Antioch City Council
June 23, 2026

ANNOTATED AGENDA
Antioch City Council

REGULAR MEETING
Including the Antioch City Council acting as Successor Agency/ Housing Successor to the Antioch Development Agency/
Antioch Public Finance Authority

Date: Tuesday, June 23, 2026
Time: 6:00 P.M. – Closed Session
7:00 P.M. – Regular Meeting

Place: Council Chambers
200 ‘H’ Street
Antioch, CA 94509

City Council meetings are televised live on Comcast channel 24, AT&T U-verse channel 99, or live stream (at www.antiochca.gov). Please see the inside cover for detailed Speaker Rules.

PLEASE TURN OFF CELL PHONES BEFORE ENTERING COUNCIL CHAMBERS.

Ron Bernal, Mayor Michael J. Mandy City Clerk
Donald P. Freitas, Mayor Pro Tem (District 3) Jorge R. Rojas, City Treasurer Tamisha Torres-Walker, Council Member District 1
Louie Rocha, Council Member District 2 Ana Cortez, Acting City Manager Monica E. Wilson, Council Member District 4 Lori M. Asuncion, City Attorney

ACCESSIBILITY: In accordance with the Americans with Disabilities Act and California law, it is the policy of the City of Antioch to offer its public programs, services and meetings in a manner that is readily accessible to everyone, including individuals with disabiliti es. If you are a person with a disability and require information or materials in an appropriate alternative format; or if you require any other accommodation, please contact the ADA Coordinator at the number or address below at least 72 hours prior to the meeting or when you desire to receive services. Advance notification within this guideline will enable the City to make reasonable arrangements to ensure accessibility. The City’s ADA Coordinator can be reached @ Phone: (925) 779-7009, and e-mail: [email protected].

ANTIOCH CITY COUNCIL -1- JUNE 23, 2026

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

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

6:00 P.M. ROLL CALL – CLOSED SESSION – for Council Members - Council Members District 1 Torres-Walker, Council Member District 2 Rocha , District 4 Wilson, Mayor Pro Tem (District 3) Freitas, and Mayor Bernal

PLEDGE OF ALLEGIANCE

PUBLIC COMMENTS - None

CLOSED SESSION:

1) CONFERENCE WITH LABOR NEGOTIATORS – pursuant to California Government Code section 54957.6; City designated representatives: Jason Ewert and Ana Cortez, Acting City Manager; Employee organizations:

Management Unit, Operating Engineers Local Union No. 3, Confidential Unit, Antioch Police Officers Association, and Antioch Police Sworn Management Association.

No reportable action

6:01 PM ADJOURNED TO CLOSED SESSION
7:01 PM RECONVENED, ROLL CALL – Council Members District 2 Rocha , District 4 Wilson, Mayor Pro Tem (District 3) Freitas, and Mayor Bernal
[District 1 Torres-Walker – Absent]

ANTIOCH CITY COUNCIL -2- JUNE 23, 2026

7:01 P.M. ROLL CALL – REGULAR MEETING – for City / City Council Members acting as Successor Agency/Housing Successor to the Antioch Development
Agency/Antioch Public Financing Authority

PLEDGE OF ALLEGIANCE

CITY ATTORNEY TO REPORT OUT ON CLOSED SESSION – No reportable action.

7:05 P.M. COUNCIL MEMBER TORRES-WALKER RETURNED TO THE MEETING.

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

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

1. ANNOUNCEMENTS OF CIVIC AND COMMUNITY EVENTS

➢ CONTRA COSTA MOSQUITO & VECTOR CONTROL DISTRICT

➢ 4TH OF JULY 250th ANNIVERSARY CELEBRATION – JULY 4, 2026 ▪ Parade & Fireworks – Antioch Rivertown 4:00 p.m. – 10:00 p.m.

➢ OUTDOOR MOVIE NIGHTS – JULY 9, 16, 23 & 30, 2026
▪ Prewett Family Park Hillside

➢ ANTIOCH GENERAL PLAN UPDATE – PUBLIC VISIONING WORKSHOPS Antioch Community Center, 4703 Lone Tree Way, Antioch, CA ▪ Workshop 1 – Tuesday, June 30, 2026, at 6:00 p.m.
▪ Workshop 2 – Tuesday, July 7, 2026, at 6:00 p.m.

2. ANNOUNCEMENTS OF BOARD AND COMMISSION OPENINGS

➢ SALES TAX CITIZENS’ OVERSIGHT COMMITTEE

CITY COUNCIL COMMITTEE REPORTS/COMMUNICATIONS

COUNCIL MEMBER TORRES -WALKER MADE A MOTION TO SUSPEND THE RULES AND MOVE UP REGULAR AGENDA ITEMS #8 AND #9 TO BE HEARD AFTER AGENDA ITEM #4, COUNCIL MEMBER WILSON SECONDED THE MOTION; APPROVED 5/0

MAYOR’S COMMENTS

ANTIOCH CITY COUNCIL -3- JUNE 23, 2026

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

COUNCIL MEMBER ROCHA MADE A MOTION TO APPR OVE ALL CONSENT CALENDAR ITEMS, EXCEPT ITEMS #E, #L, AND #M, COUNCIL MEMBER TORRES-WALKER SECONDED THE MOTION, APPROVED 5/0.

A. APPROVAL OF COUNCIL MEETING MINUTES FOR MAY 12, 2026 Approved 5/0
Recommended Action: It is recommended that the City Council approve the Meeting Minutes.

B. APPROVAL OF COUNCIL SPECIAL MEETING MINUTES FOR MAY 13, 2026 Approved 5/0
Recommended Action: It is recommended that the City Council approve the Special Meeting Minutes.

C. APPROVAL OF COUNCIL MEETING MINUTES FOR MAY 26, 2026 Approved 5/0
Recommended Action: It is recommended that the City Council approve the Meeting Minutes.

D. APPROVAL OF COUNCIL MEETING MINUTES FOR JUNE 9, 2026 Approved 5/0
Recommended Action: It is recommended that the City Council approve the Meeting Minutes to the next meeting.

E. APPROVAL OF SPECIAL JOINT MEETING MINUTES OF THE CITY COUNCIL AND ANTIOCH POLICE OVERSIGHT COMMISSION FOR JUNE 15, 2026
Continued 5/0
Recommended Action: It is recommended that the City Council continue the Special Joint Meeting Minutes of the City Council and Antioch Police Oversight Commission to the next meeting.

MAYOR PRO TEM FREITAS MADE A MOTION TO CONTINUE THE SPECIAL JOINT MEETING

MINUTES OF THE CITY COUNCIL AND ANTIOCH POLICE OVERSIGHT COMMISSION FOR JUNE 15, 2026 , COUNCIL MEMBER TORRES-WALKER SECONDED THE MOTION ; APPROVED, 5/0

F. APPROVAL OF COUNCIL WARRANTS
Approved, 5/0
Recommended Action: It is recommended that the City Council approve the warrants.

STAFF REPORT

STAFF REPORT

STAFF REPORT

STAFF REPORT

STAFF REPORT

STAFF REPORT

STAFF REPORT

STAFF REPORT

STAFF REPORT

STAFF REPORT

STAFF REPORT

STAFF REPORT

ANTIOCH CITY COUNCIL -4- JUNE 23, 2026

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

G. REJECTION OF CLAIM: SABRINA KARY
Received and filed, 5/0

Recommended Action: It is recommended that the City Council reject the claim presented by Sabrina Kary.

H. APPROVAL OF TREASURER’S REPORT FOR APRIL 2026
Approved, 5/0
Recommended Action: It is recommended that the City Council receive and file the April 2026 Treasurer’s Report.

I. ADOPTION OF A RESOLUTION REQUESTING AND CONSENTING TO THE

CONSOLIDATION OF ELECTIONS AND SETTING SPECIFICATIONS FOR THE ELECTION ORDER FOR THE NOVEMBER 3, 2026, STATEWIDE GENERAL MUNICIPAL ELECTION FOR ELECTED OFFICIALS – CITY COUNCIL MEMBERS DISTRICT 1 AND DISTRICT 4, AND CITY CLERK, PARTIAL TERM

Reso No. 2026/098 Adopted, 5/0
Recommended Action: It is recommended that the City Council adopt the resolution requesting consolidation of elections with the Contra Costa County Elections Division, limiting the Candidate Statement word count to 250 words, and detailing filing cost expectations for the Statewide General Municipal Election on Nove mber 3, 2026, for elected officials – Council Members District 1 and District 4 and City Clerk partial term.

J. RESOLUTION ANNEXING CERTAIN PARCELS INTO COMMUNITY FACILITIES DISTRICTS CFD NO. 2018-02 (POLICE PROTECTION)

Reso No. 2026/099 Adopted, 5/0
Recommended Action: It is recommended that the City Council adopt the resolution annexing certain Parcels into Community Facilities Districts CFD No. 2018-02 (Police Protection).

ANTIOCH CITY COUNCIL -5- JUNE 23, 2026

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

K. RESOLUTION ANNEXING CERTAIN PARCELS INTO COMMUNITY FACILITIES DISTRICTS CFD NO. 2022-01 (PUBLIC SERVICES)

Reso No. 2026/100 Adopted, 5/0
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.

L. ADOPT A RESOLUTION AUTHORIZING THE ACTING 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 PARKIN G LOTS IN THE RIVERTOWN/DOWNTOWN AREA IN AN AMOUNT NOT TO EXCEED $102,500 FOR FISCAL YEAR 2026–27

COUNCIL MEMBER TORRES-WALKER MADE A MOTION TO REJECT THE

CONTRACT AMENDMENT UNTIL A FULL REPORT COULD BE PROVIDED TO COUNCIL. MAYOR PRO TEM FREITAS SECONDED THE MOTION, APPROVED 5/0

Recommended Action: It is recommended that the City Council adopt a resolution:

1. Authorizing 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.

ANTIOCH CITY COUNCIL -6- JUNE 23, 2026

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

M. APPROVAL OF AGREEMENT WITH ADDICTION RESEARCH AND TREATMENT, INC., DBA ("BAART") PROGRAMS ANTIOCH FOR OPIOID USE DISORDER TREATMENT

AND RECOVERY SERVICES FUNDED THROUGH OPIOID SETTLEMENT FUNDS

MAYOR PRO TEM FREITAS MADE A MOTION TO APPROVE THE AGREEMENT, THE MOTION WAS SECONDED BY COUNCIL MEMBER ROCHA, APPROVED 5/0

Recommended Action: It is recommended that the City Council adopt a resolution:

Reso No. 2026/102 Adopted, 5/0

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 serv ices funded through Opioid Settlement Funds; and

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

PUBLIC HEARING

4. CONDUIT FINANCING FOR THE HILLCREST SUMMIT APARTMENTS PROJECT

COUNCIL MEMBER ROCHA MADE A MOTION TO APPROVE THE PROJECT, THE MOTION WAS SECONDED BY MAYOR PRO TEM FREITAS, APPROVED 5/0

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
Reso No. 2026/101 Adopted, 5/0
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

ANTIOCH CITY COUNCIL -7- JUNE 23, 2026

COUNCIL REGULAR / SUCCESSOR AGENCY / HOUSING SUCCESSOR TO THE ANTIOCH

DEVELOPMENT AGENCY / ANTIOCH PUBLIC FINANCING AUTHORITY AGENDA

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.

9:20 P.M. RECESS
9:31 P.M. RECONVENED, ROLL CALL – Council Members District 1 Torres-Walker, District 2 Rocha, District 4 Wilson, Mayor Pro Tem
(District 3), and Mayor Bernal

8. STATEMENT OF INVESTMENT POLICY

MAYOR PRO TEM FREITAS MADE A MOTION TO APPROVE THE INVESTMENT

POLICY, THE MOTION WAS SECONDED BY COUNCIL MEMBER ROCHA, APPROVED 5/0

Recommended Action: It is recommended that the City Council:

Reso No. 2026/103 Adopted, 5/0

1. Adopt a resolution approving the Statement of Investment Policy; and

2. Provide direction on inclusion of Socially Responsible Investing or Environmental, Social, and Governance (ESG) Investing practices in the Statement of Investment Policy.

AFTER COUNCIL RECEIVED THE PRESENTATION FROM STAFF, COUNCIL MEMBER TORRES-WALKER MADE A MOTION TO EXTEND THE MEETING TO 12:00 A.M., SECONDED BY MAYOR PRO TEM FREITAS; APPROVED 5/0

ANTIOCH CITY COUNCIL -8- JUNE 23, 2026

COUNCIL REGULAR / SUCCESSOR AGENCY / HOUSING SUCCESSOR TO THE ANTIOCH

DEVELOPMENT AGENCY / ANTIOCH PUBLIC FINANCING AUTHORITY AGENDA - Continued

9. HOMEKEY+ AWARD CONSIDERATION OF ACCEPTANCE OR DECLINATION OF

STATE FUNDING

COUNCIL MEMBER TORRES -WALKER MADE A MOTION TO TABLE THE HOMEKEY+ AWARD CONSIDERATION TO THE JULY 28, 2026, MEETING AND HOLD A SPECIAL MEETING/COUNCIL STUDY SESSION WITH STATE REPRESENTATIVES ON JUNE 29, 2026, THE MOTION WAS SECONDED BY COUNCIL MEMBER ROCHA, APPROVED 5/0 Direction provided to staff to create a policy committee within the next 6 months and provide quarterly reports.

Recommended Action: It is recommended that the City Council consider whether to accept State Funding related to the Homekey+ Project and either:

1. Adopt a Resolution accepting the Homekey+ award from the California Department of Housing and Community
Development (HCD) and authorize the Acting City Manager to execute all agreements and documents necessary to
implement the Homekey+ project, including the City's
proposed financial participation; or

2. Adopt a Resolution declining the Homekey+ award and
withdraw from further participation in the Homekey+ project prior to execution of binding agreements.

AFTER COUNCIL RECEIVED THE PRESENTATION FROM STAFF, COUNCIL MEMBER TORRES-WALKER MADE A MOTION TO EXTEND THE MEETING TO 1:00 A.M., SECONDED BY COUNCIL MEMBER WILSON; APPROVED 5/0

5. RESOLUTION APPROVING AND ADOPTING THE FISCAL YEAR 2026-27 BUDGET AND REVISING THE FISCAL YEAR 2025-26 BUDGET

Reso No. 2026/104 Adopted, 5/0
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.

ANTIOCH CITY COUNCIL -9- JUNE 23, 2026

COUNCIL REGULAR / SUCCESSOR AGENCY / HOUSING SUCCESSOR TO THE ANTIOCH

DEVELOPMENT AGENCY / ANTIOCH PUBLIC FINANCING AUTHORITY AGENDA - Continued

6. 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

S.A. Reso No. 2026/46 Adopted, 5/0
Recommended Action: It is recommended that the City of Antioch as Successor Agency and Housing Successor to the Antioch Development Agency adopt a resolution approving and adopting the fiscal year 2026-27 budget and revising the fiscal year 2025-26 budget.

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

Reso No. 2026/105 Adopted, 5/0
Recommended Action: It is recommended that the Board of the Antioch Public Financing Authority adopt a resolution approving and adopting the fiscal year 2026-27 budget and revising the fiscal year 2025-26 budget.

AFTER COUNCIL RECEIVED THE PRESENTATION FROM STAFF, COUNCIL MEMBER TORRES-WALKER MADE A MOTION TO EXTEND THE MEETING TO 1:00 A.M., SECONDED BY COUNCIL MEMBER WILSON; APPROVED 5/0

PUBLIC COMMENTS

STAFF COMMUNICATIONS

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

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

Motioned to adjourn the meeting at 12:34 a.m., Approved, 5/0

BOARD / COMMISSION / COMMITTEE

VACANCY ANNOUNCEMENTS
Phone: (925) 779-7009 OFFICE OF THE CITY CLERK 200 H Street/P.O. Box 5007 [email protected] Antioch, CA. 94531-5007
hhttps://bit.ly/COA-BC233 AntiochIsOpportunity.com
The City of Antioch encourages residents to become involved in their local community. One way to do so is to serve on one of the various Boards, Commissions, and Committees. Any
interested resident is invited to apply for the following vacancies by Extended Deadline Date: 5:00 p.m., Friday, June 26, 2026.
¾ SALES TAX CITIZENS’ OVERSIGHT COMMITTEE
ƒ Three (3
) Full-Term Vacancies, expiring March 2030
ƒ Two (2) Full-Term Vacancies, expiring March 2028
To be considered for the vacancy position(s), please complete an application and submit it
to the City Clerk’s Office by the deadline date lis ted above. Applications are located on
the City’s Website: www.antiochca.gov
and may be picked up in person at Antioch City Hall, 200 H Street, Antioch, CA.

Please email your completed application to: [email protected]. You can
also drop off your
application (Attn: City Clerk) in the water billing drop-off box located in the parking lot just outside of Antioch City Hall.

Your
interest and desir
e to serve our community can make a difference.
#2
SALES TAX CITIZENS’ OVERSIGHT COMMITTEE
Three (3) )XOO7HUP9DcancLHV, expiring March 20
Two (2) Full-Term Vacancies, expiring March 2028
Extended 'eadline Date: By 5:00 p.m., June 26, 202
The City of Antioch encourages residents to become involved in their local community. One way to do so is to serve on various commissions, boards, and committees. Any interested resident is encouraged to apply.

Purpose:

The Sales Tax Citizens’ Oversight Committee shall review the expenditures and report publicly how the funds are being used to address the City Council’s stated priorities of maintaining Antioch’s fiscal stability, police patrols, 911 emergency response, youth violence prevention programs; ensuring water quality/safety; repairing streets; cleaning up parks/illegal dumping; restoring youth afterschool/summer programs; and other essential services. Each year, an independent auditor shall complete a public audit report of the revenue raised and its expenditure. The Committee’s review shall be completed in conjunction with the City’s budget process. The Committee’s report on its review, whether oral or written, shall be considered by the City Council at a public meeting before April 1 of each year. Any written report shall be a matter of public record.

Committee Seats:
x Seven (7) Members, 4-year terms.

Meetings:
x The Committee shall meet at least twice a year.

Requirements:
x Must be a resident of the City of Antioch.
x At least one member of the Committee shall have a financial, accounting or auditing background.
x Commissioners are required to submit the Fair Political Practices Commission (FPPC) Form 700 (Statement of Economic Interests) upon assuming office, and every year thereafter.
x Commissioners are required to complete a 2-hour online AB1234 Ethics course within one year of their appointment.
x Newly appointed and reappointed Members are required to take an Oath of Office administered by the City Clerk.

To be considered for these volunteer position(s), a completed application must be emailed to:
[email protected], or mailed/delivered to the Office of the City Clerk, by the deadline date listed above. Applications a UHDYDLODEOHE\HPDLOLQJWKH&LW\&OHUN¶VRIILFH3ULQWHG DSSOLFDWLRQVDUHDOVRDYDLODEOHDW$QWLRFK&LW\+DOO+6WUHHW$QWLRFK&$ Community Service Application for:

SALES TAX CITIZENS’ OVERSIGHT COMMITTEE
*Required field
Three(3) )XOO7HUP9acancLHV, expiring March 2030
Two (2) Full-Term Vacancies, expiring March 2028
Extended 'eadline Date: By 5:00 p.m., June 26, 202
APPLICANT INFORMATION Youth 14-17
*Full Name: Main Phone:
( )
Alternate Phone:
( )
*Residence Address:

Antioch, CA
E-mail Address:

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

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

1. List (3) main reasons for your motivation to join the Sales Tax Citizens’ Oversight Committee.

2. Do you have a financial or accounting background? If so, please provide details.

3. What skills/experience do you have that would be helpful in serving on this Committee?

4. Please add any other information/comments that would be helpful in reviewing your application. *ACKNOWLEDGEMENTS
My signature below indicates my understanding and acknowledgement that:
*This completed application is available for public review (youth applications are exempt). *I have read and agree to the requirements listed on the Vacancy Announcement. *To the best of my ability, I will attend the Sales Tax Citizens’ Oversight Committee regular meetings which meet at least 2 times annually.

