Touts public safety reforms, approving 1,806 new housing units, plus, 530 new businesses opening in 2024 & 2025

“It has been an honor to serve and to help lead the continued effort to strengthen and improve our community together.” – Bessie M. Scott, Antioch City Manager

By Allen D. Payton

The City of Antioch has released its 2025 City Manager’s Annual Report, on what might be Bessie Scott’s last day in the position, providing a comprehensive overview of work completed across City departments over the past year.

According to the City’s press release by PIO Jaden Baird, “The report highlights major projects, operational updates, departmental accomplishments and ongoing efforts that supported residents, businesses, and the broader Antioch community. It is intended to provide a clear picture of the City’s work and progress across a range of service areas and organizational priorities.

“The 2025 Annual Report includes updates from departments throughout the organization and reflects the breadth of work required to deliver core services, advance City initiatives, and support the daily operations of local government.”

“I am deeply grateful to our Mayor, City Council and City staff for their partnership and commitment to this work–but most importantly, to the residents of Antioch,” said City Manager Scott. “Your trust, your voices and your belief in what this city can become have made this progress possible. It has been an honor to serve and to help lead the continued effort to strengthen and improve our community together. Opportunity lives here.”

Key Highlights

• Antioch reported a continued focus on fiscal stewardship, including reserve levels above policy thresholds and steps to address projected General Fund pressure. 
• The City reported 530 new businesses opening in 2024 and 2025 and highlighted new retail, industrial, and mixed-use development activity. 
• In 2025, the City entitled 1,806 housing units across multiple housing types, including 178 affordable units. 
• Parks and Recreation highlighted major community usage, including 46,943 water park guests and program participants and 6,234 recreation class and program participants. 
• Information Services reported major technology upgrades, including core infrastructure improvements, cybersecurity investments, and 4,421 helpdesk tickets resolved. 
• Public safety reform efforts included continued DOJ-related reform work, expanded transparency measures, and ongoing recruitment within the Police Department. 
• Public Works highlighted major infrastructure activity, including the Brackish Water Desalination Project, L Street improvements, water main replacement work, and sustainability investments.

In the report’s Welcome Message, Scott wrote, “This annual report is dedicated to the department heads who work tirelessly each day to serve the residents of Antioch. Their leadership, expertise, and commitment drive the essential services, programs, and initiatives that keep our city running. Through their collaboration and dedication to public service, they help move Antioch forward and make our community a better place to live, work, and grow.”

Here message continued, “As I reflect on my first year serving as your City Manager, I want to speak directly to you—openly, honestly, and with deep respect for the resilience of this community.

“This past year has not been easy. Antioch faced multiple, overlapping challenges that tested our institutions and our trust in one another. We confronted a deeply painful police scandal that rightly demanded accountability, transparency, and reform. We navigated a significant structural budget deficit that required difficult decisions and fiscal discipline. And we did so in a city experiencing real division—where frustration, fear, and fatigue were present alongside hope and determination.

“As part of this work, the City also launched a citywide operational assessment process with an independent consultant to evaluate how departments are functioning, identify strengths and gaps, and recommend improvements in areas such as strategy, leadership, systems and processes, workforce, and resources. These assessments are intended to help the City better understand where operations can be modernized, where efficiencies can be gained, and where organizational changes may be needed to support stronger service delivery and long-term stability. This work is ongoing. At the time of this annual report, only some departmental assessments have been completed and released, with additional reports to be issued as the process continues. “The goal is not only to identify challenges, but to create a roadmap for improvement that strengthens accountability, supports employees, and positions the City to serve the community more effectively.

“Managing through crisis is never about pretending challenges don’t exist. It is about facing them directly, grounding decisions in facts and values, and keeping the long-term health of the community at the center of every action. From day one, my commitment has been to stabilize the organization, restore credibility, and move Antioch forward—without losing sight of the people most affected by our choices.

“Over the past year, we took decisive steps to address immediate risks while laying the groundwork for sustainable progress. We strengthened financial controls, improved transparency, and began the hard work of restoring fiscal balance. We initiated organizational reforms to reinforce ethical standards, accountability, and professionalism across city operations. We continued delivering core services—public safety, infrastructure, and community programs—even under constrained conditions. And we worked to rebuild trust by engaging more openly with residents, employees, and community partners. As the City Manager, I am proud to be part of a City that has taken hard, meaningful and necessary steps to move Antioch forward in the following ways:”

Scott then offered details of accomplishments in six areas including:

• Stabilized the City’s finances;
• Strengthened organizational accountability and ethics;
• Maintained core services during crisis;
• Improved internal operations and governance;
• Advanced transparency and communication; and
• Positioned the City for recovery and growth.

She continued in her Welcome Message for the Annual Report writing, “Progress does not always look dramatic or come with flashy headlines. Often, it looks like steady, disciplined work: systems being repaired, policies updated, teams rebuilt, and expectations clarified.

“It looks like choosing long-term stability over short-term comfort. It looks like listening—even when conversations are difficult—and acting with integrity, even when the path forward is not popular. Even still, I am incredibly grateful to get to do this “quiet” work in order to keep moving the city forward.

“Despite the challenges, Antioch is moving forward. The city is more financially disciplined, organizationally aligned, and focused on results than it was a year ago. We are better positioned to address public safety, invest in infrastructure, pursue economic development, and deliver services that reflect the values and diversity of this community.

“None of this work happens alone. I am grateful to the City Council for navigating complex decisions, to city employees who continued serving under extraordinary pressure, and to residents who demanded better while remaining engaged in the civic process. Your voices—critical, supportive, and everything in between—matter.

“The work ahead is still significant. Healing trust, strengthening systems, and building a more equitable and unified Antioch will take time. But I remain confident in this city’s capacity to confront hard truths, make responsible choices, and shape a stronger future together.

