City Council - Special Meeting

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Okay, that's fine. It's just it was not normal. Good afternoon, everybody, and welcome to the uh city council meeting, the special and regular city council meeting of April the 28th, 2026. Uh Mr. Clerk, could you please take the role? Thank you. Council member Roachcha here. Council member Torres Walker present. Council member Wilson here. Mayor Prom Freighus present. Mayor Bernal here. Thank you. We have a quorum at 4:31 p.m.

All right. Will you please stand and join me in the pledge of allegiance to the flag of the United States of America and to the stands for All right. Excellent. Do we have any public comment tonight? We have no public comments. All right. I'm going to turn this over to our city attorney for her to uh let us know what's on close session.

Thank you, mayor. We have two items on close session today. The first is a conference with legal counsel for significant exposure to litigation. 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 plif and that pertain to potential claims by the potential pliff against the city. This closed session is authorized pursuant to California government code section 54956.9D2 and E2 and it's just one case. The second item is public employee performance evaluation city attorney. This close session is authorized pursuant to California government code section 54957B1. And that's all. All right. We will now uh close and move to uh close session. Meeting is adjourned at 4:32 p.m.

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Heat. Heat. Uh good evening everybody and welcome back to our uh our special and regular city council meeting of April the 28th. 8, 2026. Uh this uh special meeting bud budget study session uh is what we are now here for. Uh Mr. Clerk, can you please take the role?

Thank you. Council member Roachcha here. Council member Torres Walker present. Council member Wilson here. Mayor Prom Freighus present. Mayor Bernol here. Thank you. We have a quorum at 6:10 p.m. All right. So we uh will now move on to fiscal year uh 2026 27 budget development. Uh this is a budget study session. It's a continuation from the uh study session that we held last week. And I will turn this over to city manager Scott.

Yes. Thank you so much, Mayor and City Council. This session continues budget development from the April 21st, 2026 special meeting uh to discuss the fiscal year 2627 budget. Due to time constraints, the review of other budget fund worksheets was postponed until today. Attachment A provides budget worksheets for special revenue, capital project, Internal Service, Antioch Public Finance Authority, and housing successor to the Antioch Development Agency funds, Enterprise, Street and Landscape, Recreation, and Animal Service Fund Budgets U will be presented at a future meeting. I'm going to turn it over to finance director Merchant.

Good evening, Mayor and Council. Um, I have the packet here of all the funds as outlined by the city manager. Um so I suggest we just go through page by page and if there's questions um myself or departments are on hand to um answer questions. Yes, that would be the way we would like to do it. Okay. Thank you.

Great. So the first one on p starting on page two is the American Rescue Plan. I will point out um it was requested at the last meeting what the spending for the um AQCRT the community response team was and I did confirm that it was spending through February of March 2026 was included in the cumulative total through March 31st. So I just wanted to first point that out there. This does show all funds being spent by June 30th. However, um what will happen is obviously expenditures are going to stretch through December 31st, 2026. we just don't have a good projection of what those will be particularly with the small business grant portion. So when um you know we will request a budget roll over in fiscal year 27 to um carry those funds uh reappropriate those funds into fiscal year 2627. All funds need to be spent by December 31st as previously discussed.

All right. Any questions on this page? Okay. The next is the federal federal asset forfeiture fund. Uh this fund accounts for monies for property seized during drug enforcement on federal cases. Um we are purchasing funds are going towards the purchase of an armored vehicle in fiscal year 26. Um otherwise we just project a small amount of money um coming in and um accumulation of funds that will be spent on the police department by the police department in future um years. So that with being that there's uh projected to be a $100,000 balance next year, what what sort of things can we use that on?

Um it does outline uh for example training or equipment purchases. So the police department always makes sure that it's in line with um those guidelines. It can't just be spent on staffing. It has to go towards um specific like training and equipment. Um, so to the extent that we're looking for money anywhere we can, if we could spend, you know, some or all of that money on train qualified training, I think it would be good to to utilize this these funds before we use general fund money. That's agreeable to folks. That's fine. Yeah. Yeah. I do have a question. Yes,

Miss Meri on on the shaded area in fiscal year 2526 then 2627 under investment income for 2526 it's 15,000 that's with a carryover of 454,000 in 2627 we'll have a carryover 67,701 and the investment income is 18,000. That seems a little strange to me. Yeah, I probably uh do need to um adjust that down seeing that, you know, when these are put together. Um it's trying to time when the purchases are happening and we haven't gotten the um we haven't paid the the armored vehicles on order. We haven't paid for it yet. So, the balance is a little bit higher accounting for higher interest income. So, um I can certainly

It was just the investment incoming. You had almost half a million dollars and you got 15,000 and you have 68,000 and you're getting 18,000. Just didn't seem kosher to me. Yeah. No, I understand. Yeah, that I can make that adjustment. And the same point for 2728. Yes. Yeah. Right. Any other questions on this one? No. All right. Okay. The next is on the asset forefeiter. These are um again basically the same as the federal asset forefeer except it's you know not related to um federal cases. So if there's any questions on this,

it's actually same question on investment income between this fiscal year. It's 24 24,000 each year, but we will have ex the carryover in 25 is 181 or almost 182,000. 26 27 is 83, but it's at 24,000. And yes, but for this one, if you look at the ending fund balance, there isn't a significant difference between 25 26 and 26 27. But again, I can evaluate. Yeah, this doesn't doesn't seem right. when we getting 25% on our money, right? So, and then the other thing just the same comment about the um about utilizing these funds for what whatever they could qualify for during the fiscal year.

Great. Okay. The next is the abandoned vehicle fund where we get um money under AB4114 um with uh for the registration of vehicles. Um we um are transferring money to the general fund and um each year to the police department from that money we it gets passed through from Contracasta County and also um as noted code enforcement other or other staff may charge time here for abandoned vehicle abatement work. Okay. So in and in 20 I I notic in 23 24 25 we didn't transfer any money out. So are we just doing

there was a significant amount of money accumulating and when um we were strategizing um on the budget last year and looking at ways of for the general fund um the discussion came up with the police department that actually that most agencies use these abandoned vehicle funds to supplement the police department budget. They can transfer it in to pay for services in there. So, um, that was what we started doing in 2526. To that point, can we transfer more money in this year and not save it till next year? Can we transfer 600,000 in and as opposed to, um, 300 and 300?

Um, we could, um, as though as you see u, when we we were just trying to keep it uniform just because when you get to 2728, you can see most likely then in 28.29 there's not going to be another 300,000 to transfer. Um, but if the council would prefer for 2627 to bump that up to 600 and then, you know, reduce that amount in the projections for 2728, we can certainly do that. So that 2627 will show a $600,000 transfer versus 300,000.

I'm a little I'm a little confused. So 2526, we have the investment income revenue from other agencies. That's the 400 and 349,000. and then transfer out. And so the total expenditures come to 353,000. So where where do you are we are we Oh, I'm sorry. Okay, never mind. Okay, got it. Never mind. Okay, sorry. I went ahead. So would you like uh us to bump up the transfer in 2627 and just lower the 2728 to accommodate basically using up that balance? What are the funds used for now?

Police department operations, just just general operations. There's nothing specific. I mean, like vehicle replacements and things of that sort. It doesn't get used for vehicle replacements as you know. You know, we're not setting aside the vehicle replacement currently, but um other expenditures. It offsets that, you know, the entire uh police department general fund budget is around 60 million. So it supplements that in its entirety, but if you wanted to have another deficit reduction proposal for 26 27, another 300,000 would take a chunk off that number. That would be the direction of the council. So does council want to spread this out over two years or do we want to take take the whole 600,000 in the next fiscal year?

I would say two years. I guess I'm being very prudent, but I think it's better to spread it out. Two years. Two years. Okay. Okay. On the next page, it's a supplemental law enforcement services grant. We get this money passed through the county. The money pays for um salary for police officers. So, as the money comes in, it gets transferred to the um police department budget. So, as you can see, the amount that we estimate to come in, we transfer the full amount to fund salaries within the general fund police department. All right. Any questions, this? No. Right.

Uh the next is the um Berg burn grant, also known as the JAG grant. Um we apply for annually for funds through Contraosta County. They get a master grant and they have subreient grants. Um it's not a whole lot of money, but we do apply annually um to get funds. 2526 we had just a little bit remaining of a prior grant. In 2627, we um have a grant we'll be starting under the new. And then just for projected 2728 there is a new grant we have applied for we haven't um which is approximately 43,000 as well but there um we don't have a final grant award agreement. So that's not recognized in here but for 2627 this is the amount of approved grant funds that's going to the general fund to pay for the reach services as well as um volunteer coordinator coordination within the police department.

Any questions? No. Thank you. The next is the CFD 20161 police protection fund. So this money um pays for police services. The amount that we get through the property tax assessment that's collected on those properties gets transferred to the police department budget. All right. And that's the same on the next page for the other community facilities districts that's established for um police services. So that money is transferred in the police department. All right. Thank you.

The next is the civic arts fund. This accounts for a portion of the transient occupancy tax collected. Um 30% of the transate occupancy tax comes to this fund. The reason the amount is dro increased in 2526 and then dropping down is we are um having one we did lose to tax from executive in being converted to opportunity village. In addition, in 2526, we have some collection efforts we're trying to get against two hotels. Um, and uh, so that's some accounts for some back transient occupancy tax if we're able to collect it. Ultimately, depending on what happens, we may have to write that off um, as a bad debt, but that's why it's dropping back down to 30,2627.

I just have a general question. What is the transit occupancy tax? percentage, right? 10% tax on the hotels, right? Yeah. So, this basically shows that we have very little of any money coming in from our hotels. Right. The other portion that goes into the general fund, that's amount uh a little bit higher an amount. I can't recall the amount exactly off the top of my head right this instant but we don't we only have I believe five hotels and then with executive in being opportunity village um you know we've lost uh the toot from that so right

okay the next fund is the child care fund where we get rent from the YWCA child care facility um money is transferred to recreation to pay for services we um maintain maintain uh a balance in here just because the city does own the facility and responsible for any maintenance. So we try to maintain at least 100,000 if we need a roof repair, HVAC, something like that. So this this fund has been sinking, the balance has been sinking. Do we expect that to level off then at the 100,000 and just transfer less out or?

Well, we had um been transferring 80,000. We bumped it up over the next uh we had bumped it up in 25 26 and 26 27 to recreation to thus reduce the amount we had to transfer from the general fund to recreation and so um then it's dropping down to 135 but then in 2829 say that we get 115,000 because it adjusts by a CPI factor say that goes up to maybe even 112,000 it will drop down to maybe a h 100,000 that gets transferred to recreation in 2829. But we still keep the balance at 100. The fund balance about 100. Yeah. Okay.

So on this um last year I I had the opportunity to go to it. It just seemed to need a lot more tender care on the facility. I mean do we expend money on the general upkeep the building itself? Um that I am not sure. I'm not sure if our public works director knows or city manager know. Yeah. I know that um director director no don't look away shahad here and talk about your cip that you're doing u with director bunting but this is for the he's talking about the childare oh the oh that's that's you sorry Scott

good afternoon mayor city council uh yeah it's a city maintained facility we're out there we try to do repairs on it as we can facility. That's why you see the fund balance as it is. Um, but there is work that we do out there every year. What's that? Every year. Uh, yes, there's work down on there. I couldn't tell you at what level, but yeah, it's one of the facilities that we're at. Okay. Do they do they do the day-to-day maintenance then kind of up? I don't believe that we do the dayto-day maintenance as to upkeep of the facility. Um, you know, cleaning up, but yeah, we would take care of the major issues that would happen at the property like the parking lot. the parking a parking lot would be something that we would look at. Yes. Okay. Could you look at and just let us know?

Okay. Yeah, we'd love to. Thank you.

Okay. The next is the disability access fund. We have to um collect a state fee on business license for the purposes of increasing disability access and compliance with construction related accessibility requirements. there's any questions on that? So the only question I have and when you're taking a look historically from 23 24 onward I mean the fund is is expanding and so the question is are do we not have projects for disability or is it I mean it seems kind of strange in this day and with ADA that we have I mean this fund just continues to grow not large but it continues to grow and the services are 10,500 10,6 600 10,700 but the carryover in fiscal 2728 is $351,000. It's like really I mean we we don't expend a third of a million dollars on on disability enhancements. Yeah, this might be a combination question for public works and then community and economic development because the the services and supplies in there is training for the building inspectors so that they are up on what they call CASP requirements. So that's what that 10,000 um is. Um but in terms of uh what the project's allowable uses are um I'm going to defer if Scott is aware.

Yeah. Um this is a fund typically it's not something that we utilize. Um it is something that they're saying for training for other sort of things. Um we can look into it to see if it is something that can supplement some of the ADA accessibility projects that we have throughout the city. I don't think it's something that we've done in the past, but it's something we can definitely look into. I I think this is a great source of revenue for a very good cause and we literally are spending, you know, like $10,000 a year, yet the fund is a third of a million. I I really would like to have a reporter come back because I think there is definitely a need with regards to disability enhancements. Understood.

Yeah. And another another question at the when we um upgraded Nick Rodriguez with the roof and all the other stuff we're working on, were there any ADA improvements done out there at that building during that project? Uh the Nick Rodriguez building, it's currently underway right now and there are ADA improvements being done within the building. Is that being taken out of the general fund to pay for that? It's a combination of the grant funding that we had um for the for the building itself and I believe there's some grant funding in there also. So So if we maybe we could maybe we use this fund to pay pay for that as

Yeah. And we'll have to do some investigation because I know there was something I can't remember what the exact project was. Um but community develop I had asked and community development said like it can't be used for this specific thing. So I'm not sure if this is supposed to be for public projects or it can be internal um city ADA compliance. So, you know, we'll definitely have to do the research on that and bring back the information. Thank you. I mean, the point is you have a third of a million dollars. It can be used for disability. I think that we need to explore it and see if it can suggest. Yes. All right. Thank you.

Okay. The next is the CalF cohort 5 um grant fund. This was um recently awarded grant. It begins April 1st and goes through September 30th, 2029. There's any questions on that. Okay. The next is the ERF grant fund. Uh the city was awarded 6.8 million in state encampment resolution funds, also known as ERF. So, um this is the budget for that. This is the county is running this program in cooperation with the city. So, the money essentially gets passed through to the the county and then the providers the through the program the countyy's running.

Right. Good with that. Okay. The next is the California volunteers grant fund. The city has received um two grants from the state of California volunteers program. Um these will run through December 31st, 2026. All right. Thank you.

Okay. Um the next is the Calgrip Calip grant fund. This is the first um cohort of funding that we had received. We received almost $1.8 million. This grant runs through um December 31st, 2025 with a closeout period through June 30th, 2026. So that's why um it shows no um expenditures for next year. But then we have the new Cal Calb grant that we saw in the other fund. All right. Thank you. The next is the PLA, which is the permanent local housing allocation fund. If there's any questions on this,

I do on this. Um, most of us went to a meeting at the Antioch High School and their program which is building accessory a accessory

ADU sorry and so when I saw this I thought well is there a possibility of having a collaborative effort between Antioch Unified School District and the city and I'm just raising this for the subcommittee and if that is a possibility to have that discussion I think we all walked away extraordinary arily impressed that high school students are literally building these facilities and I just think that this might be an opportunity to to work collaboratively.

Yeah. And I I know we um discussed the CDBG a little bit with them and and what that would mean. I think we were going to come back because we we aren't clear if PLA funds could be used for that purpose or whether it's just for the purpose of procurement of real property to develop housing. So, it's kind of like we also um aren't sure if these funds could be used, but as we also had the conversation about Home Key and probably using some CDBG dollars for that, there may be an opportunity here, but we got to make sure we had the appropriate information anywhere where we can work collaboratively, we should.

Yes. Right. Okay. Um the next is the community development block grant fund. So is I I thought next year's number is 850,000 or so. Um, is that correct or? Well, um, the last meeting that we held, um, the, um, what we were told at that time was that on May 10th is when we're supposed to find out the actual budget. Okay?

And we won't know until May 10th. And the recommendations that were moving forward to the council will come on May 12th. So, we should have more information at that time hopefully from the federal government what those anticipated funds will be for next year. I think the I think the question is like are are we still in the current fiveyear cycle because if we're coming to the fiveyear cycle end of this CDBG funding cycle another fiveyear cycle is going to kick off and I believe the council sets the priorities for where the money is spent in the next fiveyear cycle. So, if if this is just recommendations to continue out the spending of this current 5-year cycle, um I believe we would like support on that, but the new cycle we definitely will.

Yeah. The re everybody will have a voice in where that money gets spent. And my understanding is the recommendations that we'll be voting on on the 12th is for the previous approved funding that would that is in hand. Not necessarily knowing what next year is going to look like for a fiveyear plan that would be the council to determine our our vision, our goals as we move forward. Right. And then also staffing for CDBG is now being handled through our our in-house folks. Correct. We're not using an outside person any longer. Terry House is closing out right now and transitioning to um the housing unit, the housing manager. Okay, perfect.

Yeah. And the three um staff members were introduced at the last um CDBG meeting. Okay. Um that so and we were celebrating Terry as she's moving on to retirement. At the same time, we were welcoming the three city staff members that'll be taking over that responsibility. Okay. Okay. The next fund is the community benefit program fund. If there's any questions on that.

