“Ring it loud! Ring it proud! Be part of Antioch’s history!”

During Society’s 50th and Museum’s 25th Anniversaries

By Allen D. Payton

The Antioch Historical Society is at it again with another project for the grounds of the Museum. This time they’re raising funds to restore and locate a display of the historic First Congregational Church bell, one of the oldest artifacts in the city.

The effort is being led by Past Board President Dwayne Eubanks and Tom Menasco, a co-founder of the Sports Legends wing and leader of the successful fundraising effort for the Red Caboose display.

Menasco is serving as the marketing and fundraising manager, Director Stan Davis and Ron Bass are serving as construction managers, Eubanks shared.

According to the Historical Society, the bell “was heard more than 150 years ago by early church members, including Antioch’s founders Rev. W.W. Smith and Captain George W. Kimball. It was heard by the church sexton, Thomas Gaines, the first known Black settler in Antioch.”

When reached for comment, Eubanks said, “The church bell is very significant to Antioch as it goes back to the time when the city was incorporated and was heard by people including the first Constable and Mayor, Roswell Hard, William Wiggins Smith, Thomas Gaines, and Adelia Kimball, the community’s first teacher.”

“We’re building a custom bell housing. We paid a company that specializes in designing bell towers back in 2022. But we had to put the plans on the shelf for a few years due to COVID.”

Antioch resident Joseph Zamora, a member of the First Congregation Church, donated the bell.

“It was in his backyard under a tarp. It’s 700 lbs.,” Eubanks stated.

“We’re hoping the bell will help unite old Antioch and new Antioch. To me, personally, it’s a symbol of unity,” he added.

They’ll build the tower, display the bell, “and it’s going to ring,” Eubanks exclaimed.

Asked how much the Society is raising for the project, he said, “The construction estimate was around $96,000 and we’ve raised $48,000. Part of that came out of our budget. That includes profit and labor. But we’re taking that out as we may get in-kind services and materials that will cut that balance down.”

“The City gave us a civic enhancement grant and waived the construction permit fee,” he shared.

“We’re hoping to put this bell and tower in this year as it’s the 50th Anniversary of the Historical Society and 25th Anniversary of the museum in the former Antioch High School and fire department building,” Eubanks mentioned.

“Ring it loud! Ring it proud! Be part of Antioch’s history!Leave a legacy for your children and grandchildren to see, ring, and enjoy. Let’s hear it ring again! Become a sponsor today and your name will be permanently inscribed on the exhibit,” the Society shared on their Facebook page.

To donate online, visit their website at: https://antiochhistoricalmuseum.org/donations/ or see the flyer below. The Museum is located at 1500 W. 4th Street and is open Wednesdays and Saturdays from 1:00 to 4:00 p.m. For more information call (925) 757-1326.

$8.3 million in grants; $2.6 million in district matching funds

By Dave Mason, Public Information Supervisor, Public Affairs, East Bay Regional Park District

The East Bay Regional Park District is set to spend $10.9 million over the next three years to reduce fire fuels at Anthony Chabot, Tilden, and Wildcat Canyon Regional Parks, Claremont Canyon Regional Preserve, and Carquinez Strait Regional Shoreline. The funding will help reduce wildfire risks by removing dead and dying trees and hazardous vegetation on over 600 acres. Dead trees burn hotter and faster and can cast embers long distances, igniting new fires.

These efforts are in addition to ongoing fuels reduction work districtwide, including large-scale projects at Anthony Chabot Regional Park (544 acres) and Tilden Regional Park (39 acres), a 16-person year-round fuels reduction crew, and annual goat, sheep, and cattle grazing. In 2024, the Park District’s fuels reduction crew removed hazardous fire fuels on 104 acres in 11 parks. Additionally, more than 86,800 acres of parkland are grazed annually by cattle, sheep, or goats.

“The grant funding enhances our ability to protect the public and safeguard our natural landscapes,” said Park District Interim Fire Chief Khari Helae. “Securing the funding is a testament to the Park District’s efforts—from planning to permitting—to manage the detailed grant application process and its proven ability to carry out large-scale fuels reduction projects in support of the community.”

The $10.9 million for fuels reduction projects includes $8.3 million in grants, with $6.1 million coming from the Federal Emergency Management Agency (FEMA), $2.1 million from the California State Coastal Conservancy, and $100,000 from the U.S. Forest Service. FEMA funding was obtained in partnership with U.S. Sen. Alex Padilla, who secured $1.5 million in the 2023 budget, and U.S. Rep. Eric Swalwell, who secured $1.4 million in the 2024 budget.

An additional $2.6 million comes from required Park District matching funds, which include general funds and voter-approved local revenue measures like Measure FF. These local revenue measures enhance the Park District’s ability to qualify for and secure grant funding by providing required matching contributions.

