achieve a measurable reduction in vegetation regrowth rates at targeted sites.  Fire Risk Reduction: Maintain defensible space and reduce fire hazards in coordination with fire agencies, completing annual firebreak and vegetation management plans before fire season each year.
 Graffiti Abatement: Establish and track in CMMS, achieving graffiti removal within 20 business days of identification.  Access Road Improvements: Complete prioritized improvements to access roads along Markley, East, and West Antioch Creeks, including installation of geotextile and base rock where needed.
 CMMS Integration (Storm Assets): Implement CMMS tracking for 100% of stormwater assets (catch basins, V-ditches, devices), including inspections, maintenance, and reporting.
 Fleet & Equipment Acquisition: Procure and deploy the following equipment to improve operational efficiency and response time o Mini excavator with attachments
o Grapple bucket (WEEDO support)
o UTV tow-behind pesticide sprayer
o Trailer-mounted 8” pumps
 Lateral Inspection Tools: To increase inspection efficiency and reduce response times, purchase and implement use of o Push camera
o Battery-operated lateral clearing machine
Water Distribution System/Meter Reading/Stores
 Complete the replacement of five miles of aging water main through the Capital Improvement Program (CIP), including the high-priority installation of 1,500 linear feet of 16-inch main on Hillcrest Avenue, to reduce main break frequency and improve system hydraulic capacity.  Develop and implement a comprehensive Cross-Connection Control Plan for the City of Antioch to achieve 100% compliance with California Code of Regulations Title 17. This program will include a digitized inventory of all high-hazard connections, an automated annual testing notification system, and a formalized enforcement protocol to eliminate potential contamination of the potable water supply.  Complete a comprehensive biennial valve exercising program to inspect and operate 100% of the City’s 10,595 water distribution valves. This initiative will ensure mechanical reliability, update the GIS database with accurate GPS locations, and reduce emergency shutdown times resulting in less impact to the residents.
 Achieve operational efficiency by consolidating all asset management and field operations into one CMMS software program, eliminating the need for a secondary CMMS software program. This transition will involve migrating 100% of water distribution workflows into a single platform to provide real-time data synchronization, a unified mobile interface for field crews, and simplified regulatory reporting for state-mandated audits. 2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

97 2026-2027 Goals/Objectives (Cont.):

Water Treatment Plant
 By December 31, 2026, the plant will secure ELAP Certification by implementing a TNI-compliant Quality Management System, passing all required Proficiency Testing (PT) studies, and conducting routine internal audits to ensure 100% of lab data is legally defensible for state regulatory reporting.
 By December 31, 2026, the plant will achieve 100% compliance with the Lead and Copper Rule by successfully collecting and analyzing first-draw samples from 100 residential sites, ensuring that the 90th percentile result remains below 10 ppb and all state reporting deadlines are met 5 days early.  At the end of the calendar year the plant will maintain zero RTCR Level 1 or Level 2 Assessment triggers by achieving 100% successful monthly sampling and maintaining a minimum 0.2 mg/L chlorine residual at all distribution sampling locations.  At the end of the calendar year, the plant will maintain 100% compliance with the Surface Water Treatment Rule by ensuring combined filter effluent never exceeds 0.3 NTU in 95% of monthly readings and documenting a minimum 3-log Giardia removal through daily CT calculations submitted to the state by the 10th of each following month.
 At the end of the calendar year the plant will achieve 50% completion of the EPA PFAS Initial Monitoring Phase by collecting required quarterly samples at all finished water entry points, ensuring all data is validated by a certified lab and results are included in the Annual Consumer Confidence Report (CCR) as required by federal law.
 At the end of the calendar year, the plant will achieve 100% compliance with the Stage 2 DBPR by maintaining an LRAA below 80/60 ppb (TTHM/HAA5) at all monitoring stations, and all quarterly data submissions to the State will be at least 5 days before the deadline.  When the desalination plant is running, the plant will maintain 100% operational capacity by performing routine daily SDI monitoring and weekly system calibrations, to identify problems before they cause downtime.  By December 31, 2026, the plant will maintain zero OSHA-recordable injuries by conducting routine documented safety inspections of all high-risk treatment zones and ensuring 100% of staff complete their annual safety certifications before their individual renewal dates.

PUBLIC WORKS DEPARTMENT SUMMARY

The following programs are included in this summary:

 Public Works Administration
 Street Maintenance
 Signal Maintenance & Street Lighting
 Facilities Maintenance
 Park Maintenance
 Median & General Landscape
 Work Alternative Program
 Capital Improvement
2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

98 PUBLIC WORKS – GENERAL FUND OPERATIONS

Public Works
Director/City
Engineer (1)
Deputy Director
of Public Works
(.34)
Administrative
Analyst I/II (.35)
Operations
Supervisor (.98)

Engineer
(2)
PW Inspector
(1)
Administrative
Analyst III (.10)
Administrative
Assistant II (.10)
Lead Warehouse
Worker (.07)
Lead Street
Maintenance
Worker (2)
Lead Landscape
Maintenance
Worker (1)
Lead Facility
Maintenance
Worker (1)
PW Technician
(.49)
Warehouse
Maintenance
Worker II (.07)
Equipment
Operator (1)
Street
Maintenance
Worker (5)
General Laborer
(3)
Landscape
Maintenance
Worker (1.9125)
General Laborer
(1.4125)
Facility
Maintenance
Worker (2)
2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

99 PUBLIC WORKS SUMMARY

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
SOURCE OF FUNDS:
1% Sales Tax 307,000 325,000 0 0 0 0%
Revenue from Other Agencies 51,941 0 0 0 0 0%
Special Services-Public Works 0 0 0 2,052 0 -100%
Sale of Maps & Plans 270 0 0 0 0 0%
Plan Checking Fees 10,111 17,892 22,000 0 0 0%
Inspection Fees 925,805 760,244 850,140 0 0 0%
Encroachment/Transportation Permits 186,678 976,158 590,200 0 0 0% Other 608,372 699,791 567,650 234,820 52,500 -78%
Transfers In 3,360,878 3,208,938 3,131,893 1,753,482 1,293,716 -26% TOTAL SOURCE OF FUNDS 5,451,055 5,988,023 5,161,883 1,990,354 1,346,216 -48%

USE OF FUNDS:

Personnel 3,756,215 4,258,063 4,999,962 3,689,576 4,381,421 19% Services & Supplies 7,799,190 8,848,180 9,960,768 8,866,270 7,545,506 -15% Transfers Out 1,331,458 1,775,458 1,303,000 1,233,000 1,015,000 -18% Internal Services (417,542) (613,289) (825,289) (825,289) (1,687,027) 104% TOTAL USE OF FUNDS 12,469,321 14,268,412 15,438,441 12,963,557 11,254,900 -13% Funded Funded
Funded FTE's: 2025-26 2026-27
Maintenance Administration 1.68 1.781
Street Maintenance 11.43 11.43
Facilities Maintenance 3.415 3.415
Parks Maintenance 2.325 2.325
Parks Median/General Landscape 1.475 1.475
Work Alternative Program 1.15 1.15
Capital Improvement Administration 3.25 3.251
Total Public Works Funded FTE's 24.725 24.825
1One Administrative Analyst (.10 Gen Fd) unfrozen in FY27 and 1 Engineer position frozen in FY26 & FY27. 2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

100

PUBLIC WORKS - ADMINISTRATION (100-2140)

Public Works Administration is responsible for providing leadership and direction on the day-to-day operations for all divisions within Public Works, comprised of:

Water Treatment, Water Distribution, Meter Reading, Collection Systems, GIS, Streets, Signs and Striping, Fleet Services, Marina, Parks, Facilities, Storm Channel, Storm Drains (NPDES), Solid Waste, the Antioch Marina, the City’s Warehouse & Central Stores operation, Public Works Inspection, Street Light and Landscape Maintenance Districts, and Transportation and Traffic Engineering . Administration provides professional management and oversight to the various divisions’ operations, training and clerical needs and addresses the public’s concerns and service needs.

PUBLIC WORKS ADMINISTRATION (100-2140)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Use of Funds:

Personnel 144,790 259,816 577,652 577,107 619,657 7%
Services & Supplies 206,786 247,374 266,347 261,447 366,978 40% Internal Services (304,941) (467,539) (679,539) (679,539) (716,165) 5% Total Use of Funds 46,635 39,651 164,460 159,015 270,470 70%

Funded FTE's 1.78 1.78 1.68 1.68 1.78

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

101

PUBLIC WORKS - STREET MAINTENANCE (100-2160)

The Street Maintenance function is responsible for general maintenance and repair of approximately 590 lane miles of roadway in the City of Antioch and perform maintenance of right-of-ways and parking lots. Crews respond to hazardous conditions and emergencies such as vehicle accidents and flooding, repair potholes, perform overlay work; remove illegally dumped trash and debris; eradicate weeds along City maintained roadways; respond to after hour calls for service; remove graffiti, repair road end barricades; make preparations for, and monitor, contract work. Roadway surface treatment programs are funded through this activity and performed through contract.

PUBLIC WORKS STREET MAINTENANCE (100-2160)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Source of Funds:

Special Services-Public Works 0 0 0 2,052 0 -100%
Other 7,232 0 0 86,632 0 -100%
Transfer in from Gas Tax 1,010,000 1,010,000 1,010,000 1,010,000 1,010,000 0% Transfer In from Street Impact 1,898,135 1,765,133 1,650,000 460,678 0 -100% Total Source of Funds 2,915,367 2,775,133 2,660,000 1,559,362 1,010,000 -35%

Use of Funds:

Personnel 1,379,432 1,674,017 1,862,297 1,519,093 1,832,098 21% Services & Supplies 1,573,749 1,596,118 1,839,536 1,841,836 1,572,676 -15% Total Use of Funds 2,953,181 3,270,135 3,701,833 3,360,929 3,404,774 1%

Funded FTE's 12.43 11.43 11.43 11.43 11.43

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

102

PUBLIC WORKS - SIGNAL MAINTENANCE (100-2170)

Signal Maintenance and Street Lighting provides for the operation and maintenance of all traffic signals, signal controllers, streetlights and traffic loops.

PUBLIC WORKS SIGNAL/STREET LIGHTS (100-2170)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Revenue from Other Agencies 51,941 0 0 0 0 0%
Other 0 37,180 15,000 15,000 15,000 0%
Transfers In – Traffic Safety Fund 81,135 48,000 75,000 34,000 36,000 6% Total Source of Funds 133,076 85,180 90,000 49,000 51,000 4%

Use of Funds:

Services & Supplies 1,011,002 1,192,370 1,061,500 1,150,500 1,156,725 1% Total Use of Funds 1,011,002 1,192,370 1,061,500 1,150,500 1,156,725 1%

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

103

PUBLIC WORKS - FACILITIES MAINTENANCE (100-2190)

Facilities Maintenance is responsible for approximately 318,600 square feet of City-owned and leased buildings and facilities. Services include preventive maintenance such as painting and minor HVAC maintenance, fire and alarm systems monitoring and maintenance, repair of fixed assets and furniture, electrical and plumbing repairs, roof repairs, window and door repairs. This activity also opens and closes facilities in preparation for workday, moves furniture, develops contract work specifications, provides supervision for the citywide custodial services contract, administers 10 maintenance service contracts, monitors facilities for energy usage, performs minor repairs on facility life safety systems, sets up meeting areas for other departments and provides assistance for special events.

PUBLIC WORKS FACILITIES MAINTENANCE (100-2190)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Use of Funds:

Personnel 566,629 522,378 658,781 619,356 636,843 3%
Services & Supplies 1,236,328 1,359,762 1,707,088 1,713,047 1,450,836 -15% Internal Services (112,601) (145,750) (145,750) (145,750) (970,862) 566% Total Use of Funds 1,690,356 1,736,390 2,220,119 2,186,653 1,116,817 -49%

Funded FTE's 3.415 3.415 3.415 3.415 3.415

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

104

PUBLIC WORKS - PARK MAINTENANCE (100-2195)

Park Maintenance provides safe, aesthetically pleasing and enjoyable parks that meet the needs of the City’s diverse community for passive/active play for leisure, recreation and sports activities; facilitates community events in the parks as needed. Park Maintenance also provides playgrounds that promote safe play for children; and maintains sports fields to accommodate 87 adult teams, 5 youth leagues, and approximately 2,200 soccer players at 31 locations. Since 1998, the City of Antioch’s park maintenance costs continues to be the lowest per acre in the Bay Area. Park Maintenance also administers the Memorial Tree Program and Children’s Memorial Tree Grove.

PUBLIC WORKS PARKS MAINTENANCE (100-2195)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:
1% Sales Tax 307,000 325,000 0 0 0 0%
Other 37,950 37,500 37,500 37,500 37,500 0%
Transfer In from SLLMDs 91,598 91,598 91,598 91,598 91,598 0% Total Source of Funds 436,548 454,098 129,098 129,098 129,098 0%

Use of Funds:

Personnel 239,039 304,538 359,958 346,775 343,827 -1%
Services & Supplies 1,546,066 1,618,216 2,721,359 2,715,963 1,922,584 -29% Transfer Out to SLLMDs 1,331,458 1,775,458 1,303,000 1,233,000 1,015,000 -18% Total Use of Funds 3,116,563 3,698,212 4,384,317 4,295,738 3,281,411 -24%

Funded FTE's 1.325 2.325 2.325 2.325 2.325

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

105

PUBLIC WORKS - MEDIAN AND GENERAL LANDSCAPE (100-2196)

Median Maintenance provides a wide range of programs to maintain the Police Facility, Maintenance Service Center, and major median landscaping. Major medians include Hillcrest Avenue, Deer Valley Road, Delta Fair Boulevard, Somersville Road, Buchanan Road, James Donlon Boulevard, Lone Tree Way, West 4th Street, Wilbur Avenue, East 18th Street, West 10th Street, Davison Drive, Dallas Ranch Road, A Street and Contra Loma Boulevard. Median Maintenance provides aesthetically pleasing landscape to achieve mandated requirements for public safety in a cost effective and efficient manner of 21 miles, 42 acres of landscape medians, 85 acres of streetscapes along major arterials and right-of-ways.

PUBLIC WORKS PARK MEDIAN/GENERAL LANDSCAPE MAINTENANCE (100-2196)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Other 11,238 0 0 95,688 0 -100%
Transfer In SLLMDs 14,494 14,494 14,494 14,494 14,494 0% Total Source of Funds 25,732 14,494 14,494 110,182 14,494 -87%

Use of Funds:

Personnel 157,108 213,617 294,049 291,822 298,721 2%
Services & Supplies 598,037 1,188,383 989,963 989,943 955,673 -3% Total Use of Funds 755,145 1,402,000 1,284,012 1,281,765 1,254,394 -2%

Funded FTE's 1.475 1.475 1.475 1.475 1.475

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

106

PUBLIC WORKS – WORK ALTERNATIVE PROGRAM (100-2198)

The Work Alternative Program (WAP) operates in conjunction with the Contra Costa County Sheriff’s office, providing unskilled labor to perform routine maintenance tasks such as litter pick-up, graffiti removal, weed abatement and debris removal from street right of ways and storm channels. This is a cost effective means of enhancing work performed in the landscape maintenance districts and channels. The City utilizes one Landscape Maintenance Worker and a temporary employee in this program to work with the WAP participants.

PUBLIC WORKS WORK ALTERNATIVE PROGRAM (100-2198)
2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Transfer in from NPDES 93,158 104,607 113,549 115,090 114,213 -1% Transfer in from SLLMD Administration 22,358 25,106 27,252 27,622 27,411 -1% Total Source of Funds 115,516 129,713 140,801 142,712 141,624 -1% Use of Funds:

Personnel 186,834 209,197 227,097 230,707 227,173 -2%
Services & Supplies 7,250 10,195 11,500 10,850 10,850 0% Total Use of Funds 194,084 219,392 238,597 241,557 238,023 -1% Funded FTE's 1.15 1.15 1.15 1.15 1.15

CAPITAL IMPROVEMENT ADMINISTRATION (100-5170)

This Division provides oversight of the design, construction, and inspection of the City's Capital Improvement Program; oversees the development of the City's Five-Year Capital Improvement Program and the yearly Capital Improvement Budget; and protects the City’s pre-1914 water rights.

CAPITAL IMPROVEMENT ADMINISTRATION (100-5170)
2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Use of Funds:

Personnel 247,021 111,258 176,300 104,716 423,102 304% Services & Supplies 62,341 74,537 182,584 182,684 109,184 -40% Total Use of Funds 309,362 185,795 358,884 287,400 532,286 85%

Funded FTE's 3.75 3.75 2.75 3.25 3.25
2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

107

POLICE DEPARTMENT

The Antioch Police Department is charged with the enforcement of local, state and federal laws and with providing for around-the-clock protection of the lives and property of the public. The Police Department functions as an instrument of public service and as a tool for the distribution of information, guidance and direction.

Our Mission

The Mission of the Antioch Police Department, in partnership with our community, is to promote the quality of life in Antioch by proactively reducing crime with integrity and commitment to excellence.

Strategic Plan

A Strategic Planning is the foundation for the future of any organization. In developing the Strategic Plan for the Antioch Police Department we sought input from the community at large and the rank and file employees of the Antioch Police Department. The resulting information was collated and provides the basis for the six goal statements for the department. Our Strategic Plan not only serves as the foundation for how we will provide police services in the future but also serves as the department’s vehicle for accomplishing needed change. The way in which we deliver services is founded in our belief in Community Policing. The critical aspects of community oriented policing are problem solving, a focus on service delivery at the neighborhood level, and community partnerships.

Our strategic direction for the next three years focuses on seven key elements:

1. Leadership and Relationships

2. Communication (Internal and External)

3. Recruiting/Training/Retention

4. Reducing Crime

5. Juvenile Outreach

6. Community Engagement

7. Employee Wellness

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

108

The following programs and bureaus are in the Police Department:

 Police Administration
 Compliance & Professional Standards
 Cadets
 Prisoner Custody
 Community Policing Bureau
 Traffic
 Investigation
 Special Investigations Unit
 Communications
 Office of Emergency Management
 Volunteer Program/Chaplaincy
 Facilities Maintenance
 Animal Services Support
2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

109

POLICE DEPARTMENT
Administration

Police Chief
Police Captain
(Support Services Division)
Police Captain
(Field Services Division)
Animal Services Manager
Administrative Analyst I
Administrative Analyst I
Police Captain
(Compliance Division)
2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

110

POLICE DEPARTMENT
Support Services

Police Captain
(Support Services
Division)
Police Communications
Supervisor
Lead Police Dispatchers
Police Dispatchers
Police Records
Supervisor
Lead Police Records
Technician
Police Lieutenant
(Investigations)
Police Sergeant
(Investigations)
Police Sergeant (SIU
Team)
Crime Analysts
Police Officers
(Detectives)
Police Records
Technician
Police Officers
(Detectives)
Police Evidence
Supervisor (Property &
Evidence)
Community Service
Officers (Property &
Evidence)
Police Records
Technician
2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

111

POLICE DEPARTMENT
Field Services

Police Captain
(Field Services)
Police Lieutenants (Field
Services)
Police Sergeants
Police Sergeant
(Special Teams)
VIPS
Police Corporals
Supervisor Ancillary
Duties
Police Officers
(Traffic)
Police Officers
Community Service
Officers
K9 Unit
SWAT
CNT
Cadets
2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

112

POLICE DEPARTMENT
Professional Standards and Compliance

Police Captain
(Compliance Division)
Police Lieutenant
(Administration)
Police Sergeant
(CLO)
Police Sergeant
(Recruiting & Training)
Police Sergeant
(IA)
Police Officer
(CLO)
Administrative Analyst
2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

113

POLICE DEPARTMENT
Animal Services

Animal Services
Manager
Doctor of Veterinary
Medicine
Volunteers
Office Assistant
Animal Services
Supervisor
Registered Veterinary
Technicians
Animal Control Officer
Animal Services
Technicians
P/T Animal Care
Attendants
2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

114

The next pages of this section provide a department summary of revenues and expenditures with tables for sources and uses of funds. A summary of each program or bureau follows with a table showing the sources and uses of funds for each.

POLICE DEPARTMENT SUMMARY
2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
SOURCE OF FUNDS:
1% Sales Tax 12,744,328 13,077,476 14,076,658 14,053,132 14,009,558 0% P.O.S.T. Funds 27,565 64,913 60,000 34,408 30,000 -13% Federal Grant 35,017 819,989 5,000 84,002 0 -100%
Grant Reimbursement – State/Local 38,614 38,615 0 36,370 0 -100% Other Service Charges 55,058 35,139 35,000 35,060 35,000 0% Police Services General 121,737 102,410 100,000 100,000 100,000 0% False Alarm Permit Fees 63,690 60,395 51,350 51,350 51,350 0% False Alarm Response 15,075 9,445 6,000 120 0 -100% Other 3,511 7,318 4,000 11,115 4,000 -64%
Donations 1,170 100 0 0 0 0%
Sales Tax Public Safety 822,601 820,456 879,800 879,800 910,600 4% Non-Traffic Fines 76 4,692 100 5,000 5,000 0%
Vehicle Code Fines 28,428 22,411 25,000 25,500 25,000 -2% Other Financing Proceeds - SBITA 623,990 847,264 0 0 0 0% Transfers in 1,312,064 1,430,898 1,741,733 1,903,111 1,928,335 1% TOTAL SOURCE OF FUNDS 15,892,924 17,341,521 16,984,641 17,218,968 17,098,843 -1%

USE OF FUNDS:

Personnel 37,667,633 40,376,707 44,835,397 43,168,104 48,386,781 12% Services & Supplies 9,736,634 10,751,035 15,555,003 15,054,465 11,921,841 -21% Debt Service 375,249 685,319 0 0 0 0%
Transfers Out 1,702,199 1,600,879 2,680,030 2,161,549 2,492,144 15% TOTAL USE OF FUNDS 49,481,715 53,413,940 63,070,430 60,384,118 62,800,766 4% 2025-26 2026-27
Funded FTE’s Revised Proposed
Sworn Personnel 104.90 104.90
Non-Sworn Personnel 47.00 48.00
Total Police General Fund Funded FTE's 151.90 152.90 2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

115

POLICE ADMINISTRATION (100-3110)

Police Administration is responsible for the administrative and management functions of the department. Effective organizational planning, community relations, training, emergency preparedness, crime prevention, computer services, recruitment, internal affairs, investigation, public education, police commission, evidence, crime analysis and department budget are included in this activity, as well as the Chief of Police.

2025-2026 Accomplishments:
 Strengthened engagement with the Antioch Police Oversight Commission (APOC), including data sharing, policy consultation, and complaint process transparency.
 Team Building Workshop completed for supervisors and managers.  Conducted promotional processes to address current and projected vacancies within supervisory and command staff ranks.  Continued efforts in succession planning, reorganization, and mentorship to prepare emerging leaders.  Expanded social media presence to increase transparency and community engagement.  Continued to invest in internal instructor development, enhancing the frequency and quality of training.  Implemented Community Connect to gather community feedback following police interactions, enabling daily review and follow-up from Lieutenants.

Expanded it to include the investigations division.
 Opened substation in Sycamore Square, bringing a consistent police presence to a high-need area.  Implementation of Citizen RIMS to provide daily activity reports, crime mapping, RIPA stop data statistics, along with a portal for residents to request extra patrols and vacation house checks

2026-2027 Objectives:
 Launch a Real-Time Intelligence Center (RTIC) to centralize live data streams (e.g., ALPRs, ShotSpotter, CAD), supporting proactive policing and improved response coordination.
 Expand wellness programs with proactive measures like health check-ins, resilience screenings, and stress reduction resources.  Replace our current ALPR system to leverage enhanced vehicle recognition and AI-powered analytics.  Improve IT infrastructure with enhanced data redundancy and operational reliability.  Launch a Leadership Development Program focused on mentorship, ethics, and critical incident decision-making.  Explore the development of a regional Public Safety Training Facility to host advanced and scenario-based training.  Expand use of data-driven policing with real-time analytics, crime heat mapping, and predictive strategies.  Evaluate livestreaming capabilities for body-worn cameras to enhance oversight during critical incidents.  Launch a transparency dashboard to share crime stats, complaint data, and reform progress with the community.  Rebranding: New Mission/Values statement, new car design, new patch  Implement a Strategic Recruitment and Retention Initiative with targeted outreach, incentives, and support programs.  Develop a 10-year Facility Master Plan to guide future expansion and ensure infrastructure meets operational needs.  Explore expanding the UAV program into a UAV First Responder model, enhancing response speed and situational awareness during critical incidents.  Launch a Family Support Program with quarterly outreach and onboarding resources for officers’ families.

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

116

POLICE ADMINISTRATION (100-3110) (Continued)

2026-2027 Objectives (Cont.):
 Create Career Pathways for officers interested in investigative, technical, instructional, or leadership development tracks.  Develop a Resiliency Certification Program focused on trauma management, self-care, and long-term mental health support.  Expand VR Training to cover new areas, including procedural justice, crisis de-escalation, and public engagement scenarios, with role-specific modules for dispatchers and supervisors.
 Launch an Annual Innovation Challenge to encourage staff to propose ideas that improve service, technology, or internal culture.  Host Community Simulation Days where residents experience police scenarios through VR, building mutual understanding.  Develop a 24/7 Digital Communications Team for real-time public messaging, crisis updates, and media management.

POLICE ADMINISTRATION (100-3110)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Revenue from Other Agencies 73,253 103,528 60,000 59,408 30,000 -50% Charges for Services 255,560 207,351 192,350 186,530 186,350 0% Other 626,382 6,466 4,000 3,048 4,000 31%
Transfer In – Byrne Grant 25,000 25,000 17,777 0 17,777 100% Total Source of Funds 980,195 342,345 274,127 248,986 238,127 -4%

Use of Funds:

Personnel 4,889,060 4,647,669 4,538,853 4,127,792 4,070,575 -1% Services & Supplies 3,573,592 4,269,509 6,041,911 6,043,155 5,574,799 -8% Debt Service - SBITAs 95,250 127,000 0 0 0 0%
Total Use of Funds 8,557,902 9,044,178 10,580,764 10,170,947 9,645,374 -5%

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

117

POLICE COMPLIANCE & PROFESIONAL STANDARDS (100-3115)

The Compliance & Professional Standards division was established pursuant to a settlement agreement (Agreement) entered into between the United States Department of Justice (DOJ), the City of Antioch and the Antioch Police Department in January 2025. This division is responsible for collecting and maintaining all data and records necessary to document compliance with the Agreement and performing ongoing quality assurance and reporting for each area of the Agreement.

2025-2026 Accomplishments:
 Stand up the Compliance and Professional Standards Division, including a Captain, Community Liaison Officer and Sergeant.  Implemented all DOJ agreement action items, including revised policies, mandatory training, transparency initiatives, and complaint handling standards.  Worked in full partnership with the DOJ’s federally appointed monitor to meet all terms of the settlement agreement.  Established a Use-of-Force Review Panel to analyze critical incidents with a focus on systemic improvements.  Incorporated constitutional policing scenarios into promotional exams to ensure ethical, legally sound leadership decision-making.  Expanded department-wide Procedural Justice Training focused on respectful, transparent, and fair treatment of all community members.  Established the Blue Envelope Program to assist the neurodivergent community with communicating with officers during traffic stops. 2026-2027 Objectives:
 Host the Citizens’ Academy annually to educate residents on police operations and foster community partnerships.  Become State Accredited through CAPS
 Introduce a Youth Engagement Program alongside the Citizens’ Academy to build relationships with young residents.  Grow school and youth partnerships by assigning officers as mentors and public safety educators.  Recruit and hire a data analyst and a policy writer to support the division.  Continue to overhaul departmental policies to reflect best practices, legal standards, and the principles of constitutional and procedural justice.  Continue collaborating with the Antioch Police Oversight Commission (APOC) by supporting member training, fostering productive communication, and working together on transparency, policy alignment, and implementation of reform efforts.  Enhance language access services through multilingual hiring, technology tools, and cultural competency training.  Expand multilingual outreach through digital content and personal stories to build trust with underrepresented communities.  Expand department-wide Procedural Justice Training focused on respectful, transparent, and fair treatment of all community members.  Create a formal auditing system for body-worn camera footage and dispatch recordings to ensure policy compliance and identify training needs.  Expand the EWS system to include wellness-focused indicators such as trauma exposure, fatigue, and behavioral flags for early support.

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

118

POLICE COMPLIANCE & PROFESIONAL STANDARDS (100-3115) (Continued)

POLICE COMPLIANCE & PROFESSIONAL STANDARDS (100-3115)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Use of Funds:

Personnel 0 0 963,392 892,365 1,447,162 62%
Services & Supplies 0 10,710 540,000 510,000 480,000 -6% Total Use of Funds 0 10,710 1,503,392 1,402,365 1,927,162 37%

POLICE CADETS (100-3120)

The Cadet program has been in hiatus since 2021, with a goal to reinstate in this upcoming budget cycle.

2026-2027 Objectives:
 Reimplement the Cadet program after a hiatus since 2021  Train our youth in the career of law enforcement
 Train and participate in the cadet program competitions

POLICE CADETS (100-3120)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Other 0 38 0 0 0 0%
Total Source of Funds 0 38 0 0 0 0%
Use of Funds:

Personnel 0 0 2,156 0 2,156 100%
Services & Supplies 611 0 10,000 0 10,000 100%
Total Use of Funds 611 0 12,156 0 12,156 100%

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

119

PRISONER CUSTODY (100-3130)

Prisoner Custody provides for all prisoner custody services, booking, custody transportation and property security. This program is also in charge of maintenance of supplies for the jail.

2025-2026 Accomplishments:
 Proper maintenance of jail facility, transport vehicles, and jail records.  Jailers and officers Title 15 certified.

2026-2027 Objectives:
 Repaint all cells and replace plexiglass due to vandalism.  Upgrade HVAC system and controller module.
 Replace transport van

POLICE PRISONER CUSTODY (100-3130)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Use of Funds:

Personnel 495,738 315,176 421,579 319,509 469,678 47% Services & Supplies 13,947 15,973 17,070 17,070 3,000 -82% Total Use of Funds 509,685 331,149 438,649 336,579 472,678 40%

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

120

COMMUNITY POLICING BUREAU (100-3150)

The Community Policing Bureau provides general police services and responds to emergency calls to crimes in progress. Community Policing investigates crimes and investigates traffic accidents and enforces traffic laws and provides preventive patrol.

The Community Policing Bureau has been designed to promote a partnership with the community City-wide, and together identify community needs and resolve problems through practice and problem-solving approaches.

2025-2026 Accomplishments:
 Increased patrol staffing as hiring improved. Added a 5th patrol shift and reduced mandatory overtime.  Established stronger community relationships through increased community engagement efforts.  Through succession planning and mentoring, additional promotions and appointments took place to enhance leadership within the patrol teams.  Replaced aging patrol vehicles to improve reliability, officer safety, and operational readiness.  Replaced outdated Patrol, CNT, and SWAT equipment.
 Deployable surveillance cameras for hot spots.
 StarChase installation on several cars.
 ALPR camera additions.
 ALPR transparency portal.
 Successful pilot of Barricade assistive report writing system.  New cellular-enabled radios to enhance radio coverage in the field and outside our immediate area.  Implementation of Briefing Room training videos to provide short 3–5-minute daily training sessions.  Deployed ballistic shields to all patrol cars.
 Implemented a culture of regular debriefing of high-risk incidents to improve handling and safety.  New pistol and red dot sites.
 Implementation of iRIMS mobile CAD and RMS on officers’ cellphones.  Implemented a new AXON contract with updated TASER10, body-cameras, new fleet cameras, and VR Training.  Verkada City camera system.
 Obtained new in-car computers.
2026-2027 Objectives:
 Increase patrol staffing as hiring continues to improve. Implement a 6th patrol team to reduce patrol response times and increase proactive policing.  Continue to establish stronger community relationships.  Utilize new technology that assists in predictive and intelligence-led policing.  Increase proactive enforcement details.
 Continue engaging with the youth in our community by visiting school campuses to interact and provide information to the students.  Patrol rifle additions to the patrol force.
 Community Center - Southern Substation reopening.
2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

121

COMMUNITY POLICING BUREAU (100-3150) (Continued)

2026-2027 Objectives (Cont.):
 Update illegal fireworks ordinance.
 Build stronger relationships with our business community.  Continue to develop emerging leaders through succession planning and mentoring.  Addition of armored vehicles for rapid response to armed situations.  Continue partnerships with the Angelo Quinto Community Response Team to support crisis response and engagement with unhoused residents.  Expand special enforcement units focused on quality-of-life concerns such as sideshows, illegal dumping, and chronic nuisance properties.

Community Policing (Canine)

2025-2026 Accomplishments:
 One additional canine team was added.
 A handler attended a firearms detection course, giving the unit a certified firearms detection canine.  New handlers have attended or are currently enrolled in canine liability schools.  Increased training from 16 hours per month to 20 hours per month.  Canine teams attended several canine conferences, which provided additional training opportunities, case law updates, and the ability to remain proficient with canine training and deployment.
 Conducted community engagement events at various schools in Antioch. During these events, youth interact with our officers and K9’s while learning about police work and proper use of the 911 system.
 Obtained and outfitted new canine vehicles and equipment. 2026-2027 Objectives:
 Continue K9 and dispatch demonstrations in the schools to educate, develop, and maintain relationships with the youth.  Enroll handler teams in narcotics and firearms detection class and have them certify.  Increase the number of canine teams to six.
 Have additional handlers attend the K9 liability course to remain current with case law and best practices with respect to K9 utilizations.  Seek dual-purpose certification with POST and the California Narcotic Canine Association (CNCA).  Enroll all handlers in CNCA to receive training opportunities, case law updates, and remain proficient with canine training and deployment.  Upgrade existing canine equipment that is becoming old and dated.

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

122

COMMUNITY POLICING BUREAU (100-3150) (Continued)

POLICE COMMUNITY POLICING (100-3150)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:
1% Sales Tax 12,744,328 13,077,476 14,076,658 14,053,132 14,009,558 0% Taxes - PSAF 822,601 820,456 879,800 879,800 910,600 4% Fines & Penalties 76 4,692 100 5,000 5,000 0%
Revenue from Other Agencies 0 735,000 5,000 4,542 0 -100% Current Service Charges 0 0 0 0 0 0%
Other Financing Proceeds-SBITAs 0 718,454 0 0 0 0%
Transfers In 1,267,359 1,394,702 1,700,806 1,891,157 1,887,408 0% Total Source of Funds 14,834,364 16,750,780 16,662,364 16,833,631 16,812,566 0%

Use of Funds:

Personnel 20,871,793 26,620,475 27,028,891 28,134,513 30,997,544 10% Services & Supplies 2,078,389 2,909,361 2,301,208 2,301,208 1,938,543 -16% Debt Service - SBITAs 279,999 525,000 0 0 0 0%
Total Use of Funds 23,230,181 30,054,836 29,330,099 30,435,721 32,936,087 8%

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

123

TRAFFIC BUREAU (100-3160)

The Traffic Bureau provides for enforcement of moving traffic violations and parking violations. The Bureau directs traffic to ensure proper traffic flow, investigates major and fatal accidents, enforces driving under the influence violations and investigates traffic complaints. The Bureau works closely with the Community Policing Bureau to suppress traffic problems in target areas.

2025-2026 Accomplishments:
 The Unit was expanded to a Sergeant and two Officers.  Obtained a grant from OTS that paid for overtime operations such as DUI Check points, side show enforcements, and other traffic enforcement details.  Obtained 2 DUI Trucks utilizing state grant funding.
 Added two full-time and two part-time parking enforcement positions.

2026-2027 Objectives:
 Additional staffing to both CET and the Traffic Unit.  Acquiring additional grant funding for future enforcement operations.  Switching to a digital cite system, the grant was written and pending.  Continue to work with CHP RATT on the stolen vehicle issues in the City.  Implement a training schedule for traffic Officers.

POLICE TRAFFIC (100-3160)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Vehicle Code Fines 28,428 22,411 25,000 25,500 25,000 -2% Revenue from Other Agencies 22,443 84,989 0 90,830 0 -100% Total Source of Funds 50,871 107,400 25,000 116,330 25,000 -79%

Use of Funds:

Personnel 1,753,834 942,569 1,403,944 1,093,950 1,079,630 -1% Services & Supplies 61,789 81,279 49,586 51,586 35,876 -30% Total Use of Funds 1,815,623 1,023,848 1,453,530 1,145,536 1,115,506 -3%

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

124

INVESTIGATION BUREAU (100-3170)

The Investigation Bureau provides investigative follow-up to those crimes which cannot be resolved at patrol level. Detectives are assigned to robbery, homicide, sex offenses (human trafficking), fraud, burglary, domestic violence, and juvenile crimes. Additionally, they investigate Law Enforcement Involved Fatal Incidents and prepare cases for referral to the District Attorney’s office for prosecution.

2025-2026 Accomplishments:
 Promoted two detectives to Corporal positions.
 Successfully filed 154 felony cases with the Contra Costa County District Attorney’s Office.  Staffed one additional crime analyst within the investigation bureau to aid in the collection and interpretation of data related to criminal activity, identify crime patterns, trends, and series to assist in the deployment of resources, strategic planning, and investigative support.  Began testing and implementing the new AI report writing software, which enhanced officer and detective reports. This software also saved detectives valuable time to manage large caseloads.
 Updated the Investigations Bureau’s interview rooms with new audio/video recording equipment.  Acquired a new FARO 3D scanner for crime scenes. This has drastically reduced the time it takes to scan a scene, and it has improved the quality of imaging.
 Updated and enhanced our person-free surveillance vehicle.  Homicide solve rate of 83% with no cases going cold, and the solve rate should be 100% by the end of 2026.  A total of 1,400 hours of additional specialized training(s) attended by current detectives/crime analysts assigned to the Investigation Bureau.  Through a collaborative partnership with the Contra Costa County District Attorney's Office, working to support victims of gun violence through a grant- funded initiative focused on resources, advocacy, and trauma-informed services. This partnership strengthens the community’s response to violent crime by improving access to victim support services and enhancing coordination between local agencies dedicated to public safety and recovery. 2026-2027 Objectives:
 Return the Investigation Bureau staffing levels to fully staffed by adding five additional detectives, two sergeants, and at a minimum, one CSO.  Create a structured and efficient Investigator Onboarding Program designed to equip new investigators with the essential knowledge, skills and resources needed to succeed in their roles. The goal is to accelerate the learning curve, promote consistency in investigative practices, and ensure operational readiness from day one.
 Create an extensive resource guide, much like a Field Training Guide, for newly assigned investigators, designed to equip new investigators with tools to aid in their success while in their new role.
 Update the city camera system to increase solve rates and move to one platform.  Upgrade our “soft” room for interviewing victims. This room will enhance victim advocacy and trust.  Create a specialized Homicide (only) Investigator position within the Investigations Bureau to focus exclusively on homicide cases. This role is designed to enhance case solvability and increase the clearance rate by allowing for dedicated time, attention and expertise on complex investigations. By improving the efficiency and effectiveness of homicide case resolution, this position also aims to help prevent future acts of violence, particularly those perpetrated by repeat offenders.

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

125

INVESTIGATION BUREAU (100-3170) (Continued)

2026-2027 Objectives (Cont.):
 Update/modernize the Investigations Bureau's office space, designed to improve efficiency, enhance morale and professionalism, address ergonomic concerns, provide better space utilization, and enhance first impressions, reinforcing confidence in the organization’s culture and mission.