Please return completed application by:
x Mail to: Office of the City Clerk
P.O. Box 5007, Antioch CA 94531
x In Person: Antioch City Hall-Clerk’s Office
200 H Street, 3rd Floor
x Email to: [email protected]
___________________________ _________
*Applicant Si
gnature *Date
___________________________ _________
*Parent/Guardian Signature *Date
(An original, signed application with parent/
guardian signature is required, if a minor)

CITY COUNCIL MEETING

Special/Regular Meeting May 12, 2026
5:00 P.M. Council Chambers

4:00 P.M. - CLOSED SESSION

Mayor Bernal called the Closed Session to order at 4: 13 P.M., and City Clerk Mandy called the roll.

Present: Council Members District 2 Rocha, Mayor Pro Tem (District 3) Freitas and Mayor Bernal

Absent: Council Members District 1 Torres-Walker and District 4 Wilson,

PLEDGE OF ALLEGIANCE

Mayor Bernal led the Pledge of Allegiance.

1. CONFERENCE WITH LABOR NEGOTIATORS – pursuant to California Government Code section 54957.6; City designated representatives: Jason Ewert and Ana Cortez, Acting City Manager; Employee organizations: Management Unit, Treatment Plant Employees’ Association, Operating Engineers Local Union No. 3, Confidential Unit, Antioch Police Officers Association, and Antioch Police Sworn Management Association.

PUBLIC COMMENTS - None

ADJOURN TO CLOSED SESSION

Mayor Bernal adjourned to Closed Session at 4:15 P.M.

5:00 P.M. - SPECIAL MEETING/BUDGET STUDY SESSION

Mayor Bernal called the meeting to order at 5:07 P.M., and City Clerk Mandy called the roll.

Present: Council Members District 2 Rocha, Mayor Pro Tem (District 3) Freitas and Mayor Bernal

Absent: Council Members District 1 Torres-Walker and District 4 Wilson,

PLEDGE OF ALLEGIANCE

Mayor Bernal led the Pledge of Allegiance.

BUDGET STUDY SESSION

SM-1. USER FEE STUDY

Acting City Manager Cortez introduced Budget Study Session SM-1.

A
06-23-26

ANTIOCH CITY COUNCIL
Special/Regular Meeting
May 12, 2026 Page 2 of 11

Finance Director Merchant introduced Priti Patel, Willdan Financial Services, who provided an introduction and the methodology used for the User Fee recommendations.

Finance Director Merchant presented the staff report dated May 12, 2026, recommending the City Council provide feedback and direction on the User Fee Study.

Councilmember Freitas suggested a User Fee Study be conducted every three years.

Council reviewed the Fee Study (attachment A) and provided the following feedback.

Police

Item 5 Bicycle Registration - direction was given to staff to adjust the fee to $10.00 Item 7 Card Room Permit (New) – direction was given to staff to remove this item Item 15 Video and Audio Redaction Fee – direction was given to staff to add that the fee will be charged in 15-minute increments
Item 20 - 24 Carry Concealed Weapon (CCW) License Fees - New Permit Initial Fee (refundable), Application/Renewal/Amendment - Issuance Fee, Renewal Permit, Amended Permit and Duplicate – direction to staff to c larify differences in permit fees
Item 28 Parking Enforcement – direction was given to staff to identify the amount of the fee per resolution
Item 54 Special Event Regulation (group putting on Event) – direction was given to staff to clarify how the event charge is calculated
Item 58 Adult Business Permit – direction was given to staff to clarify how the fee is calculated
Item 59 Firearms Range – direction was given to staff to remove this item Item 64 & 65 False Alarm – Registered and False Alarm – Non Registered – direction was given to staff to clarify current and suggested fee language
Item 68 - 72 Failure to Report New Install, Failure to use Alarm Confirmation or Enhanced Call Confirmation Procedures , False Alarm Caused by Alarm Company , Calling on Suspended Alarm Site and A ll Late Charges - direction was given to staff to develop a process to Inform public of fee/alarm process

Community Development

Item 26 & 27 Pool, residential + plan check and Pool, commercial + plan check – direction was given to staff to clarify fee is calculated based on the valuation or contract value Item 36 - 38 Under 20 squares with tear off, Over 20 squares with tear off and Comp over Comp – direction was given to staff to c larify fee is calculated based on the valuation or contract value

Code Enforcement

Item 5 Shopping Cart Abatement or Impound Fee – direction was given to staff to verify how often this fee is charged

ANTIOCH CITY COUNCIL
Special/Regular Meeting
May 12, 2026 Page 3 of 11

Public Works

Item 24 - 29 Streets, Signs, Water (Distribution & Treatment) , Wastewater Collections, Storm Channels, Landscaping - direction was given to staff to define scope of work and who gets charged
Item 41 & 42 20ft/25ft spaces/month, 30 ft spaces/month - direction was given to staff to provide Council with the total number of RV spaces
Item 48 Wait List Fee for non -tenants (non-refundable) – direction was given to staff to clarify frequency
Item 62 Sidewalk Repair Inspection – direction was given to staff to clarify the breakdown of cost assumptions
Item 64 Lone Tree Way Bridge & Arterial Benefit District – direction was given to staff to list the fee per resolution 92/254
Item 67 PARK IN LIEU FEES (PER UNIT) (Ordinance #2080 -C-S) – direction was given to staff to provide the date of ordinance adoption
Item 79 TRAFFIC SIGNAL FEES: (Reso. No. 83/193) – direction was given to staff to look at origin to determine if an increase is appropriate

Marina

Item 24 The Public Works Director may offer discounted promotional fees of a limited duration depending on availability – direction was given to staff to clarify what types of specials are available

Recreation and Community Services

Item 7 Late fee for not picking up children at scheduled release time – direction was given to staff to consider changing to $10.00 per 10 minute interval per child / stipulate grace period
Item 102 Community Park – direction was given to staff to replace signage as Worth Shaw Park
Item 134 Antioch Water Park Fees – direction was given to staff to provide breakdown of water park usage

Public Works

Item 14 Government and Non Profit Uses - direction was given to staff to bring back a discussion on options for stage rental rates for non-profits

SM-2. FISCAL YEAR 2026-27 BUDGET DEVELOPMENT

Council consensus agreed to continue SM-2 Fiscal Year 2026-27 Budget Development to May 13, 2026.

Carolyn Steen, Roadies Rescue and Michelle Kuslits, Friends of Animal Services , Dr. Jeffrey Klinger, Holly Cuciz and Lisa Kirk, Fix Our Shelters, expressed opposition to the proposed freeze

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of the Antioch Animal Service Manager position and strongly urged the City Council to proceed with filling the vacancy.

Councilmember Freitas responded that the City Council had not authorized or approved the freezing of the Animal Services Manager position.

Mayor Bernal announced that this would conclude the public comment period for members of the public unable to attend the Special City Council meeting scheduled for 4:00 P.M. on May 13, 2026, to which this item would be considered.

MOTION TO ADJOURN SPECIAL MEETING/BUDGET STUDY SESSION

On motion by Councilmember Rocha, seconded by Mayor Bernal, the City Council members present adjourned the Study Session at 7:09 P.M.

7:00 P.M. REGULAR MEETING

Mayor Bernal called the meeting to order at 7:18 P.M., and City Clerk Mandy called the roll.

Present: Council Members District 2 Rocha, Mayor Pro Tem (District 3) Freitas and Mayor Bernal

Absent: Council Members District 1 Torres-Walker and District 4 Wilson,

PLEDGE OF ALLEGIANCE

Mayor Bernal led the Pledge of Allegiance.

CITY ATTORNEY TO REPORT OUT ON CLOSED SESSION

Assistant City Attorney Kundinger reported the City Council had been in Closed Session and gave the following report : #1 CONFERENCE WITH LABOR NEGOTIATORS , direction was given to staff.

PUBLIC COMMENTS

Carolyn Steen, Rhodies Rescue, emphasized the importance of maintaining local oversight of Antioch Animal Services, particularly concerning dangerous dogs and potentially dangerous animals.

Michelle Kuslits, Friends of Animal Services, expressed support for preserving local operations and opposed any plans to transition Antioch Animal Services to Contra Costa County Animal Services. She recommended that any discussions regarding this matter should involve public participation.

Kathy Cabrera , K911 Rescue , Karen Kopps, HARP, Nicole Martinez, EBARR , Tiffany Middleman and Mary Jo Bruce expressed their support for strengthening Antioch Animal

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Services and maintaining local operations, opposing the any plans to transition Antioch Animal Services to Contra Costa County Animal Services.

Rafael Trejo announced that he operated a food truck in Lowe’s parking lot and has submitted a new permit application to the City. However, he was informed that he must vacate the parking lot for 30 days. He requested the City’s assistance in resolving this matter.

John Victor and Liz Barajas expressed their gratitude to Councilmember Freitas, Captain Bittner, and staff for their assistance in addressing a noise nuisance in their neighborhood.

Julie Carlson reported that she had created a spreadsheet detailing funds owed to the City of Antioch that are currently being held by the State of California.

Patti Esposito, Scruffy to Fluffy Cat Rescue, encouraged the city to transition Antioch Animal Services to Contra Costa County Animal Services.

Miguel Mendoza expressed concern regarding the disproportionate enforcement activities conducted by Antioch’s Code Enforcement Department. He stated that he would like this issue to be addressed and resolved by the end of the month. Otherwise, he indicated that he would consider sharing his concerns via social media channels.

Queen Adu-Poku, Royal Emotional Care, announced a Mental Health Fair would be held at the Empire Business parking lot on September 19, 2026.

Krystle Law Brooks expressed concern regarding the recent appointment of a Commissioner to the Antioch Police Oversight Commission.

Andrew Becker spoke in opposition to transitioning Antioch Animal Services to Contra Costa County Animal Services. He announced the City of Antioch would be receiving $34.9M in Homekey awards.

1. PROCLAMATIONS

• National Police Week, May 10 - 16, 2026
• National Public Works Week, May 17 – 23, 2026
• Mental Health Awareness Month, May 2026

On motion by Councilmember Freitas, seconded by Councilmember Rocha the City Council members present unanimously approved the Proclamations.

Sargeant Fachner and several Antioch Police Officers thanked the City Council and accepted the National Police Week proclamation.

Justin Brower and several Public Works employees thanked the City Council and accepted the National Public Works Week proclamation.

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Alisea Wesley-Clark and representatives from the Angelo Quinto Crisis Response Team (AQCRT)/Felton Institute, Chad Pierce and Gigi R. Crowder CEO NAMI Contra Costa thanked the City Council and accepted the Mental Health Awareness Month proclamation.

2. ANNOUNCEMENTS OF CIVIC AND COMMUNITY EVENTS

Director of Parks and Recreation Wright announced the following civic and community event.

➢ Farmer’s Market Sundays 9:00 A.M. – 1:00 P .M. at “I” & W. 3rd Streets

Mayor Bernal announced he would be hosting Mayor at the Market from 10:00 A.M.– 12:00 P .M. on May 24, 2026.

3. ANNOUNCEMENTS OF BOARD AND COMMISSION OPENINGS

City Clerk Mandy announced the following Board and Commission openings.

➢ Sales Tax Citizens’ Oversight Committee

4. PRESENTATIONS

Antioch Accessory Dwelling Units (ADU’s) Community & Workforce Partnership Presentation

Dylan Howell, Antioch High School BITA Construction Program Coordinator gave the Big Skills ADU Build PowerPoint presentation.

Mr. Howell and the BITA Construction Program students responded to inquiries from the Council regarding the presentation.

Councilmember Rocha recognized Mr. Howell’s leadership in advanced construction.

An anonymous speaker and Andrew Becker spoke in support of the BITA Construction Program.

Mark Foley , BART District 2 Director, gave 2026: A Defining Year for BART PowerPoint presentation.

Mr. Foley responded to inquiries from the Council regarding the presentation.

Mayor Bernal thanked Mr. Foley for the presentation.

ON MOTION BY COUNCILMEMBER FREITAS, SECONDED BY COUNCILMEMBER

ROCHA, THE CITY COUNCIL MEMBERS PRESENT UNANIMOUSLY SUSPENDED THE RULES AND MOVED COUNCIL REGULAR AGENDA ITEM # 7 AS THE NEXT ORDER OF BUSINESS.

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COUNCIL REGULAR AGENDA

7. PARKS AND RECREATION COMMISSION APPOINTMENTS FOR ONE (1) PARTIAL TERM VACANCY EXPIRING MARCH 2028 AND THREE (3) FULL TERM VACANCIES EXPIRING APRIL 2030

RESOLUTION NO. 2026/067

Mayor Bernal nominated Nichole Gardner to fill one partial term vacancy expiring March 2028.

Nichole Gardner thanked the Council for the opportunity and discussed her interest in serving on the Parks and Recreation Commission.

Melisa Case spoke in support of Nicole Gardner’s appointment to the APOC

On motion by Councilmember Freitas, seconded by Councilmember Rocha, the City Council members present unanimously approved the appointment of Nichole Gardner to the partial-term vacancy expiring March 2028, on the Parks and Recreation Commission.

Mayor Bernal nominated Jim Thor to fill a full term vacancy expiring April 2030.

Jim Thor thanked the Council for the opportunity and discussed his interest in serving on the Parks and Recreation Commission.

On motion by Councilmember Rocha, seconded by Councilmember Freitas the City Council members present unanimously approved the appointment of Jim Thor to fill the full term vacancy expiring April 2030, on the Parks and Recreation Commission.

Mayor Bernal nominated Ellen Griggs to fill a full term vacancy expiring April 2030.

Ellen Griggs thanked the Council for the opportunity and discussed her interest in serving on the Parks and Recreation Commission.

On motion by Councilmember Freitas, seconded by Councilmember Rocha the City Council members present unanimously approved the appointment of Ellen Greggs to fill the full term vacancy expiring April 2030, on the Parks and Recreation Commission.

Mayor Bernal nominated Dorothy Ellis to fill a full term vacancy expiring April 2030.

Dorothy Ellis thanked the Council for the opportunity and discussed her interest in serving on the Parks and Recreation Commission.

On motion by Councilmember Rocha, seconded by Councilmember Freitas the City Council members present unanimously approved the appointment of Dorothy Ellis to fill the full term vacancy expiring April 2030, on the Parks and Recreation Commission.

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City Clerk Mandy administered the Oath of Office to the newly appointed Commissioners.

CITY COUNCIL COMMITTEE REPORTS/COMMUNICATIONS

Councilmember Freitas announced that Tri Delta Transit would be offering a free fare program for youth 18 and younger from June 1, 2026, to July 31, 2026. He recognized Supervisor Burgis and Supervisor Scales-Preston for providing funding for the program.

Mayor Bernal reported on his attendance at the Contra Costa Transportation Authority (CCTA) meeting, Mayor’s Conference and the General Plan Advisory Committee (GPAC) meeting.

Councilmember Freitas recognized Principal Planner Scudero for his guidance through the General Plan Update process.

Mayor Bernal announced he would be attending the CCTA Board Workshop May 14 - 15, 2026.

He reported on his attendance at the Farmer’s Market, Antioch Wine Festival and Blues and Jazz Festival. He also announced that Councilmember s Rocha and Wilson, Chief Vigil, and himself would be traveling to Washington D.C. next week to advocate on behalf of the City of Antioch.

MAYOR’S COMMENTS

Mayor Bernal commented that it was encouraging to see the Board and Commission vacancies being filled and he commended Mr. Howell for the success of the BITA Construction Program at Antioch High School.

5. CONSENT CALENDAR

A. APPROVAL OF COUNCIL SPECIAL MEETING/WORKSHOP MINUTES FOR MARCH 25, 2026

B. APPROVAL OF COUNCIL MEETING MINUTES FOR APRIL 14, 2026

C. APPROVAL OF COUNCIL SPECIAL MEETING MINUTES FOR APRIL 21, 2026

D. APPROVAL OF COUNCIL MEETING MINUTES FOR APRIL 28, 2026

E. APPROVAL OF COUNCIL SPECIAL MEETING MINUTES FOR MAY 5, 2026

F. APPROVAL OF COUNCIL WARRANTS

G. REJECTION OF CLAIM: BRADLEY MADRID

H. RESOLUTION NO. 2026/ 068 REQUEST TO OVER -HIRE ONE ASSISTANT CITY

CLERK POSITION

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I. RESOLUTION NO. 2026/ 069 NEW CLASS SPECIFICATIONS, ASSIGNING SALARY

RANGES, ASSIGNING THE CLASSIFICATIONS TO THE OPERATING ENGINEERS LOCAL NO. 3 BARGAINING UNIT, AND AMENDING THE CODE ENFORCEMENT

MANAGER CLASS SPECIFICATION IN THE MANAGEMENT BARGAINING UNIT

J. RESOLUTION NO. 2026/ 070 APPROVING PUBLIC ACCESS EASEMENT

AGREEMENT AND PUBLIC UTILITY EASEMENT AGREEMENTS FOR THE LAUREL

RANCH TOWNHOMES PROJECT

On motion by Councilmember Freitas, seconded by Councilmember Rocha, the City Council members present unanimously approved the Council Consent Calendar.

PUBLIC HEARING

6. PUBLIC HEARING FOR THE FISCAL YEAR 2026–2027 ANNUAL ACTION PLAN

Staff recommended the City Council continue the Public Hearing to May 26, 2026, City Council Meeting.

Andrew Becker inquired whether this item would be referred back to the CDBG Standing Committee for their recommendations prior to consideration by the City Council. He expressed concern that the City may be missing potential funding opportunities for low PSH AMI needs.

On motion by Councilmember Rocha, seconded by Councilmember Freitas, the City Council members present unanimously continued Public Hearing Agenda Item #6 to May 26, 2026.

Councilmember Rocha reported that the most recent CDBG meeting was canceled due to the lack of a quorum. He expressed his intention to convene a CDBG Standing Committee meeting to develop recommendations prior to the item returning to the City Council for consideration.

COUNCIL REGULAR AGENDA

8. AWARD OF A MAINTENANCE SERVICE AGREEMENT WITH ELITE MAINTENANCE & TREE SERVICE FOR LANDSCAPE MAINTENANCE SERVICES IN THE AMOUNT OF $7,026,643

Director of Human Resources Cortez introduced Council Regular Agenda Item #8.

Public Works Director/City Engineer Buenting presented the staff report dated May 12, 2026 recommending the City Council adopt a resolution awarding the Maintenance Service Agreement for Landscape Maintenance Services throughout the City’s right -of-ways and medians, to Elite Maintenance & Tree Service for the period July 1, 2026 through June 30, 2029 in the amount of $4,176,983, with an option to extend an additional two fiscal years in the amount of $2,849,660, for a total contract amount not to exceed $7,026,643 over the five (5) year period and authorizing the Acting City Manager or designee to execute the agreement in a form approved by the City Attorney.

