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.
The Antioch Historical Museum’s new, eight-member Transition Team will lead the 5-Year Strategic Plan effort: (Top L-R) Tom Hartrick, Mike Green, Matthew Hart, Clifton Mbanugo and Strategic Advisor Ray Davi; (Bottom L-R) Donna McGee, Janet Farr, Theresa Court and Carla Baker Marymee. Photo: Antioch Historical Society
Led by 8-member Transition Team; adopts new Mission Statement
By Carla Baker Marymee
ANTIOCH, CA – May 2, 2026 – A new era is taking shape at the Antioch Historical Museum. Located at 1500 W. 4th Street, the museum is embarking on one of the most significant transformations in its history—unveiling an ambitious 5‑year Strategic Plan designed to elevate, protect, and reimagine Antioch’s rich cultural legacy.
At the heart of this effort is the museum’s newly appointed 8‑member Transition Team, a diverse group of community leaders who will guide the plan’s first phase. Members include: Theresa Court, Antioch Historical Society Board President; Janet Farr, Board Member; Mike Green, Vice Principal, Deer Valley High School; Matthew Hart, attorney; Tom Hartrick, business owner; Carla Baker Marymee, Board President‑Elect and business owner; Clifton Mbanugo, business owner; and Donna McGee, Kaiser Permanente Antioch Medical Center Site Director. The team is led by Raymond Davi, Museum Strategic Advisor.
This milestone follows an extensive 18‑month assessment led by Davi, who conducted in‑depth research and interviews with board members, museum members, committees, and community stakeholders. His findings made clear that the museum needed a bold new direction to secure its long‑term future.
To bring that vision to life, consultant Sanjay P. Hukku, PhD was engaged to work with internal and external audiences to shape a comprehensive five‑year plan and a modernized organizational structure. This work was generously funded through an estate gift from longtime museum member Nancy Kelly, whose legacy now helps propel the museum into its next chapter.
The Antioch Historical Museum is located at 1500 W. 4th Street in Antioch. Photo: Antioch Historical Society
The resulting plan establishes a revitalized structure—featuring a Governing Board, Advisory Team, Executive Director (ED), and Friends of the Museum group—and sets a clear roadmap for growth, sustainability, and community impact.
“This plan realigns the museum’s mission, reimagines its role in the community, and positions it as an innovative, engaging, and trusted cultural asset,” said Theresa Court, AHS Board President. “By embracing this new direction, the Antioch Historical Museum is preparing to thrive—preserving the region’s heritage while inspiring future generations.”
During the first year, the Transition Team will focus on foundational work: assessing the historic 1910 Riverview High School building, establishing the new organizational structure, and launching the search for the museum’s first Executive Director.
“The Antioch Historical Museum is at a defining moment,” said Raymond Davi. “At the heart of this transformation is a bold new mission that redefines what the museum stands for and how it connects with the community.”
The museum’s new Mission Statement reflects that vision:
“We welcome curious visitors to explore the extraordinary history in every corner of our community and region. We focus on hidden heroes, untold stories, and surprising moments—bringing them to life through exhibits, outreach, and publications that help young people, families, and visitors of all ages discover that Antioch’s history is impossible to ignore.”
The Antioch Historical Museum is housed in the historic 1910 Riverview High School, listed on the National Register of Historic Places, and is also home to the Antioch Sports Legends Hall of Fame.
The museum is open Wednesdays and Saturdays from 1 p.m. to 4 p.m.
Antioch High Class of 1966 graduate and Senior Class President
Don Menasco passed away peacefully in March 2026, having spent his final year at the Northern Nevada State Veterans Home near his family in Truckee, CA. He leaves behind a legacy of service and family.
Born in 1948 and raised in Antioch, CA, Don built lifelong friendships and values that guided him throughout his life. He was a 1966 graduate of Antioch High School and served as Senior Class President. He married his high school sweetheart, Shirley, and together they shared 48 years of marriage rooted in love and partnership.
Don proudly served in the United States Air Force, including a year in Vietnam. After his service, he graduated from CSU Sacramento and built his life in Sacramento and Elk Grove. He became a successful businessman in the mortgage industry, known for his integrity and work ethic.
Above all, Don was devoted to his family. He is survived by his son Jeff; daughter-in-law Jessica; grandchildren Jack, Siena and Julia; and his brothers Tom and Ron Menasco and their families.
A Celebration of Life for Don Menasco will be held May 30, 2026, 11:30 a.m., Lone Tree Golf & Event Center in Antioch. Guests are kindly asked to RSVP at DonCOL5.30.26@gmail.com
Step up, stand out, and be part of something amazing this summer!
We’re looking for energetic, motivated teens to step into the role of Junior Recreation Leader (JRL) and help bring our summer programs to life.
From leading activities to creating memorable experiences for the community, this is your chance to build skills, make friends, and have a blast while making a difference.
Don’t wait – applications close May 15th!
JRL Program Overview
The Antioch Recreation Junior Recreation Leader program provides youth ages 13 through 15 with the opportunity to gain leadership skills and work experience by volunteering at local recreation centers and working with trained recreation staff. Participants gain professional experience beginning in the application and interview process, receive training in a variety of leadership and youth development skills, and go on to volunteer at our Coyote Hills Summer Camp, Youth Sports Camps, and Antioch Senior Center.
Youth work under the direct supervision of the Program Coordinators, Camp Directors, and Recreation Staff. It is essential for participants to be committed, responsible, and engaged. Junior Recreation Leaders (JRLs) are program volunteers who shadow part-time staff, assist when directed, and gain valuable experience connecting with peers and their community.
This year, the program will run for 6 weeks, from June 22, 2026 through July 31, 2026. Program hours are generally Monday through Friday, between 8:30 am to 4:00pm. Occasionally, hours will adjust to 8:30am to 1:00pm, depending on the site. There will be occasional field trips and off-site visits to local businesses. Junior Recreation Leaders are expected to be punctual and must be picked up on time at the end of the program day. Ask staff about available transportation options, if needed.
Applicants need to indicate their availability for the summer. We understand that families schedule vacations and other activities over the summer, so a short period when the applicant is not available does not disqualify the applicant. However, scheduling to miss 10 or more days of the program will affect applicant ranking.
Space is limited. Failure to attend the mandatory training on June 9th to 11th will result in dismissal from the program. Application must be fully completed; incomplete applications will not be considered. The application deadline is May 15th at 5 pm. Applications submitted after the deadline will not be considered.
