New roles including strategic advisor intended to enhance city operations, community focus; staff claims “City’s executive staffing plan” complete but Assistant City Manager is vacant, City Attorney is interim – search underway; Helfenberger switches to Director of Info Services

By Jaden Baird, Public Information Officer, City of Antioch

The City of Antioch announces several executive appointments and leadership transitions across key departments, marking an important milestone in the City’s ongoing efforts to strengthen organizational capacity, operational efficiency and service to the community. Brad Helfenberger will move to the position of Director of Information Services from Assistant City Manager, which is currently vacant. Instead, an Executive Consultant has been hired to advise City Manager Bessie M. Scott.

“These appointments represent both stability and forward progress,” Scott said. “We’ve filled essential leadership roles with experienced professionals who bring strong vision, proven capability and a shared commitment to serving our community. Together, they reflect the City’s investment in sustainable leadership and operational excellence.”

Effective October 20, 2025, the following appointments and transitions took effect:

Monserrat Cabral – Director of Public Safety and Community Resources

Previously serving as Interim Director, Monserrat Cabral has been appointed as the permanent Director of Public Safety and Community Resources.

Cabral is a strategic and heart-centered public sector leader with more than two decades of experience advancing equity, safety, and opportunity across government, community, and nonprofit systems. As Acting Director, she has led initiatives that strengthen community well-being, expand access to housing and youth opportunity, and embed compassion into public policy.

Her leadership is defined by her ability to bridge institutional systems with lived experience, building trust, alignment, and lasting impact. Before joining the City of Antioch, Cabral served in leadership roles across education, philanthropy, and nonprofit sectors, designing programs that empowered young people, working families, and system-impacted communities.

She has advised national networks on organizational culture and equity in leadership development, directed regional collaboratives focused on restorative justice and reentry, and taught as an adjunct professor at Rutgers University, guiding graduate students in public policy and community engagement.

A skilled negotiator and policy strategist, Cabral champions collaboration between city leadership, frontline staff, and community-based organizations, ensuring that those most affected by city policies help shape them.

At her core, Cabral believes that consistency, kindness, and joy are the foundation of meaningful change. She is passionate about writing, creating, and spending time with community and purpose, grounded in the belief that even serious work can be filled with warmth, humor, and hope.

Brad Helfenberger – Director of Information Services

Currently serving as Assistant City Manager, Brad Helfenberger will transition to Director of Information Services as part of the City’s upcoming leadership succession plan in the department, his third position in the last two years.

Helfenberger was originally hired by the City of Antioch as the Parks and Recreation Director in February 2021. He then was twice appointed Acting Assistant City Manager before being hired for the permanent position earlier this year.

Helfenberger brings over 25 years of experience in municipal government and holds a Bachelor of Science in Recreation from San José State University. Prior to joining Antioch, he held leadership roles with the City of Emeryville, the Hayward Area Recreation & Park District, and the City of Milpitas.

His expertise in budget management, policy development, and interdepartmental collaboration has made a lasting impact in every community he has served. As Antioch’s Parks and Recreation Director, Helfenberger was instrumental in enhancing public spaces, expanding recreational programming, and fostering community engagement.

This new role will allow Helfenberger to apply those same organizational and leadership skills to strengthen the City’s information systems and modernize its internal infrastructure.

Helfenberger has expressed enthusiasm for the opportunity to lead Information Services and continue contributing to the City’s long-term success.

“Brad’s ability to create structure, streamline operations, and build efficient systems will continue to benefit the City as we modernize technology and improve transparency,” Scott stated.

Shahad Wright – Director of Parks and Recreation

Promoted from Interim Director, Shahad Wright has been appointed Director of Parks and Recreation.

Born and raised in the Bay Area, Wright holds a Bachelor of Arts in Recreation with an emphasis in Non-Profit Management from San Francisco State University. He began his recreation career with the YMCA, leading local and national programs for more than 15 years and coordinating major events nationwide for NIKE, including NBA All-Star Weekends and USA Olympic programs.

Since joining the City of Antioch in 2022 as a Recreation Supervisor, Wright has advanced quickly through leadership roles, serving as Recreation Services Manager in 2023 and most recently as Acting Director. He oversees citywide recreation operations, including the Antioch Water Park, community centers, sports programs, facility maintenance, and special events, while serving as staff liaison for the Parks and Recreation Commission.