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Andrew Becker questioned who would be responsible for Sparrow Court and who would monitor the work for completion. He also reported that debris from a homeless encampment behind his residence, along the sound barrier wall at Prewett Ranch Drive, remained unaddressed.

Public Works Director/City Engineer Buenting responded that he would investigate who was responsible for maintaining the area along the sound barrier wall and explained staff would be overseeing the contract and the work done by the contractors.

Councilmember Freitas stated he believed it would be more appropriate to have 2 - or 3-year contracts and then go out to bid. He requested an item on the agenda to discuss the advantages and disadvantages of 5-year contracts.

RESOLUTION NO. 2026/071

On motion by Councilmember Rocha , seconded by Councilmember Freitas the City Council members present unanimously adopted a resolution awarding the Maintenance Service Agreement for Landscape Maintenance Services throughout the City’s right -of-ways and medians, to Elite Maintenance & Tree Service for the period July 1, 2026 through June 30, 2029 in the amount of $4,176,983, with an option to extend an additional two fiscal years in the amount of $2,849,660, for a total contract amount not to exceed $7,026,643 over the five (5) year period and authorizing the Acting City Manager or designee t o execute the agreement in a form approved by the City Attorney.

9. RESOLUTION ESTABLISHING THE PROCEDURES FOR RESPONDING TO

TECHNOLOGICAL DISRUPTIONS DURING CITY COUNCIL MEETINGS IN ACCORDANCE WITH SENATE BILL 707

Director of Human Resources Cortez introduced Regular Agenda Item #9.

Special Counsel Cole presented the staff report dated May 12, 2026, recommending the City Council adopt a Resolution establishing the procedures for responding to technological disruptions during City Council Meetings in Accordance with Senate Bill 707. He noted there was a reference to the City of Banning in the draft that would need to be taken out of the resolution, if it was the pleasure of the Council to adopt the policy.

Councilmember Freitas suggested that the Council consider scheduling closed session immediately after meetings so that if there were disruptions, the Council could continue by adjourning to Closed Session.

Councilmember Rocha suggested Council consider a policy for addressing technical breakdowns and disruptions during meetings.

RESOLUTION NO. 2026/072

On motion by Councilmember Freitas, seconded by Councilmember Rocha the City Council members present unanimously adopted a Resolution establishing the procedures for responding

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to technological disruptions during City Council Meetings in Accordance with Senate Bill 707.

Amending the resolution to state City of “Antioch” (deleting City of “Banning”).

10. REPORT REGARDING AB 130 AND SB 131, 2025 BILLS AMENDING THE

APPLICATION OF THE CALIFORNIA ENVIRONMENTAL QUALITY ACT TO CERTAIN

HOUSING DEVELOPMENT AND OTHER PROJECTS

Interim City Attorney Cole presented the staff report dated May 12, 2026, recommending the City Council receive a report regarding 2025 Assembly Bill 130 (“AB 130”) and Senate Bill 131 (“SB 131”).

Councilmember Freitas stated he was concerned regarding the negative impacts that can only be determined by a CEQA review. Additionally, he was concerned regarding the discretion that was given to staff and the liability it may produce.

Special Counsel Cole responded that he did not see any basis for liability given the robust immunities that state law provided. He explained that staff could determine how to implement this type of expedited review and how to notify the City Council if a project would be receiving this type of assessment.

Mayor Bernal requested Community Development staff inform Council prior to t hese types of projects coming to Council for consideration.

Councilmember Freitas requested that the Community Development Department bring back to the Council a process for handling state mandates.

On motion by Councilmember Freitas, seconded by Councilmember Rocha, the City Council members present unanimously received and filed the presentation.

PUBLIC COMMENT - None

STAFF COMMUNICATIONS - None

COUNCIL COMMUNICATIONS AND FUTURE AGENDA ITEMS

Councilmember Rocha reiterated his request to schedule a CDBG Standing Committee meeting prior to the next City Council meeting, potentially on May 22, 2026.

ADJOURNMENT

On motion by Councilmember Rocha, seconded by Mayor Bernal the City Council members present unanimously adjourned the meeting at 10:26 P.M.

Respectfully submitted:

Kitty Eiden
KITTY EIDEN, Minutes Clerk

CITY COUNCIL MEETING

SPECIAL MEETING/ STUDY SESSION

Special Meeting May 13, 2026
4:00 P.M. Council Chambers

4:00 P.M. – SPECIAL MEETING/BUDGET STUDY SESSION

Mayor Bernal called the Special Meeting to order at 4:00 P.M., and Acting City Clerk Eiden called the roll.

Present: Council Members District 2 Rocha, Mayor Pro Tem (District 3) Freitas and Mayor Bernal

Absent: Council Members District 1 Torres-Walker and District 4 Wilson

PLEDGE OF ALLEGIANCE

Mayor Bernal led the Pledge of Allegiance.

SPECIAL MEETING/BUDGET STUDY SESSION

1. FISCAL YEAR 2026-27 BUDGET DEVELOPMENT

Director of Human Resources Cortez introduced Fiscal Year 2026-27 Budget Development.

Finance Director Merchant presented the staff report dated May 13, 2026, recommending the City Council provide feedback and direction regarding the budget development information provided for the Fiscal Year 2026-27 budget.

The City Council reviewed the Draft Budget Worksheets – Animal Services Special Revenue Funds; Street Light and Landscape District (SLLMD) funds and Enterprise Funds (Attachment A) and provided the following feedback.

Animal Services Fund (214)

➢ Direction was given to staff to provide the number of spay and neuter done in each year ➢ Direction was given to provide Council with an organizations chart for A ntioch Animal Services
➢ Direction was given to staff to provide a plan for recruiting the Animal Services Manager ➢ Direction was given to staff to send a request to the Co ntra Costa County to provide the amount of tax dollars that go to the Contra Costa County for Animal Services, and if the information is not provided pursue legal recourse

Lone Tree Maintenance District (FUND 251)
B
06-23-26

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➢ Direction was given to staff to provide Council with a list of completed projects for this year and the remaining projects for this fiscal year as well as the future plans and cost estimates to include entrances into Antioch
➢ Direction was given to staff to provide photos of completed projects ➢ Direction was given to determine how the City of Martinez finance d their mural on the underpass

Downtown Maintenance District (FUND252)

➢ Direction was given to staff to add a notation that all maintenance was funded through the General Plan
➢ Direction was given to staff to provide an estimate for enhancing the landscaping downtown
➢ Direction was given to staff to consider replacement of the trash cans downtown

Park 1A Maintenance District (FUND 255)

➢ Direction was given to staff to provide the number of spaces at the RV Storage Facility

Sewer Fund (FUND 621)

➢ Revenue Source: Investment Income – Direction was given to staff to increase the 2026- 27 Proposed to reflect the rate increase

Marina Fund Summary (FUND 631)

➢ Charges for Services – Direction was given to staff to determine why there was a decrease in 2026-27 Proposed
➢ Direction was given to staff to determine if the city is in compliance with the grant requirements for the marina parking lot and boat launch ➢ Direction was given to staff to report back to the City Council on the balance and interest rate of the loans

SM-2. FISCAL YEAR 2026-27 BUDGET DEVELOPMENT – Continued from May 12, 2026

Finance Director Merchant presented the staff report dated May 12, 2026, recommending City Council provide feedback and direction regarding the budget development information provided for the Fiscal Year 2026-27 budget.

The City Council reviewed the staff report and provided the following feedback.

General Comments

➢ Direction was given to staff to investigate the status of discussions with Contra Costa County regarding Antioch Animal Services and report back to Council

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General Fund Budget Adjustments

➢ Direction was given to unfreeze the Animal Services Manager position ➢ Direction was given to staff to d etermine if the foreclosure of the property impacts Homekey+
➢ Direction was given to provide a cost estimate of replacing/restoring the “Hey Daddy, Look Here” public art item
➢ Direction was given to staff to provide a cost estimate for the Holiday Delites event

Councilmember Rocha and Mayor Bernal offered to work with staff and the Juneteenth organizations to determine if there were partnership opportunities.

➢ Direction was given to staff to work with APD to determine if additional vacancy savings can be built into FY2026-27 and FY2027 -28 (maintaining Council’s goals for sworn personnel)

Mayor Bernal declared a recess at 5:41 P.M. The meeting reconvened at 5:49 P.M. with all Councilmembers present with the exception of Councilmembers Wilson and Torres-Walker who were previously reported as absent.

1. FISCAL YEAR 2026-27 BUDGET DEVELOPMENT - Continued

The City Council reviewed the Draft Budget Worksheets – Recreation and provided the following feedback.

Recreation Services (FUND219)

➢ Direction was given to staff to identify the funds committed for each of the sports field, turf fields, City Park and Memorial field maintenance in the budget

Community Recreation 219-4495

➢ Direction was given to staff to provide updated recommendations for Part-Time Help ➢ Direction was given to staff to add $10,000.00 for teen recreational activities /afterschool programming and come back to Council with a proposal

SM-2. FISCAL YEAR 2026-27 BUDGET DEVELOPMENT – Continued

The City Council reviewed the General Fund Budget Worksheets and provided the following feedback.

City Manager (100-1130)

➢ Direction was given to staff to bring back salary and classification for a Purchasing Officer ➢ Direction was given to staff to bring back the travel policy for Council/Boards/ Commissions

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➢ Direction was given to staff to review the settlement agreement to determine requirements for APOC training
➢ Direction was given to staff to provide Council with business expenses for FY25 and FY26

City Clerk (100-1140)

➢ Direction was given to staff to determine if the Records Management allocation will be utilized in FY2026-27
➢ Direction was given to staff to determine the status of the city records/document review

Human Resources (100-1160)

➢ Direction was given to staff was provided to staff to provide data related to active outside recruitments for Human Resources and City Manager’s budgets

General Fund Nondepartmental (100-1250)

➢ Direction was given to staff report back to Council on the increase to the marina subsidy ➢ Direction was given to staff to provide an update on the agreements with AUSD and the Golf Course for Water
➢ Direction was given to staff to provide Council with the explanation for the year -to-year variance in Business Expenses

Public Works Summary

➢ Direction was given to staff to provide an explanation regarding the decrease in the amount for Services and Supplies from 2025-26 Revised to 2026-27 Proposed

Public Works Signal/Street Lights (100-2170)

➢ Direction was given to staff to investigate bringing Signal/Street Light Maintenance in house

Public Works Facilities Maintenance (100-2190)

➢ Direction was given to staff to determine if new roof projects were included in the facilities maintenance budget

Public Works Parks Maintenance (100-2195)

➢ Direction was given to staff to bring back the date the Parks Maintenance Contract will go out to bid

Public Works Park Median/General Landscape Maintenance (100-2196) ➢ Direction was given to staff to provide the reason for the variance in the Contracts 2025- 26 Revised and 2026-27 Proposed

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Police Compliance & Professional Standards (100-3115)

➢ Direction was given to staff to determine if there could be a reduction in the Business Expense

Police Community Policing (100-3150)

➢ Direction was given to staff to bring back data related to Shotspotter

Police Facilities Maintenance (100-3200)

➢ Direction was given to staff to include the cost of the roof replacement

Police Animal Control Support (100-3320)

➢ Direction was given to staff to move forward with hiring the Animal Services Manager

Public Safety and Community Resources – General Fund

➢ Direction was given to staff bring back an agenda item for Council to consider a name change for this department

Youth Network Services (100-4700)

➢ Direction was given to staff provide a breakdown of contracts for consultants and CBO’s to run youth programs

Housing and Homelessness (100-4705)

➢ Direction was given to staff provide costs associated with the safe parking program

Economic Development (100-5120)

➢ Direction was given to staff to reduce Marketing/Programming to $200,000

Mayor Bernal declared a recess at 7:33 P.M. the meeting reconvened at 7:43 P.M. with all Councilmembers present with the exception of Councilmembers Wilson and Torres-Walker who were previously reported as absent.

The City Council reviewed the Summary of General Fund Vacancies and provided the following feedback.

➢ Police Officers – Direction was given to staff to determine a realistic number for recruitment
➢ City Manager – Assistant City Manager – Direction was given to staff to add in an additional 6 months of vacancy savings

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➢ City Manager – Administrative Analyst 1 – Direction was given to staff to freeze the positions
➢ City Clerk – Public Records Coordinator – Direction was given to staff to add 6 months of vacancy savings
➢ Human Resources Manager – Pending review of Acting City Manager ➢ Recreation Programs Coordinator/Recreation Supervisor (Aquatics) – Direction was given to Acting City Manager to discuss the possibility of freezing one of the positions ➢ Assistant/Junior Engineer – Direction was given to staff to add 6 months of vacancy savings
➢ Operations Supervisor - Direction was given to staff to add 4 months of vacancy savings ➢ Community & Economic Development Department - Assistant City Engineer – Direction was given to staff to freeze the position
➢ Economic Development Program Manager – Direction was given to staff freeze the position for 6 months
➢ Code Enforcement Officer with or without cert – Direction was given to staff to freeze one position
➢ Animal Services Manager – Direction was given to staff to recruit for the position as a priority
➢ Animal Control Officer – Direction was given to staff to freeze one position

Finance Director Merchant stated that she would be meeting with APD and Director of Human Resources Cortez and be coming back to Council with a realistic number for the FY2027 Budget.

She also noted she would be responding to the follow-up questions from Council on May 26, 2026.

Additional requests

➢ Direction was given to staff to provide an overview of overtime for the past two years ➢ Direction was given to staff to remove the vehicle replacement set aside fund ➢ Direction was given to staff to as positions become vacant – freeze until approval by Council to fill
➢ Direction was given to staff to provide a list of parks and recreation programs and their costs and who they serve
➢ Direction was given to staff to provide a list of Public Safety and Community Resources programs and costs and who they serve
➢ Direction was given to staff that travel and training is only for mandatory

ADJOURNMENT

Mayor Bernal adjourned the meeting at 8:34 P.M.

Respectfully submitted:

Kitty Eiden
KITTY EIDEN, Minutes Clerk

CITY COUNCIL MEETING

INCLUDING THE ANTIOCH CITY COUNCIL

ACTING AS HOUSING SUCCESSOR

TO THE ANTIOCH DEVELOPMENT AGENCY

Special/Regular Meeting May 26, 2026
5:00 P.M. Council Chambers

4:00 P.M. - CLOSED SESSION

Mayor Bernal called the Closed Session to order at 4:00 P.M., and City Clerk Mandy called the roll.

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

Absent: Council Member District 1 Torres-Walker

PLEDGE OF ALLEGIANCE

Mayor Bernal led the Pledge of Allegiance.

1 PUBLIC EMPLOYEE PERFORMANCE EVALUATION – Pursuant to Government Code Sections 54957(b)(1) and 54954.5(e). Position to be Reviewed: City Attorney.

2. PUBLIC EMPLOYEE PERFORMANCE EVALUATION – Pursuant to Government Code Sections 54957(b)(1) and 54954.5(e). Position to be Reviewed: City Manager.

3. CONFERENCE WITH LEGAL COUNSEL – Significant exposure to litigation pursuant to Government Code Section 54956.9(e)(2): (Number of potential cases: 9). The City is in receipt of information concerning facts and circumstances that might result in litigation against the City which are known to a potential plaintiff or plaintiffs pertaining to possible Equal Employment Opportunity, Labor Code Section 1102.5, and Fair Employment and Housing Act violations.

PUBLIC COMMENTS - None

ADJOURN TO CLOSED SESSION

Mayor Bernal adjourned to Closed Session at 4:02 P.M.

5:00 P.M. - SPECIAL MEETING/STUDY SESSION

Mayor Bernal called the meeting to order at 5:17 P.M., and City Clerk Mandy called the roll.

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

Mayor Bernal led the Pledge of Allegiance.

STUDY SESSION

SM-1. FISCAL YEAR 2026-27 BUDGET DEVELOPMENT

Acting City Manager Cortez introduced Study Session SM-! and she thanked staff and the City Council for participating in the budget development process.

Finance Director Merchant presented the staff report dated May 26, 2026, recommending the City Council provide feedback and direction regarding the budget development information provided for the Fiscal Year 2026-27 budget.

Following discussion of the Business Expenses in the City Manager’s Budget, the City Council provided the following direction to staff.

➢ Separate the Antioch Police Oversight Commission (APOC) budget from the City Manager’s budget
➢ Bring back the City’s travel policy for Council review ➢ Provide an accounting for the APOC budget expenditures for FY26 YTD ➢ Provide an accounting for the Conferences and Dues expenditures for FY26 YTD ➢ Provide an accounting of the Media/Public Information expenditures for FY26 YTD

Following discussion of the Public Safety and Community Resources FY27 Contract Detail, the City Council provided the following direction to staff.

➢ Housing and Homelessness Division – FY27 Homeless Services Budget – Adjust for programs funded with successor and PLHA funding

Additional direction provided to staff included.

➢ Homekey+ project – reduce allocation from $1.2M to $400k in FY27

In response to Council, Chief Vigil reviewed the hiring process and timeline for new academy trainees, along with potential retirements within the Antioch Police Department (APD).

Councilmember Freitas commented that public safety, including Animal Services, comprises approximately 63 -65% of the city’s budget, highlighting APD as a top Council priority. He emphasized the importance of prioritizing economic development to generate revenue and address future budget shortfalls.

Mayor Bernal commended staff for their efforts in reducing the budget deficit.

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SM-2. PRESENTATION OF THE DRAFT 5 -YEAR CAPITAL IMPROVEMENT PROGRAM 2026-2031 (P.W. 150-26)

Acting City Manager Cortez introduced SM-2.

Public Works Director/City Engineer Buenting thanked Capital Improvement team and staff who assisted in the preparation of the Capital Improvement Program (CIP) . He presented the staff report dated May 26, 2026, recommending the City Council review and provide feedback to staff regarding the draft 5-Year Capital Improvement Program (CIP) 2026-2031.

Joy Motts , Rick Stadtlander, Kim Stad tlander, Connie Komar, Jennifer Hughes and Sheri Thompson spoke in support of developing the Beede Lumber Yard as a community space/town square and requested the project be returned to the CIP. Some speakers spoke in support of funding the project with the California Statewide Park Development and Community Revitalization Program Grant.

Leslie May spoke in support of developing the Beede Lumber Yard parcel as a boutique hotel.

Andrew Becker commended staff for building a capital program around the City’s budgetary constraints.

Public Works Director/City Engineer Buenting responded to inquiries from the City Council regarding the CIP.

Following discussion, Council directed staff to bring back a presentation on the City’s public engagement process for the Beede Lumber Yard property.

Director of Parks and Recreation Wright acknowledged the city’s fiscal needs and identified himself as a steward of parks. He suggested using the California Statewide Park Development and Community Revitalization Program Grant to repair existing facilities and requested bringing this item back to Council for full discussion to enhance the likelihood of securing the grant. He noted that if the grant were to be allocated for a new park, additional background research and community outreach would be necessary. He also mentioned potential future oppo rtunities to seek funding for downtown green space development.

Councilmember Rocha and Councilmember Torres -Walker expressed support for future discussions on grant funding and the potential use of the Beede Lumber Yard parcel.

Public Works Director/City Engineer Buenting reviewed the pavement management system and Pavement Condition Index.

Councilmember Rocha suggested staff develop a publicly accessible status list for traffic calming projects.

Mayor Bernal suggested staff develop status reports for all CIP projects.

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Following discussion, Council directed staff to compile a prioritized list of facilities roof projects as well as a comprehensive list of the deferred maintenance projects for the next two years.

MOTION TO ADJOURN SPECIAL MEETING/ STUDY SESSION

Mayor Bernal adjourned at 7:21 P.M.