POLICE INVESTIGATIONS (100-3170)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Other 1,119 852 0 8,067 0 -100%
Total Source of Funds 1,119 852 0 8,067 0 -100%

Use of Funds:

Personnel 4,758,172 4,062,377 5,229,533 4,325,702 5,182,710 20% Services & Supplies 866,885 1,075,176 1,283,701 1,094,409 1,176,243 7% Total Use of Funds 5,625,057 5,137,553 6,513,234 5,420,111 6,358,953 17%

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

126

SPECIAL INVESTIGATIONS UNIT (SIU) (100-3175)

The Special Investigations Unit provides intelligence gathering and investigative follow-up to those narcotics, weapons violations, human-trafficking and gang cases which cannot be resolved at the patrol level. This unit prioritizes fugitive apprehension and high-risk searches in addition to their current responsibilities.

2025-2026 Accomplishments:
 SIU has collaborated mutually with the Contra Costa County Major Crimes Task Force and has utilized their investigative assets and resources to solve gang-related crime in the City of Antioch and the majority of Contra Costa County.  Established a new collaborative relationship with the ATF-E, participating in their Western Crime Gun Intelligence Working Group, and the Cross- Jurisdictional Firearms Trafficking Strike Force. The ATF program focuses on a collaborative approach, highlighting best practices for developing crime- gun intelligence while allowing access to NIBIN/NESS databases for shooting investigation analysis and linking.  Working on a major case with the FBI that will have a drastic impact on the community for the reduction in narcotics sales and overdoses.  Established a collaborative relationship with the USMS, participating in their Task Force Officer program. The USMS program strengthens the unit’s ability to engage in high-risk fugitive apprehension operations and offers access to staffing, training opportunities and technological resources related to public safety.
 Reduced expenditures by using a state contract for undercover vehicles with Enterprise Rental company. 2026-2027 Objectives:
 Return SIU staffing levels to fully staffed by adding two detectives and a supervisor.  Enhance the intelligence-gathering, crime-gun collection and case-building capability of the unit by adding two detectives for field-operations.  Continue strengthening multi-faceted relationships with outside agencies to leverage resources and assistance with large-scale narcotics, gang and weapons related investigations and prosecutions.
 Continue to identify and procure technology that supports engaging in data-driven solutions used to mitigate violent crime and gun crime, including gun trafficking.
 Increase fugitive apprehension and vice operations with a focus on impacting human trafficking and illegal gang activity.  Increase and revamp our confidential informant pool.

POLICE SPECIAL INVESTIGATIONS UNIT (SIU) (100-3175)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Use of Funds:

Personnel 1,707,124 346,811 784,431 648,715 662,010 2% Services & Supplies 87,598 122,124 103,462 103,462 106,126 3% Total Use of Funds 1,794,722 468,935 887,893 752,177 768,136 2%

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

127

COMMUNICATIONS BUREAU (100-3180)

Communications (police dispatch) provides emergency and non-emergency dispatch services and directs citizens to the proper service providers.

2025-2026 Accomplishments:
 Trained multiple Officers to be able to work in dispatch.  Dispatchers are involved in more events including a program with the high school, community events, and holiday programs.  Dispatchers attended WLLE (Women in Law Enforcement) and Dispatch Manager attended CLI (Civilian Leadership Institute).  Team building event with Tracy Miller Consulting.
 Answered approximately 209,288 calls.
 Updated Training Standards and Goals.

2026-2027 Objectives:
 Have Dispatch Leads attend CLI (Civilian Leadership Institute).  Implement an assistive call-taking system for dispatch to improve non-emergency call handling, emergency call intake, quality assurance, and evidentiary requests for call recordings.
 Have another team building event.
 Continue to train Officers and new Dispatchers in the Dispatch Center.  Purchasing a new recording system.
 Explore options for new dispatch center.
 Successfully fill dispatch openings.

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

128

COMMUNICATIONS BUREAU (100-3180) (Continued)

POLICE COMMUNICATIONS (100-3180)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Other Financing Source-SBITA 0 128,810 0 0 0 0%
Total Source of Funds 0 128,810 0 0 0 0%

Use of Funds:

Personnel 3,108,119 3,439,191 4,402,583 3,588,558 4,415,281 23% Services & Supplies 2,303,505 1,223,374 2,367,181 2,248,092 1,579,474 -30% Debt Service - SBITAs 0 33,319 0 0 0 0%
Total Use of Funds 5,411,624 4,695,884 6,769,764 5,836,650 5,994,755 3%

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

129

OFFICE OF EMERGENCY MANAGEMENT (100-3185)

The Office of Emergency Management has the overarching service responsibility for "disaster preparedness" in our community. This section will develop, maintain and coordinate current emergency preparedness plans that will help mitigate the effects of man-made, technical, and natural disasters. A useful plan is one that complies with state and federal mandates (SEMS/NIMS and ICS), protects life and property, and efficiently takes an all-hazards approach by applying management, organization, and communication skills. The disaster preparedness program supports ongoing education, preparation and training, and oversees the Emergency Operations Center.

2025-2026 Accomplishments:
 Continued training with City staff, utilizing the emergency management consulting firm, CrisisMC911.  Represented the City at the CCC Emergency Operations Center group meetings.  The City’s local hazard mitigation plan was completed and approved by CAL OES and FEMA and entered a professional services agreement with an emergency management consulting firm, Navigating Preparedness, to assist in keeping the plan updated. 2026-2027 Objectives:
 Update the City’s Emergency Operations Plan and deploy tailored training modules with the city’s new emergency management consultant, CrisisMC911.  Partner with the City’s consultant to administer robust and detailed state and federally certified section-specific training and exercises for City staff.  City Council adoption of the City’s local hazard mitigation plan.  Activate the City’s EOC during low-level events for experience and training.  Continue to update the city/department’s website to include a comprehensive section for emergency preparedness.  Upgrade the Community Room at the Police Department with new and up-to-date audio/video equipment, real-time information delivery (communication) hardware and software, and industry-standard technology used for emergency preparedness intelligence gathering, response, and management.

POLICE OFFICE OF EMERGENCY MANAGEMENT (100-3185)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Revenue from Other Agencies 5,500 0 0 0 0 0%
Total Source of Funds 5,500 0 0 0 0 0%

Use of Funds:

Services & Supplies 17,169 135,843 224,586 109,185 74,875 -31% Total Use of Funds 17,169 135,843 224,586 109,185 74,875 -31%

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

130

COMMUNITY VOLUNTEER PROGRAM/CRIME PREVENTION COMMISSION/CHAPLAINCY/EXPLORERS (100-3195)

The Volunteer Program supports police services, while providing the citizens an opportunity to actively support their community. These opportunities will involve clerical support, vacation patrols, crime prevention and community awareness presentations.

The Antioch Police Crime Prevention Commission is composed of seven members who are appointed by the Mayor. Their purpose is to organize and facilitate Antioch’s Crime Prevention Program through the Neighborhood Watch Program.

The Chaplaincy Program is a ministry of ordained volunteer clergy to support the employees of Antioch Police Department and the citizens of Antioch during crisis/non-crisis situations.

2025-2026 Accomplishments:
 VIPS continued to deploy decoy vehicles as a crime deterrent and the radar trailer as a traffic calming measure. The VIPS have accommodated special and short-notice requests for these services.
 VIPS have expanded volunteer hours in the records division.  Provided service, direction, and equipment at all neighborhood Cleanups.  VIPS have continued to work at City and department events to enhance staffing needs.  Increased the number of VIPS willing to participate in “callouts” for major incidents. 2026-2027 Objectives:
 Continue to increase VIPS staffing.
 Add enough new VIPS to complete another field services VIPS academy.  Assess and explore other areas VIPS could be helpful and expand their duties.  Increase recurring VIPS training to help with critical incidents as they arise and support departmental vehicle maintenance.

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

131

COMMUNITY VOLUNTEER PROGRAM/CRIME PREVENTION COMMISSION/CHAPLAINCY/EXPLORERS (100-3195) (Continued)

POLICE COMMUNITY VOLUNTEERS (100-3195)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Donations 75 100 0 0 0 0%
Transfer In – Byrne Grant 19,705 11,196 23,150 11,954 23,150 94% Total Source of Funds 19,780 11,296 23,150 11,954 23,150 94%

Use of Funds:

Personnel 83,793 2,439 60,035 37,000 60,035 62%
Services & Supplies 15,508 18,584 13,219 13,219 15,997 21% Total Use of Funds 99,301 21,023 73,254 50,219 76,032 51%

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

132

FACILITIES MAINTENANCE (100-3200)

The primary objective of the Facilities Maintenance activity is to provide for an acceptable level of maintenance to the Police and Animal Services facilities. There are no personnel assigned to this work. Facilities maintenance work such as roof repairs, general building repairs, and necessary alterations to office, installation of building hardware, electrical wiring and janitorial maintenance are accomplished through this program. Additionally, utilities for the department are paid from this account.

2025-2026 Accomplishments:
 Identified repairs and continued to maintain the overall safety/security of the building.

2026-2027 Objectives:
 Replace the outdated backup generator to ensure uninterrupted operations during power outages.  Complete facility capital improvements, including new flooring, paint, furniture, and roof replacement, to modernize workspaces and improve morale.  Continue to make improvements throughout the interior of the Police Department.  Begin paving a portion of the dirt area in the back lot and include a structure to help with the evidence storage, evidence vehicle storage and the longevity of Police Department vehicles and equipment.

POLICE FACILITIES MAINTENANCE (100-3200)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Use of Funds:

Services & Supplies 717,641 889,102 2,563,079 2,563,079 926,908 -64% Total Use of Funds 717,641 889,102 2,563,079 2,563,079 926,908 -64%

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

133

ANIMAL SERVICES SUPPORT (100-3320)

The City operates an animal shelter for which the Police Department has oversight. The operations of the animal shelter are accounted for in a Special Revenue Fund. A subsidy is provided by the General Fund to the Animal Services Special Revenue Fund to support operations.

2025-2026 Accomplishments:
 One part time Clerical Assistant was hired in December 2025. Since their hire, AAS has been able to provide more consistent customer service at the front counter for administrative procedures.
 One full time Registered Veterinary Technician was hired in December 2025 which will offer additional medical support to the Doctor of Veterinary Medicine increasing the number of spay & neuter procedures and other surgical procedures that can be completed in the shelter therefore reducing the length of stay of animals and increasing the quality of medical care.  Additional RVT position has created the opportunity to integrate a TNR (trap neuter return) program for community cats in conjunction with the ACO and a shelter liaison who will facilitate the trapping & off-site recovery of the community cats due to the shelter’s physical limitations.  The addition of three City of Antioch Interns from the Youth Services department in December 2025 added extra hands to assist with the care of the animals in the shelter along with providing the Youth Interns with new and adaptable skills that can aid in their future hiring with no impact on the Animal Services’ budget. One Intern was allocated administrative duties and has issued over 400 notices regarding licensing compliance.  Several successful promotional adoption events that offset or reduced adoption fees for the public, increasing adoption numbers; 3 Empty the Shelters campaigns, 1 NBC Clear the Shelters campaign, 1 Cal Animals sponsored Adopt A Pet campaign, and Friends of Animal Services sponsorships – approximately $50,000.00 subsidized.
 Increasing community engagement & donations through the Halloween Event in conjunction with APD with over 500 attendees, photos with Santa with over 50 attendees raised $780, a Kitten Shower with over 30 attendees where large donations of kitten supplies were received and off site promotions/presence at local events e.g. Wine Festival, District Meetings, Joybound Vaccination & Microchip clinic help to increase adoption interest & volunteer numbers.
 Participation in other shelter/rescue organization-hosted events, including Animals On Broadway with Joybound, Berkeley Humane’s Bark & Meow Around the Block, has increased the shelter’s exposure and encouraged additional volunteers, donors, and adopters to come to the shelter.  Offering hands-on training and continued educational opportunities for approximately a dozen intern Doctors of Veterinary Medicine and Veterinary Technicians employed through Veterinary Emergency Group who have returned to volunteer and assist with Veterinary needs within the shelter throughout the year.
 Grants received during FY2025 & FY2026 (Pet Food Express – Adoption Coupon Program - $1,650.00, Pet Food Express – Partner Ordering Program - $6,393.57, Bissell Pet Foundation - $9,910.00).
 Animal Services created the “Tiny Chaos Coalition” supported by volunteers to focus on kittens that need additional support within the shelter and needing more consistent care beyond the staff’s daily abilities. As of May there are 12 volunteers who are sharing the duties and tending to kittens around the clock. On any given day they care for 20 kittens during the peak of kitten season.  Participating currently through July 31st in the Foster 50 Challenge funded by Maddies Fund & Pedigree, $240,000 in grant opportunities.  Acting Animal Services Manager has been attending PetCo Love’s Management & Leadership Course since September 2025, completion will be end of May 2026. The knowledge gained will help improve fundraising strategies, marketing & promotion fundamentals, external shelter initiatives, media relations, social media strategies, foster & volunteer program development, and build overall leadership skills. 2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

134

ANIMAL SERVICES SUPPORT (100-3320) (Continued)

2025-2026 Accomplishments (Cont.):
 Tear down of a 20-year-old failing cooler and installation of a new walk-in cooler to house deceased pets awaiting cremation services. 2026-2027 Objectives:
 Build upon existing TNR Program & Foster Program to ensure sustainability and processes/procedures are consistent to increase outcomes.  Increase community engagement to promote fundraising and create a wider and more consistent donor pool for shelter funding.  Increase community engagement to promote education on animal care, spay/neuter, animal welfare, and animal services, particularly focusing on youth groups and schools.
 Set priorities on the hiring of additional personnel to adequately care for the animals in the shelter, increase revenue flows regarding licensing compliance, and citation issuance. Increase response to calls for service in the field.  Conduct a thorough review of animal control ordinances to ensure consistency between state, county, and local laws and incorporate current best practices within the animal services field into Antioch City Ordinance.  Expand on promotional opportunities to gain greater exposure for the shelter and encourage adopters, donors, and volunteers.  Increase existing staff and volunteers’ skills, knowledge, and bring them up to date with current California shelter practices and standards of care.  Assess building needs, infrastructure, and alternative funding sources to support growth, refurbishment, or additional animal housing.

ANIMAL SERVICES SUPPORT (100-3320)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Use of Funds:

Services & Supplies 0 0 40,000 0 0 0%
Transfer Out to Animal Services 1,702,199 1,600,879 2,680,030 2,161,549 2,492,144 15% Total Use of Funds 1,702,199 1,600,879 2,720,030 2,161,549 2,492,144 15%

2025-26 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

135

RECREATION SUPPORT

Parks and Recreation provides the City's residents recreational, preschool, social and meeting space within the community. Recreation Programs are accounted for in the Recreation Special Revenue Fund. The Recreation Support division within the General Fund provides a subsidy to this fund to support operations.

RECREATION SUPPORT (100-4110)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:
1% Sales Tax 3,128,491 3,078,998 1,925,897 2,074,866 1,937,164 -7% Total Source of Funds 3,128,491 3,078,998 1,925,897 2,074,866 1,937,164 -7%

Use of Funds:

Services & Supplies 36,347 4,752 68,981 68,981 10,000 -86% Transfer Out to Prewett CIP 0 200,000 200,000 200,000 0 -100% Transfer Out to Recreation Fund 4,440,590 4,236,950 4,849,240 5,210,954 4,802,031 -8% Total Use of Funds 4,476,937 4,441,702 5,118,221 5,479,935 4,812,031 -12%

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

136

COMMUNITY SERVICES DEPARTMENT (Formerly Public Safety and Community Resources) The Community Services Department was initially established as the Public Safety & Community Resources Department in Fiscal Year 2022 to serve as the City’s centralized department for community wellness, violence prevention, housing stability, youth development, and strategic community partnerships. The department oversees a broad portfolio of programs and initiatives including youth and young adult services, violence intervention and prevention, unhoused response and encampment coordination, housing and homelessness initiatives, rental stabilization and tenant protections, cannabis equity programming, community engagement, environmental and sustainability efforts, and administration of Community Development Block Grant (CDBG) and other state and federally funded programs. In May 2026, City Council approved changing the department name from Public Safety & Community Resources to Community Services to better align the department’s public identity with its existing mission, organizational structure, and community-centered service delivery approach.

The department is responsible for developing and managing cross-sector partnerships, coordinating complex community-based initiatives, and implementing responsive strategies that strengthen public trust, improve quality of life, and enhance community safety outcomes for Antioch residents. The department serves as a lead convener between residents, service providers, regional partners, schools, public agencies, and community organizations to ensure coordinated and trauma-informed service delivery.

Recognizing that public safety extends beyond traditional enforcement models, the department advances initiatives focused on prevention, intervention, stabilization, housing security, youth opportunity, and community resilience. Through data-informed programming, grant administration, direct service coordination, and strategic resource development, the department works to create sustainable systems that support safe neighborhoods, equitable access to resources, and long-term community well-being throughout the City of Antioch.

Public Safety and
Community Resources
Director
Administrative Assistant
Youth Network Services
Housing and
Homelessness
Housing Manager
Youth Services Network
Manager
Youth Services Program
Coordinator
Violence Intervention and
Prevention
Public Safety Manager
Housing Services
Coordinator (2)
2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

137

COMMUNITY SERVICES SUMMARY
2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
SOURCE OF FUNDS:
1% Sales Tax 1,693,019 1,798,561 2,573,538 2,315,742 2,565,908 11% Total Source of Funds 1,693,019 1,798,561 2,573,538 2,315,742 2,565,908 11%

USE OF FUNDS:

Personnel 1,104,244 1,084,701 1,332,322 1,192,958 1,366,957 15% Services & Supplies 590,175 713,860 1,641,802 1,122,784 1,847,101 65% Total Use of Funds 1,694,419 1,798,561 2,974,124 2,315,742 3,214,058 39%

Funded Funded
2025-26 2026-27
Funded FTE'S
Youth Network Services 2.00 2.00
Housing and Homelessness 1.00 1.00
Violence Intervention and Prevention 1.00 1.00
Administration 1.85 1.95
Total Community Services Funded FTE's 5.85 5.95

YOUTH NETWORK SERVICES DIVISION (100-4700)

Youth Services Network (YSN) is grounded in the belief that every young person possesses inherent strengths, resilience, and unlimited potential, regardless of the systemic, social, or economic barriers they may face during critical stages of development. The division is committed to advancing equity, opportunity, and belonging by elevating youth voice, cultivating leadership, and empowering young people to serve as active changemakers within their schools, neighborhoods, and broader community.

YSN recognizes that positive youth development requires more than programming alone—it requires meaningful relationships, stability, access, and investment.

Young people thrive when they have access to comprehensive support including health and wellness resources, academic enrichment, workforce development, mentorship, safe recreational spaces, and pathways to stable housing and long-term success.

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

138

YOUTH NETWORK SERVICES DIVISION (100-4700) (Continued)

Through holistic, trauma-informed, and youth-centered programming, YSN delivers services, events, leadership opportunities, and community-based initiatives that strengthen self-confidence, foster positive peer and adult relationships, and support youth in achieving their personal, educational, vocational, and life goals.

Programs are intentionally designed to create transformative experiences that address the complex emotional, social, behavioral, and economic challenges facing today’s youth and young adults.

At the core of YSN is a commitment to connection, equity, and access. The division works to ensure all youth, particularly those disproportionately impacted by violence, poverty, disconnection, or system involvement, have access to trusted adults, family engagement, supportive services, and culturally responsive opportunities that promote long-term stability and success.

YSN also prioritizes strong community collaboration and collective impact. The division actively partners with school districts, nonprofit organizations, workforce agencies, violence prevention partners, law enforcement, faith-based organizations, local businesses, and families to remain responsive to emerging trends and evolving youth needs. In addition, YSN invests in building a robust network of mentors, volunteers, and community leaders dedicated to supporting and uplifting Antioch’s youth and young adults.

Through prevention, intervention, leadership development, workforce exposure, and community engagement, Youth Services Network plays a critical role in strengthening protective factors, increasing opportunity, and building a healthier, safer, and more connected Antioch community.

2025-2026 Accomplishments:
 Successfully procured and implemented a centralized youth data-management system to strengthen program tracking, reporting, outcomes measurement, and long-term strategic planning.
 Expanded year-round programming to serve more than 1,000 unduplicated youth and young adults ages 12–26 through a continuum of services focused on academic achievement, social-emotional wellness, violence prevention, leadership development, workforce readiness, and community engagement.  Launched the Youth Civic Fellowship (Youth & Government Program), training 11 emerging young leaders in public policy, advocacy, civic engagement, and local government through mentorship, project-based learning, legislative exposure, and statewide leadership participation.  Secured and managed over $1.5 million in external grant funding to sustain and expand youth programming, including workforce development, mental health supports, violence prevention, leadership development, and community-based initiatives.  Expanded bilingual, culturally responsive, and equity-centered programming to improve accessibility, participation, and inclusion across Antioch’s diverse youth population.
 Developed and launched a structured Adult Volunteer & Mentor Program, recruiting and engaging community members ages 25+ to support youth programs, events, mentorship opportunities, and positive youth development initiatives.  Planned and hosted two large-scale annual Youth Resource & Opportunity Fairs, connecting youth and families to education, employment, wellness, recreation, housing, and supportive services through coordinated community partnerships.  Designed and implemented a year-round calendar of youth enrichment outings and experiences integrating social-emotional learning, peer engagement, leadership development, and life-skills building to foster belonging, confidence, and healthy relationships. 2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

139

YOUTH NETWORK SERVICES DIVISION (100-4700) (Continued)

2025-2026 Accomplishments (Cont.):
 Strengthened school and district partnerships through participation in quarterly Antioch Unified School District meetings focused on youth recruitment, service alignment, program feedback, and collaborative initiatives.  Hired and developed five part-time young adults as Peer Program Assistants, providing leadership experience, workforce exposure, mentorship, and professional development opportunities.
 Issued a competitive Request for Proposals (RFP) process distributing approximately $400,000 to more than 15 local nonprofit organizations delivering tutoring, arts, sports, wellness, and enrichment programming during summer, fall, winter, and spring school breaks.  Supported and nominated a local Antioch youth for recognition and induction into the Contra Costa County Youth Hall of Fame by the Contra Costa County Board of Supervisors.
 Facilitated bi-monthly Antioch Council of Teens (ACT) meetings with approximately 30 active youth participants focused on leadership development, civic engagement, public speaking, advocacy, and community organizing.  Supported ACT youth leaders in planning and hosting 12 community-focused events and initiatives, including neighborhood clean-ups, voter education efforts, youth town halls, and community engagement activities.  Maintained and supported the ongoing stewardship of three benches and waste stations installed along the Mokelumne Trail through an ACT-led community beautification and placemaking initiative.
2026-2027 Objectives:
 Design and implement a comprehensive year-round calendar of at least 40 youth enrichment activities, educational outings, leadership retreats, wellness events, and youth development experiences annually serving youth and young adults ages 12–26. Programming will intentionally integrate social- emotional learning, leadership development, cultural exposure, life skills, wellness engagement, and peer connection to strengthen belonging, confidence, resilience, and positive identity development.
 Expand and strengthen the Antioch Council of Teens (ACT) by maintaining consistent engagement of at least 30–40 active youth leaders annually and increasing youth participation in City initiatives, civic engagement opportunities, policy discussions, commissions, community improvement projects, and program evaluation efforts to ensure youth voice remains embedded in local decision-making processes.  Develop and launch a targeted STEM, Arts, and Emerging Careers Initiative for girls and young women in Antioch, engaging at least 20 participants annually through mentorship, career exposure, internships, workshops, leadership development, and hands-on learning opportunities in science, technology, engineering, mathematics, digital media, healthcare, and creative arts pathways.  Develop and implement a citywide Youth Employment & Career Pathways Initiative in partnership with local businesses, labor unions, educational institutions, nonprofit organizations, and public agencies to place at least 60–75 youth and young adults annually in paid internships, apprenticeships, transitional employment, career exploration opportunities, and workforce readiness programs.  Establish and formalize a coordinated network of at least 25 youth-serving organizations and community partners to strengthen collaboration, improve referral systems, reduce duplication of services, increase access to resources, and improve long-term outcomes for Antioch youth and families.  Expand restorative justice, mentorship, and violence prevention programming to serve a minimum of 100 opportunity youth annually, particularly youth disproportionately impacted by violence, poverty, disconnection, or system involvement, with measurable improvements in school engagement, leadership development, conflict resolution skills, workforce participation, and reductions in justice-system involvement. 2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

140

YOUTH NETWORK SERVICES DIVISION (100-4700) (Continued)

2026-2027 Objectives (Cont.):
 Increase youth leadership and civic participation opportunities by expanding youth advisory boards, peer ambassador programs, volunteer initiatives, commissions, and community advocacy projects, engaging 75 youth annually in civic leadership, public speaking, advocacy, and community organizing activities.
 Expand family engagement and parent-support programming through workshops, resource events, family-centered activities, and support services designed to strengthen protective factors, increase youth stability and connectedness, and improve relationships between youth, caregivers, schools, and community systems.
 Increase access to workforce certifications, entrepreneurship training, financial literacy education, college and career readiness programming, and vocational exposure opportunities, with at least 150 youth annually participating in workforce development and economic mobility initiatives.  Strengthen data collection, performance measurement, and outcome tracking systems through implementation of standardized reporting tools, participant tracking systems, and program evaluation measures to improve accountability, support grant sustainability, identify emerging youth needs, and inform strategic planning and resource allocation.
 Continuing culturally responsive, bilingual, trauma-informed, and equity-centered programming to ensure underserved and historically marginalized youth populations have meaningful access to services, leadership opportunities, workforce pathways, mentorship, and supportive community networks.  Develop and implement focused outreach strategies to increase participation of disconnected youth, opportunity youth, foster youth, justice-involved youth, and youth experiencing housing instability or violence exposure in City-supported programs and initiatives.  Strengthen volunteer and mentorship infrastructure by recruiting, training, and retaining at least 50 active adult mentors, volunteers, and community leaders annually to support youth programs, leadership initiatives, academic support, workforce development, and positive youth engagement opportunities.

YOUTH NETWORK SERVICES (100-4700)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:
1% Sales Tax 903,646 919,813 1,073,726 936,520 1,064,884 14% Total Source of Funds 903,646 919,813 1,073,726 936,520 1,064,884 14%

Use of Funds:

Personnel 518,630 477,539 528,953 385,627 537,384 39%
Services & Supplies 385,016 442,274 551,393 550,893 527,500 -4% Total Use of Funds 903,646 919,813 1,080,346 936,520 1,064,884 14%

Funded FTE’s 2.00 2.00 2.00 2.00 2.00
2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

141

HOUSING AND HOMELESSNESS DIVISION (100-4705)

The Housing and Homelessness Division serves as the City of Antioch’s centralized lead for housing stability, homelessness response, encampment resolution, housing navigation, and community-based stabilization services. The division is responsible for developing, coordinating, administering, and advancing comprehensive housing and homelessness strategies that improve quality of life, strengthen community wellbeing, and support long-term housing stability for Antioch residents experiencing homelessness, housing insecurity, or economic vulnerability.

The division integrates and delivers innovative, trauma-informed, data-driven, and person-centered programs and services designed to address both immediate crisis needs and long-term pathways to permanent housing. This includes oversight and coordination of unhoused outreach, emergency shelter and motel stabilization efforts, safe parking initiatives, encampment resolution and environmental remediation efforts, housing navigation, landlord engagement, supportive services coordination, and implementation of state and federally funded housing initiatives.

As a key administrative entity within the regional homelessness response system, the Housing and Homelessness Division actively collaborates with county, state, and federal agencies; local school districts; healthcare providers; housing authorities; law enforcement; behavioral health providers; nonprofit and faith-based organizations; and community stakeholders to develop coordinated, community-specific strategies that address homelessness and housing instability as critical public health, equity, and public safety issues.

The division plays a central role in advancing Antioch’s housing and homelessness policy priorities through strategic planning, cross-sector coordination, grant administration, program development, and regional partnership building. This includes administration and oversight of Community Development Block Grant (CDBG) programs, Encampment Resolution Fund (ERF) initiatives, housing-related grant opportunities, environmental and neighborhood stabilization efforts, and other state and federally funded programs designed to improve housing access, community resilience, and neighborhood conditions.

The division is committed to responsible stewardship of public resources through strategic grant management, fiscal accountability, data-informed decision- making, performance measurement, regulatory compliance, and continuous evaluation of program outcomes. By leveraging local, regional, state, and federal funding opportunities, the division works to maximize community impact, strengthen long-term sustainability, and ensure responsive, equitable, and effective services for Antioch residents.

Through compassionate, coordinated, and solutions-focused approaches, the Housing and Homelessness Division remains committed to reducing homelessness, increasing housing stability, improving system coordination, and building a healthier, safer, and more resilient Antioch community.

2025-2026 Accomplishments:
 Prioritized immediate, trauma-informed services and outreach efforts focused on Antioch’s most vulnerable and underserved populations, particularly individuals living unsheltered in visible encampments and high-impact areas throughout the City.  Successfully secured and administered more than $6.5 million in State Encampment Resolution Fund (ERF) funding to support coordinated encampment resolution, intensive outreach, environmental remediation, housing stabilization, and long-term system coordination efforts.  Through ERF implementation and coordinated housing efforts, facilitated the cleanup and resolution of major encampment areas while supporting the placement and stabilization of nearly 40 unhoused individuals into Opportunity Village, providing safer shelter, case management, and pathways toward permanent housing.
2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

142

HOUSING AND HOMELESSNESS DIVISION (100-4705)

2025-2026 Accomplishments (Cont.):
 Provided approximately 40 nights of emergency motel stays for individuals and households facing immediate crisis situations, including homelessness, medical vulnerability, violence, and safety-related emergencies.  Coordinated and supported the delivery of 1,059 showers through the SHARE Community Shower Program, improving access to hygiene, dignity, and stabilization resources for individuals experiencing homelessness.  Served 231 participants during shower program operations by distributing hygiene kits, meals, clothing, and connections to housing, healthcare, behavioral health, and supportive services.
 Supported approximately 356 unduplicated participants through the Laundry Voucher Program, distributing more than 708 laundry vouchers to improve health, dignity, employment readiness, and overall wellbeing.  Executed a partnership agreement with Contra Costa County’s H3 Program to secure a dedicated 50% CORE team allocation solely serving Antioch, significantly strengthening local street outreach, behavioral health engagement, and coordinated response capacity.  Planned and hosted a comprehensive Unhoused Resource Fair with participation from 62 attendees and 21 service providers/vendors, connecting residents to housing resources, healthcare, employment assistance, food access, behavioral health supports, and case management services.  Continued active participation and leadership in regional and local homelessness coalitions, multidisciplinary meetings, and collaborative initiatives to strengthen coordination, align best practices, and improve system-wide response efforts across Contra Costa County.  Opportunity Village served 155 participants, resulting in 114 positive exits to stable or permanent housing, demonstrating significant progress toward housing stabilization and long-term self-sufficiency outcomes.  Strengthened collaboration and coordinated service delivery among City staff, CORE, Opportunity Village/Executive Inn operations, healthcare systems, behavioral health providers, housing partners, nonprofit organizations, and regional stakeholders to improve resident outcomes, continuity of care, communication, and accountability.
 Expanded Antioch’s coordinated homelessness response infrastructure by increasing cross-sector partnerships, leveraging state and regional resources, and implementing more holistic, housing-focused strategies aimed at reducing unsheltered homelessness and improving community wellbeing.  Successfully expanded and formalized the City’s Housing Division infrastructure through the creation of a dedicated Housing Division Manager position and two Housing Programs Coordinator positions, significantly increasing the City’s capacity to administer housing programs, homelessness response initiatives, grant compliance, encampment resolution efforts, and coordinated housing stabilization services.  Administered and allocated approximately $1M in Community Development Block Grant (CDBG) funding to support critical public services, housing-related programs, community development initiatives, nonprofit partnerships, public infrastructure improvements, and resources benefiting low- and moderate- income Antioch residents and neighborhoods.
2026-2027 Objectives:
 Provide consistent access to hygiene and stabilization services by coordinating the delivery of a minimum of 3,120 showers annually for individuals experiencing homelessness or housing insecurity, supporting dignity, public health, and engagement in services.  Support basic stabilization needs through the distribution of at least 1,400 laundry vouchers, reducing barriers to employment, housing navigation, healthcare access, and overall wellbeing.
 Maintain and strengthen the City’s emergency motel voucher program to provide short-term crisis stabilization and temporary shelter for individuals and families facing immediate housing emergencies, domestic violence, medical vulnerability, or safety risks. 2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

143

HOUSING AND HOMELESSNESS DIVISION (100-4705) (Continued)

2026-2027 Objectives (Cont.):
 Expand safe parking capacity and operations to support at least 50 households residing in vehicles by providing safer overnight parking options, sanitation access, case management, housing navigation, and connections to supportive services.  Deliver emergency housing assistance and homelessness prevention support to at least 25 households through rental assistance, rapid stabilization resources, housing problem-solving, and service coordination aimed at preventing displacement and reducing inflow into homelessness.  Strengthen public transparency, community awareness, and access to information by maintaining an updated homelessness response webpage, sharing program updates and outcomes, and increasing visibility of City initiatives addressing homelessness and housing instability.  Continue active participation in regional homelessness response efforts, collaborative meetings, countywide initiatives, and interagency partnerships to align strategies, leverage resources, and strengthen coordinated responses throughout Contra Costa County.  Reduce homelessness and the prevalence of unsafe and environmentally impacted encampments through implementation of the Encampment Resolution Fund (ERF) initiative and coordinated outreach, stabilization, housing navigation, and encampment resolution efforts.  Build and formalize a coordinated network of providers delivering holistic, trauma-informed, and person-centered services that address housing stability, behavioral health, substance use, employment, healthcare access, and long-term self-sufficiency.  Expand cross-jurisdictional partnerships with Contra Costa County, neighboring jurisdictions, regional collaboratives, healthcare systems, and state agencies to maximize funding opportunities, align regional homelessness strategies, and leverage shared resources and initiatives.  Increase and diversify funding and programmatic resources that support pathways to permanent housing, including identifying and securing new state, federal, county, philanthropic, and private-sector funding opportunities to sustain and expand housing and homelessness initiatives.  Strengthen sustainability and long-term operational capacity of existing housing and homelessness programs through improved grant management, contract oversight, performance monitoring, and strategic program development.  Develop and implement a centralized, reliable data and performance management system to improve compliance, case coordination, service tracking, reporting accuracy, and outcome measurement across all housing and homelessness programs.  Integrate and align systems including Monday.com, intake platforms, referral systems, and case management tools to create more streamlined workflows, improve interdepartmental coordination, and support data-informed decision-making.  Standardize intake, referral, outreach, housing navigation, and case management practices across programs to ensure consistent, equitable, and client- centered service delivery.
 Expand housing-focused outreach, engagement, and navigation services for individuals experiencing chronic homelessness, unsheltered homelessness, behavioral health challenges, and high barriers to housing placement.  Strengthen pathways to permanent housing by increasing landlord engagement, housing partnerships, supportive housing coordination, and resource navigation designed to improve housing placement and retention outcomes.  Enhance trauma-informed and culturally responsive service delivery practices to ensure programs remain accessible, equitable, and responsive to the diverse needs of Antioch residents experiencing housing instability and homelessness.  Continue advancing community-based strategies that improve neighborhood conditions, public health, environmental safety, and quality of life while balancing compassionate, coordinated, and housing-focused responses to homelessness throughout Antioch.

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

144

HOUSING AND HOMELESSNESS DIVISION (100-4705) (Continued)

HOUSING AND HOMELESSNESS (100-4705)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:
1% Sales Tax 248,513 207,645 1,029,799 460,182 814,993 77% Total Source of Funds 248,513 207,645 1,029,799 460,182 814,993 77%

Use of Funds:

Personnel 147,778 96,099 109,750 63,737 162,303 155%
Services & Supplies 100,735 111,546 918,363 396,445 652,690 65% Total Use of Funds 248,513 207,645 1,028,113 460,182 814,993 77%

Funded FTE’s 1.00 1.00 1.00 1.00 1.00

VIOLENCE INTERVENTION AND PREVENTION DIVISION (100-4706)

The Violence Intervention and Prevention (VIP) Division serves as the City of Antioch’s lead division for community-based violence prevention, intervention, and public safety stabilization efforts. The division is responsible for developing and implementing comprehensive strategies that improve public health, strengthen neighborhood safety, and enhance quality of life, particularly within communities disproportionately impacted by violence, trauma, poverty, and systemic inequities.

VIP advances a public health-centered approach to safety through prevention, intervention, healing-centered engagement, and community stabilization efforts designed to interrupt cycles of violence, reduce retaliation, and address the underlying factors contributing to community harm. The division utilizes trauma- informed, culturally responsive, and relationship-based practices that prioritize long-term healing, resilience, and community trust.

The division administers innovative initiatives funded through local, county, state, and federal grants and partnerships, including the California Violence Intervention and Prevention (CalVIP) Program. Core program areas include violence interruption, street outreach, mentorship, restorative practices, workforce development, youth engagement, crisis response, reentry support, and community healing services for individuals and families at elevated risk of violence involvement or victimization.

VIP works collaboratively with credible messengers, community leaders, schools, healthcare and behavioral health providers, law enforcement, nonprofit organizations, faith-based partners, and regional stakeholders to implement coordinated violence reduction strategies and strengthen community capacity. A key

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

145

VIOLENCE INTERVENTION AND PREVENTION DIVISION (100-4706) (Continued)

focus of the division is investing in neighborhood-based leadership and sustainable, community-driven solutions that create safer and more connected communities.

Through strategic partnerships, outreach coordination, grant administration, and data-informed program development, the division seeks to improve service coordination, maximize available resources, strengthen operational effectiveness, and expand Antioch’s long-term violence prevention infrastructure.

The division is committed to responsible stewardship of public resources through strong grant management, regulatory compliance, performance measurement, continuous program evaluation, and leveraging external funding opportunities to sustain and expand violence prevention services citywide.

By advancing prevention-focused and community-driven public safety strategies, the Violence Intervention and Prevention Division plays a critical role in reducing violence, supporting healing and stabilization, strengthening community trust, and improving outcomes for Antioch residents, families, and neighborhoods.

