Antioch City Manager’s 2025 Annual Report cover. Source: City of Antioch. Edited by the Herald
Touts public safety reforms, approving 1,806 new housing units, plus, 530 new businesses opening in 2024 & 2025
“It has been an honor to serve and to help lead the continued effort to strengthen and improve our community together.” – Bessie M. Scott, Antioch City Manager
By Allen D. Payton
The City of Antioch has released its 2025 City Manager’s Annual Report, on what might be Bessie Scott’s last day in the position, providing a comprehensive overview of work completed across City departments over the past year.
According to the City’s press release by PIO Jaden Baird, “The report highlights major projects, operational updates, departmental accomplishments and ongoing efforts that supported residents, businesses, and the broader Antioch community. It is intended to provide a clear picture of the City’s work and progress across a range of service areas and organizational priorities.
“The 2025 Annual Report includes updates from departments throughout the organization and reflects the breadth of work required to deliver core services, advance City initiatives, and support the daily operations of local government.”
“I am deeply grateful to our Mayor, City Council and City staff for their partnership and commitment to this work–but most importantly, to the residents of Antioch,” said City Manager Scott. “Your trust, your voices and your belief in what this city can become have made this progress possible. It has been an honor to serve and to help lead the continued effort to strengthen and improve our community together. Opportunity lives here.”
Key Highlights
Antioch reported a continued focus on fiscal stewardship, including reserve levels above policy thresholds and steps to address projected General Fund pressure.
The City reported 530 new businesses opening in 2024 and 2025 and highlighted new retail, industrial, and mixed-use development activity.
In 2025, the City entitled 1,806 housing units across multiple housing types, including 178 affordable units.
Parks and Recreation highlighted major community usage, including 46,943 water park guests and program participants and 6,234 recreation class and program participants.
Information Services reported major technology upgrades, including core infrastructure improvements, cybersecurity investments, and 4,421 helpdesk tickets resolved.
Public safety reform efforts included continued DOJ-related reform work, expanded transparency measures, and ongoing recruitment within the Police Department.
Public Works highlighted major infrastructure activity, including the Brackish Water Desalination Project, L Street improvements, water main replacement work, and sustainability investments.
In the report’s Welcome Message, Scott wrote, “This annual report is dedicated to the department heads who work tirelessly each day to serve the residents of Antioch. Their leadership, expertise, and commitment drive the essential services, programs, and initiatives that keep our city running. Through their collaboration and dedication to public service, they help move Antioch forward and make our community a better place to live, work, and grow.”
Here message continued, “As I reflect on my first year serving as your City Manager, I want to speak directly to you—openly, honestly, and with deep respect for the resilience of this community.
“This past year has not been easy. Antioch faced multiple, overlapping challenges that tested our institutions and our trust in one another. We confronted a deeply painful police scandal that rightly demanded accountability, transparency, and reform. We navigated a significant structural budget deficit that required difficult decisions and fiscal discipline. And we did so in a city experiencing real division—where frustration, fear, and fatigue were present alongside hope and determination.
“As part of this work, the City also launched a citywide operational assessment process with an independent consultant to evaluate how departments are functioning, identify strengths and gaps, and recommend improvements in areas such as strategy, leadership, systems and processes, workforce, and resources. These assessments are intended to help the City better understand where operations can be modernized, where efficiencies can be gained, and where organizational changes may be needed to support stronger service delivery and long-term stability. This work is ongoing. At the time of this annual report, only some departmental assessments have been completed and released, with additional reports to be issued as the process continues. “The goal is not only to identify challenges, but to create a roadmap for improvement that strengthens accountability, supports employees, and positions the City to serve the community more effectively.
“Managing through crisis is never about pretending challenges don’t exist. It is about facing them directly, grounding decisions in facts and values, and keeping the long-term health of the community at the center of every action. From day one, my commitment has been to stabilize the organization, restore credibility, and move Antioch forward—without losing sight of the people most affected by our choices.