Okay. The next is the CDBG revolving loan fund. As you can see um on here there is approximately almost 5.8 million in housing rehabilitation loans outstanding that have been funded with CBG. Um this next series of uh several funds are for the opioid settlement money we're getting under different um settlement agreements. The reason there's just so many different funds is we have to report um to um a state agency on the use of the funds and they they require us to track it by who the settlement is from. Um so we can on for the um distributor fund um these pay for these all of these pay for opioid aware awareness and prevention um services. So um is there any questions on the distributor fund on page 21? How about on 22 the Jansen fund on 23 the abatement two fund on 20 page 24 just the abatements fund

on page 20 yes I'm sorry she like let's get through as much as let's get through there's no question okay um no I actually want to go back to page 19 because um

yeah it says uh in partnership with affordable housing tax credit um transactions require partner entity provide the city with annual payment benefits. The lower income community to fund has been established to account for annual payments and provide grants and programs to the to the city's low to moderate income communities. What what grant program is this? Um this was something um that Terry House recommended when we're getting these small it's not very much we get annually and she when we started getting these she um had stated that we need to set up a separate kind of fund to provide these um that is all the information I have in terms of what exactly what type of grants can be used. I guess I'm just wondering if it's separate from CDBG and not something we have seen before. And

it is separate from CDBG because it's a as part of a a prior housing loan that was given, they have to give us this housing tax credit annually. And so that is why at the time um Terry House had recommended segregated out so it doesn't get coingled with the CDBG. Is there any way to even I know it's a small amount but there is there any way of knowing who the funds were granted to what they it's not that they grant they give it to the city and then the city determines what grants or programs. So that's something that the public safety and community resources department will have to establish a process and determine um you know what types of of grants or programs.

So so actually nothing has been spent. No. And it just need to be go through a process that hasn't been created yet, but it'll correct. Nice. Thank you. But but very little. It's only a couple thousand. Yeah. But it's something. Yeah. It's something. Yeah. No, it's it's not like it's a learn. Trust me. Trust me. It's It's more than nothing, but it ain't a lot. Yeah. I just want to know. Hey, you know, it's a low. It's a low to moderate income community. So, you know, I'm coming for it. What is this? Okay, back to page 25 for the Mckenzie opioid settlement. Is there any questions? Okay.

Um the next page 26 is the ADU accelerator program. Um the city um received money to establish a rebate incentive program for um accessory dwelling units. This was just limited funding that we had received. So this is um just spending out for contracts for ADU um design or construction. Um so once that um pot of money is used up um there will be none past that time. I would just say ditto with regards to the ADU prior and the ADU here if there can be a collaborative program that there may be two sources of revenue.

Yes. Um Monzerat is texting in real time and she's saying that they're building a program out for this that they'll bring to for this one here for the ADU and then also um to work with the school on some of the funds. Okay. She's

I I think um that's good. And I also want to point out like most people don't know that like a part of this rebate program is that the city actually has three different already pre-established plans available cuz I looked it up online that you can actually just come in to the city if you want to build a ADU and you can get those already pre-approved plans. Is that something that the city is still I know Pittsburgh announced theirs and they got a lot of you know accolades for it. I just want to point out Annapolis first and do we do we still have a program? So, there's a couple different um parts of the program under state law, and we had been doing it already, is um designers and architects can submit their plans to be pre-reviewed, and then they're on our website through this ADU accelerator program that Senator Glazer's program. Um we have money that we are working with a consultant architect to design the pre-approved plans and those will be ready soon. Um but separately private architects can have um plans on our website for the for the ADU so people could go and look at it and and it it also states provide um rebates. What what does that actually look like in practice?

Yeah. So, um this was the other part of Senator Glazer's program. So, we received the money and then um homeowners um as they build ADUs, there's a limited time period for the program. It's kind of a pilot. So, just Senator Glazer's district um has the money right now. So the homeowners once they complete the ADU and get it final, then they would get a rebate and it's preset per Glazer's program based on the square footage of the ADU. I I believe you mean Grayson. Glazer. It's Glazer's old pro. Okay. Yeah, it's been that long.

Senator Yeah, Senator Glazer's program. Uh so Yep. Nice. Is there any where if myself or the public was interested in looking at this more, where would we? Yeah. So, we have all the flyers um on Community Development's website, we have that. Um anyone who applies for an ADU, we let them know. Anyone who comes to the counter asking about an ADU, we let them know. Um so, we try and publicize it. We've had social media posts as well. Um, so that is kind of the outreach we've been doing, but you know, we have people in the pipeline, but then you don't get the money till you final your finalize it.

Would will we be able to know how many people are in the pipeline? Um, yeah, I can double check on that for you. That would be nice to know that people are actually utilizing this for the purpose of creating more available housing and residual income for low-inccome homeowners. Y Thank you. Thank you, Planning Manager Meredith. Okay, the next is the RMR, the Road Repair and Accountability Act. Um, if there's any questions on this fund,

I guess my only question is we we're showing a $5 million balance next year. We're going up to 7 million and uh we're projecting a million and a half dollars in road projects. This is two years out, so it's not in this budget. But I would just say with that sort of a fund balance that we accelerate our our street projects and do two to3 million dollars, especially with the backlog I know that we're experiencing. So do a bigger project. I like that. Any consensus from council on that? Okay, good. All right. Although somebody did email me complaining about speed bumps that they asked for. Oh, they don't like them now? I think they have to I think they have to pay to take them out if they don't like them. So that's that's

that is I will tell you that was a city of Martinez's experience. They put them all over and about 6 months 8 months later they wanted them all re removed. All right. Next. Okay. The next is the Delta Fair property fund if there's any questions on this. Uh what's our next park where we're going to spend this is pre-1980 parks. Correct. And we have about $330,000 balance. Do we know what park we're going to work on next? I do not know if Director Bunting or if we have enough to work on a park. I know it's pretty expensive to do work on parks. You get your exercise tonight. Yeah, Director Bunting.

Thank you. Um, currently we're working on getting the parks in line there. Like you say, there's a number of these parks that need things going on. It's a lot of replacement of equipment, not necessarily a full-blown park rehabilitation. That's happened with Contaloma States, Jacobson Park, and Marquetti. um the park. So, we'd be looking at more of a playground rehabilitation and that and and that plan's kind of in the process to get put together. Okay. When when when will we hear you update at some point on that? Yeah, as we work through this we get through the budget system budget cycle. Um we'll be able to have that list. Okay. Thank you.

Okay. Next is the gas tax fund on page 29 and 30 if there's any questions on that. Uh my only question was related to the FEMA claim that was put in and I guess we didn't get reimbured for that. Is that true? That is true. So what where was the damage out on Empire Mine Road? Was there I didn't know there was anything to damage out there. So uh yeah. So it was the culvert on on the creek uh crossing on Empire Mine was washed out during the course of the storms in 2022. Washed out the road. washed out the covert. Do we know why FEMA denied our claim?

Uh procedural at the time um going forward under the state of emergency that was out there. The the superintendent we moved forward and trying to backtrack on some of the paperwork, FEMA just disagreed with our process. Okay. All right. Thank you. Okay. Next is the park and loop fund if there's any questions on that. Oh,

I do have a question. When I took care of the county service areas, um there on the census tracks that are co-terminus with the incorporated boundary, there can be an accumulation of our dedication funds and they just sit and accumulate and accumulate. I'm not sure that that's the situation we have here, but could staff take a look at it because frankly in some areas between county uninccorporated and incorporated, those census tracks because there was a development generated hundreds of thousands of dollars. Now, that may not be our situation, but because our cities are coming closer and closer together, I suspect that there might be some opportunity for us to rate some of those those county census tracks that have partitigation money. And the history has always been that the county, if there's a project, usually transfers those to the city. And I just raised that to see if somebody could take a look at and see if if there's money there or not.

Okay. The next is the traffic signal fund if there's any questions on that. So it it's it shows um traffic signal fees. It shows this kind of consistent $80,000 a year. Last year we got $119,000. Uh we have quite a bit of development occurring. So wouldn't we expect that to at least stay the same? Or it wasn't last year. The budget was 119,000 and based on current year projections, they're estimating it to only be 80,000 versus 119,000. Okay. Last year we collected just under 80,000. Okay. So we're saying we're expecting about the same. Yes.

Right. And then that's that fee is also being in um looked at as part of our AB1600 fee study. Is that true? Are those part of our impact fees? Um that I I'm not sure. Okay. I'll have to get I think that's a pretty low I think that fee is pretty low. Don't know if we're looking at that as part of our overall fee investigation. Yeah. Um it all it would be as you know we are undergo undergoing a user fee study. So as if long as this one is not established as a separate ordinance um it'll be part of that but if it's a separate ordinance and part of the impact then it might be part of that study too but we'll come back with an answer on that one way or another though it's should be looked at. Okay.

Um so the next is the measure J growth management fund if there's any questions on that. the the it it says median island improvements. So it shows 735 2526 is proposing 550 and then 550. Uh I think there was another I have a note here there's $400,000 somewhere else that we were doing a project. But any event maybe that 550 is 950. So I believe it's um so the other the other 400,000 is in the gas tax fund. You can see that on page 30. Oh, I got that. That's why I was just c capturing that we're doing 400 plus 550. So, we're doing 950,000 total. Yes.

Of median work. Thank you. You're welcome. Okay. The next is the Tidlands fund if there's any questions on that. What can we use that? I think Director Bunting mentioned during the the CIP we were going to maybe use some of that on the the dredging work that needs to be done or a study for that or design or something.

Yeah, there is a study for it. That's the expenditures in 2526. Um, other than that, um, depending on what happens, as you can see, there's not a whole lot of money, but depending on the amount of the expenditure, um, it's the state granted lands commission and depending on the amount, if it's like over $100,000, you have to get like prior approval for the projects, it's just for protecting the tidelands in the certain area. So, depending on what happens with the study and where the areas are found, we may be able to use some of this remaining balance for that, but it'll see what happens with the study in the exact areas where it falls with.

Okay. Thank you. Um the next is the solid waste reduction fund. I know there was um some question at the last um study session. We had proposed potentially reducing the franchise fees by $100,000 just in fiscal year 2627. Um the council um stated they wanted more information on the solid waste fund before a decision was made on that. So um turn this over for any questions on this fund. And then you can see the the separate divisions on the next page um for the solid waste used oil and the reduction division. So my question it is a franchise fee. So I assume there is an agreement. Correct.

So this is part of the um garbage franchise fee with Republic Services. We the city allocates a portion to the solid waste fund. And so that's why um you know in the past there at one time there was $160,000 um that the city allocated to the solid waste fund. As the program grew a little bit we increased the amount to 320,000 and then in 2526 had increased it to 400,000 based on some anticipated projects and we were carrying that forward. So the city does have the discretion to change that allocation to the solid waste fund. um which is why we proposed potentially reducing it by 100,000 just in fiscal year 2627. You would not be able to do that again in 2728 or else there would not be enough money to fund the um services and supplies and personnel in this fund in 2728.

The other part of that is this is a franchise fee. So how many more years do we have of that contract? Um so that is going to be going out u an RFP is going to be issued. There is some money built in as you can see in 2627 for um consulting services for the franchise um agreement that's why you can see it bumps up 79%. Um so it is anticipated at some point during fiscal year 27 um a new franchise agreement with so some provider will be so under the service and supplies the money that's there that's been increased that's all the preparation work correct.

Okay. So, in franchise fees, they legally only need the council's approval. It's not a prop 2 a prop 218 or is it a prop 218? Um, I will defer to the city attorney, but I do know we have a separate franchise agreement with the provider. I'm not sure what else it might be governed by. It's a franchise fee. So, I assume the council is the deciding body and it's not a prop 218. I'm just questioning that. I think that's true, but I will double check and I will The reason why I'm asking that if it if there is a trigger for a Prop 218, I think we need to look at financing it. That's that's the only

I don't believe there is and I will only say just because it's not a properly property related assessment which triggers the Prop 218 and we're not collecting it from the homeowners. You know, we have a separate agreement right now with Republic Services. So, they're giving us a percentage. Yeah. I I just want to, you know, just try to be full. No, absolutely. Okay. And then the the um services and supplies are is going up by $200,000 this next fiscal year. Correct. And that is for the to for the RFP and um consultant to help us with the new RFP for a new franchise agreement. Okay. So then you can see it drops back down in 272. I I would hope it wouldn't cost us $200,000 to hire a consultant and you know to negotiate that franchise fee, but we can

Yeah, we can come back with the information. And I know that um Deputy Director Zapetta has gone out to about three cities to see what their process is, see who their consultants are, and he's um he's very surprised at how expensive it's going to be. Okay. Okay. And so is there any sort of consensus if we want to maintain the 400,000 of franchise fee revenue allocated in 2627 or did council want to reduce it by the 10000,000 in one year as we asked at the last meeting? I'd like to reduce it by $100,000 in in the next year and then also look real closely at that $200,000 cost to do um the the negotiation work on the on the uh agreement. Is there consensus on the hundred,000?

Sure. Okay. We're desperate, Don. Okay. The next um on page 37 would be the National Pollutant Discharge Elimination or the NPDES fund. As you can see, um, as we've discussed, you know, we're going into the negative in 2728. The city is actively looking into, um, in how we can increase the storm water assessment, and we've brought forward the challenges with that. So, um, barring any other questions, why why are we going from 572,000 this year to 943,000 in personnel? That's that's a lot. And then

so there was vacancy savings in fiscal year um 26 and then previously there was an administrative analyst that was charged in the general fund um that we transferred money from the NPTES fund to pay for that salary. That position was reclassified to an environmental resource specialist instead of an administrative analyst. So the decision was made internally to directly pay for the salary out of the NPDES fund rather than keep that position in the general fund and transfer money over. Yeah. But then we run out of money in two years and

do the transfer. It's it's replacing the transfer with salary. You know, there is a little bit of a cost differential. But instead of transferring money to the general fund to pay for um you know, a good portion of that salary, we're paying for the salary directly out of the NPDES fund directly. The same amount of money. Yeah. It's It's pretty close. It's a little bit different, but but but so this this is showing a a million dollar deficit, right, between money coming in and money going out um in two years, correct? Yes. And so that's going to be paid for through the general fund.

It will ultimately have to be if the city is not able to find another way to increase our the storm water utility assessment fees. So how much is how much did the general fund contribute pri the general fund has not contributed prior? No. Okay. That's so that's a that's a big number. I mean that's a big a big deal in two years. So that we we need to you know hold up something to say that this is coming. Yes. And we absolutely know that's important and staff is diligently working on it. Okay. Okay. The next is the traffic safety fund on page 39. If there's any questions on this fund. No.

Okay. The street impact fund on page 40. Just as we've mentioned, we have to close out this fund. This was due to the um legislative changes for the um garbage franchise fees. So now the all the franchise revenue um is going into the general fund with a small split to the solid waste. So the next on page 41 is the storm damage fund. This is accounting for the FEMA money. Um, as you can see, it does show negative 125,000, but public works um has applied um with the Federal Highway Administration for potential grant revenues to pay for that $125,000 um shortfall.

And if we're not successful, we just write it off. We just pay it out of the general fund. It will uh potentially general fund or depending um you know there might be some other sources within the city that would qualify for the expenditure just as gas tax for the prior one qualify for the empire mine piece. There might be you know we'll definitely explore if there's another fund that could pay for that. Mr. Mayor yes I know we have we have four minutes before the beginning of our meeting. Can we just stop here, take a three minute break and come back after our agenda is finished after after our regular a regular meeting so that we get this completed tonight? All I will say is that I'm going out of town so I need to leave after this as it would be if the city manager would mind going through.

Instead of going through just kind of quickly glance and see if any if there's Yeah. If there's any Yeah. You know, I can the further I went, frankly, I didn't. So, the um East Luent Tree Benefit District, uh that shows the balance of $12 million and then there's a $2.8 million expenditure next year. Is that for the design? It's in 2728. Yeah, in 2728. Not I say next year, the following year. Is that is that for the design of that roadway? Is that what the 2.8's for?

Okay. Um, so as I I flip through, I went to page 6869. The only question, and they'll probably come up in some of the reports to us, is how much how much of a I don't know what the right word is. how much of a deficit that we have in the postretirement medical funds and the you know how how large is OP and

yes and we did um talk about that let I actually have I believe the report from March 10th because this is directly related to the OPED um unfunded liability so let me just find that from the March 10th report because I know that was one item that council had asked to be reported out so um let's So, our oped liability um this was as of June 30th, 2025 was $19,487,823. Are we making a payments in fiscal year?

Yes, we make payments out of these postretirement medical funds and then the police department budget pays the police portion. Those payments as well as the money that we set aside from the budget stabilization fund count as our total contribution for the year and paid known as our actual determined contribution and go towards our unfunded liability annually. Yeah. But it's it while we're doing that it still is growing.

Um well it depending on in investment earnings we are you know it can go up or down. We've actually been very fortunate because the city did decide to pay the the ADC, the actual German contribution every year. You know, we cut that down just over $20 million. So, um, fortunately, thus far, the OPED liability hasn't been kind of the huge swing up and down like the CalPERS liability has been.

And and I raised that again. I think not not literally not tonight, but in the future, I think the council needs to go back and revisit instead of having some of these be growing that we take a look at what we need to do. I know in a very difficult challenged financial situation, but these are growing and and they're more and more concerned. So, I just not tonight, but some future time, I think we should really take a look at some of these and just ask ourselves what are the options? What are some of the other public municipalities doing to try to reduce OPED and the retirement? Okay.

Um page 44 and 45 real quickly. So those that's the CFD 20 2018 and 2022. Yes. So they have these they have these big fund balances that keep growing. You know, it's going to be 3.7 next year and 4.3 the following year. That's in one of them and then a million and a million three. Why aren't we spending this money down? um be because it can be used for landscape maintenance, storm water, neighborhood landscape, a lot of different things that I know our community could use. Is there a reason why this fund keeps growing and not being spent? Um I will have um public works look into the expenditures for the next two years to evaluate the work that can be done in that area.

So So you're correct. Uh the CFDs are relatively new areas. Uh so a lot of this area the money needs to be spent within the CFDs. So, it's a matter of coming up with projects. We are gaining fund balance on this and they will be used within those CFDs. It's just a matter of identifying projects. Um, like I say, they need to be used within the CFDs. It's not citywide. Okay. But the level So, is the level of service of maintenance higher in these CFD areas being that they're fully funded as opposed to other parts of town that aren't? The level of service, it's a different situation, but the level of service can vary in depending on what areas town people are in. within the CFDs there is a more stable funding source. So there so those should look better than the other parts that have a less stable funding funding source. Correct.

Kind of expect everything to look good. Um but yes, I think there's more funding for in the within the CFD areas. Okay. Okay. Because I know the expectation of those property owners that live in those areas that are paying these CFD taxes every year are is the expectation is their landscaping and whatever else this supports looks and is maintained at a at a level that is represented by all this money that's coming in. Yeah, understood. And some of these areas also have HOAs that are taking care of some of their facilities too.