Committed to youth and community development, Wright and his family founded Giving the Wright Way, a nonprofit organization supporting youth success and higher education. In his free time, he enjoys traveling and spending time with his family.

This promotion recognizes Wright’s leadership in advancing recreation programming, expanding community access, and creating inclusive spaces that support the well-being of all Antioch residents.

Kelly Zelenka – Executive Consultant

The City has engaged Kelly Zelenka as an Executive Consultant to support ongoing operational and organizational development initiatives.

Zelenka brings more than 20 years of experience in the nonprofit, government, and philanthropic sectors, with a strong focus on human-centered leadership, culture-building, and strategic operations. Her work will assist the City in assessing systems, supporting leadership development, and enhancing collaboration across departments.

“Kelly’s extensive experience in organizational strategy and operational improvement will help strengthen how we work internally to serve the public more effectively,” said Scott. “Her insight and guidance are valuable as we continue building a high-performing, people-focused city organization.”

According to her LinkedIn profile, Zelenka since May 2022, Zelenka is the Principal of K Zelenka Consulting. She previously worked as the Senior Director, Housing and Services for Volunteers of America in Minnesota and Wisconsin, Assistant Director, Human Services for the Minneapolis Public Housing Authority and Deputy Department Director for the Seattle Public Housing Authority.

These appointments mark the completion of the City’s executive staffing plan and reflect Antioch’s ongoing investment in operational excellence, leadership continuity, and responsive public service. Together, the strengthened leadership team will continue building systems that support transparency, collaboration, and community trust.

Baird was asked how the appointments complete the City’s executive staffing plan when it leaves the Assistant City Manager’s position vacant and the current City Attorney is an interim position. He responded, “When we say the staffing plan is ‘complete,’ we mean that the key leadership roles outlined in the City Manager’s plan have been filled and that the structure is now in place to support the City Manager’s priorities. While the Assistant City Manager position isn’t being recruited right now, the focus has shifted to process improvement within departments, work that will be guided in large part by the consultant and supported by the City Manager’s office.”

According to Human Resources staff, earlier this year the Council hired a firm for a new city attorney to conduct a nationwide search which has been underway since May.

Allen D. Payton contributed to this report.

Community input wanted during two-year process

By City of Antioch

Join us for the General Plan Update Kickoff Meeting on Tuesday, October 21st at 6:00 PM at the Antioch Community Center in Prewett Family Park at 4703 Lone Tree Way.

This special joint session with the City Council and Planning Commission will serve as a “General Plan 101” and is a great opportunity to learn how Antioch plans for the future and how YOU can get involved!

Every city and county in California is required by state law to prepare and maintain a planning document called a General Plan. A General Plan is designed to serve as the jurisdiction’s “constitution” or “blueprint” for future decisions concerning land use, social issues, circulation, recreation, infrastructure, public services, environment, and resource conservation. This General Plan Update will ensure Antioch addresses recent changes in state law, proactively plans for future challenges and opportunities, prioritizes economic growth and vitality, and builds upon the City’s unique heritage and community-focused atmosphere. The update, through each element, will provide a basis for local decision making and involves the community in the process of identifying goals and policies to define how the City should respond to needs for physical development over time.

On August 26, 2025, the City Council selected the De Novo Planning Group team to prepare its General Plan Update. The team’s subconsultants will provide technical expertise: W-trans (traffic and circulation), EPS (economic development and fiscal sustainability), Kearns & West (community outreach), and Cogstone Resource Management (cultural and historical resources).

The process will occur over the next two years with the Draft General Plan to be issued in January 2027 and final adoption by the Council in July or August 2027.

The Council and Commission will hear and see the presentation from De Novo Planning Group regarding the General Plan Update process and provide staff and the consultant with input regarding the following:

Opportunities, Issues, and Priorities

1. What are the top three most critical issues or opportunities you believe this General Plan Update must address to best serve Antioch’s future?

2. Are there any specific geographic areas or corridors within Antioch (e.g., the waterfront, specific commercial districts, a neighborhood) that you feel require special attention or a focused vision during this process?

3. Beyond fulfilling state requirements, what key achievement or outcome will define this General Plan Update as a success for the City of Antioch?

General Plan Advisory Committee

The Council and Commission will also discuss forming an advisory committee.