“Over the past year, we took decisive steps to address immediate risks while laying the groundwork for sustainable progress. We strengthened financial controls, improved transparency, and began the hard work of restoring fiscal balance. We initiated organizational reforms to reinforce ethical standards, accountability, and professionalism across city operations. We continued delivering core services—public safety, infrastructure, and community programs—even under constrained conditions. And we worked to rebuild trust by engaging more openly with residents, employees, and community partners. As the City Manager, I am proud to be part of a City that has taken hard, meaningful and necessary steps to move Antioch forward in the following ways:”
Scott then offered details of accomplishments in six areas including:
Stabilized the City’s finances;
Strengthened organizational accountability and ethics;
Maintained core services during crisis;
Improved internal operations and governance;
Advanced transparency and communication; and
Positioned the City for recovery and growth.
She continued in her Welcome Message for the Annual Report writing, “Progress does not always look dramatic or come with flashy headlines. Often, it looks like steady, disciplined work: systems being repaired, policies updated, teams rebuilt, and expectations clarified.
“It looks like choosing long-term stability over short-term comfort. It looks like listening—even when conversations are difficult—and acting with integrity, even when the path forward is not popular. Even still, I am incredibly grateful to get to do this “quiet” work in order to keep moving the city forward.
“Despite the challenges, Antioch is moving forward. The city is more financially disciplined, organizationally aligned, and focused on results than it was a year ago. We are better positioned to address public safety, invest in infrastructure, pursue economic development, and deliver services that reflect the values and diversity of this community.
“None of this work happens alone. I am grateful to the City Council for navigating complex decisions, to city employees who continued serving under extraordinary pressure, and to residents who demanded better while remaining engaged in the civic process. Your voices—critical, supportive, and everything in between—matter.
“The work ahead is still significant. Healing trust, strengthening systems, and building a more equitable and unified Antioch will take time. But I remain confident in this city’s capacity to confront hard truths, make responsible choices, and shape a stronger future together.
“Thank you for allowing me the opportunity to serve. I am committed to continuing this work with transparency, professionalism, and an unwavering focus on the long-term well-being of Antioch.
With respect and resolve,
Bessie Marie Scott, City Manager, City of Antioch”
Antioch Police cordoned off Percheron Way during their investigation of the scene of the homicide Tuesday morning, May 5, 2026. Photos courtesy of ContraCosta.news
By Lt. William Whitaker # 6155, Antioch Police Investigations Bureau
Antioch police responded to a shooting in the 5000 block of Percheron Way on May 5, 2026, at 9:14 a.m. Upon arrival, officers located an adult man who was unconscious, not breathing, and suffering from at least one gunshot wound. Officers rendered aid until paramedics arrived, but the victim, 44-year-old male Antioch resident, died at the scene.
The suspect, a 38-year-old male Antioch resident, was located nearby and taken into custody after breaking into an unrelated residence. The weapon used in the incident was recovered. There is no ongoing threat to the community.
The Antioch Police Department’s Investigations Bureau is actively investigating this case. No additional details are being released at this time.
Anyone who witnessed the incident or has information is asked to contact Detective Becerra at (925) 779-6937 or abecerra@antiochca.gov, or the Investigations Bureau at (925) 779-6926.
Antioch City Manager Bessie Scott’s performance will be evaluated by the city council Tuesday afternoon, May 5, 2026. Photo: City of Antioch
Deal with possible lawsuit by city employee during special meeting before another budget study session
Staff does not provide baseline budget to council as requested but shows annual deficits for this, next two years
By Allen D. Payton
CORRECTION: This reporter and members of the community misinterpreted the intent of the agenda items for today’s City Council Closed Session meeting. Because nothing was agendized to discipline or release a city employee, it was not possible for the Council to discuss terminating City Manager Scott.
During a special afternoon Closed Session meeting today, Tuesday, May 5, 2026, the Antioch City Council will discuss City Manager Bessie Scott’s performance evaluation, then deal with a potential lawsuit from an unnamed city employee and appoint an interim city manager. That means Scott could be placed on paid leave. That meeting begins at 4:00 p.m. It will be followed by another budget session at 5:30 p.m.
Scott started in October 2024 and just completed 19 months in her position out of her two-year contract. As previously reported, she was hired on a split, 3-2 City Council vote in August 2024.