Okay. Okay. Perfect. Uh and then just on real quickly on the capital improvement front, page 46. So, it's showing a $23 million expenditure uh in 2526 budget and then nothing next year. So, I suspect this is probably for the L Street project mostly. Is that going to be It's L Street and the Bike Garden. So, are those both going to be finished up in 20 in this fiscal year? I mean, they're like Bike Garden's not even going to start till next year, correct? Bike garden won't get under construction this year. The second phase of L Street is also going to not get under construction for a year. So completion of both of those projects is probably two or three years out.

So can we break this this amount into the the years where it'll be expended. So it represents those more closely. We can often times we need the fund if contracts are going to be had the money needs to be in the in the fund so that we can actually issue the the contract out. But we can definitely look how it expands. oftentimes the money is front-loaded within our CIP because whether it's planning or or uh construction, uh we can push the money forward and have the money available if we happen to need it rather than come back to you to kind of get the the budget revised. But I understand what you're saying and we can make it more representative.

Okay, you guys bear with me for one more second. The lo the AD2731 money, we have $667,000 in that account. I know one project was to do that fencing along Lone Tree Way in front of um Puit Park and all of that. Uh are is there is that project still still in in the books or do we want to look at something different because that that amount of money we could use to rehab landscaping on loan? There's a lot of different things we could use that money for

and and that would be fine. Yes, that we have talked about doing the fencing or the wood fencing in front of Peritt. Um that's the project that's been identified. if there was other projects that we'd rather look at. Would love to hear about it. There is also some funds that go from this for the storage of files and things that we have left over from this assessment district. Okay. So, I just think I think that when we have these these with fund balances and we have needs, I think it'd be good to just be looking at ways ways that we could expend that. Um, understood. Excellent idea.

All right. Uh, vehicle replacement. So, uh, that's on page 60. So, we have uh a projected service charge of $2.7 million um coming in in 2728. Is that assuming we're reestablishing the $1.7 million? Okay. Yeah. Right. And and all right, that's that's all I have. So, thank you very much for Sorry everybody. We had to go a little over, but thank you for Thank you. Appreciate the the time and the discussion.

All right. All right. So, we uh we are concluding our study session right now. Uh does council want to take a five-minute break? We want to roll right into So, we're going to we're going to take a five minute. We've been in close session since uh since 4:30. So, we're going to take a five-minute break and we will start this meeting around 7:10 or so. So, we will adjourn this part of the meeting.

Meeting adjourned at 7:04 p.m. Heat. Heat.

All right. Good evening everybody and welcome to our regular city council meeting of April the 28th n or 19 20 thou 2026. Uh Mr. Clerk, you please take the role. Thank you. Council member Roachcha here. Council member Torres Walker present. Council member Wilson here. Mayor Prom Freighus present. Mayor Bernol here. Thank you. We have a quorum at 7:13 p.m. All right. Will you please stand and join me in the pledge of allegiance? United States one nation under God, indivisible, with liberty and justice for all.

Uh we have uh returned from a close session earlier this afternoon and um madame city attorney, would you please report out on that? The first item on close session was a conference with legal counsel significant exposure to litigation and that close session was authorized pursuant to California government code section 54956.9D2 and E2 and there's nothing to report out on that item. The second item was public employee performance evaluation city attorney and that was authorized pursuant to California government code section 54957B1 and there's nothing to report out on that item as well. All right, thank you very much. Uh, public comment.

Thank you. Can we please have Kathy followed by Michelle? Good evening, mayor, city council, city staff, and the Antioch community. My name is Kathy Cabrera. and president of K911 Animal Rescue, a nonprofit animal rescue organization based here in Antioch and serving the Antioch community and beyond for the past 11 years. More recently, we have taken on the Rivertown Cat Project here in downtown Antioch, maintaining 10 feeding stations where we are responsible for the feeding care and TNR of feral cats in this community, all at our expense. We work closely with the amazing staff at Antioch Animal Services pulling animals from Antioch Animal Services into our rescue. We will be you will be hearing from several members of our community are who are here as part of a unified coalition of animal welfare leaders, volunteers, and residents in Antioch. We are here because we share a serious concern regarding the potential transition of our local animal services operations. While we each bring different perspectives and experiences, we are aligned on one thing. This issue has significantly implications for public safety, animal welfare, and the overall well-being of our community. Our goal tonight is not to criticize, but to provide insight, highlight concerns, and respectfully ask that you consider strengthening our local Antioch services program rather than moving away from it. I'd like to speak about the impact this decision could have on the animals in our care. Our local shelter already faces capacity challenges. The level of care animals receive is directly tied to

staffing and resources. When systems become overextended, outcomes decline, animals stay longer, stress increases, and risks arise. We are concerned that transitioning to a county operated model could reduce individualized care. We ask that you invest in strengthening our local shelter by filling critical staffing positions. As an Antioch business owner and as an Antioch citizen, I respectfully ask that this transition not move forward. Please keep Antioch Animal Services here in Antioch run by Antioch. I thank you for your opportunity to be heard. Michelle followed by Carolyn.

Good evening, mayor, council, staff, and community. I'd like to My name is Michelle Kuslus. I'm with Friends of Animal Services, and I also volunteer locally within the city and I've been here most of my life. I'd like to speak about two two deeply connected issues, public safety and local control. When it comes to animal services, animal services is not just a shelter. It is a frontline public safety department. Animal control officers are out in our community every day responding to dangerous dogs, bite cases, hoarding cases, abuse, and/or neglect situations and animals, including wildlife, or even livestock that's in distress. These are not optional services. They are essential to keeping our residents safe. When Antioch Animal Services is properly staffed and supported, those calls are handled quickly and effectively. But when response time increases or enforcement is reduced, the impact is immediate. More animals remain at large, situations escalate, and the risk to the um to the local the risk to the community rises. That's why local control is so important. Animal services works best when it is closely connected to the community it serves. Local staff understands the specific needs of Antioch neighborhoods and we have very specific needs in our community. They build relationships. They establish trust and they can respond with the urgency and familiarity that our residents expect. When operations shift to a regional or county level, that connection can be lost. Systems become more centralized, response areas grow larger, and resources are spread thinner. We are concerned that transitioning services to the county

whose system is already managing multiple jurisdictions could significantly impact response levels here in Antioch. Public safety depends on having a team that is present, accountable, and focused on our community. We urge you to preserve local control and invest in strengthening our existing program. That starts with filling the vacant animal services manager position as well as animal control officer and support staff roles. These positions are critical to maintaining service levels, ensuring timely response, and protecting both residents and animals with services we have been privileged for the past 48 years within our city. Thank you,

Carolyn, followed by Tiffany.

Good evening, mayor, city council members, and community. My name is Carolyn Steen. I am the director and the founder of Roy's Rescue. We are located in East County, Nitson area. We are concerned that transitioning services to the county could significantly impact response levels as the county system is already stretched thin. County Animal Services already serves a large geographic area with limited staffing. Expanding coverage raises serious concerns. Adding another city will further stretch resources leading to slower response times and reduce service levels. For example, my rescue, a large portion of what we do is trapping animals that animal service does not have time to do. A lot of the dogs that we trap have been out for weeks, months, and yes, even over a year. Are you aware that animal services only has four animal control officers to cover all of Contraosta County? This weekend we had um an incident where dog was out. Two community me community members tried to help the dog by catching it. It was a large 120 lb dog. It was not safe to handle. So we were called because the community had called animal services and got no response. So it was up to a rescue to come and help the community which we did. It took about 4 hours. We safely contained the dog and animal services was called. Um the response I got from the officer was that they were on a skeleton crew. I'm not really how sure they can have much

more of a skeleton crew than four animal control officers, but my understanding is there was only two animal control officers for all of Contraosta County. Those two animal control officers were being kept busy in West County all day. We got no response. While this was happening, a rescue partner was saving a dog, a German Shepherd in Brentwood. There was another man, a gentleman in Pittsburgh who was attacked by a German Shepherd, him and his dog. He called 911. They told him to call animal services and animal services never showed up. You can see this is a problem if you're going to add Antioch as well with the amount of dogs and calls that Antioch needs and to be provided for. With this in mind, we encourage keeping local operations and we respectfully ask that you prioritize with filling vacant animal service manager position along with animal control officers and support staff for the shelter. Thank you,

Tiffany. Followed by Nicole.

Hi. Uh, my name is Tiffany Middleman. I'm an Antioch resident and I'm the president of K9 Pawprint Rescue with 20 years of experience in the operation and management of animal welfare systems, organizations including veterinary and shelter medicine, um, nonprofit operations and I work directly with both animal services. Um, I'm here because what's happening with the animal services in this city is unacceptable and the lack of transparency around it is even worse. From both a professional and financial standpoint, properly staffed animal services is not a cost. It's an investment. It generates revenue through licensing and enforcement. Vacancies don't just reduce services. The reduced, you know, revenue create larger, more expensive problems over time. Uh, Antioch residents voted to have our own animal services for a reason. We did not vote to quietly hand it off to the county because leadership continually fails to staff it. Instead of filling critical positions, you're considering pushing responsibility onto Contraosta Animal Services, an already broken and overburdened system. That's not a plan. It's a failure. And it would be abducting, abdicating, sorry, your duty to the city, its animals, and the people you're supposed to protect. This is a public safety issue. You're going to see more aggressive dogs loose on the street, more attacks. This includes pets, children. You're going to see more animals suffering because no one's coming in time. Let's see. Um, and these are all things that could have been prevented. Uh, this is what happens when the systems fail. And I'm afraid that this is where we're headed. Uh, animal services of Antioch really works when it's properly staffed. We've seen that. I've worked with them for so many years. The problem is not the department. It's

the failure to hire, follow through, and maintain a functioning system. And there have been some real efforts and improvements made, but because of the chronic like understaffing, um, we've kind of stalled. And instead of fixing that, we're trying to push the responsibility somewhere else. And those of us working in animal welfare, we're already exhausted. Um, we're already stepping in to cover gaps where systems have failed. And you know um I wouldn't say animal services is failing. It's being left behind to fail. So shifting responsibility to contrast animal services is not a solution. It's a decision that will lead to more injury, more suffering, more preventable death in the community. Choosing not to fill critical positions while exploring outsourcing is a failure of responsibility. And we need your help to fix this. Thank you for listening. Nicole, followed by Karen.

Good evening. My name is Nicole. I um run a local animal rescue as well. Um our name is Ebar, East Bay Animal Rescue and Refuge. I've been doing this for about 10 years and I feel very strongly with the rest of these ladies about what's going on. So, I'm going to give you a little bit of my opinion. Everything I say tonight is about the animals. This is about getting as many animals a safe home as possible and also understanding that not every animal can find a safe home. To us, every animal has a name, a story, and a journey. The large shelters are to two large shelters. Animals are statistics. The larger the shelter, the larger the disconnect there is to the animals. As a rescuer, when you walk into Contraosta County, very few people, if any, know about a particular animal. Often they read a note that was written probably by a person underqualified to assess that animal in the first place, or they just there's just no notes at all. In contrast, as a rescuer, when I walk into Antioch Animal Services, most of the people, if not all the people, know about that particular animal. They know their story. They know their name, and most definitely they give me the information I need to make a proper assessment if I can pull that animal into my rescue. As a rescuer, when I think about dealing with Contraosta County, I try not to. They're big and they've lost touch with the animals. This is inevitable in a large shelter. The burnout is written all over the staff's faces. The hopelessness and disconnect to the animals is clear and it hangs in the air. When these concerns have been raised in

the past to the manager, I got a politician response and nothing happened for the animals. At the Antioch animal services shelter, we are treated with respect. We are valued and most importantly, they know their animals. Again, the animals are not a statistic. They have a name. They have a story and they have a journey. And most importantly, these animals are treated with respect. I am very angry that these backdoor talks have been going on and I urge you to take a look at what's happening before you join forces with Contraosta. I think it's a failing system and I think it needs to be looked at very very thoroughly. Thank you Karen followed by Aiden. Good evening, council, staff, and community. My name is Karen Cops, president of HARP Homeless Animals Response Program, and I thank you for taking the time to listen to the voices of those who care very deeply about this issue regarding animal services. Tonight, what you have heard reflects a shared concern across multiple perspectives as well as a shared commitment to solutions. We believe strongly that maintaining and strengthening local animal services is the best path forward for our community. This is about public safety, accountability, and ensuring that both residents and animals receive the level of care and response they deserve. We respectfully ask that you prioritize fi filling critical positions. Carefully consider the long-term impact of any transition away from local services. We stand ready

to be partners in supporting a strong sustainable program. Thank you again for your time and consideration. Aiden, followed by Melissa. Good evening everybody. Uh my name is Aiden Sema. I'm here a resident in Anna, California. Um I'm also a masterers of social work student at University of uh Southern California. I'm here to speak today about housing stability in Antioch. Even though Annoch is more affordable than other parts of the Bay Area, many residents are still struggling with rising housing costs. Uh, according to the National Law Income Housing Coalition, a worker in California needs to earn about $39 an hour to afford a modest two-bedroom apartment. Um, uh, which is higher than what many local jobs pay here in Antioch. This c this gap between wages and housing cost leaves many working families financially vulnerable. Uh, in addition, many renters in Antioch spend more than 30% of their income on housing, which puts them at risk of instability. So, I encourage the city to continue investing in affordable housing and rental assistant program to support residents in our community. Thank you for listening.

Melissa, followed by Mary. I like Antioch to have nice things. So, my first comment is it's April. We heard I thought May we're going to start the farmers market and I haven't heard anything about it. So, I'd like an update on that if possible. And the second nice thing in Antioch is Antioch Animal Services. I'm not a rescue. I just sometimes volunteer there when I need a pickme up. And I have read the grand jury reports that says Antioch does more than with less. And that's I would say due to CAT and um you have all these advocates coming up here saying what great things Antioch animal services do. You have all these advocates advocating for Antioch because they're doing something right. You got Brentwood and Oakley residents wanting to use Antioch services, but they can't. They got to go to Martinez. Antioch voted this in for a reason. Antioch cares about its pets, its animals safety on the streets. My personal experience with Antioch Animal Services is great. I still owe two registrations right now though, but I'll get to it. But um they don't bill me, you know, because they don't have the staff to send out billing. And um I promise I'll get to it though. But um the other thing I want to say is like when I started the volunteer process at Antioch Animal Services, it was very structured to meet the needs of the animals, not to meet the needs of the volunteers. Like you had to do certain things certain ways and learn it, watch videos on how to do puppy protocol and all that cuz everyone wants to pet the puppies. And the way Cat explains things to people is to me amazing. It is straightforward because unfortunately we do have to euthanize and um one of the sad things is I remember MJ got adopted twice and

the third time he came back he just couldn't handle the kennel anymore and the next time I came to volunteer he was gone and I learned he was not adopted for the third time and it's very sad but the way Cat explains it for the health of the animals she does an amazing job. I don't know how someone could turn a death of an animal into a positive thing, but she does. And one time, um, there's a dog roaming my neighborhood for like three days, and me and a neighbor were determined to catch it. We couldn't. We called Danny out. Danny came and with the help of me, my neighbor, my dog Vixen, and Danny, we finally caught that animal roaming our streets and that animal now has a home with my neighbor. So, Antioch Animal Services cares. They do a great job and I just want to say that that's been my experience. Thanks Mary followed by Crystal. I'm Mary Litz. Um, I'm speaking tonight about the recent budget uh decisions that you're working on here in Antioch, California with the cancellation of the Angelo Kinto community response team that was raised as an option. At the same time, si the city is reallocating significant public safety funding, including millions through California violent intervention and prevention programs intended to support prevention, community based in uh invent intervention, and alternatives to traditional law enforcement. That creates serious concerns about the alignment of federal funds that were also used and acquired to to purchase the former PG&E building with the understanding that it would serve as a public safety and community resource facility. That com that commitment man matters.

The investments were meant to expand community-based safety solutions not reduce them. Elimination of elimination of the response team moves the city in the wrong direction. It removes one of the only unarmed community-based crisis response options available, particularly for mental health calls and law enforcement response is not always appropriate. When public funds are not used in alignment with their intended person, it erodess the trust and exposes the city to increased scrutiny and potential legal risk. The community is watching closely and expects accountability. It's not just a bud budget decision. It's a statement about priorities. I urge you to maintain the strength in the community-based response team and not elim eliminate them. And if it's used for something else, we the city as citizens of Antioch will sue the city of Antioch and file complaints with the federal government for misappropriation of funds. Have a good day.

Crystal.

Hello everybody. I know I come up here and complain a lot, but I want to just uh say thank you to Miss Tamisha Walker. Um she is my uh my in my district and she's doing an amazing job. Um nobody sees the background of what these uh people do and I see you and I thank you. Um to Chief Vhill, I appreciate you. Um Miss Bessie Scott, thank you. Um however my uh my issue today is on the um police commission that we just um approved uh Mr. Ciz. Uh this commission is supposed to provide independent oversight of the APD due to previous racism that was in our department for years. My question is what can Emanuel Cis Jr. do for Antioch if he sat up here in front of all of you guys and said that he was surprised that APD was racist and that all these things were happening. He also came out and stated that he didn't understand why these people didn't come out and say anything previously. So, I'm not understanding what he's going to be able to do for the police commission if he doesn't understand what his job is. I want to also say that he sat up on the commission uh for one of the meetings and said that over and over again asked questions because he wasn't up to speed on things, but he said he went back and looked at previous meetings. Um it just seems to me that he doesn't understand his job or what he's supposed to be doing there and maybe needs to be spoken to or maybe we just need a new commission. Now, mind you, I don't have anything against this man, but what I do know is that he has been in the previous city council. What I do know, he's he has lived in Antioch for years. So, if

you've lived any if I'm white and I understand what racism has been going on here, I'm not understanding how he doesn't see that we deal with this. We've dealt with this for years and years. And anybody who's understands racism, systemic racism, is going to see that you can't just come up in front of a city council and say, "Hey, this police officer was racist against me." Because they're going to come back on you, especially the people who were who were out there doing everything that they were doing and why we have had all the civil lawsuits that we've had previously. So, I'm not understanding. I just need to understand what is he really going to be able to do for us and how is he going to move this city forward instead of taking us backwards because he doesn't know what he's doing. He doesn't understand the job or where or where we're supposed to be going. I just I I need to I need some explanation. Thank you, Andrew. Thank you. Um, talking about housing and the affordability needs in the community. Um, since this is the closeout meeting for April and I won't see you all before May 4th, I just wanted to bring to the council that the uh round 10 affordable housing sustainable communities program um will be ending May 4th. It will be closing. That's $736 million that the state made available to communities like yours, which we did not pursue. Uh we are finalizing our application. and I'm working with the developer. We are finalizing our application for a $39 million pursuit in Sacramento County.

