Passengers enjoy the new landscaping and hardscape which are part of the $375,000 in City improvements at the Antioch Amtrak Station in historic, downtown Rivertown as they wait for a Gold Runner train to arrive on Thursday, Nov. 19, 2025. Photo by Allen D. Payton
ANTIOCH, CA — On March 24, 2023, the San Joaquins Joint Powers Authority (SJJPA) Board voted to decommission the Antioch-Pittsburg San Joaquins train station. In keeping with this decision, Antioch’s Amtrak station will cease operations for the foreseeable future in 2027.
In late 2024, SJJPA convened the Ad Hoc Antioch Train Station Working Group (ATSWG). This was at the direction of the SJJPA Board and SJJPA Board Vice Chair Diane Burgis, and in response to requests from community leaders. The ATSWG brings together a diverse mix of voices—including local elected officials, Antioch staff, Antioch community members and SJJPA staff—who are all committed to working collaboratively on this important matter.
The ATSWG has met four times to explore the future of the Amtrak Gold Runner (formerly San Joaquins) Station in Antioch. Group discussions to date have focused on measures implemented by the City of Antioch to improve the safety of Gold Runner riders at the station, as well as plans to beautify the station and its surroundings (while still in use before decommissioning is completed). Antioch has made a total of $375,000 in budgetary commitments to implement these improvements in the short- and long-term. SJJPA Board Vice Chair Diane Burgis has shared her appreciation for Antioch’s efforts stating, “San Joaquins riders should feel safe and welcome at our stations, including here in East Contra Costa County. I’m grateful to the Antioch community and Antioch’s city leaders for stepping up and collaborating with staff.”
The collaborative approach undertaken by the ATSWG—including City of Antioch representatives, Alliance of Californians for Community Empowerment (ACCE) Action Antioch, Contra Costa County partners and SJJPA and Amtrak Staff—demonstrates a strong commitment to improving Antioch Station safety, appearance, and functionality.
The City of Antioch’s stated goal as part of the ATSWG effort was to request that the SJJPA Board reconsider its decision to decommission the station, ensuring the continued operation of passenger rail service while advancing infrastructure improvements that will enhance regional connectivity, improve reliability, and support future growth along the San Joaquins corridor.
“I appreciate the joint discussions about reasons the station was decommissioned and the significant investment the City is making to position the Antioch-Pittsburg Station for consideration to be recommissioned,” said Antioch Mayor Ron Bernal.
ATSWG community representatives Eddie Gums, Tachina Garrett and Devin Williams of ACCE Action Antioch, as well as many other residents during SJJPA hearings and council meetingss, have expressed their opposition to the planned closure of the Pittsburg–Antioch station as a reflection of general community sentiment. While they appreciate the formation of the ATSWG, the three stated, “The initial decision was made without prior public notice, and the community must be involved in any major, life-altering transportation decisions that affect us”.
Gums, Garrett and Williams “urge the committee to prioritize transparency, robust public engagement and consideration of the long-term impacts this closure will have on residents.”
At the time of this statement’s release, the SJJPA Board’s March 24, 2023, decision to decommission the Antioch Amtrak Station remains unchanged and will be executed as planned in 2027. (See related articles here, here, here, here and here).
Issues statement calling it “reckless Republican funding bill” which passed 222-209
Reps. Garamendi, Harder, Senators Padilla & Schiff also vote against
Republicans called it a “damaging and unnecessary shutdown” and claim they “acted responsibly and stood with the nation from the start”
By Allen D. Payton
Today, Congressman Mark DeSaulnier (D, CA-10) released the following statement upon voting “no” on final passage of the Continuing Appropriations, Agriculture, Legislative Branch, Military Construction and Veterans Affairs, and Extensions Act, 2026 (H.R. 5371) in the United States House of Representatives, which ended the longest government shutdown in the nation’s history.