“These projects are vital to reducing wildfire risks in the East Bay,” said Park District General Manager Sabrina Landreth. “We thank FEMA, Sen. Alex Padilla, Rep. Eric Swalwell, the California State Coastal Conservancy, the U.S. Forest Service, and Park District voters for their support and for prioritizing wildfire mitigation in the East Bay.”

For large scale vegetation management projects, the Park District utilizes a climate-friendly carbonizer to dispose of vegetation. The carbonizer burns organic matter at 1,300 degrees Fahrenheit with little oxygen, which produces very low emissions—especially compared to conventional disposal methods such as open pile burning or transporting debris long distances in diesel trucks. The resulting biochar is being used throughout the Park District to enhance soil health, improve water retention, and increase crop productivity, including at the District’s Ardenwood Historic Farm in Fremont.

The Park District Board of Directors will consider authorizing $1,883,261 in matching funds from Measure FF at their upcoming Board Meeting on Tuesday, May 20, 2025. Measure FF was passed in 2018 by voters in the communities of Alameda, Albany, Berkeley, El Cerrito, El Sobrante, Emeryville, Kensington, Oakland, Piedmont, Richmond, and San Pablo to provide funding to reduce fire risks, improve public access, and restore natural habitat. The Board of Directors previously authorized $500,016 in matching funds in March 2023.

The East Bay Regional Park District is the largest regional park system in the nation, comprising 73 parks, 55 miles of shoreline, and over 1,330 miles of trails for hiking, biking, horseback riding, and environmental education. The Park District receives an estimated 30 million visits annually throughout Alameda and Contra Costa counties in the San Francisco Bay Area.

$10 to $15 million in spending reductions proposed to eliminate deficits; largest amount in police department budget mostly due to savings from vacant positions

Public Works Dept budget cuts would reduce landscape maintenance and watering, vandalism repairs, close restrooms at some parks

City Manager requesting switch back to one-year budgets

By Allen D. Payton

The Antioch City Council will hold another special meeting for a Budget Study Session for Fiscal Years 2025-27 on Tuesday, May 20, 2025, beginning at 5:30 P.M.

According to the City staff report, the “Council has requested that several budget models be provided for consideration and discussion. The City Manager is requesting City Council to consider the five models provided and direct staff which elements to incorporate into a final draft for Council to evaluate for adoption.

The City Manager and Finance Director are recommending that the City Council adopt a one-year budget that would amend FY25 and adopt FY26. This will allow staff to pursue thoughtful and vetted long term alternatives to revenues, programs and services to better build a sustainable budget. If this is amenable, the proposed FY27 budget will be a baseline to begin further evaluation. Another one-year budget would then be adopted in June 2026, with a goal to adopt a two-year budget in 2027 for the 2027-29 fiscal years.

MODEL 1: This is the baseline model initially presented to City Council that incorporated $8.7M in reductions in FY26 and $9.5M in FY27. Further refinements were made, resulting in $10.4M in total reductions in FY26 and $11.2M in FY27.

Over half of the reductions will be in the police department budget with most from vacancy savings.

MODEL 2 includes additional Expenditure Budget Adjustments of $1,339,138 for total reductions of $11,769,027 in FY2026 and $1,366,910 in FY2027 for total reductions of $12,648,455.

The Public Works Department budget cuts would result in “Reducing landscape expenditures by this much will result in the following implications: playground repairs will not occur; preventative tree maintenance will not occur; will need to shut off water to landscape in some areas; sign repairs will not occur; vandalism and accident repairs will not be made; will need to close bathrooms at some parks; dead or missing plants will not be replaced causing landscape to look barren; irrigation controllers will not be repaired or replaced; soundwall repairs will not be made.”

MODEL 3 includes additional “net” reductions of $941,482 in FY26 and $612,850 in FY27 beyond measures in Models 1 and 2 as the reduction in funding for the AQCRT (Angelo Quinto Community Response Team) offsets the cost of adding 4 positions. The General Fund meets the 20% minimum unassigned fund balance level in, FY26; however, the minimum fund balance should be at least $19,297,944 in FY27 to meet a 20% unassigned reserve, meaning that is it deficient by $8,479,375.

MODEL 4 builds on Model 3 and incorporates a 5% furlough (5% pay reduction/reduced work hours) for employees, excluding APOA and APSMA bargaining unit employees, and assumes all elected officials take a 5% stipend reduction as well as a full fiscal year implementation. A 5% equivalent pay reduction for APOA and APSMA positions would be $1,306,530 in FY26 and $1,350,062 in FY27 that Council should negotiate for not only further reducing the deficit, but parity as well, if a furlough is implemented.

$5M in Budget Stabilization Funds are utilized in FY26 and FY27. The 20% minimum fund balance is met and exceeded each fiscal year. The Budget Stabilization fund balance is projected to be $32,941,944 at the end of FY26 and $26,641,944 at the end of FY27 if $5M per year, if funds are used to offset the deficit.