$24 million will go to housing for uh 80 units that will be mixed 30 to 50% AMI, extremely low income. There will be $1.4 4 million proposed for Sacramento Department of Transportation for a upgrade from class 2 bike lanes to protected class 4 bike lanes 3.44 miles. There will be 12 or 10.4 million that will be going to Sacramento Regional Transit uh proposed for a route um fixed route frequency upgrade for the next 11 years. And finally, there will be $2.7 million proposed that will be going to a lowincome EV mobility program for 12 new electric vehicles in a lowinccome pilot car share program. Those are all the opportunities that I have spoken about for years and years. And it is frustrating that I have to go all the way out to Sacramento County to find agencies that want to work with us when I live here in my city and I see the need here and that could have been your money but you chose not to even talk about it and that's what upsets me and I think that's because of process and what frustrates me is that at the last meeting There was a committee report out, subcommittee report out for the CDBG subcommittee and respectfully I found it very disingenuous because that report out did not even include that there was no quorum met within that meeting but the meeting happened anyway. All information was given to the only attending committee me member and then that sole committee member brought forward to this

council that there will be recommendations coming out of that meeting that will come forth in the May 12th council meeting. How did one council member elect to continue through a subcommittee meeting? Staff did not choose to stop that meeting continued all the way through. took role and then no nowhere in the report out was it stated that council member Torres Walker was not even present. Thank you. I see no further public comments. All right. Thank you. Uh moving on to uh proclamations. Do I have a motion to approve the proclamations? Move approval.

A motion from Council Member Wilson, second from Mayor Pro Tim Freighus. Please cast your votes. You got to wake it up. Motion passes 5.

All right, perfect. We have uh two proclamations tonight and just like to let the recipients know that we'll go ahead and uh read uh read the first proclamation. We have a couple of recipients for the American Muslim Appreciation and Awareness Month. And you could come on up and say a few comments for re receiving that. Then we'll move on to the second proclamation. They'll receive that and council will come down and take uh photos with you all afterwards and present the proclamations in person. So that's that's the way it'll work. And I want to apologize in advance if I if I mess up any names in this also. So first proclamation is the American Muslim appreciation and awareness month April 28th 2026. Whereas enriched by the unparalleled diversity of its residents, the city of Antioch takes great pride in supporting individual religious freedoms and it's strengthened by the many varied religions, political and cultural traditions and contributions of its diverse populations including those that practice Islam. Whereas the history of Islam in this country dates to before its founding, originating with enslaved Africans who brought their Muslim beliefs with them to the Americas and who later contributed in numerous ways to the founding of the nation and where there are today millions of American Muslims, both immigrant and nativeorn of diverse backgrounds and beliefs. whereas approximately 1 million American Muslims currently reside in California, the highest number of any state in the United States with over 30,000 Muslims in Contraosta County that make innumerable contributions to the cultural, political, and economic fabric and well-being of California and the United States. Whereas in 2024, the Council on American Islamic Relations received 8,658 complaints nationwide, the highest number in its 30-year history, reflecting a 74 7.4% 4% increase from 2023. Whereas the Islamic Center of East Bay, established in 1999, serves the Muslim community by providing a place of worship, religious education, and

community services in accordance with Islamic principles while fostering unity, understanding, and spiritual growth in building bridges with the broader community through education, outreach, and services. Raz Majid Abu Bakr al- Sadi formed in 2015 serves as a welcoming center for the Muslim community providing religious services, educational programs, youth development, and community outreach while fostering spiritual growth, interfaith understanding, and inclusive community engagement. Whereas the city of council acknowledges the importance of local government in advancing for peace and justice, understanding that Muslims everywhere deserve to live in peace and safety. And whereas it is appropriate to acknowledge and promote awareness of the myriad of invaluable contributions of American Muslims in California and across the country and extend to them the respect and camaraderie every American deserves. Now therefore, I, Ron Bernell, mayor of the city of Antioch, hereby proclaim April 20 April 2026 as American Muslim appreciation and awareness month to acknowledge the rich history, contributions, and guiding virtues of Muslim communities in California and for the lasting positive impact they have made toward the advancement of our city and country. So, uh, yes. Um, on behalf of the Islamic Center of East Bay, if Abdul Raman could, um, come forward along with, uh, your, um, comrades there or whoever you'd like to bring with you.

You can all come down. Go ahead and introduce yourselves. Yes. My name is Abdul Raman. Uh I am the chairman of board of trustees for Islamic center day. We've been here since 1999 and know most of you here and we just like to say thank you for the recognition and uh we would continue uh to work with uh with the city to make this uh this city our our great city of ours a better place for all of us to uh to prosper and to uh take us to take us to new new heights hopefully. So thank you again.

All right. Thank you Abdul. Yeah, my name is Sed Raan. I'm a trustee member of trusty board and thanks for your support in Raman also and all big nights. Always police come over there to support us and we really send our families over there at night also with no issues because just of you guys. So thanks for that. My name is Wasib Gul and I'm trusty and thank you guys. We thank you very much. you guys you support us very much and mostly in Ramadan. Thank you very much. All right. Thank you.

And uh representing Majid Abu Bakr alsik is um Hydra Babakur and uh with him is Abdul Ismael. And I see I see.

All right. Welcome Good evening, mayor, council members, and distinguished guests. On behalf of Abu Bakalasad, the community center, I'd like to express our sincere gratitude for this proclamation recognition. It is truly an honor to be acknowledged by the city of Antioch. This recognition is not just for our center, but for the entire community that has come together to serve, support, and uplift one another. We are proud to be part of a city that values diversity, unity, and civic engagement. We remain committed to continuing our work, building bridges, fostering understanding, and contributing positively to the community we all call home, which is Antioch. Thank you again for this meaningful honor. We deeply appreciate your support. And this our Amir or our our our sheikh or our our president she hydra Muhammad Abu Bakr very very pious person and a lot of respect him a lot and of course I also brought our our our lead pastor our senior pastor Shehikh Ibraim uh very well versed both in the English language and of course in Islamic studies and we thank you again very much for all all your contribution and thank you again Ron uh Mayor Bernell You have a nice evening, folks.

All right. Thank you again. Thank you. Thank you.

All right. Our second proclamation tonight is in recognition of National Public Safety, Telecommunicators Week, April 12th to April 18th. Whereas emergencies can occur at any time requiring the immediate response of law enforcement, fire, and emergency medical services to protect life and property in the city of Antioch. Whereas public safety telecommunicators of the of the Antioch Police Department communication center are the first and most critical point of contact between our community and emergency services. Whereas these dedicated professionals answer calls for service with urgency, compassion, and professionalism, often serving as the calm and steady voice in moments of crisis. Whereas the safety of police officers, firefighters, emergency medical personnel, and the public depends on the accuracy, clarity, and timeliness of the information gathered and relayed by these telecommunicators. Whereas members of the Antioch Police Department communication center coordinate complex and rapidly evolving situations, monitor radio traffic, and provide essential support to first responders in the field. Whereas public safety telecommunicators demonstrate exceptional skill, resilience, and commitment while working behind the scenes, often without public recognition, yet playing a vital role in safeguarding the community. And whereas her professionalism and dedication contribute significantly to the overall safety, well-being, and quality of life for all who live, work, and visit Antioch. Now therefore, I, Ron Bernell, mayor of the city of Antioch, hereby proclaim the week of April the 12th to the April the 18th as the National Public Safety Telecommunicators Week and urge all residents to recognize and thank the members of the Antioch Police Department Communication Center for their outstanding service and unw unwavering commitment to the community. Congratulations. I'd like to invite uh Supervisor Stacy Mousum to come on up and um accept this. And you can have others join you if

you'd like now or and then we'll we'll come down and take pictures with you first. Thank you all for your service. It was great seeing you last night at the um at the community meeting over at St. Ignatius. I'm Stacy Mouso. I'm the dispatch manager for the Anak Police Department and I want to thank you for recognizing this group. Dispatchers shine are a shining star of our department. They often don't get the spotlight, but they're absolutely essential for everything we do to keep our community safe. Dispatchers are often the first responders that are unseen. They're the calm voice in the middle of chaos, the steady presence when someone's experienced one of the worst moments of their lives. They take that with them home. They learn from it and they feel for you during those times. Every call, whether it's a 911 call or a non-emergency, matters. Our dispatchers treat each call with professionalism, urgency, and compassion. They often work 16-our shifts. They give up holidays and times with their families to be there for you and your family. To our dispatchers, thank you for your dedication, your resilience, and your commitment to service. We're incredibly proud of you. to the city council and the mayor and the city manager. Thank you for taking the time to recognize the work for and for your support of public safety. I'd just like to say thank you to the city council and to our chief for making this happen and to our manager Stacy. And I just appreciate the fact that we're being seen and we're being heard. And this isn't just for us today that are here, but it's for the dispatchers that come after us. So, thank you. Thank you. Anybody else before we come down and give you the word? All right. Thank you,

Take a picture.

Chief, you want to come in? Oh, look at you guys. Okay, one more.

Thanks so much. Excuse me. My other photo also.

Sure. That's fine.

Yeah. Okay. Three, two, Thank you.

Please. Yes, sir. Everyone backed up. Okay, here we go. Three, two,

one. I will do my best. two. Thank you so much. Appreciate it. Of course.

Thank you again. All right. Do we have any public uh public comment on that item? We have no public comment. All right. Perfect. Moving on to announcements of civic and community uh events.

Thank you. Any interested resident is invited to apply for the following vacancies. The deadline is 5:00 p.m. Friday, May 1st. The sales tax citizens oversight committee has three full-term vacancies expiring March of 2030 and two full-term vacancies expiring March of 2028. To be considered for the vacancy position, please complete an application and submit it to the city clerk's office by the deadline date of Friday, May 1st at 5:00 p.m. Applications are located at the city's website and may be picked up in person here at city hall. Please email your completed application to the city clerk's email address, and you can also drop off your application in the water billing dropoff box located in the parking lot just outside city hall. Thank you. All right, thank you very much. Moving on to uh presentations. Our first tonight is going to be 10 jumps technology findings presentation. City manager.

Thank you so much, mayor and city council. Um we have in the flash our 10 jumps team. Um 10 jumps was a project of the IS assessment um operational assessment which identified some of the things I saw when I first came in terms of not having streamlined enterprise management systems um paycheck stubs being electronic all the things that we'd like to have in 2026. Um so they will be giving a presentation um and taking questions from y'all afterwards.

All right, welcome Hi everyone. Thanks for having us here tonight. We know you have a full agenda, so we'll try to be as brief as possible. Um, my name is Larry Col. This is my colleague Roger Sarapali. And as you've heard, we're from a data and analytics and AI consulting firm called Ten Gems, which is headquartered in Chicago. Um, we spent about six weeks on the technology assessment and roadmap. And tonight we want to just give you an overview of the project and the results that came out of that. Sorry. Um yeah, a little bit a little bit more. Yeah, we might need to hear you. Is that better?

Yes.

There you go. Okay. Uh the slide that's uh that's up on the on the screen right now is the uh shows the approach to the project. Um there was essentially three phases which came out to about two weeks a piece. The first phase was the current state assessment where we interviewed each of the departments except the police department to understand the technology in place any gaps any uh pain points that people are experiencing. Uh we collected our findings from that and then the next phase we brought all the departments together and we did essentially a brainstorming session to understand what the desired future state would look like and what needed to be changed to make that happen. We took the opportunities that came out of that workshop, turned those into initiatives, which are essentially projects. We estimated each one of those uh and laid them out on a one-year road map um for the city to use for planning going forward. So, that was that was the general approach. Any questions on that?

No. Okay. Rajie was going to walk through more details from uh each of the phases. So, as Larry was me, that's perfect.

Yeah, you're good. All right. Um, as Larry was mentioning, uh, our first phase is really looking at, um, kind of what the current state was and really talking to all the departments to understand what technologies and software was currently in use and um, some of the key issues that they were experiencing along the way. Um, we had probably close to 20 plus interviews. We had some uh follow-ups as well with the various uh departments. Um in terms of key findings, um I I don't want to go through everyone in detail, but I think if we were to look at them and kind of categorize them, um I would say loosely there's uh a variety of them where um a lot of manual effort to do things systematically. Uh there were processes behind them, but the ability to do them more effectively could be supported by various software tools. um there are other areas where um data had to be manually kind of extracted from systems and pushed into a different system. So I think uh one of the things that kind of cons consistently came through was the um probably a requirement for automating some of that data going between systems. Um, and essentially I think um what this amounts to is really uh allowing the uh city staff to actually be able to do more with their time and be more effective in what they're doing. Okay. So um what we identified here loosely speaking we kind of cate categorize into three areas. um general recommendations I think were um items that came up during discussion that may have been in flight or city staff thought would be good things to do. We just wanted to kind of reinforce those items as um things that uh staff already were aware of were

proposing. We thought we should just highlight those as well. Um next kind of in the middle of that page you'll see what we call lowhanging fruit. So these are items that um on the face of it made sense to kind of pursue. Some of these items um were already kind of uh in process in a way as well. Um the uh departments were thinking about doing them. They had some details around maybe what the cost might be, what the time frames might be. And in terms of our uh review of those, they made a lot of sense just to kind of just go and do them essentially. Um and the final category here we called major opportunities. These were um items as well. Kind of going back to what I was saying before about improving efficiencies, reducing manual work, having data flow between systems automatically. Um some initiatives that you would have to kind of invest in to enable that.

So I'll pause there for any questions before I move on.

Mr. Americans. So, frankly, when I read this report, the key findings for me were very alarming. And um and so, I mean, there wasn't good news. There wasn't seemed to be a lot of bad news. And so I'm just curious as we're going through this whole process and making new investments, how do we keep current I guess with technology so that we don't fall back into this type of approach? So I think um part part of this is that um some of this is just an evolution in terms of uh the capabilities you have across the different departments right so um as you kind of move forward with this I think the idea would be that um you kind of have planning process and a way to plan going forward so looking at technology and systems not just on a short-term time frame but a more broader one to threeyear time frame. Um, and I think what we've kind of proposed here is a starting point for that type of approach. Um, and it just you just need to kind of consistent focus over time to kind of re-evaluate things as things progress.

So you're you're really saying let's institutionalize this. Yes. And so who's going to oversee it?

I can answer that question. And so this is in conjunction with not only the operational assessment but what came out of that is a lack of an is master plan which is why this was the baseline for the master plan. Um the master plan has been drafted by director Halenburgger. Um what this which is the continuous improvement. So what is the life cycle of um equipment of programs? Are they integrated? um instead of buying something there needs to be a technology request form so we can see if any other departments across the city actually have what is requested. The inability to have integrated uh service delivery in is something that ten jumps pointed out and was reiterated in the operational assessment. This falls directly under the IS department and the is director and in their master plan is the three to five year life cycle. So is it going to manifest itself? I mean we're going through the budgetary process

and so this will be an item that we address each and every year. Yes, I believe the technology requests that come up each year would be requested in the budget and why um they're needed. And so I assume you know part of the the rationale is to simplify and not to have this myriad of yes technology but to become and how how does AI work in this out of curiosity or does it it doesn't okay so you're safe there's no that's nobody's gonna do

that's why I'm asking because it seems like every day something AI is changing so I don't think we have enough money to do it but anyway way. Yeah, I actually I think Bessie beat me to the to the point. I was going to add on to what Rajie was saying was that it's this really isn't just about the technology itself and how to keep that up to date. There's a lot of processes and communication that goes on as well as you know updating the technology. So that'll all you know eventually be in place as well when you get down. So, I worked in county government for over 30 years. And once you learn a process, frankly, employees are very resistant sometimes to change.

Okay? They they know the system, they like the system, they're experts of the system, and you guys come along and want to change all that. And so, how do you bring our employees forward to to embrace, not to fight it?

You know, actually, that's that's an interesting question. I think we we found almost the inverse of that. people were saying that we need a process in place to handle this type of situation. It's too ad hoc or it's too disjointed and um people were really on board with uh getting that in place. Okay. And I'll add to that um in terms of individual departments or divisions that were resistant um and are resistant currently um had a meeting you know certain meetings with Kelly um Zelinka our consultant their directors um and we're not always going to get buyin and this isn't always about the individual department the systems have to work together um and there's duplicative systems and one of the most alarming uh findings is the manual entry across critical programs and departments such as finance and human resources. So the error rate is astounding and I think we should be concerned about that. Also the inability of certain departments to talk to other departments from public works to community development. What is the work order look like and what are the different systems and how do they talk? Um and so yes of course we would love to have as much buyin as possible. Um I think that you know how we do it and how um we've been doing it is no longer acceptable. Um there are resistance points and at the bottom line is that business needs have to be met. So we will honor and understand people being upset about the change and explain to them why it's necessary.

So I assume training is going to be a constant throughout. Sure. Um well the time I served as principal Antak High School in the Antioch Unified School District our SIS system they changed the system three different times and each time it was very difficult to learn a new language and a new processes but the benefits outweighed what we had had in place previously. And generally with those um companies when we would enter into a new agreement there did come with training to walk us through to have a hotline to call and get question troubleshoot. So I'm not sure is that is this something we're doing in-house or is this something that would continue with 10 jumps? I'm not really sure how that works.