7:00 P.M. REGULAR MEETING

Mayor Bernal called the meeting to order at 7:31 P.M., and City Clerk Mandy called the roll.

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

PLEDGE OF ALLEGIANCE

Mayor Bernal led the Pledge of Allegiance.

CITY ATTORNEY TO REPORT OUT ON CLOSED SESSION

City Attorney Asuncion reported the City Council had been in Closed Session and gave the following report: #1 PUBLIC EMPLOYEE PERFORMANCE EVALUATION , no reportable action, #2 PUBLIC EMPLOYEE PERFORMANCE EVALUATION, no reportable action; and, #3 CONFERENCE WITH LEGAL COUNSEL, no reportable action.

PUBLIC COMMENTS

Michele Kuslits, Antioch Friends of Animal Services , thanked City Council for unfreezing the Animal Services Manager position and expressed anticipation for the prompt filling of vacant positions. She requested a public statement regarding the potential takeover of Antioch Animal Services by Contra Costa County Animal Services. She reaffirmed a commitment to collaborate with the city and Antioch Animal Services to identify solutions for sustainable funding, enhanced services, and ongoing local animal care.

Devin Williams expressed concern regarding actions taken by an elected official that he believed had negatively impacted the City.

Miguel Medoza thanked Acting City Manager Cortez and Councilmember Torres-Walker for their assistance in addressing his previous concerns. He mentioned that he had to contact an Assemblywoman to have his issue heard and expressed concern that the Mayor had not responded to his concerns. Additionally, he offered to assist in a recall effort.

Jonisha Smith, Rebuilding Together East Bay Network, speaking on behalf of the Big Skills Program, introduced the program and requested the opportunity to deliver a presentation at a future Council meeting.

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Krystle Law Brooks expressed concern about the actions of former City Council members. She thanked City Manager Scott and Chief Vigil for their leadership. She called for the removal of a recently appointed member of the APOC and voiced support for developing community programs at the police substation.

Leslie May expressed concern regarding the actions of former City Council members. She spoke in support of City Manager Scott and discussed her resignation from the APOC.

Erika Raulston reported that she had contacted APD about a homeless encampment in her neighborhood and expressed concern that her complaints regarding the lack of public safety, youth services, and sufficient lighting had not been addressed.

Juan Rubio, Daniela Lopez, Jonny Hernandez, Denise Aburta Puente, Mareli Leal Moria, Kiley Johnson, Adrian diaz- posas, Janessa McGinnis, Sabree Musawwir and Bing Zhad, representing Earth Team, introduced the projects they had been working on throughout the year.

Gavin Payton, NAACP YC, stated that he did not believe African American residents were being treated equitably.

An unidentified speaker expressed concern that three members of the City Council traveled to Washington DC, which he believed to be a violation of the Brown Act. He also voiced concerns regarding the actions of former staff and Councilmembers.

PROCLAMATIONS

• Recognizing June 2026 as Pride Month in the City of Antioch • Gun Violence Awareness Month, June 2026

On motion by Councilmember Wilson , seconded by Councilmember Torres -Walker the City Council unanimously approved the Proclamations.

Nicole LaPoint, Rainbow Community Center, thanked the City Council and accepted the Recognizing June 2026 as Pride Month in the City of Antioch proclamation.

Hisham Alibob, Contra Costa County Violence Prevention Program Manager, thanked the City Council and accepted the Gun Violence Awareness Month proclamation.

Mary Lutz presented the City Council with a Pride flag.

Leslie May and Gavin Payton NAACP Youth Council, suggested the City seek Antioch residents and organizations to receive proclamations.

Andrew Becker suggested that the City Council call for public comments prior to taking proclamation photos. He also discussed his personal experience with gun violence and stated that he felt positive about the way the City was addressing gun violence.

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Councilmember Torres -Walker spoke in support of valuing the non -gender conforming community. She thanked Nicole LaPoint and Hisham Alibob for the resources they provide for residents. Additionally, she emphasized the importance of continuing to prioritize violence reduction in Antioch.

Mayor Bernal declared a recess at 8:34 P.M. The meeting reconvened at 8:39 P.M. with all Councilmembers present.

1. ANNOUNCEMENTS OF CIVIC AND COMMUNITY EVENTS

Director of Parks and Recreation Wright announced the following civic and community event.

➢ Juneteenth – A Freedom Celebration 4:00 P.M. – 8:00 P.M. on June 19, 2026, at Williamson Ranch Park

Leslie May expressed concern that the Pride flag was removed during last year’s event and noted that comments made at a previous Council meeting regarding Juneteenth were offensive to African Americans. She also offered to help raise funds for next year’s Juneteenth celebration if that was the direction the City was planning to take.

2. ANNOUNCEMENTS OF BOARD AND COMMISSION OPENINGS

City Clerk Mandy announced the following Board and Commission openings.

➢ Sales Tax Citizens’ Oversight Committee

3. PRESENTATIONS

Youth and Government: Model Legislative and Courts Program 2026

Youth Services Network Manager Jackson introduced the Antioch Delegation of the YMCA Statewide Youth in Government Program, Siran Kuppanda, Scarlet McKenzie, Shore Odusanya, Skyler McGowen, Amadeus Castillo, Maddox Delacruz, Marley Delacruz, Alina Nguyen and Marina Bermudez who presented the Youth and Government: Model Legislative and Courts Program 2026 PowerPoint presentation.

The City Council thanked the Antioch Delegation for the presentation.

Environmental Protection Agency (EPA) Award Presentation

Elizabeth Bor owiec presented the Environmental Protection Agency (EPA) Aquarius Recognition Award to the City Council for the Brackish Water Desalination Project.

CITY COUNCIL COMMITTEE REPORTS/COMMUNICATIONS

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Councilmember Wilson announced that a Delta Diablo meeting would be held on May 27, 2026.

She reported on her advocacy efforts in Washington D.C. on behalf of the City of Antioch.

Additionally, she clarified that the City Council had not violated the Brown Act, since only two members attended the meetings at one time.

Councilmember Torres-Walker announced that a Cannabis Standing Committee meeting would be held next week. She reported on her attendance at Assemblymember Avila Farias’s Pass the Torch event. She congratulated the community, Mr. Becker, and the advocates for the City being awarded Homekey and stated that they would be meeting with the developer to advance the project. She also mentioned plans to meet with various stakeholders and the owner of Sycamore Square to discuss resources and support needed for the a rea. Additionally, she reported that further conversations would be held regarding the Cavallo area, the County building, and wellness services.

Councilmember Rocha reported on h is advocacy efforts in Washington D.C. on behalf of the City of Antioch.

Mayor Bernal reported on his advocacy efforts in Washington D.C. on behalf of the City of Antioch. Additionally, he shared his attendance at a Contra Costa Transportation Authority Workshop, the Skate Park Mural Ribbon Cutting, the JROTC Graduation Ball, the Mayor at th e Market event, and the Memorial Day event.

MAYOR’S COMMENTS

Mayor Bernal commended staff for their efforts during the budget development process.

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

A. APPROVAL OF COUNCIL SPECIAL MEETING MINUTES FOR APRIL 21, 2026

B. APPROVAL OF COUNCIL MEETING MINUTES FOR APRIL 28, 2026

C. APPROVAL OF COUNCIL SPECIAL MEETING MINUTES FOR MAY 5, 2026

D. APPROVAL OF COUNCIL MEETING MINUTES FOR MAY 12, 2026

E. APPROVAL OF COUNCIL SPECIAL MEETING MINUTES FOR MAY 13, 2026

F. APPROVAL OF COUNCIL WARRANTS

G. APPROVAL OF HOUSING SUCCESSOR WARRANTS

H. APPROVAL OF TREASURER’S REPORT FOR MARCH 2026

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I. RESOLUTION NO. 2026/ 073 ESTABLISHING THE APPROPRIATIONS LIMIT FOR THE 2026-27 FISCAL YEAR

J. RESOLUTION NO. 2026/074 FIRST AMENDMENT TO THE CONSULTING SERVICES

AGREEMENT WITH BKF ENGINEERS FOR ON -CALL DESIGN ENGINEERING SERVICES IN THE AMOUNT OF $155,100 (P.W. 700-1)

K. ADOPTING THE CITY'S LOCAL HAZARD MITIGATION PLAN (LHMP)

On motion by Councilmember Freitas, seconded by Councilmember Rocha, the City Council unanimously approved the Council Consent Calendar with the exception of Item K, which was removed for further discussion.

Item K – At the request of Acting City Manager Cortez , t he City Council moved Consent Calendar Item K to the June 9, 2026 City Council meeting.

PUBLIC HEARING / CITY OF ANTIOCH COUNCIL MEMBERS ACTING AS HOUSING

SUCCESSOR TO THE ANTIOCH DEVELOPMENT AGENCY

6. PUBLIC HEARING TO REVIEW THE FISCAL YEAR 2026 -27 CITY OF ANTIOCH

ACTION PLAN FOR EXPENDING FEDERAL COMMUNITY DEVELOPMENT BLOCK GRANT (“CDBG”), STATE PERMANENT LOCAL HOUSING ALLOCATION ("PLHA") AND LOCAL HOUSING SUCCESSOR (“HS”) FUNDING, AND SUBSTANTIAL AMENDMENT TO THE FISCAL YEAR 2025 -26 ACTION PLAN (Continued from May 12, 2026, Council Meeting)

Director of Public Safety and Community Resources Cabral introduced Public Hearing Item #6 and clarified in accepting the resolution she mistakenly left out the FY 2026 -2027 Action Plan Funding Recommendations 5/26/26 (Attachment C) so the resolution would be amended to include Attachment C.

Housing Manager Villalta presented the staff report dated May 26, 2026 and the Consolidated Plan Priority Goals PowerPoint presentation recommending the City Council take the following actions: 1) Consider the recommendations to adopt a Substantial Amendment to the Fiscal Year 2025- 2026 Annual Action Plan in the amount of $200,000 in CDBG residual funds for housing rehabilitation to meet current need and compensate for the Department of Energy (“DOE”) grant that was approved but not executed by DOE staff d ue to layoffs. 2) Consider the recommendations for funding community grants with CDBG and PLHA funds and Adopt the resolution approving the Fiscal Year 2026 -2027 Annual Action Plan and authorize the Acting City Manager or designee to sign necessary documents and agreements for approved funding. 3) Consider the recommendations for funding community grants with Housing Successor funds and Adopt the resolution approving Housing Successor funding for homeless services, affordable housing, and administration as outlined in the Fiscal Year 2026 -2027 Annual Action Plan and authorize the Acting City Manager or designee to sign necessary documents and agreements for approved funding.

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Mayor Bernal opened the public hearing.

Matthew Hulse, Contra Costa S enior Legal Services, gave an overview of their services and expressed gratitude for the city’s support.

Councilmember Freitas reported he had received a phone call from Debbie Toth, President and CEO of Choice in Aging/Bedford Center, who stated she was unable to attend this evening’s Council meeting and extended her appreciation to the CDBG Standing Committee for their recommendations.

Andrew Becker discussed his efforts to advocate for CDBG funding for Homekey. He inquired whether the city was diverting Housing Successor funds to provide a grant to a developer or if the funds were being given as a loan, and he suggested that this item be held over so the City could discuss this matter further with the developer.

Councilmember Rocha discussed the process undertaken by the CDBG Standing Committee to develop their funding recommendations.

Mayor Bernal closed the public hearing.

Housing Consultant House explained that she was not involved in the Homekey process other than exploring the use of CDBG and Housing Successor funds. Regarding the use of CDBG funds, she identified challenges and for the Housing Successor funds, she outlined a pathway to proceed, and she reported that there was a decision made to use Housing Successor funds.

She added that the terms of the loan documents would be at the discretion of the City Manager.

In response to Councilmember Torres-Walker, Acting City Manager Cortez stated she would consult with the developer to determine the status of the CSH Mahogany Way project. Ms. House confirmed that the Housing Successor could allocate the money as a loan or grant.

Councilmember Freitas clarified that the action before the Council was to approve the 2026 -27 City of Antioch Action Plan. Subsequently, staff would negotiate the terms and conditions with the developer for the utilization of the Housing Successor Funds and p ending successful negotiations, the project would proceed.

RESOLUTION NO. 2026/075
RESOLUTION NO. 2026/076

On motion by Councilmember Freitas, seconded by Councilmember Rocha the City Council unanimously 1) Considered the recommendations to adopt a Substantial Amendment to the Fiscal Year 2025- 2026 Annual Action Plan in the amount of $200,000 in CDBG residual funds for housing rehabilitation to meet current need and compensate for the Department of Energy (“DOE”) grant that was approved but not executed by DOE staff due to layoffs. 2) Consider ed the recommendations for funding community grants with CDBG and PLHA funds and Adopt ed the resolution approving the Fiscal Year 2026-2027 Annual Action Plan and authorize the Acting City Manager or designee to sign necessary documents and agreements for approved funding.

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3) Considered the recommendations for funding community grants with Housing Successor funds and Adopted the resolution approving Housing Successor funding for homeless services, affordable housing, and administration as outlined in the Fiscal Year 2026 -2027 Annual Action Plan and authorize the Acting City Manager or designee to sign necessary documents and agreements for approved funding.

7. PROPOSED UPDATES TO THE MASTER FEE SCHEDULE

Finance Director Merchant introduced Priti Patel who presented a PowerPoint presentation and Finance Director Merchant presented the staff report dated May 26, 2026, recommending the City Council adopt a resolution updating and approving the Fiscal Year 2026 -27 Master Fee Schedule and accepting the User Fee Study.

Mayor Bernal opened and closed the public hearing with no members of the public requesting to speak.

RESOLUTION NO. 2026/077

On motion by Councilmember Freitas, seconded by Councilmember Rocha, the City Council unanimously adopted a resolution updating and approving the Fiscal Year 2026-27 Master Fee Schedule and accepting the User Fee Study.

COUNCIL REGULAR AGENDA

8. TENTATIVE AGREEMENT BETWEEN THE CITY OF ANTIOCH AND THE TREATMENT PLANT EMPLOYEES’ ASSOCIATION FOR THE PERIOD OF OCTOBER 1, 2025 – SEPTEMBER 30, 2026

Acting Human Resources Manager Moreno-Coria presented the staff report dated May 26, 2026, recommending the City Council adopt a resolution approving the Tentative Agreement between the City of Antioch and the Treatment Plant Employees Association (TPEA).

RESOLUTION NO. 2026/078

On motion by Councilmember Rocha, seconded by Councilmember Wilson, the City Council unanimously adopted a resolution approving the Tentative Agreement between the City of Antioch and the Treatment Plant Employees Association (TPEA).

9. CANNABIS BUSINESS AND LAND USE OPERATIONAL GUIDELINES

MODIFICATIONS

Acting City Manager Cortez introduced Regular Agenda Item #9.

Acting Director of Community & Economic Development Scudero presented the staff report dated May 26, 2026, recommending the City Council adopt a resolution to approve the proposed modifications to the Cannabis Business and Land Use Operational Guidelines.

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RESOLUTION NO. 2026/079

On motion by Councilmember Freitas, seconded by Councilmember Rocha the City Council unanimously adopted a resolution to approve the proposed modifications to the Cannabis Business and Land Use Operational Guidelines.

10. CITY COUNCIL DISCUSSION ITEM: RENAMING OF THE PUBLIC SAFETY AND

COMMUNITY RESOURCES DEPARTMENT

Acting City Manager Cortez introduced Regular Agenda Item #10.

Director of Public Safety and Community Resources Cabral presented the staff report dated May 26, 2026, recommending the City Council discuss and provide direction to staff on approving the renaming of the Public Safety and Community Resources Department.

Councilmember Freitas thanked staff for the comprehensive staff report and suggested renaming the Public Safety and Community Resources Department the Community Services Department.

In response to Councilmember Freitas, Director of Public Safety and Community Resources Cabral clarified that the City would not be changing the classifications for the positions, just the actual names that would be taken to the labor unions.

On motion by Councilmember Freitas, seconded by Councilmember Rocha, the City C ouncil unanimously approved amending the ordinance and renaming the Public Safety and Community Resources Department to Community Services Department.

PUBLIC COMMENT

Andrew Becker expressed concern that Council had not called for public comment on Agenda Item #10 and noted he had an opinion on the name and process for changing the name of the Public Safety and Community Resources Department.

STAFF COMMUNICATIONS - None

COUNCIL COMMUNICATIONS AND FUTURE AGENDA ITEMS

Councilmember Torres-Walker discussed the importance of calling for public comments prior to Council discussion and responding to the public’s questions. She requested that staff follow up on the resident who had reported exorbitant fees for their garbage cans. Additionally, she asked that a Proclamation for Cruising be brought back to Council prior to June 21, 2026. She also requested a presentation on the Big Skills Program, a Healthy Homes presentation, and a resolution of support for the Healthy Homes development in Antioch.

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ADJOURNMENT

On motion by Councilmember Torres-Walker, seconded by Councilmember Wilson, the City Council unanimously adjourned the meeting at 10:50 P.M.

Respectfully submitted:

Kitty Eiden
KITTY EIDEN, Minutes Clerk

CITY COUNCIL MEETING

INCLUDING THE ANTIOCH CITY COUNCIL

ACTING AS HOUSING SUCCESSOR

TO THE ANTIOCH DEVELOPMENT AGENCY

Special/Regular Meeting June 9, 2026
5:30 P.M. Council Chambers

4:00 P.M. - CLOSED SESSION

Mayor Bernal called the Closed Session to order at 4:00 P.M., and City Clerk Mandy called the roll.

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

Absent: Council Member District 2 Rocha

PLEDGE OF ALLEGIANCE

Mayor Bernal led the Pledge of Allegiance.

1. CONFERENCE WITH LABOR NEGOTIATORS – pursuant to California Government Code section 54957.6; City designated representatives: Jason Ewert and Ana Cortez, Acting City Manager; Employee organizations: Management Unit, Treatment Plant Employees’ Association, Operating Engineers Local Union No. 3 , Confidential Unit, Antioch Police Officers Association, and Antioch Police Sworn Management Association.

2. PUBLIC EMPLOYEE PERFORMANCE EVALUATION – Pursuant to Government Code Sections 54957(b)(1) and 54954.5(e). Position to be Reviewed: City Attorney.

3. CONFERENCE WITH LEGAL COUNSEL – Significant exposure to litigation pursuant to California Government Code Section 54956.9(e)(3): (Number of potential cases: 1).

Receipt of a written communication threatening litigation related to April 14, 2026, TEFRA hearing for the Hillcrest Summit Project, which is attached for public inspection.

PUBLIC COMMENTS

Leslie May and Krystle Law Brooks discussed Closed Session Item #3, which pertain ed to a Conference with Legal Counsel, in support of the city’s approval of the Hillcrest Summit project.

An anonymous speaker discussed Closed Session Item #2, which pertained to a Public Employee Performance Evaluation, requesting the recently hired City Attorney represent the City in legal proceedings.

ADJOURN TO CLOSED SESSION

Mayor Bernal adjourned to Closed Session at 4:13 P.M.

D
06-23-26

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5:30 P.M. - SPECIAL MEETING/BUDGET STUDY SESSION

Mayor Bernal called the Special Meeting to order at 5:49 P.M., and City Clerk Mandy called the roll.

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

Absent: Council Member District 2 Rocha

PLEDGE OF ALLEGIANCE

Mayor Bernal led the Pledge of Allegiance.