MODEL 5 builds on Model 4 and incorporates a total of a 10% furlough (10% pay reduction/reduced work hours) for employees, excluding APOA and APSMA bargaining unit employees, and assumes all elected officials take a 10% stipend reduction as well as a full fiscal year implementation. A 10% equivalent pay reduction for APOA and APSMA positions would be $2,613,060 in FY26 and $2,700,124 in FY27 that Council should negotiate not only for further reducing the deficit, but parity as well, if a furlough is implemented.

$5M in Budget Stabilization funds are utilized in each of the next two fiscal years. The Budget Stabilization fund balance is projected to be $32,941,944 at the end of FY26 and $26,641,944 at the end of FY27 if $5M per year if funds are used to offset the deficit.

Meeting Details

The meeting will be held in the Nick Rodriguez Center at 213 ‘F’ Street in Antioch’s historic, downtown Rivertown. Public comments are not included on the agenda.

$6.7 million more than last June’s projections, total could be $51 to $58 million; will reduce the City’s reserves to less than 3%

Freitas questions use of ARPA funds, Crisis Response Team stats, deficits

By Allen D. Payton

According to the staff report for the Antioch Council’s study sessions on the budget for Fiscal Years 2025-27, provided over the past three weeks, the City’s near-future finances appear bleak. The report reads, “The total deficit over the next two years is $32,883,691, and if the deficit reduction measures City staff has proposed are added back to the draft budget, the cumulative deficit would increase to $51,158,875.” It will reduce the City’s reserves from 36.52% to just 2.94%.

The projected budget deficit for the current fiscal year, 2024-25, which ends on June 30th will be $5,358,842; $15,666,448 for 2025-26 and $17,583,418 for FY 2026-27. Those are increases from last June’s budget update to the city council. At that time, according to the General Fund Projections for 2023-2028 presented to the city council on June 11, 2024, the General Fund was projected to run the following deficits: $12,995,259 in FY 2025-26 and $13,561,074 in FY 2026-27. That’s an increase in the two-year deficit of $6,693,533. Last year’s budget projections also showed a $14,855,649 deficit in FY 2027-28. (See related article)

However, Finance Director Dawn Merchant explained that the projected deficit for this fiscal year is only $405,014, as the majority of the $5.358 million was rolled over from the previous fiscal year. (See below)

Freitas Wants Details on Success of Homeless Hotel, Crisis Response Team

District 3 Councilman Don Freitas questioned staff about the report on homeless services including the Opportunity Village motel on E. 18th Street, as well as the Crisis Response Team statistics and what feedback staff is looking for from the council.

During the Oct. 11th budget study session he asked, “What specifically are you looking for feedback from the council on these items?”

“Because, frankly, I’m still waiting for the data, you know, to come forward,” he continued. “So, I’m not quite sure what it is that you’re asking council.”

“I’m not asking the council anything,” City Manager Bessie Scott responded. “I think you all wanted these budget study sessions as we get ready to prepare our next biennial budget. I want to first start off by saying thank you to our (Finance) Director (Dawn Merchant) and her team. They’re able to do a lot for our community with very little.”

“I want to make sure that the data elements that you would like us to bring forward outside of these presentations are here,” she continued. “So, any specific data or presentations that you have, please feel free to ask us. I think that as we go forward the questions are actually for you to set budget and policy.”

Freitas then directed his questions to Public Safety and Community Resources Department Director Tasha Johnson.

“Earlier you said data shows that you’ve been successful. This as regards to ARPA funding. How is it measured as successful? What were the criteria? Particularly, the Opportunity Village. They’re not the only one. Cal VIPS, the Rubicon Program.”

“When I looked at the Angelo Quinto (Crisis Response Team) and I saw the 8,363 dispatches were made, it seems like an extraordinary number,” the councilman continued. “So, for me the question is out of that, how do you count a dispatch? Are there repeats? Are they all new? I have no idea what that number really, truly means. As well as the 3,149 welfare checks. Again, are these repeats? Are they singular? We need to be able to break down and try to measure,”

“I’m assuming with any program that the City has funded in the past, it was articulated what the goals, objectives and what success was,” Freitas stated. “I’d like to see when the program was discussed and approved by the past city council, what were those and did we meet them? If we were deficient then why were we deficient and are we addressing them moving forward?”

General Fund Budget Deficits Could Total $55-$58 million

Freitas then asked about the General Fund and projected budget deficits saying, “The other issue that I would have. All of these programs are deserving. But we have a terrible challenge in front of us and before I say what I think the number is, Ms. Merchant, I want to be clear in my mind. Now, this is in regards to…some of the funding and I noticed that in the report for General Fund expenditure reductions, this is for…Fiscal Year ‘26 and ‘27 that you have already talked to a lot of these departments and you’ve already cut the number in Fiscal Year ‘26 to $8.6 million and FY ‘27 to $9.4 million. I rounded up.”