Um no so we would have to bring in the systems in-house. There's lots of different and I I can let them also answer different components. So for instance, we pay for very great systems and platforms,

but we don't turn on all the functions. Um, and so we have to turn the functions on and have training in the functions in order to actually utilize them, whether it's agenda management, which you know, we're I think, you know, it's interesting because the mayor got a firsthand seat this last couple weeks on our agenda. Um, and the manual entries that we were trying to do together at the same time, I think at like 8:00 at night. Um, and so there's a clear gap here. So it is a in-house training um that we have to do. They can only tell us what's wrong and how to fix it and where we can strengthen. Um but we have we pay for platforms and those platforms come with training that we're not using. So we will be implementing those avenues as well.

Yeah. On that point, training was kind of a common thread that went through everything we did. It just kept coming up every interview, every work session, just like that. So it is important. I think people recognize that.

Yeah. I just remember I just remember as a principal learning the new language and going to look up students data information, grades, discipline records or whatever. Um there would be a troubleshooting line I could call either the district office or with the actual company to help walk through especially when we were developing like the master schedule which is the the grid for how students get their schedules and courses and all that and it was pretty complex. Um so yeah there is a lot to it when you switch it. understand why people are resistant to change because they have to learn a new whole new process and a whole new language. But generally my experience has been that it's always a better process faster more experient but it is a process to learning how to use it.

So thank you. And I think there's one of the things that's interesting about the presentation is that there's a cost sheet um and it shows you know all the hundreds of thousands of dollars it's going to cost. Um the last column says that we will save 47,000. Um that's in hard cost. What that cost does not include is the human capital of not wasting time with manual entry times the number of employees times their hourly rate. Um so hard costs um seem like there's a big delta, but the actual impact in terms of efficiency, process improvement, and the human capital is is just not on the sheet. So Councilman Wilson,

thank you. You may you I'm gonna ask a question and I have a couple of questions, but I'm just going to ask this one now because I think you might be covering a lot of it. So, I I I do like how you kind of have the categories of general recommendations, lowhanging fruit, and major opportunities. So, of all this that you've identified, um what would be the top priorities? I did hear systems communicating with each other. So, I believe that would be one. and which you know of that what I'm sorry which would be which what are the top priorities that would have the biggest impact in efficiency or on service delivery. So like I said I' I've already heard communication of systems I feel and of this list there's probably others but what would you guys identify as the top priorities? Can we speak to that when we get to the road map?

Okay. Thank you. All right you guys ready to keep going? Yeah. All right. I know you made it through two of your 90 pages so I think we're well on our way.

So much for being brief. All right. Um so what we have here is um the various initiatives that we've proposed laid out uh clearly on a one-year time frame here. Um the best way to think about this and this is also on the the following slide um is think about it as a uh planning tool and um as priorities change you know this can be think items can be moved around um what we tried to do here is to uh put forward what we thought were the highest priority items kind of per department and also take into account uh resourcing you you know if if we're asking the same people to be uh facilitating multiple projects. We just can't overlap them and not allow them to do their their day job basically. Um so to your question about priorities, I would say anything that's to the left on that timeline is probably higher priority.

Um and then the the sequencing within each department, uh we try to kind of balance out the resourcing requirements so that we can actually get this done. Does that answer your question? Yeah, that that was very

um so just kind of going through here what we've talked about from a city clerk perspective um is uh that we already have the next request system, but this is really kind of fully adopted. Um it's been partially adopted and um adopting it would just give better efficiencies um ability to track what's happening when it comes to um public records requests. Um following that uh we think that an agenda system would be very beneficial in terms of just overall efficiency uh clarity and also kind of documentation that you require uh for the various committees and for the city council. Um moving on to finance uh migration of business licensing to the Tyler EPL system. So this initiative you would basically uh decommission a uh smaller piece of software and fully utilize Tyler EPL which you already have. Um the next item here is the systems interfaces. So this is kind of the uh one we highlighted before around sending data across systems. um being able to do this in a more automated way would reduce the time and effort and um reduce errors as well when it comes to managing um revenue across the different departments.

Yeah. Um Bessie mentioned earlier that there was uh processes that could be very errorprone. I think this is a shining example of that. getting data into the finance system today is being done on paper and it's being handed off and mailed in, shipped around and done on Excel spreadsheets and having that interface would uh reduce a lot of the risk and errorroneess of that process. Um, next on public works, I think some of these items are already kind of in flight where um, Trimble Unity maintain was a system that's being implemented. Um, and we are just basically suggesting completion of that system so that you can utilize it across um, all the functions within public works. Um, and then kind of utilize that system for any kind of cross department requests. So you're able to track those as well. Um the the next two items on the human resources and cross department. Um again those fall under uh the first one is under reporting. Again systematically doing that eliminates a lot of manual effort. Um and you can kind of consistently deliver um reporting and any kind of insights without having to um manually do all those things. uh the contract approval workflow that again that's falls under a similar bucket of just overall efficiency and visibility into um contracts that various departments um are looking to get completed. And then the last two items really pertain to um um policy and process around how you're bringing in new technology or new systems into the city. Uh just having a more formal process uh for that. So, uh, you know, you're not getting software systems that already overlap or you're not you you recognize that you have the functionality already and maybe you can utilize something

you've already paid for. And the last item here really is a more structured technology training program. It's kind of alluding to what we had talked about before. You know, in order to implement this schedule that you've shown here, would it require the $250 to $350,000 investment upfront to begin that? because I noticed you know this is on the next next slide a couple slides down it has cost to the different things. Yeah. So is that is is doing what you're showing here does it require an investment of money or can it be done apart from that with existing software that's already in place but underutilized.

So I think it depends on the initiative mayor. Um you don't it it's not a outlay of funds upfront for everything. that you could really budget this by initiative. Um there's some costs for additional software and thing consulting things like that. Um some of it is uh less costly because it's just leveraging systems you already have. You get some uh benefits by eliminating some systems for example so you don't have licensing fees. So you really kind of have to look at each initiative individually and that's kind of how we estimated these out at a very high level in you know in a short period of time but we wanted to at least give you a sense of what it would take to do each one of these.

Okay. Yeah. So that would be incorporated into is master plan depending on what initiative or change they decide to make first.

Um so by department it could be or just by project. So it's not all at once. Um it could be maybe it's you know Tyler EPL makes us a lot of money so migrating the business licenses might be the first thing. Um and then contract management and approval workflow um goes to the purchasing department which we're not we don't all of the contracts we don't know where they are in emails. um which is means that we can't necessarily reconcile sometimes when a contract has ended or where a contract is which we learned very publicly with Terry House having three missed contracts. Um and so it just depends on what we want to do and how it fits into the is master plan.

So the the master plan is coming before us when

Okay. Yes. Um, the reason why I'm raising it because it's it's a budgetary issue, you know, so hopefully we will have it sooner rather than later, right? And we meet um with director Halenburgger at 9:00 tomorrow morning to talk about next steps. So, we'll come back. So, the council has spent kind of a considerable time with code enforcement and I always get it wrong, the C fix cick fix. And so that goes on, you know, gets def, you know, the complaint comes in and then it gets sent to the police department or the public works department. So I'm looking at this and I didn't really see anything on that specifically. Is there a reason for that?

Yeah, that's a different system that's so that platform necess isn't necessarily in the is infrastructure. Um, it is very critical and overlapping. So like the Tyler EPL and and that's why our GIS manager is here um for this presentation because there is overlap with some of the department um initiatives that will come out of this. It's inlaid in the interfaces GIS. So how does that how do we get there?

Um I think it depends on what we want to do first. Um so you know my what what we want to migrate um in terms of I believe it's public works um and I can also ask and finance that's why he is it finance and HR together or just finance um just finance and public works. What about the clerk's office? The clerk's office is different. Okay, different than Okay, there's a GIS then CL. No, yeah, I understand that. Yes, but I think there would be our first I think we should turn on, you know, agenda management software. So,

also just a quick comment, there's there's a lot more detail behind this. This is a very high level overview. So, um we speak to specific systems within a lot of those detail. question was similar to the pro Tim Freighus and programs the rims program is that part of this or is that separate with the police department? When I was talking to dispatchers yesterday at the um at at the uh neighborhood watch that was one thing that we discussed was the rims program and the how it communicates. Yeah. And I'm not really sure does that fit into this?

It doesn't. You know, it's funny. The mayor and I were talking about that APD is separate from this assessment because it's such a standalone and a huge different program. This is the integration here at city hall. Got it. Okay. I just wanted to clarify that. What? One more question. I noticed that um I think I noticed that uh parks and recreation is not included in this. Is that true? Were they Were they part of this? They were part of the assessment. They were. Yes. Okay. So they but they didn't show up on any of the lists here. So are they are they good to go then?

Yeah, we feel like the there was nothing um critical that they raised as being a pain point. I think um it was more so between um I think the interface with the finance team as it came when it came to revenue, right? And managing that uh information that was kind of the critical thing and there was another overlay between making sure that the departments talked to each other for CIP. Yes. Um so that was you know public works is huge and making sure that there's a workflow where there's information back and forth um was is actually in there and that's has to do with parks. Okay. I think that's it. I we didn't want to go through each of the initiatives. A lot of information there.

That's perfect. Um any other questions from council on No, thank you. Thank you for this. I mean, technology is going to be big. I know we didn't talk about AI, but it's it's coming and we really have to think about responsible AI and responsible technology. Um but thank you for this to help us get our systems at least speaking to each other and helping us be more efficient. So, thank you for that. Okay. Thank you very much. So So is your is your work done for this portion of the project or is there more more that you're doing or what? No, we're we're completely Okay. So you're just giving us a a report on this. So thank you. Thank you very much. Helpful. Great. Thanks. Appreciate it. Do we have any public comment on this item? Yes. Sean Connelly,

are are you are you here as an employee or as an as a resident or as an employee? Okay. Okay.

Uh good evening, mayor and city council. Um so I reviewed the presentation myself. Um I am the water distribution superintendent. uh we have a strong um connection with a couple of the platforms that were presented uh before you tonight. Um and I had some strong concerns that I wanted to express um publicly. Uh so I'd like to express the concerns uh regarding the portions of the presentation specifically relating to the implementation and the comparison of u unity maintain formerly known as city works and mobile MMS. So the recommendation is to uh to phase out uh mobile MMS and strictly use um unity maintain. Um I feel very passionate and very uh disappointed in in the uh recommendation with that. We've been uh working with city works unity maintained since 2021. uh we we've invested a significant amount of money uh in trying to get this uh software up and and working for us. Um and here we are five six years later and we have a very bare bones platform. It's very disappointing. Um both plat I use both of them. Um I'm the only one that uses mobile MMS within public works. Um, I feel like I've I've made a really good effort to to try to see the success of City Works or Unity and Maintain and again the the amount of time, effort, and energy we've invested um is just very lacking and and the the comparison um in my opinion was um it was not a fair assessment of the two systems. Um,

so given the uh limited progress over the past several years and the lack of meaningful support that we've received, I have low confidence uh that we're going to have a successful program with unity maintain uh and I would like for it to be considered uh to re-evaluate where we're going and what direction we're going with this. Um and in closing, the comparison that was presented appears to rely on assumptions. Um there was a compare a comparison done that um stated several things that uh mobile MMS was unable to do or it was unclear. Uh and I thought that was an unfair assessment of uh what the two systems how they compare to each other. So, um, so with that, I'll, uh, yeah, that's that's all I got to say on this. So, thank you guys for your time.

All right. Thank you. Any other public comment? Yes, Mr. Becker. Thank you. Um, and this is definitely refreshing. You know, I I I think alarming is definitely um one take, but you know, I think that this is long overdue in this city. And so for me, it's more a breath of fresh air, even though it is alarming to see. I think it's even more um exhilarating to know that there are um individuals that are actively pursuing changes um and rapidly pursuing changes. So my question was to how the systems talk to each other. Um here in the city of Annioch there are a lot of you know economic development is obviously a big thing right now. Uh code enforcement is a big thing right now. Um there are a lot of commercial buildings that are being used in nonconforming ways. Um the city has a lot of different processes for how you um engage in services or how you move through processes. And so um within commercial districts that require use permits, a lot of that through the planning department has been moved online. um wanting to know if those use permits um whether they're conditional or administrative will so to speak talk to these systems through that system within planning um to get an understanding of whether a property which is being used is being used with the appropriate um use permits. Um, and you know, I think one of the big things is, um, if you have to go online to apply for a

business license, uh, and the city has to identify a property on Antioch Prospector, whether it's in a residential or a commercial district or a PD district or whatever it is. And then you also have to go online to register your account to pay your water bill. Um, do all of those systems talk to each other? So what I mean by that is um if a property a commercial property that is zoned commercial all of a sudden a water bill starts ramping up and somebody is paying water on a site but there is no business license that is attached to that property. Do those systems let each other know that? Um and then also does that use permit piece come into it to say whether if there is a use on it it is a a nonconforming or allowable use. And so, um, just wondering if the platforms are there, um, and if that's an opportunity because, you know, I think that that's where you see a lot of the, um, independent silos that were built up. And so, I think that that would definitely streamline some of these commercial zones and, uh, some of those non-conforming uses. Thank you.

All right. Any other public comment? No further public comments. All right. Thank you. Uh, any other questions from council? No. All right. Thank you very much for that presentation. Uh, moving on to our second presentation. This is the Antioch Community Foundation presentation. I believe executive director Keith Archeletta is here with us tonight. So, city manager Scott. Yes. Thank you. I don't have an intro, but I like your shirt. Thank you. And I'm so glad you're here.

Thank you. Uh, it's such a a pleasure to be here. see familiar faces and new faces that hadn't had a chance to meet yet. Um to the honorable uh mayor and city council, distinguished staff, and the wonderful people of Antioch who are either here or online. It's a blessing to be here to give an update on the Antioch Community Foundation. Um I have some slides to kind of go through. We'll be pretty quick with it and then there'll be some time if you have some some questions. Uh next slide. Do I do the clicker? So I'm telling the next slide and it's not moving. I thought someone else was doing. All right. So, uh, there's a lot of words up there. So, but I just wanted to make sure that for the record you had this background information. Um, give you a little bit of history first and a little bit of uh about our mission. Uh the Antioch Community Foundation is a 501c3 organization created in 2014 and it was created through a 10-year commitment at that time by NRG Antioch, now Clearway Energy. In 2018, uh Antioch Community Foundation contracted with Keith Archeletta, that's me, and I'm president CEO of Emerald HBC International. Uh I've been contracted as executive director um since that period of time. I came in and the board asked me to come in to strengthen the processes for uh not only getting the grants out but managing the grant fund and growing the grant fund. And so um last year the NRG commitment was completed. Uh however, we've achieved the original goal shared by uh the city of Antioch, NRG, and Antioch Community Foundation to grow the foundation beyond that initial NRG uh investment over time by bringing in the support of multiple funders uh to serve communities in

Antioch and the broader east central Contraosta region. And so we've grown over the last few years into a real regional uh foundation. We've brought in other funds. We're now using the funds from our NRG investment which we are calling the Antioch fund. It's an endowed fund if we if you want to look at it that way. So what we do is we then pull uh a percentage of our return on those investments each year to then give out grants. Typical way that foundations function but we've now formed two funds uh through the process. Let me talk about the Antioch. I'll talk a little bit more in depth about each, but the original Antioch fund has provided smaller grants to a number of organizations over the years. We now average about $45,000 in grants to nonprofit uh organizations serving Antioch. And that Antioch fund is restricted to organizations serving Antioch. They may serve the broader region, but we fund them for the portion that they do in Antioch. Right? We really want to encourage Antiochbased uh nonprofit support and uh community support through that process. Uh we're still in the process of growing that fund. That's a big priority for us because with NRG's commitment, they're no longer providing any additional dollars to the to the to the fund. And now we're going to replace some of that um year-to-year investment, smaller investments that they were providing to to get up to the commitment that they had. We're looking at other types of partnerships and funders to invest in the Antioch fund. So, you'll be hearing from us over the next year about some campaigning we'll be doing to bring in other local businesses, partnerships with businesses, organizations, other foundations that would like to support this pot of money that is really used as a way to invest in human capital uh in the city of Antioch through the Antioch fund. The other fund is uh the youth of promise fund which we started a couple of years ago by bringing in through the

model that I helped us create which is a model of getting funders uh who will provide support for particular types of interest. It's somewhat it's similar to a donor adise fund uh except in this case it's not a a a big money individual. It's a it's a county department. uh probation department is working with us and they've helped us to provide an additional $200,000 per year in grants to local nonprofits to support Antioch and East and Central Contraosta youth uh involved in or at risk of justice system involvement. And I'll show you in a second the organizations that we fund. Uh but you'll be pleased to note and I was pleased to look at the data, Antioch is the largest city in East Contracasta. And uh those of you who know me know that I uh uh spent a lot of time in Antioch way before I became involved with the Antioch community uh foundation in helping to build up capacity within East Contraosta in terms of nonprofit support really looking at the needs of the community working in partnership with our institutions including the city in this part of the region. And so what's really great is that this fund now helps us to support the region, but the great majority of funds go to Antioch serving nonprofits for even from that fund. So now we've not only give the Antioch fund for Antioch, but the Youth of Promise Fund, a great portion of that serves Antioch community as well. Additionally, um, oh, and by the way, the Youth of Promise grant cycle will open up in September. We're on a sep October through September cycle for that fund. The Antioch fund is from July 1st to June 30th and we'll be opening up that grant cycle in a bit. I'll tell you more about that. I want to also share that in addition to those two main funds uh we've gotten support from Lao Family Community Development and Marathon Community Investments and they pro

provided about 10 to 15 small grants 10 to 15,000 per year to help us serve as fiscal agent for Contracasta County Workforce Development Board career fairs that they hold throughout the county particularly those who are held in central and east Contraosta. These are resource fairs for uh youth and young adults. Since 2019, what we've done is uh implemented uh and developed fund policies that are regularly reviewed, updated, and communicated to grantees in the community. We are, it's important that I share that we use principles that promote transparency, uh, clear reporting requirements for our grantees, financial oversight, and ethical practices to ensure accountability and effective management of grant funds. We see ourselves as a catalyst for positive community impact. Our specialty is funding smaller organizations that oftentimes don't have the bandwidth to access larger grants from foundations, corporations, etc. We help them grow and get to a place where they then can access some of those broader funds. And so our grants are small, but we we have a philosophy of of trying to serve all of the organizations that come to us that seek funding. And because we really want to make our grant process um uh accessible and easy to use. I don't know if those of you who um maybe have done work in the nonprofit sector, oftentimes grant reporting requirements are so uh insidious, if you will, that it's not worth getting the grant because you don't have the staff to do the reporting at the end of it. So, we try to work with organizations to make sure they they get the basic fund uh reports in, but we help them to keep it real simple. We have an online process now for them to to do that as well. See if I've missed anything in this first part. Good. So um let me move on to this next slide.