The fact that City staff did not provide “a baseline budget that represents only the required minimum municipal services that the City has to provide” for the 2026-27 Fiscal Year, as requested by the mayor, according to the staff report for the Budget Study Session, that may be one of the reasons for the Council’s actions.
The Closed Session agenda reads as follows:
1) PUBLIC EMPLOYEE PERFORMANCE EVALUATION: CITY MANAGER.
This closed session is authorized pursuant to California Government Code section 54957(b)(1).
2) CONFERENCE WITH LEGAL COUNSEL- SIGNIFICANT EXPOSURE TO LITIGATION. The city is in receipt of facts and circumstances that might result in litigation against the City which are known to a potential plaintiff and that pertain to potential employment-related claims by the potential plaintiff against the City. This closed session is authorized pursuant to California Government Code sections 54956.9(d)(2) and 54956.9(e)(2). Number of cases: One.
3) PUBLIC EMPLOYEE APPOINTMENT: ACTING CITY MANAGER. This closed session is authorized pursuant to California Government Code section 54957.
The legal matter may be a possible lawsuit by Scott if she is being terminated for cause and the council doesn’t plan to pay her six months of severance included in her contract. But that is mere speculation as the agenda provides no other information to the public.
Mayor Ron Bernal and the four council members were asked why they’re holding a meeting to fire the city manager and hire an acting city manager at 4:00 p.m. when most people can’t attend. They were also asked why now when she only has six more months on her contract.
Only Freitas responded with, “They Mayor is responsible for setting the agenda. And, due to confidentiality I am legally prevented from discussing this matter with you.”
Additional efforts to reach Bernal and efforts to reach Scott were unsuccessful prior to publication time.
Adjustments from City Council meeting on April 28, 2026. Source: City of Antioch
Budget Study Session – Includes Deficits for This, Following Two years
For the special Budget Study Session beginning at 5:30 p.m., City staff did not provided the Council with the requested baseline budget. The staff report for the one agenda item reads, “At the Special Meeting of April 21, 2026, the Mayor requested that staff provide a baseline budget that represents only the required minimum municipal services that the City has to provide; to then afford the City Council to layer upon that budget to address priorities. As stated by the City Manager and Finance Director, with only 9 weeks to go until the City is required to adopt a budget, this is an impossible exercise to complete in such a short time frame to ensure we have time to research legal mandates as well as do a thorough review of departmental expenditures for what ‘qualify’ as the bare minimum and what is considered to be beyond the minimum. Should Council want to pursue this budget process, it is recommended to start this in August for building the Fiscal Year 2027-28 budget and potential mid-year adjustment for Fiscal Year 2026-27.”
Furthermore, the staff report reads, “With the budget as presented this evening, Council will need to determine what the acceptable level of deficit they are willing to proceed with and potentially direct specific cuts to incorporate if the Council is not willing to adopt this budget.”
Included in the proposed budget are the adjustments the Council proposed at their meeting on April 28th which amount to almost $2.4 million in cuts, plus, the $5 million transfer from the Budget Stabilization Fund.
Source: City of Antioch
Even with those cuts and an annual transfer of $5 million from the Budget Stabilization Fund, the General Fund Budget Summary shows an ending deficit for this year of $4.7 million, proposed for the 2026-27 Fiscal Year of $6.5 million and projected for the 2027-27 Fiscal Year of $13.4 million.
The Closed Session will begin and the Budget Study Session will be held in the Council Chambers at City Hall located at 200 H Street in Antioch’s historic, downtown Rivertown. They can also be viewed via livestream on the City’s website, on Comcast Cable Channel 24 or AT&T U-verse Channel 99 and a recording posted later on the City’s YouTube Channel. The public can speak before the Closed Session to give input prior to the council adjourning to the closed door meeting.
Oversight Committee not holding Council accountable to 80-10-10 split
By Allen D. Payton
The City of Antioch is supposed to be spending the funds from Measure W’s one-cent sales tax measure, passed by the voters in November 2018, on an 80-10-10 split, with 80% for maintaining public safety, 10% for youth services and the remaining 10% to support quality of life, and fiscal stability and accountability. However, the 2023-24 budget spent only 60% of Measure W funds on police, last year’s budget increased the amount to 65.4% and the current fiscal year’s City budget allocated 70%. Plus, last year’s budget only allocated 4.6% to Youth Network Services.