“Mmm, hmm,” Merchant responded.

“But you also indicate that we have a deficit at the end of this year of $5.4 million,” the councilman continued. “And it’s anticipated next year to be $15.7 million, and we have a deficit in Fiscal Year ‘27 of $17.6 million. So, if I add the 8.6, the 9.4, the 5.4, the 15.7, the 17.6 we come up with a deficit, basically of $58 million. Is that right, wrong?”

Merchant responded, “I just would like to clarify as I did mention before for Fiscal Year 2024-25, that $5.358, that really isn’t a true deficit spending because encumbrances and purchase orders were rolled over, were not spent in Fiscal Year ’24. So, it was re-budgeted although the money was received in the prior fiscal year. It was re-budgeted into Fiscal Year ’25, essentially inflating the expenditure number. That’s why you’ll see the Budget Stabilization transfer is only $405,014 which you account for the money being rolled over from the prior year. The deficit remaining is only the $405,000 versus the $5.3.”

“But otherwise, yes,” she continued. “If you cumulatively add up the 15.6, the 17.8 and you account for what we’ve already backed out of the 8.6 and the 9.3, yeah.”

“So, roughly, still that leaves about 55 or 58 million?” Freitas asked.

“Yeah,” Merchant responded.

“As we move into years ’26 and ’27, those are true deficits,” the councilman stated. “So, they have no encumbrances, correct?”

“That is correct,” the Finance Director said.

Mayor Ron Bernal thanked the staff for “Building into the presentations, answers to my questions. So, 99% of my questions were answered.”

He then asked about the Crisis Response Team, that it “had been scaled up from what it had originally started as to where it is, today. I would like to know what it was before it was scaled up and what that cost is, and what the coverage of that program was, so we can see the two of them.”

The Council then closed the study session.

See meeting agenda packet, here – – https://www.antiochca.gov/fc/government/agendas/CityCouncil/2025/agendas/031825/031825.pdf

Watch video of March 11, 2024, council meeting.

Program will empower a Northern California nonprofit with up to $39,000 in grant funding

By Michelle Sabolich, AVP, Corporate Communications, Travis Credit Union

Travis Credit Union Foundation announces the application deadline has been extended for its 2025 Financial Coaching Grants program until March 31. This initiative is an opportunity for one Northern California nonprofit organization to access $30,000 in unrestricted funding and up to $9,000 to train its staff to become financial coaches. Those interested in applying can start here.

“Our hope is that through this grant, we can create a ripple effect of positive financial behaviors that will benefit not only the individuals directly involved but the broader community,” said Damian Alarcon, president of Travis Credit Union Foundation. “Financial stability is a cornerstone of a thriving community, and we are committed to making a lasting impact.”

Eligibility requirements are:
• Organizations benefiting people in Napa, Solano, Yolo, Contra Costa and Merced counties.
• Organizations classified as public charities.
• Organizations with the ability to reach diverse communities, including those that are unbanked/underserved.
• Organizations that do not discriminate by race, color, religion (creed), gender, gender expression, age, national origin, disability, marital status, sexual orientation or military status.
• Organizations with the capacity to allocate time and resources for two staff members to become financial coaches (self-study) and provide 10 or more one-hour financial coaching sessions to beneficiaries each month.
• Organizations that are willing to promote their participation in the Financial Coaching Grant Program and acknowledge funding received from Travis Credit Union Foundation in traditional and social media.

Those who apply and are selected as coaches will undergo comprehensive, three- to five-month long, self-study training through the Credit Union National Association (CUNA) and/or Financial Counseling for Empowerment Program (FICEP). Upon completing the course, coaches will be equipped to address a wide range of financial topics, from summarizing saving principles to educating community members about credit reports, credit scores and the wise use of tax refunds.

The TCU Foundation is committed to supporting nonprofits throughout the grant’s lifetime, ensuring that financial wellness outcomes are achieved. The foundation will monitor financial coaching goals, metrics and outcomes related to reduced debt, increased savings and established and/or improved credit scores. Renewal preferences are given to nonprofits with a demonstrated record of coaching more beneficiaries.

The grant application will close on March 31 at 11:59 p.m. PDT.

About Travis Credit Union Foundation
The Travis Credit Union Foundation supports financial education and wellness initiatives and is the philanthropic arm of Travis Credit Union. The Foundation is committed to making a positive impact in the communities it serves through financial education, charitable giving, and community support. Travis Credit Union generously funds the administrative costs of the Travis Credit Union Foundation, allowing for 100% of funds raised to go back to the community. To learn more about the Travis Credit Union Foundation’s mission and how to participate in all it’s doing to build financial wellness in the communities it serves, visit tcufund.org.