BUDGET STUDY SESSION

SM-1. FISCAL YEAR 2026-27 BUDGET DEVELOPMENT

Acting City Manager Cortez introduced SM -1. She recognized staff and Council for working collaboratively to reduce the budget deficit.

Finance Director Merchant presented the staff report dated June 9, 2026, recommending the City Council provide feedback and direction regarding the budget development information provided for the Fiscal Year 2026-27 budget.

Leslie May expressed concern regarding potential budget reductions for youth services, the Angelo Quinto Crisis Response Team (AQCRT), Antioch Animal Services and Antioch Police Oversight Commission (APOC).

Krystle Law Brooks expressed concern regarding potential budget reductions for the AQCRT.

Erika Raulston and Ms. Taylor expressed concern for potential budget reductions for Antioch youth services.

Discussion ensued regarding the public art fund as well as the Purchasing Officer and second position related to purchasing, with Council reaching a consensus to postpone these items and bring them back for further consideration during the Fiscal Year 2027 -28 budget review scheduled for August.

Councilmember Freitas emphasized the importance of Economic Development and recommended that Acting City Manager Cortez develop and present an Economic Development plan of action to generate revenue for future programming.

Finance Director Merchant clarified for the public that there were no direct reductions in youth programming.

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Councilmember Torres-Walker thanked the public speakers and congratulated Director of Public Safety and Community Resources Cabral and her staff for bringing in state and federal dollars to fund youth programs.

In response to Councilmember Torres-Walker, Finance Director Merchant responded to inquiries regarding the Revenue Sources - Measure W 1% Sales Tax, Taxes, as well as the APOC budget.

In response to Councilmember Wilson, Chief Vigil discussed the positive impacts of the AQCRT.

In response to Councilmember Freitas, Acting City Manager Cortez stated she would review the Media/Public Information expenses to determine if there were any pending invoices.

Director of Public Safety and Community Resources Cabral reported the proposed expenditure for the AQCRT was approximately $80k per month, and the general fund would be contributing $408k for reduced hours for January - June 30, 2027. She confirmed that programming for youth services would remain the same for this fiscal year. She mentioned that she was expecting to receive more grant funds for these programs.

Mayor Bernal recognized staff and the Council for their efforts to reduce the budget deficit.

MOTION TO ADJOURN SPECIAL MEETING/BUDGET STUDY SESSION

Mayor Bernal adjourned the Special meeting at 6:39 P.M.

7:00 P.M. REGULAR MEETING

Mayor Bernal called the meeting to order at 7:00 P.M., and City Clerk Mandy called the roll.

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

PLEDGE OF ALLEGIANCE

Mayor Bernal led the Pledge of Allegiance.

CITY ATTORNEY TO REPORT OUT ON CLOSED SESSION

City Attorney Asuncion reported the City Council had been in Closed Session and gave the following report: #1 CONFERENCE WITH LABOR NEGOTIATORS, direction given to staff, #2 PUBLIC EMPLOYEE PERFORMANCE EVALUATION, no reportable action ; and, #3 CONFERENCE WITH LEGAL COUNSEL, direction given to staff.

Councilmember Freitas suggested the City Council consider the Proclamations earlier in the meeting since during the last meeting they were not heard until 10:00 P.M.

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ON MOTION BY COUNCILMEMBER FREITAS, SECONDED BY COUNCILMEMBER

WILSON, THE CITY COUNCIL MEMBERS PRESENT UNANIMOUSLY SUSPENDED THE RULES AND MOVED PROCLAMATIONS AS THE NEXT ORDER OF BUSINESS.

1. PROCLAMATIONS

• Proclamation for California Lowrider Day June 21, 2026 • Proclamation Commemorating Juneteenth 2026

On motion by Councilmember Wilson, seconded by Councilmember Torres -Walker the City Council members present unanimously approved the Proclamations.

Carlos “Tacos” Aguilar and Michael Solorzano Sr. , thanked the City Council and accepted the Proclamation for California Lowrider Day June 21, 2026. They announced California Lowrider Day would take place from 12:00 P.M. – 5:00 P.M. on June 21, 2026, downtown Antioch.

Mayor Bernal thanked Mr. Aguilar and Councilmember Torres -Walker for bringing this proclamation forward.

Dr. Kimberly Payton, NAACP, Gigi Crowder and Brother Mohammad, Making Moves, accepted and thanked the City Council for the Proclamation Commemorating Juneteenth 2026 . They announced Contra Costa Cares - Careers in One Year event would take place from 9:00 A.M.– 3:00 P.M. on August 22, 2026, at Antioch High School and an event honoring Councilmember Torres-Walker and Eugene Jackson at the Hub on June 19, 2026.

Mayor Bernal declared a recess at 7:23 P.M. The meeting reconvened at 7:30 P.M. all Councilmembers present with the exception of Councilmember Rocha who was previously reported as absent.

PUBLIC COMMENTS

Krystle Law Brooks acknowledged Councilmembers Torres-Walker and Wilson’s advocacy for residents in District 1. She reiterated previous concerns related to the appointment of an APOC Commissioner.

Nicole Martinez, EBARR, spoke in opposition to the City’s attempt to merge Antioch Animal Services with the Contra Costa County’s Animal Shelter. On behalf of Save Our Shelters Antioch Animals Matter, she stated they appreciated the County reporting that no formal proposal existed for the County to assume operations of Antioch Animal Services.

Kathy Cabrera , K911, expressed support for maintaining a locally operated Antioch Animal Services dep artment with sufficient staffing and resources. She urged that any proposed changes to services outlined in Measure A which established Antioch Animal Services be discussed transparently with the community.

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Leslie May expressed concern regarding an elected official meeting with a former Chief of Police and the decision to place the City Manager on administrative leave.

Michele Kuslits, President of Antioch Friends of Animal Services, stated that they appreciated the County reporting that no formal proposal existed for the County to assume operations of Antioch Animal Services . She emphasized their commitment to advocating for the welfare of animals, supporting transparency in public decision -making, and working with stakeholders to ensure the best future for Antioch Animal Services and the intent of Measure A. She encouraged city leadership to issue a public statement on the future of Antioch Animal Services.

Miguel Mendoza thanked Acting City Manager Cortez for working on his Code Enforcement issues. He discussed inequitable enforcement of the City’s Municipal Code and requested the issue be investigated and corrected.

Paul Lamark discussed inequitable enforcement of the City’s Municipal Code by Code Enforcement and requested the issue be investigated and corrected. He submitted a photo to the City Clerk.

Ron Mohammad discussed the impact of Homekey on home ownership in Antioch.

Gavin Payton, NAACP Youth, acknowledged individuals who lost their lives during incidents involving law enforcement and gun violence. He encouraged everyone to respect African American women.

Robert Collins discussed the loss of her son after a mental health crisis. He thanked the City Council for approving body cameras for Antioch Police Department (APD) and establishing the Angelo AQCRT. He requested the City Council maintain the current hours for the AQCRT.

Erica Sheranko urged the City to initiate Code Enforcement actions on vacant businesses.

Andrew Becker questioned why the City was not pursuing the Homekey project and noted the next steps would be litigation.

Dr. Kimberly Payton, East County NAACP, urged the City Council to develop solutions to address the budget shortfall and maintain current programming.

Cassandra Quinto-Collins discussed the loss of her son after a police encounter and requested the City maintain the current hours for the AQCRT.

Mayor Bernal declared a recess at 8:10 P.M. The meeting reconvened at 8:26 P.M. with all Councilmembers present with the exception of Councilmember Rocha who was previously reported as absent and Councilmember Torres-Walker.

Councilmember Torres-Walker arrived at 8:27 P.M.

2. ANNOUNCEMENTS OF CIVIC AND COMMUNITY EVENTS

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Director of Parks and Recreation Wright announced the following civic and community events.

➢ Juneteenth – A Freedom Celebration: June 19, 2026, at Williamson Ranch Park ➢ 4th of July Celebration: July 4, 2026

Acting Director of Community & Economic Development Scudero announced the following civic and community event.

➢ General Plan Visioning Workshop Announcement, June 30, 2026, and July 7, 2026, at the Antioch Community Center

Gavin Payton announced the following civic and community event.

➢ Youth Council Garage Sale, June 13, 2026, in Pittsburg

Andrew Becker discussed limited parking at the Juneteenth event and recommended parking enforcement be present to assist with traffic management.

3. ANNOUNCEMENTS OF BOARD AND COMMISSION OPENINGS

City Clerk Mandy announced the following Board and Commission openings.

➢ Sales Tax Citizens’ Oversight Committee

Councilmember Freitas commented that the City had advertised the Sales Tax Citizens’ Oversight Committee vacancies multiple times with no interest and suggested the City Attorney’s office explore options for the City Council.

PRESENTATIONS

Acting City Manager Cortez introduced the 2026 Second Quarter – Antioch Police Chief’s Presentation.

Chief Vigil gave the Antioch Police Department 2nd Quarter Update PowerPoint presentation.

Leslie May questioned if APD was working with agencies that support prevention and recovery from sexual assaults.

Frank Sterling thanked Chief Vigil for the report, requested an update on the impacts of the AQCRT and spoke in support of fully funding those services.

An anonymous speaker thanked Chief Vigil for the report and requested an update on traffic enforcement.

Chief Vigil gave an update of leadership training, traffic enforcement and the Sycamore Substation.

ANTIOCH CITY COUNCIL
Special/Regular Meeting
June 9, 2026 Page 7 of 14

Councilmember Torres-Walker thanked Chief Vigil for his presentation and professionalism, as well as Supervisors Burgis and Scales -Preston, Chief Vigil, and Director Cabral for supporting the Sycamore Substation. She also acknowledged stakeholders advocating for non -violence policing.

Mayor Bernal thanked Chief Vigil and APD for their professionalism.

2026 Second Quarter – United States Department of Justice Settlement Agreement Update Presentation

Policing Consultant Sappal provided the APD MOA Compliance Progress report and an update on the Allen Agreement.

Policing Consultant Sappal, Acting City Manager Cortez and Director of Public Safety and Community Resources Cabral responded to inquiries from the Council regarding the presentation.

Councilmember Torres -Walker thanked Policing Consultant Sappal, staff, and APD for their ongoing efforts to bring the City into compliance.

Policing Consultant Sappal announced the City Attorney’s office would be providing an update on AB 847 at the joint APOC/City Council meeting.

Councilmember Torres-Walker recommended that the City Council review AB 847. She reported that the APOC had requested expanded authority and had expressed concerns that their recommendations were not being adequately considered by the Council.

Melissa Case commented that the APOC community outreach was successful. She encouraged the City to develop a process for the APOC to follow up on community complaints. She also spoke in support of a recent appointment to the APOC.

Leslie May i nquired about any impacts resulting from City Manager Scott and the consultants leaving the City.

Policing Consultant Sappal responded that City Manager Scott and the consultants leaving had not impacted the agreement or the status of his work on the agreement.

Councilmember Torres -Walker explained that some of the skepticism from the community stemmed from the understanding that culture could not be changed overnight, and placing a timeline on it may cause concern. She stated she trusted Policing Consultant Sappal and Chief Vigil to do the work and looked forward to the next update and seeing more progress.

CITY COUNCIL COMMITTEE REPORTS/COMMUNICATIONS

Councilmember Torres-Walker reported on her attendance at the Cannabis Standing Committee meeting. She announced a City/School Standing Committee would be held on June 15, 2026,

ANTIOCH CITY COUNCIL
Special/Regular Meeting
June 9, 2026 Page 8 of 14

and the Green Empowerment Zone meeting would be held next month. She reported on her participation in the Peace Walk.

Councilmember Wilson reported on her attendance at the Delta Diablo meeting and announced that she would be attending another meeting on June 10, 2026.

Mayor Bernal reported on his attendance at the Mayor’s Conference and the Contra Costa Transportation Authority Administrative and Projects Committee meeting.

MAYOR’S COMMENTS

Mayor Bernal discussed the budget process, reporting that there ha d been no layoffs or furloughs, and efforts to pursue COLAs were ongoing. He emphasized that there ha d been no secret meetings and that the Council was committed to responsibly managing the city’s limited resources.

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

A. APPROVAL OF COUNCIL MEETING MINUTES FOR MAY 12, 2026

B. APPROVAL OF COUNCIL SPECIAL MEETING MINUTES FOR MAY 13, 2026

C. APPROVAL OF COUNCIL MEETING MINUTES FOR MAY 26, 2026

D. APPROVAL OF COUNCIL WARRANTS

E. APPROVAL OF HOUSING SUCCESSOR WARRANTS

F. REJECTION OF CLAIM: KAREENA HIGGS, MINOR W.J

G. RESOLUTION NO. 2026/080 APPROVING THE COOPERATIVE PURCHASING AGREEMENT BETWEEN THE CITY OF ANTIOCH AND INSIGHT INC. VIA THE

COUNTY OF RIVERSIDE COOPERATIVE PURCHASING PROGRAM FOR
MICROSOFT OFFICE 365 LICENSES IN AN AMOUNT NOT TO EXCEED $570,000 FOR THE PERIOD OF JUNE 1, 2026, TO MAY 31, 2029, AND AUTHORIZING THE

ACTING CITY MANAGER OR DESIGNEE TO EXECUTE THE AGREEMENT

H. RESOLUTION NO. 2026/08 1 CONSIDERATION OF BIDS FOR THE INSTALLATION OF PARK SIGNAGE (P.W. 679-3)

I. RESOLUTION NO. 2026/082 CONSIDERATION OF BIDS FOR THE RENOVATION OF CITY FACILITY AT 800 WEST SECOND STREET (P.W. 732)

J. RESOLUTION NO. 2026/08 3 CONSIDERATION OF A MULTI -YEAR SOLE SOURCE

SERVICE AGREEMENT WITH BAY ALARM COMPANY FOR ACCESS CONTROL,

ANTIOCH CITY COUNCIL
Special/Regular Meeting
June 9, 2026 Page 9 of 14

INTRUSION DETECTION, AND VIDEO MONITORING SERVICES AT VARIOUS

FACILITIES

K. RESOLUTION NO. 2026/084 AWARD OF A MAINTENANCE SERVICES AGREEMENT

TO AMERICAN PIPELINE SOLUTIONS FOR BRINE LINE PIGGING SERVICES IN THE AMOUNT OF $600,000 (P.W. 694-B)

L. RESOLUTION NO. 2026/085 AMENDMENT TO THE CONSTRUCTION AGREEMENT WITH ADAMS POOL SOLUTIONS IN THE AMOUNT OF $308,754 FOR THE PREWETT WATER PARK POOL RESURFACING PROJECT (P.W. 567-15)

M. RESOLUTION NO. 2026/08 6 ROAD MAINTENANCE AND REHABILITATION ACCOUNT (P.W. 707)

N. RESOLUTION NO. 2026/08 7 INCREASE TO THE PURCHASE ORDER WITH ANTIOCH BUILDING MATERIALS IN THE AMOUNT OF $100,000

O. RESOLUTION NO. 2026/088 CONSIDERATION OF AN AMENDED AND RESTATED CONTRA COSTA CLEAN WATER PROGRAM AGREEMENT (2026-2041)

P. RESOLUTION NO. 2026/0 89 CONSIDERATION OF A GROUP PROGRAM

INSPECTION AGREEMENT BETWEEN THE CITY OF ANTIOCH, DELTA DIABLO

AND THE CONTRA COSTA COUNTY FLOOD CONTROL AND WATER

CONSERVATION DISTRICT FOR PERMIT COMPLIANCE ASSISTANCE

Q. RESOLUTION NO. 2026/0 90 AND RESOLUTION NO. 2026/091 TO SUMMARILY

VACATE SURPLUS PORTIONS OF SANITARY SEWER EASEMENT AND

RESOLUTION APPROVING PUBLIC EASEMENT AGREEMENT FOR THE TUSCANY

MEADOWS UNIT II PROJECT

R. RESOLUTION NO. 2026/0 92 APPROVING STORMWATER MANAGEMENT

FACILITIES OPERATION AND MAINTENANCE AGREEMENT FOR THE LAUREL

RANCH TOWNHOMES PROJECT

S. RESOLUTION NO. 2026/0 93 ADOPTING THE CONTRA COSTA COUNTY

HOMELESS ENCAMPMENT ACTION PROTOCOL AND AUTHORIZING

PARTICIPATION IN THE COUNTYWIDE COORDINATED ENCAMPMENT

RESPONSE FRAMEWORK

T. RESOLUTION ADOPTING THE STATEMENT OF INVESTMENT POLICY

On motion by Councilmember Wilson , seconded by Councilmember Torres -Walker, the City Council members present unanimously approved the Council Consent Calendar with the exception of Items I, L and T, which were removed for further discussion.

ANTIOCH CITY COUNCIL
Special/Regular Meeting
June 9, 2026 Page 10 of 14

Item I – Leslie May spoke in support of using 800 West 2nd Street for the Community Resources Department.

Public Works Director/City Engineer Buenting presented the staff report dated June 9, 2026, and reviewed the bid process for the project.

On motion by Councilmember Freitas, seconded by Councilmember Torres -Walker, the City Council members present unanimously approved Consent Calendar Item I.

Item L - Andrew Becker expressed opposition to additional funding being allocated for the Waterpark until a comprehensive report was publicly available.

Jonny Truzuto raised concerns about the Waterpark's condition and opposed allocating additional funds for its repairs.

On motion by Councilmember Freitas, seconded by Councilmember Wilson the City Council members present unanimously approved Consent Calendar Item L.

Item T – Acting City Manager Cortez introduced Consent Calendar Item T.

Akbar Hashimi, Kasey H., Chappy D., Grace A., Aila F., Matthias, Justine W., Katherine H., Ahmad D., Dawny’all Heydari, DSA – East Bay, Frank Sterling, Tim Drew, East Bay Democratic Socialists, Congher Schomberg, Rosa Norton, DSA and Tim Woods opposed the City holding investments in Lockheed Martin, Chevron, and Caterpillar bonds and encouraged the Council to establish an ethical investment policy.

Councilmember Torres-Walker and Wilson thanked everyone for their comments and spoke in support of the City establishing an ethical investment policy.

Councilmember Freitas explained that, due to legal considerations, he felt approving the existing policy this evening was appropriate. He recommended that the City Treasurer and PFM meet with public commenters, discuss potential amendments, and subsequently provide recommendations to the City Council on the City’s Investment Policy.

Councilmember Torres-Walker commented that she did not support moving forward with this item until those conversations occurred.

A motion by Councilmember Freitas, seconded by Mayor Bernal to approve Consent Calendar item T.

Councilmember Freitas and Torres -Walker suggested the investment policy discussion take place at a future Council meeting.

In response to Council, City Attorney Asuncion stated if the current resolution were approved this evening, it could be amended with exclusions or additions at a future meeting.

ANTIOCH CITY COUNCIL
Special/Regular Meeting
June 9, 2026 Page 11 of 14

A vote taken on the previous motion failed by the following vote:

Ayes: Freitas, Bernal Noes: Torres-Walker, Wilson Absent: Rocha

City Attorney Asuncion stated she would provide Council with the legal implications of not approving the Investment Policy prior to the new fiscal year.

On motion by Councilmember Freitas, seconded by Mayor Bernal, the City Council members present unanimously extended the meeting to 12:00 A.M.

Mayor Bernal declared a recess at 11:06 P.M. The meeting reconvened at 11:10 P.M. with all Councilmembers present with the exception of Councilmember Rocha who was previously reported as absent.