Funds in Fiscal Year 2024-25 instead were spent on Code Enforcement and homeless services, as well as street lighting and landscaping.
According to the adopted 2025-26 City Budget, “The adopted fiscal year 2023-25 budget allocated 60% of funds to the Police Department, 20% to Quality of Life and 20% to Youth. For fiscal year 2025-26, City Council is allocating 70% to the Police Department, 15% to Quality of Life and 15% to Youth” ignoring the original intent of the council that voted to place the measure on the ballot.
City of Antioch Measure W Funding allocations FY25 versus FY26 Budgets. Source: City of Antioch
Sales Tax Citizens’ Oversight Committee Report
According to the Sales Tax Citizens’ Oversight Committee Fiscal Year 2024-25 Annual Report on Measure W provided to the City Council on March 24, 2026 (relegated to the Consent Calendar under agenda item 5.N.), “In FY24, the City received $20,160,685 in Measure W revenue and allocated funds at 60% Police, 20% Quality of Life, and 20% Youth.”
For the fiscal year that ended June 30, 2025, “The largest share of Measure W funds—65.4%, or $13,077,475—was directed to the Antioch Police Department. These funds supported a portion of police personnel costs ($40,376,709 in total department personnel expenditures) and services and supplies ($11,436,353). Measure W revenue represents approximately 24.5% of the Police Department’s total FY25 expenditures of $53,413,941, sustaining patrol operations, 911 response capacity, and related public safety services.”
Also, according to the report, the other Measure W revenues were spent in FY 2024-25 in order of greatest amount to least, as follows:
Recreation 15.4%;
Code Enforcement 8.6%;
Youth Network Services 4.6%;
Quality of Life 4.4%; and
Landscape Enhancements 1.6%
Source: City of Antioch Sales Tax Citizens’ Oversight Committee FY2024-25 Report.
2024-25 Measure W Expenditure Report Details
Under section 3 entitled, “Alignment with City Council Stated Priorities” the report offers details for each of those expenditure categories, but does not identify which council stated the priorities nor cite when that occurred. The report reads as follows:
Youth Violence Prevention and Community Safety
The Public Safety and Community Resources (PSCR) Department received $878,748 (100% Measure W funded) for Quality of Life programs. Within the department’s broader operation, the Violence Intervention and Prevention unit had a budget of $281,094 with $137,814 expended, during the fiscal year while the Housing and Homelessness unit budgeted $351,575 and expended $207,645. Community Engagement budgeted $27,697 with $27,629 expended. These programs directly address community safety, violence intervention, and quality of life for Antioch residents.
Youth Afterschool and Summer Programs
A combined total of $3,998,811 in Measure W funds supported youth-focused programs. Youth Network Services received $919,813 (100% Measure W funded) for personnel ($477,538) and services and supplies ($442,275). Recreation received $3,078,998, representing 46.7% of the department’s total expenditures. Recreation’s programs include youth afterschool activities, summer programming, and community recreation services.
Code Enforcement and Community Cleanup
Code Enforcement received $1,714,021 in Measure W funds, constituting 81.6% of the division’s total expenditures. The division’s work addresses illegal dumping, nuisance abatement, and property maintenance standards—directly supporting the Council’s priorities of cleaning up parks and combating blight. Personnel costs totaled $1,785,197, with services and supplies at $314,916.
Landscape Enhancements
A total of $325,000 (100% Measure W funded) was transferred to the Lighting and Landscape Districts for maintenance and enhancements across the city’s public landscaped areas, contributing to park and neighborhood beautification.
History of Measure W
As previously reported, during their meeting on Tuesday, July 24, 2018, the Antioch City Council voted 5-0 to place a ballot measure that would extend and double the transaction and use tax, or sales tax, permanently from the half-cent sales tax of Measure C, passed in 2013, to one cent. (See related article)
The council members discussed the draft version of the proposed one-cent sales tax measure. It allocated 60% of revenue for the maintenance of public safety, 20% for youth services, and the remaining 20% for supporting quality of life and fiscal stability and accountability.