The Foundation is organized and operated exclusively for charitable and educational purposes under Internal Revenue Code section 501(c)(3). Tax ID #82-4159040

Visit www.libertytax.com/income-tax-preparation-locations/california/antioch/10524 or call (925) 755-0059 to schedule your appointment for your 2024 taxes.

Discusses final 6 months of 2-year budget ending this June

Agrees to eliminate council slush funds of $20K each

Without new source of funding Crisis Response Team to end Oct. 31

By Allen D. Payton

Without any public comments, Antioch City Finance Director Dawn Merchant delved right into her report to the Antioch City Council during their meeting on the budget study session held Monday, January 27, 2025. She called it, “A high-level overview for closing the books for 2024-25.” The council learned Opportunity Village, referred to as the homeless hotel on E. 18th Street will run out of funds to operate as of April 30th, as will the City’s crisis response team as of Oct. 31st and chose to eliminate the $20,000 per member slush fund the previous council majority approved.

“The numbers presented this evening are subject to change,” she added. “Department heads are already developing their budgets for Fiscal Years 2025-27” two-year budget which begins July 1, 2025.

It was the first meeting of the entire five-member council since the oath of office meeting on Dec. 10th.

Following her presentation, which was written in the staff report for the agenda, the council asked a variety of questions. Mayor Ron Bernal chose to review the staff report page by page.

Reserve Funds, Make Budget Easier to Understand

“This is a preview of future attractions, so to speak,” District 3 Councilman Don Freitas said. He then asked about the City’s two reserve funds saying “Are they the same? Why aren’t they combined?”

“Because when this was established in 2018, we had an accumulation of fund balance from staff vacancies. City Council wanted to set aside the funds in a separate funds so it didn’t appear we had all these funds to spend on ongoing expenditures…and so we would have a safety net,” Merchant said.

“The public and members of the council get very confused with the transfers-in and transfers-out,” the councilman said. “I think we should combine the reserve funds. I want someone in high school to be able to look at the budget and understand it.”

“I would like to look at possibly establishing a policy on how set-aside funds can be utilized in the future,” Bernal added.

“I agree,” Freitas responded. He also wanted to see a reserve in the CIP (Capital Improvement Program) budget.

“Making this as easy as possible for folks to understand,” Bernal stated about his desires for the budget document.

Investment Funds and Policies

Freitas then asked about the investment policies and “million decreases in building activities. That’s a red flag to me.”

“The County will have to re-examine the Urban Limit Line,” he continued. “There might be an interest in the County in limiting more growth in the cities. That could have a dramatic impact.”

“If we had all those vacant positions filled, would we have any money in the budget?” Freitas then asked. Merchant laughed. “There’s a lot of income there. City Council needs to take a realistic view…not have positions approved that have not been filled for two or three years.”

“We’re looking at all of that…the length they’ve been vacant and why,” Merchant responded.

“On that note with the vacancies what’s the timeline to fill those vacancies? One year or two years?” asked District 2 Councilman Louie Rocha.

“Instead of guessing we can get those actuals,” Merchant said. “The department heads are looking at that and preparing it. So, we can’t answer that, tonight.”

Asking about the investment funds, District 4 Councilwoman Monica Wilson asked if the investments can be changed mid-year.

“City investments are governed by the government code. Funds are supposed to be safe guarded,” Merchant stated. “The City is on a two-to-three-year benchmark. If we have excess funds…we will transfer those funds to the custodian…then to PFM” who handles the City’s investments.”

“We can go out to another investment firm, but they would be governed by the same code,” Merchant responded.

“Over a 20-year term? I’ll be making a recommendation,” Freitas said.

“It seems like our investments went from $1.1 to $2.7 million last year,” Bernal pointed out.

“The interest rates were really high for a while,” Merchant stated.

“It would probably be good to come back with a single study and go over all of how that works,” Bernal said.

Freitas suggested top staff have a meeting on a quarterly basis, to review the City’s investments.

Request Corrected Budget Figures

“We have a $95 million base not a $100 million base when we take out all the ARPA money,” Bernal stated.

“When the budget comes back and we’re going into ’26 an ’27 the budget will show what we’re expecting then…and have the one-time funds broken out,” Merchant explained.

“I think what we’re talking about is transparency, showing $95 million instead of $100 million,” Rocha stated.

Transfers In

Freitas asked about the 10% for Transfers In saying, “Is that normal?”

“It was a little bit higher in 2024-25 because of the ARPA funds and the Bicycle Garden,” Merchant shared.

Sales Tax Versus Property Tax Amounts

“I think it would be interesting…to understand the various categories of sales tax,” Freitas said. “It’s a lump sum and it doesn’t give us the ability to make any policy decisions going forward.”