PUBLIC HEARING

6. CONSIDERATION OF THE PROPOSED SEWER RATES IN THE SEWER RATE STUDY LISTED IN THE PROPOSITION 218 PUBLIC HEARING NOTICE (P.W. 362-9)

Acting City Manager Cortez introduced Public Hearing Item #6.

Public Works Director/City Engineer Buenting introduced Tommy Pavletic, Pavletic Consulting LLC, who presented the staff report dated June 9, 2026 recommending the City Council adopt the resolution: 1) Approving the findings and the “Sewer Rates Study” from Pavletic Consulting LLC dated March 2026; 2) Approving the sewer rate schedule effective July 1, 2026; 3) Amending the Master Fee Schedule to include the updated sewer rates.

Mayor Bernal opened the public hearing.

Melissa Case spoke in opposition to the proposed sewer rate increases.

Mayor Bernal closed the public hearing.

Acting City Manager Cortez verified that the City had received five (5) written protests.

RESOLUTION NO. 2026/094

On motion by Councilmember Freitas, seconded by Councilmember Wilson, the City Council members present adopted the resolution: 1) Approving the findings and the “Sewer Rates Study” from Pavletic Consulting LLC dated March 2026; 2) Approving the sewer rate schedule effective July 1, 2026; 3) Amending the Master Fee Schedule to include the updated sewer rates.

7. PRESENTATION ON VACANCY RATES AND RECRUITMENT AND RETENTION EFFORTS, PURSUANT TO CALIFORNIA ASSEMBLY BILL 2561 (AB 2561)

Acting City Manager Cortez introduced Public Hearing Item #7.

ANTIOCH CITY COUNCIL
Special/Regular Meeting
June 9, 2026 Page 12 of 14

Acting Human Resources Manager Moreno -Coria presented the staff report and PowerPoint presentation dated June 9, 2026, recommending the City Council receive the presentation on the City’s vacancy rates, recruitment efforts, and employee retention strategies, as required by Assembly Bill 2561.

Mayor Bernal opened the public hearing.

Melissa Case inquired whether Acting and Interim employees are included in vacancy rates and why the Interim Shelter Manager was not formally appointed after serving in the role for several years. Additionally, she suggested the Council consider revising the pension pl an for new employees as a budgetary measure.

Mayor Bernal closed the public hearing.

On motion by Councilmember Torres -Walker, seconded by Councilmember Wilson the City Council members present unanimously received the presentation on the City’s vacancy rates, recruitment efforts, and employee retention strategies, as required by Assembly Bill 2561.

COUNCIL REGULAR AGENDA

8. APPROVAL AND ADOPTION OF THE PROPOSED FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM 2026-2031 (P.W. 150-26)

Acting City Manager Cortez introduced Regular Agenda Item #8.

Public Works Director/City Engineer Buenting presented the staff report dated June 9, 2026, recommending the City Council adopt a resolution approving and adopting the Five-Year Capital Improvement Program 2026-2031 and authorizing the Acting City Manager or designee to carry over and re -appropriate all remaining Fiscal Year 2025/26 Capital Improvement Program budgets to the Fiscal Year 2026/27 Operating Budget.

RESOLUTION NO. 2026/095

On motion by Councilmember Torres -Walker, seconded by Councilmember Wilson , the City Council members present unanimously adopted a resolution approving and adopting the Five - Year Capital Improvement Program 2026 -2031 and authorizing the Acting City Manager or designee to carry over and re -appropriate all remaining Fiscal Year 2025/26 Capital Improvement Program budgets to the Fiscal Year 2026/27 Operating Budget.

9. RESOLUTION APPROVING THE CONSOLIDATED ENGINEER’S REPORT AND DECLARING THE CITY’S INTENTION TO LEVY AND COLLECT ASSESSMENTS FOR

THE HILLCREST, CITYWIDE, DOWNTOWN, ALMONDRIDGE, LONE TREE, AND

EAST LONE TREE STREET LIGHT AND LANDSCAPE MAINTENANCE DISTRICTS, AND SETTING A PUBLIC HEARING (P.W. 500)

Acting City Manager Cortez introduced Regular Agenda Item #9.

ANTIOCH CITY COUNCIL
Special/Regular Meeting
June 9, 2026 Page 13 of 14

Public Works Director/City Engineer Buenting introduced Brian Brown, Clear Source Financial, who presented the staff report dated June 9, 2026 recommending the City Council adopt the resolution: 1) Approving the Consolidated Engineer’s Report; 2) Declaring the City’s intention to levy and collect assessments for the Hillcrest, Citywide, Downtown, Almondridge, Lone Tree, and East Lone Tree Street Light and Landscape Maintenance Districts; 3) Setting July 28, 2026, as the date for the Public Hearing; and 4) Authorizing the Acting City Manager to take any and all necessary and appropriate actions to carry out the purpose and intent of the resolution.

Mayor Bernal requested that staff provide the City Council with a fund balance projection for the July 28, 2026, Public Hearing regarding this item.

RESOLUTION NO. 2026/096

On motion by Councilmember Torres -Walker, seconded by Councilmember Wilson , the City Council members present unanimously adopted the resolution: 1) Approving the Consolidated Engineer’s Report; 2) Declaring the City’s intention to levy and collect assessments for the Hillcrest, Citywide, Downtown, Almondridge, Lone Tree, and East Lone Tree Street Light and Landscape Maintenance Districts; 3) Setting July 28, 2026, as the date for the Public Hearing; and 4) Authorizing the Acting City Manager to take any and all necessary and appropriate actions to carry out the purpose and intent of the resolution.

10. RESOLUTION ADOPTING THE CITY'S LOCAL HAZARD MITIGATION PLAN (LHMP)

Acting City Manager Cortez introduced Regular Agenda Item #10.

Chief Vigil presented the staff report dated June 9, 2026, recommending the City Council adopt a resolution approving the City’s Local Hazard Mitigation Plan.

RESOLUTION NO. 2026/097

On motion by Councilmember Torres -Walker, seconded by Councilmember Wilson , the City Council members present unanimously adopted a resolution approving the City’s Local Hazard Mitigation Plan.

PUBLIC COMMENT

Melissa Case expressed concern that the City ha d not signed the agreement with Comfort Inn due to the foreclosure process . She noted that the seller still own ed the property and most banks would not foreclose if an offer was made. She also voiced disappointment that the City had not renewed the contract with consultant David Storer and criticized the lack of professionalism during the General Plan Advisory Committee ( GPAC) meeting. She reported that she had submitted a public records request and there had been ongoing discussions between City representatives and the County regarding shelter operations.

An unidentified speaker read the letter he submitted to the District Attorney regarding his concerns related to potential Brown Act violations.

ANTIOCH CITY COUNCIL
Special/Regular Meeting
June 9, 2026 Page 14 of 14

STAFF COMMUNICATIONS - None

COUNCIL COMMUNICATIONS AND FUTURE AGENDA ITEMS

Councilmember Freitas requested the reconsideration of Antioch’s involvement in the Homekey Project be placed on the June 23, 2026, for action.

ADJOURNMENT

On motion by Councilmember Wilson, seconded by Councilmember Torres-Walker the City Council unanimously adjourned the meeting at 11:56 P.M.

Respectfully submitted:

Kitty Eiden
KITTY EIDEN, Minutes Clerk

E
06-23-26

STAFF REPORT TO THE CITY COUNCIL
DATE:

TO:

SUBMITTED BY:

SUBJECT: Special Joint Meeting Minutes of the City Council and Antioch Police Oversight Commission for June 15, 2026

RECOMMENDED ACTION
It is recommended that the City Council continue the Special Joint Meeting Minutes of the City Council and Antioch Police Oversight Commission for June 15, 2026, to the next meeting.

FISCAL IMPACT
None

DISCUSSION
N/A

ATTACHMENT
None.

Regular Meeting of June 23, 2026
Honorable Mayor and Members of the City Council
Christina Garcia, CMC, Assistant City ClerkCg
100 General Fund
Non departmental
00425601 AFLAC PAYROLL 8,636.32
00425644 FIRE RISK MANAGEMENT SERVICES PAYROLL 52,656. 48 00425724 COLONIAL LIFE PAYROLL 2,184.92
00425730 COPWARE INC SITE LICENSES 3,200.00
00425762 IPERMIT REFUND CBSC FEE 1.68
00425768 LIFE INSURANCE CO OF NO AMERICA PAYROLL 5,170 .32 00425782 PARS PAYROLL 6,475.82
00425796 STATE OF CALIFORNIA PAYROLL 383.18
00425797 STATE OF CALIFORNIA PAYROLL 334.81
00954979 NATIONWIDE RETIREMENT SOLUTIONS PAYROLL 46,12 1.09 00954982 RANEY PLANNING & MANAGEMENT INC CONSULTING S ERVICES 14,920.22 00954995 NATIONWIDE RETIREMENT SOLUTION PAYROLL 35,862 .82 City Attorney
00425619 BURKE WILLIAMS & SORENSEN LLP LEGAL SERVICES RENDERED 8,211.00 00425648 JACKSON LEWIS PC LEGAL SERVICES RENDERED 16,6 94.01 00425754 HANSON BRIDGETT LLP LEGAL SERVICES RENDERED 1 ,155.00 00954947 BEST BEST & KRIEGER LLP LEGAL SERVICES RENDE RED 115.44 00954969 COLANTUONO HIGHSMITH & WHATLEY PC LEGAL SERV ICES RENDERED 2,298.10 City Manager
00425639 EAST BAY LEADERSHIP COUNCIL PUBLIC AGENCY ME MBERSHIP 2,500.00 00425695 VERIZON WIRELESS DATA USAGE 41.85
00425780 OFFICE DEPOT INC OFFICE SUPPLIES 2,684.58
00425805 VERIZON WIRELESS DATA USAGE 145.36
00954962 10JUMPS INC CITY WIDE TECH REVIEW 34,291.34
00954988 TOWNSEND PUBLIC AFFAIRS INC CONSULTANT SERVI CES 25,000.00 00954992 WBA CONSULTING & INVESTIGATIONS LLC CONSULTI NG SERVICES 32,587.50 00954994 ZELENKA, KELLY CONSULTING SERVICES 10,208.34
City Clerk
00425641 EIDEN, KITTY J MINUTES 4,612.50
00954967 CARTER, RONN AUDIO & VISUAL SVCS 1,798.00
City Treasurer
00425603 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 1 81.08 00425770 LOOMIS ARMORED LLC ARMORED CAR PICKUP 518.65
Human Resources
00425603 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 5 70.00 00425620 CALIF DEPARTMENT OF JUSTICE FINGERPRINTS APP S 1,862.00 00425666 NEOGOV NEOGOV SUBSCRIPTION 19,076.40
00425687 STERICYCLE INC CONSOLE (STANDARD) 272.07
00425757 HERNANDEZ, JOANNA PHOTOBOOTH 275.00
00425758 HIRERIGHT GIS INTERMEDIATE CORP INC BACKGROU ND SCREENING SVCS 552.07 In accordance with Antioch Municipal Code §3-2.01 regarding Warrants, the issued checks in this report have been certified by the Finance Director to be in conformance with the City's approved budget and are being presented to City Council for ratification and approval.

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 29 - JUNE 11, 2026
FUND/CHECK #
Finance Accounting
Prepared by: L. Reyes
6/11/2026 June 23, 2026 Page 1

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 29 - JUNE 11, 2026
FUND/CHECK #
Finance Operations
00425802 UBEO WEST LLC EQUIPMENT 817.64
Non Departmental
00425662 METZ ENTERTAINMENT GROUP LLC JULY 4TH EVENT- DEPOSIT 6,250.00 00425673 RAMBAR INC JUMPERS FOR 4TH OF JULY 2,781.00
00425778 MUNICIPAL POOLING AUTHORITY PAYROLL 50,054.63
00425807 WALKER, SHEYLA JUNETEENTH HORSE RIDES 5,000.0 0 00954945 ALLIANT INSURANCE SERVICES EARTHQUAKE INSURA NCE 75,682.53 Public Works Administration
00425603 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 3 4.86 00425763 ISINGS CULLIGAN WATER CONDITIONING WATER DEL IVERY SERVICE 11.70 00425780 OFFICE DEPOT INC OFFICE SUPPLIES 42.32
Public Works Street Maintenance
00425603 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 1 52.61 00425646 HAWTHORN VENTURES LLC UNIFORMS 404.43
00425683 SHARJO LLC ABATEMENT SVCS-LABOR 3,306.29
00425688 SUBURBAN PROPANE PROPANE 677.22
00425756 HAWTHORN VENTURES LLC SAFETY SHOES-ZESATI, S 414.03 00425779 OCCUPATIONAL HEALTH CENTERS OF CA PRE-EMPLO YMENT MEDICAL 1,911.00 00425788 ROYAL BRASS INC SUPPLIES 173.13
00425790 SHARJO LLC ABATEMENT SVCS-MATERIALS 21,082.93
00425805 VERIZON WIRELESS DATA USAGE 40.44
00954986 SHERWIN WILLIAMS CO INC SUPPLIES 117.43
Public Works-Signal/Street Lights
00425628 CONTRA COSTA COUNTY TRAFFIC SIGNAL MAINTENAN CE 39,824.83 00425669 PACIFIC GAS & ELECTRIC CO ELECTRIC 735.84
00425686 STATE OF CALIFORNIA TRAFFIC SIGNAL MAINTENAN CE 7,070.12 00425736 DC ELECTRIC GROUP INC ELECTRICAL SERVICES 4,7 28.65 00425781 PACIFIC GAS & ELECTRIC CO ELECTRIC 675.87
Public Works-Facilities Maintenance
00425603 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 1 52.61 00425610 BAY ALARM CO JAN MAINTENANCE 3,495.56
00425647 HONEYWELL INTERNATIONAL INC CH COMPRESSOR RE PAIR 6,492.06 00425655 M & L OVERHEAD DOORS GATE INSTALL 9,355.61
00425674 REAL PROTECTION INC. FIRE PANEL INSPECTION 1, 731.59 00425741 DREAM RIDE ELEVATOR SERVICE CALL 1,223.25
00425751 FDL CONCRETE WORKS INC CORE BASE INSTALL 825. 00 00425771 MAINTAINX INC PREMIUM PLAN 2,352.00
00425772 MARK PETERSEN CORP PLUMBING SERVICES 175.00
00425787 ROBINS LOCK & KEY LOCKSMITH SERVICES 250.00
00425805 VERIZON WIRELESS DATA USAGE 104.92
00954950
CONSOLIDATED ELECTRICAL DISTRIBUTORS ELECTRICAL SUPPLIES 313.97 00954966 BAY CITIES PYROTECTOR QUARTERLY INSPECTION 2, 060.00 00954989 ULINE INC SUPPLIES 434.90
00954990 UNLIMITED GRAPHIC & SIGN NETWORK DECALS 2,292.62 Public Works-Parks Maint
00425603 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 2 80.19 00425781 PACIFIC GAS & ELECTRIC CO ELECTRIC 25.08
Finance Accounting
Prepared by: L. Reyes
6/11/2026 June 23, 2026 Page 2

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 29 - JUNE 11, 2026
FUND/CHECK #
Public Works-Median/General Land
00425634 DC ELECTRIC GROUP INC ELECTRICAL SERVICES 3,0 20.75 00425685 SOILAND CO INC BARK 2,182.23
00425691 TERRACARE ASSOCIATES MONTHLY MAINTENANCE 25,5 13.84 00954957 SITEONE LANDSCAPE SUPPLY HOLDING LLC IRRIGATION PARTS 1,266.02 Police Administration
00301609 SHERIDAN, JENNIFER SWEARING IN CEREMONY 165.0 0 00425603 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 4 ,569.46 00425606 ARMSTRONG, KYLE ALEXANDER PER DIEM 430.00
00425608 AT & T MOBILITY CELL PHONES 14,280.24
00425613 BPS TACTICAL INC. VEST 3,957.10
00425621 CANON FINANCIAL SERVICES COPIER LEASE 89.10
00425623 CESAR, FRANCO D EXPENSE REIMBURSEMENT 207.57
00425624 CHALK, STEPHANIE A EXPENSE REIMBURSEMENT 115. 52 00425638 EAN SERVICES LLC SERVICE CHARGE 6.55
00425642 ESPINOZA, MARTINA REBECCA EXPENSE REIMBURSEM ENT 268.79 00425645 GOLDSBOROUGH, VERA A. 4 LIVESCANS 140.00
00425650 KELLEY, TEKARI TASHAY PER DIEM 258.00
00425651 KELLEY, TEKARI TASHAY PER DIEM 258.00
00425656 MALSOM, STACEY K EXPENSE REIMBURSEMENT 116.96
00425658 MARLOW, CATHIE PER DIEM 172.00
00425663 MILLER, STEVEN MICHAEL PER DIEM 860.00
00425667 OCCUPATIONAL HEALTH CENTERS OF CA PRE-EMPLO YMENT MEDICAL 3,634.00 00425679 RODRIGUEZ, GEMA TRAINING/PEER SUPPORT 650.00
00425681 SCHNEIDER, MICHAEL C EXPENSE REIMBURSEMENT 65 6.38 00425684 SHRED IT INC CHECK REPLACEMENT 155.63
00425693 ULTIMATE TRAINING MUNITIONS INC SIMUNITION A MMUNITION 4,457.90 00425696 VIGIL JR, JOSEPH PER DIEM 172.00
00425700 ADAMSON POLICE PRODUCTS EQUIPMENT 20.78
00425703 AMERICAN TROPHIES MAILBOX TAGS 14.82
00425723 CODE 3 WEAR PUBLIC SAFETY OUTFITTERS UNIFORM S 728.54 00425726 CONTRA COSTA COUNTY RANGE USE 425.00
00425732 CRIME SCENE CLEANERS INC BIO-HAZARD 880.00
00425733 CRYSTAL CLEAR LOGOS INC UNIFORMS 41.71
00425742 EAN SERVICES LLC TRAINING RENTALS 5,439.09
00425743 EAN SERVICES LLC TOLL RENTAL 0.75
00425744 EAN SERVICES LLC TRAINING RENTALS 2,638.02
00425753 GREEN, ROBERT A EXPENSE REIMBURSEMENT 34.50
00425779 OCCUPATIONAL HEALTH CENTERS OF CA PRE-EMPLO YMENT MEDICAL 1,817.00 00425784 PERMANENTE MEDICAL GROUP INC, THE MEDICAL EX AMS 1,946.00 00425786 QUENCH USA INC WATER 662.90
00425812 YOUNG, AMANDA RENE EXPENSE REIMBURSEMENT 73.2 0 00954974 GALLS LLC EQUIPMENT 480.71
00954987 T JUNG INVESTIGATIONS BACKGROUND 2,116.00
Compliance & Prof. Standards
00425728 CONTRA COSTA COUNTY ENVELOPES 1,132.80
Police Prisoner Custody
00425603 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 7 02.05 Finance Accounting
Prepared by: L. Reyes
6/11/2026 June 23, 2026 Page 3