To ensure the General Plan Update receives consistent and focused feedback, an advisory committee is often established. The structure of this committee is a key decision that shapes how community and technical input is integrated into the process. We seek direction on whether one should be established, and, if so, the preferred model for Antioch. Common options include:

• Option A: Community-Based Advisory: This is a committee appointed by the City Council, typically composed of 9 to 15 residents, business owners, and community stakeholders who represent a diversity of geographic areas, interests, and demographic backgrounds. With this approach, the GPAC would hold a series of public meetings to discuss General Plan topics and provide an opportunity for public comment. Locally, the City of Brentwood and Contra Costa County have used this approach for their General Plan Updates.

• Option B: Technical Advisory Committee: This approach relies on a committee of technical experts from City departments (e.g., Planning, Public Works, Economic Development) and key partner agencies (e.g., school districts, regional transit, utility providers). The TAC ensures the plan is technically feasible and coordinated. In this model, broader public input is gathered primarily through the visioning workshops, open houses, and focused community meetings rather than a standing citizen committee. The City of Pittsburg employed this approach for its recent General Plan Update.

• Option C: Hybrid Model with the Planning Commission: In this streamlined model, the Planning Commission serves as the primary advisory body, holding dedicated study sessions throughout the process to provide policy guidance. This approach prioritizes efficiency, leveraging the Commission’s existing knowledge of land use issues and is often supplemented by a staff-level TAC for technical review.

Let’s talk about the big picture: growth, housing, transportation, parks and more. Your voice matters in shaping the future of Antioch.

Click to read the meeting agenda.

Allen D. Payton contributed to this report.

Would require background process for commissioners, allow current police officers from other agencies or former APD or other agency officers, family members to serve

By Allen D. Payton

During their meeting on Tuesday, Oct. 14, 2025, under agenda Item 1, the Antioch City Council will receive a staff report on the Antioch Police Oversight Commission and consider recommended changes to the ordinance.

According to the City staff report, “On July 7, 2025, staff sought input from the APOC regarding updates to this ordinance. APOC’s suggestions were reviewed and consolidated with the suggestions that staff now presents to the City Council. This collaborative effort aims to ensure that any revisions to the ordinance reflect community values, enhance oversight effectiveness, and support the City’s broader goals of transparency, accountability, and continuous improvement.

“This effort is being carried out in response to City Council direction and aims to identify opportunities to strengthen the Commission’s structure, clarify its authority, and improve its effectiveness. One of the main goals of this review is to ensure consistency with best practices in civilian oversight and to support compliance with the Memorandum of Agreement between the City of Antioch and the U.S. Department of Justice.”

The suggested amendments to the ordinance include the following:

1. Under Section 4-3.103 MEMBERSHIP AND APPOINTMENT, adding “the Chair, Mayor, and City Manager shall interview applicants and make recommendations to the Council”; adding a background process for commission applicants with information from personal interviews and social media reviews, and have them sworn in by the City Clerk or an authorized member of the Clerk’s Office;
2. Revise the language to read: “The Mayor and City Council shall strive to appoint and confirm members to the Commission with the intent of ensuring meaningful representation from individuals with diverse backgrounds and perspectives. While not required to include representation from each category listed below, and recognizing that some individuals may reflect more than one category, the following are important Factors to consider when making appointments:”
3. Delete the following sub-subsections which list the individuals currently ineligible to serve as a Police Commissioner: a) current sworn police officer or his/ her spouse; c) former Department sworn employee or his/ her spouse; or d) current or former employee, official, or representative of an employee association representing sworn police officers or his/ her spouse. The only remaining prohibition would be for a current City employee or his/ her spouse.
4. Under Section 4-3.104 TERMS OF OFFICE AND REMOVAL FROM OFFICE, adding the City Manager, Mayor, or any member of the City Council has the authority to make the recommendation; under subsection D) Regarding the removal of a Commission member add, “the City Manager, Mayor, or any member of the City Council has the authority to make the recommendation.” (4) – sub-subsection d) Regarding “absences from at least three meetings in a one- year span of time” delete word “unexcused;” (5) – sub-subsection e) Change to “violation of the APOC Rules of Decorum and conduct policy.”
5. Under Section 4-3.106 MEETINGS, subsection (A) – change to “at least once each month” and delete “July and December” language and that APOC would have the authority to hold additional meetings by majority vote.
6. Under Section 4-3.108 BUDGET, include a sentence that the funding will be incorporated into the City Manager’s budget, with the specific allocation amount determined during each budget cycle.
7. Under Section 4-3.109 TRAINING, Add a requirement that each Commissioner complete a police ride-along within the first 30 days of appointment and participate in at least two ride-alongs annually. Additionally, Commissioners must complete use-of-force simulator training within 90 days of appointment and annually thereafter. Commissioners are also required to complete all training outlined in the APOC Training Plan. Add a requirement that all training requests requiring city funding must be pre-authorized by the City Manager.
8. Under Section 4-3.110 POWERS AND DUTIES, Add “Personnel Complaints” to list of policies. Edit: subsection (B) “Work with the City Attorney to clarify the process for recommending changes to the specified policies. If APOC and the department agrees on the proposed changes, the Police Chief shall amend the policy accordingly. If APOC and the Department disagree, the proposed changes shall be forwarded to the City Council for final approval or rejection.” Under subsection (D) – Discussion of the requirement for APOC to review the proposed budget and conduct at least one public hearing.”
9. Addition: Temporary pause of APOC. The City Council has the authority to temporarily pause APOC. Such action may only be approved by a majority vote of the City Council and will be based on factors including, but not limited to, the Commission’s effectiveness, compliance with legal obligations, budget constraints, or shifts in city priorities. The temporary suspension cannot exceed three months within a rolling 12-month period. APOC does not have the authority to pause, without City Council Authorization.”