So I've talked about the Annette fund just a little bit more um focus. So we give out about 45,000. 40 of it is through program and impact grants through the grant cycle. Five is through a board discretionary fund that we hold back. So if there's an emergency during the year uh people can get funding. I will note that during COVID, it was very helpful to have that that discretionary fund. When COVID hit in March of the year that it started, within three weeks of when COVID hit, we got res resources out to nonprofits who had to buy who worked with with the public to get those remember the masks and the gloves and all that stuff. And so, we're able to to react very quickly, whereas other foundations may have had to take a longer process to to even get that out. So based on our um needs of community uh be based on the needs of our community uh we talked to our community partners nonprofit service community the Antioch fund has adopted the following grant priorities. We have three main grant priorities youth success economic security and health and community wellness. Okay. And I won't go through all those details, but as organizations apply for funds, we'll award grants that fit within this pretty broad scope of categories, but it shows the priorities that we have to serve here in Antioch. Last year, we provided um 52 program impact grants uh to 36 organizations. Um and so that was where the 40,000 came in. And then we gave out six uh discretionary grants for that total 5,000. There's the list. You can have it for the record here and go through that list anytime you you'd like to. Um, I'll go on. This is our Antioch fund grant cycle that's coming up. Uh, it gives the on our website. We have all this information. We're going to have a grant information meeting in a few weeks on May 14th. We do that annually. Uh, we've done it in person. We do it by Zoom as well. And so now, um, they will meet. We meet with all the folks who might be interested. We make sure fund

organizations that already have funding know about this information so they can reply again. But we also invite new organizations to come on in and find out. We've already put the link up on here so anyone can go to the can can register for that meeting coming up on May 14th. All right. Uh just briefly talk about the Youth of Promise fund because it does impact Antioch as well. Um we'll be giving out another $200,000 this coming year and uh that grant cycle as I said will open up later. Uh this is a list of the youth of promise fund uh grantees that we provided grants uh to this past year. As you see that's 36 grants totaling a total of $200,000. So that's a that's where I want to go with the ANOC fund as well. Right now we're limited because we can only use the amount of the uh from the endowment the percentage that we get. Uh, so I want to bring in more partners so we can increase the the size of grants and the number of grants we give out. Again, these are not very they're not competitive grants. You apply to East uh Bay Community Foundation or San Francisco Community Foundation, you may not get a grant. You know, they're only going to grant uh grant a few folks. We really make sure that particularly in the ANOC fund when people apply, if they've given us the information we need, we see how they're going to serve and they have the capacity to do that, we're going to find funds for them. So, we want to raise more money uh for that fund to really make that fund a lot more robust and and kind of catch up to where we were able to get with the youth of of promise fund. That's a list of our board members and I should make a correction. Uh we have uh Louis Roachcha on our board. He was at the time he came in the Antioch Mirror Prom. Uh I want to make sure everyone knows Don Freris is the Antioch Mirror Prom. So, I'm making sure that everybody knows about it.

I came here just to make sure we do that. Um, let's see if there's anything else. So, that's our current board members. Um, we have a very diverse board, very distinguished board. I'll also want to mention folks who formerly served since 2014-15 on our board that you would would know. Our former board members included, and I want to say his name first, uh, Brad Henberger, who is there he is right there. the great man was uh has served on our board as treasurer. Um we've also had um Sean Wright, former mayor, former mayor Wade Harper. Uh we've also had Susan Hurl from um Republic Services, Brian Nos from Toyota, uh Tim Argenti from Republic Services, uh and also the late Tom Gino who was with P Genie at the time. So I've had I've been blessed to have a great board, great uh great staff, which is me. Uh, and uh, we we're doing the best we can to really serve this community. Um, I like I say, it's really a blessing and honor to be able to do this now at this time of my life. I've done a lot of great things and to me, I I hold the the foundation as kind of a keynote for what I'm able to do now and appreciate the opportunity to come and share this with you and be glad to take any questions that you have.

All right. Thank you very much, Keith, for that. Any questions? I was just going to say Oh, before we start, any public comment? First of all, no public comments. All right. Any questions or comments? I

I just wanted to I I'd asked um uh Keith if he would be willing because he traveled from North Carolina if he would be able to come tonight to share information about the ACF um that started uh 10 years ago. And I think um under uh Keith Archeletta's um leadership, he's been a good steward in managing the funds because here we are 10 years later and we're still able to take the investment of the money that was provided 10 years ago and be able to continue to give grants out to local um nonprofit agencies that serve youth and families. Uh last week um it was a day of the Tri Delta camp board meet that I missed. uh was at Lone Tree um event center where they provided um grant awards. They call them partners because we're partners in the work that's happening here in Antioch. So I I know that there's been some um discussion previously about the ACF. What exactly is that and what work are they doing today? So I wanted to have an opportunity since Keith was in town to just share the history of ACF, where we are today and where we hope to go moving forward. Um, from time to time we receive grant funds that come into the city and you know we have to decide what's the process to how we determine where those grants go, how who gets them and in what form way, you know, and I just wanted to bring um ACF up as a as a as a possibility as a funer locally who already has the structure in place to be able to um make many grants available to um service providers in the area that serve primarily Antioch. Obviously with probation, the youth of promise, it's more regional because it's involves junior file probation from um contrast county from Martinez. So anyway, that's what I always wanted to ask. I want to thank you for coming out and sharing this information and I'll turn over to

my colleagues if you have any questions about the ACF. Thank you through the mayor. So thank you Keith for come for coming in. you've done a lot with ACF because I know I remember back in the day there wasn't really processes. People were just kind of asking for funds and I I noticed especially and I want people to know when you came on when Keith when you came on board you developed processes

you developed the different types of grants and are identifying areas that would be beneficial to you know youth or organizations or industry in the area. So I want to thank you for that. um as a person who was with a nonprofit that has applied and got funding. Yeah, it was a very smooth process and it was great like on the front end it wasn't this come this you know tons of paperwork. It was you know filling out the forms and then doing the good work we're doing and then coming back on the back end to say hey this is what we've done. Here's some photos of stuff that we've done. So, I really want to thank you for really organizing and streamlining process and and it's so great you've partnered with uh Contra Costa County Probations. So, I want people because people don't people like AC Yeah. Well, what they just give out money and I'm like, no, it's more than that. They really look at um

a lot of organizations that will that do good work out here. Yeah. And it's not consistently the same group. It's always, you know, I notice every time I go, I'm like, "Oh, there's a new Google. Who are you? Who are you?" So, you know, I want to thank you for that. I have to I'd be remiss. I was going to do it, but go ahead. If I did thank your wife. Yes. For the work that she has done the I know you guys are away, but you're still felt here. Thank you. So, you know, thank you for continuing to work, you know, work with ACF. Thank you. And I'll just say too that my wife Iris is still here, too, like I am virtually. She's still teaching at Los Madison College. is teaching a a political science class online.

So, we're still pretty much connected even though we're doing it digitally, not through AI, but uh through through Zoom. It's a form of AI, but we won't go back down that road. But thank you for the work that you're doing. Thank you, Protown. Yes. I'd like to thank former mayor protown Roachcha for for uh bringing the presentation to us and and and really when you have one part of the Archeletta family you have the other part you always get two for one I'm telling you

you know and no and I think it is important for the community to understand that a lot of there are philanthropic you know givers and they play the roles that they play in his community. Even though the grants seem somewhat small, you know, they are significant and they they are exponentially impacting in a very positive way so many of the functions in our community. So, you've stayed with it and I know it is a partnership and we love you both. And you know, it's like, yeah, you may be in North Carolina, whatever possessed you, I don't know, but but you know, from our perspective, welcome back home.

Thank you. and it's very good to see you and you know we do appreciate all your work and I think you know this is again an opportunity for us to move forward in a very positive con constructive not destructive way to to help so many areas in our community that frankly you rarely hear about so I just want a job well done thank you thank you thank you North Carolina you came back just for this meeting I came back partly for this meeting. Um, Shahad contacted me on behalf of the council and I said, "Well, let's figure out which meeting would would work

and I also know I'm going to need to come out because I'm now coming out at least once a year to host the reception we do for all of our grant fund groups that we fund." So, we had the reception last week that started it and now this is our last presentation uh before we head back tomorrow. Well, I did see the see the um reception and the photos and quite a few people who I'm familiar with who had an opportunity to get grants um from you all. I I still receive the emails. Um I've been following this process since moving to Antioch.

Um Jim Jim Becker is here in the audience. He is my Richmond Community Foundation representative. So I know the benefit of community foundations and sometimes they can even extend beyond just grant support like leadership development support for you know leaders of color who are leading small nonprofits and need to figure out how to like tap in to gain more equity. And so I appreciate um just all of the work you all are doing. I'm also happy about the relationship with the probation department being able to access some of those JJCPA dollars in order to fund organizations to help our young people stay out of the grasp of the criminal legal system.

Most people don't even know that the JJCPA dollars are available. They don't know that they can access them to serve our community, especially with Antioch having the highest number of youth currently in our juvenile um juvenile hall. And so really just appreciate all of that work. And I will let you know that some of the larger foundations have al decided to do away with written reporting and now it's just a phone conversation interesting for the report and then the potential for a renew. So just thinking, you know, thinking about that, I thinking because you right, it does take a lot of work

to get $15,000, but then the reporting is going to cost you double on top of that, especially if it's a government grant. So just something to consider. No, I appreciate that. Um to make it a little bit easier for folks. But thank thank you for everything. And it was Yes, it was good to see you. C

can I just say too that u with Mr. Becker. Uh we've partnered since I came onto the foundation and we actually partnered before because we worked with him on some things that helped Richmond Community Foundation grow. And uh it's been a great partnership because especially like around mobility labs and some other things that we definitely been supporting and wanting to see happen just as just as our family want to see that happening in Antioch. is great. Then Richmond Community Foundation is doing stuff that we can then partner with to to kind of enhance or leverage some funds to get to groups that are here in Antioch doing the work that the Richmond Community Foundation is supporting. So, it's it's a great family uh relation set of relationships we've created through this process.

Yeah. And Keith, one of the things that that I think is really nice about this is, you know, we we were over at the the Roots and Rights uh um gathering last week and the the coach of the um the dance team, her name's Raj, she was talking about needing some funds to help get uniforms and things like that. And so even something small, we're able to point them towards this foundation and and give her information. Yeah. Yeah, Council Roachcha was there and, you know, told her about how she could sign up and the timing with May 14th being the opening of your application. Looks like it closes June the 11th. So, yes, the timing is perfect for you to be here and talk about this publicly. So, thank you so much. Great. Very good.

And thank you for bringing your lovely wife along with you. It's always great to see Iris. So, yeah. All right. Well, thank you again very much. Thank you. Great to see everyone. Blessings to you. Thank you. All right. Moving on to uh council uh committee reports and communications. Uh start with council member Roachche. No report for me. All right. Council member Torres Walker. Um again just want to reiterate the joy it was to have my mayor pro Tim and myself visit Cocoa Farms. We did not purchase any products

and we will be um identifying I think about uh in my count it's four different um dispensaries all within steps of each other um to hopefully have a one-day round where we could visit all the businesses that are near each other and understand also what they do. Um, it was also interest like the fact that we got to ask questions and found out that Cocoa Farms alone employs um 30 residents, 30 employees and they all identify as either residents of Brentwood, Pittsburgh, but the majority of the residents are from Antioch. And so just wanted to lift up um that they are also providing the jobs. And so when we talk about industry and business, we should also be talking about jobs. and it was great to hear how many Antioch residents are actually employed in these um facilities. So, I'm looking forward to hearing more. Um May 28th, myself, cuz I'm I've gotten the emails, I'm sure Mayor Pro Tim has gotten the emails about downtown. And so May 28th at 10:00 a.m. here in the council chambers, we will be having a conversation about um the downtown specific plan and kicking off a series of conversations around downtown and what we can do to to revitalize while, you know, modernizing and preserving historical charm. So if you're interested in something like that, it'll be May 28th, 10:00 a.m. here in council chambers. Um, one of the things that I would like um the council to consider is we did visit the big skills program at Antioch High School for the ADUs. Um, Mayor Mayor Pro Tim Roacher Mayor Pro Tim Freighus

I just give up. I just I just give Mayor Pro Tim Freight mentioned it earlier and um I did have a conversation with them and they would love to come to the city council and present out their work to the to the full council as well as the public so the public could be aware of what the big skills program is doing not just around building ADUs and providing opportunities for um additional income for um lowincome working-class homeowners but it's also job training training for the skill trades for our young people. And so I think we should have them come. Um, another presentation I would like to see come to the council and this is kind of kind of timesensitive and so that's why I'm asking for May 26 is the healthy homes collaborative um initiative. I don't know how many people here in the city of Antioch or the collaborative understands there's a lot of mandates around decarbonization moving from gas to electrical and there's been um a three-year long process to really identify these decar projects but also how they could benefit the community. And so far, the Healthy Homes collaborative collaborative and their partners have worked here in the city of Antioch having conversations with a lot of our residents um especially um renters and homeowners around moving from uh gas to electric, what is the purpose of decarbonization? But also, these programs are free. So when we have a concern about having to move from gas water heater to electric water heater, you often ask yourself if you are lowincome workingclass family, how are you going to afford that transition with the decarbonization mandates? Well, this collaborative is working on a program to actually do that

here in Antioch for homeowners that meet the income threshold to actually move them away from gas um to electric everything fully paid for with no expense uh to the resident and they need our support as a city to be able to have the state um fully fund um and approve this project. And so I'm asking for a presentation from Healthy Homes and the council to consider a resolution to support this initiative. Um here in the city of Antioch where the majority of our residents have opted in to support this um initiative, those who would uh qualify. Uh, one last one thing I want to do is um, April is second chances month. And so this city, we did not do a resolution. We didn't do a proclamation. We didn't do anything to recognize second chances month. And we just had a presentation from the Antioch Community Foundation. And we heard about the JJCPA dollars and that the city of Antioch has a high number of youth in the juvenile legal system, but we did not do a proclamation for second chances month. And so right now I want to just thank the partners that I know that is working in the city to reduce incarceration and criminalization of youth, young adults and adults while providing them critical resources, services and a second chance in the city of Antioch. Rubicon Programs has been an amazing partner in the city of Antioch and a partner to the Department of Public Safety and Community Resources, assisting our young adults who are impacted by criminalization, incarceration, and violence with critical life skills and workforce development training. Thank you, Rubicon. Back on Track Community Services has continued to stay committed to working in the city of Antioch and helping some of our most vulnerable residents, particularly in the um

Sycamore corridor, to get their records cleared so that they can have so that job opportunities and housing opportunities don't continue to escape them because they have a negative mark on their record. as well as providing them with other resources um to be able to navigate systems that they don't understand due to lack of legal representation. So, thank you Back on Track Services. Thanks to the REACH program, they were here, they received a proclamation on their anniversary and they are a diversion program here in the city that works with young people and the police department. Um, I want to thank the probation department for continuing to see JJCPA dollars um into the community here in Antioch. I want to thank Bridgebuilders for the to a new generation for the work that they've been doing with Antioch youth in our juvenile halls um working with them, giving them skills and helping them transition back home um to Antioch with resources. And there are many many more organizations doing this work in the city of Antioch. And so whether I'm represented here um as a voice for the second chances community in the on the dis or I have to come back next year and and request a proclamation and public comment. I think we should be honoring second chances month here in the city of Antioch. and I will save the rest of my comments till the end of the meeting because I do have quite a few.

All right. Thank you, Council Member Wilson.

Yes. Thank you, Mayor. So, last week, uh, Delta Diablo met. You know, as everybody know, Delta Diablo is responsible for treating our wastewater and protecting our local waterways. And right now, we're focused on three ma major priorities. First, upgrading aging infrastructure. The treatment of the facility is over 40 years old and continued uh investment is critical to maintain safe and reliable service. Second, meeting new environmental regulations. So a lot of environmental regulations are not only coming down from the state but also from the federal government. State has issued a requirement to remove nutrients from the wastewater and this is an important step for protecting our water quality and public health. Third, planning for capacity and growth. The system is already operating at over 80% capacity. So improvements are needed to support both current residents and future development. Delta Diablo is also continuing its street sweeping program which we participate in which plays a key role in preventing pollution from entering our waterways, keeping storm drains clear, excuse me, and improving neighborhood cleanliness and safety. The bottom line is uh these investments are about protecting public health, maintaining critical infrastructure, and ensuring Antioch is prepared for the future. I'll continue working with Delta Diablo to advocate for our residents and ensure making ensure we're making smart and responsible investments. So, that's what's going on with Delta Diablo. Um, I didn't uh I didn't hear uh Council Roachcha announce this, but next week on May 7th, uh Triela is having their annual shredded event. It's going to be from 9:00 a.m. to 12:00 noon at 4300 Main Street in Oakley. So, if you have anything that you need shredded, please come and uh get your stuff shredded. Uh again, it's going to be at 4300 Main Street in Oakley. Thank you.

All right. Thank you, Mayor Pro Tim.