“This Republican spending bill is an assault on the health care, wallets, and wellbeing of the constituents I represent and the American people. Since the start of the year, I have promised to stand up against Republican attacks and protect Americans’ health care. Rather than work with Democrats to negotiate a bipartisan spending bill that keeps care affordable, Republicans shut down the government. After playing politics with Americans’ lives and livelihoods for over a month, nothing in today’s so-called “deal” will make life better for working people than it was before the shutdown started. I continue to hear every day from people who are worried about how to get by and whether they will be able to afford quality health care for themselves and their families. My vote today was in support of and solidarity with these members of our community and millions more across the country whose livelihoods and health will suffer as a direct result of this cruel and reckless bill. Despite this outcome, I will continue to fight on to lower costs, protect health care, and preserve the rule of law.”
The bill, known as a Continuing Resolution, passed the Senate Monday on a 60-40 vote, following multiple previous votes, with eight Democrats joining 52 of the 53 Republicans. Both California’s U.S. Senators Alex Padilla (D) and Adam Schiff (D) voted “no”. The original bill which passed the House in September was amended and had to return to the House for final votes.
It passed the House on Wednesday on a vote of 222-209 with six Democrats crossing the aisle to back the bill. Contra Costa County’s other Members of the House of Representatives, John Garamendi (D, CA-8) and Josh Harder (D, CA-9) also voted against the bill.
The House Appropriations Committee issued the following press release about the vote:
House Republicans Restore Order: Congress Passes Clean Funding Extension and Full-Year Appropriations Bills to Reopen Government
After a damaging and unnecessary shutdown that lasted 43 days, a funding extension that House Republicans called for and passed in September is finally headed to President Trump’s desk. Senate Democrats voted against this clean, nonpartisan measure 15 times over the course of the six weeks they held the government hostage.
In addition to the continuing resolution, Congress approved three full-year appropriations bills covering the Legislative Branch, Military Construction, Veterans Affairs, Agriculture, Rural Development, and the Food and Drug Administration.
Passage of this first tranche of bills is strong Article I progress for Appropriators, who have already advanced all twelve bills through the full committee. With the rest of the federal government now funded through January 30, 2026, the Appropriations Committee will continue working to move our remaining nine full-year bills across both chambers. This regular order momentum ends the era of backroom omnibus deals and puts taxpayers first.
While Democrat leadership and their progressive caucus determined that inflicting pain on the American people was their pathway forward, reason overturned their obstruction in the end. Republicans acted responsibly and stood with the nation from the start. Now, the Democrat shutdown is behind us, and Congress can refocus on the work the American people expect and deserve.”
Next, the bill will go to President Donald Trump, who plans to sign it tonight.
Draft Plan Bay Area 2050+ Is Here 《灣區規劃2050+（草案）》現已發布 El borrador de Plan Bay Area 2050+ ya está disponible
“To help the region build more homes, reduce commute times, and create vibrant downtowns and natural areas for everyone to enjoy.”
By MTC & ABAG
After more than two years of public discussion, technical analysis and refinement, the Metropolitan Transportation Commission (MTC) and the Association of Bay Area Governments (ABAG) have released the Draft Plan Bay Area 2050+ and the Plan Bay Area 2050+ Draft Environmental Impact Report (EIR) for review and comment. The plan contains 35 strategies representing public policies and investments that can be implemented in the Bay Area by 2050 to help the region build more homes, reduce commute times, and create vibrant downtowns and natural areas for everyone to enjoy. The plan’s strategies also aim to keep people safe from natural hazards, support a strong economy and provide stable housing for those who need it most.
Unique to this plan cycle is the parallel Transit 2050+ planning effort, which culminated in the first-of-its-kind plan to re-envision the future of Bay Area public transit, in partnership with transit operators across the region.
The first in a series of public hearings for Draft Plan Bay Area 2050+ will take place this Friday as part of the MTC Planning Committee and ABAG Administrative Committee.
The draft plan, along with the Draft EIR, the Draft Implementation Plan and accompanying supplemental reports, are all available for review and comment.
The schedule for public hearings on the draft plan and the Draft EIR is as follows:
Public Hearing #1 — MTC Planning Committee and ABAG Administrative Committee Friday, November 14, 2025, at 9:40 a.m. or upon the conclusion of the Bay Area Infrastructure Financing Authority Network and Operations Committee, whichever is later.
In-person location: Best Western Plus Novato Oaks Inn 215 Alameda del Prado, Novato
Each public hearing will begin with the Draft Plan Bay Area 2050+ hearing followed by the Draft EIR hearing. Oral and written comments will be received at the hearings.