The City Council can also offer additional recommendations.

See Agenda Item 1 City staff report including presentation with recommended ordinance amendments.

Watch the most recent APOC meeting on Sept. 15, 2025.

Meeting Information

The meeting will be held in the Council Chambers at City Hall, 200 H Street, in Antioch’s historic, downtown Rivertown. They can also be viewed via livestream on the City’s website and the City’s YouTube Channel, on Comcast Cable Channel 24 or AT&T U-verse Channel 99.

See full meeting agenda packet.

By City of Antioch

The City of Antioch is looking for a visionary leader ready to make a difference as the Housing Manager. If you’re passionate about housing stability, equity and public service, this is your opportunity to lead transformative change in our community.

• Salary: $120,168.00 – $146,076 (DOQ)
• Full benefits including CalPERS retirement

Empathy, leadership, and collaboration required.

Apply now: Housing Manager | Job Details tab | Career Pages

Don’t wait—help us build a better Antioch.

Job Details

Under direction from the Public Safety and Community Resources Director, serves as the City’s principal authority on housing policy, strategy, and program implementation. Provides strategic leadership in planning, developing, and managing the City’s housing portfolio, including affordable housing development, homelessness response, tenant protections, and federally funded programs. Oversees and advances the City’s housing goals in alignment with state mandates, regional plans, and local priorities, ensuring regulatory compliance, fiscal stewardship, and community impact.  The Housing Manager manages, supervises, develops, maintains, directs and coordinates the activities of the Housing Division whose functions include providing direct public service. This position is responsible for embedding an equity lens, harm reduction, housing first, and cultural responsiveness throughout the Division’s programs and staff leadership, ensuring services are delivered with empathy, cultural competence, and respect for residents of all backgrounds and lived experiences.

Examples of Duties

The following duties are typical for this classification. Incumbents may not perform all of the listed duties and/or may be required to perform additional or different duties from those set forth below to address business needs and changing business practices.