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 29 - JUNE 11, 2026
FUND/CHECK #
Police Community Policing
00425636 DISTRIBUTOR OPERATIONS INC PATROL BATTERIES 5 56.78 00425644 FIRE RISK MANAGEMENT SERVICES PAYROLL 41.91
00425659 MARQUES, SHAWN LUIS EXPENSE REIMBURSEMENT 56. 23 00425705 ARMSTRONG, KYLE ALEXANDER EXPENSE REIMBURSEM ENT 64.50 00425712 RETIREE MEDICAL AFTER RETIREMENT 6,527.16
00425713 RETIREE MEDICAL AFTER RETIREMENT 2,175.72
00425765 K9 TACTICAL GEAR K9 GEAR 289.72
00425767 KORIN, YAHYA SYCAMORE SUBSTATION 840.00
00425773 MARQUES, SHAWN LUIS EXPENSE REIMBURSEMENT 73. 50 00425776 MICHAUD, BRANDON JAMES EXPENSE REIMBURSEMENT 46.26 00425811 YEGA, JEFFERSON DOH EXPENSE REIMBURSEMENT 64. 62 00954954 HUNT & SONS LLC FUEL 114.84
Police Traffic Division
00425755 HARLEY DAVIDSON LABOR 3,744.87
Police Investigations
00425603 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 3 ,510.34 00425727 CONTRA COSTA COUNTY FORENSICS 26,333.85
00425799 T MOBILE USA INC CELL PHONE EVIDENCE 150.00
00425806 VERIZON WIRELESS CELL PHONE EVIDENCE 425.00
00954984 SAFESTORE INC EVIDENCE STORAGE 5,584.06
00954993 WILLIAMS SCOTSMAN INC EVIDENCE STORAGE 245.69
PD Special Investigations Unit
00425722 CLASSY GLASS TINTING TINT FOR UC VEHICLE 550. 00 Police Communications
00425603 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 1 79.64 00425625 COMCAST CONNECTION SERVICES 2,715.75
00425626 COMCAST CONNECTION SERVICES 2,715.75
00425627 COMCAST CONNECTION SERVICES 237.30
00425635 DEVELOPMENT GROUP INC CHECK REPLACEMENT 1,137 .82 00425644 FIRE RISK MANAGEMENT SERVICES PAYROLL 198.90
00425706 AT & T PHONE LINES 67.54
00425725 COMCAST CONNECTION SERVICES 285.64
00425739 DEVELOPMENT GROUP INC CITY CAMERA INSTALL 58, 656.26 00425777 MOTOROLA SOLUTIONS INC FY27 ANNUAL SERVICE 72 0.00 00954964 AMERICAN TOWER CORPORATION TOWER FEES 277.32
00954980 NORTHERN COMMUNICATION SERVICES INC 911 ROUTING 546.50 Police Community Volunteers
00425603 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 2 15.29 Police Facilities Maintenance
00425603 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 1 09.94 00425610 BAY ALARM CO FEB MAINTENANCE 2,785.06
00425657 MARK PETERSEN CORP PLUMBING SERVICES 175.00
00425674 REAL PROTECTION INC. FIRE PANEL INSPECTION 41 1.27 00425741 DREAM RIDE ELEVATOR MAY SERVICES 80.00
00954966 BAY CITIES PYROTECTOR REPAIR SERVICES 2,185.1 1 Youth Network Services
00425611 BAY CITY NEWS FOUNDATION CONSULTING SERVICES 16,666.66 Finance Accounting
Prepared by: L. Reyes
6/11/2026 June 23, 2026 Page 4

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 29 - JUNE 11, 2026
FUND/CHECK #
00425617 BRIDGE BUILDERS NEW GENERATION SUMMER CAMP 86 ,232.75 00954972 DELL COMPUTER CORP PSCR INTERN LAPTOPS 11,113 .26 Housing and Homelessness
00425682 SHARE COMMUNITY, THE APRIL 2026 SHOWER 12,350 .77 Violence Intervention & Preven
00425798 STRAW HAT PIZZA ROOTS & RIGHTS FOOD VENDOR 60 0.00 PSCR Administration
00425610 BAY ALARM CO CONTINGENCY 346.52
00425692 UBEO WEST LLC SUPPLIES FOR COPIER 440.30
00425702 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 8 74.98 Community Development Administration
00425618 BROWN, HILARY T EXPENSE REIMBURSEMENT 66.92
00425780 OFFICE DEPOT INC OFFICE SUPPLIES 47.31
00425801 TYLER TECHNOLOGIES INC MOBILE APP/CODE ENFOR C 482.25 00425805 VERIZON WIRELESS DATA USAGE 125.21
CD Economic Dev.
00425746 EAST BAY EDA EDA DUES 9,005.00
Community Development Land Planning Services
00425737 DE NOVO PLANNING GROUP CONSULTING SERVICES 46 ,847.00 00425747 ECONOMIC & PLANNING SYSTEMS INC CONSULTING S ERVICES 1,300.00 00425748 EIDEN, KITTY J MINUTES 225.00
00425805 VERIZON WIRELESS DATA USAGE 323.14
00954956 RANEY PLANNING & MANAGEMENT INC CONSULTING S ERVICES 16,957.55 00954971 DAS - DEVELOPMENT ADVISORY SERVICES CONSULT ING SERVICES 46,600.00 CD Code Enforcement
00425805 VERIZON WIRELESS DATA USAGE 234.44
PW Engineer Land Development
00425805 VERIZON WIRELESS DATA USAGE 52.62
00954955 INTERWEST CONSULTING GROUP INC PROFESSIONAL SERVICES 111,962.40 Community Development Building Inspection
00425762 IPERMIT REFUND ENERGY INSP FEE 216.24
00425805 VERIZON WIRELESS DATA USAGE 230.06
Capital Imp. Administration
00425603 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 2 82.02 00425668 OFFICE DEPOT INC OFFICE SUPPLIES 20.44
00425756 HAWTHORN VENTURES LLC UNIFORMS 251.06
203 ERF Grant Fund
Housing and Homelessness
00425715 BRISTOL, KATHARINE G PROFESSIONAL SERVICES 2, 250.00 213 Gas Tax Fund
Streets
00425669 PACIFIC GAS & ELECTRIC CO ELECTRIC 9.53
00425736 DC ELECTRIC GROUP INC ELECTRICAL SERVICES 2,9 26.24 00425781 PACIFIC GAS & ELECTRIC CO ELECTRIC 520.13
214 Animal Services Fund
Animal Services
00425603 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 8 0.83 00425652 KOEFRAN SERVICES INC CREMATION SERVICES 315.0 0 Finance Accounting
Prepared by: L. Reyes
6/11/2026 June 23, 2026 Page 5

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 29 - JUNE 11, 2026
FUND/CHECK #
00425702 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 7 23.29 00954977 MIDWEST VETERINARY SUPPLY INC RESCUE CONCENT RATE 2,190.91 215 Civic Arts Fund
Civic Arts
00425714 BRICE JR., LIMEALE JUNETEENTH DJ SERVICE 800. 00 00425810 WOULLARD, DONALD Z. JUNETEENTH HEADLINE EVEN T 9,000.00 219 Recreation Fund
Non departmental
00425640 EAST COUNTY NAACP REFUND DEPOSIT 1,000.00
00425738 DEER VALLEY HIGH SCHOOL REFUND DEPOSIT 382.00
Nick Rodriguez Community Cent
00301623 HOCTER, DEBRA SENIOR TRIP REFUND 111.00
00425610 BAY ALARM CO FEB MAINTENANCE 97.30
00425644 FIRE RISK MANAGEMENT SERVICES INSURANCE PREM IUM 58.09 00425805 VERIZON WIRELESS DATA USAGE 52.46
00954966 BAY CITIES PYROTECTOR QUARTERLY INSPECTION 1, 865.00 Recreation Sports Programs
00425610 BAY ALARM CO JAN MAINTENANCE 75.00
00425633 CRYSTAL CLEAR LOGOS INC ADULT SOFTBALL JERSE YS 2,533.58 00425775 MCKINLEY, JOHN D UMPIRE SERVICES 1,804.00
Recreation-Comm Center
00425600 AAA FIRE PROTECTION SVCS FIRE SYSTEM- SERVIC ES 1,902.27 00425603 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 8 58.62 00425609 BARNETT, JAMAKA PRESCHOOL REFUND BARNETT 528. 00 00425610 BAY ALARM CO JAN MAINTENANCE 165.00
00425612 BE EXCEPTIONAL CONTRACTOR PAYMENT 1,764.00
00425637 DUGAND, KARINA CONTRACTOR PAYMENT 184.80
00425644 FIRE RISK MANAGEMENT SERVICES INSURANCE PREM IUM 110.12 00425690 SUPERIOR FLOOR FTC LLC DEPOSIT-CARPET INSTAL LATION 11,383.00 00425709 BE EXCEPTIONAL CONTRACTOR PAYMENT 655.20
00425718 CANON FINANCIAL SERVICES COPIER LEASE 731.51
00425759 HUNT, CANDICE JUNETEENTH STAGE BALLOONS 816.0 0 00425770 LOOMIS ARMORED LLC ARMORED CAR PICKUP 410.01
00425774 MASSONE MECHANICAL INC FREEZER SERVICE 1,126. 00 00425805 VERIZON WIRELESS DATA USAGE 267.92
00954946 ALTA FENCE CO FENCING SERVICE 3,523.00
00954966 BAY CITIES PYROTECTOR 5YR INSPECTION CERTIFI CATE 1,565.00 Recreation Water Park
00207422 IIJIMA, ALAN SWIM CLASS 64.00
00207423 MCNALLY, DEBBIE AQUATIC CLASSES 79.50
00207424 GRANDHI, VARDHANI SWIM LESSON REFUND 54.00
00207425 GIRI, PREETKA SEASON PASS 65.00
00207426 ANIREDDY, ABHIRAM REDDY SWIM LESSON REFUND 54 .00 00207427 PEREZ, DANAE SWIM LESSON REFUND 54.00
00207428 REYES, CAMILLE SWIM LESSON REFUND 54.00
00207429 ADESOKAN-HANKINS, SHARON SWIM LESSON REFUND 6 4.00 00207430 JOHNSON, KISHA SWIM LESSON REFUND 54.00
00301624 BROWN, JORDYN SWIM CLASSES REFUNDED 162.00
Finance Accounting
Prepared by: L. Reyes
6/11/2026 June 23, 2026 Page 6

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 29 - JUNE 11, 2026
FUND/CHECK #
00301625 DAGHER, VERONIQUE SEASON PASS 195.00
00301626 PRIETO, FLORYFE SWIM LESSON REFUND 108.00
00301627 TADESSE, BEZAWIT SWIM LESSON REFUND 108.00
00301628 ROUTHU, SARAT SWIM LESSON REFUND 109.00
00301629 JOHNSON, MARCHELLE SWIM LESSON REFUND 109.00
00301630 ESPINOZA, STEPHANIE SWIM LESSON REFUND 108.00
00301631 PAYNE, DANA SWIM LESSON REFUND 109.00
00301632 RAFIGHI, TIFFANY SWIM LESSON REFUND 108.00
00301633 AZEVEDO, ALLISON SWIM LESSON REFUND 108.00
00301634 TRAIL, ELISHA SWIM LESSON REFUND 128.00
00301635 WONG, KEVIN SEASON PASS REFUND 130.00
00301636 REID, FELICIA SEASON PASS REFUND 130.00
00301637 GUTILLA, KRISTINA SEASON PASS REFUND 130.00
00301638 HINGANO, CHYNA SWIM LESSON REFUND 108.00
00301639 GARCIA, DENISSE G SWIM LESSON REFUND 108.00
00301640 PHRADICHITH, MICHELLE SWIM LESSON REFUND 108. 00 00425600 AAA FIRE PROTECTION SVCS FIRE SYSTEM- SERVIC ES 2,382.68 00425603 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 2 65.43 00425610 BAY ALARM CO FEB MAINTENANCE 1,093.42
00425668 OFFICE DEPOT INC OFFICE SUPPLIES 84.50
00425699 ACTIVE NETWORK LLC ACTIVENET SCANNER 654.11
00425716 BSN SPORTS UNIFORMS 246.45
00425721 CITY OF OAKLEY GROUP TICKET REFUND 490.00
00425729
CONTRA COSTA COUNTY HEALTH SERVICES HAZMAT CUPA PERMIT 1,214.00 00425805 VERIZON WIRELESS DATA USAGE 52.46
00954966 BAY CITIES PYROTECTOR QUARTERLY INSPECTION 51 5.00 221 Asset Forfeiture Fund
Non departmental
00425629 CONTRA COSTA COUNTY ASSET FORFEITURE 744.73
00425630 CONTRA COSTA COUNTY ASSET FORFEITURE 1,341.2 0 00425631 CONTRA COSTA COUNTY ASSET FORFEITURE 457.80
00425632 CONTRA COSTA COUNTY ASSET FORFEITURE 1,601.2 6 222 Measure C/J Fund
Streets
00425691 TERRACARE ASSOCIATES LANDSCAPE SERVICES 39,03 9.21 00425697 WATERSAVERS IRRIGATION INC PARTS 10,413.87
00954958 TYFCO LLC PLANTS 4,310.98
229 Pollution Elimination Fund
Channel Maintenance Operation
00425707 ATLANTIS DIVING & SALVAGE CO INSPECTION SERV ICES 3,000.00 00425783 PEPPER INVESTMENTS INC PEST CONTROL 1,060.00
00425791 SILVA, DAVID LANDSCAPE SERVICES 10,152.00
238 PEG Franchise Fee Fund
Non Departmental
00425603 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 1 7.72 243 ADU Program Fund
Community Development Building Inspection
00425708 BARON, JUAN PEDRO ADU REBATE 5,000.00
Finance Accounting
Prepared by: L. Reyes
6/11/2026 June 23, 2026 Page 7

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 29 - JUNE 11, 2026
FUND/CHECK #
00425789 RRM DESIGN GROUP CONSULTING SERVICES 18,097.2 5 251 Lone Tree SLLMD Fund
Lonetree Maintenance Zone 1
00425691 TERRACARE ASSOCIATES MONTHLY MAINTENANCE 10,1 17.86 00425800 TERRACARE ASSOCIATES TURF MOWING 420.88
Lonetree Maintenance Zone 2
00425691 TERRACARE ASSOCIATES MONTHLY MAINTENANCE 22,0 03.08 00425698 WESTSIDE L&SCAPE & CONCRETE INC FIREBREAK MO WING 11,336.00 Lonetree Maintenance Zone 3
00425691 TERRACARE ASSOCIATES MONTHLY MAINTENANCE 18,8 75.50 00425698 WESTSIDE L&SCAPE & CONCRETE INC FIREBREAK MO WING 30,390.00 Lonetree Maintenance Zone 4
00425691 TERRACARE ASSOCIATES MONTHLY MAINTENANCE 4,98 7.70 00425800 TERRACARE ASSOCIATES TURF MOWING 673.26
252 Downtown SLLMD Fund
Downtown Maintenance
00425691 TERRACARE ASSOCIATES MONTHLY MAINTENANCE 2,62 2.84 00425800 TERRACARE ASSOCIATES TURF MOWING 420.88
253 Almondridge SLLMD Fund
Almondridge Maintenance
00425691 TERRACARE ASSOCIATES MONTHLY MAINTENANCE 4,86 8.38 254 Hillcrest SLLMD Fund
Hillcrest Maintenance Zone 1
00425691 TERRACARE ASSOCIATES MONTHLY MAINTENANCE 16,5 97.22 00425800 TERRACARE ASSOCIATES TURF MOWING 1,094.26
Hillcrest Maintenance Zone 2
00425691 TERRACARE ASSOCIATES MONTHLY MAINTENANCE 16,4 91.24 00425800 TERRACARE ASSOCIATES TURF MOWING 1,498.26
Hillcrest Maintenance Zone 4
00425691 TERRACARE ASSOCIATES MONTHLY MAINTENANCE 17,8 52.68 00425800 TERRACARE ASSOCIATES TURF MOWING 841.74
255 Park 1A Maintenance District Fund
Park 1A Maintenance District
00425610 BAY ALARM CO FEB MAINTENANCE 299.17
00425627 COMCAST CONNECTION SERVICES 113.80
00425669 PACIFIC GAS & ELECTRIC CO ELECTRIC 69.29
00425691 TERRACARE ASSOCIATES MONTHLY MAINTENANCE 2,87 6.24 00425800 TERRACARE ASSOCIATES TURF MOWING 1,094.26
256 Citywide 2A Maintenance District Fund
Citywide 2A Maintenance Zone 3
00425691 TERRACARE ASSOCIATES MONTHLY MAINTENANCE 3,02 1.72 00425800 TERRACARE ASSOCIATES TURF MOWING 16.42
Citywide 2A Maintenance Zone 4
00425691 TERRACARE ASSOCIATES MONTHLY MAINTENANCE 10,6 13.66 Citywide 2A Maintenance Zone 5
00425691 TERRACARE ASSOCIATES MONTHLY MAINTENANCE 4,90 5.72 Citywide 2A Maintenance Zone 6
00425691 TERRACARE ASSOCIATES MONTHLY MAINTENANCE 4,61 9.94 Finance Accounting
Prepared by: L. Reyes
6/11/2026 June 23, 2026 Page 8

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 29 - JUNE 11, 2026
FUND/CHECK #
00425698 WESTSIDE L&SCAPE & CONCRETE INC FIREBREAK MO WING 3,308.00 00425800 TERRACARE ASSOCIATES TURF MOWING 1,010.44
Citywide 2A Maintenance Zone 8
00425691 TERRACARE ASSOCIATES MONTHLY MAINTENANCE 8,38 5.08 00425698 WESTSIDE L&SCAPE & CONCRETE INC FIREBREAK MO WING 2,355.00 00425800 TERRACARE ASSOCIATES TURF MOWING 84.16
Citywide 2A Maintenance Zone 9
00425691 TERRACARE ASSOCIATES MONTHLY MAINTENANCE 11,0 85.80 00425800 TERRACARE ASSOCIATES TURF MOWING 252.52
Citywide 2A Maintenance Zone10
00425691 TERRACARE ASSOCIATES MONTHLY MAINTENANCE 5,31 7.34 00425698 WESTSIDE L&SCAPE & CONCRETE INC FIREBREAK MO WING 2,960.00 257 SLLMD Administration Fund
SLLMD Administration
00425698 WESTSIDE L&SCAPE & CONCRETE INC FIREBREAK MO WING 1,437.50 00425800 TERRACARE ASSOCIATES TURF MOWING 1,010.44
259 East Lone Tree SLLMD Fund
Zone 1-District 10
00425691 TERRACARE ASSOCIATES MONTHLY MAINTENANCE 9,06 3.84 281 CFD 2018-01 Public Services Fund
CFD 2018-01 Maintenance
00425691 TERRACARE ASSOCIATES MONTHLY MAINTENANCE 14,5 11.40 283 CFD 2022-01 Public Services Fund
CFD 2018-01 Maintenance
00425691 TERRACARE ASSOCIATES MONTHLY MAINTENANCE 813. 70 311 Capital Improvement Fund
Non departmental
Parks & Open Space
00425614 BPX PRINTING & GRAPHICS PLANS 382.66
00425710 BEST CONTRACTING SERVICES INC PROGRESS PAYME NT #5 139,904.86 00425752 GENERAL PLUMBING SUPPLY NRCC RENOVATIONS 16,1 47.23 00954946 ALTA FENCE CO FENCING SERVICE 2,395.00
Streets
00425680 SANDSTONE ENVIRONMENTAL ENGINEERING PROGRESS PAYMENT #11 94,176.50 312 Prewett CIP Fund
Non departmental
Parks & Open Space
00425605 ANTIOCH BUILDING MATERIALS CONCRETE ROCK 8,26 6.39 00425745 EARL ADAMS TILE-COPING & PLASTERING PROGESS PAYMENT #1 77,500.00 321 Development Impact-General Adm Fund
Dev Impact - General Admin
00425747 ECONOMIC & PLANNING SYSTEMS INC CONSULTING S ERVICES 143.75 376 Lone Diamond Fund
Assessment District
00425672 PUBLIC STORAGE MONTHLY STORAGE 297.00
570 Equipment Maintenance Fund
Non departmental
00954975 HUNT & SONS LLC FUEL 4,796.73
Finance Accounting
Prepared by: L. Reyes
6/11/2026 June 23, 2026 Page 9