See below for additional public participation opportunities.
La liberación de los beneficios de CalFresh en California para noviembre
All County offices will be closed for Veterans Day holiday, Tuesday, Nov. 11
By Tish Gallegos, PIO, Contra Costa County Employment & Human Services Department
(Martinez, Calif.) – California residents are seeing the restoration of their CalFresh benefits to Electronic Benefit Transfer (EBT) cards as the federal government issues 100% of the funding following a court order. CalFresh, known federally as the Supplemental Nutrition Food Assistance Program (SNAP), provides critical food assistance to households and County residents.
The California Department of Social Services (CDSS) has confirmed the loading of CalFresh benefits to EBT cards for November-eligible recipients who should have received them from Nov. 1-6. CDSS expects the loading to continue for those who were regularly scheduled to receive them Nov. 7-10.
CalFresh recipients can check on their CalFresh benefits by visiting BenefitsCal.com, calling 1(866) 663-3225, or visiting an EHSD office (find office locations at ehsd.org). Note that all County offices will be closed for the Veterans Day holiday on Tuesday, November 11.
With the release of funding to load EBT cards, Contra Costa County is pausing its recently announced plan to distribute debit cards to CalFresh participants eligible for the benefit in November. The distribution was expected to fill the gap from the lapse of federal funding that threatened the food security of 107,020 individuals in Contra Costa County, more than half children and older adults. Earlier this week, the Board of Supervisors’ unanimously approved up to $21 million from the County’s General Fund authorizing the Employment & Human Services Department (EHSD) to implement the debit card distribution plan.
“We are committed to supporting our community members and remain prepared to possibly distribute the debit cards at a later time if CalFresh (SNAP) funding is further disrupted,” said Board Chair Candace Andersen, District 2 Supervisor. “It is uncertain what will happen with CalFresh benefits for December, and we will hold the County funds in reserve as we watch for the federal government to reach a funding solution.”
The Board of Supervisors declared a local emergency this week due to the federal government shutdown disrupting CalFresh funding. The declaration stands for 60 days, and EHSD expects to report back to the Board about the need to continue the local emergency.
For residents who need food resources, the Food Bank of Contra Costa & Solano’s Find Food in My City page is available to search by city or zip code for food distribution sites. Community members can also call (855) 309-FOOD (3663).
Additional Resources
Contra Costa Crisis Center- crisis-center.org; call 988 or (800) 273-8255; or text “HOPE” to 20121
ehsd.org – CalFresh updates related to the federal government shutdown
En Español
(Martínez, California) – Los residentes de California están viendo la restauración de sus beneficios de CalFresh a las tarjetas de Transferencia Electrónica de Beneficios (EBT) ya que el gobierno federal emite el 100% de los fondos luego de una orden judicial. CalFresh, conocido federalmente como el Programa de Asistencia Alimentaria de Nutrición Suplementaria (SNAP por sus siglas en Inglés), brinda asistencia alimentaria crítica a los hogares y residentes del condado.
El Departamento de Servicios Sociales de California (CDSS por sus siglas en Inglés) ha confirmado la carga de los beneficios de CalFresh a las tarjetas EBT para los beneficiarios elegibles para noviembre que deberían haberlos recibido del 1 al 6 de noviembre. CDSS espera que la carga continúe para aquellos que están programados regularmente para recibirlos del 7 al 10 de noviembre.
Los beneficiarios de CalFresh pueden verificar sus beneficios de CalFresh visitando BenefitsCal.com, llamando al 1(866) 663-3225 o visitando una oficina de EHSD (encuentre las ubicaciones de las oficinas en ehsd.org). Tenga en cuenta que todas las oficinas del condado estarán cerradas por el feriado del Día de los Veteranos el martes 11 de noviembre.
La Junta de Supervisores sigue comprometida a apoyar a los hogares que no reciben beneficios de CalFresh debido al cierre del gobierno. Cualquier hogar que no haya recibido sus beneficios antes del lunes, puede llamar o venir a una ubicación de EHSD para obtener ayuda. Consulte ehsd.org para conocer las ubicaciones.