2025-2026 Accomplishments:
 Conducted a comprehensive operational analysis of the Angelo Quinto Community Response Team (AQCRT), strengthening Antioch’s non-law enforcement crisis response model while maintaining 12-hour daily operations staffed by six Community Response Specialists and integrated behavioral health support. The program continued providing trauma-informed crisis intervention, de-escalation, resource navigation, and community stabilization services focused on reducing unnecessary law enforcement involvement in non-violent behavioral health crises.  Successfully completed implementation and closeout of the City’s California Violence Intervention and Prevention (CalVIP-4) grant, achieving measurable violence reduction outcomes through violence interruption, mentorship, outreach, conflict mediation, and community stabilization efforts in neighborhoods disproportionately impacted by violence.
 Successfully secured and was awarded an additional $2 million in CalVIP funding to continue and expand Antioch’s violence prevention, intervention, outreach, mentorship, and public safety stabilization efforts citywide.  Planned and hosted the City’s 3rd Annual Domestic Violence Awareness Empower Walk, bringing together survivors, advocates, service providers, community leaders, and residents to raise awareness, promote healing, strengthen community solidarity, and connect individuals to domestic violence prevention and support resources.
 Led community engagement efforts related to the Sycamore Plaza Substation project by convening and collaborating with more than 20 community organizations, partners, stakeholders, and residents to strengthen neighborhood voice, community trust, and public safety-focused revitalization efforts in the Sycamore corridor.
 Successfully launched and hosted Antioch’s first Roots & Rights Community Resource Fair, convening more than 30 organizations and service providers to connect residents with violence prevention resources, health and wellness services, workforce opportunities, youth programs, behavioral health supports, legal assistance, housing resources, and community-based services.  Antioch’s regional and national violence prevention presence and partnerships expanded through participation and engagement with networks including the National Office of Violence Prevention Network, California Offices of Violence Prevention, and the East County Partnership Group, strengthening collaboration, technical assistance opportunities, and access to best practices in community violence intervention.  Planned and implemented three large-scale community opioid awareness and prevention events featuring educational panels, film screenings, discussions, harm reduction education, and community resource engagement. These events engaged more than 100 unduplicated community members and increased awareness surrounding substance use prevention, overdose education, stigma reduction, and available behavioral health resources. 2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

146

VIOLENCE INTERVENTION AND PREVENTION DIVISION (100-4706) (Continued)

2025-2026 Accomplishments (Cont.):
 Strengthened collaborative relationships with schools, healthcare systems, behavioral health providers, nonprofit organizations, law enforcement, faith- based leaders, and community stakeholders to improve violence prevention coordination, referral pathways, crisis response efforts, and wraparound support services for Antioch residents and families.
 Continued advancing a public health-centered approach to violence prevention by integrating trauma-informed practices, community healing strategies, restorative approaches, mentorship, outreach, and workforce development opportunities into Antioch’s violence prevention and community stabilization framework.

2026-2027 Objectives:
 Develop and launch the Antioch Community Safety & Crisis Response Training Collaborative in partnership with Felton Institute, Contra Costa County Behavioral Health, educational institutions, and regional community-based organizations to provide ongoing training and professional development for frontline staff, community leaders, service providers, youth workers, and residents. The initiative will train a minimum of 200 participants annually in trauma-informed care, behavioral health crisis response, conflict mediation, violence prevention, cultural responsiveness, restorative practices, and de- escalation strategies aimed at strengthening community-based public safety capacity and coordinated crisis response systems.  Implement a comprehensive, public-facing violence prevention and community wellness dashboard utilizing the City’s data-management systems to track and report quarterly on key metrics including non-police crisis interventions, AQCRT response data, violence interruption outcomes, youth engagement, neighborhood violence trends, referral outcomes, and overall program impact to strengthen transparency, accountability, and data-informed decision- making.
 Expand and formalize a coordinated network of at least 50 active cross-sector partners, including schools, healthcare systems, behavioral health providers, faith-based organizations, nonprofits, workforce agencies, law enforcement, and resident leaders, to strengthen collaboration, improve referral pathways, increase information sharing, and enhance coordinated service delivery for Antioch residents.  Strengthen and streamline referral systems for individuals and families impacted by violence, trauma, behavioral health challenges, and economic instability by expanding access to trauma-informed care, workforce development, victim services, mental health support, housing navigation, and social services. Maintain and continuously update a centralized community resource directory utilized by City staff and community partners to improve service coordination and response times.
 Plan and implement a minimum of 8–10 community-based outreach, education, and healing-centered events annually focused on violence prevention, domestic violence awareness, opioid awareness, immigrant and refugee support, restorative practices, and community wellness. Events will incorporate culturally responsive engagement strategies, community healing circles, educational workshops, and resource navigation opportunities to increase community participation and awareness.
 Increase community trust and engagement through ongoing neighborhood outreach efforts, regular attendance at community meetings, and sustained collaboration with faith leaders, resident groups, neighborhood organizations, schools, and local stakeholders. Conduct a minimum of 12 neighborhood engagement activities annually to strengthen relationships, improve accessibility of services, and increase resident participation in violence prevention and public safety initiatives.
 Reduce violence and retaliation in identified high-risk areas through implementation of CalVIP 5-funded, evidence-based violence intervention strategies, including intensive street outreach, violence interruption, focused engagement of individuals at highest risk of violence involvement, mentorship, case 2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

147

VIOLENCE INTERVENTION AND PREVENTION DIVISION (100-4706) (Continued)

2026-2027 Objectives (Cont.):
management, workforce support, and coordinated multidisciplinary response efforts. Establish measurable annual violence reduction benchmarks in targeted impact areas.
 Develop and implement a comprehensive communications, marketing, and public engagement strategy utilizing social media, community outreach, public campaigns, printed materials, and strategic partnerships to increase awareness of City initiatives, violence prevention resources

VIOLENCE INTERVENTION AND PREVENTION (100-4706)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:
1% Sales Tax 102,452 137,814 179,918 144,435 636,328 341% Total Source of Funds 102,452 137,814 179,918 144,435 636,328 341%

Use of Funds:

Personnel 99,531 80,272 82,205 91,625 122,153 33%
Services & Supplies 2,921 57,542 53,810 52,810 514,175 874% Total Use of Funds 102,452 137,814 136,015 144,435 636,328 341%

Funded FTE’s 2.00 2.00 1.00 1.00 1.00

ADMINISTRATION DIVISION (100-4708)

This division serves as the operational and administrative backbone of the department, providing centralized coordination, strategic support, and organizational oversight for all divisional programs, initiatives, and services. The division is responsible for supporting the implementation and advancement of departmental goals through administrative management, fiscal coordination, contract oversight, grant administration, interdepartmental collaboration, and operational support functions.

In addition, the division leads long-range strategic planning efforts focused on community engagement, organizational development, program sustainability, operational efficiency, and capacity building. The division plays a critical role in strengthening infrastructure, improving systems and processes, supporting data- informed decision-making, and ensuring the department remains responsive, effective, and sustainable in meeting evolving community needs.

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

148

ADMINISTRATION DIVISION (100-4708) (Continued)

PUBLIC SAFETY AND COMMUNITY RESOURCES ADMINISTRATION (100-4708)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:
1% Sales Tax 438,408 505,660 290,095 774,605 49,703 -94% Total Source of Funds 438,408 505,660 290,095 774,605 49,703 -94%

Use of Funds:

Personnel 338,305 430,791 611,414 651,969 545,117 -16% Services & Supplies 100,103 74,869 118,236 122,636 152,736 25% Total Use of Funds 438,408 505,660 729,650 774,605 697,853 -10%

Funded FTE's 1.75 1.75 1.75 1.85 1.95

2026-27 OPERATING BUDGET

GENERAL FUND – BUDGET STABILIZATION FUND

149

COMMUNITY AND ECONOMIC DEVELOPMENT DEPARTMENT

The goal of the Community and Economic Development Department is to manage the City’s built, natural, and economic environments through the development review and permitting process, the enforcement of existing regulations, and the implementation of strategic economic development initiatives. This goal is achieved through advanced (long-range) and current planning programs, an efficient and informed building inspection program, a responsive and professional Code Enforcement program, and economic development efforts focused on attracting, retaining, and supporting businesses. Together, these programs provide exceptional customer service, promote a safer and more attractive community, strengthen the local economy, expand business and job opportunities, and enhance the overall quality of life for the City of Antioch and its residents. Engineering and Land Development Services was moved under this department in FY26.

Community &
Economic
Development Director

OPERATIONS &

ADMINISTRATION

BUILDING

PLANNING
Administrative
Analyst
CODE

ENFORCEMENT

Code
Enforcement
Manager
Code
Enforcement
Officers (8)
Community
Development
Technician (2)

ECONOMIC

DEVELOPMENT
Administrative
Analyst
Community
Development
Technician (2)
Senior/Economic
Develop. Program
Manager (2)

ENGINEERING/
LAND

DEVELOPMENT
Planning
Manager
Planners
(3)
Community
Development
Technician
Building Inspection
Services Manager
Building
Inspector (4)
Community
Development
Technician (2)
PW Inspector
(2)
Administrative
Assistant
Dev.

Services/Eng.

Technician
2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

150

COMMUNITY AND ECONOMIC DEVELOPMENT SUMMARY

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
SOURCE OF FUNDS:
1% Sales Tax 2,287,847 1,714,020 1,499,811 1,632,164 1,501,024 -8% Building Permits 2,876,131 2,139,717 2,577,500 4,700,000 3,500,000 -26% Plan Checking Fees 609,945 506,193 367,200 1,390,000 1,697,000 22% Inspection Fees 0 0 0 850,140 895,140 5%
Encroachment/Transportation Permits 0 0 0 648,960 709,000 9% Planning Fees 58,288 71,652 79,310 70,000 100,000 43% Pool Safety Fee 2,298 733 1,100 2,000 2,000 0%
Cert Access Spec Consultation 0 0 0 0 0 0%
Technology Fee 131,756 99,790 105,000 240,000 210,000 -13% Energy Inspection Fee 44,430 31,907 40,000 78,000 60,000 -23% Accessibility Fee 2,871 3,569 2,550 35,000 25,000 -29% Green Bldg Verif & Compliance 209,836 127,554 150,000 450,000 310,000 -31% General Plan Maintenance Fee 120,461 82,196 100,000 190,000 115,000 -39% Reimbursement Developers 4,633 3,487 0 5,000 4,000 -20% Assessment Fees 231,503 360,775 100,000 235,000 300,000 28% Abatement Fees 14,064 346 7,000 3,000 5,000 67%
Revenue from Other Agencies 616,892 0 90,000 90,000 0 -100% Other Financing Source -SBITA Proceeds 0 0 0 0 0 0% Miscellaneous Revenue (33,538) 96,032 110,000 592,452 755,951 28% Total Source of Funds 7,177,417 5,237,971 5,229,471 11,211,716 10,189,115 -9%

USE OF FUNDS:

Personnel 4,075,961 4,577,618 6,418,087 6,321,556 7,091,125 12% Services & Supplies 1,040,275 1,073,645 2,574,546 4,040,066 3,170,486 -22% Debt Service - SBITAs 189,350 0 0 0 0 0%
Total Use of Funds 5,305,586 5,651,263 8,992,633 10,361,622 10,261,611 -1%

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

151

COMMUNITY AND ECONOMIC DEVELOPMENT SUMMARY (Continued)

Funded Funded
2025-26 2026-27
Funded FTE'S
Administration 4.00 4.00
Economic Development 3.00 3.00
Land Planning Services 5.00 5.00
Code Enforcement 12.00 11.001
Engineering & Land Development 5.00 4.001
Building Inspection 7.00 7.00
Total Community and Economic Development Funded FTE's 36.00 34.00 1One Code Enforcement Officer position and Assistant City Engineer position frozen in FY27.

ADMINISTRATION DIVISION (100-5110)
This Division is responsible for the ongoing and structured operations and administration of the Department’s divisions as a cohesive unit, bringing consistent functionality through the implementation and maintenance of technology, the management of finances and budget, and the improvement and streamlining of services to increase public and community engagement with the Department’s overall objectives. This Division consists of one (1) Administrative Analyst, and two (2) Community Development Technicians

2025-2026 Accomplishments:
 Completed integration of Citation process within Enterprise Permitting & Licensing (EP&L) and coordinate successfully with Finance for improved GL coding and processing to increase citation and re-inspection fee recovery.  Coordinate and collaborate with the Development Engineering Division to establish and capture standards and conditions digitally within EP&L for consistent plan review on larger-scale development projects.  Guide and coordinate a successful 2nd floor remodel to increase Operations and meet staff and facility needs.  Identify other Divisions and Departments (i.e. Economic Development, Business Licensing, Development Engineering) and increase collaboration to improve shared processes.
 Continued improvement and standardization of internal policies, procedures, and best practices.  Support both internal and external opportunities and resources for staff development.  Identify and pursue opportunities for grants, fellowships, and other local, state, and federal resources to assist in the Department’s objective.

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

152

ADMINISTRATION DIVISION (100-5110) (Continued)

2026-2027 Objectives:
 Continue both new and improved configuration within EP&L of various business processes, specifically as it pertains to the newly acquired Engineering and Land Development Services Division.
 Complete and implement the inclusion of Developer Project Billing in with EP&L to consolidate all aspects of larger development project management.  Identify ways to support connective processed between and within other Departments across the City, and collaborate with Operational Assessment initiatives, findings, and recommendations.
 Maximize opportunities for staff development and training department-wide.  Support the success of a new Department Director and continue collaboration with all Divisions to create improved standards and best practices.

COMMUNITY AND ECONOMIC DEVELOPMENT ADMINISTRATION (100-5110)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Use of Funds:

Personnel 396,505 510,572 987,551 910,433 993,273 9%
Services & Supplies 33,124 269,000 291,153 291,274 523,641 80% Debt Service 189,350 0 0 0 0 0%
Total Use of Funds 618,979 779,572 1,278,704 1,201,707 1,516,914 26%

Funded FTE's 3.00 4.00 4.00 4.00 4.00

ECONOMIC DEVELOPMENT DIVISION (100-5120) [Prior to FY26, division under Legislative & Administrative 100-1180. Under Community Development beginning in FY26]

The Economic Development Department is responsible for the City’s efforts to attract, retain, expand, and assist businesses in Antioch. The Economic Department focuses on growing Antioch’s economy through economic development activities and programming that includes promoting a positive business environment, expansion of the local tax base, creating opportunities for new jobs, retail attractions, employment centers and quality dining experiences. The overall goal for the City of Antioch remains to significantly improve its financial strength through economic development. The City must continue to take advantage of any economic upswings and other positive factors. The City must leverage and create opportunities of economic recovery that are expected to occur as a result of the post- pandemic economy. Staff continues to participate in collaborative economic development efforts that focus on establishing Antioch within the region and mega- region.

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

153

ECONOMIC DEVELOPMENT DIVISION (100-5120) (Continued)

2025-2026 Accomplishments:
 Pursued, received, and implemented federal funding:
o Economic Recovery Corps (ERC):Completed the 2.5 year contract period of a full-time, fully-funded Economic Recovery Corps Fellow from the EDAR.
o Received EPA funding to assess potential brownfields for contamination in Antioch’s industrial area and downtown. This funding is being overseen by Contra Costa County, and the coalition includes the cities of Antioch, Martinez, Pinole, and a nonprofit called Sustainable Contra Costa.

Implementation began this FY and runs through 2029.
o Received and implemented a $20,000 grant from the National League of Cities for economic mobility initiatives. Used an RFP process to distribute this funding to 3 coalitions of local businesses and nonprofits who implemented economic mobility initiatives in their shared neighborhoods or industries:
 "Antioch Made" ($7,005): Makerspace workforce pilot that trains local job seekers and creatives through 3D printing, design, and marketing projects
 "Bloom Antioch" ($5,085): Workshops on financial skill-building for entrepreneurs, business owners, and community members + Entrepreneur Fair
 "Build Antioch" ($7,910): Capacity building for the Downtown Association: board development, 5 year plan, and community engagement  Implemented small business support programs:
o Managed and grew the Antioch Business Collaborative program, a network of 8 organizations providing specialized free support to local businesses. Served more than 400 businesses, helped start 15 businesses, and supported more than 350 jobs. This program received 3 awards from the International Economic Development Council: A Gold award for Business Retention & Expansion, a Silver award for Economic Equity & Inclusion, and a Silver award for Entrepreneurial & Small Business Development. o Hosted several small business and nonprofit support events, including a Nonprofit Expo and the first-ever East Bay Capital Summit o Assisted the County in planning the East County Business Roundtable to connect local entrepreneurs with resources  Provided targeted industry support: Developed industry-specific resource menus, worked with the UC Berkeley Labor center to provide technical assistance to clean energy manufacturers looking to locate in Antioch through the Green Empowerment Zone, and worked with regional partners to draft an East County attraction website
 Reviewed and responded to GO-Biz RFIs
 Promoted commercial and industrial sites: Helped a statewide association called Team CA host their annual site selector’s conference in Contra Costa County. Planned a bus tour which came to Antioch and introduced site selectors to the area. Presented the AMPORTS site and generated leads.  Worked with graduate student researchers to produce 3 studies which can be used to further economic development goals:
 Clean Tech Attraction Playbook
 Enhanced Infrastructure Financing District Formation Guide  Childcare Strategy for Economic Mobility
 Deepened community partnerships: Hosted several community engagement events, presented to 100+ stakeholders including elected officials  Improved communication systems: Successfully maintained database of over 3000 businesses using Bludot CRM software. Sent regular emails with resources to city businesses.
2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

154

ECONOMIC DEVELOPMENT DIVISION (100-5120) (Continued)

2025-2026 Accomplishments (Cont.):
 Broadened regional collaboration: Participated in quarterly East County meetings and regional initiatives including the Northern Waterfront Economic Development Initiative, Priority Production Areas Technical Assistance Project, Green Empowerment Zone, East Bay Economic Development Alliance, Team CA, and CA Association of Local Economic Developers

2026-2027 Objectives:

Goal 1: Create a sound economy that attracts investment, increases the local tax-base, and generates sufficient public revenues to support desired municipal services and facilities.

Goal 2: Promote a diverse range of jobs businesses, and industries, providing high paying employment and entrepreneurial opportunities, balanced with and well- suited to Antioch’s population.

Goal 3: Maintain a balance of new development with revitalization of existing retail locations:

Objectives:

1. Foster a climate in which Antioch businesses can prosper Positive Business Climate Policies
a. Maintain an Economic Development Department to represent the City to current and potential employers, and to provide those employers with a point- of- contact for resolving business-related issues.
b. Maintain an Economic Development Commission to advise the City Council regarding economic development, redevelopment, and employment generation issues and activities.
c. Periodically meet with and conduct surveys of the local business community to evaluate the effectiveness of City services and economic development activities.
d. Provide expedited permit review processing for time-sensitive employment- and sales tax-generating development proposals meeting City objectives. e. Work with private sector entities to identify and implement technologically advanced infrastructure improvements to enable the City to compete with other communities.
f. Promote Antioch as a good location in which to do business through a coordinated City effort. Promote Antioch as a business location including an educated workforce, competitive development sites, and an active business-friendly government. g. Work with the private sector to maintain an adequate supply of skilled workers and the capital needed to attract and maintain business in Antioch. i. Encourage local and regional educational institutions to establish education and continuing education programs to meet the existing and foreseeable needs of local employers.
ii. Network with local businesses and real estate professionals to identify the types of industries and occupations most in demand and/or least available in the local workforce. Work with the Antioch Unified School District, Los Medanos College, and California State University Hayward to identify local educational resources applicable to the labor force needs of emerging industries (e.g., telecommunications, fiber optics, and biotechnology) in relevant occupational specialties.
iii. Encourage the entry of lower income Antioch residents into job training programs, enabling them to hold meaningful, well paying jobs. h. Support location of permanent satellite facilities for the California State University system or another public or private university within the local area.

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

155

ECONOMIC DEVELOPMENT DIVISION (100-5120) (Continued)

2026-2027 Objectives (Cont.):
i. Streamline the development review process so that it works effectively and efficiently for the applicant and the public through: explicit statements of City expectations, early identification of issues, consistent application of community policy, an emphasis on expedited problem- solving, and ensuring that detailed regulations facilitate and do not hinder the achievement of community objectives. j. Continue to enhance Antioch's image in order to improve the local business climate. i. Publicize positive images of Antioch through placement of articles in the local and regional media and business journals. ii. Promote Antioch as an excellent place to do business by building on Antioch's competitive advantages. iii. Provide excellent customer service to businesses and developers of employment-generating projects by demonstrating that local government is focused on solving problems and providing certainty in the development review process. iv. Recognize the economic development benefits of, and place emphasis on beautification of major arterials and community entries, street cleaning and consistent enforcement of City regulations. v. Undertake provision of urban design improvements at key community entries within employment-generating lands

k. Continue to facilitate the availability of needed infrastructure for employment- generating uses while keeping development impact fees to the minimum. Establish assessment districts where feasible to fund up-front installation of needed public facilities.

Business Attraction and Expansion Policies
a. Focus business attraction and expansion efforts on employment and sales tax generating uses; high performance, fast growing firms, and community and regional serving retail; and high technology and other industries that will enhance the local economy. b. Attract and assist the relocation and local expansion of medium sized firms (15 to 250 employees) in recognized growth sectors, including high-tech, biotech, research and development, and retail trade and services. c. Provide similar incentives for existing local businesses wishing to expand as for new businesses wishing to locate in Antioch. d. Conduct outreach to City vendors to attract new businesses to Antioch. e. Maintain an up-to-date inventory of available lands, including lands for sale or lease) and supporting infrastructure (in cooperation with the commercial and real estate sector) for new business development and business expansion for sales tax and employment generators. f. Continue and expand research activities providing a better understanding of local economic, labor market, and employment characteristics to better anticipate economic development opportunities and provide information helpful for targeting marketing efforts, and addressing major economic development issues.
g. Continue to participate in economic development partnerships with neighboring communities, recognizing that job creation, both within Antioch and in Eastern Contra Costa County, will assist in reducing peak hour traffic congestion along the SR-4 freeway. h. Work with local groups demonstrating community support to acquire property and attract important public and quasi- public institutions including college campuses, hospitals and other medical facilities, offices and yards for public utilities and service agencies, post office, and State and federal offices and facilities.

2. Provide adequate land to accommodate planned development, with office, business park, industrial, and commercial areas complementing residential and public development in location, access, mix of uses, attractiveness and design quality.

Commercial and Industrial Land Availability Policies
2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

156

ECONOMIC DEVELOPMENT DIVISION (100-5120) (Continued)

2026-2027 Objectives (Cont.):
a. Maintain a mix of uses on the General Plan land use map, providing a balance of housing types, commercial development, and employment- generating uses.
b. Work toward redevelopment of existing heavy industrial areas along Wilbur Road and Fourth Street to increase their overall employment density. c. Promote the establishment of workplace alternatives, including home occupations and telecommuting. d. Maintain an inventory of turnkey sites for commercial and employment-generating development, complete with appropriate zoning, in-place infrastructure, and environmental clearances.
e. Promote the preparation of Specific Plans with associated environmental documentation to facilitate the development of specific local areas f. Implement assessment districts or other financing mechanisms to facilitate the development of infrastructure for specific local areas g. Require the provision of fiber optic networks and other advanced telecommunications in new employment- generating developments. h. Maintain space in business parks for distribution and research uses. Attract a wide range of industries, which serve local and regional needs and contribute to the community's economic vitality, and at the same time protect the local environment and quality of life.

i. Seek innovative ways to reduce the cost of infrastructure provision for employment- generating and commercial development (e.g., providing incentives for the provision of infrastructure serving employment-generating and commercial development areas as part of the residential development allocation system).

ECONOMIC DEVELOPMENT (100-5120)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual* Actual* Budget Revised Proposed Change
Source of Funds:

Revenue from Other Agency 0 0 20,000 20,000 0 -100%
Total Source of Funds 0 0 20,000 20,000 0 -100%

Use of Funds:

Personnel 519,227 309,952 456,496 114,343 436,759 282% Services & Supplies 271,392 284,949 356,293 376,293 355,750 -5% Total Use of Funds 790,619 594,901 812,789 490,636 792,509 62%

Funded FTE’s 2.00 2.00 3.00 3.00 3.00
*FY24 and FY25 actuals were in division 1180 under Legislative & Administrative.

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

157

LAND PLANNING SERVICES DIVISION (100-5130)

This Division is the central point for the review and processing of all development applications, including rezoning, use permits, variances, design review, planned developments, tentative maps, etc. Staff is responsible for assuring compliance with California Environmental Quality Act (CEQA) and applicable General Plan requirements and provides staff support for the Planning Commission. The planning staff is also responsible for the long-range planning of the community, including updating the General Plan and the preparation of specific plans for future growth areas and coordinating with the planning activities of surrounding jurisdictions and the County.

2025-2026 Accomplishments:
 Entitlements: Planning continued to process land use entitlements ranging from minor to complex projects. o Projects approved in FY 25-26 include: Wildflower Station Townhomes 2, Slatten Ranch Townhomes, Vineyard Crossings, Wildflower Senior Apartments.
 Planning staff brought forward the Developer Incentives Ordinance to implement the Housing Element  The Inclusionary Housing Ordinance was brought forward to City Council.  The Comprehensive General Plan Update was imitated, including selecting a consultant, launching a project website, and forming and seating a General Plan Advisory Committee.
2026-2027 Objectives:
 Continue to prioritize the General Plan Update.
 Manage entitlement applications through project approval, plan check, construction, and completion.  Work to comply with Metropolitan Transportation Committee Transit Oriented Communities Policy, including working on a Hillcrest Station Area Specific Plan update.

COMMUNITY AND ECONOMIC DEVELOPMENT LAND PLANNING SERVICES (100-5130)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Charges for Services 279,590 303,321 291,510 405,000 390,000 -4% Revenue from Other Agencies 616,892 0 0 0 0 0%
Other 51,163 29,813 45,000 17,000 19,000 12%
Total Source of Funds 947,645 333,134 336,510 422,000 409,000 -3% Use of Funds:

Personnel 741,599 1,018,304 1,111,698 1,116,745 1,176,407 5% Services & Supplies 253,784 307,030 1,229,723 1,223,660 1,063,750 -13% Total Use of Funds 995,383 1,325,334 2,341,421 2,340,405 2,240,157 -4% Funded FTE's 5.00 5.00 5.00 5.00 5.00
2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

158

CODE ENFORCEMENT (100-5140)

The Code Enforcement Division’s mission is to protect and enhance the quality of life, health, safety, and welfare of our community. The Division is responsible for investigating complaints of violations of the 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 immediate effect on health, safety, and welfare of the public such as homeless encampments, substandard housing, and unsecured properties. The Division is staffed by nine (9) Code Enforcement Officers, and two (2) Community Development Technicians. The Code Enforcement Division operations are overseen by the Code Enforcement Manager.

2025-2026 Accomplishments:
 Implemented iPad functionality to allow for improved Code Inspection and Case Management.  Configured the citation process within the existing Case Management system, Enterprise Permitting & Licensing, allowing for online citation payment and streamlined reporting and workflow.
 Continued partnership with Republic Services for Neighborhood Cleanup Events throughout the City.  Provided staff support to the Community Engagement Team in conjunction with City of Antioch Police Department to coordinate encampment response in situations and locations involving both private and city property  Begin testing and configuration of an Application Program Interface (API) between SeeClickFix and Enterprise Permitting & Licensing (EP&L) to streamline processing and response/resolution times; implement before end of FY, or early next FY

2026-2027 Objectives:
 Operational Assessment completed to improve division efficiency.  Expand hours of coverage of Officers to allow for more community interaction/to address issues in the evenings and on weekends.  Outfit Officers with safety equipment, vests/flashlights.  Deploy Officers in “Thematic Approach” so that staff can focus on specific areas throughout the city (commercial/retail/residential/down-town)  Expand collaboration with Economic Development to align with focus areas

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

159

CODE ENFORCEMENT (100-5140) (Continued)

COMMUNITY AND ECONOMIC DEVELOPMENT CODE ENFORCEMENT (100-5140)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:
1% Sales Tax 2,287,847 1,714,020 1,499,811 1,632,164 1,501,024 -8% Charges for Services 245,567 361,121 107,000 238,000 305,000 28% Other -174,516 24,971 25,000 23,000 25,000 9%
Total Source of Funds 2,358,898 2,100,112 1,631,811 1,893,164 1,831,024 -3%

Use of Funds:

Personnel 1,920,143 1,785,196 2,475,271 1,935,317 2,239,507 16% Services & Supplies 438,755 314,917 511,732 503,732 268,560 -47% Total Use of Funds 2,358,898 2,100,113 2,987,003 2,439,049 2,508,067 3%

Funded FTE's 18.00 13.00 12.00 12.00 11.00

ENGINEERING AND LAND DEVELOPMENT SERVICES DIVISION (100-5150)

The Engineering and Development Services Division is responsible for reviewing and approving public improvements associated with new residential, commercial, and industrial developments. The division was moved under Community and Economic Development in FY26 from Public Works.

2025-2026 Accomplishments:
 Complete engineering reviews of entitlements and project improvement plans for commercial and residential projects throughout the City of Antioch  Implemented online application of Encroachment Permits to streamline the process for both applicants and staff

2026-2027 Objectives:
 Improve collaboration with the Planning Division on the City’s Development Standards to improve and streamline the entitlement review and approval process
 Continue to improve efficiency of Division processes through the configuration of new and revised/improved workflows within Enterprise Permitting & Licensing (EP&L), including routing and review of plans digitally to allow for ease of resubmittals by applicants, residents, and developers.

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

160

ENGINEERING AND LAND DEVELOPMENT SERVICES DIVISION (100-5150) (Continued)

COMMUNITY AND ECONOMIC DEVELOPMENT ENGINEERING AND LAND DEVELOPMENT (100-5150)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Permits 186,678 976,158 590,200 648,960 709,000 9%
Charges for Services 936,186 778,136 872,140 865,140 917,140 6% Other 551,952 625,111 515,150 515,150 670,951 30%
Transfer In - NPDES 150,000 150,000 150,000 0 0 0%
Total Source of Funds 1,824,816 2,529,405 2,127,490 2,029,250 2,297,091 13%

Use of Funds:

Personnel 835,362 963,242 843,828 834,950 761,035 -9%
Services & Supplies 1,557,631 1,561,225 1,180,891 1,456,962 861,796 -41% Total Use of Funds 2,392,993 2,524,467 2,024,719 2,291,912 1,622,831 -29%

Funded FTE's 7.75 7.75 6.50 5.00 4.00

BUILDING INSPECTION SERVICES DIVISION (100-5160)

The Building Inspection Division inspects all permitted construction projects within the City which are not in the public right-of-way, enforcing standards set in the Building, Plumbing, Electrical, and Mechanical and Municipal codes. This division administers and collects development/permit fees charged by the City and other agencies; maintains the City’s street address system; inspects existing structures/dwelling units for health and safety hazards when called upon; enforces State Accessibility and Energy Efficiency standards; and works diligently to enforce minimum standards to safeguard life, health, property and public welfare by regulating and controlling the design, construction, quality of materials, use and occupancy of all buildings and structures within the City. This Division is staffed with four (4) Building Inspectors, two (2) Community Development Technicians, and one (1) Building Inspection Services Manager who provide technical support, plan check for all residential and commercial projects, issue over the counter permits, and manage day-to-day operations of the Division.

2025–2026 Accomplishments:
 Consistently improved Building Plan review turnaround (3.5-day average)  Continued improvement and maintenance of web content and online application process for city residents navigating the permit process  Effectively managed commercial and residential inspection workloads 2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

161

BUILDING INSPECTION SERVICES DIVISION (100-5160) (Continued)

2025–2026 Accomplishments (Cont.):
 Completion of International Code Council (ICC) certifications by 2 inspectors  CASp (Certified Access Specialist) training and preparation for certification of 1 inspector later this fiscal year

2026–2027 Objectives:
 Continuous training and certification for all staff.
 Ongoing EP&L improvements to streamline intake, review, issuance, and inspection processes for all types of permits  Prepare and revise internal policies and procedure for continued compliance with ever-advancing State policy requirements / compliance for permitting and building codes.
 Continuous web monitoring and improvements for streamlined ease of customer use.  Ongoing fee updates reflecting budget needs and current bay area rates.

COMMUNITY AND ECONOMIC DEVELOPMENT BUILDING INSPECTION (100-5160)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Permits 2,876,131 2,139,717 2,577,500 4,700,000 3,500,000 -26% Charges for Services 900,295 620,273 553,650 2,035,000 2,107,000 4% Revenue from Other Agency 0 70,000 70,000 0 -100%
Other 94,448 44,735 40,000 42,302 45,000 6%
Total Source of Funds 3,870,874 2,804,725 3,241,150 6,847,302 5,652,000 -17%

Use of Funds:

Personnel 1,017,714 1,263,546 1,387,071 1,409,768 1,484,144 5% Services & Supplies 314,612 182,698 185,645 188,145 96,989 -48% Total Use of Funds 1,332,326 1,446,244 1,572,716 1,597,913 1,581,133 -1%

Funded FTE's 6.00 7.00 7.00 7.00 7.00

2026-27 OPERATING BUDGET

GENERAL FUND – DEPARTMENTAL BUDGETS

162

BUDGET STABILIZATION FUND (105)

In fiscal year 2018, the City established a Budget Stabilization Fund to set aside monies for future budget variances, unexpected occurrences, emergencies and the like. General Fund reserves over 20% of unassigned fund balance were used to establish the fund and future General Fund unassigned reserves over 20% can be moved into this fund. Per City Council direction, beginning in fiscal year 2020, these funds will be used to pay the difference in the full Actuarial Determined Contribution for OPEB payments from the pay as you go costs currently made by the City to address the unfunded liability for OPEB.

BUDGET STABILIZATION (FUND 105)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $38,325,278 $41,131,470 $42,399,323 $42,399,323 $36,249,323

Revenue Source:

Transfer In – General Fund 3,504,092 2,467,853 0 0 0 0% Total Revenue 3,504,092 2,467,853 0 0 0 0%

Expenditures:

OPEB Contribution 697,900 1,200,000 1,300,000 1,150,000 0 -100% Transfer Out – General Fund 0 0 5,000,000 5,000,000 4,567,879 100% Total Expenditures 697,900 1,200,000 6,300,000 6,150,000 4,567,879 -26%

Ending Balance, June 30 $41,131,470 $42,399,323 $36,099,323 $36,249,323 $31,681,444

2026-27 OPERATING BUDGET

163

SPECIAL REVENUE
FUNDS
2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

164

The City maintains fifty-three Special Revenue Funds. Special Revenue Funds are used to account for the proceeds of specific revenue sources that are restricted to expenditures for specific purposes. Each fund is listed below in the Special Revenue Funds Summary table.

SUMMARY OF SPECIAL REVENUE FUNDS
Estimated Estimated Estimated
Fund Balance Revised Revised Balance Proposed Proposed Balance Special Revenue Fund Title # 7/1/25 Revenues Expend. 6/30/26 Revenues Expend. 6/30/27 Cannabis Equity Grant 201 $0 $0 $0 $0 $75,000 $75,000 $0 CalVIP Cohort 5 Grant Fund 202 0 112,000 112,000 0 690,914 690,914 0 ERF Grant Fund 203 0 1,434,600 1,434,600 0 1,084,669 1,084,669 0 California Volunteers Grant Fund 204 (177,574) 1,721,874 1,544,300 0 554,713 554,713 0 American Rescue Plan Fund 206 0 3,178,438 3,178,438 0 0 0 0 CalVIP Grant Fund 207 (365,731) 1,094,097 728,366 0 0 0 0 PLHA Fund 208 (303,859) 813,023 509,164 0 445,851 445,851 0 RMRA Fund 209 10,114,336 3,324,813 9,624,557 3,814,592 3,560,780 2,536,568 4,838,804 Police Federal Asset Forfeiture Fund 210 454,129 15,000 406,428 62,701 20,000 675 82,026 Delta Fair Property Fund 211 (422,039) 923,759 226,202 275,518 66,050 4,232 337,336 Community Develop. Block Grant (CDBG) 212 136,624 1,498,557 1,363,557 271,624 1,210,051 1,210,051 271,624 Gas Tax Fund 213 3,964,597 3,428,844 6,596,436 797,005 3,628,137 3,321,844 1,103,298 Animal Services Fund 214 270 2,469,068 2,469,338 0 2,674,016 2,674,016 0 Civic Arts Fund 215 330,136 31,000 52,017 309,119 45,000 90,838 263,281 Park-In Lieu Fund 216 3,550,484 781,066 2,940,192 1,391,358 424,000 524,919 1,290,439 Community Benefit Program Fund 217 4,901 2,055 20 6,936 2,325 25 9,236 Recreation Programs Fund 219 1,270,457 7,702,588 7,679,540 1,293,505 7,335,898 7,409,122 1,220,281 Traffic Signal Fund 220 917,486 3,775,221 3,714,022 978,685 93,000 410,360 661,325 Police Asset Forfeiture Fund 221 181,936 29,000 137,968 72,968 23,000 3,407 92,561 Measure J Growth Management Fund 222 3,518,510 3,341,316 5,999,396 860,430 1,929,755 1,148,232 1,641,953 Child Care Fund 223 254,028 113,514 177,979 189,563 114,152 178,367 125,348 Tidelands Fund 225 160,209 12,792 324 172,677 13,346 81,728 104,295 Solid Waste Reduction Fund 226 549,725 615,102 400,236 764,591 355,000 806,814 312,777 Abandoned Vehicle Fund 228 1,009,785 126,000 369,337 766,448 115,000 423,671 457,777 National Pollutant Discharge Elim. (NPDES) 229 2,950,040 840,035 1,628,622 2,161,453 805,000 1,955,454 1,010,999 2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

165

SUMMARY OF SPECIAL REVENUE FUNDS (Continued)
Estimated Estimated Estimated
Fund Balance Revised Revised Balance Proposed Proposed Balance Special Revenue Fund Title # 7/1/25 Revenues Expend. 6/30/26 Revenues Expend. 6/30/27 Supplemental Law Enforcement Fund 232 0 353,924 353,924 0 355,000 355,000 0 Byrne Grant Fund 233 0 11,954 11,954 0 43,462 43,462 0 CDBG Revolving Loan Fund 236 5,813,977 15,325 21,380 5,807,922 100 1,562 5,806,460 Traffic Safety Fund 237 3,663 35,375 34,040 4,998 36,400 36,348 5,050 PEG Fund 238 698,125 192,720 81,785 809,060 180,000 795,781 193,279 Street Impact Fund 241 455,636 5,759 461,395 0 0 0 0
SB1186 Disability Access Fund 242 246,493 45,000 5,510 285,983 46,000 11,623 320,360 ADU Accelerator Program Fund 243 270,906 6,500 160,450 116,956 2,000 118,956 0 Maintenance District Funds:

Lone Tree Way District 251 869,928 977,729 1,296,565 551,092 896,729 972,491 475,330 Downtown District 252 251,792 178,500 388,209 42,083 186,000 203,851 24,232 Almondridge District 253 90,540 112,882 127,208 76,214 112,182 120,713 67,683 Hillcrest Landscape Maintenance Dist. 254 628,361 1,244,868 1,647,023 226,206 1,152,868 1,244,425 134,649 Park District 1A 255 332,835 113,151 169,267 276,719 135,629 115,732 296,616 Park District 2A 256 981,143 786,211 1,370,677 396,677 721,211 673,179 444,709 Park Administration Fund 257 9,630 817,070 826,700 0 728,785 728,785 0 East Lone Tree District 259 339,820 342,200 474,137 207,883 343,400 288,374 262,909 Opioid Settlement Distributor Fund 260 91,897 22,603 46,433 68,067 22,808 90,875 0 Storm Damage Fund 261 (608,266) 639,321 156,055 (125,000) 782,201 782,201 (125,000) Opioid Settlement Janssen Fund 262 29,686 21,860 19,918 31,628 3,991 35,619 0 Opioid Settlement Abatement II Fund 263 7,203 0 0 7,203 0 7,203 0 Opioid Settlement Abatements Fund 264 137,500 43,391 0 180,891 37,689 218,580 0 Opioid Settlement McKinsey Fund 265 5,446 0 0 5,446 0 5,446 0 East Lone Tree Benefit District Fund 270 11,103,140 495,000 21,353 11,576,787 900,000 34,751 12,442,036 Kaiser Public Facility Benefit District Fund 271 35,111 1,200 75 36,236 1,200 84 37,352 CFD 2016-01 Police Protection Fund 280 0 370,625 370,625 0 370,625 370,625 0 CFD 2018-01 Public Services Fund 281 2,510,166 889,152 302,260 3,097,058 914,152 337,788 3,673,422 CFD 2018-02 Police Protection Fund 282 0 885,536 885,536 0 885,536 885,536 0 2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

166

SUMMARY OF SPECIAL REVENUE FUNDS (Continued)
Estimated Estimated Estimated
Fund Balance Revised Revised Balance Proposed Proposed Balance Special Revenue Fund Title # 7/1/25 Revenues Expend. 6/30/26 Revenues Expend. 6/30/27 CFD 2022-01 Public Services Fund 283 403,223 383,439 56,025 730,637 390,439 79,686 1,041,390 Post Retirement Medical – Miscellaneous 578 427,309 234,501 393,345 268,465 277,000 376,400 169,065 Post Retirement Medical - Management 579 854,873 256,009 556,666 554,216 260,000 527,000 287,216 TOTAL SPECIAL REVENUE FUNDS $54,088,587 $46,865,567 $61,531,554 $39,422,600 $35,051,064 $35,093,546 $39,380,118

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

167

CANNABIS EQUITY GRANT (201)

The City of Antioch’s Public Safety and Community Resources Department was awarded a $75,000 in Cannabis Equity Act Grant funding from the State of California Governor’s Office of Business and Economic Development (BO-Biz) for the development of a local “equity” (fairness) program. The Type-1 grant will be used by the City for the creation of a cannabis assessment and/or assistance for the development of a local fairness (“equity”) program. The grant term is April 1, 2026 through October 31, 2027.