1. Manage the operations of the Housing Division, including planning, developing, and administering housing programs, homelessness response initiatives, affordable housing projects, tenant/landlord mediation, and community funded activities, utilizing Community Development Block Grant (CDBG) federal funding, Housing Successor state funding, Permanent Local Housing Allocation (PLHA) state funding, and other federal, state and local funding sources.
2. Lead strategic planning, organization, and management of the Housing Division, implementing practical, long-term solutions to housing needs and affordable housing developments.
3. Provide leadership in embedding principles of equity, cultural responsiveness, harm reduction, and housing first across all Housing Division programs and policies, ensuring staff are trained and programs are implemented with empathy and cultural competence.
4. Oversee preparation, implementation, and compliance for community grant programs with local, state, and federal agencies; maintain accurate records for all program activities and monitoring for compliance with applicable federal and state regulations.
5. Administer the City’s Fair Housing Program and Tenant/ Landlord and Rental Programs, including compliance with state and federal laws, and implementation of renter protections including tenant protection ordinances, rent stabilization, and anti-harassment and eviction protection programs.
6. Direct the City’s Unhoused Resident Services Program, including bridge housing, shower and laundry services, food distribution partnerships, and shelter referrals.
7. Monitor current and proposed legislation, codes, and policies affecting the City’s housing programs; recommend changes to City programs and policies as needed.
8. Identify and pursue funding opportunities; prepare and administer CDBG and Housing Successor Agency funds; ensure compliance with all funding requirements.
9. Oversee and monitor housing assistance programs such as the Antioch Home Ownership Program, Fair Housing Services, Rental Assistance, and Eviction Protection Programs.
10. Establish and manage performance metrics to evaluate housing program outcomes, ensuring data-driven decision-making and continuous improvement.
11. Negotiate and administer contracts with consultants, contractors, and developers related to Housing Division activities.
12. Coordinate community outreach and education activities; maintain positive relationships with residents, nonprofits, developers, lenders, and real estate professionals.
13. Prepare staff analyses and reports for City Council, the CDBG Standing Committee, and the Planning Commission; attend and present at public meetings.
14. Coordinate housing program activities with other City departments; represent the Housing Division at community and regional meetings; address citizen complaints and concerns.
15. Manage the Division’s budget, monitor expenditures, and maintain established service levels and objectives.
16. Represent the City in regional housing discussions with other agencies and community groups.
17. Develop, train, and implement new or revised housing policies, standards, and regulations.
18. Supervise, train, and evaluate assigned staff.
19. Maintain strong working relationships with co-workers, other City employees, and the public using principles of excellent customer service.
20. Perform related duties as required.

Typical Qualifications

The following generally describes the knowledge and ability required to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties.

KNOWLEDGE OF:

• Principles, practices, and regulations related to affordable housing program administration and development.
• Principles of harm reduction, housing first, and equity-centered program administration, and their application in supervising staff and designing housing and homelessness policies.
• Community Development Block Grant (CDBG) program requirements, including eligible activities, compliance, and reporting as evidenced by HUD.
• Principles of housing development, rehabilitation, and construction.
• Federal, state, and local laws, codes, and regulations governing public housing development and rehabilitation programs.
• Best practices for addressing homelessness, including trauma-informed care and housing-first models.
• Affordable housing program finance and administration, including grants, budgets, and feasibility analysis.
• Research methods, data analysis, and needs assessment techniques related to housing trends.
• Legislative processes at the county, state, and federal level related to housing and homelessness.
• Principles and methods of community outreach, stakeholder engagement, and public communication.
• Budget development, financial management, and resource allocation.
• Project and contract management principles and negotiation strategies.
• Management, supervision, training, and employee development techniques.

ABIITY TO:

• Plan, organize, and administer complex housing programs and projects within established requirements and guidelines.
• Lead with empathy and cultural responsiveness, fostering a team culture that respects diverse socioeconomic backgrounds, lived experiences, and varying abilities.
• Develop and implement affordable housing strategies that address community needs.
• Analyze and interpret housing finance data to evaluate program costs and benefits.
• Interpret, apply, and explain housing-related laws, regulations, and policies clearly to a wide range of audiences.
• Identify and pursue grant and funding opportunities from multiple sources; prepare competitive applications and ensure compliance with funding requirements.
• Establish and maintain effective working relationships with community groups, agencies, developers, and internal City departments.
• Negotiate and manage contracts and agreements effectively.
• Communicate effectively in writing and orally, including delivering clear and persuasive presentations.
• Supervise, train, and evaluate the work of assigned staff.
• Prepare accurate, clear, and concise written reports, budgets, and correspondence.
• Organize work, set priorities, meet deadlines, and adapt to changing priorities.
• Represent the City professionally in meetings, negotiations, and public events.
• Maintain confidentiality and exercise discretion in handling sensitive information.
• Model and enforce safe work practices. 

Education and Experience Guidelines

Education/ Training:

1. Bachelor’s degree from an accredited college or university with major course work in Urban Planning, Community Development, Public Administration, Business Administration, Social Work, Housing Studies, or a related field.

Experience:

1. Five years of progressively more responsible experience in housing program development and implementation, with 
2. At least two years in a supervisory capacity.

License or Certificate:

1. Possession of an appropriate, valid driver’s license.  An out-of-state valid Motor Vehicle Operator’s License will be accepted during the application process, but a valid California license must be obtained within six (6) months of appointment to the position.