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 29 - JUNE 11, 2026
FUND/CHECK #
Equipment Maintenance
00425603 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 3 9.45 00425664 MITCHELL ONE INC SOFTWARE SUBSCRIPTION 5,016. 00 00425711 BILL BRANDT FORD REPAIR-LABOR 4,861.33
00425719 CHUCKS BRAKE & WHEEL SERVICE INC PARTS 5,712.49 00425769 LIM AUTOMOTIVE SUPPLY INC PARTS 1,049.12
00425792 SOUTHERN COUNTIES LUBRICANTS LLC MISCELLANEO US LUBRICANTS 3,285.27 00425793 SOUTHERN TIRE MART LLC VEHICLE TIRES 704.16
00954959 UNICO GLASS LLC AUTO GLASS #1421 1,122.51
00954973 FALCON COLLISION REPAIR INC SUPPLIES-LABOR 3, 210.83 00954978 MUNICIPAL MAINTENANCE EQUIPMENT INC PARTS 3,497.53 00954981 PETERSON TRACTOR CO PARTS 831.25
573 Information Services Fund
Information Services
00425695 VERIZON WIRELESS DATA USAGE 251.69
Network Support & PCs
00425603 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 1 3.83 00425604 AMS.NET LLC CH-MERAKI MX450 2,817.14
00425622 CARAHSOFT TECHNOLOGY CORP ARCTIC WOLF RENEWA L 101,325.56 00425625 COMCAST CONNECTION SERVICES 4,033.13
00425626 COMCAST CONNECTION SERVICES 4,033.13
00425670 PDQ COM CORPORATION PDQ CONNECT PLUS ANNUAL 8 ,450.28 00425734 CSI ERGONOMIC FURNITURE, INC TARIFF CHARGE 2, 337.26 00425761 INSIGHT PUBLIC SECTOR INC MICROSOFT AZURE OV ERAGE 1,364.90 00954952 FRESHWORKS INC FRESHSERVICE ANNUAL 8,906.34
GIS Support Services
00425603 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 3 23.71 00425671 PLURALSIGHT LLC ADD-ON ADD'L LICENSE 213.62
00425805 VERIZON WIRELESS DATA USAGE 847.90
Office Equipment Replacement
00425603 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 1 09.94 00954951 DELL COMPUTER CORP CAO REPLACEMENTS 5,854.43
578 Post Retirement Medical-Misc Fund
Non Departmental
00425740 RETIREE MEDICAL AFTER RETIREMENT 30.69
611 Water Fund
Non departmental
00425689 SUNRISE ENVIRONMENTAL SUPPLIES 437.74
00425756 HAWTHORN VENTURES LLC UNIFORMS 3,204.86
00425780 OFFICE DEPOT INC OFFICE SUPPLIES 2,801.62
00954953 GEMPLERS INC SUPPLIES 211.51
00954960 VERTICAL SUPPLY GROUP INC SUPPLIES 356.16
00954991 W.W. GRAINGER INC SUPPLIES 254.91
Water Supervision
00425644 FIRE RISK MANAGEMENT SERVICES PAYROLL 209.10
00425805 VERIZON WIRELESS DATA USAGE 260.03
Water Production
00207490 DIABLO WATER DISTRICT ECWMA MEETING REIMB 61. 51 Finance Accounting
Prepared by: L. Reyes
6/11/2026 June 23, 2026 Page 10

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 29 - JUNE 11, 2026
FUND/CHECK #
00425602 ALL WEST EQUIPMENT CO VALVES 322.81
00425603 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 3 78.66 00425610 BAY ALARM CO FEB MAINTENANCE 5,730.33
00425643 FASTSIGNS BUSINESS CARDS 103.98
00425647 HONEYWELL INTERNATIONAL INC PROFESSIONAL SER VICES 309.90 00425649 KAGIN, IVONA EXPENSE REIMBURSEMENT 290.00
00425654 LIM AUTOMOTIVE SUPPLY INC PARTS 123.04
00425660 MCCAMPBELL ANALYTICAL INC LAB TESTING ASBEST OS 150.00 00425661 MCMASTER CARR SUPPLY CO FITTINGS 52.41
00425675 REINHOLDT, DARIN JAMES UST INSPECTIONS 1,550. 00 00425676 REYES, ALIAS ANDREW EXPENSE REIMBURSEMENT 936 .17 00425677 RICE LAKE WEIGHING SYSTEMS INC LAB WEIGHTS 37 9.00 00425678 ROBINS LOCK & KEY LOCKSMITH SERVICES 550.00
00425694 UNIVAR SOLUTIONS USA INC CHEMICALS 39,771.47
00425701 ALAMEDA ELECTRICAL DISTRIBUTORS PLC 15,486.25
00425704 ANIMAL DAMAGE MANAGEMENT PEST CONTROL 425.00
00425720 CINTAS CORPORATION NO. 2 CLEANING SUPPLIES 85 .48 00425733 CRYSTAL CLEAR LOGOS INC UNIFORMS 287.87
00425741 DREAM RIDE ELEVATOR MAY SERVICES 200.00
00425749 ENVIRONMENTAL RESOURCE ASSOCIATES LAB SUPPLY 308.87 00425750 FASTENAL CO CABINET 1,723.13
00425760 INDUSTRIAL SOLUTIONS SERVICES INC CHEMICALS 8 ,446.77 00425766 KARL NEEDHAM ENTERPRISES INC SLUDGE HAULING 2 7,395.13 00425769 LIM AUTOMOTIVE SUPPLY INC PARTS 437.90
00425779 OCCUPATIONAL HEALTH CENTERS OF CA PRE-EMPLO YMENT MEDICAL 950.00 00425780 OFFICE DEPOT INC OFFICE SUPPLIES 137.09
00425787 ROBINS LOCK & KEY LOCKSMITH SERVICES 650.00
00425795 STAN'S HARDWARE LLC TOOLS 276.90
00425804 UNIVAR SOLUTIONS USA INC CHEMICALS 47,854.03
00425805 VERIZON WIRELESS DATA USAGE 165.72
00425808 WESTERN PACIFIC TRUCK SCHOOL TUITON REGISTRA TION 3,000.00 00954949 CHEMTRADE CHEMICALS US LLC CHEMICALS 4,580.61
00954961 W.W. GRAINGER INC FITTINGS 986.72
00954968 CHEMTRADE CHEMICALS US LLC CHEMICALS 18,829.1 7 00954970
CONSOLIDATED ELECTRICAL DISTRIBUTORS ELECTRICAL SUPPLIES 184.74 00954991 W.W. GRAINGER INC SUPPLIES 449.43
Water Distribution
00425603 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 7 40.08 00425644 FIRE RISK MANAGEMENT SERVICES PAYROLL 209.10
00425717 C & J FAVALORA TRUCKING INC FULTON RECYCLE 15 ,000.00 00425731 CORE & MAIN LP METER BUSHINGS 501.07
00425795 STAN'S HARDWARE LLC SMALL TOOLS 280.46
00425803 UNDERGROUND REPUBLIC WATER WORKS METER SUPPL IES 342.42 00425805 VERIZON WIRELESS DATA USAGE 1,762.94
00954963 ALTA FENCE CO FENCE REPAIR 375.00
00954965 BADGER METER INC CELLULAR SERVICE 22,663.20
00954976 INFOSEND INC PRINT & MAIL SERVICES 9,801.98
00954983 ROADSAFE TRAFFIC SYSTEMS INC SIGNS 2,713.59
Finance Accounting
Prepared by: L. Reyes
6/11/2026 June 23, 2026 Page 11

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 29 - JUNE 11, 2026
FUND/CHECK #
00954991 W.W. GRAINGER INC SUPPLIES 415.29
Public Buildings & Facilities
00301597 UNITED STATES POSTAL SERVICE SOUVENIRS TO SW RCB 11.50 00425644 FIRE RISK MANAGEMENT SERVICES INSURANCE PREM IUM 99.45 00954948 CAROLLO ENGINEERS INC PROFESSIONAL SERVICES 3 ,489.53 621 Sewer Fund
Swr-Wastewater Administration
00425603 AMAZON CAPITAL SERVICES INC OFFICE SUPPLIES 1 69.05 00425717 C & J FAVALORA TRUCKING INC FULTON RECYCLE 15 ,000.00 00425735 CWEA SFBS CWEA CERT RENEWAL 238.00
00425764 JACK DOHENY CO PARTS 604.18
00425779 OCCUPATIONAL HEALTH CENTERS OF CA PRE-EMPLO YMENT MEDICAL 953.00 00425785 PLENTY-FULL INC DOOR HANGERS 423.49
00425794 SPARTAN TOOL LLC PARTS 1,484.99
00425805 VERIZON WIRELESS DATA USAGE 3,289.66
00954963 ALTA FENCE CO FENCE REPAIR 375.00
00954966 BAY CITIES PYROTECTOR QUARTERLY INSPECTION 51 5.00 00954976 INFOSEND INC PRINT & MAIL SERVICES 9,801.99
00954978 MUNICIPAL MAINTENANCE EQUIPMENT INC SUPPLIES 812.45 00954985 SCOTTO, CHARLES W & DONNA F JULY 2026 RENT 5, 350.00 Wastewater Collection
00425644 FIRE RISK MANAGEMENT SERVICES INSURANCE PREM IUM 99.45 00425809 WOODARD & CURRAN PROFESSIONAL SERVICES 3,371. 25 631 Marina Fund
Marina Administration
00425607 ASSOCIATION OF MARINA INDUSTRIES MEMBERSHIP RENEWAL 275.00 00425610 BAY ALARM CO FEB MAINTENANCE 388.09
00425615 BRENTWOOD PRESS & PUBLISHING INC SUMMER ADS 1 ,529.00 00425616 BRENTWOOD PRESS & PUBLISHING INC SUMMER ADS 9 99.00 00425627 COMCAST CONNECTION SERVICES 492.29
00425653 LATITUDE 38 SUMMER ADS 974.00
00425718 CANON FINANCIAL SERVICES COPIER LEASE 62.78
00425805 VERIZON WIRELESS DATA USAGE 52.46
Finance Accounting
Prepared by: L. Reyes
6/11/2026 June 23, 2026 Page 12

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 29 - JUNE 11, 2026
FUND/CHECK #
Finance Accounting
Prepared by: L. Reyes
6/11/2026 June 23, 2026 Page 13

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 29 - JUNE 11, 2026
FUND/CHECK #
Finance Accounting
Prepared by: L. Reyes
6/11/2026 June 23, 2026 Page 14

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 29 - JUNE 11, 2026
FUND/CHECK #
Finance Accounting
Prepared by: L. Reyes
6/11/2026 June 23, 2026 Page 15

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 29 - JUNE 11, 2026
FUND/CHECK #
Finance Accounting
Prepared by: L. Reyes
6/11/2026 June 23, 2026 Page 16

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 29 - JUNE 11, 2026
FUND/CHECK #
Finance Accounting
Prepared by: L. Reyes
6/11/2026 June 23, 2026 Page 17

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 29 - JUNE 11, 2026
FUND/CHECK #
Finance Accounting
Prepared by: L. Reyes
6/11/2026 June 23, 2026 Page 18

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 29 - JUNE 11, 2026
FUND/CHECK #
Finance Accounting
Prepared by: L. Reyes
6/11/2026 June 23, 2026 Page 19

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 29 - JUNE 11, 2026
FUND/CHECK #
Finance Accounting
Prepared by: L. Reyes
6/11/2026 June 23, 2026 Page 20

CLAIMS BY FUND REPORT

FOR THE PERIOD OF
MAY 29 - JUNE 11, 2026
FUND/CHECK #
Finance Accounting
Prepared by: L. Reyes
6/11/2026 June 23, 2026 Page 21

G
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: Lori M. Asuncion, City Attorney LA

SUBJECT: REJECTION OF CLAIM: SABRINA KARY

RECOMMENDED ACTION
It is recommended that the City Council reject the claim submitted by Sabrina Kary.

Should the City Council desire to discuss this matter, it would be scheduled for a future closed session.

ATTACHMENTS
None.

STAFF REPORT TO THE CITY COUNCIL

DATE: Regular Meeting of June 23, 2026

TO: Honorable Mayor and Members of the City Council

SUBMITTED BY: Michael J. Mandy, City Clerk MJM
LaTonia Peoples-Stokes, MPA, Assistant City Clerk LPS

APPROVED BY: Ana Cortez, Acting City Manager AEC

SUBJECT: Adoption of a Resolution Requesting and Consenting to the Consolidation of Elections and Setting Specifications for the Election order for the November 3, 2026, Statewide General Municipal Election for Elected Officials
- City Council Members District 1 and
District 4, and City Clerk, partial term

RECOMMENDED ACTION
It is recommended that the City Council adopt the resolution requesting consolidation of elections with the Contra Costa County Elections Division, limiting the Candidate Statement word count to 250 words, and detailing filing cost expectations for the Statewide General Municipal Election on November 3, 2026, for elected officials - Council
Members District 1 and District 4 and City Clerk partial term.

FISCAL IMPACT
Elections Code Section 10002 requires the City of Antioch to reimburse the Contra Costa County Elections Division (County) in full for the services performed during the election, which includes ballot preparation, providing precinct personnel, and canvassing the votes.

For the November 3
rd, 2026, General Municipal Election, the cost estimate to conduct the election is approximately between $2.75 - $4.00 per registered voter in Districts 1 and 4.

The draft fiscal year 2026-27 City Clerk's General Fund budget includes $140,000 for the estimated election cost.

BACKGROUND
On May 8, 2018, the City of Antioch switched from At-Large elections to District elections for the four council member seats. This year, Districts 1 and 4 are up for re- election to serve new four (4) year terms. Additionally, the City Clerk will be elected at large for a partial term of two years to fill the remainder of the current term. Each of these seats will be filled based on the outcome of the general Election which will take place on November 3, 2026.

I
06-23-2026

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

At its regular meeting on April 12th, 2022, the City Council of the City of Antioch adopted a new district map (the Final Redistricting Map) which adjust and redefine the boundaries of the City's Council electoral districts (Resolution No. 2022/51).

Election Process:

Elections Code Section 10403 requires that whenever an election is called by a City for office(s) to be filled, it is to be consolidated with a statewide election and the office to be filled is to appear upon the same ballot as that provided for that statewide election.

To consolidate the election for District 1, and District 4, and the City Clerk with the general election, the City is required to file with the Contra Costa County Board of Supervisors and the County Elections Official, a certified copy of the resolution requesting the consolidation, and setting specifications of the election order, no later than July 1st , 2026.

The nomination period for the Candidates in the November 3rd, 2026, General Municipal Election opens on Monday, July 13, 2026. The deadline for filing papers to be a candidate for office will be Friday, August 7, 2026, at 5:00 p.m. (Elections Code Section 10407(a)). The City Clerk's Office will be open Monday through Friday, from 8:00 a.m. to 5:00 p.m. at City Hall, 3rd floor to accept filing paperwork.

Candidates are strongly encouraged to make appointments with the City Clerk's Office to pick up and file nomination papers in order to ensure a more streamlined and efficient filing process. Appointments can be made by calling the City Clerk's Office at 925-779-7009, or by email to [email protected]

A filing fee of $25 is required for candidates submitting nomination papers to the City Clerk's Office, in accordance with Ordinance No. 2- 1.302 of the Antioch Municipal Code and California Elections Code Section 10228.

California Elections Code 13307 authorizes the governing body of a local agency to determine the maximum number of words permitted in candidate statements submitted for inclusion in the County Voter Information Guide, provided the statement does not exceed 400 words.

To ensure consistency, fairness, and efficient administration of election materials, the City has historically established a maximum length of 250 words for candidate statements.

Candidate statements are voluntary and are printed and distributed in accordance with applicable provisions of the California Elections Code.

By motion, the City Council is requested to adopt the attached Resolution establishing a 250-word limit for candidate statements submitted by candidates for elective City office pursuant to California Elections Code Section 13307. The Contra Costa County Elections Division has established a cost to file a 250- word maximum Candidate Statement to be published in the Voter's Pamphlet for each office. The cost is based on the candidate statement being printed in English, Spanish and Chinese, as now required by California State Law. The final estimated cost for the Candidate Statement will be provided by the Antioch City Council Report
June 23, 2026, Agenda Item# I 3

Contra Costa County Elections Division no later than the first week of July, prior to the nomination period opening on July 13, 2026.

Candidates are not required to publish a candidate statement; however, if a candidate elects to do so, the candidate shall pay the full cost of publication plus a 10 percent administrative fee at the time of filing, in addition to the aforementioned $25 Filing Fee.

As a condition of publication of the Candidate's Statement, the full cost shall be paid to the City at the time of filing.

In accordance with Elections Code 10002, the City of Antioch recognizes that unless other arrangements have been made, the City of Antioch shall reimburse the County in full for the services performed upon presentation of a bill to the City stating the total amount due as determined by the County Elections Official.

ATTACHMENT
A. Resolution

ATTACHMENT A

RESOLUTION NO. 2026/**

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ANTIOCH

REQUESTING THE BOARD OF SUPERVISORS OF THE COUNTY OF CONTRA

COSTA TO CONSOLIDATE A GENERAL MUNICIPAL ELECTION TO BE HELD ON TUESDAY NOVEMBER 3, 2026, WITH THE STATEWIDE GENERAL ELECTION TO BE HELD ON THE DATE PURSUANT TO ELECTIONS CODE SECTION 10403

WHEREAS, the City Council has ordered a General Municipal Election to be held on Tuesday, November 3, 2026, to fill certain municipal offices: Electing Two Members of the City Council, Representing Districts 1 and 4, and the City Clerk; Providing for Full Four-Year Terms for Councilmembers Elected from Districts 1 and 4 and a Partial Two-Year Term for the City Clerk in accordance with Ordinance No. 2141- C-S adopted May 8, 2018;
WHEREAS, consistent with Antioch Municipal Code Section 2- 1.301, California Government Code section 57379, and California Elections Code section 1301, all elective city offices shall be filled by the city electorate at a general municipal election

WHEREAS, other elections may be held in whole or in part of the territory of the City and it is to the advantage of the City to consolidate its municipal election pursuant to California Elections Code Section 10002

WHEREAS, California Elections Code Section 10242 allows the hours of opening and closing the polls to be the same as those set for general elections which are determined by the County;

WHEREAS, California Elections Code Section 10002 requires the City to reimburse the County in full for the services performed upon presentation of a bill to the City by the County Elections Official;

WHEREAS, California Elections Code Section 13307 requires that before the nomination period opens, the City Council must determine whether a charge shall be levied against each candidate submitting a candidate's statement to be sent to the voters, and may estimate the cost and determine whether the estimate must be paid in advance;

WHEREAS, California Elections Code Section 12101 requires the City Elections Official to publish a notice of the election once in a newspaper of general circulation in the City;

WHEREAS, California Elections Code Section 12110 requires the publication of a list of the names of the nominees, in the order in which they appear on the ballot and the respective offices for which they have been nominated once in a newspaper of general circulation in the City;
RESOLUTION NO. 2026/XX
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

2026-27 OPERATING BUDGET

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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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