But during the meeting the council discussed changing these amounts from percentages of 60-20-20 to an 80-10-10 allocation had the support of three council members. That split was advocated for by both Councilwoman Lori Ogorchock, who included it in her motion which was seconded by Councilman Tony Tiscareno, and Mayor Sean Wright during his comments.
20-Year Sunset Clause, Public Oversight Added
Then during a special meeting on August 7, 20218, the Council on a 3-2 split vote, approved adding a 20-year sunset clause and including language to continue the Citizens Sales Tax Oversight Committee to the measure with then-Mayor Pro Tem Lamar Thorpe and Councilwoman Monica Wilson voting against. Placing the measure on the ballot required a two-thirds vote of the council, or favorable votes by four of the five councilmembers.
The council held another meeting two days later on August 9th at which the two who opposed it switched course. They joined the other three councilmembers for a unanimous, 5-0 vote to included both the 20-year sunset clause and citizens oversight language in the ballot measure.
Council Meeting Minutes on Measure W Votes
According to the minutes of the council meeting on July 24, 2018, the original motion is reported as follows:
“Councilmember Ogorchock moved to 1) Adopt the resolution of the City Council of the City of Antioch Calling for a Municipal Election on November 6, 2018 to Request City Voters Extend and increase the City’s Transaction and Use Tax from One-Half Cent to One Cent to Provide for Public Safety and 911 Service, Support Youth, and Maintain Other Quality of Life Services; and, 2) Enact an Ordinance of the City Council of the City of Antioch Submitting a Proposition to The Voters of the City of Antioch to Amend Article 4 of Chapter 5 of Title 3 of the Antioch Municipal Code to Increase the City’s Transactions and Use Tax from a Half Cent to One Cent and to Impose This Tax Until Repealed by the Voters. 3) Maintain Public Safety target for Antioch Police Department at 80 percent, support youth services 10 percent, support quality of life/fiscal stability and accountability at 10 percent.
Councilmember Tiscareno seconded the motion”
In addition, the minutes read, “Mayor Wright…noted that he would support 80 percent of the tax being allocated to public safety.”
However, following input from the city attorney and city clerk, the motion adopted by the council did not include specific allocation figures. According to the meeting’s minutes for the item: “Following discussion, Councilmember Ogorchock amended her motion. Councilmember Tiscareno agreed to second the amended motion, which was approved as follows:
“On motion by Councilmember Ogorchock, seconded by Councilmember Tiscareno, the City Council unanimously 1) Adopted a Resolution of the City Council of the City of Antioch Calling for a Municipal Election on November 6, 2018 to Request City Voters Extend and Increase the City’s Transaction and Use Tax from One-Half Cent to One Cent to Provide for Public Safety and 911 Service, Support Youth, and Maintain “Other Quality of Life Services; and 2) Enacted an Ordinance of the City Council of the City of Antioch Submitting a Measure to The Voters of the City of Antioch to Amend Article 4 of Chapter 5 of Title 3 of the Antioch Municipal Code to Increase the City’s Transactions and Use Tax from a Half Cent to One Cent and to Impose This Tax Until Repealed by the Voters. With the following changes:
Amending the Ordinance under the ‘Now, Therefore, Be It Resolved’ to read: ‘that the People of Antioch do ordain as follows:’
Striking the word ‘Proposition’ from the Ordinance and replacing it with ‘Measure’.”
Again, the additional clauses adding a 20-year sunset and citizen oversight to the measure were adopted at later meetings in 2018 before the measure’s final language was placed on the ballot.
Measure W Ballot Language
The final ballot language included in the measure which passed with 66.11% of the vote but only needed a simple, 50% plus, one vote was as follows: Antioch’s Quality of Life Measure. To maintain Antioch’s fiscal stability, police patrols, 911 emergency response, youth violence prevention programs; ensuring water quality/safety; repairing streets; cleaning up parks/illegal dumping; restoring youth afterschool/summer programs; other essential services; shall the measure be adopted approving an ordinance to renew the sales tax at the one-cent rate, raising approximately $14,000,000 annually, expiring in twenty years, with mandatory annual independent financial audits, and independent citizens oversight?