Supplemental Information

PHYSICAL DEMANDS AND WORK ENVIRONMENT

The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential job functions.

Environment: 
Work is performed primarily in a standard office setting with travel to different sites; incumbents may be required to work extended hours including evenings and weekends and may be required to travel outside City boundaries to attend meetings.

Physical: 
Primary functions require sufficient physical ability and mobility to work in an office setting and field environment; to stand or sit for prolonged periods of time; stoop, bend, kneel, crouch, reach, and twist; to lift, carry, push, and/or pull moderate amounts of weight; to operate office equipment requiring repetitive hand movement and fine coordination including use of a computer keyboard; to travel to other locations using various modes of private and commercial transportation; and to verbally communicate to exchange information.

By Dawn Kruger, Community and Media Relations Coordinator, Contra Costa County Clerk-Recorder-Elections Department

Ballots have been mailed for the November 4, 2025 Statewide Special Election and the Elections Office is ready to receive voted ballots sent by mail or dropped in drop boxes. The Contra Costa County Elections Division will perform the County’s official logic and accuracy testing on central ballot tabulation and processing equipment at 10:00 am Friday, October 10, 2025, a at the Elections Office, located at 555 Escobar Street in Martinez and the public is invited to observe.

Logic and accuracy testing is a standard pre-election procedure. The test will confirm that all central count equipment is in working order and functioning properly. A set of test ballots will be run through each scanner to ensure they are properly programmed and operating as expected.

If you would like to observe this process, we encourage you to let us know in advance by contacting the Elections office at 925-335-7800. On the day of testing, visitors will be asked to check-in at the Elections lobby on the first floor.

By Karla Davis, Vice President of Communications and Marketing, California’s Credit Unions

Ontario, CA (Oct. 9, 2025): California’s Credit Unions today announced a broad package of financial relief options for employees of the federal government impacted by the government shutdown.

Credit unions are not-for-profit cooperative financial institutions that offer services like checking and savings accounts, auto loans, debit and credit cards, low-cost or free financial counseling, and much more.

How Federal Employees Can Get Help Today

According to Congressional Research Services, over 155,000 federal employees work in California. This does not include the thousands of employees who work for federal contractors and may also be impacted.

During the shutdown, credit unions throughout California are offering various support services, which may include:

• Loan Relief: Loan payment deferrals and temporary hardship modifications.
• Emergency Assistance: Short-term, low- or no-interest loans to cover essential expenses.
• Fee Waivers: Waiving late fees, overdraft fees, and penalties.
• Financial Counseling: Access to financial wellness counselors to provide budgeting and debt management guidance.
• Online Resources: Tools and information on our website to help with everyday expenses such as food, utilities, housing and healthcare.

“Credit unions are financial institutions focused on their mission of ‘people helping people.’ This includes times of need and emergencies, such as the government shutdown,” said Stephanie Cuevas, Senior Vice President of Federal Advocacy for California’s Credit Unions. “Credit unions are moving quickly to offer support to federal workers — from TSA agents to air traffic controllers, service members, and more. The goal is to support families during these times of uncertainty while the shutdown is resolved in Washington, D.C.”

Contact, Ask, and Explore

Federal employees can get help today by:

• Contacting a credit union. Those reaching out should mention shutdown-related assistance. You can find a local credit union here.
• Asking about eligibility. Every credit union has its own unique method to serving the community. Be sure to ask about how you can receive support.
• Exploring options. The credit union will want to tailor financial solutions to your needs and circumstances.

California’s Credit Unions

Headquartered in Ontario, CA, California’s Credit Unions exists to help credit unions change people’s lives by supporting their operations, guidance, strategy, and philosophy. Our trade association helps local credit unions in California serve more than 14.4 million members. Credit unions are for people, not profit.

By Jaden Baird, PIO, City of Antioch

ANTIOCH, CA — The City of Antioch is alerting residents to a door-to-door scam in which individuals are falsely claiming that the city’s tap water is unsafe in an attempt to sell high-cost water filtration systems.

In a recent report, a resident was approached by a person claiming to test water quality. The individual presented a false test result alleging the presence of “13 cancer-causing contaminants” and attempted to pressure the resident into purchasing a reverse osmosis system. When the resident declined to provide personal information, the individual became aggressive.