CANNABIS EQUITY GRANT (FUND 201)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $0 $0 $0 $0 $0

Revenue Source:

Revenue from Other Agencies 0 0 0 0 75,000 100%
Total Revenue 0 0 0 0 75,000 100%

Expenditures:

Personnel 0 75,000 100%
Services and Supplies 0 0 0 0 75,000 100%
Total Expenditures 0 0 0 0 75,000 100%

Ending Balance, June 30 $0 $0 $0 $0 $0

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

168

CALVIP COHORT 5 GRANT (202)

The City of Antioch was awarded $2 million in grant funding through the California Board of State and Community Corrections (BSCC) under the California Violence Intervention and Prevention (CalVIP) Grant Program. Administered through the Public Safety & Community Resources Department, the grant supports Antioch’s ongoing efforts to implement comprehensive, community-based violence prevention and intervention strategies in neighborhoods disproportionately impacted by violence. The CalVIP program advances a public health-centered approach to public safety through evidence-informed, trauma-informed, and community-driven interventions focused on reducing retaliatory violence, increasing community stabilization, and improving outcomes for individuals and families at elevated risk of violence involvement or victimization.

Funding will support violence interruption, street outreach, mentorship, intensive case management, workforce development, restorative practices, youth engagement, crisis response coordination, community healing initiatives, and strategic partnerships with community-based organizations, credible messengers, behavioral health providers, and public safety stakeholders. The grant will also strengthen Antioch’s violence prevention infrastructure by expanding coordinated intervention efforts, enhancing data-informed program evaluation, increasing access to supportive services, and improving long-term community safety and wellness outcomes throughout the City.

The CalVIP grant term runs from April 1, 2026 through June 30, 2029.

CALVIP COHORT 5 GRANT (FUND 202)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $0 $0 $0 $0 $0

Revenue Source:

Revenue from Other Agencies 0 0 0 112,000 690,914 517%
Total Revenue 0 0 0 112,000 690,914 517%

Expenditures:

Personnel 26,668 26,668 453,456 1600%
Services and Supplies 0 0 85,332 85,332 237,458 178%
Total Expenditures 0 0 112,000 112,000 690,914 517%

Ending Balance, June 30 $0 $0 ($112,000) $0 $0

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

169

ERF GRANT (203)

The City of Antioch was awarded $6,812,686 in State Encampment Resolution Fund (ERF) funding to support comprehensive, housing-focused strategies addressing unsheltered homelessness, encampment resolution, community stabilization, and long-term housing outcomes. The ERF program provides critical state resources to help communities safely and compassionately resolve high-impact encampments while expanding access to housing navigation, supportive services, behavioral health resources, and pathways to permanent housing for individuals experiencing homelessness.

Through this investment, Antioch is implementing coordinated, trauma-informed, and person-centered approaches designed to improve public health and safety, reduce the impacts of unsafe encampments, strengthen community conditions, and support individuals in achieving long-term housing stability and self-sufficiency.

Funding supports outreach, intensive case management, interim housing and stabilization efforts, environmental remediation, system coordination, and partnerships with service providers and regional stakeholders to create sustainable and measurable housing outcomes for unhoused residents.

ERF GRANT (FUND 203)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $0 $0 $0 $0 $0

Revenue Source:

Revenue from Other Agencies 0 4,069,411 1,872,068 1,434,600 1,084,669 -24% Total Revenue 0 4,069,411 1,872,068 1,434,600 1,084,669 -24%

Expenditures:

Personnel 10,972 0 971 0 -100%
Services and Supplies 0 4,058,439 1,872,068 1,433,629 1,084,669 -24% Total Expenditures 0 4,069,411 1,872,068 1,434,600 1,084,669 -24%

Ending Balance, June 30 $0 $0 $0 $0 $0

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

170

CALIFORNIA VOLUNTEERS GRANT (204)

The City received two grants totaling $2,280,718.27 grant from the State of California OPR/California Volunteers to expand on the existing youth apprenticeship program, Supporting Opportunity, Access, and Readiness, “S.O.A.R.”. The grant supports paid public service opportunities, workforce development, climate resiliency projects, and career pathway development for Antioch youth and young adults. Through this initiative, the City is partnering with Rubicon Programs to provide hands-on workforce experience, mentorship, and employment opportunities for young adults working alongside City staff within the Public Works Department and the Public Safety & Community Resources Department. Program participants will engage in projects focused on neighborhood beautification, sustainable landscaping, environmental stewardship, waterfront improvements, climate resiliency, green infrastructure, and community sustainability efforts. The program is designed to increase workforce readiness, strengthen civic engagement, create pathways to long-term employment, and provide meaningful public service opportunities for youth and young adults, particularly those facing barriers to employment and economic mobility. The grant term runs from May 9, 2024 through December 31, 2026.

CALIFORNIA VOLUNTEERS GRANT (FUND 204)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $0 $0 ($177,574) ($177,574) $0

Revenue Source:

Revenue from Other Agencies 0 0 1,481,634 1,721,874 554,713 -68% Total Revenue 0 0 1,481,634 1,721,874 554,713 -68%

Expenditures:

Personnel 0 132,339 908,339 983,312 417,951 -57%
Services and Supplies 0 45,235 658,866 560,988 136,762 -76% Total Expenditures 0 177,574 1,567,205 1,544,300 554,713 -64%

Ending Balance, June 30 $0 ($177,574) ($263,145) $0 $0

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

171

AMERICAN RESCUE PLAN (206)

The American Rescue Plan Act of 2021 was signed into law on March 11, 2021, and will deliver $350 billion for eligible state, local, territorial, and tribal governments to respond to the COVID-19 emergency. Funding for eligible expenditures must be spent or obligated by December 31, 2024. Antioch is an entitlement City and received a total of $21,550,900 directly from the Department of the Treasury.

AMERICAN RESCUE PLAN (FUND 206)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $239,956 $668,315 $0 $0 $0

Revenue Source:

Investment Income 450,581 259,405 30,000 80,000 0 -100% Revenue from Other Agencies 5,220,329 11,484,658 3,055,330 3,098,438 0 -100% Total Revenue 5,670,910 11,744,063 3,085,330 3,178,438 0 -100%

Expenditures:

Personnel 152,566 0 0 0 0 0%
Services and Supplies 5,089,930 7,169,481 3,363,090 3,102,538 0 -100% Transfer Out to General Fund 0 5,242,823 30,000 75,900 0 -100% Internal Services 54 74 0 0 0 0%
Total Expenditures 5,242,550 12,412,378 3,393,090 3,178,438 0 -100%

Ending Balance, June 30 $668,316 $0 ($307,760) $0 $0

NOTE: It is anticipated there will be unspent obligations remaining at 6/30/26 that will be requested to be re-appropriated to FY2027. Obligated funds must be spent by 12/31/26.

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

172

CALVIP GRANT (207)

The City of Antioch received $1,794,116 in grant funding from the Board of State and Community Corrections under the California Violence Intervention and Prevention (CalVIP) grant program. The purpose of the grant is to improve public health and safety by supporting effective violence reduction initiatives in communities that are disproportionately impacted by violence. The grant runs from July 1, 2022 through June 30, 2026 and is being administered by the Public Safety and Community Resources Department.

CalVIP GRANT (FUND 207)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 ($28,325) ($234,274) ($365,731) ($365,731) $0

Revenue Source:

Revenue from Other Agencies 262,409 437,610 728,366 1,094,097 0 -100% Total Revenue 262,409 437,610 728,366 1,094,097 0 -100%

Expenditures:

Personnel 97,004 119,278 57,360 82,357 0 -100%
Services & Supplies 371,354 449,789 671,006 646,009 0 -100% Total Expenditures 468,358 569,067 728,366 728,366 0 -100%

Ending Balance, June 30 ($234,274) ($365,731) ($365,731) $0 $0 NOTE: Grant pays for 50% of Public Safety Manager over the two-year period.

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

173

PLHA GRANT (208)

The City’s Permanent Local Housing Allocation (PLHA) Program is administered through the Public Safety & Community Resources Department and funded through the State of California’s Permanent Local Housing Allocation Program. PLHA provides an ongoing source of state funding dedicated to increasing housing stability, expanding affordable housing opportunities, and supporting homelessness prevention and housing assistance efforts for low- and moderate-income residents.

The City of Antioch receives an annual PLHA allocation of approximately $350,000 as part of the State’s five-year funding cycle. In alignment with City Council- approved priorities, Antioch’s PLHA funds are strategically invested in programs and initiatives that support homelessness response, affordable housing production and preservation, and homeownership opportunities for Antioch residents. Approved funding priorities include: Homelessness Assistance and Housing Stabilization – supporting programs and services for individuals and households experiencing homelessness or housing insecurity, including safe parking and stabilization efforts; Accessory Dwelling Unit (ADU) Development and Housing Rehabilitation – increasing affordable housing opportunities through ADU incentives, preservation of existing housing stock, and rehabilitation assistance for low-income homeowners; and Homeownership Assistance – supporting downpayment assistance and homeownership opportunities through the Antioch Homeownership Program (AHOP).

2025-2026 Accomplishments:
 Successfully completed annual PLHA applications, reporting requirements, and secured continued annual state funding allocations.  Launched and continued operation of the Antioch Safe Parking Program during FY 2024–25 and FY 2025–26 to provide safe overnight parking, case management, and housing navigation services for Antioch residents living in vehicles. To date, the program has served 106 Antioch residents, connecting participants to housing resources, shelter options, supportive services, and stabilization assistance.  Secured and strategically allocated approximately $2.3 million in CDBG, PLHA, and Housing Successor funding to support housing stability, homelessness prevention, economic development, and community services  Increased coordination between housing, homelessness outreach, nonprofit agencies, and regional partners to strengthen service delivery and referral pathways
 Advanced homelessness prevention efforts through investments in prevention, rapid rehousing, shelter services, legal aid, and coordinated outreach strategies  Expanded housing stabilization efforts through the Housing Rehabilitation Program to help low income homeowners preserve housing, age in place, and improve accessibility and energy efficiency
 Continued strengthening partnerships with organizations serving seniors, youth, survivors of domestic violence, foster youth, and special needs populations  Supported workforce development and economic mobility initiatives through job training, entrepreneurship support, and microenterprise development programs  Improved internal coordination, compliance, and reporting efforts tied to CDBG, Housing Successor, and PLHA funding administration  Allocated approximately $650,000 in FY 2025–26 for Housing Rehabilitation Programs, providing loans and grants to low-income homeowners for critical repairs, health and safety improvements, accessibility upgrades, and preservation of Antioch’s existing housing stock.

2026-27 Objectives:
 Successfully complete the final year of the current PLHA five-year funding cycle, including all required reporting, compliance, reimbursement, and closeout activities.

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

174

PLHA GRANT (208) (Continued)

2026-27 Objectives (Cont.):
 Conduct a comprehensive community engagement and planning process in coordination with the CDBG Committee, City Council, community stakeholders, and residents to develop and adopt updated funding priorities and strategic goals for the next five-year PLHA funding cycle.  Submit the City’s application for the first year of the new PLHA funding cycle and complete all required annual performance reporting and state compliance requirements.
 Continue expanding housing stabilization, homelessness prevention, and affordable housing initiatives through strategic use of PLHA funding and alignment with broader City housing and homelessness response efforts.

PLHA GRANT (FUND 208)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $0 $0 ($303,859) ($303,859) $0

Revenue Source:

Revenue from Other Agencies 151,910 242,325 509,164 813,023 445,851 -45% Total Revenue 151,910 242,325 509,164 813,023 445,851 -45%

Expenditures:

Services & Supplies 151,910 546,184 509,164 509,164 445,851 -12% Total Expenditures 151,910 546,184 509,164 509,164 445,851 -12%

Ending Balance, June 30 $0 ($303,859) ($303,859) $0 $0

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

175

RMRA (209)

The Road Repair and Accountability Act of 2017 (SB 1) approved by the California legislature established a Road Maintenance and Repair Account (RMRA) in the state treasury that allocates monies to cities and counties for road maintenance and repair based upon a statutory formula. This fund was created by the City to account for monies received from the State under this act and spending of those funds.

RMRA (FUND 209)
Statement of Revenues, Expenditures and Change in Fund Balance 2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $5,508,879 $6,880,527 $10,114,336 $10,114,336 $3,814,592

Revenue Source:

Revenue from Other Agencies 2,920,235 3,143,667 3,131,708 3,074,813 3,285,780 7% Investment Income 208,133 316,120 200,000 250,000 275,000 10% Total Revenue 3,128,368 3,459,787 3,331,708 3,324,813 3,560,780 7%

Expenditures:

Services & Supplies 7,452 13,169 10,000 18,000 20,000 11% Capital Projects 1,748,528 211,859 9,605,141 4,380,390 2,500,000 -43% Transfer Out – CIP for L Street 0 0 0 5,224,751 0 -100% Internal Services 740 950 1,416 1,416 16,568 1070%
Total Expenditures 1,756,720 225,978 9,616,557 9,624,557 2,536,568 -74%

Ending Balance, June 30 $6,880,527 $10,114,336 $3,829,487 $3,814,592 $4,838,804

The following is a list of budgeted capital projects:

2025-26 2026-27
Capital Projects Revised Proposed
Pavement Preventative Maintenance $2,000,000 $0
Pavement Plugs and Leveling Courses 2,380,390 2,500,000 Total Capital Projects $4,380,390 $2,500,000

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

176

FEDERAL ASSET FORFEITURE (210)

This fund accounts for monies and property seized during drug enforcement on Federal cases. The Federal government requires a separate fund to account for these activities.

FEDERAL ASSET FORFEITURE (FUND 210)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $397,490 $442,237 $454,129 $454,129 $62,701

Revenue Source:

Investment Income 14,866 16,988 15,000 15,000 5,000 -67% Other 33,554 0 15,000 0 15,000 100%
Total Revenue 48,420 16,988 30,000 15,000 20,000 33%

Expenditures:

Services & Supplies 510 682 400,800 400,850 500 -100% Internal Services 3,163 4,414 5,578 5,578 175 -97%
Total Expenditures 3,673 5,096 406,378 406,428 675 -100%

Ending Balance, June 30 $442,237 $454,129 $77,751 $62,701 $82,026

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

177

DELTA FAIR PROPERTY FUND (211)

The Delta Fair Property Fund was created when the City sold property it owned on Delta Fair Boulevard at the City’s western City limits. The property was originally purchased from the State on the condition that it would be used for park and recreation purposes. When it was decided that the property was more suitable for commercial purposes and should be sold or leased, the State gave its permission on the condition that proceeds be used for park purposes for those parks constructed prior to 1980.

DELTA FAIR PROPERTY (FUND 211)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 ($45,366) ($551,631) ($422,039) ($422,039) $275,518

Revenue Source:

Investment Income 19,431 16,964 1,000 15,000 16,000 7% Current Service Charges 50,054 50,041 42,288 50,050 50,050 0% Revenue from Other Agencies 179,191 1,914,100 858,709 858,709 0 -100% Total Revenue 248,676 1,981,105 901,997 923,759 66,050 -93%

Expenditures:

Services & Supplies 91 0 300 0 200 100%
Contra Loma Estates Park/Fencing 754,773 1,851,415 226,057 226,057 0 -100% Internal Services 77 98 145 145 4,032 2681%
Total Expenditures 754,941 1,851,513 226,502 226,202 4,232 -98%

Ending Balance, June 30 ($551,631) ($422,039) $253,456 $275,518 $337,336

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

178

COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) (212)

The Community Development Block Grant (CDBG) Program, funded through the U.S. Department of Housing and Urban Development (HUD), is administered through the City of Antioch’s Public Safety & Community Resources Department. As a federal entitlement community, Antioch receives annual CDBG allocations to support programs, public services, housing initiatives, neighborhood improvements, and infrastructure investments that primarily benefit low- and moderate-income residents and neighborhoods.

The CDBG Program serves as a critical funding source supporting affordable housing, homelessness prevention, public infrastructure, economic opportunity, community development, fair housing, and public service programs throughout Antioch. Through strategic grant administration, community engagement, and regional collaboration, the City utilizes CDBG resources to address community priorities, improve neighborhood conditions, expand access to services, and strengthen quality of life for vulnerable residents.

The City works collaboratively with the Contra Costa Urban County Consortium, local service providers, affordable housing partners, and community stakeholders to ensure compliance with federal regulations while maximizing community impact and leveraging additional public and private investment opportunities.

2025-2026 Accomplishments:
 Successfully secured and administered approximately $815,194 in FY 2024–25 and $879,893 in FY 2025–26 in annual HUD CDBG entitlement funding through timely submission and approval of the City’s Annual Action Plans and Consolidated Annual Performance and Evaluation Reports (CAPERs).  Managed and administered 23 CDBG and CDBG-CV grant agreements totaling approximately $1.67 million across FY 2024–26 to support public services, homelessness response, affordable housing activities, infrastructure improvements, neighborhood revitalization, and community-based programming serving more than 3,400 low- and moderate-income Antioch residents annually.  Successfully coordinated the City’s development and adoption of the 2025–2030 HUD Consolidated Plan and FY 2025–26 Annual Action Plan, establishing strategic priorities and funding goals related to housing stability, homelessness prevention, public services, infrastructure, economic opportunity, and neighborhood investment over the next five-year planning cycle.  Conducted comprehensive analysis of 2020 Census data, housing market conditions, fair housing trends, community needs indicators, and demographic data to inform development of the Consolidated Plan, Annual Action Plan, and future housing and community development priorities.  Updated and advanced key HUD planning and compliance documents including the Citizen Participation Plan, Limited English Proficiency (LEP) Plan, and Relocation Plan to strengthen accessibility, public engagement, equity, and compliance with federal requirements.  Facilitated a comprehensive two-year CDBG grant application and funding cycle process for FY 2025–26 and FY 2026–27, including technical assistance workshops, applicant support, agency interviews, risk assessments, funding recommendations, and coordination with the City Council CDBG Committee.  Provided ongoing staffing and administrative support to the CDBG Committee during a high-volume grant cycle period, ensuring transparent funding review processes, public engagement, and timely funding recommendations despite limited staffing capacity.  Continued active participation within the Contra Costa County CDBG Consortium to coordinate regional activities, improve administrative efficiencies, strengthen interagency collaboration, and support enhancements to the City Data Services (CDS) online grant reporting and monitoring platform utilized by funded agencies.

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

179

COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) (212) (Continued)

2026-2027 Objectives:
 Successfully administer and implement the last three years of the 2025–2030 HUD Consolidated Plan by funding and monitoring programs, services, and capital improvement activities that address Antioch’s highest priority community development and housing needs.  Prepare and submit annual HUD-required Action Plans and Consolidated Annual Performance and Evaluation Reports (CAPERs) for FY 2026–27 and FY 2027–28, including preparation of staff reports, public notices, resolutions, and presentations for required public hearings and City Council approval.  Continue funding high-impact public service, housing, homelessness prevention, infrastructure, and neighborhood improvement projects that improve outcomes for low- and moderate-income residents and neighborhoods throughout Antioch.  Strengthen grant monitoring, contract administration, compliance oversight, technical assistance, and fiscal accountability processes to ensure efficient operation of the CDBG program and continued compliance with HUD regulations and performance standards.  Complete and implement the updated 2025–2030 Analysis of Impediments to Fair Housing Choice (AI), utilizing current Census and housing data to identify barriers to fair housing and develop strategies that promote housing equity and access throughout Antioch.  Continue advancing equitable community engagement and accessibility efforts by increasing outreach to historically underserved populations, improving multilingual communication strategies, and strengthening public participation in HUD planning and funding processes.  Strengthen succession planning, operational capacity, and long-term sustainability of the City’s Community Grants and Affordable Housing functions through process improvements, staff development, cross-training, and enhanced organizational infrastructure.  Identify and pursue additional state, federal, regional, and philanthropic funding opportunities that align with Antioch’s housing, homelessness, neighborhood revitalization, sustainability, and community development priorities to leverage and expand local impact.

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

180

COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) (212) (Continued)

COMMUNITY DEVELOPMENT BLOCK GRANT (FUND 212)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $230,516 $230,516 $136,624 $136,624 $271,624

Revenue Source:

Revenue from Other Agencies 482,066 360,128 1,268,900 1,482,773 1,210,051 -18% Transfer In – CDBG RLF 0 88,211 0 15,784 0 -100%
Total Revenue 482,066 448,339 1,268,900 1,498,557 1,210,051 -19%

Expenditures:

Personnel 131,242 146,317 202,708 243,802 144,610 -41% Services & Supplies 350,824 395,914 1,108,339 1,119,755 1,065,441 -5% Total Expenditures 482,066 542,231 1,311,047 1,363,557 1,210,051 -11%

Ending Balance June 30 $230,516 $136,624 $94,477 $271,624 $271,624 Reserved for Housing Loans (16,935) (16,935) (16,935) (151,935) (151,935) Funds Available $213,581 119,689 77,542 119,689 119,689

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

181

GAS TAX (213)

The City receives gas tax funds from the State under the State Street and Highways Code. The gas tax funds are limited to research, planning, construction, improvement, maintenance and operation of public streets. The City also uses these funds to pay for maintenance and operation of streetlights.

GAS TAX (FUND 213)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $1,960,041 $3,311,712 $3,964,597 $3,964,597 $797,005

Revenue Source:

Revenue from Other Agencies 3,228,454 3,200,272 3,302,191 3,303,844 3,483,137 5% Investment Income 82,151 137,438 125,000 125,000 145,000 16% Total Revenues 3,310,605 3,337,710 3,427,191 3,428,844 3,628,137 6%

Expenditures:

Personnel 96,476 138,987 247,339 214,951 252,338 17%
Services & Supplies 721,320 710,665 838,000 838,000 840,000 0% Capital Projects 12,563 555,502 3,647,586 3,647,586 725,000 -80% Transfers Out 1,080,503 1,215,225 1,268,202 1,807,202 1,190,000 -34% Internal Services 48,072 64,446 88,697 88,697 314,506 255% Total Expenditures 1,958,934 2,684,825 6,089,824 6,596,436 3,321,844 -50%

Ending Balance, June 30 $3,311,712 $3,964,597 $1,301,964 $797,005 $1,103,298

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

182

GAS TAX (213) (Continued)

The following is a list of budgeted capital projects:

2025-26 2026-27
Capital Projects Revised Proposed
Pavement Management System $114,512 $0
Trail Maintenance Program 234,630 175,000
James Donlon Traffic Calming 865,000 0
Sycamore Traffic Calming 425,000 0
Amtrak Station Improvements 374,894 0
Streetlight Improvements 463,550 0
Median Island Improvements 800,000 400,000
School Safety Improvements 100,000 150,000
Countywide Smart Signals 50,000 0
Total Capital Projects $3,647,586 $725,000

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

183

ANIMAL SERVICES (214)

In 1978 the citizens of Antioch overwhelmingly voted for Measure A. This measure was for re-establishing, maintaining and operating a City animal shelter. Measure A authorized funds to be appropriated annually by the City Council. This fund accounts for revenues and expenditures of the City's animal services program. A portion of the revenues required to operate this function comes from animal licenses and shelter, adoption, handling, and impound fees. The remainder comes from a subsidy from the General Fund.

ANIMAL SERVICES (FUND 214)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $59,500 $59,500 $270 $270 $0

Revenue Source:

Current Service Charges 200,502 190,665 199,000 185,940 160,872 -13% Revenue from Other Agencies 6,000 0 15,000 0 0 0%
Other Revenue 26,229 22,930 127,800 121,579 21,000 -83% Transfer In – General Fund 1,702,199 1,600,880 2,680,030 2,161,549 2,492,144 15% Total Revenue 1,934,930 1,814,475 3,021,830 2,469,068 2,674,016 8%

Expenditures:

Personnel 1,488,619 1,406,003 2,111,094 1,736,145 2,052,604 18% Services & Supplies 446,311 467,702 910,736 733,193 621,412 -15% Total Expenditures 1,934,930 1,873,705 3,021,830 2,469,338 2,674,016 8%

Ending Balance, June 30 $59,500 $270 $270 $0 $0

Funded Funded
2025-26 2026-27
Funded FTE’s 12.10 11.101

1One Animal Control Officer position frozen in FY27

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

184

CIVIC ARTS FUND (215)

This fund accounts for the City’s Civic Arts Administration program. Revenue for this fund comes from the City's 10% Transient Occupancy Tax (TOT). The General Fund, through various departments, also supports civic arts; providing support to annual parades and community events. A Civic Enhancement Grant Program was introduced in FY 2018-2019 to support events and beautification projects coordinated by nonprofit organizations. This program is funded by the General Fund. Arts and cultural programs connect residents to Antioch’s rich history, cultural diversity, and the arts. The City partners with many community organizations to bring exhibits, music, and theater to life throughout the year. Young and old, and individuals and families, are more engaged in their community when they are involved in the arts which enriches the entire community.

2025-2026 Accomplishments:

 The opening of the Downtown Farmers Market.
 Civic Enhancement Community Grant Program continues to grow as 16 organizations received $50k to enhance community efforts towards beautification and civic celebrations.
 Continued Martin Luther King, Jr. Day of Service - a civic volunteer and enhancement event for all ages.  Supported city events and community organizations such as Celebrate Antioch Foundation, Delta Veterans Group, and others.  Executed over 20 special events leveraging multiple community partners.  Assisted with the annual Veteran’s Day Parade and Memorial Day Ceremony.  The Nick Rodriguez Community upgrades to the building and roof.  Took the lead role on July 4th and Holiday Delites Parades and events.

2026-2027 Objectives:

 Supporting the Downtown Farmers Market and helping it continue to grow  Continue Antioch’s Summer Concert Series in Waldie Plaza during July & August and expand program to other areas of the City.  Provide support to community organizations and civic celebrations such as Celebrate Antioch Foundation, Delta Veterans Group, and others.  Continue to assist with the traditional community parades: Memorial Day and Veteran’s Day; continue leading the effort on July 4 and Holiday Delites.  Continue to add and enhance the special event offerings of the City with a focus on cultural celebrations.

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

185

CIVIC ARTS FUND (215) (Continued)

CIVIC ARTS (FUND 215)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $309,148 $351,432 $330,136 $330,136 $309,119

Revenue Source:

Investment Income 16,739 15,736 17,556 10,000 15,000 50% Transient Occupancy Tax 60,641 31,368 60,000 21,000 30,000 43% Total Revenue 77,380 47,104 77,556 31,000 45,000 45%

Expenditures:

Services & Supplies 26,781 57,382 40,364 39,967 41,033 3% Internal Services 8,315 11,018 12,050 12,050 49,805 313% Total Expenditures 35,096 68,400 52,414 52,017 90,838 75%

Ending Balance, June 30 $351,432 $330,136 $355,278 $309,119 $263,281

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

186

PARK IN-LIEU FUND (216)

Developers are required to donate land and/or improvements or pay an equivalent fee for neighborhood parks. Fees are placed in the Park-In-Lieu Fund, and used for acquisition of additional park land, and to pay for design and improvements to donated park acreage. Fees are based on the number of housing units built annually.

PARK IN LIEU (FUND 216)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $2,930,652 $3,481,704 $3,550,484 $3,550,484 $1,391,358

Revenue Source:

Investment Income 114,676 134,880 125,000 110,000 100,000 -9% Revenue from Other Agencies 0 0 247,566 247,566 0 -100% Licenses & Permits 551,205 205,133 324,000 423,500 324,000 -23% Total Revenues 665,881 340,013 696,566 781,066 424,000 -46%

Expenditures:

Services & Supplies 4,020 5,407 17,000 18,500 18,500 0% Park Facilities Upgrades 109,454 263,952 2,919,618 2,919,308 500,000 -83% Internal Services 1,355 1,874 2,384 2,384 6,419 169%
Total Expenditures 114,829 271,233 2,939,002 2,940,192 524,919 -82%

Ending Balance, June 30 $3,481,704 $3,550,484 $1,308,048 $1,391,358 $1,290,439

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

187

COMMUNITY BENEFIT PROGRAM FUND (217)

The City is a partner of an affordable housing tax credit bond transaction that requires the partner entity to provide the City with an annual payment to benefit the lower income community. This fund has been established to account for the annual payment and provide grants or programs to the City’s lower and moderate- income community.

COMMUNITY BENEFIT PROGRAM (FUND 217)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $0 $0 $4,901 $4,901 $6,936

Revenue Source:

Investment Income 0 142 225 155 200 29%
Revenue from Other Agencies 0 1,933 1,900 1,900 2,125 12% Transfer In – Housing Successor Fund 0 2,832 0 0 0 0%
Total Revenues 0 4,907 2,125 2,055 2,325 13%

Expenditures:

Services & Supplies 0 6 50 20 25 25%
Total Expenditures 0 6 50 20 25 25%

Ending Balance, June 30 $0 $4,901 $6,976 $6,936 $9,236

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

188

RECREATION SERVICES FUND (219)

Recreation Services unifies and strengthens the community by creating experiences that inspire life-long learning. Programs focus on youth and family enrichment, early childhood learning, healthy lifestyles, sports and fitness, and services for older adults. The department maintains a variety of facilities and spaces that are safe, clean and green. These well-maintained facilities host city programs; they are also available for reservation by residents. Recreation Services collaborates with community organizations to create a sense of place and host civic events, and promotes environmental stewardship and fostering human development.

The Department is a leader in creating a community that is highly desirable within the region. A Parks and Recreation Director provides department management and leadership, while eleven full-time (11 FTE) staff are supported by seasonal and temporary employees to engage the community and carry out the goals, tasks and activities that result in high quality programs and services. A seven-member Parks and Recreation Commission is appointed by the City Council to represent the community, provide input to City staff on various projects, and advise the City Council on strategic initiatives.

Recreation Services ensures that all residents have access to the benefits of local parks and recreation: programs, facilities, places and spaces that make their lives and communities great.

1Supervisor position to be underfilled at Coordinator level in FY27.

Parks & Recreation
Director
Recreation Services
Manager
Recreation Supervisor –
Sports/Facilities
Recreation Supervisor1 –
Water Park
Recreation Programs
Coordinator
Aquatics Maintenance
Worker
Recreation Supervisor –
Senior Center/NRCC
Recreation Programs
Coordinator
Administrative Analyst I
Administrative Assistant II/III
(2)
Recreation Programs
Coordinator
2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

189

RECREATION SERVICES FUND (219) (Continued)

RECREATION SERVICES (FUND 219)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $1,441,633 $1,426,566 $1,270,457 $1,270,457 $1,293,505

Revenue Source:

Investment Income 13,947 22,861 2,040 3,400 3,400 0%
Revenue from Other Agencies 9,765 0 0 0 0 0%
Current Service Charges 2,021,601 2,053,047 2,472,196 2,307,534 2,348,767 2% Other 4,310 5,748 35,000 5,700 6,700 18%
Transfer in from Prewett CIP 944 0 0 0 0 0%
Transfer in from General Fund 4,440,590 4,236,950 4,849,240 5,210,954 4,802,031 -8% Transfer in from Senior Bus Fund 7,700 45,397 0 0 0 0% Transfer in from Child Care Fund 80,000 80,000 175,000 175,000 175,000 0% Total Revenue 6,578,857 6,444,003 7,533,476 7,702,588 7,335,898 -5%

Expenditures:

Personnel 3,942,608 3,964,151 4,316,280 4,271,971 4,472,423 5% Services & Supplies 2,641,857 2,618,556 3,387,295 3,407,569 2,772,262 -19% Capital Expense 9,459 17,405 164,437 0 164,437 100% Total Expenditures 6,593,924 6,600,112 7,868,012 7,679,540 7,409,122 -4%

Ending Balance, June 30 $1,426,566 $1,270,457 $935,921 $1,293,505 $1,220,281 Reserved for Sports Field Maintenance (109,603) (109,799) (109,995) (109,995) (110,191) Reserved for City Park Maintenance (387,601) (417,250) (449,575) (449,575) (482,546) Reserved for Turf Field Maintenance (496,755) (529,755) (562,755) (562,755) (595,755) Reserved for CIP Rollover (428,556) (184,707) - (164,437) - Available Balance $4,051 $28,946 ($186,404) $6,743 $31,789 2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

190

RECREATION SERVICES FUND (219) (Continued)

RECREATION SERVICES STAFFING SUMMARY

Funded Funded
2025-26 2026-27
Funded FTE’s:

Nick Rodriguez Community Center (NRCC)/Senior Center 2.00 2.00 Sports 1.00 1.00
Community Recreation 5.50 5.50
Water Park Operations 3.50 3.50
Total Recreation Funded FTE’s 12.00 12.00

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

191

RECREATION SERVICES FUND (219) (Continued)

NICK RODRIGUEZ COMMUNITY CENTER/ANTIOCH SENIOR CENTER (219-4410)

The Nick Rodriguez Community Center is located in the Historic Downtown District of Antioch. It is a popular facility for casual events that are provided by local organizations and individuals. A signature feature within the Community Center is the community theater. This quaint theater is the primary home for youth and children theater companies; it seats two hundred people and is an excellent venue for youth productions that build self-esteem and confidence. Throughout the Center, the multi-use room, arts & crafts room, conference room and physical fitness room provide an excellent venue for classes and meetings. The Antioch Senior Center is a vibrant hub for the senior community, offering a variety of programs and resources to enhance the quality of life for older adults. The center provides a popular lunch program, engaging activities, informative workshops, and exciting events for seniors to enjoy and socialize.

2025-2026 Accomplishments:
 Established Trips Volunteer Program and increased trips participation.  Established partnership and MOU with Antioch Friends of Seniors No-Profit group to support Senior Center.  Senior Center membership has grown to over 1,200 members.  Increased participation in all senior programs, activities, and events.  Established new events Hawaiian Luau, Senior Center Month, Women’s Tea Party.  Established new workshops for Senior Scams, Dementia, AI & Disinformation.  Lunch Program has from average daily participants of 70 to 100.  Roof and HVAC Renovations at Nick Rodriguez Community Center and Senior Center through state grant.  Offering senior programs at the Antioch Community Center.  Increased participation in Arts & Rec Exhibit Event.
 Increased sponsorships for Special Events.

2026-2027 Objectives:
 Apply for grants funding for operations of the Senior Center and Nick Rodriguez Community Center.  Collaborate with the Antioch Friends of Seniors on future programs, events, and resources.  Offer 2 nd day of the weekly bingo program.
 Build the sponsorship program and attract new sponsorship opportunities.  Continue to grow our social media & marketing program with our committee.  Improve facility maintenance and upkeep, including standardizing and updating bathrooms.  Partner with community theater production companies for productions.  Improve staff in-service trainings to raise the level of standard for customer service.  Complete ADA renovations at the Nick Rodriguez Community Center and Senior Center  Create and launch afternoon and evening senior programs and activities.  Collaborate with local agencies to provide new senior workshops. 2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

192

RECREATION SERVICES FUND (219) (Continued)

NICK RODRIGUEZ COMMUNITY CENTER/ANTIOCH SENIOR CENTER (219-4410) (Continued)

2026-2027 Objectives (Cont.):
 Create youth and adult programs to the Nick Rodriguez Community Center.  Offer senior programs and events at the Antioch Community Center.

NICK RODRIGUEZ COMMUNITY CENTER/ANTIOCH SENIOR CENTER (219-4410)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Investment Income 7,950 15,831 2,000 2,000 2,000 0%
Current Service Charges 142,872 141,762 131,750 76,250 143,250 88% Revenue from Other Agencies 9,765 0 0 0 0 0%
Other 892 850 2,000 0 0 0%
Transfer in from Senior Bus Fund 7,700 45,397 0 0 0 0% Transfer in from General Fund 796,666 834,021 982,816 1,299,466 957,398 -26% Total Source of Funds 965,845 1,037,861 1,118,566 1,377,716 1,102,648 -20%

Use of Funds:

Personnel 604,909 668,125 682,265 653,437 684,977 5%
Services & Supplies 352,532 346,827 445,017 470,505 417,671 -11% Capital Expense 8,404 17,405 274,044 274,044 0 -100%
Total Use of Funds 965,845 1,032,357 1,401,326 1,397,986 1,102,648 -21%

Funded FTE’S 2.00 2.00 2.00 2.00 2.00

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

193

RECREATION SERVICES FUND (219) (Continued)

SPORTS PROGRAMS (219-4450)

Youth participation in sports and recreational programs plays a vital role in promoting physical health, social skills, and emotional development. With rising childhood obesity rates, encouraging physical activity and introducing healthy lifestyle habits are more important than ever. Engaging in sports and team-based activities also fosters a strong sense of community and civic connection among local families. The Antioch Recreation Sports Division is committed to creating inclusive opportunities for children, emphasizing accessibility, skill development, sportsmanship, and—most importantly—fun in an active environment.

In addition to youth programming, the Sports Division oversees and maintains more than 35 facilities that are available for local user groups to rent for practices, games, and tournaments—offering even more ways for both youth and adults to stay active.

Adult sports and recreation programs provide valuable opportunities for residents to maintain a healthy lifestyle while benefiting from improved mental wellness, including reduced stress, depression, and social isolation. A well-rounded and accessible sports and recreation program enhances the overall quality of life in our community and adds lasting value to Antioch.

2025-2026 Accomplishments:
 Successfully completed the Summer 2025 Junior Giants League which served 562 players ranging from 5-13 years old.  Served a total of 114 participants in our Summer Sports Camp in 2025.  Successfully completed our first Fall 2025 NFL Flag Football League which served 80 players ranging from 8-13 years.  Successfully completed the 2026 winter season of Junior Golden State Basketball (previously Jr. Warriors) which served 220 players ranging from 5-13 years old.
 From January 2025-December 2025, served 654 youth in our sports classes (Volleyball, Baseball, Flag Football, Basketball, Soccer, and Multi-Sport Adventures).