Although the first motion to place Measure W on the ballot, which had majority council support, included the 80-10-10 split, it is not part of the actual ballot language, meaning the city council is not bound by those amounts and can spend the funds in any way they deem necessary.
Page 2 of the Antioch Herald October 2018 edition.
Yes on W Campaign Message
Yet, that’s how the measure was sold to the voters and how Antioch residents expect the funds to be spent.
Since the measure passed, the new Department of Public Safety and Community Resources was formed, with attempts by some council members to redefine and expand the meaning of “public safety” in Antioch to include more than just police services. Yet, the campaign in support of Measure W was very specific.
In a letter to the editor on Oct. 30, 2018, then-Mayor Wright wrote, “Measure W gives us a choice to increase our financial ability to make our community safer, create more activities for our youth after school and to improve our quality of life.”
Plus, in a Yes on W campaign ad run on page two of the Antioch Herald October 2018 edition, under “The Whys on W” headline it read, “Maintaining 911 police response and number of officers patrolling the streets.” At the time, there were 97 sworn officers on the Antioch Police force.
That was in spite of the commitment by the city council of hiring 22 more police “immediately” from the funds generated by Measure C, the half-cent sales tax precursor to Measure W, which passed in 2013 when there were 90 sworn officers on the force.
The ad also offered the other Whys, including, “Maintaining quality of life and financial stability; Ensuring water quality and safety; Cleaning up illegal dumping; and Restoring after school and summer programs for youth.”
Committee’s Incorrect Claims
While the Oversight Committee’s report claims, “Expenditures across all funded departments were within budgeted amounts for FY25, demonstrating sound fiscal management of Measure W resources,” it’s clear the revenues have been not been appropriately allocated. In fact, past and current councils have been robbing Peter to pay Paul, as the old saying goes, which is what those who opposed the measure were afraid of.
Furthermore, the committee concluded its report claiming, “Measure W revenues for FY25 were expended in a manner consistent with the City Council’s stated priorities,” they’re ignoring the fact the council majority at the time they voted to place the measure on the ballot supported the 80-10-10 allocation split. So, even if the city council has since then, or in 2024 before adopting the FY 2024-25 budget, voted to change the allocation split of Measure W revenues, the funds were not “expended in a manner consistent with the City Council’s stated priorities” and are definitely out of alignment with the original intent.
Committee Needs to Represent and Advocate for Original Intent of the Council, Will of the Voters
Every year, the Oversight Committee’s report should include the city council’s original intent of allocating the revenue from Measure W on an 80-10-10 split and remind the current council members and public of that fact. Simply reporting how the council and City spent the funds based on information provided by City staff isn’t good enough. They need to hold the current council members accountable and advocate on behalf of the voters and residents of Antioch that they fulfill that intent. Otherwise, what’s the point of having an oversight committee? The members need to remember that although they were appointed to the committee by the city council, they’re not there to please the council but to represent the will of the people. Hopefully, the five new members who are expected to soon be appointed will.
Measure W funds listed as “1% Sales Tax” under Revenue Source. Source: City of Antioch
Council Needs to Return to Original Intent of Measure W Revenue Allocation
As the city council works to finalize the Fiscal Year 2026-27 budget they need to be reminded of the original intent of the allocation of Measure W revenues and increase the amount being spent on police to 80%. While it’s good the council has expressed support for increasing the total number of sworn officers on the Antioch Police force, the allocation of the correct percentage of Measure W funds should be a key part of that. The good news is the projected revenue from Measure W for the next fiscal year is expected to increase by almost $120,000 to a little over $20.1 million. So, that will help some and it makes the math simple: $16.08 million to police, $2.01 million to youth services and $2.01 million to quality of life budget items. It all comes down to priorities.
Multiple Bay Area transit agencies would benefit from the five-county sales tax measure. Photo: MTC. Graphics source: Connect Bay Area
Paid effort also working before June 6th deadline in 5 Bay Area counties
By Allen D. Payton
On Wednesday, April 22nd, volunteer transit advocates celebrated gathering 46,300 signatures for the regional transit sales tax funding measure to help qualify it for the November ballot.