“These individuals are not associated with the City of Antioch, or our Water Department,” said Ivona Kagin, Laboratory Supervisor at the Water Treatment Plant. “Tap water is tightly regulated by the U.S. Environmental Protection Agency. We want to reassure residents that Antioch’s drinking water meets or exceeds all federal and state requirements. Details are published in our annual Consumer Confidence Report:  https://www.antiochca.gov/583/Water-Treatment. If your water becomes unsafe to drink, the City of Antich will notify you and provide information on how to protect yourself.”

Residents are urged to follow these safety guidelines:

• Do not allow unverified individuals into your home.
• Always ask for official identification.
• Look for a City of Antioch badge and marked city vehicle.
• Call the Water Department at (925) 779-7060 to confirm if someone is a city employee.
• Report aggressive or suspicious activity to the Antioch Police Department.

Kagin emphasized that legitimate city employees will never arrive unannounced. All official visits are scheduled in advance and conducted by trained staff with proper identification.

For more information about Antioch’s water quality or to verify any city-related service visit, please contact the Water Department directly or visit http://www.antiochca.gov/water.

Existing transportation funding strained by rising construction costs, population growth, potential decrease in state gas tax revenue

“115 of 1,374 bridges are rated poor/structurally deficient, with significant deterioration” – TRIP Report

By Carolyn Bonifas Kelly, Director of Communication & Research, TRIP

San Francisco, CA – While additional state and federal transportation funding is allowing California to repair and improve roads and bridges, a new report documents looming challenges including population growth, rising congestion, construction cost inflation and declining fuel-tax revenue. The report by The Road Information Program, TRIP, a national transportation research nonprofit based in Washington, DC, examines California’s road and bridge conditions, congestion and reliability, highway safety, economic development, vehicle travel trends, and the impact of recent state and federal transportation funding increases.

The TRIP report, “Keeping California Mobile: Providing a Modern, Sustainable Transportation System in the Golden State,” finds that throughout the state, traffic fatalities have increased significantly in the last decade despite recent downward trends, 50 percent of major roads are in poor or mediocre condition, five percent of locally and state-maintained bridges (20 feet or more in length) are rated poor/structurally deficient, and traffic congestion costs the state’s drivers $55 billion annually in lost time and wasted fuel. In addition to statewide data, the TRIP report includes regional pavement and bridge conditions, congestion data, highway safety data, and cost breakdowns for the Los Angeles, Riverside-San Bernardino, Sacramento, San Diego, San Francisco-Oakland and San Jose urban areas. 

The TRIP report finds that 73 percent of major locally and state-maintained roads in the San Francisco-Oakland urban area are in poor or mediocre condition, costing the average motorist an additional $1,106 each year in extra vehicle operating costs, including accelerated vehicle depreciation, additional repair costs, and increased fuel consumption and tire wear. Statewide, 28 percent of California’s major roads are in poor condition and 22 percent are in mediocre condition. TRIP estimates that the state’s drivers lose $24.2 billion annually in extra vehicle operating costs as a result of driving on deteriorated roads.

In the San Francisco-Oakland area, eight percent of bridges (115 of 1,374 bridges) are rated poor/structurally deficient, with significant deterioration to the bridge deck, supports or other major components. This includes locally and state-maintained bridges that are 20 feet or longer. Statewide, five percent of California’s bridges are rated poor/structurally deficient. Most bridges are designed to last 50 years before major overhaul or replacement. In California, 54 percent of the state’s bridges were built in 1969 or earlier.

According to the TRIP report, traffic congestion in the San Francisco-Oakland area causes 111 annual hours of delay for the average motorist and costs the average driver $3,406 annually in lost time and wasted fuel. On average, San Francisco-Oakland drivers waste 38 gallons of fuel annually due to congestion. Statewide, drivers lose $55 billion annually because of lost time and wasted fuel due to traffic congestion. Due to the Covid-19 pandemic, vehicle travel in California dropped by as much as 41 percent in April 2020 (as compared to vehicle travel during the same month the previous year). By 2025, vehicle miles of travel in California had rebounded to five percent below 2019’s pre-pandemic levels. Congestion reduces job accessibility significantly. In California’s six largest metros, the number of jobs accessible within a 40-minute drive during peak hours were reduced by 44 percent in 2023 as a result of traffic congestion.