2026-2027 Objectives:
 Maximize the usage at our local parks/fields for rental groups  Launch MLS-GO in Spring 2027 (or another suitable time of year). This soccer league would help expand the variety of sports we can offer in the community.  Launch a second season of Junior Golden State Basketball in Summer 2027.  Renovate the turf soccer fields at Antioch Community Park to hopefully expand field space and allow for more rentals and usage.

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

194

RECREATION SERVICES FUND (219) (Continued)

SPORTS PROGRAMS (219-4450) (Continued)

RECREATION SERVICES – SPORTS PROGRAMS (219-4450)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Current Service Charges 480,943 445,523 501,566 472,316 486,196 3% Other 100 435 10,000 200 200 0%
Transfer In – General Fund 85,159 116,240 174,110 216,531 206,374 -5% Total Source of Funds 566,202 562,198 685,676 689,047 692,770 1%

Use of Funds:

Personnel 374,659 361,678 465,397 465,397 476,209 2%
Services & Supplies 191,543 200,520 222,111 223,650 216,561 -3% Total Use of Funds 566,202 562,198 687,508 689,047 692,770 1%

Funded FTE'S 1.00 1.00 1.00 1.00 1.00

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

195

RECREATION SERVICES FUND (219) (Continued)

COMMUNITY RECREATION (219-4495)

Community Recreation is a broad-based component of the department that provides programs and services to support a safe, stimulating and diverse community.

Introductory and intermediate level program experiences are planned and delivered for young children, school-age and teens, adults, and families. Residents are encouraged to explore special interests, gather with friends and family, and achieve a healthy lifestyle. Programs and services meet the needs of the community and provide a nurturing environment to address trends and ideas.

Managing and operating the Antioch Community Center is achieved through the community recreation unit. The Community Center hosts numerous programs and events and provides space for partners such as the Antioch Library. It is admired by residents and well-liked for reservable uses such as weddings, church services and family celebrations.

2025-2026 Accomplishments:
 Expanded Community Events: Hosted over 20 family-friendly event. All events were free or low-cost to foster a sense of community. Highlights included Movie Night, Coastal Cleanup, Big Truck Day, Eggstravaganza & Rec Expo, MLK Day of Service, Fall-O-Ween, Market Saturday, Farmers Market and the July 4th Celebration.
 Culturally Inclusive Programming: Continued to grow cultural events that celebrate the diversity of our community, including Multicultural Day, Juneteenth, and Día de los Muertos which have grown each year.  Facility Use and Rentals: Increased weekday and evening facility rentals, demonstrating higher demand and community usage.  Citywide Recreation Guide: Produced and distributed the Recreation Guide three times per year, mailed to all households in zip codes 94509, and 94531.
 Enhanced Marketing and Outreach: Strengthened outreach to existing participants through social media, flyers, business partnerships, banners, and targeted email campaigns. Utilized Constant Contact and Facebook Boost ads to promote events and registration opportunities. Also won a award for our Social Media from CPRS.
 Summer Camp Success: Achieved a 26% increase in summer camp participation year-over-year, with over 60% of campers returning from previous years.
 Expanded Camp Services: Partnered to provide free summer lunches to all youth under 18, including both campers and the broader community.  Camp Enrichment: Introduced special guests—naturalists, musicians, magicians—and local field trips to deepen campers' exposure to science, arts, and theater.
 Revamped Teen Volunteer Program: Reimagined the Junior Recreation Leader volunteer program with a stronger focus on mentorship, leadership training, and purposeful engagement.
 Recreation-Led Classes: Launched new staff-led programs like Cooking, Slime Labs, and Paint Nights, all of which received strong community support and attendance.
2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

196

RECREATION SERVICES FUND (219) (Continued)

COMMUNITY RECREATION (219-4495) (Continued)

2026-2027 Objectives:
 Youth Program Expansion: Continue to grow the quality, variety, and number of staff-led youth programs, while expanding offerings to new locations, including the Nick Rodriguez Community Center (NRCC).
 Inclusive Special Events: Build upon existing events to ensure they are welcoming, diverse, and accessible for all community members.  Sponsorship Development: Strengthen the sponsorship program to support and sustain the growing number of community events.  Access Through Scholarships: Maintain and grow scholarship opportunities to provide equitable access to programs for youth and adults.  Staff Development: Invest in ongoing professional development and training for staff at all levels to support program quality and service excellence.  Revenue Growth: Increase departmental revenue through expanded programming, grants, and strategic partnerships.  Marketing & Storytelling: Deepen engagement with current participants through enhanced marketing, surveys, and use of platforms like ActiveNet and Constant Contact. Continue to tell the community’s story by incorporating resident photos and testimonials that reflect belonging and unity.

COMMUNITY RECREATION (219-4495)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Investment Income 5,997 7,030 40 1,400 1,400 0%
Current Service Charges 716,845 681,056 690,637 634,825 696,971 10% Other 908 818 18,000 500 500 0%
Transfer In – General Fund 1,756,528 1,792,036 2,179,098 2,155,098 2,172,841 1% Transfer In – Child Care Fund 40,944 40,000 87,500 87,500 87,500 0% Total Source of Funds 2,521,222 2,520,940 2,975,275 2,879,323 2,959,212 3%

Use of Funds:

Personnel 1,449,568 1,601,494 1,584,942 1,584,942 1,703,156 7% Services & Supplies 1,086,721 1,072,894 1,264,812 1,251,063 1,164,843 -7% Total Use of Funds 2,536,289 2,674,388 2,849,754 2,836,005 2,867,999 1%

Funded FTE'S 6.00 5.50 5.50 5.50 5.50

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

197

RECREATION SERVICES FUND (219) (Continued)

WATER PARK OPERATIONS (219-4630)
The Antioch Water Park serves as a hub for Antioch residents of all ages to relax, recreate, stay active, pursue personal fitness, learn new skills and make memories.

The Community Aquatics Program offers Learn To Swim classes for youth and adults including group classes, private instruction and parent/me lessons. The park is open for general admission Memorial Day through Labor Day, providing local recreation opportunities to residents and families. Water attractions include five water slides, five pools, a splash & spray ground and are designed to serve an array of ages and swim abilities. The lap and sport pools along with the Rattler’s Run and Canyon Cooler slides serve more experienced swimmers. The Tad Pool, Otter & Humphrey’s Slides and Cattail Harbor accommodate younger guests and less experienced swimmers. Recreation staff also provide trainings for individuals to develop their aquatic knowledge and skill set to get certified in a variety of roles including lifeguard, swim instructor, junior lifeguard and lifeguard instructor. The Multi-Use room is utilized by community members for private events, meetings and serves as a venue for year-round classes.
2025-2026 Accomplishments:
 General admission welcomed more than 32,000 guests to the park.  Partnered with Groupon, resulting in over 2,000 guests visiting through the partnership.  The swim lesson program served 930 participants in 2025.  Water Aerobics participation continued to grow with 315 participants.  Special events continued to be successful:
o Eggstravaganza welcomed 430 guests
o Falloween welcomed 530 guests
 Added new special events during general admission:
o Once Upon a Water Park attracted 569 guests
o Summer Carnival attracted 500 guests
 Concession sales from Gator Grill and Allie’s Oasis totaled $111,000.  Season Pass Memberships remained highly popular with 542 memberships purchased in 2025, including 54 memberships provided through scholarships.  Hosted:
o 170 party area rentals for birthdays, team parties, and graduations o 11 full park buyouts
o 69 multi-use room rentals
 Recorded 164 luxury lounger rentals during the season.  Tad Pool was replastered and retiled.
 Boulder Cove slides were resurfaced and repaired.
 Feature pumps for the Boulder slides were replaced.
 Upgrades to the Gator Grill concession area included:
o New ice machine
o Fresh paint
2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

198

RECREATION SERVICES FUND (219) (Continued)

WATER PARK OPERATIONS (219-4630) (Continued)
2025-2026 Accomplishments (Cont.):
o Transition from Pepsi products to Coca-Cola products
o Addition of Rainbow Italian Ice to the menu
 Replaced stairs throughout the park to improve safety.  Cattail Harbor Spray Park was fully functional for summer 2025.  Installed new countertops and flooring in the family changing bathrooms.  Installed new flow meters and Variable Frequency Drives (VFDs) for Boulder Cove and the Sport Pool.  Installed a new Public Address System throughout the facility.  Repainted the Multi-Use Room and installed televisions.  Completed locker room improvements including:
o New showers
o New flooring
o New urinals
o New partitions
 Resurfaced the Lap Pool and Boulder Cove.
 Replaced the heater for the sport pool.
 Replaced ADA chairs and autofill systems for the lap pool and Boulder Cove.  Replaced surrounding deck areas at the Lap Pool and Sport Pool.  Replaced the DE filter with a sand filter for the lap pool.  Repainted the siding on the park-facing side of the main building exterior.  Replaced the lobby front desk with a more functional and efficient workspace design 2026-2027 Objectives:
 Complete the siding replacement project.
 Upgrade mechanical rooms and equipment with more efficient systems and technology.  Replace Prewett Peak and install new water slides.
 Continue resurfacing and maintenance of older deck texture areas to match renovated sections.  Renovate surrounding areas of the Spray Park.
 Invest in pool covers to improve operational efficiency and equipment effectiveness.  Develop and implement aquatic therapy programs for the community.  Form a partnership with Antioch Unified School District to expand aquatics programming throughout Antioch.  Work with Special Olympics Northern California to introduce aquatic programs for athletes. 2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

199

RECREATION SERVICES FUND (219) (Continued)

WATER PARK OPERATIONS (219-4630) (Continued)
2026-2027 Objectives (Cont.):
 Expand Multi-Use Room rentals, programming, and community utilization opportunities.  Continue meeting all State of California and Contra Costa County operational requirements and regulations.  Provide programs, classes, and activities aligned with industry trends and community needs.  Evaluate current programs for participant experience, attendance, and fee structures to ensure continued success and sustainability.

WATER PARK OPERATIONS (219-4630)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Current Service Charges 680,941 784,706 1,148,243 1,124,143 1,022,350 -9% Other 2,410 3,645 5,000 5,000 6,000 20%
Transfer In – Gen Fund/Child Care Fund 1,842,237 1,534,653 1,600,716 1,627,359 1,552,918 -5% Total Source of Funds 2,525,588 2,323,004 2,753,959 2,756,502 2,581,268 -6%

Use of Funds:

Personnel 1,513,472 1,332,854 1,583,676 1,568,195 1,608,081 3% Services & Supplies 1,011,061 998,315 1,181,311 1,188,307 973,187 -18% Capital Expense 1,055 0 164,437 0 164,437 100%
Total Use of Funds 2,525,588 2,331,169 2,929,424 2,756,502 2,745,705 0%

Funded FTE'S 3.00 3.50 3.50 3.50 3.50

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

200

TRAFFIC SIGNAL FUND (220)

This fund accounts for traffic signal fees collected from developers to fund off-site traffic signals.

TRAFFIC SIGNAL FUND (FUND 220)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $659,985 $816,399 $917,486 $917,486 $978,685

Revenue Source:

Investment Income 26,115 33,009 13,000 26,000 13,000 -50% Revenue from Other Agencies 0 0 3,348,540 3,348,540 0 -100% Current Service Charges 132,141 78,088 119,000 400,681 80,000 -80% Total Revenue 158,256 111,097 3,480,540 3,775,221 93,000 -98%

Expenditures:

Services & Supplies 912 1,336 1,000 1,800 1,500 -17%
Signals/Various Locations 819 8,518 4,106,611 3,712,022 394,589 -89% Internal Services 111 156 200 200 14,271 7036%
Total Expenditures 1,842 10,010 4,107,811 3,714,022 410,360 -89%

Ending Balance, June 30 $816,399 $917,486 $290,215 $978,685 $661,325

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

201

ASSET FORFEITURE (221)

This fund accounts for monies seized during drug enforcement activities. Monies are held by the City until cases are settled by the courts. Monies are then either reverted to the City or returned to the rightful owner. Monies reverted to the City must be used for legitimate law enforcement purposes.

ASSET FORFEITURE (FUND 221)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $124,917 $152,350 $181,936 $181,936 $72,968

Revenue Source:

Investment Income 29,146 30,565 32,000 24,000 18,000 -25% Asset Forfeiture 0 1,182 5,000 5,000 5,000 0%
Total Revenue 29,146 31,747 37,000 29,000 23,000 -21%

Expenditures:

Services & Supplies 980 1,225 125,627 136,561 2,000 -99% Internal Services 733 936 1,407 1,407 1,407 0%
Total Expenditures 1,713 2,161 127,034 137,968 3,407 -98%

Ending Balance, June 30 $152,350 $181,936 $91,902 $72,968 $92,561

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

202

MEASURE J GROWTH MANAGEMENT FUND (222)

Measure J revenue is derived from a voter-approved, one-half cent sales tax in Contra Costa County. The City receives allocations from the Contra Costa Transportation Authority (CCTA) to be used for transportation improvement and maintenance projects provided that the City complies with the Growth Management Program.

MEASURE J GROWTH MANAGEMENT (FUND 222)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $2,313,094 $2,595,025 $3,518,510 $3,518,510 $860,430

Revenue Source:

Investment Income 86,856 119,989 85,000 130,000 140,000 8% Revenue from Other Agencies 1,741,217 1,632,304 3,212,201 3,211,316 1,789,755 -44% Total Revenue 1,828,073 1,752,293 3,297,201 3,341,316 1,929,755 -42%

Expenditures:

Personnel 26,274 9,293 6,865 14,271 14,271 0%
Services & Supplies 421,069 38,885 614,675 622,205 394,000 -37% Capital Projects 1,091,429 770,529 5,349,834 5,349,834 550,000 -90% Internal Services 7,370 10,101 13,086 13,086 189,961 1352% Total Expenditures 1,546,142 828,808 5,984,460 5,999,396 1,148,232 -81%

Ending Balance, June 30 $2,595,025 $3,518,510 $831,251 $860,430 $1,641,953

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

203

MEASURE J GROWTH MANAGEMENT FUND (222) (Continued)

The following is a list of budgeted capital projects:

2025-26 2026-27
Capital Projects Revised Proposed
Pavement Surface Treatments $308,053 $0
Sidewalk/Handicap/Pedestrian Improvements 1,580,577 0
L Street Improvements 2,660,465 0
Countywide Smart Signals 65,363 0
Median Island Improvements 735,376 550,000
Total Capital Projects $5,349,834 $550,000

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

204

CHILD CARE FUND (223)

The Child Care Fund accounts for lease revenue received from the YWCA and City expenditures relating to the Mary Rocha Child Care Center at 931 Cavallo Road.

In 1990 the City purchased a modular building for $240,000 and made improvements in the amount of $75,000 for a low income child care facility. The land and modular building of the center belong to the City.

CHILD CARE (FUND 223)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $196,027 $222,756 $254,028 $254,028 $189,563

Revenue Source:

Investment Income 8,577 10,244 8,000 8,000 6,000 -25%
Current Service Charges 100,731 103,955 107,074 105,514 108,152 3% Total Revenue 109,308 114,199 115,074 113,514 114,152 1%

Expenditures:

Services & Supplies 2,441 2,743 2,950 2,722 2,705 -1%
Transfers Out – Recreation 80,000 80,000 175,000 175,000 175,000 0% Internal Services 138 184 257 257 662 158%
Total Expenditures 82,579 82,927 178,207 177,979 178,367 0%

Ending Balance, June 30 $222,756 $254,028 $190,895 $189,563 $125,348

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

205

TIDELANDS FUND (225)

In 1990, the California State Legislature passed Assembly Bill 1900 that created tidelands entitlement areas. Funds are generated by payments from the lessees of the City's tidelands areas. This revenue is limited to improving accessibility and/or protection of the City's waterfront areas.

TIDELANDS (FUND 225)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $134,359 $146,871 $160,209 $160,209 $172,677

Revenue Source:

Investment Income 5,119 5,873 3,000 5,000 5,500 10%
Current Service Charges 7,584 7,738 7,801 7,792 7,846 1% Total Revenue 12,703 13,611 10,801 12,792 13,346 4%

Expenditures:

Services & Supplies 177 254 75,250 300 75,325 25008%
Internal Services 14 19 24 24 6,403 26579%
Total Expenditures 191 273 75,274 324 81,728 25125%

Ending Balance, June 30 $146,871 $160,209 $95,736 $172,677 $104,295

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

206

SOLID WASTE REDUCTION FUND (226)

This fund has two programs operated by the Environmental Sustainability and Resilience Division of the Public Safety and Community Resources Department. Used Oil funds are used for the collection of oils and filters as part of the curbside recycling program and at the East County Household Hazardous Waste Collection Facility. The Solid Waste Reduction Program was established to help the City meet State mandates to divert waste from landfills through waste reduction, reuse and recycling.

SOLID WASTE (FUND 226)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $261,552 $379,421 $549,725 $549,725 $764,591

Revenue Source:

Investment Income 18,014 34,340 20,000 30,000 11,000 -63% Revenue from Other Agencies 45,173 205,670 164,000 164,450 44,000 -73% Franchise Fees 320,000 320,000 400,000 400,000 300,000 -25% Other 36,599 27,230 0 20,652 0 -100%
Total Revenue 419,786 587,240 584,000 615,102 355,000 -42%

Expenditures:

Personnel 165,208 190,587 272,395 117,460 258,064 120% Services & Supplies 102,491 180,933 248,716 244,627 486,384 99% Internal Services 34,218 45,416 38,149 38,149 62,366 63% Total Expenditures 301,917 416,936 559,260 400,236 806,814 102%

Ending Balance, June 30 $379,421 $549,725 $574,465 $764,591 $312,777

Funded Funded
Funded FTE’s 2025-26 2026-27
Solid Waste Reduction 0.73 0.73

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

207

SOLID WASTE REDUCTION FUND (226) (Continued)

SOLID WASTE REDUCTION – USED OIL (226-5220)

The California Oil Recycling Enhancement Act of 1991 has placed a $0.16 per gallon fee on motor oil sales for the purpose of funding programs encouraging the proper collection and disposal of used oil. One of the means used to achieve this is the Oil Payment Program (OPP) which is a noncompetitive grant essentially awarded to any community that will pledge to use it solely for used oil recycling activities. The City must apply for these funds on an annual basis. The money is used to fund collection of oil and filters at the East County Household Hazardous Waste Collection Facility and public outreach on the topic.

SOLID WASTE USED OIL (226-5220)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Revenue from Other Agencies 15,987 16,346 14,000 16,075 14,000 -13% Total Source of Funds 15,987 16,346 14,000 16,075 14,000 -13%

Use of Funds:

Personnel 0 0 1,050 0 0 0%
Services & Supplies 14,830 19,431 13,000 13,538 14,500 7% Internal Services 2,689 3,641 2,804 2,804 0 -100%
Total Use of Funds 17,519 23,072 16,854 16,342 14,500 -11%

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

208

SOLID WASTE REDUCTION FUND (226) (Continued)

SOLID WASTE REDUCTION (226-5225)

The Solid Waste Reduction Fund was originally created to address AB 939 which mandated cities to achieve waste diversion goals. The Solid Waste Disposal Measurement Act (SB1016) maintained the 50% diversion requirement in AB939 but changed compliance measurement to a disposal based system expressed as the 50% Equivalent Per Capita Disposal Target. The 50% reduction goal must be maintained indefinitely once it is reached and is calculated for Antioch at pounds per person per day cap of 4.2. As we move forward, the fund is used to achieve compliance with new state laws such as SB1826 (Mandatory Commercial Organics) and upcoming regulations of SB1383 (Short Lived Climate Pollutants).

SOLID WASTE REDUCTION (226-5225)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Franchise Fees 320,000 320,000 400,000 400,000 300,000 -25% Investment Income 18,014 34,340 20,000 30,000 11,000 -63% Revenue from Other Agencies 29,186 189,324 150,000 148,375 30,000 -80% Other 36,599 27,230 0 20,652 0 -100%
Total Source of Funds 403,799 570,894 570,000 599,027 341,000 -43%

Use of Funds:

Personnel 165,208 190,587 271,345 117,460 258,064 120% Services & Supplies 87,661 161,502 235,716 231,089 471,884 104% Internal Services 31,529 41,775 35,345 35,345 62,366 76% Total Use of Funds 284,398 393,864 542,406 383,894 792,314 106%

Funded FTE'S 0.78 0.78 0.78 0.73 0.73

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

209

ABANDONED VEHICLE FUND (228)

This fund accounts for revenue from AB 4114, which charges a $1.00 fee on the registration of all vehicles located in the City. The funds are received from the County and are used to remove abandoned vehicles from City streets.

ABANDONED VEHICLE (FUND 228)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $787,671 $882,907 $1,009,785 $1,009,785 $766,448

Revenue Source:

Investment Income 28,995 35,485 20,000 26,000 15,000 -42% Revenue from Other Agencies 71,458 109,389 100,000 100,000 100,000 0% Total Revenues 100,453 144,874 120,000 126,000 115,000 -9%

Expenditures:

Personnel 838 12,011 22,096 45,530 91,740 101%
Services & Supplies 1,308 1,697 27,900 18,400 27,900 52% Transfer Out – General Fund 0 0 300,000 300,000 300,000 0% Internal Services 3,071 4,288 5,407 5,407 4,031 -25%
Total Expenditures 5,217 17,996 355,403 369,337 423,671 15%

Ending Balance, June 30 $882,907 $1,009,785 $774,382 $766,448 $457,777

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

210

NATIONAL POLLUTANT DISCHARGE ELIMINATION (NPDES) FUND (229)

This fund was established to account for activities related to the National Pollutant Discharge Elimination System (NPDES). NPDES was mandated by the Clean Water Act of 1987 and to monitor and reduce storm water pollution. The program is administered in the State of California by the Water Quality Control Board and is funded by a parcel tax of $25.00 per equivalent residential parcel.

NATIONAL POLLUTANT DISCHARGE ELIMINATION SERVICES (NPDES) (FUND 229) Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $3,990,402 $3,639,999 $2,950,040 $2,950,040 $2,161,453

Revenue Source:

Investment Income 138,306 119,730 60,000 70,000 35,000 -50% Assessment Fees 742,607 699,408 825,000 700,000 700,000 0% Other 260 0 0 35 0 0%
Transfers In - SLLMD 70,000 70,000 70,000 70,000 70,000 0% Total Revenues 951,173 889,138 955,000 840,035 805,000 -4%

Expenditures:

Personnel 475,624 539,750 678,065 417,737 943,065 126% Services & Supplies 437,303 591,956 992,381 732,571 643,266 -12% Capital Projects 0 0 150,000 200,000 100,000 -50%
Transfers Out – General Fund/SLLMD 243,158 254,607 263,549 115,090 114,213 -1% Internal Services 145,491 192,784 163,224 163,224 154,910 -5% Total Expenditures 1,301,576 1,579,097 2,247,219 1,628,622 1,955,454 20%

Ending Balance, June 30 $3,639,999 $2,950,040 $1,657,821 $2,161,453 $1,010,999

Funded Funded
Funded FTE’s: 2025-26 2026-27
Channel Maintenance 5.24 5.24

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

211

NATIONAL POLLUTANT DISCHARGE ELIMINATION (NPDES) FUND (229) (Continued)

STORM DRAIN ADMINISTRATION (229-5230)

Storm Drain Administration accounts for the revenues and expenditures of monitoring and maintaining the program.

STORM DRAIN ADMINISTRATION (229-5230)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Investment Income 138,306 119,730 60,000 70,000 35,000 -50% Assessment Fees 742,607 699,408 825,000 700,000 700,000 0% Total Source of Funds 880,913 819,138 885,000 770,000 735,000 -5%

Use of Funds:

Services & Supplies 53,132 70,748 422,477 164,500 163,500 -1% Transfers Out – General Fund 150,000 150,000 150,000 0 0 0% Internal Services 17,517 24,416 17,590 17,590 0 -100%
Total Use of Funds 220,649 245,164 590,067 182,090 163,500 -10%

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

212

NATIONAL POLLUTANT DISCHARGE ELIMINATION (NPDES) FUND (229) (Continued)

CHANNEL MAINTENANCE OPERATIONS (229-2585)

This activity is responsible for maintaining, in a safe and serviceable condition, all catch basins, storm channels, creeks, culverts and concrete lined “V” ditches in open space, that handle storm water run-off in the City of Antioch’s jurisdiction. Personnel assigned to this activity remove debris, illegally dumped trash, perform weed abatement activities including chemical vegetation control, stencil storm drain inlets, perform work associated with flooding, erosion control, channel beautification, arrange for and monitor contract maintenance work, interact with regulatory agencies responsible for protecting water quality and wildlife when performing required maintenance activities and developing projects which require permits from the Department of Fish and Game, the Central Valley Regional Water Quality Control Board, and the Army Corps of Engineers.

CHANNEL MAINTENANCE (229-2585)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Source of Funds:

Transfers In - SLLMD 70,000 70,000 70,000 70,000 70,000 0% Other 260 0 0 35 0 -100%
Total Source of Funds 70,260 70,000 70,000 70,035 70,000 0%

Use of Funds:

Personnel 475,624 539,750 678,065 417,737 943,065 126% Services & Supplies 384,171 521,208 569,904 568,071 479,766 -16% Trash Capture Devices 0 0 150,000 200,000 100,000 -50% Transfers Out – General Fund/SLLMD 93,158 104,607 113,549 115,090 114,213 -1% Internal Services 127,974 168,368 145,634 145,634 154,910 6% Total Use of Funds 1,080,927 1,333,933 1,657,152 1,446,532 1,791,954 24%

Funded FTE'S 4.24 4.24 4.24 5.24 5.24

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

213

SUPPLEMENTAL LAW ENFORCEMENT SERVICES FUND GRANT (SLESF) (232)

This fund accounts for the revenue dispersed by the State to local jurisdictions for the staffing of “front line” officers. This money is passed through the County.

SUPPLEMENTAL LAW ENFORCEMENT GRANT (FUND 232)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $0 $0 $0 $0 $0

Revenue Source:

Investment Income 2,915 3,282 2,500 5,000 5,000 0%
Revenue From Other Agencies 332,622 348,479 330,000 348,924 350,000 0% Total Revenue 335,537 351,761 332,500 353,924 355,000 0%

Expenditures:

Services & Supplies 126 131 125 325 325 0%
Transfer Out – General Fund 335,411 351,630 332,375 353,599 354,675 0% Total Expenditures 335,537 351,761 332,500 353,924 355,000 0%

Ending Balance, June 30 $0 $0 $0 $0 $0

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

214

BYRNE GRANT (233)

This fund accounts for public safety funding allocated under the Fiscal Year 1996 Omnibus Appropriations Act. Funds may be used for a wide variety of activities from increasing personnel and equipment resources for law enforcement to developing and supporting programs to enhance effective criminal justice processes.

BYRNE GRANT (FUND 233)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $0 $0 $0 $0 $0

Revenue Source:

Revenue From Other Agencies 47,058 38,731 43,462 11,954 43,462 264% Total Revenue 47,058 38,731 43,462 11,954 43,462 264%

Expenditures:

Services & Supplies 2,353 2,535 2,535 0 2,535 100%
Transfer Out – General Fund 44,705 36,196 40,927 11,954 40,927 242% Total Expenditures 47,058 38,731 43,462 11,954 43,462 264%

Ending Balance, June 30 $0 $0 $0 $0 $0

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

215

CDBG REVOLVING LOAN FUND (236)

This fund was set up at the request of the U.S. Department of Housing and Urban Development’s request that the City develop a Revolving Loan Fund for the Owner Occupied Housing Rehabilitation Program (also known as the Neighborhood Preservation Program). A majority of the ending balance in the fund is the balance of housing loans that have been given out by the City but not yet repaid.

COMMUNITY DEVELOPMENT BLOCK GRANT REVOLVING LOAN (FUND 236) Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $5,892,093 $5,896,673 $5,813,977 $5,813,977 $5,807,922

Revenue Source:

Investment Income 3,470 5,358 100 1,800 100 -94%
Other 1,110 3,627 0 13,525 0 -100%
Total Revenue 4,580 8,985 100 15,325 100 -99%

Expenditures:

Services & Supplies 0 3,470 0 5,596 1,562 -72%
Transfer Out - CDBG 0 88,211 0 15,784 0 -100%
Total Expenditures 0 91,681 0 21,380 1,562 -93%

Ending Balance, June 30 $5,896,673 $5,813,977 $5,814,077 $5,807,922 $5,806,460 Housing Loans Receivable (5,750,475) ($5,717,835) ($5,717,835) ($5,684,408) ($5,684,408) Funds Available $146,198 $96,142 $96,242 $123,514 $122,052

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

216

TRAFFIC SAFETY (237)

This fund accounts for fines and forfeitures received under Section 1463 of the Penal Code. Funds shall be used exclusively for official traffic control devices, the maintenance thereof, equipment and supplies for traffic law enforcement and traffic accident prevention.

TRAFFIC SAFETY (FUND 237)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $23,042 $12,782 $3,663 $3,663 $4,998

Revenue Source:

Investment Income 972 912 850 375 400 7%
Vehicle Code Fines 69,956 38,013 75,000 35,000 36,000 3% Total Revenue 70,928 38,925 75,850 35,375 36,400 3%

Expenditures:

Services & Supplies 47 38 50 30 35 17%
Transfer Out – General Fund 81,135 48,000 75,000 34,000 36,000 6% Internal Services 6 6 10 10 313 3030%
Total Expenditures 81,188 48,044 75,060 34,040 36,348 7%

Ending Balance, June 30 $12,782 $3,663 $4,453 $4,998 $5,050

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

217

PEG FRANCHISE FEE (238)

This fund accounts for a 1% fee collected from video franchises to support local Public, Educational and Governmental Programming (PEG).

PEG FRANCHISE FEE (FUND 238)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $374,361 $552,540 $698,125 $698,125 $809,060

Revenue Source:

Investment Income 13,985 22,354 22,000 34,000 20,000 -41% Franchise Fees 217,568 179,196 185,640 158,720 160,000 1% Total Revenue 231,553 201,550 207,640 192,720 180,000 -7%

Expenditures:

Services & Supplies 47,837 48,334 90,850 71,900 191,600 166% EOC Improvements 0 0 0 0 600,000 100%
Internal Services 5,537 7,631 9,885 9,885 4,181 -58%
Total Expenditures 53,374 55,965 100,735 81,785 795,781 873%

Ending Balance, June 30 $552,540 $698,125 $805,030 $809,060 $193,279

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

218

STREET IMPACT FUND (241)

This fund accounts for the street impact fee portion of the garbage franchise agreement approved on August 9, 2005. These funds were earmarked for road repair work. In 2026, franchise agreement was amended to allocate all funds received to municipal services with no earmark for road repair. The fund is being closed out in fiscal year 2025-26.

STREET IMPACT FUND (FUND 241)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $582,653 $449,959 $455,636 $455,636 $0

Revenue Source:

Investment Income 27,757 32,241 32,000 5,759 0 -100%
Franchise Fees 1,738,984 1,739,981 1,785,000 0 0 -100% Total Revenue 1,766,741 1,772,222 1,817,000 5,759 0 -100%

Expenditures:

Services & Supplies 1,235 1,321 1,500 602 0 -100%
Transfer Out – General Fund 1,898,135 1,765,133 1,650,000 460,678 0 -100% Internal Services 65 91 115 115 0 -100%
Total Expenditures 1,899,435 1,766,545 1,651,615 461,395 0 -100%

Ending Balance, June 30 $449,959 $455,636 $621,021 $0 $0

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

219

SB1186 DISABILITY ACCESS (242)

This fund accounts for a $4 state fee collected with new or renewed business licenses for the purposes of increasing disability access and compliance with construction-related accessibility requirements.

SB1186 DISABILITY ACCESS (FUND 242)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $162,535 $205,324 $246,493 $246,493 $285,983

Revenue Source:

Investment Income 6,363 8,484 8,000 8,000 9,000 13%
Charges for Services 36,659 35,742 37,000 37,000 37,000 0% Total Revenue 43,022 44,226 45,000 45,000 46,000 2%

Expenditures:

Services & Supplies 227 3,049 10,300 5,500 10,600 93%
Internal Services 6 8 10 10 1,023 10130%
Total Expenditures 233 3,057 10,310 5,510 11,623 111%

Ending Balance, June 30 $205,324 $246,493 $281,183 $285,983 $320,360

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

220

ADU ACCELERATOR PROGRAM (243)

This fund accounts monies the City received to establish a rebate/incentive program within the City for Accessory Dwelling Unit (ADU) building permits.

Funds will be used (1) to provide rebates to applicants/homeowners that construct an ADU upon finalization of the building permit; and (2) for the City to hire designers to draw up ADU architecture/construction plans that applicants can use for their ADU projects.

ADU ACCELERATOR PROGRAM (FUND 243)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $0 $0 $270,906 $270,906 $116,956

Revenue Source:

Investment Income 0 4,928 2,500 6,500 2,000 -69%
Revenue from other Agencies 0 266,229 0 0 0 0%
Total Revenue 0 271,157 2,500 6,500 2,000 -69%

Expenditures:

Services & Supplies 0 251 273,406 160,450 118,746 -26% Internal Services 0 0 0 0 210 100%
Total Expenditures 0 251 273,406 160,450 118,956 -26%

Ending Balance, June 30 $0 $270,906 $0 $116,956 $0

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

221

STREET LIGHT AND LANDSCAPE MAINTENANCE DISTRICT FUNDS

These funds were established to account for revenue and related expenditures of lighting and landscape activities in areas throughout the City. Each district provides a variety of services to maintain landscaped and non landscaped areas, including minor medians, open space, cul-de-sacs, trails, right-of-ways, and neighborhood landscaping.

LONE TREE WAY MAINTENANCE DISTRICT FUND (251)
This fund consists of four maintenance zones, providing a variety of services to maintain landscaped and non-landscaped areas, including minor medians, open space, cul-de-sacs, trails, right-of-ways, and neighborhood landscaping.

LONE TREE MAINTENANCE DISTRICT (FUND 251)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $542,624 $764,958 $869,928 $869,928 $551,092

Revenue Source:

Investment Income 18,644 29,779 3,500 21,000 15,000 -29% Assessments 669,491 656,729 656,729 656,729 656,729 0% Transfer In – General Fund 441,000 380,000 370,000 300,000 225,000 -25% Total Revenue 1,129,135 1,066,508 1,030,229 977,729 896,729 -8%

Expenditures:

Personnel 129,022 155,055 181,118 179,056 178,324 0%
Services & Supplies 507,026 439,632 690,614 692,165 440,812 -36% Transfers Out 204,537 277,914 309,343 304,017 273,447 -10% Internal Services 66,216 88,937 121,327 121,327 79,908 -34% Total Expenditures 906,801 961,538 1,302,402 1,296,565 972,491 -25%

Ending Balance, June 30 $764,958 $869,928 $597,755 $551,092 $475,330

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

222

LONE TREE WAY MAINTENANCE DISTRICT FUND (251) (Continued)

LONE TREE WAY MAINTENANCE DISTRCT STAFFING SUMMARY

Funded Funded
Funded FTE’s: 2025-26 2026-27
Zone 1 0.1370 0.1370
Zone 2 0.5385 0.5385
Zone 3 0.4820 0.4820
Zone 4 0.0250 0.0250
Total Funded FTE’s 1.1825 1.1825

LONE TREE MAINTENANCE DISTRICT - ZONE 1 (251-4511)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Investment Income 18,644 29,779 3,500 21,000 15,000 -29% Assessment Fees 155,559 149,032 149,032 149,032 149,032 0% Total Source of Funds 174,203 178,811 152,532 170,032 164,032 -4%

Use of Funds:

Personnel 16,877 24,049 26,152 25,681 25,937 1%
Services & Supplies 83,424 80,322 145,473 146,060 147,725 1% Transfers Out 21,254 29,755 33,397 32,779 29,237 -11%
Internal Services 13,484 18,233 24,386 24,386 14,939 -39% Total Use of Funds 135,039 152,359 229,408 228,906 217,838 -5%

Funded FTE'S 0.1370 0.1370 0.1370 0.1370 0.1370

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

223

LONE TREE WAY MAINTENANCE DISTRICT FUND (251) (Continued)

LONE TREE MAINTENANCE DISTRICT – ZONE 2 (251-4512)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Assessment Fees 207,233 198,537 198,537 198,537 198,537 0% Transfer In – General Fund 251,000 229,000 200,000 200,000 125,000 -38% Total Source of Funds 458,233 427,537 398,537 398,537 323,537 -19%

Use of Funds:

Personnel 57,790 65,191 78,109 77,271 76,524 -1%
Services & Supplies 208,537 147,640 332,194 332,180 116,043 -65% Transfers Out 83,539 116,954 131,266 128,841 114,920 -11% Internal Services 26,479 35,373 48,912 48,912 30,315 -38% Total Use of Funds 376,345 365,158 590,481 587,204 337,802 -42%

Funded FTE'S 0.5385 0.5385 0.5385 0.5385 0.5385

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

224

LONE TREE WAY MAINTENANCE DISTRICT FUND (251) (Continued)

LONE TREE MAINTENANCE DISTRICT - ZONE 3 (251-4513)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Assessment Fees 226,686 217,173 217,173 217,173 217,173 0% Transfer In – General Fund 190,000 151,000 170,000 100,000 100,000 0% Total Source of Funds 416,686 368,173 387,173 317,173 317,173 0%

Use of Funds:

Personnel 49,260 60,189 70,614 69,929 69,695 0%
Services & Supplies 171,385 173,709 166,947 166,933 142,354 -15% Transfers Out 74,774 104,683 117,493 115,323 102,862 -11% Internal Services 20,307 27,231 37,398 37,398 28,407 -24% Total Use of Funds 315,726 365,812 392,452 389,583 343,318 -12%

Funded FTE'S 0.4820 0.4820 0.4820 0.4820 0.4820

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

225

LONE TREE WAY MAINTENANCE DISTRICT FUND (251) (Continued)

LONE TREE MAINTENANCE DISTRICT - ZONE 4 (251-4514)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Assessment Fees 80,013 91,987 91,987 91,987 91,987 0%
Total Source of Funds 80,013 91,987 91,987 91,987 91,987 0%

Use of Funds:

Personnel 5,095 5,626 6,243 6,175 6,168 0%
Services & Supplies 43,680 37,961 46,000 46,992 34,690 -26% Transfers Out 24,970 26,522 27,187 27,074 26,428 -2%
Internal Services 5,946 8,100 10,631 10,631 6,247 -41% Total Use of Funds 79,691 78,209 90,061 90,872 73,533 -19%

Funded FTE'S 0.025 0.025 0.025 0.025 0.025

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

226

DOWNTOWN MAINTENANCE DISTRICT FUND (252)

The Downtown Maintenance District provides a variety of services to maintain landscaped and non-landscaped areas, including minor medians, fishing pier, trails, right-of-ways, flowerbeds and parking lots; assists in community events as needed including 4th of July, street fairs, and banner installations.

DOWNTOWN MAINTENANCE DISTRICT (FUND 252)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $196,693 $269,723 $251,792 $251,792 $42,083

Revenue Source:

Investment Income 2,644 7,564 2,500 3,500 1,000 -71%
Transfer In – General Fund 235,458 185,458 175,000 175,000 185,000 6% Total Revenue 238,102 193,022 177,500 178,500 186,000 4%

Expenditures:

Personnel 76,796 97,570 114,206 118,075 115,491 -2%
Services & Supplies 43,685 55,904 155,529 184,671 57,992 -69% Transfer Out 3,102 4,343 4,874 4,785 4,268 -11%
Internal Services 41,489 53,136 80,678 80,678 26,100 -68% Total Expenditures 165,072 210,953 355,287 388,209 203,851 -47%

Ending Balance, June 30 $269,723 $251,792 $74,005 $42,083 $24,232

Funded Funded
2025-26 2026-27
Funded FTE’s: 0.686 0.686

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

227

ALMONDRIDGE MAINTENANCE DISTRICT FUND (253)

Almondridge Maintenance District Provides a variety of services to maintain landscaped and non-landscaped areas, including minor medians, open space, cul-de- sacs, trails, right-of-ways, and neighborhood landscaping.