“’As of today, we’ve surpassed 46,300,’ wrote advocate Cyrus Hall in a celebratory email, according to a report by StreetsBlog SF. The goal was that by now they would ‘collect 45,000 grassroots signatures for Connect Bay Area by today.’”
While the effort must gather a total of the required 186,000 valid signatures of registered voters in the five Bay Area counties of Contra Costa, Alameda, San Francisco, San Mateo and Santa Clara by June 6, the Connect Bay Area has raised more than $3 million to fund the paid-for effort.
“Insiders told Streetsblog that the larger, paid signature-gathering campaign is also on track, although its exact tabulations are a guarded secret,” the report added.
As previously reported, the proposed half-cent sales tax increase in four of the counties and one cent in San Francisco will last for 14 year duration and would generate about $1 billion per year.
Revenue from the tax measure will benefit multiple transit agencies in the region including Tri Delta Transit, County Connection and WestCat, as well as AC Transit and BART which serve Contra Costa County residents.
Following is a county-by-county breakdown of the County Specific Dollars. It does not include money going to BART, Muni, AC Transit and Caltrain, or to regional improvements that aren’t designated by county, such as coordinated fare programs and accessibility improvements:
County Agencies:
Contra Costa Transportation Authority (2.5%, $26.51M)
Alameda County Transportation Commission (1%, $10.26M)
San Mateo County Transit District (4.7%, $50M)
Santa Clara Valley Transportation Authority (25.1%, $264.07M)
Small Operators:
Contra Costa County small operators (1.5%, $15.75M)
Alameda County small operators (0.5%, $5.25M)
SF Bay Ferry (0.7%, $7M)
Golden Gate Transit (0.1%, $1M)
Without new and sustainable operations funding, the BART Board could shut down two of its five lines, close as many as 15 stations, and reduce service from 4,500 trains per week to just 500, with trains running only hourly and no weekend service. (See related article)
Spend the day with the Celebrate Antioch Foundation, enjoying five dynamic live bands, including a special guest appearance from our talented Deer Valley Jazz Band at the Jazz & Blues Festival, Saturday, May 9th.
Select from a variety of local food trucks, unwind under our shaded seating area or bring your own blankets and chairs for a relaxed festival experience.
Browse unique creations from over 40 artisan vendors, sip your favorite wine or beer, and enjoy an unforgettable afternoon of jazz and blues.
Recreational Preschool, Coyote Hills and Youth Sports Camps; scholarships available
By Antioch Recreation Department
The City of Antioch Recreation Department offers a variety of youth day camps throughout the year designed to encourage growth and provide an enriching experience for young participants. Summer Camps include Preschool, Coyote Hills and Youth Sports Camps.
Trained Recreation Staff guide participants through daily activities, games, challenges, and/or craft projects relating to the theme of the camp. Campers have the opportunity to enjoy field trips, live performances, hands-on demonstrations and the best of what Antioch Recreation has to offer!
Antioch Recreation Preschool Camp
Monday-Thursday | Ages 3.25 to 5 | 9:00am to 1:00pm | $172R/$189NR | Antioch Community Center
Antioch Recreation Preschool Camp is the perfect place for children ages 3.25 to 5 to learn, play, and grow in a safe and nurturing environment! This fun-filled program is designed to inspire creativity, foster social skills, and encourage curiosity through exciting weekly themed activities tailored to your little one’s interests and developmental needs. Our counselors guide campers through carefully planned games, crafts and projects that support early learning milestones while making new friends.
Get ready for a week full of fun, friends, and adventure! Each week brings a brand-new theme packed with exciting activities like crafts, science experiments, sensory play, and weekly cooking circle, outdoor games, and splash-tastic water play on our playground! Grab your swimsuit and towel and come make some summer memories with us!
2026 Themes
June 22-June 25 — Outer Space
June 29-July 02 — Stars & Stripes
July 06-July 09 — Mad Science
July 13-July 16 — Safari
July 20-July 23 — Under the Sea
July 27-July 30 — Fairy Tales
Coyote Hills Summer Day Camp
Monday-Friday | Ages 5 to 12 | 9:00am-4:00pm | $243R/$267NR | Antioch Community Center
Overview: Coyote Hills Summer Day Camp is an engaging and adventurous summer program designed for youth ages 5 to 12. Key features include age-appropriate activities where campers are grouped by age to ensure each activity is tailored to their developmental stage and interests, fostering fun and inclusivity. Each week a new theme is introduced, ensuring a fresh experience each week with new activities, new craft projects, new games, and new friends!