Traffic crashes in California claimed the lives of 24,508 people from 2019 to 2024. The state’s 2024 traffic fatality rate of 1.19 fatalities for every 100 million miles traveled was slightly lower than the national average of 1.2. The number of traffic fatalities and the fatality rate per 100 million vehicle miles of travel in California spiked dramatically in 2020 and 2021 before falling each year from 2022 to 2024. But, despite recent progress, from 2014 to 2024 the number of traffic fatalities in California increased 24 percent and the state’s traffic fatality rate increased 29 percent. From 2019 to 2023, 30 percent of those killed in California crashes involving motorized vehicles were pedestrians or bicyclists. In the San Francisco-Oakland area, 36 percent of traffic fatalities between 2019 and 2023 (306 of 934) were pedestrians or bicyclists.

“California’s future depends on transportation infrastructure that can withstand the challenges of a changing climate and a growing population,” said Senator Dave Cortese, chair of the California Senate Transportation Committee. “These investments don’t just move people and goods—they cut emissions, strengthen communities, create jobs, and spur economic growth. The TRIP report makes clear that smart infrastructure investments are among the most powerful tools we have to support California’s workforce and drive long-term economic prosperity.”

Improvements to California’s roads, highways and bridges are funded by local, state and federal governments. In April 2017, the California legislature enacted SB 1 — the Road Repair and Accountability Act. SB 1 increased state revenues for transportation by increasing the state’s gasoline and diesel taxes, implementing a transportation investment fee on vehicles and initiating an annual fee on zero emission vehicles. SB 1 is estimated to increase state revenues for California’s transportation system by an average of $5.2 billion annually through to 2027. In addition to state transportation funding, the Infrastructure Investment and Jobs Act (IIJA), signed into law on November 2021, provides $25.3 billion in federal funds to the state for highway and bridge investments in California over five years, representing a 29 percent increase in annual federal funding for roads and bridges in the state over the previous federal surface transportation program. The IIJA is set to expire on September 30, 2026.

“California’s transportation system is the backbone of our daily lives, connecting millions of people to work, school, and opportunity,” said Assemblymember Lori Wilson, chair of the California State Assembly Transportation Committee. “The TRIP report provides the proof points behind what we already know: our infrastructure needs are urgent and growing. As we transition to cleaner vehicles and more sustainable mobility, we must secure fair and reliable funding solutions to ensure tomorrow’s infrastructure serves Californians better than today’s.”

The ability of revenue from California’s motor fuel tax – a critical source of state transportation funds – to keep pace with the state’s future transportation needs is likely to erode as a result of increasing vehicle fuel efficiency, the increasing use of electric vehicles and inflation in highway construction costs. The Federal Highway Administration’s national highway construction cost index, which measures labor and materials cost, increased by 48 percent from the beginning of 2022 through the fourth quarter of 2024.

The California Legislative Analyst’s Office (LAO) found that steps taken by California to reduce greenhouse gas emissions, including programs and policies that are targeted at increasing the adoption of zero-emission vehicles (ZEVs), increasing the use of lower-carbon fuels, and reducing the number of vehicle miles traveled will reduce state transportation revenues by $4.4 billion over the next decade. This reduction in state transportation spending which is projected to result in poorer road conditions. However, the recent federal rollbacks to California strict emissions requirements will impact these programs and policies.

“Our deteriorating transportation system costs Californians lives, time, and money,” said California Transportation Commissioner Joseph Cruz. “Every investment in improving and maintaining our roads, bridges, and transit networks is an investment in people. These projects don’t just build infrastructure – they create good jobs, support local economies, and ensure California’s workforce is at the center of the solution.”

The efficiency and condition of California’s transportation system, particularly its highways, is critical to the health of the state’s economy. In 2023 California’s freight system moved 1.4 billion tons of freight, valued at $2.8 trillion. From 2022 to 2050, freight moved annually in California by trucks is expected to increase 65 percent by weight and 100 percent by value (inflation-adjusted dollars). The design, construction and maintenance of transportation infrastructure in California supports approximately 420,000 full-time jobs across all sectors of the state economy. Approximately 7.1 million full-time jobs in California in key industries like tourism, retail sales, agriculture and manufacturing are dependent on the quality, safety and reliability of the state’s transportation infrastructure network.

“California’s transportation dollars are already being stretched thin by increased inflation in construction costs and declining fuel tax revenue,” said Dave Kearby, TRIP’s executive director. “Without additional transportation investment, needed projects that would make the state’s roads safer, smoother and more efficient will not move forward.”