ALMONDRIDGE MAINTENANCE DISTRICT (FUND 253)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $70,258 $79,050 $90,540 $90,540 $76,214

Revenue Source:

Investment Income 3,287 3,819 2,500 3,200 2,500 -22%
Assessment Fees 107,126 109,682 109,682 109,682 109,682 0% Total Revenue 110,413 113,501 112,182 112,882 112,182 -1%

Expenditures:

Personnel 5,095 5,626 6,360 6,127 6,168 1%
Services & Supplies 33,040 29,664 50,062 51,855 48,558 -6% Transfer Out 58,878 60,430 61,095 60,982 60,335 -1%
Internal Services 4,608 6,291 8,244 8,244 5,652 -31%
Total Expenditures 101,621 102,011 125,761 127,208 120,713 -5%

Ending Balance, June 30 $79,050 $90,540 $76,961 $76,214 $67,683

Funded Funded
2025-26 2026-27
Funded FTE’s: 0.025 0.025

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

228

HILLCREST MAINTENANCE DISTRICT FUND (254)

Hillcrest Maintenance District consists of four maintenance zones, providing services to maintain landscaped and non-landscaped areas, including minor medians, open space, cul-de-sacs, trails, right-of-ways, and neighborhood landscaping.

HILLCREST MAINTENANCE DISTRICT (FUND 254)
Statement of Revenues, Expenditures and Change in Fund Balance 2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $963,839 $1,050,641 $628,361 $628,361 $226,206

Revenue Source:

Investment Income 36,501 25,518 15,000 15,000 8,000 -47% Assessment Fees 866,205 829,887 829,887 829,868 829,868 0% Transfer In – General Fund 274,000 599,000 400,000 400,000 315,000 -21% Total Revenue 1,176,706 1,454,405 1,244,887 1,244,868 1,152,868 -7%

Expenditures:

Personnel 175,179 238,379 232,488 231,166 231,605 0%
Services & Supplies 560,540 1,147,294 828,502 839,045 587,189 -30% Transfers Out 239,678 335,547 376,612 369,653 329,712 -11% Internal Services 114,507 155,465 207,159 207,159 95,919 -54% Total Expenditures 1,089,904 1,876,685 1,644,761 1,647,023 1,244,425 -24%

Ending Balance, June 30 $1,050,641 $628,361 $228,487 $226,206 $134,649

Funded Funded
Funded FTE'S: 2025-26 2026-27
Zone 1 0.6225 0.6225
Zone 2 0.4225 0.4225
Zone 4 0.5000 0.5000
Total Funded FTE’s: 1.5450 1.5450

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

229

HILLCREST MAINTENANCE DISTRICT FUND (254) (Continued)

HILLCREST MAINTENANCE DISTRICT, ZONE 1 (254-4541)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Investment Income 36,501 25,518 15,000 15,000 8,000 -47% Assessment Fees 289,113 276,981 276,981 276,985 276,985 0% Transfer In – General Fund 117,000 202,000 140,000 140,000 165,000 18% Total Source of Funds 442,614 504,499 431,981 431,985 449,985 4%

Use of Funds:

Personnel 71,322 82,712 94,866 94,323 94,353 0%
Services & Supplies 170,353 156,281 370,832 377,806 230,733 -39% Transfers Out 96,569 135,196 151,741 148,938 132,845 -11% Internal Services 31,769 42,481 58,559 58,559 34,540 -41% Total Use of Funds 370,013 416,670 675,998 679,626 492,471 -28%

Funded FTE’s 0.6225 0.6225 0.6225 0.6225 0.6225

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

230

HILLCREST MAINTENANCE DISTRICT FUND (254) (Continued)

HILLCREST MAINTENANCE DISTRICT ZONE 2 (254-4542)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Assessment Fees 381,779 365,759 365,759 365,764 365,764 0% Transfer In – General Fund 22,000 127,000 85,000 85,000 0 -100% Total Source of Funds 403,779 492,759 450,759 450,764 365,764 -19%

Use of Funds:

Personnel 53,264 90,494 63,043 62,505 62,851 1%
Services & Supplies 205,375 848,803 186,955 188,430 188,325 0% Transfers Out 65,543 91,759 102,989 101,086 90,163 -11% Internal Services 61,414 84,433 109,419 109,419 31,942 -71% Total Use of Funds 385,596 1,115,489 462,406 461,440 373,281 -19%

Funded FTE’s 0.4225 0.4225 0.4225 0.4225 0.4225

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

231

HILLCREST MAINTENANCE DISTRICT FUND (254) (Continued)

HILLCREST MAINTENANCE DISTRICT, ZONE 4 (254-4544)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Source of Funds:

Assessment Fees 195,313 187,147 187,147 187,119 187,119 0% Transfer In – General Fund 135,000 270,000 175,000 175,000 150,000 -14% Total Revenue 330,313 457,147 362,147 362,119 337,119 -7%

Use of Funds:

Personnel 50,593 65,173 74,579 74,338 74,401 0%
Services & Supplies 184,812 142,210 270,715 272,809 168,131 -38% Transfers Out 77,566 108,592 121,882 119,629 106,704 -11% Internal Services 21,324 28,551 39,181 39,181 29,437 -25% Total Use of Funds 334,295 344,526 506,357 505,957 378,673 -25%

Funded FTE'S 0.50 0.50 0.50 0.50 0.50

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

232

PARK MAINTENANCE DISTRICT 1-A FUND (255)

Park Maintenance District 1-A provides services to maintain landscaped and non-landscaped areas, including minor medians, open space, cul-de-sacs, trails, right- of-ways, and neighborhood landscaping. Services are also provided for the District owned and operated RV storage facility.

Park 1A Maintenance District (FUND 255)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $234,751 $288,914 $332,835 $332,835 $276,719

Revenue Sources:

Taxes 57,682 59,613 61,176 62,467 62,879 1%
Investment Income & Rentals 50,096 51,633 72,490 50,424 72,490 44% Revenue from Other Agencies 253 250 260 260 260 0%
Other 14 0 0 0 0 0%
Total Revenues 108,045 111,496 133,926 113,151 135,629 20%

Expenditures:

Personnel 4,076 4,499 5,086 4,995 4,937 -1%
Services & Supplies 38,215 47,263 127,149 144,196 61,424 -57% Transfers Out 3,102 4,343 4,874 4,785 4,268 -11%
Internal Services 8,489 11,470 15,291 15,291 45,103 195% Total Expenditures 53,882 67,575 152,400 169,267 115,732 -32%

Ending Balance, June 30 $288,914 $332,835 $314,361 $276,719 $296,616

Funded Funded
2025-26 2026-27
Funded FTE'S: 0.02 0.02

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

233

CITYWIDE DISTRICT 2A MAINTENANCE DISTRICT FUND (256)

Citywide District 2A Maintenance District consists of seven open and three un-funded maintenance zones, providing a variety of services to maintain landscaped and non-landscaped areas, including minor medians, 87 acres of open space, 148 cul-de-sacs, 28,000 linear feet of trails, 15 acres of right-of-way, and 6 subdivision entrance signs. One new zone was added in this district during fiscal 06/07 in the Markley Creek area.

CITYWIDE 2A MAINTENANCE DISTRICT (FUND 256)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $578,508 $725,012 $981,143 $981,143 $396,677

Revenue Source:

Investment Income 17,163 25,089 15,000 22,000 25,000 14% Assessment Fees 430,842 406,209 406,209 406,211 406,211 0% Transfers In – General Fund 381,000 611,000 358,000 358,000 290,000 -19% Total Revenue 829,005 1,042,298 779,209 786,211 721,211 -8%

Expenditures:

Personnel 78,551 94,283 109,928 108,507 108,432 0%
Services & Supplies 400,400 425,974 934,937 951,936 328,928 -65% Transfers Out 136,569 175,198 191,743 188,940 172,847 -9% Internal Services 66,981 90,712 121,294 121,294 62,972 -48% Total Expenditures 682,501 786,167 1,357,902 1,370,677 673,179 -51%

Ending Balance, June 30 $725,012 $981,143 $402,450 $396,677 $444,709

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

234

CITYWIDE DISTRICT 2A MAINTENANCE DISTRICT FUND (256) (Continued)

CITYWIDE DISTRICT 2A MAINTENANCE DISTRICT STAFFING SUMMARY

Funded Funded
Funded FTE’s: 2025-26 2026-27
Zone 3 0.0800 0.0800
Zone 4 0.0250 0.0250
Zone 5 0.1175 0.1175
Zone 6 0.0375 0.0375
Zone 8 0.1875 0.1875
Zone 9 0.1750 0.1750
Zone 10 0.0900 0.0900
Total Funded FTE’s: 0.7125 0.7125

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

235

CITYWIDE DISTRICT 2A MAINTENANCE DISTRICT FUND (256) (Continued)

CITYWIDE MAINTENANCE ZONE 3 (256-4563)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Investment Income 17,163 25,089 15,000 22,000 25,000 14% Assessment Fees 15,236 74,585 74,585 74,585 74,585 0%
Transfer In – General Fund 50,000 0 0 0 0 0%
Total Source of Funds 82,399 99,674 89,585 96,585 99,585 3%

Use of Funds:

Personnel 7,974 9,698 11,385 11,255 11,199 0%
Services & Supplies 19,548 25,943 40,204 40,899 17,975 -56% Transfers Out 12,410 17,375 19,501 19,141 17,073 -11%
Internal Services 5,222 6,946 9,683 9,683 5,840 -40%
Total Use of Funds 45,154 59,962 80,773 80,978 52,087 -36%

Funded FTE's 0.08 0.08 0.08 0.08 0.08

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

236

CITYWIDE DISTRICT 2A MAINTENANCE DISTRICT FUND (256) (Continued)

CITYWIDE MAINTENANCE ZONE 4 (256-4564)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Assessment Fees 13,576 13,006 13,006 13,006 13,006 0%
Transfer In – General Fund 90,000 261,000 90,000 90,000 60,000 -33% Total Source of Funds 103,576 274,006 103,006 103,006 73,006 -29%

Use of Funds:

Personnel 1,048 2,192 2,899 2,920 2,966 2%
Services & Supplies 88,621 62,449 266,899 268,247 50,010 -81% Transfer Out – SLLMD Admin 3,878 5,430 6,095 5,982 5,335 -11% Internal Services 10,490 14,463 18,589 18,589 9,752 -48% Total Use of Funds 104,037 84,534 294,482 295,738 68,063 -77%

Funded FTE's 0.025 0.025 0.025 0.025 0.025

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

237

CITYWIDE DISTRICT 2A MAINTENANCE DISTRICT FUND (256) (Continued)

CITYWIDE MAINTENANCE ZONE 5 (256-4565)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Assessment Fees 1,569 1,502 1,502 1,502 1,502 0%
Transfer In – General Fund 82,000 207,000 100,000 100,000 90,000 -10% Total Source of Funds 83,569 208,502 101,502 101,502 91,502 -10%

Use of Funds:

Personnel 13,648 14,984 17,315 17,096 16,911 -1%
Services & Supplies 36,832 70,906 143,123 150,912 37,399 -75% Transfer Out – SLLMD Admin 18,228 25,519 28,642 28,113 25,076 -11% Internal Services 6,452 8,603 11,926 11,926 7,747 -35% Total Use of Funds 75,160 120,012 201,006 208,047 87,133 -58%

Funded FTE's 0.1175 0.1175 0.1175 0.1175 0.1175

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

238

CITYWIDE DISTRICT 2A MAINTENANCE DISTRICT FUND (256) (Continued)

CITYWIDE MAINTENANCE ZONE 6 (256-4566)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Assessment Fees 30,042 28,781 28,781 28,781 28,781 0%
Transfer In – General Fund 48,000 35,000 48,000 48,000 20,000 -58% Total Source of Funds 78,042 63,781 76,781 76,781 48,781 -36%

Use of Funds:

Personnel 5,058 5,325 5,932 5,816 5,756 -1%
Services & Supplies 42,254 58,953 51,696 56,073 32,150 -43% Transfer Out – SLLMD Admin 5,818 8,145 9,142 8,973 8,003 -11% Internal Services 8,457 11,491 15,217 15,217 6,524 -57% Total Use of Funds 61,587 83,914 81,987 86,079 52,433 -39% Funded FTE's

0.0375 0.375

0.0375 0.0375 0.0375

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

239

CITYWIDE DISTRICT 2A MAINTENANCE DISTRICT FUND (256) (Continued)

CITYWIDE MAINTENANCE ZONE 8 (256-4568)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Assessment Fees 78,585 75,287 75,287 75,288 75,288 0% Transfer In – General Fund 58,000 30,000 65,000 65,000 65,000 0% Total Source of Funds 136,585 105,287 140,287 140,288 140,288 0%

Use of Funds:

Personnel 15,915 21,120 25,424 25,146 25,221 0%
Services & Supplies 67,813 51,342 68,412 70,107 69,185 -1% Transfers Out 29,087 40,722 45,705 44,861 40,014 -11% Internal Services 12,437 16,801 22,604 22,604 10,622 -53% Total Use of Funds 125,252 129,985 162,145 162,718 145,042 -11%

Funded FTE's 0.1875 0.1875 0.1875 0.1875 0.1875

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

240

CITYWIDE DISTRICT 2A MAINTENANCE DISTRICT FUND (256) (Continued)

CITYWIDE MAINTENANCE ZONE 9 (256-4569)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Assessment Fees 121,917 116,801 116,801 116,802 116,802 0% Transfer In – General Fund 53,000 78,000 55,000 55,000 55,000 0% Total Source of Funds 174,917 194,801 171,801 171,802 171,802 0%

Use of Funds:

Personnel 16,569 20,716 24,502 24,209 24,175 0%
Services & Supplies 76,306 124,908 141,080 142,184 94,829 -33% Transfers Out 27,148 38,007 42,658 41,870 37,346 -11%
Internal Services 12,645 16,972 23,071 23,071 13,865 -40% Total Use of Funds 132,668 200,603 231,311 231,334 170,215 -26%

Funded FTE's 0.175 0.175 0.175 0.175 0.175

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

241

CITYWIDE DISTRICT 2A MAINTENANCE DISTRICT FUND (256) (Continued)

CITYWIDE MAINTENANCE ZONE 10 (256-4572)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Assessment Fees 169,917 96,247 96,247 96,247 96,247 0% Total Source of Funds 169,917 96,247 96,247 96,247 96,247 0%

Use of Funds:

Personnel 18,339 20,248 22,471 22,065 22,204 1%
Services & Supplies 69,026 31,473 223,523 223,514 27,380 -88% Transfers Out 40,000 40,000 40,000 40,000 40,000 0%
Internal Services 11,278 15,436 20,204 20,204 8,622 -57% Total Use of Funds 138,643 107,157 306,198 305,783 98,206 -68%

Funded FTE's 0.09 0.09 0.09 0.09 0.09

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

242

STREET LIGHT AND LANDSCAPE MAINTENANCE DISTRICT ADMINISTRATION FUND (257)

Park Administration provides funds for items shared by all six landscape maintenance districts such as vehicle and landscape equipment and provides oversight personnel for a wide variety of services, including maintenance of street trees, medians, cul-de-sacs and open space. Any overtime incurred by crews working in the landscape districts is paid from this fund. A portion of the Work Alternative Program (WAP) is also funded.

STREET LIGHT AND LANDSCAPE MAINTENANCE DISTRICT ADMINISTRATION (FUND 257) Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $0 $0 $9,630 $9,630 $0

Revenue Source:

Investment Income 0 260 0 0 0 0%
Transfers In 529,777 741,684 832,449 817,070 728,785 -11% Total Revenue 529,777 741,944 832,449 817,070 728,785 -11%

Expenditures:

Personnel 109,178 100,360 146,419 139,219 145,949 5%
Services & Supplies 347,571 540,195 564,060 564,511 512,789 -9% Transfers Out 22,358 25,106 27,252 27,622 27,411 -1%
Internal Services 50,670 66,653 95,348 95,348 42,636 -55% Total Expenditures 529,777 732,314 833,079 826,700 728,785 -12%

Ending Balance, June 30 $0 $9,630 $9,000 $0 $0

Funded Funded
2025-26 2026-27
Funded FTE’s: 0.13 0.13

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

243

EAST LONE TREE DISTRICT FUND (259)

East Lone Tree District came on line during fiscal year 06-07 and provides a variety of services to maintain landscaped and non-landscaped areas, including minor medians, open space, cul-de-sacs, trails, right-of-ways, and neighborhood landscaping; special provisions are included for creek maintenance for a period of five years.

EAST LONE TREE STREET LIGHT AND LANDSCAPE MAINTENANCE DISTRICT (FUND 259) Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $168,369 $174,717 $339,820 $339,820 $207,883

Revenue Source:

Investment Income 6,287 9,813 3,000 9,800 11,000 12% Assessment Fees 234,167 332,397 234,167 332,400 332,400 0% Total Revenue 240,454 342,210 237,167 342,200 343,400 0%

Expenditures:

Personnel 27,510 30,373 33,638 33,060 33,252 1%
Services & Supplies 131,724 66,378 243,422 354,498 180,671 -49% Transfers Out 60,000 60,000 60,000 60,000 60,000 0%
Internal Services 14,872 20,356 26,579 26,579 14,451 -46% Total Expenditures 234,106 177,107 363,639 474,137 288,374 -39%

Ending Balance, June 30 $174,717 $339,820 $213,348 $207,883 $262,909

Funded Funded
2025-26 2026-27
Funded FTE’s: 0.135 0.135

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

244

STORM DAMAGE (261)

On January 14, 2023, a declaration of state and local emergency was declared by the State of California due to severe storm damage, allowing for federal funding to be available to specific areas designated under FEMA-4683-DR-CA. Contra Costa County was included as one of the specific areas. The City sustained damages to properties and infrastructure as a result of the severe weather. This fund was created to track the cost of damages by specific project area in order to file for federal and state financial assistance to reimburse the City for the costs incurred.

STORM DAMAGE (FUND 261)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 ($664,000) ($664,000) ($608,266) ($608,266) ($125,000)

Revenue Source:

Revenue from Other Agencies 0 55,734 2,084,562 100,321 741,614 639% Transfer in from Sewer Fund 0 0 177,430 539,000 40,587 -92% Total Revenue 0 55,734 2,261,992 639,321 782,201 22%

Expenditures:

Personnel 0 0 0 0 7,803 100%
Services & Supplies 0 0 2,237,757 0 774,398 100%
Transfers Out – Sewer Fund 0 0 156,055 0 -100%
Total Expenditures 0 0 2,237,757 156,055 782,201 401%

Ending Balance, June 30 ($664,000) ($608,266) ($584,031) ($125,000) ($125,000)

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

245

OPIOID SETTLEMENT - DISTRIBUTOR (260)

This fund accounts for monies the City is to receive from a national opioid settlement with pharmaceutical distributors McKesson, Cardinal Health, and AmerisourceBergen that will provide substantial funds to agencies throughout California for the abatement of the opioid epidemic in California. Expenditures must include activities tied to the ending, reduction or lessening the effects of the opioid epidemic and include prevention, intervention, harm reduction, and treatment and recovery services.

OPIOID SETTLEMENT – DISTRIBUTOR (FUND 260)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $41,385 $69,294 $91,897 $91,897 $68,067

Revenue Source:

Revenue – Opioid Settlement 27,909 22,603 22,603 22,603 22,808 1% Total Revenue 27,909 22,603 22,603 22,603 22,808 1%

Expenditures:

Services & Supplies 0 0 114,500 46,433 90,875 96%
Total Expenditures 0 0 114,500 46,433 90,875 96%

Ending Balance, June 30 $69,294 $91,897 $0 $68,067 $0

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

246

OPIOID SETTLEMENT - JANSSEN (262)

This fund accounts for monies the City is to receive from a national opioid settlement with prescription opioid manufacturer Janssen Pharmaceuticals that will provide substantial funds to agencies throughout California for the abatement of the opioid epidemic in California. Expenditures must include activities tied to the ending, reduction or lessening the effects of the opioid epidemic and include prevention, intervention, harm reduction, and treatment and recovery services.

OPIOID SETTLEMENT – JANSSEN (FUND 262)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $0 $12,609 $29,686 $29,686 $31,628

Revenue Source:

Revenue – Opioid Settlement 12,609 19,757 21,860 21,860 3,991 -82% Total Revenue 12,609 19,757 21,860 21,860 3,991 -82%

Expenditures:

Services & Supplies 0 2,680 51,546 19,918 35,619 79%
Total Expenditures 0 2,680 51,546 19,918 35,619 79%

Ending Balance, June 30 $12,609 $29,686 $0 $31,628 $0

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

247

OPIOID SETTLEMENT – ABATEMENT II (263)

This fund accounts for monies the City is to receive from a national opioid settlement with prescription opioid manufacturer Mallinckrodt plc that will provide substantial funds to agencies throughout California for the abatement of the opioid epidemic in California. Expenditures must include activities tied to the ending, reduction or lessening the effects of the opioid epidemic and include prevention, intervention, harm reduction, and treatment and recovery services. Funds are administered through the National Opioid Abatement Trust II.

OPIOID SETTLEMENT – ABATEMENT II (FUND 263)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $3,309 $7,203 $7,203 $7,203 $7,203

Revenue Source:

Revenue – Opioid Settlement 3,894 0 0 0 0 0%
Total Revenue 3,894 0 0 0 0 0%

Expenditures:

Services & Supplies 0 0 3,000 0 7,203 100%
Total Expenditures 0 0 3,000 0 7,203 100%

Ending Balance, June 30 $7,203 $7,203 $4,203 $7,203 $0

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

248

OPIOID SETTLEMENT – ABATEMENTS (264)

This fund accounts for monies the City is to receive from a national opioid settlement with prescription opioid distributors Allergan Finance, LLC and Allergan Limited, CVS Health Corporation, Teva Pharmaceutical Industries Ltd., Walmart Inc. and Walgreens Co. that will provide substantial funds to agencies throughout California for the abatement of the opioid epidemic in California. Expenditures must include activities tied to the ending, reduction or lessening the effects of the opioid epidemic and include prevention, intervention, harm reduction, and treatment and recovery services.

OPIOID SETTLEMENT – ABATEMENTS (FUND 264)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $0 $0 $137,500 $137,500 $180,891

Revenue Source:

Revenue – Opioid Settlement 0 137,500 43,253 43,391 37,689 -13% Total Revenue 0 137,500 43,253 43,391 37,689 -13%

Expenditures:

Services & Supplies 0 0 178,040 0 218,580 100%
Total Expenditures 0 0 178,040 0 218,580 100%

Ending Balance, June 30 $0 $137,500 $2,713 $180,891 $0

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

249

OPIOID SETTLEMENT – MCKINSEY (265)

This fund accounts for monies the City is to receive from a national opioid settlement with prescription opioid consultant McKinsey & Company, Inc. for their role in advising opioid manufacturers and other industry participants how to sell as many prescription opioids as possible. The funds will provide substantial funds to agencies throughout California for the abatement of the opioid epidemic in California. Expenditures must include activities tied to the ending, reduction or lessening the effects of the opioid epidemic and include prevention, intervention, harm reduction, and treatment and recovery services.

OPIOID SETTLEMENT – MCKINSEY (FUND 265)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $0 $0 $5,446 $5,446 $5,446

Revenue Source:

Revenue – Opioid Settlement 0 5,446 0 0 0 0%
Total Revenue 0 5,446 0 0 0 0%

Expenditures:

Services & Supplies 0 0 5,446 0 5,446 100%
Total Expenditures 0 0 5,446 0 5,446 100%

Ending Balance, June 30 $0 $5,446 $0 $5,446 $0

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

250

EAST LONE TREE BENEFIT DISTRICT (270)

This fund accounts for the East Lone Tree Public Facility Benefit District formed by the City in December 2016. A benefit district fee is charged to developers to be used to fund the planning, design/engineering and construction of transportation improvements – specifically the segments of Slatten Ranch Road and related infrastructure including storm drain, water, sanitary sewer, dry utilities and East Antioch Trail improvements.

EAST LONE TREE BENEFIT DISTRICT (FUND 270)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $8,855,088 $10,144,760 $11,103,140 $11,103,140 $11,576,787

Revenue Source:

Investment Income 341,812 405,024 375,000 345,000 400,000 16% Benefit District Fees 960,000 570,000 960,000 150,000 500,000 233% Total Revenue 1,301,812 975,024 1,335,000 495,000 900,000 82%

Expenditures:

Services & Supplies 11,946 16,371 15,500 21,000 28,000 33% Internal Services 194 273 353 353 6,751 1812%
Total Expenditures 12,140 16,644 15,853 21,353 34,751 63%

Ending Balance, June 30 $10,144,760 $11,103,140 $12,422,287 $11,576,787 $12,442,036

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

251

KAISER PUBLIC FACILITY BENEFIT DISTRICT (271)

City Council adopted resolution 2006/29 declaring its intention to establish a benefit district for property within the exterior boundaries of the Kaiser Medical Center in order to provide for the reimbursement of certain public improvements completed by Kaiser Foundation Hospitals. A benefit district fee is charged to developers to be used to reimburse Kaiser Foundation Hospitals for the full engineering and construction costs of Deer Valley Road, Sand Creek Road and Wellness Way located within the District boundaries.

KAISER PUBLIC FACILITY BENEFIT DISTRICT (FUND 271)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $1,927,024 $33,857 $35,111 $35,111 $36,236

Revenue Source:

Investment Income 55,490 1,306 1,200 1,200 1,200 0%
Total Revenue 55,490 1,306 1,200 1,200 1,200 0%

Expenditures:

Services & Supplies 1,948,657 52 50 75 75 0%
Internal Services 0 0 0 0 9 100%
Total Expenditures 1,948,657 52 50 75 84 12%

Ending Balance, June 30 $33,857 $35,111 $36,261 $36,236 $37,352

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

252

CFD 2016-01 POLICE PROTECTION (280)

On January 24, 2017, the City passed Resolution 2017/10 authorizing the formation of City of Antioch Community Facilities District 2016-01 (Police Protection) (CFD) pursuant to the Mello-Roos Community Facilities Act of 1982, as amended, Section 53311 et seq. of the California Government Code. A special tax, secured by a continuing lien against all non-exempt real property in the CFD, will be levied annually upon the same roll as ordinary, ad valorem real property taxes. The CFD is authorized to fund all or a portion of the cost of Police protection services, including the maintenance and upkeep of facilities and equipment, as well as overhead and administrative expenses performed in relation to the CFD.

CFD 2016-01 POLICE PROTECTION (FUND 280)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $0 $0 $0 $0 $0

Revenue Source:

Investment Income 5,979 4,984 1,500 4,800 4,800 0%
Assessment Revenue 283,564 313,302 313,303 365,825 365,825 0% Total Revenue 289,543 318,286 314,803 370,625 370,625 0%

Expenditures:

Services & Supplies 123 16,732 8,475 8,500 8,915 5%
Transfer Out – General Fund 289,085 301,093 313,962 361,509 359,872 0% Internal Services 335 461 616 616 1,838 198%
Total Expenditures 289,543 318,286 323,053 370,625 370,625 0%

Ending Balance, June 30 $0 $0 ($8,250) $0 $0

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

253

CFD 2018-01 PUBLIC SERVICES (281)

On February 27, 2018, the City passed Resolution 2018/26 authorizing the formation of City of Antioch Community Facilities District 2018-01 (Public Services) (CFD) pursuant to the Mello-Roos Community Facilities Act of 1982, as amended, Section 53311 et seq. of the California Government Code. A special tax, secured by a continuing lien against all non-exempt real property in the CFD, will be levied annually upon the same roll as ordinary, ad valorem real property taxes. The CFD is authorized to fund all or a portion of the cost of neighborhood park and street lighting maintenance, neighborhood landscape maintenance, storm water maintenance, open space maintenance, and administrative expenses related to the CFD.

CFD 2018-01 PUBLIC SERVICES (FUND 281)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $989,425 $1,737,795 $2,510,166 $2,510,166 $3,097,058

Revenue Source:

Investment Income 41,978 78,801 85,000 80,000 105,000 31% Assessment Revenue 724,879 785,502 785,502 809,152 809,152 0% Total Revenue 766,857 864,303 870,502 889,152 914,152 3%

Expenditures:

Personnel 0 0 0 16,450 53,288 224%
Services & Supplies 10,599 80,945 345,000 272,000 274,500 1% Internal Services 7,888 10,987 13,810 13,810 10,000 -28% Total Expenditures 18,487 91,932 358,810 302,260 337,788 12%

Ending Balance, June 30 $1,737,795 $2,510,166 $3,021,858 $3,097,058 $3,673,422

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

254

CFD 2018-02 POLICE PROTECTION (282)

On October 23, 2018, the City passed Resolution 2018/137 authorizing the formation of City of Antioch Community Facilities District 2018-02 (Police Protection) (CFD) pursuant to the Mello-Roos Community Facilities Act of 1982, as amended, Section 53311 et seq. of the California Government Code. A special tax, secured by a continuing lien against all non-exempt real property in the CFD, will be levied annually upon the same roll as ordinary, ad valorem real property taxes.

The CFD is authorized to fund all or a portion of the cost of Police protection services, including the maintenance and upkeep of facilities and equipment, as well as overhead and administrative expenses performed in relation to the CFD.

CFD 2018-02 POLICE PROTECTION (FUND 282)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $0 $0 $0 $0 $0

Revenue Source:

Investment Income 11,920 11,947 5,000 6,500 6,500 0%
Assessment Revenue 631,642 750,556 750,556 879,036 879,036 0% Total Revenue 643,562 762,503 755,556 885,536 885,536 0%

Expenditures:

Services & Supplies 273 17,084 8,750 8,700 9,112 5%
Transfers Out – General Fund 642,863 744,833 754,469 876,049 872,861 0% Internal Services 426 586 787 787 3,563 353%
Total Expenditures 643,562 762,503 764,006 885,536 885,536 0%

Ending Balance, June 30 $0 $0 ($8,450) $0 $0

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

255

CFD 2022-01 PUBLIC SERVICES (283)

On March 22, 2022, the City passed Resolution 2022/49 authorizing the formation of City of Antioch Community Facilities District 2022-01 (Public Services) (CFD) pursuant to the Mello-Roos Community Facilities Act of 1982, as amended, Section 53311 et seq. of the California Government Code. A special tax, secured by a continuing lien against all non-exempt real property in the CFD, will be levied annually upon the same roll as ordinary, ad valorem real property taxes. The CFD is authorized to fund all or a portion of the cost of neighborhood park and street lighting maintenance, neighborhood landscape maintenance, storm water maintenance, open space maintenance, and administrative expenses related to the CFD. The CFD currently encompasses the Laurel Ridge Subdivision in the City.

CFD 2022-01 PUBLIC SERVICES (FUND 283)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $46,452 $181,043 $403,223 $403,223 $730,637

Revenue Source:

Investment Income 2,700 10,641 10,000 18,000 25,000 39% Assessment Revenue 133,604 234,177 234,177 365,439 365,439 0% Total Revenue 136,304 244,818 244,177 383,439 390,439 2%

Expenditures:

Services & Supplies 1,713 22,638 29,470 56,025 76,200 36% Internal Services 0 0 0 0 3,486 100%
Total Expenditures 1,713 22,638 29,470 56,025 79,686 42%

Ending Balance, June 30 $181,043 $403,223 $617,930 $730,637 $1,041,390

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

256

POST RETIREMENT MEDICAL FUNDS 578 & 579 – Post Retirement Medical Funds are used to pay post retirement medical benefits for retirees under the following separate fund categories: Miscellaneous (Fund 578) and Management (Fund 579).

RETIREE MEDICAL MISCELLANEOUS (FUND 578)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $186,150 $263,403 $427,309 $427,309 $268,465

Revenue Source:

Investment Income 7,250 14,995 2,000 12,000 2,000 -83% Trust Deposits/Reimbursements 594,410 663,102 345,000 222,501 275,000 24% Total Revenues 601,660 678,097 347,000 234,501 277,000 18%

Expenditures:

Post Retirement Medical - Misc. 505,203 490,713 420,400 355,800 376,400 6% Internal Services 19,204 23,478 37,545 37,545 0 -100% Total Expenditures 524,407 514,191 457,945 393,345 376,400 -4%

Ending Balance, June 30 $263,403 $427,309 $316,364 $268,465 $169,065

2026-27 OPERATING BUDGET

SPECIAL REVENUE FUNDS

257

POST RETIREMENT MEDICAL FUNDS 578 & 579 (Continued) -

RETIREE MEDICAL MANAGEMENT (FUND 579)
Statement of Revenues, Expenditures and Change in Fund Balance

2024-25 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $1,200,399 $1,161,860 $854,873 $854,873 $554,216

Revenue Source:

Investment Income 42,746 40,901 10,000 20,000 10,000 -50% Trust Deposits/Reimbursements 552,809 570,586 365,000 236,009 250,000 6% Total Revenues 595,555 611,487 375,000 256,009 260,000 2%

Expenditures:

Post Retirement Medical - Mgmt 608,440 887,125 666,500 506,500 527,000 4% Internal Services 25,654 31,349 50,166 50,166 0 -100%
Total Expenditures 634,094 918,474 716,666 556,666 527,000 -5%

Ending Balance, June 30 $1,161,860 $854,873 $513,207 $554,216 $287,216

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258

CAPITAL PROJECTS
FUNDS
2026-27 OPERATING BUDGET

CAPITAL PROJECTS FUNDS

259

Capital Projects funds are utilized to account for resources used for the acquisition and construction of capital facilities by the City, with the exception of those assets financed by special revenue or proprietary funds. The City maintains ten active capital projects funds listed below in the Capital Projects Fund Summary table.

CAPITAL PROJECTS FUNDS SUMMARY

Estimated Estimated Estimated
Fund Balance Revised Revised Balance Proposed Proposed Balance Description # 7/1/25 Revenues Expenditures 6/30/26 Revenues Expenditures 6/30/27 Capital Improvements (CIP) 311 $6,053,088 $8,457,690 $10,802,627 $3,708,151 $22,557,951 $25,986,563 $279,539 Prewett Park CIP 312 1,834,331 260,000 1,683,439 410,892 25,000 24,466 411,426 Residential Development Allocation 319 40,325 1,155 3,083 38,397 500 27,592 11,305 Development Impact Fee - Administrative 321 1,193,565 106,000 138,184 1,161,381 100,000 1,175,481 85,900 Development Impact Fee – Public Works 322 861,957 85,000 808,401 138,556 80,000 2,180 216,376 Development Impact Fee - Police 323 1,460,957 140,000 942,159 658,798 220,000 462,511 416,287 Development Impact Fee – Parks & Recreation 324 7,404,938 510,000 13,905 7,901,033 455,000 917,996 7,438,037 Hillcrest Assessment District Construction #26 361 418,443 14,883 871 432,455 3,000 350,431 85,024 Lone Tree Assessment District Const #27/31 376 505,524 621,848 46,261 1,081,111 15,000 104,416 991,695 Hillcrest/Highway 4 Bridge Benefit District 391 101,554 3,500 221 104,833 3,500 222 108,111 Total Capital Projects Funds $19,874,682 $10,200,076 $14,439,151 $15,635,607 $23,459,951 $29,051,858 $10,043,700

2026-27 OPERATING BUDGET

CAPITAL PROJECTS FUNDS

260

CAPITAL IMPROVEMENT FUND (CIP) (311)

The Capital Improvement Fund was established in 1987 to set aside money from the General Fund for any capital improvement project not provided for in one of the other funds. The City can transfer General Fund dollars to the Capital Improvement Fund as needed. The Energy Efficiency & Conservation division was established in FY11 to account for PG&E rebate funds received from the Honeywell Retro Fit project used for energy efficiency and conservation programs. The Northeast Annexation division accounts for property tax monies required to be set aside per the Northeast Annexation agreement for infrastructure needs.

CAPITAL IMPROVEMENT FUND (FUND 311)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $5,348,698 $6,828,831 $6,053,088 $6,053,088 $3,708,151

Revenue Source:

Investment Income 160,437 254,327 235,000 160,000 75,000 -53% Property Taxes 300,000 300,000 0 0 0 0%
Revenue from Other Agencies 526,061 90,000 23,208,000 2,200,000 21,008,000 855% Current Service Charges 6,849 5,790 5,000 11,795 5,000 -58% Other 32,446 20,262 26,928 10,638 16,290 53%
Transfers In 1,438,269 1,632,650 1,704,606 6,075,257 1,453,661 -76% Total Revenue 2,464,062 2,303,029 25,179,534 8,457,690 22,557,951 167%

Expenditures:

Personnel 0 0 10,625 7,331 6,290 -14%
Services & Supplies 37,965 28,815 22,121 10,125 18,000 78% Capital Projects 943,542 1,341,913 28,092,700 10,780,713 25,341,956 135% Transfers Out 0 1,704,846 0 0 527,260 100%
Internal Services 2,422 3,198 4,458 4,458 93,057 1987% Total Expenditures 983,929 3,078,772 28,129,904 10,802,627 25,986,563 141%

Ending Balance, June 30 $6,828,831 $6,053,088 $3,102,718 $3,708,151 $279,539

2026-27 OPERATING BUDGET

CAPITAL PROJECTS FUNDS

261

CAPITAL IMPROVEMENT FUND (CIP) (311) (Continued)

CAPITAL IMPROVEMENT (311-2520)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Investment Income 160,437 254,327 235,000 160,000 75,000 -53% Revenue from Other Agencies 526,061 90,000 23,208,000 2,200,000 21,008,000 855% Current Service Charges 6,849 5,790 5,000 11,795 5,000 -58% Transfers In 1,438,269 1,632,650 1,704,606 6,075,257 1,453,661 -76% Total Source of Funds 2,131,616 1,982,767 25,152,606 8,447,052 22,541,661 167%

Use of Funds: Services & Supplies 6,755 10,242 8,000 9,000 8,000 -11% Capital Projects 943,542 1,341,913 28,092,700 10,780,713 23,343,956 117% Transfers Out 0 1,704,846 0 0 527,260 100%
Internal Services 1,186 1,509 2,276 2,276 93,057 3989% Total Use of Funds 951,483 3,058,510 28,102,976 10,791,989 23,972,273 122%

2026-27 OPERATING BUDGET

CAPITAL PROJECTS FUNDS

262

CAPITAL IMPROVEMENT FUND (CIP) (311) (Continued)

The following projects are budgeted in the Capital Improvement Division:

2025-26 2026-27
Capital Projects Revised Proposed
Sidewalk Repair $774,607 $450,000
L St. Improvements 2,300,000 15,932,751
Bicycle Garden 4,895,303 0
800 W 2nd Building Improvements 550,000 930,120
Citywide Signage 5,000 412,649
West Antioch Creek Flood Conveyance Mitigation 93,534 0 NRCC Rehabilitation 2,162,059 0
Prewett Park Fencing 0 138,661
Trash Capture Devices 0 4,000,000
City Hall Office Modifications 210 1,433,127
Restoration of Public Art 0 46,648
Total Capital Projects $10,780,713 $23,343,956

2026-27 OPERATING BUDGET

CAPITAL PROJECTS FUNDS

263

CAPITAL IMPROVEMENT FUND (CIP) (311) (Continued)

ENERGY EFFICIENCY & CONSERVATION (311-2535)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Other 32,446 20,262 26,928 10,638 16,290 53%
Total Source of Funds 32,446 20,262 26,928 10,638 16,290 53%

Use of Funds: Personnel 0 0 10,625 7,331 6,290 -14% Services & Supplies 31,210 18,573 14,121 1,125 10,000 789% Internal Services 1,236 1,689 2,182 2,182 0 -100%
Total Use of Funds 32,446 20,262 26,928 10,638 16,290 53%

Northeast Annexation (311-2545)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Property Taxes 300,000 300,000 0 0 0 0%
Total Source of Funds 300,000 300,000 0 0 0 0%

Use of Funds: NE Annexation Infrastructure 0 0 0 0 1,998,000 100% Total Use of Funds 0 0 0 0 1,998,000 100%

2026-27 OPERATING BUDGET

CAPITAL PROJECTS FUNDS

264

PREWETT PARK CIP (312)

The Prewett Park CIP Fund tracks the capital improvement expenses for the Antioch Community Center and Prewett Family Water Park. Resources from the General Fund are accumulated to fund major improvements, repairs and maintenance needs of the facilities.