Uh realizing the hour is getting later, I do want to recognize uh our staff. Last Friday, we had Arbor Day and u council member Monica Wilson and I were there and it was really a wonderful, wonderful event. We had Holy Rosary seventh and eighth graders come and they planted an additional new 30 trees, you know, at Puit Community Center and it was it was like just a community event. People were happy. They they were working very hard and they were very effective and really the the public works department did an outstanding job of being the host uh for these two classes. And in some respects, it's unfortunate that the community doesn't get to see some of these community events because they really are very very impactful. And I just truly want to thank the public works department. They did just an extraordinary job as well as Jiad Wright. He also gave me a tour of some of the work that's being done at the PUA waterpark and I would strongly suggest to the council members to actually contact him and and do this this tour. It was very informative and there is a lot of work taking place there. Uh the other is I mentioned earlier I I did finally uh had the time to go on a tour with code enforcement and um code enforcement officer Amanda is it Langford I believe and um again it was an eyeopener you know we think that we see a lot in Antioch well there's a lot that we don't see and they do uh an incredible job and even um with some of the problems It is a little mind-boggling to see what is happening and some of the issues that they have to

deal with. Uh there are other issues with Tri Delta but I'll wait uh and bring those up later on. Uh but there are challenges that are happening in transportation and they will be very impactful in eastern Contraosta County and one of the presentations that made that we don't really think about are when a crisis happens the role of transportation but I think last week if I remember or we had a gas leak here at city hall tri delta extended one of their buses to pick up employees and move them to a safe distance. Oftentimes we think of police and fire which is appropriate but also transportation, public transportation can and does play a very important role. So I just thought again they did a great job. Thank you.

All right. Thank you. Um none of my committees met last week or in the last couple of weeks. I just wanted to quickly mention uh the meeting that I went to last night. Council member Roachcha was at it as well. It was the district 2 community meeting. We have one of those uh per quarter. District one was done last quarter. We have district two and three and four will be coming up. Um there was about 50 people in attendance out at St. Ignatius Church and it was really a positive event. Um coding or the dispatchers actually made a presentation. We got to hear an actual 911 call and how they handle that which was very informative. And then just all the questions that people ask regarding traffic and speeding and tinted windows, you name it. um sideshows. And so what impressed me is the fact that the police department was so transparent and open and available to answer questions, give phone numbers. Uh the VIP's uh coordinator, Hano, was up there talking about the programs they have as far as vacation programs. And so there's just a lot of really great resources that PD uh makes available to the community. And then just the the engagement. Chief Ehill, I just want to thank you. you know, you stand in the back and don't make a big deal out of yourself, but you're doing a great job leading that department. Um to not just talk about community engagement, but really be being out there and doing it. So, I received a lot of compliments um from just folks after the meeting saying that they really appreciated. They didn't always get the answer they wanted, but they really appreciated having um so many folks, command staff, officers from the police department there to provide um quality information and talk about the I think it's a blue envelope program that you guys are rolling out, which is super cool. And so I think of the fact I think two things came out. One was that we're adding another um I guess another patrol officer for traffic out on the street, a third one, and then also this blue envelope program. And when you're short staffed, the last thing you're usually doing is adding programs. But

this blue envelope program is for um folks that have maybe autism or some sort of an unobservable disability. And so they can hand this envelope to the officer when they come to the window in order for the officer to be able to uh know to maybe treat the situation a little bit differently. And so just just the fact that you're you're still rolling out programs like that. I think we're only the second second agency in five or six maybe the Bay Area that are doing that. So, I just want to thank you for still continuing to do positive programs that positively impact our community. So, yes,

just to on what you just stated, it was nice to see Antioch High School, their media technology academy did the video and and Kent McCutchen was there and he was sharing the actual blue envelope video that was produced by the Antioch High School students. Looked very professional. It was really nice showing how it works, showing an officer walking up and doing and checking with the blue envelope and understanding that process. And then also I just wanted to share um we we I did speak to the teacher from Vida and they are going to come on May 12th to share what they're doing in high school to your comment earlier. So um they will be here on the 12th to do a short presentation. I think it'll be great for the community to see what our students what our youth are doing. A lot of times the youth get sold short, but we have a lot of young people doing great things and it's always nice to recognize them for a job well done.

They did a great job on that video and I guess they only had a couple days to do it, right? Gave like a Friday deadline and so they had to hustle. So, thank you, Chief. Yes.

Yeah. Um, so Allan Payton reached out to me and somewhat admonished some of us both elected as well as appointed. We use a lot of acronyms in government and you know request because a lot of the community does not know what they stand for. Like we just use VIPS, volunteers and uh police services. And so I think that we just need to be careful. I know we have our little green card here, but both from a staff perspective, you know, because it was like JJ, whatever it is, you know, and I, you know, I just think that we just need to be a little sensitive because I oftenimes get calls say what what does that stand for? So, I'm just I'm just trying to be constructively passing that on.

Yes. JJCPA, BSCC, CCP, PPC. We will clarify all of it. I think the public would appreciate. Yeah, cuz I I also forget most people don't don't know. So, yeah, thank you for the reminder. All right. And so, APD stands for Antioch Police Department for those of you that didn't know I was talking about. So, all right. the world know what any police department is all right stands for mayor pro Tim but I just okay we might start using that all right so moving on to the consent calendar uh are there any items be pulled tonight there are no items pulled by the public

all right do any items council seeing none do I have a motion to adopt the consent calendar move to approve a motion for council member Roachcha second second from council member Wilson please cast your votes Motion passes 5-0.

All right. Excellent. Now, moving on to our regular council agenda. Item number five, Contraosta County Regional Alternative Compliance Joint Powers Authority Participation, Approval of Joint Powers Agreement, Appointment of Board Member and alternate authorizing the Joint Powers Authority to establish one or more community facilities districts, and approving a joint community facilities agreement. Um, City Manager Scott. Yes, Director Bunting will take it away.

Mayor, City Council, uh, before I get started, I just have to make a a comment. Um, a week or so ago, I was lucky enough to participate in uh some mock interviews at Antioch High School um for their one of their core classes or their core groups over there. Found it phenomenal. The kids there, the students there were outstanding. I was able to interview six or seven of them. A number of them really focused towards the those uh mini houses that they're building out there that their involvement with this and how their hands-on experience has really been beneficial to them. Um it was an excellent excellent experience for me. Second time I've done it with them. I agree that reaching out with the high school and working with the youth is is awesome. So, thank you for letting me say that. Thanks.

So, this right here, staff is recommending approval of the city of Anak joining a regional program that helps cities treat storm water or meet storm water regulations in a more flexible and cost-effective way. Normally, new new developments must treat storm water on site, but that can be difficult or impractical for smaller constraints properties. This program uh the regional alternative compliance or RAC allows projects to instead fund larger regional storm water improvements elsewhere within the county. These projects generate compliance units that can be used to meet requirements. Beth Baldwin of uh with the Contra Costa Clean Water Program uh will provide a presentation for you and uh Renta Perkins, the interim program manager with Contra Costa Clean Water District, will also be available after the presentation for comments virtually. Um so I'd like to invite Beth up uh to provide the uh presentation.

Okay, can everyone hear me? Okay. Yes. Okay. Okay. Where'd the presentation go?

Oh, went too fast. Um, okay. Good evening, uh, mayor and council members, Antioch staff and members of the public. My name is Beth Baldwin. I'm a senior watershed planner with Contraosta Clean Water Program. Thank you for inviting me to present on the Contraosta County Regional Alternative Compliance Program or the RACK for short. The Clean Water Program is a consortium of 19 cities and towns, unincorporated county and the flood control district. Established in 1993, the program's primary objective is to coordinate and implement countywide and regional activities as required by our municipal storm water permit or what we call the MRP. Our member agencies must comply with the MRP issued by the San Francisco Bay Regional Water Quality Control Board. The permit contains significant requirements for installing low impact development infrastructure referred to in this presentation as green storm water infrastructure or GSI. Examples include bio retention areas, flow through planters, pvious pavements and others. Any new rede any new and redevelopment projects creating 5,000 square feet or more of imperous areas must treat the runoff on site with g with gsi. This requirement applies to roadway reconstruction and frontage improvements. Additionally, municipalities must meet a specified gsi retrofit target for treating existing imperous surfaces before June 30th, 2027. For the city of Antioch, that target is 5 acres. Additionally, the San Francisco Bay has

mercury and PCB TMDLs. So, installing gsi in these treat in the in targeted in these areas helps to meet the goal. And many municipalities face challenges in meeting the requirements due to limited land availability, conflicts with underground utilities or other site constraints. Aside from the initial capital cost of designing and construction gsi, cities have the obligation to maintain, repair, and replace them when through an ongoing basis. Most grant funding can cover construction costs, but it is not typically available to cover to fund ongoing O andM. I mentioned earlier about PCBs and mercury TMDLs within Contraosta County. These pollutants are primarily focused in old industrial areas along the edges of the San Francisco Bay. While currently Antioch does not have a PCBtmale, it is it is um does have requirement for a set of delta methyl mercury requirements to meet permit requirements while overcoming the challenges mentioned previously. The clean water program developed the rack system. The rack provides a flexible, cost-effective, and scientifically defensible off-site alternative compliance option for new and redevelopment projects. Private developers, cities, and other entities such as Calrans can participate. The rack system offers a framework for funding and building regional gsi projects that treat runoff from larger areas. These projects are typically more cost-effective to construct per treated acreage and can be strategically located such as in areas of old industrial to address PCBs or mercury. Beyond water quality benefits, they can revitalize communities by transforming underused

spaces into functional gsi. One city manager even described the rack system as a comm as a redevelopment tool for her city. Many municipalities struggle to find to fund ongoing ON&M. The rack system incorporates a sustainable long-term funding source for maintenance. Um, first of all, I'd like to acknowledge the US EPA region 9 San Francisco Bay office that funded the development and implementation of the rack system through its grants. The system was made possible due to a provision contained within our stormwater permit allowing an alternative compliance option and this became the legal basis. The development of the rack underwent technical, legal and regulatory reviews with contributions from numerous agency partner partners and stakeholders as shown on the slide. I just want to note that the San Francisco Regional Waterboard staff has endorsed this concept and recognize that the rack system meets our storm water permit requirements. Okay. In my next slides, I'll provide an overview of how the system works. The rack system is similar to a regional storm water inlue fee managed as a credit trading or banking system with sellers, buyers, and a centralized rack administrator. And here's how it works. The seller noted in the orange colored box and this can be a public agency or a private entity designs and constructs an off-site gsi project. This project generates compliance units which represents treated imperous areas. As an

example, a public agency that has just completed a roadway project may want to sell excess treated impervious areas to help recover a portion of its capital investment costs. Instead of instead of constructing the gsi on site, the buyer noted in blue colored boxes and this also can be a public agency or private developer pays a one-time upfront cost to the seller to purchase these compliance units. This covers the capital cost of constructing the project. Additionally, buyers are required to pay the on andm costs of the gsi facilities they benefit from. The racket's administrator noted in the green colored boxes, certifies the transactions of compliance units, collects payments from buyers, ensures that ON&M activities are carried out and is responsible for annual reporting. In this scenario, the administrator role is assumed by the joint powers authority, which I will explain in the next slide. The community facilities district CFD is noted in the gray box. This is found to be the appropriate mechanism to collect and manage long-term O andM costs in a reliable and sustainable manner. This is the organizational structure of the rack system. Huh? I think this is the wrong PowerPoint. Okay, I'll start with here. That's the right slide. Um, some of the slides are are different. Um so this is the um the rack JPA and CFD structure. This is the organizational structure of the rack system. On the left is a joint powers authority. Currently 16 out of 21 uh clean water program member agencies have expressed their interest in joining the JPA. In

this setup, the JPA serves two primary functions. First, it acts as the rack administrator, overseeing transactions and payments, certification of compliance units, and ensuring that projects are maintained and preparing the annual report. The second function is to form and administer a CFD to manage the ongoing maintenance and operational costs. Under this arrangement, the participating JPA members can buy or sell compliance units through the RACK system for their CIP projects and for private developers, nonprofits or other entities within their jurisdiction. Now, I'm going to expand a little bit more about the implementation. This is um okay this is not what I had anticipated. May

may I share my slide? Yes, sure. Yes, let me do that one. Sorry. Here is the I think there's a bit of mix up here. If I may. Okay, go ahead. This is the uh the slide on the JPA. Um, so we went to get to the implementation with the Yeah, this is Yes, this is Rena Perkins. Yes, sorry. Hi, good evening, Mayor Bernard, council members. Ren Perkins. Yeah, this is the tracking tool and everything. Renta and how the green acres are calculated. Okay.

Yeah. Um, can I have the guys in the back put Rena on Zoom and allow her to share her screen and not have uh not have the slides controlled within the council chambers, please? There's that's the slide we wanted. Okay. Yeah. Okay. Does this work, Beth? Yeah, this will work. Thanks. Okay. All right. Go ahead.

So, now we have the JPA formation and um in independence. Um many cities and counties are pro are probably members of joint powers authorities and the purpose of the rack JPA is um is similar to what you have experienced. Iraq JPA is formed to create a legal entity separate from its member agencies. It has its own liabilities, debts and obligations that are independent of its members. The JPA can be only can only be formed through the approval of a joint powers agreement by the city council and county board of supervisors. Term sheet and membership. The clean water program has circulated the JPA agreement to city and county attorneys for review and it has been revised accordingly. The agreement contains provisions for admitting new members, outlining roles and responsibilities indemnifications and so forth. Operational structure and staffing. To avoid unfunded liabilities and pension risks, the JPA will not hire its own employees. Instead, it will rely on member agency staff and third-party contractors, consultants, and law firms to manage its operations. Keeping in mind that the RACK JPA is intended for projects only. This is not the same as, for an example, a solid waste authority JPA, which covers all residents within its jurisdiction. The RACK JPA applies only to selected property owners who choose to purchase or sell compliance units to meet their project's permit compliance obligations. Financial responsibility. There will be some shared JPA administrative costs such as on call legal services, bookkeeping, managing JPA operations, and annual state reporting. These costs will be split equally amongst its members.

One of the primary goals of the rack system is to create a long-term sustainable mechanism that ensures private buyers contribute to the ongoing O andM costs of public and privatelyowned gsi projects. Fortunately, the Melo Rouge Act already provides a legal framework for this approach. It authorizes the formation of a community facilities district, CFDs, which can levy special taxes to finance maintenance, including repair and replacement of flood and storm protection services on both public and private property. Under the joint powers of agreement, the JPA would have the authority to form a CFD and levy special taxes within the member agency territories. Once the agreement is signed, the JPA would handle the entire CFD formation process, requiring no further action from its initial members. The process begins by identifying a private buyer, seeking to join the CFD to meet their project mitigation obligations, followed by adopting a resolution, holding public hearings, and conducting a landowner election to finalize the formation. Once a fi once a future annexation area is established, it includes one or more parcels as the initial CFD boundary and jurisdiction over all initial participants. This designation enables a much faster annexation process than traditional methods. It requires only the property owner signature on a unanimous approval form. This form serves as the official vote to join the district and accept the special tax levy in future years. No additional steps are needed beyond the signature. When a new public agency joins the JPA, its parcels must be added to the future annexation area. To accomplish this, the JPA board

would adopt a resolution of intention to expand the CFD and annexation area, followed by a second resolution at least 30 days after the public hearing. If a parcel within that new territory is ready, it can also be added to the CFD boundary at that time. Oops, I think I went one too many. Okay, next. Next we'll talk about imple next next steps for implementation. The table outlines key tasks and milestones for the year. So far we have delivered informational workshops for various stakeholder groups. Last year we've held several JPA formation meetings with interested agencies to discuss operational and logistics matters. We anticipate forming the JPN JPA by the end of this fiscal year. Concurrently, we are identifying projects to exchange. We have one project ready to be one project ready to be exchanged under the system. One private developer is interested in building GSI on an underused parking lot within an old industrial area. We also initiated discussions with Calrans District 4 office regarding their needs for off-site mitigation measures and potential funding opportunities. We plan to circulate the CFD terms this summer with a goal of establishing the CFD future annexation boundaries by the end of October. With this schedule, we hope to have our first compliant units exchanged in the fall of 2026. Currently, we have 16 agencies that have expressed interest in joining the JPA. We have finalized the RACK JPA agreement. We invite interested agencies to participate in future technical and

operational discussions. We have prepared a fact sheet, FAQs, template documents for the council staff report and resolution. The next step for the agencies is to have their governing boards adopt the resolution to form the RACK JPA. There's a strong incentive to complete the JPA related tasks before June 30th, 2026 to fully utilize the re the allocated regional funding. This concludes my presentation and I'm available to answer questions and I'd also as you all know um I'd like to um we have Raa Perkins who is our interim program manager for the clean water program um and she's available to answer questions remotely as am I.

Thank you. Yes. Thank you. Um, do we before uh do you have any public comment on this? We have no public comments. All right, back to council. Yes,

so if you ever wanted to know about my previous life, I was the one who created the Contraostasa Clean Water Program. So, welcome to my world. Um, and it's amazing. 35 years ago and it exists today and really has been under outstanding leadership. Renaiss Perkins was actually one of the members. We had 21 representatives, all 19 cities in town, the county, and the flood control district. And I applaud Renta for staying with the program this long. It's pretty amazing. So, it's nice to see you.

Hi, Renta. So, I I think the city manager, you know, knew that I would have lots of questions and so uh she asked for me to participate uh with with city staff and I really want to acknowledge that I did attend a meeting. It lasted for more than an hour. The questions I would have asked tonight, I asked and had answered there, which saved us a lot of time. And so Toby, you know, I beach, I want to recognize you, Scott Bunting, you know, Meredith, Zoe, and Carlos Zeda. Um, it was um informative. I appreciate the the staff taking their time and going through all the details. You know, I know sometimes some of this can be mind-numbing, but the the bottom line is this is a very positive thing for the city of Antioch to involve itself with. And if there are no other questions, I'd be more than happy to make the the motion to approve.

Any other questions? Council, I just had a couple questions. Uh, so um, how many of Scott, do you know how many of our five acres in Antioch we've treated that are supposed to be treated by 2027? Uh so far it's been point4 of an acre, a little over half an acre so far. Okay. So we still have four and a half acres left to treat with by next year. Yes sir. And what is the cost per acre to buy in and what is the cost per acre to um join the CFD and pay the annual fee on it?