“If property taxes are the largest revenue, what are we doing as a City to improve property values?” he asked.

However, Sales Tax including the City’s 1% sales tax generates 49% of taxes to the General Fund, while Property Tax generates 36% of taxes.

Wilson spoke of the Transient Occupation Tax, the 10% tax on hotel and motel bookings. “Not all our operators pay when they’re supposed to,” she stated. “I think that’s something council should take a serious look at.”

Freitas asked about when Measure W’s one-cent sales tax ends. “20 years…in 2037,” Merchant said.

“It was going to be 80-10-10 but we had to fight to get 20 for youth,” Wilson said about the split of the use of revenue from Measure W.

“Under investment income and rentals…do you have an idea what that’s going to look like over the next several years,” Bernal asked.

“I’m going to look at that,” Merchant responded.

Legal Costs Questioned

Referring to the $1.3M increase in outside legal costs for several on-going litigations mentioned in the staff report, Freitas requested, “I’d like to know how much we’ve spent last year and this year on outside legal counsel and per firm.”

City Hall & Marina Parking Lots

Regarding City Hall, “is the parking lot sinking and are the trees being removed?” Freitas asked. “If there’s a problem with the parking lot, which brings in the issue of the marina parking lot.”

“Yes, the marina parking lot does move,” Acting Public Works Director Scott Buenting said. “It’s because of the underlying issue of the Bay mud. We try to eliminate the ponding as much as possible.”

“The eucalyptus trees are being removed. We are installing some EV charging stations,” he added. “It’s not moving like an earthquake. It’s moving slowly.”

“If there was an earthquake, I guess it’s called liquefaction. What would be the worst-case scenario?” Freitas asked.

“There’d be no liquefaction there, as the parking lot is on bay mud,” Buenting responded.

Lone Tree Golf Course Funds

Regarding questions on the funds for the Lone Tree Golf Course, Merchant said, “The golf course agreement that’s been in place for several years, now, that they pay us about $20,000 per year and they pay for the rest.”

Wilson said, “Mr. Mayor I want to remind you that you and I sit on the golf course committee.”

On the Transfer Out Bernal said, “these seem to be increasing each year.”

Unfunded Liabilities

About “unfunded liabilities of $166 million that seems like a lot of money” the mayor stated.

“So, the total costs that we’re paying toward this black hole is about $20 million per year?” he asked. “It’s more than 20% of our revenues. So, it’s a huge cost to the citizens of Antioch.”

“That’s just in the General Fund. There’s also an amount in the Water Fund,” Merchant stated. “They take our overall liability and subtract the value of assets”

“This is $167 million exposure…I think we need to come back and revisit this. It’s like a credit card and only paying interest,” Freitas stated.

“We are paying part of the unfunded liability,” Merchant said.

“I think we should be paying it,” Freitas responded.

“Then you’d have to decide what you don’t want to pay for in the General Fund,” Merchant responded.

Crisis Response Team May End Oct. 31

“Under ARPA…we spent $5.7 million…for the crisis response team,” Freitas pointed out. “This was ARPA money…one-time money. Has there been any discussion if this is going to continue how we’re going to come up with $6 millon?”

“No. Not at the council level,” Merchant said.

“That’s not true. It has always been stated it won’t be covered by the General Fund because it’s not sustainable,” District 1 Councilwoman Tamisha Torres-Walker stated. “That’s why we need to start looking at state and federal funds.”

“As for the…crisis response team and Mayor’s Apprenticeship Program, there are grant funds out there…to keep funding those programs,” she added.

“So, by Oct. 31…is the crisis response team ending?” Freitas asked.

“In our discussions with the county are you looking at a strategy…and look at collaborating with the County and our neighboring cities?” Rocha asked.

“This has helped…reduce police calls for service,” Torres-Walker argued.

“I think having a crisis response team is good,” Freitas stated. “It’s the ability to finance it.”

“Thank you for acknowledging the work that does need to happen,” said Public Safety and Community Resources Department Director Tasha Johnson. “There are some possible grant funding opportunities. We do have some funds in our budget for a grant writer.”

“The community response team has done tremendous work in the community,” she continued. “They help with our unhoused residents. We are looking to sustain that with outside funding.”

Opportunity Village Homeless Hotel to Run Out of Funds April 30

“With Opportunity Village to end April 30th, this year…we are working with the County to set up that program. The state funding can only be used for encampment residents. We’ve identified the one of Devpar Court. It’s down in a ravine. You can’t really see it.”

In response to a question from Freitas about the funds and residents at Opportunity Village, the homeless hotel on E. 18th Street, Johnson responded, “For now, the encampment resolution funds will shift the focus to those residents.”

“We have a meeting with Felton to discuss the sustainability of the program,” she added in response to a question about the operator and what the City will do for the residents there.