PREWETT PARK CIP (FUND 312)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $846 $1,434,026 $1,834,331 $1,834,331 $410,892

Revenue Source:

Investment Income 16,531 58,485 25,000 60,000 25,000 -58% Revenue from Other Agencies 0 0 50,000 0 0 0%
Transfer In – CIP Fund 0 256,306 0 0 0 0%
Transfer In – Gen Fund 1,579,605 200,000 200,000 200,000 0 -100% Total Revenue 1,596,136 514,791 275,000 260,000 25,000 -90%

Expenditures:

Services & Supplies 1,174 2,365 51,000 53,500 1,500 -97% Prewett Park 160,839 112,121 1,646,320 1,629,939 16,381 -99% Transfer Out 943 0 0 0 0 0%
Internal Services 0 0 0 0 6,585 100%
Total Expenditures 162,956 114,486 1,697,320 1,683,439 24,466 -99%

Ending Balance, June 30 $1,434,026 $1,834,331 $412,011 $410,892 $411,426

2026-27 OPERATING BUDGET

CAPITAL PROJECTS FUNDS

265

RESIDENTIAL DEVELOPMENT ALLOCATION (319)

The Residential Development Allocation Program (RDA) was adopted May 14, 2002, by the City Council. It required that allocations be obtained prior to receiving residential development entitlements and ultimately, the issuance of building permits for residential projects. A Development Allocation is the right to proceed, subject to all applicable requirements, to obtain entitlements. This enacted process was to provide funding for specific capital improvements projects as approved by the City Council. The ordinance has expired.

RESIDENTIAL DEVELOPMENT ALLOCATION (FUND 319)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $41,452 $41,220 $40,325 $40,325 $38,397

Revenue Source:

Investment Income 1,525 1,551 100 1,155 500 -57%
Total Revenue 1,525 1,551 100 1,155 500 -57%

Expenditures:

Services & Supplies 51 62 25,886 70 25,896 36894%
Internal Services 1,706 2,384 3,013 3,013 1,696 -44%
Total Expenditures 1,757 2,446 28,899 3,083 27,592 795%

Ending Balance, June 30 $41,220 $40,325 $11,526 $38,397 $11,305

2026-27 OPERATING BUDGET

CAPITAL PROJECTS FUNDS

266

DEVELOPMENT IMPACT FEE FUNDS (321-324)

Development Impact Fees (DIFs) were established pursuant to Ordinance 2079-C-S in March 2014. Every person who develops or redevelops land in the City shall pay a DIF with the issuance of a building permit to defray the cost of certain public facilities required to serve new development within the City. The following DIFs have been created: Administrative Facilities Fee, Parks and Recreation Facilities Fee, Police Facilities Fee and Public Works Facilities Fee.

DEVELOPMENT IMPACT FEE - ADMINISTRATIVE FACILITIES (FUND 321) Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $927,025 $1,090,902 $1,193,565 $1,193,565 $1,161,381 Revenue Source: Investment Income 35,568 43,319 36,000 36,000 20,000 -44% Development Impact Fees 131,478 63,782 60,000 70,000 80,000 14% Total Revenue 167,046 107,101 96,000 106,000 100,000 -6%

Expenditures:

Services & Supplies 1,243 1,749 1,207,088 134,762 1,174,976 772% Internal Services 1,926 2,689 3,422 3,422 505 -85% Total Expenditures 3,169 4,438 1,210,510 138,184 1,175,481 751% Ending Balance, June 30 $1,090,902 $1,193,565 $79,055 $1,161,381 $85,900

2026-27 OPERATING BUDGET

CAPITAL PROJECTS FUNDS

267

DEVELOPMENT IMPACT FEE FUNDS (321-324) (Continued)

DEVELOPMENT IMPACT FEE - PUBLIC WORKS (FUND 322)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $688,888 $835,245 $861,957 $861,957 $138,556 Revenue Source: Investment Income 26,703 32,405 25,000 25,000 20,000 -20% Development Impact Fees 120,623 61,686 121,000 60,000 60,000 0% Total Revenue 147,326 94,091 146,000 85,000 80,000 -6%

Expenditures:

Services & Supplies 941 1,298 1,000 1,600 1,500 -6% Furniture & Equipment 0 0 806,750 806,750 0 -100%
Transfer Out – Vehicle Fund 0 66,042 0 0 0 0%
Internal Services 28 39 51 51 680 1233%
Total Expenditures 969 67,379 807,801 808,401 2,180 -100%

Ending Balance, June 30 $835,245 $861,957 $200,156 $138,556 $216,376

2026-27 OPERATING BUDGET

CAPITAL PROJECTS FUNDS

268

DEVELOPMENT IMPACT FEE FUNDS (321-324) (Continued)

DEVELOPMENT IMPACT FEE - POLICE FACILITIES (FUND 323)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $1,843,017 $1,722,871 $1,460,957 $1,460,957 $658,798 Revenue Source: Investment Income 64,658 66,614 65,000 40,000 70,000 75% Development Impact Fees 328,563 164,979 150,000 100,000 150,000 50% Total Revenue 393,221 231,593 215,000 140,000 220,000 57%

Expenditures:

Services & Supplies 513,312 2,631 11,057 11,457 3,000 -74% Equipment 0 490,799 930,602 930,602 0 -100%
Capital Outlay 0 0 458,497 0 458,497 100%
Internal Services 55 77 100 100 1,014 914%
Total Expenditures 513,367 493,507 1,400,256 942,159 462,511 -51%

Ending Balance, June 30 $1,722,871 $1,460,957 $275,701 $658,798 $416,287

2026-27 OPERATING BUDGET

CAPITAL PROJECTS FUNDS

269

DEVELOPMENT IMPACT FEE FUNDS (321-324) (Continued)

DEVELOPMENT IMPACT FEE - PARKS & RECREATION (FUND 324)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $5,491,282 $6,675,034 $7,404,938 $7,404,938 $7,901,033 Revenue Source:

Investment Income 214,036 268,822 245,000 210,000 255,000 21% Development Impact Fees 977,406 572,184 600,000 300,000 200,000 -33% Total Revenue 1,191,442 841,006 845,000 510,000 455,000 -11% Expenditures:

Services & Supplies 7,524 10,868 8,429 13,600 14,000 3% Transfer Out – CIP Bike Garden 0 100,000 900,000 0 900,000 100% Internal Services 166 234 305 305 3,996 1210%
Total Expenditures 7,690 111,102 908,734 13,905 917,996 6502%

Ending Balance, June 30 $6,675,034 $7,404,938 $7,341,204 $7,901,033 $7,438,037

2026-27 OPERATING BUDGET

CAPITAL PROJECTS FUNDS

270

HILLCREST ASSESSMENT DISTRICT #26 CONSTRUCTION FUND (361)

The Hillcrest Assessment District No. 26 Construction Fund accounts for the expenditures related to the assessment district.

HILLCREST AD (FUND 361)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $389,610 $403,556 $418,443 $418,443 $432,455

Revenue Source:

Investment Income 14,476 15,566 2,500 12,000 3,000 -75% Bridge Fees 0 0 0 2,883 0 -100%
Total Revenue 14,476 15,566 2,500 14,883 3,000 -80%

Expenditures:

Services & Supplies 491 625 250 800 400 -50%
Wildhorse Left Turn project 0 0 350,000 0 350,000 100% Internal Services 39 54 71 71 31 -56%
Total Expenditures 530 679 350,321 871 350,431 40133%

Ending Balance, June 30 $403,556 $418,443 $70,622 $432,455 $85,024

2026-27 OPERATING BUDGET

CAPITAL PROJECTS FUNDS

271

LONE DIAMOND ASSESSMENT DISTRICT #27/32 CONSTRUCTION FUND (376)

The Lone Diamond Assessment District #27/31 Construction Fund accounts for the expenditures related to this assessment district.

LONE DIAMOND ASSESSMENT DISTRICT CONSTRUCTION FUND (FUND 376) Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $276,163 $405,327 $505,524 $505,524 $1,081,111

Revenue Source:

Investment Income 11,942 17,406 14,000 20,000 15,000 -25% Charges for Services 123,317 86,234 0 601,848 0 -100%
Total Revenue 135,259 103,640 14,000 621,848 15,000 -98%

Expenditures:

Services & Supplies 5,521 2,697 43,130 45,169 25,075 -44% Transfers Out to CIP Fund 0 0 0 0 73,661 100%
Internal Services 574 746 1,092 1,092 5,680 420%
Total Expenditures 6,095 3,443 44,222 46,261 104,416 126%

Ending Balance, June 30 $405,327 $505,524 $475,302 $1,081,111 $991,695

2026-27 OPERATING BUDGET

CAPITAL PROJECTS FUNDS

272

HILLCREST/HIGHWAY 4 BRIDGE BENEFIT DISTRICT (391)

The Hillcrest/Highway 4 Bridge Benefit District was formed to collect fees to build the bridge going over State Route Highway 4. This district was formed for anyone that lives or plans construction in this area that will benefit from the construction of the bridge.

HILLCREST/HIGHWAY 4 BRIDGE DISTRICT (FUND 391)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $94,573 $97,951 $101,554 $101,554 $104,833

Revenue Source:

Investment Income 3,514 3,778 3,500 3,500 3,500 0%
Total Revenues 3,514 3,778 3,500 3,500 3,500 0%

Expenditures:

Services & Supplies 119 152 150 190 195 3%
Internal Services 17 23 31 31 27 -13%
Total Expenditures 136 175 181 221 222 0%

Ending Balance, June 30 $97,951 $101,554 $104,873 $104,833 $108,111

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2026-27 OPERATING BUDGET

273

EENNTTEERRPPRRIISSEE FFUUNNDDSS

2026-27 OPERATING BUDGET

ENTERPRISE FUNDS

274

The City maintains five enterprise funds. Operating revenues and expenses of these funds generally result from providing services in connection with the fund’s principal ongoing operations. Below is a summary of the City’s Enterprise Funds.

SUMMARY OF ENTERPRISE FUNDS
Estimated Estimated Estimated
Fund Balance Revised Revised Balance Proposed Proposed Balance Fund # 7/1/25 Revenues Expenditures 6/30/26 Revenues Expenditures 6/30/27 Water 611 $58,259,056 $50,650,466 $62,799,598 $46,109,924 $56,148,791 $58,178,852 $44,079,863 Water System Improvement 612 14,962,415 2,965,000 2,527,972 15,399,443 2,897,000 31,859 18,264,584 Sewer 621 6,619,268 10,051,942 12,189,800 4,481,410 10,644,000 12,298,584 2,826,826 Sewer System Improvement 622 6,959,562 1,295,000 1,163,486 7,091,076 884,100 164,761 7,810,415 Marina 631 (83,734) 1,149,501 1,624,044 (558,277) 1,268,000 1,270,499 (560,776) Total Enterprise Funds $86,716,567 $66,111,909 $80,304,900 $72,523,576 $71,841,891 $71,944,555 $72,420,912

NOTE: Negative balances are due to the recognition of Enterprise Funds share of City Net Pension and OPEB Liabilities with the implementation of GASB68 and 75.
2026-27 OPERATING BUDGET

ENTERPRISE FUNDS

275

WATER FUND (611)

The Water Fund is a Public Works Enterprise Fund that accounts for the revenues and expenditures related to providing water service through more than 31,000 service connections throughout Antioch to more than 100,000 consumers. The cost of treating the water, transporting it and maintaining the distribution infrastructure, including 326 miles of mainlines is also accounted for in this fund.

WATER FUND SUMMARY (FUND 611)
Statement of Revenues, Expenditures and Change in Net Position 2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $57,754,100 $59,089,645 $58,259,056 $58,259,056 $46,109,924

Revenue Source:

Investment Income 2,684,553 2,835,622 2,600,000 2,200,000 1,900,000 -14% Charges for Services 42,995,081 44,861,354 47,193,260 47,331,760 54,132,791 14% Revenue from Other Agencies 22,255 0 1,000,000 1,000,000 0 -100% Other 109,049 123,034 116,000 118,706 116,000 -2%
Other Financing Source - SWRCB 16,865,359 0 0 0 0 0%
Total Revenues: 62,676,297 47,820,010 50,909,260 50,650,466 56,148,791 11%

Expenditures:

Personnel 8,934,921 10,521,525 12,102,760 10,940,904 12,513,818 14% Services & Supplies 29,967,985 29,482,062 30,004,809 32,715,963 31,818,567 -3% Capital Projects 19,800,937 4,788,099 16,307,333 12,829,315 5,810,000 -55% Debt Service 672,169 829,280 2,463,079 2,463,079 2,463,079 0% Transfers Out 210,842 664,420 543,292 543,292 150,000 -72% Internal Services 1,753,898 2,365,213 3,307,045 3,307,045 5,423,388 64% Total Expenditures 61,340,750 48,650,599 64,728,318 62,799,598 58,178,852 -7%

Ending Balance $59,089,645 $58,259,056 $44,439,998 $46,109,924 $44,079,863 ADD BACK:

Pension/OPEB Liability

14,969,197

16,204,996

16,204,996

16,204,996

16,204,996

Available Ending Balance $74,058,842 $74,464,052 $60,644,994 $62,314,920 $60,284,859

2026-27 OPERATING BUDGET

ENTERPRISE FUNDS

276

WATER FUND (611) (Continued)

WATER FUND SUMMARY OF STAFFING
Funded Funded
2025-26 2026-27
Funded FTE’s:

Water Supervision 6.69 7.141
Water Production 22.00 22.00
Water Distribution 33.117 33.117
Water Public Buildings & Facilities 1.250 1.250
Total Funded FTE’s 63.057 63.507
1Administrative Analyst unfrozen in FY27 - .45 of FTE allocated to Water Fund.

2026-27 OPERATING BUDGET

ENTERPRISE FUNDS

277

WATER SUPERVISION (611-2310)

Water Supervision provides for administration and management for the treatment, production and distribution of treated water, as well as the City’s Meter Reading, Backflow Prevention programs and the City’s Central Stores Operation. Personnel provide effective leadership, direction, planning, work scheduling, participation in and monitoring of an effective employee safety training program; prepare annual budgets; annual, monthly and quarterly reports; maintain and oversee compliance with Local, State, Federal, Department of Health regulations and AWWA standards including water quality; oversee mandated programs and ensure guidelines for compliance for valve turning, hydrant flushing and backflow prevention programs. Managers evaluate employee performance; monitor division activities and budgets; develop and implement innovative programs designed to improve department efficiency and effectiveness; develop bid specifications; monitor contract work for compliance; and respond to citizen inquiries. This activity is also responsible for administering the activities associated with the State of California Underground Storage Tank Cleanup Fund and the Public Works Maintenance Management System.

WATER SUPERVISION (611-2310)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Sources of Funds:

Charges for Services 42,396,424 44,255,583 46,574,260 46,747,760 53,513,791 14% Investment Income 2,684,553 2,835,622 2,600,000 2,200,000 1,900,000 -14% Other 109,049 121,753 116,000 116,000 116,000 0%
Total Source of Funds 45,190,026 47,212,958 49,290,260 49,063,760 55,529,791 13%

Use of Funds:

Personnel 1,243,968 1,278,729 1,855,484 1,730,174 1,875,323 8% Services & Supplies 1,437,541 2,660,374 2,463,281 2,755,977 3,042,149 10% Debt Service 672,169 829,280 2,463,079 2,463,079 2,463,079 0% Transfers Out 210,842 664,420 543,292 543,292 150,000 -72% Internal Services 257,736 348,390 485,419 485,419 5,423,388 1017% Total Use of Funds 3,822,256 5,781,193 7,810,555 7,977,941 12,953,939 62%

Funded FTE's 7.14 7.14 6.69 6.69 7.14

2026-27 OPERATING BUDGET

ENTERPRISE FUNDS

278

WATER FUND (611) (Continued)

WATER PRODUCTION (611-2320)

Within Water Production, funds are allocated to provide water treatment operations, impounding dam and reservoir booster pumping, raw water pumping from the San Joaquin River and the Contra Costa Canal. Also included in this activity are laboratory work, all fresh water storage reservoirs and all chemical and electrical costs.

WATER PRODUCTION (611-2320)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Use of Funds:

Personnel 2,883,384 3,524,723 4,120,663 3,529,678 4,526,970 28% Services & Supplies 21,592,066 18,805,752 20,149,190 22,288,448 21,083,083 -5% Internal Services 561,812 763,076 1,048,149 1,048,149 0 -100% Total Use of Funds 25,037,262 23,093,551 25,318,002 26,866,275 25,610,053 -5%

Funded FTE's 18.00 22.00 22.00 22.00 22.00

2026-27 OPERATING BUDGET

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279

WATER FUND (611) (Continued)

WATER DISTRIBUTION (611-2330)

This Program is charged with the responsibility of maintaining the City’s treated and raw water distribution systems in safe and serviceable conditions, administering a Water Conservation Program focused on providing residential, commercial and irrigation customers with education and assistance to conserve the City’s treated water supply. The system delivers treated water to residential, commercial and irrigation customers. Personnel maintain approximately 383 miles of water main, over 31,000 service connections and meters, over 2,400 backflow prevention devices, maintain, repair and flush approximately 3,443 fire hydrants and exercise system valves. Personnel staff a 24-hour Stand-by System to respond to emergency calls.

WATER DISTRIBUTION (611-2330)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Source of Funds:

Charges for Services 598,657 605,771 619,000 584,000 619,000 6% Other 0 1,281 0 2,706 0 -100%
Total Source of Funds 598,657 607,052 619,000 586,706 619,000 6%

Use of Funds:

Personnel 4,638,689 5,569,508 5,839,525 5,469,441 5,831,165 7% Services & Supplies 6,938,378 8,015,936 7,392,338 7,671,538 7,693,335 0% Internal Services 892,300 1,196,103 1,695,503 1,695,503 0 -100% Total Use of Funds 12,469,367 14,781,547 14,927,366 14,836,482 13,524,500 -9%

Funded FTE’s 31.067 33.117 33.117 33.117 33.117

2026-27 OPERATING BUDGET

ENTERPRISE FUNDS

280

WATER FUND (611) (Continued)

WATER CAPITAL PROJECTS (611-2550)

WATER PUBLIC BUILDINGS AND FACILITIES - CIP (611-2550)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Revenue from Other Agencies 22,255 0 1,000,000 1,000,000 0 -100% Other Financing Source – SWRCB Loan 16,865,359 0 0 0 0 0% Total Source of Funds 16,887,614 0 1,000,000 1,000,000 0 -100% Use of Funds:

Personnel 168,880 148,565 287,088 211,611 280,360 32% WTP Renovation 96 0 500,000 500,000 0 -100%
Water Studies & Planning 23,912 173,054 728,034 828,034 500,000 -40% Water Main Replacement 838,839 28,982 2,265,018 0 0 0% Storage Reservoir Rehabilitation 0 0 0 0 1,600,000 100% WTP Solids Handling Improvements 0 11,004 1,188,996 1,188,996 0 -100% Pittsburg/Antioch Intertie 0 0 775,000 0 775,000 100%
WTP Improvements 146,062 346,908 787,341 787,341 500,000 -36% James Donlon Pump Station Upgrades 866 24,155 0 0 0 0%
Hillcrest Pump Station Rehab (37,798) 0 0 0 0 0%
WTP Electrical Upgrade 0 0 1,350,000 1,350,000 0 -100% Desalination Plant-High Purification 17,425,073 2,683,458 4,537,070 4,537,070 0 -100% Facility Maintenance and Repairs 0 0 150,000 0 0 0%
WTP B Solar Covers 0 0 500,000 0 0 0%
WTP B Improvements 0 0 0 0 500,000 100%
AMI Meter Reading Upgrade 1,403,887 1,489,765 1,875,874 1,875,874 1,500,000 -20% Chemical Injection Modifications 0 30,773 0 0 0 0%
Canal Pump Variable Frequency Drives 0 0 0 0 300,000 100% Table continued on next page

2026-27 OPERATING BUDGET

ENTERPRISE FUNDS

281

WATER FUND (611) (Continued)

WATER CAPITAL PROJECTS (611-2550) (Continued)

WATER PUBLIC BUILDINGS AND FACILITIES - CIP (611-2550)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Use of Funds (Continued):

Lone Tree Booster Pump Improvements 0 0 1,100,000 1,100,000 0 -100% 800 W 2nd Street Building 0 0 0 0 135,000 100%
Security Fencing at City Facilities 0 0 0 112,000 0 -100% Reservoir Road Rehab 0 0 550,000 550,000 0 -100%
Internal Services 42,050 57,644 77,974 77,974 0 -100%
Total Use of Funds 20,011,867 4,994,308 16,672,395 13,118,900 6,090,360 -54%

Funded FTE's 0.625 0.625 1.250 1.250 1.250

2026-27 OPERATING BUDGET

ENTERPRISE FUNDS

282

WATER SYSTEM IMPROVEMENT (612)

Fees are collected from developers to fund offsite or oversize facilities in three areas: water storage, plant expansion and other facilities including oversized mains.

WATER SYSTEM IMPROVEMENT (FUND 612)
Statement of Revenues, Expenditures and Change in Net Position 2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $9,147,917 $12,112,156 $14,962,415 $14,962,415 $15,399,443

Revenue Source:

Current Service Charges 2,523,203 2,361,868 2,347,000 2,500,000 2,347,000 -6% Investment Income 454,741 509,495 500,000 465,000 550,000 18% Other 450 0 0 0 0%
Total Revenues 2,977,944 2,871,813 2,847,000 2,965,000 2,897,000 -2%

Expenditures:

Services & Supplies 13,189 20,812 22,000 27,000 30,000 11% Water Main Replacement 0 0 0 2,500,000 0 -100%
Internal Services 516 742 972 972 1,859 91%
Total Expenditures 13,705 21,554 22,972 2,527,972 31,859 -99%

Ending Balance, June 30 $12,112,156 $14,962,415 $17,786,443 $15,399,443 $18,264,584

2026-27 OPERATING BUDGET

ENTERPRISE FUNDS

283

SEWER FUND (621)

The Sewer Fund is a Public Works Enterprise Fund that accounts for the revenues and expenditures related to providing wastewater collection, storm drain and channel maintenance services for the City of Antioch.

SEWER FUND SUMMARY (FUND 621)
Statement of Revenues, Expenditures and Change in Net Position 2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $8,865,378 $8,076,900 $6,619,268 $6,619,268 $4,481,410

Revenue Source:

Investment Income 486,934 460,585 100,000 300,000 250,000 -17% Revenue from Other Agencies 0 0 0 28,416 0 -100%
Charges for Services 7,287,232 8,240,668 8,159,000 9,723,526 10,394,000 7% Other 18,940 46,635 0 0 0 0%
Total Revenues 7,793,106 8,747,888 8,259,000 10,051,942 10,644,000 6%

Expenditures:

Personnel 4,067,443 4,399,866 5,017,952 3,948,393 4,907,208 24% Services & Supplies 3,562,409 4,430,356 5,728,965 6,081,996 5,557,235 -9% Capital Projects 613 1,338 2,698,662 775,000 210,000 -73% Transfers Out 210,842 385,435 720,722 543,292 190,587 -65% Internal Services 740,277 988,525 841,119 841,119 1,433,554 70% Total Expenditures 8,581,584 10,205,520 15,007,420 12,189,800 12,298,584 1%

Ending Balance $8,076,900 $6,619,268 ($129,152) $4,481,410 $2,826,826 ADD BACK:

Pension/OPEB Liability

6,195,862

6,699,522

6,699,522

6,699,522

6,699,522

Available Ending Balance $14,272,762 $13,318,790 $6,570,370 $11,180,932 $9,526,348

2026-27 OPERATING BUDGET

ENTERPRISE FUNDS

284

SEWER FUND (621) (Continued)

SEWER FUND SUMMARY OF STAFFING

Funded Funded
2025-26 2026-27
Funded FTE’s:

Wastewater Supervision 26.057 26.5071
Wastewater CIP 0.750 0.750
Total Funded FTE’s: 26.807 27.257
1Administrative Analyst position unfrozen in FY27. .45 of FTE allocated to Sewer Fund.

2026-27 OPERATING BUDGET

ENTERPRISE FUNDS

285

SEWER FUND (621) (Continued)

WASTEWATER SUPERVISION (621-2210)

Wastewater Supervision is responsible for providing administrative and managerial functions to the City’s wastewater collections system. This function provides direct supervision for Wastewater Collections and Storm Drain and Channel Maintenance. Personnel provide effective leadership; direction; planning; work scheduling; participation and monitoring of an effective employee safety training program; prepare annual budgets; monthly and quarterly reports; maintain and oversee compliance with State, Federal and Health Department regulations; oversee and evaluate employee performance; monitor division activities and budgets; implement innovative programs to improve efficiency and over all effectiveness; develop bid specifications; arrange for and monitor contract work for compliance.

This function is responsible to participate in and ensure compliance with the State’s newly mandated program for monitoring and reporting sewer system overflows (SSO’s).

SEWER-WASTEWATER SUPERVISION (621-2210)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Investment Income 486,934 460,585 100,000 300,000 250,000 -17% Revenue from Other Agencies 0 0 0 28,416 0 -100%
Charges for Service 7,287,232 8,240,668 8,159,000 9,723,526 10,394,000 7% Other 18,940 46,635 0 0 0 0%
Total Source of Funds 7,793,106 8,747,888 8,259,000 10,051,942 10,644,000 6%

Use of Funds:

Personnel 3,922,202 4,278,755 4,825,577 3,891,741 4,738,895 22% Services & Supplies 3,562,409 4,430,356 5,728,965 6,081,996 5,557,235 -9% Transfers Out 210,842 385,435 720,722 543,292 190,587 -65% Internal Services 723,343 965,699 821,960 821,960 1,433,554 74% Total Use of Funds 8,418,796 10,060,245 12,097,224 11,338,989 11,920,271 5%

Funded FTE’s 26.507 26.507 26.107 26.057 26.507

2026-27 OPERATING BUDGET

ENTERPRISE FUNDS

286

SEWER FUND (621) (Continued)

SEWER CAPITAL PROJECTS (621-2570)

The following capital projects are to be expended from the Sewer Fund:

SEWER-WASTEWATER COLLECTION CAPITAL PROJECTS (621-2570)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Use of Funds:

Personnel 145,241 121,111 192,375 56,652 168,313 197% Trenchless Rehabilitation 613 1,338 348,662 0 0 0%
E Antioch Creek Outfall 0 0 1,500,000 0 0 0%
Corrosion Rehab 0 0 150,000 75,000 75,000 0%
800 W. 2nd Street Bldg. 0 0 0 0 135,000 100%
Sewer Master Plan Update 0 0 700,000 700,000 0 -100%
Internal Services 16,934 22,826 19,159 19,159 0 -100%
Total Use of Funds 162,788 145,275 2,910,196 850,811 378,313 -56%

Funded FTE’s 0.625 0.625 0.750 0.750 0.750

2026-27 OPERATING BUDGET

ENTERPRISE FUNDS

287

SEWER SYSTEM IMPROVEMENT (622)

Sewer Facility Expansion Fund is set up to track the development fees collected from developers to fund offsite or to oversize sewer facilities and replace inadequate sewers.

SEWER SYSTEM IMPROVEMENT (FUND 622)
Statement of Revenues, Expenditures and Change in Net Position

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $5,580,535 $6,517,548 $6,959,562 $6,959,562 $7,091,076

Revenue Source:

Current Service Charges 730,462 195,467 735,000 1,100,000 669,100 -39% Investment Income 214,292 257,284 250,000 195,000 215,000 10% Total Revenues 944,754 452,751 985,000 1,295,000 884,100 -32%

Expenditures:

Services & Supplies 7,483 10,366 9,000 13,000 14,000 8% E. Antioch Creek Outfall 0 0 1,000,000 1,000,000 0 -100% Sewer Main Replacement 0 0 150,000 150,000 150,000 0%
Internal Services 258 371 486 486 761 57%
Total Expenditures 7,741 10,737 1,159,486 1,163,486 164,761 -86%

Ending Balance, June 30 $6,517,548 $6,959,562 $6,785,076 $7,091,076 $7,810,415

2026-27 OPERATING BUDGET

ENTERPRISE FUNDS

288

MARINA FUND (631)

The Marina Fund accounts for the revenues and expenditures related to operating and maintaining a municipal Marina for the City of Antioch.

MARINA FUND SUMMARY (FUND 631)
Statement of Revenues, Expenditures and Change in Net Position

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $412 $252,173 ($83,734) ($83,734) ($558,277)

Revenue Source:

Investment Income 6,502 18,830 5,000 3,000 3,000 0%
Charges for Services 586,834 519,816 564,000 440,501 564,000 28% Other 21,016 6,830 1,000 6,000 1,000 -83%
Transfers In – General Fund 621,000 222,410 700,000 700,000 700,000 0% Total Revenues 1,235,352 767,886 1,270,000 1,149,501 1,268,000 10%

Expenditures:

Personnel 218,962 359,183 357,903 361,804 368,529 2%
Services & Supplies 395,555 317,348 833,086 801,091 470,136 -41% Debt Service 177,484 177,309 181,389 181,389 181,390 0% Internal Services 191,590 249,953 279,760 279,760 250,444 -10% Total Expenditures 983,591 1,103,793 1,652,138 1,624,044 1,270,499 -22% Ending Balance, June 30 $252,173 ($83,734) ($465,872) ($558,277) ($560,776) ADD BACK:

Pension Liability

536,966

597,918

597,918

597,918

597,918

Available Ending Balance $789,139 $514,184 $132,046 $39,641 $37,142 Funded Funded
2025-26 2026-27
Funded FTE’s: 2.14 2.14

2026-27 OPERATING BUDGET

289

IINNTTEERRNNAALL SSEERRVVIICCEE FFUUNNDDSS

2026-27 OPERATING BUDGET

INTERNAL SERVICE FUNDS

290

INTERNAL SERVICE FUNDS

Internal Service Funds are used to finance and account for special activities and services performed by a designated City department for other departments on a cost reimbursement basis. Internal Service Funds are also used to account for specific purposes that benefit the City as a whole, such as the Loss Control Fund.

Internal Service Funds are considered Proprietary funds.

The City maintains four Internal Service Funds, which are listed below in the Internal Service Funds Summary table.

SUMMARY OF INTERNAL SERVICE FUNDS

Estimated Estimated Estimated
Fund Balance Revised Revised Balance Proposed Proposed Balance Internal Service Fund Title # 7/1/25 Revenues Expenditures 6/30/26 Revenues Expenditures 6/30/27 Vehicle Replacement 569 $11,167,872 $1,369,753 $4,592,293 $7,945,332 $1,219,021 $1,842,296 $7,322,057 Vehicle Maintenance 570 599,245 2,576,239 2,814,526 360,958 2,544,500 2,717,441 188,017 Information Services 573 1,760,688 4,278,653 4,580,672 1,458,669 4,064,038 4,300,508 1,222,199 Loss Control 580 263,099 4,456,000 4,687,286 31,813 4,011,000 4,005,341 37,472 TOTAL INTERNAL SERVICE FUNDS $13,790,904 $12,680,645 $16,674,777 $9,796,772 $11,838,559 $12,865,586 $8,769,745

2026-27 OPERATING BUDGET

INTERNAL SERVICE FUNDS

291

VEHICLE REPLACEMENT FUND (569)

Vehicle Replacement is included in the Vehicle Equipment Replacement Fund. The fund accounts for the replacement of vehicles and equipment used by all City departments. The source of revenue for this fund is rental fees charged to the various departments.

VEHICLE REPLACEMENT (Fund 569)
Statement of Revenues, Expenditures and Change in Net Position 2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change

Beginning Balance, July 1 $9,735,918 $11,528,550 $11,167,872 $11,167,872 $7,945,332

Revenue Source:

Investment Income 363,884 443,643 300,000 300,000 200,000 -33% Revenue from Other Agencies 0 0 0 150,000 0 -100%
Current Service Charges 2,500,060 1,641,136 740,970 835,080 974,021 17% Other 203,852 49,714 45,000 84,673 45,000 -47%
Transfer In – Dev. Impact 0 66,042 0 0 0 0%
Total Revenues 3,067,796 2,200,535 1,085,970 1,369,753 1,219,021 -11%

Expenditures:

Equipment 1,274,434 2,560,233 3,959,592 4,590,928 1,834,625 -60% Internal Services 730 980 1,365 1,365 7,671 462%
Total Expenditures 1,275,164 2,561,213 3,960,957 4,592,293 1,842,296 -60%

Ending Balance, June 30 $11,528,550 $11,167,872 $8,292,885 $7,945,332 $7,322,057

2026-27 OPERATING BUDGET

INTERNAL SERVICE FUNDS

292

VEHICLE EQUIPMENT MAINTENANCE FUND (570)

Vehicle Repair and maintenance is included in the Vehicle Equipment Maintenance Fund. The fund accounts for the maintenance and repair of vehicles and equipment used by all City departments. The source of revenue for this fund is rental fees charged to the various departments.

Fleet Services is responsible for all maintenance and repairs of the City's fleet of vehicles and equipment, including small municipal equipment such as mowers, saws, blowers and edgers. Fleet services provides the following services: support to other divisions in the form of design and fabrication; develops equipment and contract work specifications; purchases vehicles; arranges for disposal of retired vehicles and equipment, provides fueling services to the City's fleet; provides a variety of reports and schedules for other departments.

VEHICLE EQUIPMENT MAINTENANCE (FUND 570)
Statement of Revenues, Expenditures and Change in Net Position 2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $749,971 $556,477 $599,245 $599,245 $360,958

Revenue Source:

Investment Income 25,303 21,075 5,000 13,000 4,500 -65% Current Service Charges 1,867,951 2,186,226 2,515,000 2,515,000 2,515,000 0% Other 56,767 56,061 25,000 48,239 25,000 -48%
Total Revenues 1,950,021 2,263,362 2,545,000 2,576,239 2,544,500 -1%

Expenditures:

Personnel 829,452 915,699 1,115,287 1,121,655 1,148,864 2% Services & Supplies 1,314,063 1,304,895 1,682,566 1,692,871 1,568,577 -7% Total Expenditures 2,143,515 2,220,594 2,797,853 2,814,526 2,717,441 -3%

Ending Balance, June 30 $556,477 $599,245 $346,392 $360,958 $188,017

Funded Funded
2025-26 2026-27
Total Funded FTE'S 5.735 5.735
2026-27 OPERATING BUDGET

INTERNAL SERVICE FUNDS

293

INFORMATION SYSTEMS FUND (573)
The Information Systems Department serves as an internal service provider to all City departments. The department encompasses the City’s computer technology and telecommunications systems. Departmental responsibilities include all television productions, security systems, special project management and support of all City computer systems including Finance and Police systems; planning, implementing and supporting all information system upgrades and replacements, including personal computers, servers, data networks; coordinating Internet services; providing service and maintenance of the City’s telephone systems; management and support of GIS related activities throughout the City; and providing planning and oversight of the City’s equipment replacement fund.

Information Systems Department Divisions are: Information Services Administration, Network and Personal Computer Support Services, Telephone Systems Program, GIS Support Systems, and Office Equipment Replacement.

Information Services
Director
Network Administrator
(2)
Computer Technician
(3)
GIS Coordinator
Administrative Analyst
GIS Technician
GIS Specialist
2026-27 OPERATING BUDGET

INTERNAL SERVICE FUNDS

294

INFORMATION SYSTEMS FUND (573) (Continued)

INFORMATION SYSTEMS (FUND 573)
Statement of Revenues, Expenditures and Change in Net Position 2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $1,276,077 $1,350,093 $1,760,688 $1,760,688 $1,458,669

Revenue Source:

Investment Income 40,679 49,332 40,000 40,000 40,000 0% Current Service Charges 2,879,748 3,426,127 3,666,273 3,668,473 4,024,038 10% Other 0 42,152 0 0 0 0%
Transfers In 280,678 360,422 570,180 570,180 0 -100%
Total Revenues 3,201,105 3,878,033 4,276,453 4,278,653 4,064,038 -5%

Expenditures:

Personnel 1,567,915 1,627,200 1,849,864 1,847,078 2,274,218 23% Services & Supplies 1,419,556 1,658,327 2,397,196 2,467,213 2,026,290 -18% Internal Services 139,618 181,911 266,381 266,381 0 -100% Total Expenditures 3,127,089 3,467,438 4,513,441 4,580,672 4,300,508 -6%

Ending Balance, June 30 $1,350,093 $1,760,688 $1,523,700 $1,458,669 $1,222,199

Funded Funded
Funded FTE's: 2025-26 2026-27
Information Services 1.10 1.10
Network Support & PCs 4.75 4.75
Telephone System 0.15 0.15
GIS Support 4.08 4.08
Total Funded FTEs 10.08 10.08

2026-27 OPERATING BUDGET

INTERNAL SERVICE FUNDS

295

INFORMATION SERVICES ADMINISTRATION (573-1410)

Information Services Administration provides for the automation activities of the City. The primary responsibilities are in support of City-wide network, network security, phones, Police systems, television productions, and project management.