Discovery Group: Youth entering grades K to 1
Explorer Group: Youth entering grades 2 to 3
Adventure Group: Youth entering grades 4 to 6
2026 Themes & Dates
Coyote Hills: Mad Scientists [June 22-June 26]
Get ready to tinker and explore with Coyote Hills Mad Scientists Week. This week invites campers to step into the lab and discover the excitement of science through hands-on experiments and creative exploration. Each day, campers will conduct age-appropriate science activities, create messy concoctions, and solve wacky challenges that spark curiosity and imagination. In addition to science fun, campers will enjoy games, crafts, and outdoor play that encourage teamwork, creativity, and confidence.
Coyote Hills: Stars and Stripes [June 29-July 2*]
Celebrate the upcoming holiday with Coyote Hills Stars and Stripes Week! Throughout the week, campers will enjoy classic games with a festive twist, design star-spangled art projects and participate in group challenges that build confidence and friendships. With plenty of movement, imagination, and summer fun, this week is all about shining bright, working together, and making memories.
Coyote Hills: Junior Rangers [July 6-July 10]
Coyote Hills Junior Rangers week encourages campers to learn more about the outdoors as they explore nature. Throughout the week, Junior Rangers will learn more about outdoor safety and local wildlife as they enjoy age-appropriate games, nature hikes, scavenger hunts, arts and crafts, and environmental education activities. Whether your child dreams of becoming a park protector or wildlife explorer, Coyote Hills Junior Ranger week will spark curiosity and interest in protecting the environment.
Coyote Hills: Junior Rangers [July 13-July 17]
Get ready for a wild adventure! Coyote Hills Into Jumanji invites young explorers to step into a jungle-inspired world filled with games, teamwork, creativity, and nonstop fun. Campers will work together to survive the jungle by solving puzzles, completing quests, and earning rewards. Throughout this week-long day camp, campers will embark on exciting daily challenges, obstacle courses, themed games, and imaginative activities that bring the spirit of adventure to life. In between adventures, participants will enjoy arts and crafts, group games, and time to make new friends in a safe, supportive environment.
Coyote Hills: Aqua Adventures [July 20-July 24]
Make a splash this summer with Coyote Hills Aqua Adventures. Campers will dive in the wonders of the water as they explore ocean life and underwater worlds. Each day brings a new aquatic adventure encouraging teamwork, problem-solving, and creativity in a safe environment through water conservation games, themed art projects, team challenges & activities and trips to the Antioch Water Park.
Coyote Hills: Ultimate Showdown [July 27-July 31]
Get ready for an action-packed week of friendly competition and big fun with Coyote Hills: Ultimate Showdown! Campers will compete in various challenges, from classic games and relay races to brain teasers, art battles and surprise showdowns. Each day brings new and exciting challenges that encourage campers to try new things, cheer each other on, and celebrate their strengths.
Multi-Sport Camp: Pros and All-Stars (Ages 7-14)
Antioch Youth Sports Summer Camp is a fun-filled program designed to introduce young athletes to the fundamentals of a wide variety of sports while learning about teamwork, health and wellness. Each week will consist of fun drills and games designed to introduce campers to a variety of sports such as basketball, baseball/softball, soccer, volleyball, football and school yard games. Each week features two visits to the Antioch Water Park for swimming and water play.
Summer Camp Scholarships
Antioch Recreation is excited to offer a new scholarship opportunity this summer. The RaSi Holds Hands scholarship is open to eligible households, including those that have already received 2026 Antioch Recreation Youth Activity Scholarship. Funding is provided by a donation from RaSi Holds Hands Inc. Click for the Application.
For more information visit Camps | Antioch, CA and for inquiries about camps, please contact the front desk of the Antioch Community Center at 925-776-3050 or email the Recreation Department at recreation@antiochca.gov.