A principios de esta semana, la Junta de Supervisores aprobó por unanimidad hasta $21 millones del Fondo General del Condado que autoriza al Departamento de Empleo y Servicios Humanos (EHSD) a implementar el plan de distribución de tarjetas de débito.
“Estamos comprometidos a apoyar a los miembros de nuestra comunidad y seguimos preparados para posiblemente distribuir las tarjetas de débito si los fondos de CalFresh (SNAP) se interrumpen aún más”, dijo la presidenta de la junta, Candace Andersen, supervisora del Distrito 2. “No está claro qué sucederá con los beneficios de CalFresh para diciembre, y mantendremos los fondos del condado en reserva mientras esperamos que el gobierno federal llegue a una solución de financiamiento”.
La Junta de Supervisores declaró una emergencia local esta semana debido al gobierno federal interrupción de la financiación de CalFresh. La declaración tiene una duración de 60 días, y EHSD espera informar a la Junta sobre la necesidad de continuar con la emergencia local.
Para los residentes que necesitan recursos alimentarios, la página Find Food in My City del Banco de Alimentos de Contra Costa y Solano está disponible para buscar por ciudad o código postal los sitios de distribución de alimentos. Los miembros de la comunidad también pueden llamar al (855) 309-FOOD (3663).
Recursos adicionales
• Centro de Crisis de Contra Costa: crisis-center.org; llame al 988 o al (800) 273-8255; o envíe un mensaje de texto con la palabra “HOPE” al 20121
• Base de datos 211 de Contra Costa – Centro de crisis de Contra Costa – base de datos completa de servicios sociales y de salud locales para residentes de Contra Costa
• CAfoodbanks.org – Sitio web de los Bancos de Alimentos de California
• ehsd.org – Actualizaciones de CalFresh relacionadas con el cierre del gobierno federal
(L-R) Monserrat Cabral has been promoted to the City of Antioch’s Director of Public Safety and Community Resources, Brad Helfenberger moved to the position of Director of Information Services, Shahad Wright was promoted to Director of Parks and Recreation and Kelly Zelenka of K Zelenka Consulting has been hired as the Executive Consultant to the City Manager. Photos: City of Antioch except far-right photo, source: LinkedIn.
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.
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.
Source: City of Antioch
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?
Source: 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.
Video screenshot of the Antioch Police Oversight Committee on Sept. 15, 2025.
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:
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;
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:”
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.
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.”
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.
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.
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.
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.”
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.
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.
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.
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.
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.
Lead strategic planning, organization, and management of the Housing Division, implementing practical, long-term solutions to housing needs and affordable housing developments.
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.
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.
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.
Direct the City’s Unhoused Resident Services Program, including bridge housing, shower and laundry services, food distribution partnerships, and shelter referrals.
Monitor current and proposed legislation, codes, and policies affecting the City’s housing programs; recommend changes to City programs and policies as needed.
Identify and pursue funding opportunities; prepare and administer CDBG and Housing Successor Agency funds; ensure compliance with all funding requirements.
Oversee and monitor housing assistance programs such as the Antioch Home Ownership Program, Fair Housing Services, Rental Assistance, and Eviction Protection Programs.
Establish and manage performance metrics to evaluate housing program outcomes, ensuring data-driven decision-making and continuous improvement.
Negotiate and administer contracts with consultants, contractors, and developers related to Housing Division activities.
Coordinate community outreach and education activities; maintain positive relationships with residents, nonprofits, developers, lenders, and real estate professionals.
Prepare staff analyses and reports for City Council, the CDBG Standing Committee, and the Planning Commission; attend and present at public meetings.
Coordinate housing program activities with other City departments; represent the Housing Division at community and regional meetings; address citizen complaints and concerns.
Manage the Division’s budget, monitor expenditures, and maintain established service levels and objectives.
Represent the City in regional housing discussions with other agencies and community groups.
Develop, train, and implement new or revised housing policies, standards, and regulations.
Supervise, train, and evaluate assigned staff.
Maintain strong working relationships with co-workers, other City employees, and the public using principles of excellent customer service.
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:
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:
Five years of progressively more responsible experience in housing program development and implementation, with
At least two years in a supervisory capacity.
License or Certificate:
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.