Well, I can speak about the cost for the um joining the JPA and then the CFD. Um I'll probably defer to Renta on um construction costs for buying the compliance units. So um we as I said the JPA um we've gone through multiple iterations and we've come up with um initial costs for the JPA and then um annual costs and the same for the CFD. So initial costs based on having 10 members and and right now we have um 16 have expressed interest. I think we have 13 that have either approved it or going to council for approval. Um so if I look at the 10 num 10 members number it talks about um total cost per member would be um 2850 so 2850 and that's the initial onetime costs and then the annual costs would be um per member would be 1300 and that's for the rack jpa for the rack jpa and then you have um for the cfd you have also initial costs and annual costs and We're very fortunate for the initial costs we have a grant. So as long as the um CFD can be formed um um I think it's by I don't have the deadline but I'd say in about a year um that the clean waterersheds for all grant would cover the cost of the CFD formation which is $65,000. And then the annual transaction costs and these would be paid by the owners and um and the special tax revenues. So there really wouldn't be a member cost so much.

Okay. And then how about so if we wanted to buy an acre what one acre of one unit how much how much would that cost us?

I I can answer to that Mayor Bruno. Um so currently we have one public projects available for transactions that's already completed. uh one thing to notice is that uh we the cost is truly a reimbursement of a construction cost. So in other words the project that has been completed. So we went through all the review make sure that everything is kosher as far as the design the bio retention is actually constructed. So uh based on this one project um roughly um the cost to purchase plus because this is a public agency and public agency cannot participate in the CFD so operation and maintenance costs are typically uh computed over the course of 20 years. So I roughly about 270,000 per acres that include the purchase the capital cost a one-time capital cost and the 20 year of O andM that's built into the numbers

roughly based on this public projects. Yes. So it's going to cost the city a million dollars if we wanted to join this to pay our four and a half acres by next year. Correct. Uh I don't I'm just doing rough math in my head. Yeah. Oh 278,000 if you purchase from this particular public project 1 acres and M and capital cost is 200. Yes.

And that's one option. Staff's currently staff's currently looking at a $2.5 million EPA grant that would help us uh construct these basins that would treat this five this five acres that we need to to be in conformance. And and I guess that also depends on whether there's even something to purchase, right? I mean, if it gets purchased up by other agencies and developers, there may not be even be anything to purchase. I can see there being a finite amount. Yes. Okay, perfect. And then uh has the board of supervisors already approved this?

Absolut transportation and water infrastructure committee? I believe that they are making a recommendation to their county board of supervisor um scheduled to be sometimes in May. I'm sorry I don't have the exact date when the board's going to take action. Okay. Okay. Perfect. So, this is actually a really small investment for us. Few thousand dollars a year, which is not very nominal for the opportunity to be able to purchase um purchase these units. So, um that was just the only questions I had. Any other questions? Well, I think wasn't there a um motion on the floor? It didn't get a second. Yeah. Yeah. I'll move.

Yeah. So, motion by um Mayor Proemp Freighus and that's Do we need to take Can we have one motion for all five of these items? There's five. Yes. Different things. I move approval of all listed items as 858 I mean item five and authorizing participation appointing city manager correcting staff authorizing staff and authorizing the JPA. All right. Motion from mayor prom second by council member Roachcha. Please cast your votes. Motion passes 5-0. Thank you, M.

All right. Thank you very much for your presentation. Appreciate that. And thank you for staff all all the work on this. This sounds like it'll be a positive project for Antioch and for the region. Uh moving on to um regular agenda item number six. Uh this is a requested discussion item holding a joint meeting between city council and the Antioch Police Oversight Commission. Uh the recommendation or the request is that we provide feedback on whether there's consensus to hold a joint meeting and then uh provide some direction on the proposed agenda for that meeting. Um city manager Scott.

Yes. Thank you so much, Mayor and City Council. Um so you pretty much already said all the things. Um, and so some of the suggested agenda topics are an overview of the current APOCH ordinance, a discussion of the roles and responsibility of the APOCH members, a discussion of community outreach expectations, um, staffing and budget considerations, things that are not on this list, includes the overlap um, between both settlement agreements. One of which was filed um, the last one was filed a few days ago. I'm looking at the chief. Um so we are officially under our second settlement agreement. Um and our consultant will be coming to crosswalk the two agreements and then what's new in each and then we'll be going to Apoch. Um so that can be a topic of discussion. Um and I want to just reiterate to the public and for transparency. There were several requests of the Apoch members as well as the council members to have this joint meeting. Letters were received by us, the chief and some of you all. Um, so we think it's time to address whether or not you want to bring this. Um, and the proposed dates include an meeting that's already a standing meeting of the APO given that we have lots of council meetings and budget meetings. Um, so that's the staff report.

All right. Thank you. Uh, any public comment on this? We have no public comments.

All right. Any questions or comments from council? Uh, one question I had is I I think it's I think it was discussed during the past year um about our commissions having some standard consistent practices with onboarding, training, you know, code of conduct, consistent requirements. And I'm not sure if that's happened yet or not. And I just wanted to bring that up because I want to be clear that whatever doing we're doing with this particular commission that we're doing across the board with all of our other commissions. I don't want to I would prefer not to have, you know, so I just want to bring that up. I I don't when you're talking about discussion and potential agenda, I just wanted to bring that up to see if that is something that has been accomplished or is that something that we're going to be looking as a an agenda item for this particular meeting. I'm looking at the mayor prom uh who was in my office and looked at the new onboarding packets um for boards and commissions that are very comprehensive um and well done to include best emerging practices. I'm happy to share that with you all. Um as it relates to code of conduct or decorum, I'm not sure who the council will task. Um I don't know if that's city attorney or if it's a combination of city attorney and the clerk. Um and then what the crosswalk is for every board and commission having a different um role or goal. Um so crosswalking what mayor mayor prom sorry council member Roacha is saying um as well as a new um onboarding package um is something we could definitely bring back to you all.

All right. Yes. I mean, I think that's that's good. I I we we did discuss this on December 10th and uh 2024 and in January 2025, but not just for boards and commissions, also for us, for the city council having a code of conduct and um what's the other part? um onboarding process particularly this year we have two election I mean we have elections and so I think it we need to address it and institutionalize it. So from my perspective I think a joint meeting is called for. I I think it would be appropriate for us to have that. I think the ones that we have had like with the planning commission have been very very successful. So from my perspective I think we should do that. The other I you know I I had you know the the code of conduct thing and on boarding but one of the things that I that I thought was going to happen and for whatever reasons it hasn't seemed to happen and that is getting direct recommendations from Apoch to the city council. Uh the about the only time that that somewhat happened was with the discussion of the ordinance and that did not go particularly well. And so I I do think we need to have a discussion. I mean I have an expectation that the Apoch the Anna Police Oversight Commission are going to discuss issues and make recommendations to us.

And so I'm I'm still waiting for that process to happen. And somehow we have to figure that out so that there is constant communication between a very important board and us. The other and it's something that frankly I think we would be in a listening capacity and that is for Apoch to tell us what future issues they would like to address. I know some of them are called out obviously in the settlement agreements, but I think we need to have an idea where are they at today and where do they want to go in the future? Maybe a six months, one year, whatever. But I think it's important as the policy makers that we hear from our board, you know, where it is they want to go, what issues are they going to be discussing. So for my that's my perspective on

Thank you, mayor. We we just always waiting waiting for you to pass it. Um, is these staffing and budget considerations, does that include a discussion around training? Because there's been a lot of fluctuation with this body and people have gone and come and some people who have went to the trainings are here, but we don't know how they planning to use the trainings. And there are more people who obviously need training from public comments that we heard tonight. So I'm just wondering like can this discussion also include the training that is needed for the commission and like how many of those trainings already exist and are being offered through the police department rather than having to send them somewhere else.

So I think that would that would fall under the um well I guess I guess training could be another thing that we could discuss under besides the staffing and budget consideration training as well. I think it could be training, but if it's outside training, like for instance, Nicole, that's a budget consideration because a lot of these trainings that they should be attending to learn from other municipalities is going to cost. So, it's kind of like a both both end. Okay. Any other questions? So, the so the agenda June June 1st is I guess Yeah. So those that was the recommended date.

Yeah. Because that's an that's a Apoch meeting date already. So the idea was just to take one of their one of their existing dates and and do it sooner than later before we got in the summer. We have it like at the community center. Yeah. So the recommendation was to have it at the community center so we'd have we have space um June 1st 6:30. Uh if that works. It's a Monday. Monday. Yeah. Only preachers give Monday off. Council member and barbers and barbers and hairdressers. Same same thing. Same thing. So yeah, me too. Um does is everybody does June 1st work?

Yeah. Okay. And they're very good and they're very obviously very skilled at their at their you. So is June 1st work council member? Okay. Is everybody okay? So what so June 1st works Antioch Community Center works uh 6:30 p.m. as part of it. the ideas for the agenda are good and then um adding in training into that as well. Uh as well as something about uh future issues or um that that the Apoch may want to discuss as well and providing the council with recommendations and providing council with recommendations.

Just an observation so don't shoot me on this. Although I like these agenda items which I think are are are very good. Each one could potentially be a two to three hour conversation. So, I don't know if we, you know, how we're going to kind of facilitate that or how we want to do this over, you know. Yeah. Um, our consultant Benjet has volunteered to facilitate the conversation and we'll produce a facilitator's guide. Um, so he's not here to defend himself

um against what I'm saying. So we do have that was something that we've discussed in terms of how these could be I mean even just the baseline foundation of the ordinance and the changes is a two-hour conversation. So I think you know it's going to be up to the chief um the facilitator's guide which we happy to share with you all. I mean they're all like I said they're all good good items. I think there's going to be robust conversation, but I I I'm looking at like looking at this and each one of these items can at least be a two-hour conversation, but uh I just wanted to put that out there.

Yeah, I I I think you're correct and I think the order of them is going to be important. So, I think obviously the addressing or or looking at the existing ordinance and then the roles and responsibilities. I mean, we have to set a baseline for what we all get on the same page, I think, before we start talking about the other items as well. So maybe we can we can we can put more items on that than we think we'll get to, but at least we can say this is a this is the starting point for us to discuss. And then um Mayor Prom, I apologize. I'm going to be out of state on June 1st. Doesn't mean that you can't go forward, but well maybe the I know I maybe the 15th um the second meeting of June 15th June the 15th. Um,

June 15th. Yes, I could. Does that work for everybody? June 15th. And then you could have a follow-up meeting after summer session since this is going to just be part one. Is that a yes, Council Member Roach? Does that work for you? All right. So, it'll be at 6:30. 6:30. Yes. Okay. So, let's Thank you for making the accommodation

instead of June 1st. So, we have consensus. It's going to be on June the uh 15th, 6:30, Antioch Community Center. This will be our agenda plus a couple of items added. And we'll do them in order of the overview of the ordinance and the responsibilities and roles. First couple of items. Okay, perfect. Thank you very much. Now, moving on to public comments. Any public comments? We have no public comments. All right. Staff communication.

Um two items. The staff is requesting to change the priority setting session which states that the housing um meeting with community will be on May 5th to swap with the budget because we're running too tight. Yes. Um and can't do anything except for get to the budget. We can have the housing meeting in July if we could swap. Um and then the second thing is that the annual 2025 city manager report um has gone to the printers and will be out um soon. So those are only two items. All right. Thank you so much. C Sorry, Mr. Mayor. Did we have to have a vote on it? It was just consensus. Just consensus. Yeah, that was

I just want to make sure that um if there needs to be a vote because we are going against your stated priorities that were voted on on that item um for the housing um meeting with the council and community u which we were going to have at the water park. We're asking to swap that for a special budget study session. Do we have consensus with council? So May 5 will be a special bud budget. That's fine. And then when it's already hold on your calendars. Where's the this other meeting going? Get moved later. July. July or August? Yeah. Yes, it will be in July. We can swap for um the first meeting the first week of July before your only council meeting in July.

Yeah, probably. Yeah, I think the first week in July folks usually take off. So maybe the towards towards the end of July, but we we'll figure something out. So, okay. Um, council communications and future agenda items. Council member Wilson. Um, yes. I'm trying to figure out how to uh Well, can we have an agenda item on hotels in our city? All one of them or do just hotels in our city? I can have a larger conversation with city manager on exactly what that what I want that to to look like. So, okay. Just leave it at that for now. Okay. Um, Mayor Fimm, anything?

I'm just waiting for an item be on the agenda to change the public safety and community outreach department to a different name. So hopefully it will be on the next agenda. All right. Uh, is that it? That's it. Okay. Council member Torres Walker. Um, it seems like the bid skills presentation is coming on May 12th.

May 12th. Um, I still want to reiterate the Healthy Homes collaborative um, a presentation including a resolution for support from the council. And then I I do have a few words. I want to thank Crystal. I know she left. She was sitting right next to the chief, but I think it got late. I want to thank Crystal Crystal who is a a big advocate in the Sycamore corridor. she Antioch resident of resident of the corridor for coming out tonight and um you know offering words of appreciation because it's always hard when it's just like you know you know and it feels negative all the time but it always feels good to hear good feedback um and that you on the right track and also um want to thank Chief Veh Hill um for being exactly the kind of leader we need in the police department. I've been seeing a lot of community engagement happens and community meetings and I'm getting a lot of feedback from people who weren't initially happy before. So, I want to thank you for the hard work you do um and all that you bring to Antioch. And I want to say that um it is my job my job up here to support the staff and of the city of Antioch and all that they do. It is also my job to fight particularly for residents who have worked really hard in this city to create, fund, and support the Department of Public Safety and Community Resources and the residents they serve. Vulnerable residents like tenants facing evictions and unpaid rent. Unhoused people are individ who are individuals living on our streets. young people, communities impacted by vi violence and environmental injustices, and those

struggling with mental health crisis in our community. When values aren't aligned and expectations fail to move in the direction of our desired outcomes, we somehow find a path forward with mutual respect, trust, and a desire to serve our community well, for better or worse. I want to say that staff as well as the city manager continue to have my support whether we agree or disagree on any issue and that staff has done an amazing job for the city with the tools they have been provided even though it has felt inefficient at times to meet the demands of the community um and this council who are addressing issues and in the throws of both operational and fiscal deficits. No one individual or institution is beyond reproach. And because we are not perfect, missteps can be made and critical details could be overlooked having the potential to negatively impact the council, city staff, and our residents, especially our most vulnerable residents. The use of city real property solely li lies under the authority of the city council and the consent calendar item in if the council would like to go back and review this consent calendar item came on September 23rd. The consent calendar redirected the 8002nd Street building away from the Department of Public Safety and Community Resources, which was its original intent. Then a recommendation came back for the Department of Community and Resources and HR to house the department. And then on September 23rd,

the council voted on a consent calendar item that was failed to be pulled because even myself had overlooked a critical detail of this request. This request completely dropped the Department of Public Safety and Community Resources out of a space that the community, myself, and others advocated for and which was its original intended use. And so with the council understanding your authority, understanding that no authority will be overstepped, I am asking this council to reconsider the vote on September 3rd for a consent calendar item N which is titled Indigo Designs and redd designate the building at 8002nd Street back to the Department of Public Safety and Community Resources for the use for the use of young people and some of our most vulnerable populations who have been waiting for more than 3 years to inhabit this space. If the vote is not to restore solely back to the operations of the Department of Public Safety and Community Resources, I would like this council to consider the previous vote that was taken for the building to not just inhabit the Department of Public Safety and Community Resources, but also HR. Either way, I would like this city council here in the city of Antioch to consider undoing something that could cause undue harm to our community and I'm sure has has the potential to cause harm to young people who work really hard on the design and organizing efforts related to this particular city real property. Thank you.

All right, Council Rochan. Yeah, my um my question again as I've asked before and I know it's a process uh has to do with um the Homekeep Plus and the hotel because as we look forward to making some financial commitments to the 2627 budget development. Um and to clarify something stated earlier, the the CDBG committee meeting um which was held We didn't have a quorum. There was no action taken. We didn't vote on the minutes. We didn't take any action whatsoever. It was just the staff provided recommendations from the work that they did, including Terry House. Instead of uh Tamisha and I reviewing those and taking any action, that instead was moved to come to the city council for review. um city staff recommendations, not anything that was actionoriented voted on for the May 12th meeting. The reason why I bring that up is because one of those recommendations was to consider um utilizing CDBG funds for the purchase of the um hotel u for to house the home key plus if we were to receive um that particular um application. But as I brought up last meeting, the fact that the um property owner from what I read is in the rears um for forclosure on loans of up to 17 million. I'm not sure that that's even a viable option any longer. And so I think we need to know about that's important to know for CDBG when we come back and make a decision as a committee as a council on May 12th, but also for us to make a decision about the 2627 budget because

if it's not moving forward, we need to know because that's a pretty substantial commitment of 1.2 million per year. And if it does go forward, I'd still like to know when is the 1.2 million even due. Is it due in 2627 or does it come due in 2728? So, these are just questions I've had because when we start to look at going through all of the budgets, going through all of the items that we looked at on the budget review, um this is a big ticket item. We all voted in favor to do what we can long range to commit to try to address the homeless issue that we have in our community, but at the same time, we're trying to develop a budget. We need answers before we can make final decisions. And that clock, that timeline is closing quickly because I believe we have to have a budget adopted going into by June 30th. Um, and we're entering May next week. So we're about 6 to 8 weeks out and there's still question marks and maybe we can't discuss it here at the dis but I would ask the city manager and the city attorney to please review and see what our options are so that we are educated in moving forward of what our fiscal responsibilities are going to be moving forward.

All right. Thank you. Um I don't have any items for the agenda or communication. So, do I have a motion to adjurnn? Motion from Council Member Wilson, second by Council Member Torres Walker. Please cast your votes.

Motion passes 5. All right. Thank you. No, Don got us out at 9:30. Meeting is adjourned at 10:03 p.m. Thank you.