2025-2026 Accomplishments:
 Implementation of Downtown Wi-Fi to improve community connectivity  Launch of new City website and expanded public-facing digital services  Launched employee-facing ticketing portal to complement existing backend ticketing system  Implementation of CP Media to prepare for eventual integration with upcoming agenda management system  Continued advancements in identity and access management:
 Single Sign-On (SSO) expansion across various platforms  Self-Service Password Reset (SSPR) implementation
 Upgrade email spam filter featuring AI powered scanner and incident response features  Implemented PDF remediation tool to ensure compliance with Web Content Accessibility Guidelines (WCAG 2.1AA)

2026-2027 Objectives:
• Continue standardization of internal I.T. policies, hardware, and software lifecycle management • Develop and implement a formal disaster recovery and business continuity plan • Develop a formal I.T. roadmap and multi-year strategic plan • Expand automation of routine I.T. tasks (onboarding, provisioning, patching) • Enhance data governance and retention policies, including compliance with public records requirements • Complete development and adoption of internal documentation system for technicians • Implementation of city-wide technology procurement policy, positioning Information Systems as the central authority for implementation of new hardware and software, which will allow streamlining of services and increased efficiency • Implementation of city-wide AI policy, which will provide standards and guidance to City staff on the use of this emergent and rapidly evolving set of tools

2026-27 OPERATING BUDGET

INTERNAL SERVICE FUNDS

296

INFORMATION SYSTEMS FUND (573) (Continued)

INFORMATION SERVICES ADMINISTRATION (573-1410)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Investment Income 40,679 49,332 40,000 40,000 40,000 0% Total Source of Funds 40,679 49,332 40,000 40,000 40,000 0%

Use of Funds:

Personnel 361,201 324,300 356,969 362,332 370,300 2%
Services & Supplies 183,927 188,777 56,814 55,857 43,186 -23% Total Use of Funds 545,128 513,077 413,783 418,189 413,486 -1%

Funded FTE's 1.10 1.10 1.10 1.10 1.10

2026-27 OPERATING BUDGET

INTERNAL SERVICE FUNDS

297

INFORMATION SYSTEMS FUND (573) (Continued)

NETWORK AND PERSONAL COMPUTER SUPPORT SERVICES (573-1420)

Network and Personal Computer Support Services is responsible for the operating environment and customer support of the City’s personal computers, servers, data networks and Internet services.

2025-2026 Accomplishments:
 Completed Comcast 10G network upgrade and supporting infrastructure enhancements  Completed AT&T 1G network upgrade failover link
 Upgraded firewall and security monitoring sensors
 Upgraded Patrol vehicles LTE to 5G.
 Facilitated and supported several user moves due to various department reorganizations (Economic Development, GIS, Engineering)  Replaced core storage array for virtualization systems and modernized backend infrastructure  Removed redundant bottleneck equipment at the Water Treatment Plant to improve point-to-point connectivity  Support of ongoing operations:
 Routine management of 600+ computers, 40+ servers, and 200+ phones/iPads  Average of 352 support tickets per month and high volume of service requests  Procurement processing (POs/invoices) without dedicated administrative support  Complete refresh of Police Mobile Data Terminals (MDTs) in the patrol fleet as previous devices reached end-of-life, ensuring compatibility with public safety applications, and maintaining operational reliability.  Strengthened documentation, automation, and system standardization efforts  (In progress / to be completed in FY26) Standardized email signatures (CodeTwo) for organization-wide consistency  (In progress / to be completed in FY26) Laserfiche upgrade and continued document management improvements  (In progress / to be completed in FY26) Continued cloud migration efforts (files, shares, identity systems)  (In progress / to be completed in FY26) Onboarding and offboarding workflow improvements  (In progress / to be completed in FY26) Ongoing environment cleanup and modernization:
 GPO migration to Endpoint Manager; mapped drive and file server permission restructuring to support migration to cloud-based solutions  (In progress / to be completed in FY26) Implementation of Universal Print to reduce reliance on on-premises print servers and improve print management  Install new Point of Sale (POS) terminals at the Antioch Water Park

2026-2027 Objectives:
 Uptime of 99.9% on network.
 Execute lifecycle refresh of computers purchased in 2018/2019 (7-year cycle)  Expand self-service capabilities (knowledge base, password resets, request automation) for improved user experience and service delivery

2026-27 OPERATING BUDGET

INTERNAL SERVICE FUNDS

298

INFORMATION SYSTEMS FUND (573) (Continued)

NETWORK AND PERSONAL COMPUTER SUPPORT SERVICES (573-1420) (Continued)

2026-2027 Objectives (Cont.):
 Develop a robust service catalog to streamline equipment and software license orders, and standardize request processes  Perform cleanup and standardization of network closets, including removal of abandoned and legacy equipment, updated labeling, and improved documentation and diagrams
 Launch of new closed captioning/descriptive audio system to ensure full compliance with SB 707 and WCAG 2.1AA  Upgrade Police Department internet connection upgrade to mirror City Hall (10G primary connection with 1G failover)  Complete technology refresh of the Emergency Operations Center, including the ability for video broadcasting for public communication during emergencies
 Implement Managed Apple IDs for increased governance over City-owned mobile devices  Evaluate and implement text message archiving solution for communications archiving and compliance  Complete cloud migration for identity and access management systems

INFORMATION SERVICES - NETWORK SUPPORT & PC'S (573-1420)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Billings to Departments 2,374,129 2,865,372 3,086,373 3,086,373 2,533,017 -18% Total Source of Funds 2,374,129 2,865,372 3,086,373 3,086,373 2,533,017 -18%

Use of Funds:

Personnel 760,326 757,827 892,090 890,404 1,050,894 18% Services & Supplies 620,685 736,519 1,239,342 1,240,434 943,495 -24% Total Use of Funds 1,381,011 1,494,346 2,131,432 2,130,838 1,994,389 -6%

Funded FTE'S 4.75 4.75 4.75 4.75 4.75
2026-27 OPERATING BUDGET

INTERNAL SERVICE FUNDS

299

INFORMATION SYSTEMS FUND (573) (Continued)

TELEPHONE SYSTEMS SERVICES (573-1430)

Telephone Systems Services provides service and maintenance of the City’s telephone systems.

2025-2026 Accomplishments:
 98% uptime of telephone switches.
 Over 100 add/move/delete changes.

2026-2027 Objectives:
 Uptime of 99.99% for telephone system.
 Complete phone system modernization and upgrade

INFORMATION SERVICES - TELEPHONE SYSTEM (573-1430)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Current Service Charges 217,141 262,290 262,000 264,200 7,000 -97% Total Source of Funds 217,141 262,290 262,000 264,200 7,000 -97%

Use of Funds:

Personnel 28,783 30,546 36,104 35,767 40,048 12%
Services & Supplies 114,112 192,397 136,176 211,419 126,044 -40% Total Use of Funds 142,895 222,943 172,280 247,186 166,092 -33%

Funded FTE'S 0.15 0.15 0.15 0.15 0.15

2026-27 OPERATING BUDGET

INTERNAL SERVICE FUNDS

300

INFORMATION SYSTEMS FUND (573) (Continued)

GIS SUPPORT SYSTEMS (573-1435)

GIS Support systems is responsible for the management and support of GIS-related activities throughout the City’s different departments. Major activities include design, development, and maintenance of numerous spatial databases, acquisition and data conversion of assessor parcel data from Contra Costa County’s Public Works Department, GIS data linkage to internal software applications, as well as management of all GIS data exchanged between the City and outside consultants or contractors. The GIS division also provides support to all departments for GIS software applications over the City’s internal network and support for Public Works Maintenance Management System.

2025-2026 Accomplishments
 Successful development and configuration revisions of Trimble Unity Maintain Software  Successful launch of ESRI Field Maps data collection application  Successful update and inventory of LED streetlight dataset  Successful update and inventory of street sign dataset.  Successful update to SeeClickFix, including SLA configuration, Agencies, and Unity integration  Successful launch of ESRI and Trimble based Operational dashboards  Successful update and revision of address dataset
 Successful update and revision of PD Beat dataset
 Successful update and revision to Centerline dataset
 Streamlined property damaged billing process with assigned roles and responsibilities to divisions  Implemented ‘Power User’ structure for Unity Maintain, allowing for more system access  Established Unity Maintain integration with IT Pipes to transfer pipe defects and current condition

2026-2027 Objectives
 Field data collection and updates to new development in Southeast Antioch  Dashboard creation using PowerBi, for performance metrics and organizational efficiency  Continued improvements to SeeClickFix, including Antioch311 rebranding and EP&L integration  Continued improvements to Trimble Unity Maintain, including reporting and dynamic dashboards  Develop Council District Dashboards, showing SCF requests, completed work orders, and costs  AI enablement/deployment within City Enterprise systems, including Unity Maintain, EP&L, SCF  Creation and Launch of City Manager’s Performance Dashboards webpage  Develop location based ‘geography’ reports

2026-27 OPERATING BUDGET

INTERNAL SERVICE FUNDS

301

INFORMATION SYSTEMS FUND (573) (Continued)

GIS SUPPORT SYSTEMS (573-1435) (Continued)

INFORMATION SERVICES - GIS SUPPORT SERVICES (573-1435)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Current Service Charges 141,098 151,085 170,520 170,520 1,226,541 619% Transfers In 280,678 360,422 570,180 570,180 0 -100%
Total Source of Funds 421,776 511,507 740,700 740,700 1,226,541 66%

Use of Funds:

Personnel 417,605 514,527 564,701 558,575 812,976 46%
Services & Supplies 340,007 380,044 473,342 467,981 413,565 -12% Internal Services 138,662 180,745 264,510 264,510 0 -100% Total Use of Funds 896,274 1,075,316 1,302,553 1,291,066 1,226,541 -5%

Funded FTE'S 4.08 4.08 4.08 4.08 4.08

2026-27 OPERATING BUDGET

INTERNAL SERVICE FUNDS

302

INFORMATION SYSTEMS FUND (573) (Continued)

OFFICE EQUIPMENT REPLACEMENT (573-1440)

Office Equipment Replacement is the holding fund for charges paid by departments throughout the City to provide the means to pay for the orderly replacement of obsolete office equipment, computers and major software items.

INFORMATION SERVICES - OFFICE EQUIPMENT REPLACEMENT (573-1440)

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Source of Funds:

Current Service Charges 147,380 147,380 147,380 147,380 257,480 75% Total Source of Funds 147,380 147,380 147,380 147,380 257,480 75%

Use of Funds:

Services & Supplies 160,825 160,590 491,522 491,522 500,000 2% Internal Services 956 1,166 1,871 1,871 0 -100%
Total Use of Funds 161,781 161,756 493,393 493,393 500,000 1%

2026-27 OPERATING BUDGET

INTERNAL SERVICE FUNDS

303

LOSS CONTROL FUND (580)

The Loss Control Program provides consultation services to City departments in the area of workers’ compensation claim cost control, and compliance with California OSHA requirements. Staff in this fund is also responsible for assisting departments in maintaining a safe workplace for employees by managing an aggressive health and safety program.

LOSS CONTROL (FUND 580)
Statement of Revenues, Expenditures and Change in Net Position 2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $1,115,326 $989,446 $263,099 $263,099 $31,813

Revenue Source:

Investment Income 23,186 4,530 1,000 1,000 1,000 0% Revenue from Other Agencies 12,900 0 0 0 0 0%
Current Service Charges 2,930,088 2,761,557 4,445,000 4,455,000 4,010,000 -10% Other 560 1,486 0 0 0 0%
Total Revenue 2,966,734 2,767,573 4,446,000 4,456,000 4,011,000 -10%

Expenditures:

Personnel 208,480 83,674 173,349 157,403 191,280 22%
Insurance Policies 2,863,461 3,395,047 4,452,875 4,452,875 3,722,761 -16% Services & Supplies 20,264 15,199 99,110 77,008 91,300 19% Total Expenditures 3,092,205 3,493,920 4,725,334 4,687,286 4,005,341 -15%

Ending Balance, June 30 $989,855 $263,099 ($16,235) $31,813 $37,472

Funded FTE’s 1.00 1.00 1.00 1.00 1.00

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2026-27 OPERATING BUDGET

304

AANNTTIIOOCCHH PPUUBBLLIICC FFIINNAANNCCIINNGG

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2026-27 OPERATING BUDGET

ANTIOCH PUBLIC FINANCING AUTHORITY

305

The Antioch Public Financing Authority (APFA) is a joint powers authority organized by the City of Antioch and the Antioch Development Agency under the laws of the State of California. The Authority was organized to provide financial assistance to the City by financing real and personal property and improvements for the benefit of the residents of the City and surrounding areas.

The APFA maintains the following funds:

 APFA 2015A Lease Revenue Refunding Bonds – Portion related to refunding 2001 ABAG Bonds (410)

 APFA 2015A Lease Revenue Refunding Bonds – Portion related to refunding APFA 2002A&B Lease Revenue Bonds (417)

ANTIOCH PUBLIC FINANCING AUTHORITY (APFA)

COMBINED STATEMENT OF APFA DEBT SERVICE FUNDS

Estimated Estimated Estimated
Fund Balance Revised Revised Balance Proposed Proposed Balance APFA Debt Issue # 7/1/25 Revenues Expenditures 6/30/26 Revenues Expenditures 6/30/27

2015A Lease Revenue Refunding Bonds 410 $256 $342,258 $342,288 $226 $345,518 $345,518 $226 2015A Lease Revenue Refunding Bonds 417 1,522 1,698,501 1,697,851 2,172 1,669,016 1,668,952 2,236 TOTAL APFA $1,778 $2,040,759 $2,040,139 $2,398 $2,014,534 $2,014,470 $2,462

2026-27 OPERATING BUDGET

ANTIOCH PUBLIC FINANCING AUTHORITY

306

APFA 2015A LEASE REVENUE REFUNDING BONDS (410)
(Portion related to refunding 2001 ABAG bonds)

In February 2015, Antioch Public Financing Authority (APFA) Lease Revenue Refunding Bonds were issued to refinance the APFA 2002 A&B Lease Revenue Bonds and the ABAG 2001A Lease Revenue Bonds. The APFA leases the police facility and animal shelter to the City under a site and facility lease and the base rental payments made by the City represent the debt service on the new bonds. This fund accounts for the portion related to the ABAG bonds and debt service is paid by the General Fund. Final debt service is May 2031.

2015A LEASE REVENUE REFUNDING BONDS (FUND 410)
Statement of Revenues, Expenditures and Change in Fund Balance 2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $226 $236 $256 $256 $226

Revenue Source:

Transfer In – General Fund 341,933 344,969 342,276 342,258 345,518 1% Total Revenues 341,933 344,969 342,276 342,258 345,518 1%

Expenditures:

Services & Supplies 371 386 425 437 458 5%
Debt Service 341,500 344,500 341,750 341,750 343,500 1% Internal Services 52 63 101 101 1,560 1445%
Total Expenditures 341,923 344,949 342,276 342,288 345,518 1%

Ending Balance, June 30 $236 $256 $256 $226 $226

2026-27 OPERATING BUDGET

ANTIOCH PUBLIC FINANCING AUTHORITY

307

APFA 2015A LEASE REVENUE REFUNDING BONDS (417)
(Portion related to refunding APFA 2002 A&B Lease Revenue Bonds)

In February 2015, Antioch Public Financing Authority (APFA) Lease Revenue Refunding Bonds were issued to refinance the APFA 2002 A&B Lease Revenue Bonds and the ABAG 2001A Lease Revenue Bonds. The APFA leases the police facility and animal shelter to the City under a site and facility lease and the base rental payments made by the City represent the debt service on the new bonds. This fund accounts for the portion related to the 2002 A&B bonds and debt service is reimbursed by Successor Agency to the Antioch Development Agency. Final debt service is May 2032.

2015A LEASE REVENUE REFUNDING BONDS (FUND 417)
Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $3,187 $4,197 $1,522 $1,522 $2,172

Revenue Source:

Investment Income 5,149 905 2,500 905 905 0%
Transfer in from ADA Retirement 1,611,806 1,652,455 1,695,900 1,697,596 1,668,111 -2% Total Revenues 1,616,955 1,653,360 1,698,400 1,698,501 1,669,016 -2%

Expenditures:

Services & Supplies 1,967 4,040 2,500 2,299 2,800 22%
Debt Service 1,613,900 1,651,900 1,695,400 1,695,400 1,658,900 -2% Internal Services 78 95 152 152 7,252 4671%
Total Expenditures 1,615,945 1,656,035 1,698,052 1,697,851 1,668,952 -2%

Ending Balance, June 30 $4,197 $1,522 $1,870 $2,172 $2,236

2026-27 OPERATING BUDGET
308

CCIITTYY OOFF AANNTTIIOOCCHH AASS

SSUUCCCCEESSSSOORR AAGGEENNCCYY AANNDD

HHOOUUSSIINNGG SSUUCCCCEESSSSOORR TTOO TTHHEE

AANNTTIIOOCCHH DDEEVVEELLOOPPMMEENNTT

AAGGEENNCCYY

2026-27 OPERATING BUDGET

CITY OF ANTIOCH AS SUCCESSOR AGENCY AND HOUSING SUCCESSOR TO THE ANTIOCH DEVELOPMENT AGENCY

309

The Antioch Development Agency (Agency or ADA) was formed June 25, 1974, for the purpose of renovating designated areas within the City limits. Project areas were designated to receive tax increment funds based on redevelopment formulas. The redevelopment funds were targeted for slum and blight areas.

There are currently four former redevelopment areas in Antioch encompassing 2,082 acres, which is 11.6% of the City’s incorporated area.

Effective February 1, 2012, all redevelopment agencies throughout California were abolished with AB 1X26, the Dissolution Act. The City of Antioch elected to become the Successor Agency and Housing Successor to the Antioch Development Agency. The role of the City in these capacities is to oversee the wind-down of redevelopment and pay enforceable obligations of the former Antioch Development Agency until satisfied. As a result, the former Low and Moderate Income Housing Fund of the City has been re-named the Housing Fund and will account for the enforceable obligations of the former Antioch Development Agency related to activities of the former Low and Moderate Income Housing Fund. Expenses comprise administration of existing housing loans (rental rehabilitation, first time homebuyer, housing rehabilitation). Prior to dissolution, housing activities were funded by a 20% set-aside of tax increment revenues from the five project areas of the Antioch Development Agency. This set-aside is eliminated with dissolution, and obligations after February 1st will be funded with existing fund balance from the Low and Moderate Income Housing Fund and any loan repayments that may be received. The City as Successor Agency has also established the Redevelopment Obligation Retirement Fund to account for the receipt of property taxes from Contra Costa County to pay enforceable obligations of the former Antioch Development Agency. The payment of taxes occurs in June and January of each year to pay for obligations for the following six-month period as listed on the Successor Agency’s approved Recognized Obligation Payment Schedule (ROPS).

SUMMARY OF SUCCESSOR AGENCY AND HOUSING SUCCESSOR FUNDS Estimated Estimated Estimated
Fund Balance Revised Revised Balance Proposed Proposed Balance Fund # 7/1/25 Revenues Expenditures 6/30/26 Revenues Expenditures 6/30/27 Housing Fund 227 $15,169,947 $188,694 $468,917 $14,889,724 $100,000 $1,515,055 $13,474,669 Redevelopment Obligation Retirement
Fund 239 456,266 1,810,164 1,839,748 426,682 1,798,514 1,819,289 405,907 Successor Agency Project Area #1
Debt Service 431 154,231 143,550 146,953 150,828 147,467 147,467 150,828 Total Successor Agency and
Housing Successor Funds $15,780,444 $2,142,408 $2,455,618 $15,467,234 $2,045,981 $3,481,811 $14,031,404

2026-27 OPERATING BUDGET

CITY OF ANTIOCH AS SUCCESSOR AGENCY AND HOUSING SUCCESSOR TO THE ANTIOCH DEVELOPMENT AGENCY

310

HOUSING FUND (227)

The former Low and Moderate Income Housing Fund was transitioned to the Housing Successor Fund following the City of Antioch’s election to serve as the Housing Successor to the former Antioch Redevelopment Agency. Administered through the Public Safety & Community Resources Department, the Housing Successor Fund supports affordable housing preservation, housing stability programs, homelessness prevention, housing rehabilitation, and affordable housing development activities benefiting low- and moderate-income Antioch residents.

The Housing Successor Fund consists primarily of remaining housing-related assets and loan receivables associated with the former redevelopment agency and continues to support critical affordable housing and homelessness response efforts citywide. Current funding allocations include approximately $250,000 annually dedicated to homelessness prevention and supportive housing-related services, as well as investments supporting affordable housing production, housing rehabilitation, and homeownership opportunities.

As Housing Successor funding is projected to be substantially exhausted within the next two fiscal years, the City is actively evaluating long-term sustainability strategies and alternative funding sources to continue critical housing rehabilitation, down payment assistance, affordable housing, and homelessness prevention programs.

2025-2026 Accomplishments:
 Administered emergency housing rehabilitation and preservation assistance programs providing an average of 10 emergency housing grants annually (up to $15,000 per household) and 3–4 housing rehabilitation loans annually (up to $75,000 per household) to support critical health and safety repairs, accessibility improvements, and housing preservation efforts for low-income homeowners, seniors, and vulnerable residents aging in place.  Managed approximately $250,000 annually in homelessness prevention and supportive services funding distributed among four to six community-based organizations providing housing stabilization, homelessness prevention, outreach, supportive services, and assistance to unhoused Antioch residents, collectively serving approximately 22,793 residents annually.  Successfully completed annual State Housing Successor reporting requirements, including preparation and submission of required reports documenting fund balances, expenditures, affordable housing activities, loan portfolios, and program accomplishments in compliance with State housing regulations.  Provided substantial technical support and collaboration to the Community Development Planning Division in preparation and implementation of the City’s Housing Element, including reporting and coordination related to fair housing initiatives, tenant-landlord resources, homelessness prevention services, housing rehabilitation programs, affordable housing activities, down payment assistance programs, and supportive housing efforts.  Continued administration and oversight of the Antioch Homeownership Program (AHOP), housing rehabilitation activities, and housing loan portfolios supporting long-term housing stability and homeownership opportunities for low-income Antioch residents.

2026-2027 Objectives:
 Continue monitoring all multifamily affordable housing developments and Housing Successor-funded projects to ensure ongoing compliance with State Housing Successor regulations, affordability requirements, reporting obligations, and long-term covenant compliance.  Maintain administration of the Housing Rehabilitation Program, Antioch Homeownership Program (AHOP), homelessness prevention initiatives, and supportive housing service funding while identifying sustainable replacement funding sources as Housing Successor resources decline. 2026-27 OPERATING BUDGET

CITY OF ANTIOCH AS SUCCESSOR AGENCY AND HOUSING SUCCESSOR TO THE ANTIOCH DEVELOPMENT AGENCY

311

HOUSING FUND (227) (Continued)

2026-2027 Objectives (Cont.):
 Continue supporting affordable housing preservation, development, and housing stabilization efforts that expand housing opportunities for low- and moderate-income residents, seniors, families, and individuals experiencing homelessness.  Prepare and submit all required annual Housing Successor, affordable housing, and Housing Element-related reports in coordination with the Planning Division and State regulatory agencies.
 Strengthen coordination between housing, homelessness response, planning, and community development initiatives to align affordable housing production, housing preservation, homelessness prevention, and neighborhood stabilization strategies.  Identify and pursue new state, federal, regional, and philanthropic funding opportunities to sustain affordable housing development, housing rehabilitation, homeownership assistance, and homelessness prevention programs beyond the remaining life of the Housing Successor Fund.  Continue improving housing program administration, fiscal oversight, loan portfolio management, compliance monitoring, and operational processes to maximize long-term program effectiveness and community impact.  Implement succession planning, operational continuity measures, and capacity-building efforts to strengthen long-term administration of the City’s affordable housing, housing stability, and community development functions.

2026-27 OPERATING BUDGET

CITY OF ANTIOCH AS SUCCESSOR AGENCY AND HOUSING SUCCESSOR TO THE ANTIOCH DEVELOPMENT AGENCY

312

HOUSING FUND (227) (Continued)

HOUSING FUND (FUND 227)
Statement of Revenues, Expenditures and Change in Fund Balance 2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $15,930,610 $15,450,859 $15,169,947 $15,169,947 $14,889,724

Revenue Source:

Investment Income 345,256 225,449 25,000 184,590 100,000 -46% Other 0 13,028 600 4,104 0 -100%
Total Revenue 345,256 238,477 25,600 188,694 100,000 -47%

Expenditures:

Personnel 66,960 80,497 248,068 105,371 265,000 151%
Services & Supplies 683,723 335,108 290,000 289,000 1,180,000 308% Transfer Out – Comm. Benefit Fund 0 2,832 0 0 0 0%
Internal Services 74,324 100,952 74,546 74,546 70,055 -6% Total Expenditures 825,007 519,389 612,614 468,917 1,515,055 223%

Ending Balance, June 30 $15,450,859 $15,169,947 $14,582,933 $14,889,724 $13,474,669 Reserved for Housing Loans Receivable

(9,630,928)

(9,513,675)

(9,513,675)

(9,467,148)

(9,461,748)

Funds Available $5,819,931 $5,656,272 $5,069,258 $5,422,576 $4,012,921

2026-27 OPERATING BUDGET

CITY OF ANTIOCH AS SUCCESSOR AGENCY AND HOUSING SUCCESSOR TO THE ANTIOCH DEVELOPMENT AGENCY

313

REDEVELOPMENT OBLIGATION RETIREMENT FUND (239)
This fund was established by the City as Successor Agency to the Antioch Development Agency to account for property tax receipts from Contra Costa County to pay enforceable obligations of the former Antioch Development Agency.

REDEVELOPMENT OBLIGATION RETIREMENT FUND (FUND 239)
Statement of Revenues, Expenditures and Change in Net Position

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $490,778 $449,524 $456,266 $456,266 $426,682

Revenue Source:

Taxes1 1,694,351 1,775,896 1,821,339 1,795,164 1,788,514 0% Investment Income 19,527 28,409 22,000 15,000 10,000 -33% Total Revenue 1,713,878 1,804,305 1,843,339 1,810,164 1,798,514 -1%

Expenditures:

Administration/Other 656 1,461 2,250 900 800 -11%
Transfers Out2 1,752,921 1,793,931 1,843,032 1,836,107 1,810,828 -1% Internal Services 1,555 2,171 2,741 2,741 7,661 179%
Total Expenditures 1,755,132 1,797,563 1,848,023 1,839,748 1,819,289 -1%

Ending Balance, June 30 $449,524 $456,266 $451,582 $426,682 $405,907

1NOTE: The County distributes taxes each June and January to pay for obligations due for the upcoming six-month period. The payment expected in June will cover expenditures for the period of July through December. Therefore, revenues will not equal expenditures due to the timing difference of what period the money received covers.

2NOTE: Transfers Out are to the Antioch Public Financing Authority Fund to pay for debt service on the 2002 Lease Revenue Bonds and 2015A Lease Revenue Bonds for which the former Antioch Development Agency was obligated to pay, and debt service funds for the 2009 Tax Allocation Bonds.

2026-27 OPERATING BUDGET

CITY OF ANTIOCH AS SUCCESSOR AGENCY AND HOUSING SUCCESSOR TO THE ANTIOCH DEVELOPMENT AGENCY

314

THE CITY OF ANTIOCH AS SUCCESSOR AGENCY TO THE ANTIOCH DEVELOPMENT AGENCY DEBT SERVICE AREA #1 (431) – This fund accounts for the repayment of the 2009 Tax Allocation Bonds. Details of the outstanding bond issue are as follows:

2009 Series Tax Allocation Bonds – These bonds were issued in 2009 and purchased directly by the State of California Department of Water Resources for the Markley Creek Remediation Project. The final debt service payment is scheduled to occur in September 2027.

SUCCESSOR AGENCY PROJECT AREA #1 DEBT SERVICE (FUND 431) Statement of Revenues, Expenditures and Change in Fund Balance

2023-24 2024-25 2025-26 2025-26 2026-27 %
Actual Actual Budget Revised Proposed Change
Beginning Balance, July 1 $151,180 $153,175 $154,231 $154,231 $150,828 Revenue Source: Investment Income 7,559 6,507 4,010 5,039 4,750 -6% Transfer In1 141,115 141,476 147,132 138,511 142,717 3% Total Revenues 148,674 147,983 151,142 143,550 147,467 3% Expenditures:

Debt Service 146,544 146,747 146,952 146,702 146,686 0% Internal Services 135 180 251 251 781 211%
Total Expenditures 146,679 146,927 147,203 146,953 147,467 0% Ending Balance, June 30 $153,175 $154,231 $158,170 $150,828 $150,828

1NOTE: Transfer in is from the Redevelopment Obligation Retirement Fund to pay for debt service.

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2026-27 OPERATING BUDGET

315

SSUUPPPPLLEEMMEENNTTAARRYY IINNFFOORRMMAATTIIOONN

2026-27 OPERATING BUDGET

SUPPLEMENTARY INFORMATION

316

ANTIOCH PUBLIC FINANCING AUTHORITY 2015A LEASE REVENUE REFUNDING BONDS DEBT SCHEDULE

Fiscal Year 2001 ABAG Refinanced Portion APFA 2002 A&B Refinanced Portion Aggregate Debt Service Balance P & I Payments Balance P & I Payments Balance P & I Payments 2014-15 $3,840,000 $ -

$19,315,000 $ - $23,155,000 $ - 2015-16 3,700,000 347,167 18,925,000 1,392,528 22,625,000 1,739,694 2016-17 3,525,000 341,700 18,385,000 1,352,450 21,910,000 1,694,150 2017-18 3,345,000 341,450 17,795,000 1,386,250 21,140,000 1,727,700 2018-19 3,155,000 344,250 17,150,000 1,417,650 20,305,000 1,761,900 2019-20 2,955,000 344,750 16,435,000 1,455,400 19,390,000 1,800,150 2020-21 2,745,000 344,750 15,645,000 1,494,650 18,390,000 1,839,400 2021-22 2,525,000 344,250 14,775,000 1,535,150 17,300,000 1,879,400 2022-23 2,290,000 348,250 13,820,000 1,576,650 16,110,000 1,924,900 2023-24 2,050,000 341,500 12,780,000 1,613,900 14,830,000 1,955,400 2024-25 1,795,000 344,500 11,650,000 1,651,900 13,445,000 1,996,400 2025-26 1,530,000 341,750 10,420,000 1,695,400 11,950,000 2,037,150 2026-27 1,250,000 343,500 9,165,000 1,658,900 10,415,000 2,002,400 2027-28 955,000 344,500 7,570,000 1,936,150 8,525,000 2,280,650 2028-29 650,000 339,750 5,855,000 1,976,400 6,505,000 2,316,150 2029-30 325,000 344,500 4,005,000 2,025,650 4,330,000 2,370,150 2030-31 - 334,750 2,055,000 2,070,150 2,055,000 2,404,900 2031-32 - - - 2,116,650 - 2,116,650 TOTALS $5,491,317 $28,355,828 $33,847,144

 APFA 2002A&B Portion – Debt payments reimbursed by the Successor Agency to the Antioch Development Agency 2026-27 OPERATING BUDGET

SUPPLEMENTARY INFORMATION

317

MARINA - LOAN REPAYMENT SCHEDULES

FISCAL
YEAR
#84-21-45 #85-21-130 #86-21-166 #87-21-59
Balance
P & I
Payments Balance
P & I
Payments Balance
P & I
Payments Balance
P & I
Payments
1989-90 $2,000,000
1999-91 1,953,343 $166,657 $3,000,000
1991-92 1,903,886 166,657 2,945,081 $234,919 $500,000 $715,198 $43,460 1992-93 1,851,461 166,657 2,886,867 234,919 491,607 $31,893 704,154 42,309 1993-94 1,805,528 139,644 2,837,468 195,516 483,236 31,053 694,334 42,309 1994-95 1,747,133 139,644 2,769,638 195,516 473,929 31,053 683,271 42,309 1995-96 1,686,110 139,644 2,698,756 195,516 464,203 31,053 671,709 42,309 1996-97 1,622,341 139,644 2,624,684 195,516 454,039 31,053 659,627 42,309 1997-98 1,555,702 139,644 2,547,279 195,516 443,418 31,053 647,001 42,309 1998-99 1,486,065 139,644 2,466,390 195,516 432,318 31,053 633,807 42,309 1999-00 1,413,294 139,644 2,381,862 195,516 420,720 31,053 620,019 42,389 2000-01 1,336,349 140,543 2,292,825 196,220 408,579 31,073 605,531 42,389 2001-02 1,255,942 140,543 2,199,783 196,220 395,892 31,073 590,391 37,550 2002-03 1,226,926 85,533 2,153,929 144,844 388,571 25,136 579,408 37,550 2003-04 1,196,605 85,533 2,106,012 144,844 380,921 25,136 567,932 37,550 2004-05 1,164,919 85,533 2,055,938 144,844 372,927 25,136 555,939 37,550 2005-06 1,131,807 85,533 2,003,611 144,844 364,572 25,136 543,406 37,550 2006-07 1,097,205 85,533 1,948,930 144,844 355,842 25,136 530,309 37,550 2007-08 1,061,047 85,533 1,891,788 144,844 346,719 25,136 516,623 37,550 2008-09 1,023,261 85,533 1,832,074 144,844 337,185 25,136 502,321 37,550 2009-10 983,775 85,533 1,769,673 144,844 327,223 25,136 487,376 37,550 2010-11 942,511 85,533 1,704,465 144,844 316,812 25,136 471,758 37,550 2011-12 899,391 85,533 1,636,322 144,844 305,932 25,136 455,437 37,550 2012-13 854,331 85,533 1,565,112 144,844 294,563 25,136 438,381 37,550 2013-14 807,243 85,533 1,490,698 144,844 282,682 25,136 420,559 37,550 2014-15 758,036 85,533 1,412,936 144,844 270,267 25,136 401,934 37,550 2015-16 706,627 85,521 1,331,674 144,844 257,293 25,136 382,471 37,550 2016-17 684,102 54,323 1,246,755 144,844 243,735 25,136 362,132 37,550 2017-18 660,564 54,323 1,158,021 144,838 229,567 25,136 340,878 37,550 2018-19 635,966 54,323 1,121,107 89,025 214,762 25,136 318,667 37,535 2019-20 610,261 54,323 1,082,532 89,025 199,312 25,115 295,472 22,716 2026-27 OPERATING BUDGET

SUPPLEMENTARY INFORMATION

318

Marina Loan Repayment Schedules (Continued)
#84-21-45 #85-21-130 #86-21-166 #87-21-59
Fiscal
Year Balance
P & I
Payments Balance
P & I
Payments Balance
P & I
Payments Balance
P&I
Payments

2020-21 583,400 54,323 1,042,221 89,025 192,956 15,325 286,053 22,716 2021-22 555,330 54,323 1,000,096 89,025 186,314 15,325 276,209 22,716 2022-23 525,997 54,323 956,075 89,025 179,373 15,325 265,923 22,716 2023-24 495,344 54,323 910,073 89,025 172,119 15,325 255,173 22,716 2024-25 463,311 54,323 862,002 89,025 164,540 15,325 243,940 22,716 2025-26 429,837 54,323 811,767 89,025 156,619 15,325 232,201 22,716 2026-27 394,857 54,323 759,271 89,025 148,342 15,325 219,934 22,716 2027-28 358,303 54,323 704,413 89,025 139,692 15,325 207,115 22,716 2028-29 320,103 54,323 647,087 89,025 130,653 15,325 193,719 22,716 2029-30 280,185 54,323 587,181 89,025 121,208 15,325 179,721 22,716 2030-31 238,470 54,323 524,579 89,025 111,337 15,325 165,092 22,716 2031-32 194,878 54,323 459,160 89,025 101,022 15,325 149,805 22,716 2032-33 149,325 54,323 390,797 89,025 90,243 15,325 133,831 22,716 2033-34 101,722 54,323 319,358 89,025 78,979 15,325 117,137 22,716 2034-35 51,976 54,323 244,704 89,025 67,208 15,325 99,692 22,716 2035-40 0 54,315 0 267,050 0 76,540 0 113,542 TOTALS

$4,042,468 $6,328,863 $1,070,252 $1,554,568

2026-27 OPERATING BUDGET

SUPPLEMENTARY INFORMATION

319

WATER FUND – STATE REVOLVING FUND (SRF) LOAN REPAYMENT – BRACKISH WATER PROJECT

DEBT SERVICE DEBT SERVICE

FISCAL SRF FISCAL SRF
YEAR LOAN YEAR LOAN (Continued)

Principal
Balance
Principal
Additions
Principal &
Interest Payments
Principal
Balance
Principal
Additions
Principal & Interest
Payments
2021-22 $8,977,516 $8,977,516 $0 2043-44 $24,949,566 - $2,463,079 2022-23 43,134,642 34,157,126 79,937 2044-45 22,835,781 - 2,463,079 2023-24 60,000,000 16,865,358 241,073 2045-46 20,692,403 - 2,463,079 2024-25 60,000,000 - 711,360 2046-47 18,519,016 - 2,463,079 2025-26 58,376,921 - 2,463,079 2047-48 16,315,204 - 2,463,079 2026-27 56,731,118 - 2,463,079 2048-49 14,080,537 - 2,463,079 2027-28 55,062,274 - 2,463,079 2049-50 11,814,585 - 2,463,079 2028-29 53,370,067 - 2,463,079 2050-51 9,516,910 - 2,463,079 2029-30 51,654,169 - 2,463,079 2051-52 7,187,068 - 2,463,079 2030-31 49,914,248 - 2,463,079 2052-53 4,824,607 - 2,463,079 2031-32 48,149,968 - 2,463,079 2053-54 2,429,072 - 2,463,079 2032-33 46,360,988 - 2,463,079 2054-55 0 - 2,463,079 2033-34 44,546,962 - 2,463,079
2034-35 42,707,540 - 2,463,079
2035-36 40,842,367 - 2,463,079
2036-37 38,951,080 - 2,463,079
2037-38 37,033,316 - 2,463,079
2038-39 35,088,703 - 2,463,079
2039-40 33,116,866 - 2,463,079
2040-41 31,117,422 - 2,463,079
2041-42 29,089,987 - 2,463,079
2042-43 27,034,167 - 2,463,079
TOTALS $0 $60,000,000 $74,924,750

NOTE: Final payment due July 31, 2054

2026-27 OPERATING BUDGET

SUPPLEMENTARY INFORMATION

320

CITY OF ANTIOCH AS SUCCESSOR AGENCY TO THE ANTIOCH DEVELOPMENT AGENCY DEBT REPAYMENT SCHEDULE

DEBT SERVICE
FISCAL AREA #1
YEAR 2009 TAB’S
Balance Payments
2009-10 $2,080,841 $23,594
2010-11 1,985,498 148,206
2011-12 1,891,432 144,762
2012-13 1,794,313 144,730
2013-14 1,694,977 144,697
2014-15 1,593,058 144,664
2015-16 1,488,489 144,629
2016-17 1,381,201 144,594
2017-18 1,271,124 144,558
2018-19 1,158,184 144,520
2019-20 1,042,309 144,482
2020-21 923,420 144,443
2021-22 801,441 144,403
2022-23 676,289 144,362
2023-24 547,884 144,319
2024-25 416,141 144,276
2025-26 280,972 144,231
2026-27 142,289 144,186
2027-28 - 144,139
TOTALS $2,627,794

2026-27 OPERATING BUDGET

SUPPLEMENTARY INFORMATION

321

GLOSSARY OF BUDGET TERMINOLOGY

Account Groups: Account groups are used to establish accounting control of general fixed assets and the unmatured principal of general long-term obligations.

Assets and liabilities of these funds are neither spendable resources nor do they require current appropriation. Therefore, they are accounted for separately from the governmental fund types.

Accrual Basis: A basis of accounting in which transactions are recognized at the time they are incurred, as opposed to when cash is received or spent.

Activity: Departmental efforts which contribute to the achievement of a specific set of program objectives; the smallest unit of the program budget.

Appropriation: An authorization by the City Council to make expenditures/expenses and to incur obligations for a specific purpose within a specific time frame.

An appropriation is usually limited in amount and as to time when it may be expended. Operational appropriations usually expire at fiscal year end.

Assessed Valuation: A dollar value placed on real estate or other property by Contra Costa County as a basis for levying property taxes.

Assessment District: Defines area of land that is benefited by the acquisition, construction, or maintenance of a public improvement. An assessment is levied and collected in the regular property tax bill to fund the improvements.