“So, April 2025, we will no longer be operating Opportunity Village?” Freitas asked.

“Correct,” Johnson responded.

CalVIP Grant funds

Bernal asked her to speak about the CalVIP grant.

“We received approximately $1.8 million to reduce gun violence…in our community,” Johnson stated. “With that grant we were able to identify individuals who perpetrate gun violence. There are currently 13 fellows in the program. We offer all kinds of services to stabilize their lives. The operator is One Day At a Time. This program is roughly $800,000 per year. So, the $1.8 million is for two years.”

“This program is impactful. But we’re looking to grow it…for two years,” she added.

“When we first applied it was a 100% match,” from the City budget. “But this time around there is no match. So, that’s hot off the press,” Johnson.

Freitas asked for more details about the program at a future council meeting.

“A lot of this work is new. I would appreciate the opportunity to present,” she added.

“These are actually three-year cycles,” Torres-Walker shared. “The application was done jointly with the police department. Antioch could have gotten more than $1.8 million. But we need a pilot. This next cohort I’m looking to get more. The City of Richmond has been doing this for 20 years and she got $6 million.”

She also spoke of wanting to “increase the public-private partnership.”

“What I’m looking at are what are the measurable goals…when the presentation comes back,” Freitas requested.

“We’ll be asking for the council to continue the program,” City Manager Bessie Scott.

Council Budget – Agree to Eliminate $20K Slush Fund for Each Member

Under the city council budget, Freitas said, “I’m opposed to each city council member having $20,000.”

“I never spent any of the money anyways,” said Torres-Walker. “I actually raised more money in my district that exceeds this amount annually.”

Both Bernal and Rocha agreed.

“I’d rather see those funds go toward…the needs of our community,” the District 2 Councilman said.

“Each council member should have a meeting in their district. I think its appropriate on the controversial issues, especially,” Freitas said. “I think each council member can come to the council and say, ‘I want to have a meeting in my district’ and request the funds.”

“You can do a community meeting in your district without using any of these funds,” Torres-Walker stated.

“That’s where we disagree,” Freitas responded.

“On the Mayor’s Apprenticeship Program, I’d like to rename that the Antioch Apprenticeship Program or Director Johnson can come up with a catchy name,” Bernal stated.

Freitas asked about a few items in Attachment A, the General Fund Revenue Summary.

Bernal then asked about the programs based on ARPA funds. “That will give us a lot of work to do,” he stated.

Water Park Repair Funds

Wilson asked about the Water Park and the repairs needed there.

“The city council did allocate money for those repairs,” Merchant responded.

Parks & Recreation Department Director Brad Helfenberger shared, “There was an allocation of approximately $1.7 million. We are in the process of allocating that. The biggest project…will be resurfacing two pools and the deck. That will use $1 million.”

Capital Improvement Program Funds

“I know the CIP comes later in the program, but it would be good to bring it sooner, this year,” Bernal stated.

“I think we need to take a very close look at what’s in the CIP and if it’s not going to be built…it gets deleted,” Freitas requested. “I think we should deal with reality than have wish lists.”

Staff Vacancies

Bernal and Rocha then requested more details on the vacant positions and how many the city staff expects to fill and by when.

“If it’s realistic that only 20 to 25 officers and support staff can be hired, I don’t know why we would include in the budget all the vacant positions,” Freitas stated. “I think that will free up some of the money. I don’t think it’s responsible to continue allocating funds when we know realistically, we will never fill those positions in that year.”

“Agreed,” Merchant responded. “We try to do that in the budget.”

“It would be helpful to know how many police officers go out on disability,” Freitas requested.

“I’d like to know and hear about a list of infrastructure projects we can have,” Wilson requested.

Next Budget Workshop

It was agreed that the city council’s next budget session will be held on Tuesday, March 4.

Torres-Walker was concerned about when the meetings would start, “because some of us work full time” she stated.

“With everybody’s schedule, it’s hard to coordinate,” Scott responded.

“That means for the rest of the departments we’re going to have to hustle through the rest of them,” Bernal said about the schedule.

“Thank you for your work tonight and helping us move forward being productive,” he then said to city staff.

The meeting was adjourned at 8:05 p.m.

For Fiscal Years 2025-27

By Allen D. Payton

On Monday, Jan. 27, the Antioch City Council will hold a special meeting for a Budget Session to discuss development of the Fiscal Year 2025-27 budget. They will hear from the city manager and staff then provide feedback and direction.

According to the City staff report on the item, “The purpose of this discussion is to understand where we are in closing out the current budget cycle for FY25 and does not include policy discussions as we embark on the next two-year budget cycle which will revise the FY25 budget and adopt the FY26 and FY27 budgets. As a kickoff to this budget cycle, a preliminary review of the projected revised FY25 General Fund budget is being provided this evening as well as items to consider as we move forward building the proposed budgets for the next two fiscal years.”

As previously reported last October, the City is facing double-digit deficits for each of the next three fiscal years. According to the General Fund Projections for 2023-2028 presented to the city council on June 11, 2024, the General Fund was projected to run the following deficits: $12,995,259 in FY 2025-26; $13,561,074 in FY 2026-27; and $14,855,649 in FY 2027-28.

The first two are expected to be covered by transfers from the Budget Stabilization Fund, but it will only cover $1,253,902 in the third year of what could be Hernandez-Thorpe’s second term as mayor if he’s re-elected because that Fund will be depleted in FY 2028. That would result in a projected net deficit for the City of $13,601,748 by June 30, 2028, which would be covered by the General Fund reserve leaving it with an Ending Balance of just $17.4 million or 17.06% in reserves versus over 31% and 32% for the previous fiscal years.

The City staff report also shares, “As a refresher for the public and the governing body, the General Fund is the main operating fund of the City and accounts for the majority of essential services provided, other than water. The General Fund is divided into separate cost centers depending on the purpose served which are referred to as departments with sub-groupings of divisions within each department. The departments supported by the General Fund are:
• Legislative & Administrative (City Council, City Clerk, City Attorney, Human Resources, City Manager, Economic Development)
• Finance
• Non-departmental (this category is for general revenues to be spent on City services and accounts for expenses not specific to a department or division)
• Public Works (other than water/sewer)
• Police (includes Animal Shelter subsidy)
• Community Development
• Public Safety and Community Resources (other than Community Development Block Grant, Housing Successor and Environmental Services which are accounted for in individual Special Revenue Funds)
• Recreation Services (subsidy to Recreation Fund)

“While there are fees, charges and permits that fund a portion of departments directly within the General Fund, the majority of revenues that the General Fund receives are general purpose and offset the remaining cost of operations not covered by targeted revenues. These general revenues include property taxes, sales taxes, business license taxes and franchise fees.

“A budget should be balanced, meaning that the expenditures in any given fiscal year should not exceed revenues. In 2018, the City established a Budget Stabilization Fund When established, the purpose of this fund was to provide a means of handling unexpected General Fund budget variances, unanticipated projects and/or expenses, and unfunded liabilities.”

The staff report further includes the following:

Reserve Policy

“The City has an adopted reserve policy that the General Fund unassigned (not committed for other purposes) fund balance will be a minimum of 20% of General Fund operating revenues. The percentage for the revised fiscal year 2025 budget is shown at the bottom of Chart A.

General Fund Budget Summary

“Chart A provides revised FY25 General Fund budget figures as compared to the current udget based on projections and estimates by departments. The numbers may change as we proceed through this budget process. Chart B and B1 immediately following breaks down the General Fund projected FY25 revenues by category and Charts C, C1 and C2 outline the expenditures by department and category.

“The budget in Chart A reflects three commitments of fund balance:

1. Compensated absences – The purpose of this reserve is to fund the City’s mandated liability for unused vacation and/or vested sick leave benefits paid upon employee separation. The reserve level is set at 5% of the total compensated
   absences liability for General Fund employees. It was established to meet accounting best practices.
2. Litigation Reserve – The purpose of this reserve is to ensure the General Fund has money on hand for unanticipated litigation and other insurance deductible costs not covered by the City insurance. The reserve level is set at ten times the City’s self-insured liability retention, which is $50,000, representing a $500,000 reserve.
3. Community Development fees – This represents the accumulation of General Plan maintenance fees and Technology fees collected which can only be spent for these purposes. It is adjusted annually for fees collected and/or spent.

“The deficit of $5,358,842 listed above after the Budget Stabilization transfer is due to FY24 encumbrances (purchase orders) and project budgets that were unspent and rolled over and budgeted into FY25 for spending. The true deficit is anticipated to be $1,418,515, in the Budget Stabilization Transfer row above, after accounting for the budget rollover.

“The transfer from the Budget Stabilization Fund is being reduced $3,198,628 from the budget of $4,617,143 due to the inflow of ARPA funds in the current fiscal year reducing the need from the Budget Stabilization Fund to balance the budget.

“The General Fund will meet the reserve unassigned fund balance policy in FY25…projected overall ending General Fund balance of $37,899,927. The projected balance of the Budget Stabilization Fund at June 30, 2025 is $38,512,955.

“It is important to note that some one-time monies are included in Chart A in the Transfers In and Revenue from Other Agencies rows…which will leave a lower starting base to evaluate FY26 and FY27 revenues.”

For more details from the staff report on the budget see the meeting agenda.

Meeting Details

The council meeting begins at 6:00 p.m. in the Council Chambers inside City Hall at 200 H Street in historic, downtown Rivertown. The meeting can also be viewed via livestream on the City’s website.