“Thank you for allowing me the opportunity to serve. I am committed to continuing this work with transparency, professionalism, and an unwavering focus on the long-term well-being of Antioch.

With respect and resolve,

Bessie Marie Scott, City Manager, City of Antioch”

The 40-page report is available on the City’s website at antiochca.gov/annualreport.

Oversight Committee not holding Council accountable to 80-10-10 split

By Allen D. Payton

The City of Antioch is supposed to be spending the funds from Measure W’s one-cent sales tax measure, passed by the voters in November 2018, on an 80-10-10 split, with 80% for maintaining public safety, 10% for youth services and the remaining 10% to support quality of life, and fiscal stability and accountability. However, the 2023-24 budget spent only 60% of Measure W funds on police, last year’s budget increased the amount to 65.4% and the current fiscal year’s City budget allocated 70%. Plus, last year’s budget only allocated 4.6% to Youth Network Services.

Funds in Fiscal Year 2024-25 instead were spent on Code Enforcement and homeless services, as well as street lighting and landscaping.

According to the adopted 2025-26 City Budget, “The adopted fiscal year 2023-25 budget allocated 60% of funds to the Police Department, 20% to Quality of Life and 20% to Youth. For fiscal year 2025-26, City Council is allocating 70% to the Police Department, 15% to Quality of Life and 15% to Youth” ignoring the original intent of the council that voted to place the measure on the ballot.

Sales Tax Citizens’ Oversight Committee Report

According to the Sales Tax Citizens’ Oversight Committee Fiscal Year 2024-25 Annual Report on Measure W  provided to the City Council on March 24, 2026 (relegated to the Consent  Calendar under agenda item 5.N.), “In FY24, the City received $20,160,685 in Measure W revenue and allocated funds at 60% Police, 20% Quality of Life, and 20% Youth.”

For the fiscal year that ended June 30, 2025, “The largest share of Measure W funds—65.4%, or $13,077,475—was directed to the Antioch Police Department. These funds supported a portion of police personnel costs ($40,376,709 in total department personnel expenditures) and services and supplies ($11,436,353). Measure W revenue represents approximately 24.5% of the Police Department’s total FY25 expenditures of $53,413,941, sustaining patrol operations, 911 response capacity, and related public safety services.”

Also, according to the report, the other Measure W revenues were spent in FY 2024-25 in order of greatest amount to least, as follows:

• Recreation 15.4%;
• Code Enforcement 8.6%;
• Youth Network Services 4.6%;
• Quality of Life 4.4%; and
• Landscape Enhancements 1.6%

2024-25 Measure W Expenditure Report Details

Under section 3 entitled, “Alignment with City Council Stated Priorities” the report offers details for each of those expenditure categories, but does not identify which council stated the priorities nor cite when that occurred. The report reads as follows:

• Youth Violence Prevention and Community Safety

The Public Safety and Community Resources (PSCR) Department received $878,748 (100% Measure W funded) for Quality of Life programs. Within the department’s broader operation, the Violence Intervention and Prevention unit had a budget of $281,094 with $137,814 expended, during the fiscal year while the Housing and Homelessness unit budgeted $351,575 and expended $207,645. Community Engagement budgeted $27,697 with $27,629 expended. These programs directly address community safety, violence intervention, and quality of life for Antioch residents.

• Youth Afterschool and Summer Programs

A combined total of $3,998,811 in Measure W funds supported youth-focused programs. Youth Network Services received $919,813 (100% Measure W funded) for personnel ($477,538) and services and supplies ($442,275). Recreation received $3,078,998, representing 46.7% of the department’s total expenditures. Recreation’s programs include youth afterschool activities, summer programming, and community recreation services.

• Code Enforcement and Community Cleanup

Code Enforcement received $1,714,021 in Measure W funds, constituting 81.6% of the division’s total expenditures. The division’s work addresses illegal dumping, nuisance abatement, and property maintenance standards—directly supporting the Council’s priorities of cleaning up parks and combating blight. Personnel costs totaled $1,785,197, with services and supplies at $314,916.

• Landscape Enhancements

A total of $325,000 (100% Measure W funded) was transferred to the Lighting and Landscape Districts for maintenance and enhancements across the city’s public landscaped areas, contributing to park and neighborhood beautification.

History of Measure W

As previously reported, during their meeting on Tuesday, July 24, 2018, the Antioch City Council voted 5-0 to place a ballot measure that would extend and double the transaction and use tax, or sales tax, permanently from the half-cent sales tax of Measure C, passed in 2013, to one cent. (See related article)

The council members discussed the draft version of the proposed one-cent sales tax measure. It allocated 60% of revenue for the maintenance of public safety, 20% for youth services, and the remaining 20% for supporting quality of life and fiscal stability and accountability.

But during the meeting the council discussed changing these amounts from percentages of 60-20-20 to an 80-10-10 allocation had the support of three council members. That split was advocated for by both Councilwoman Lori Ogorchock, who included it in her motion which was seconded by Councilman Tony Tiscareno, and Mayor Sean Wright during his comments.  

20-Year Sunset Clause, Public Oversight Added

Then during a special meeting on August 7, 20218, the Council on a 3-2 split vote, approved adding a 20-year sunset clause and including language to continue the Citizens Sales Tax Oversight Committee to the measure with then-Mayor Pro Tem Lamar Thorpe and Councilwoman Monica Wilson voting against. Placing the measure on the ballot required a two-thirds vote of the council, or favorable votes by four of the five councilmembers.

The council held another meeting two days later on August 9th at which the two who opposed it switched course. They joined the other three councilmembers for a unanimous, 5-0 vote to included both the 20-year sunset clause and citizens oversight language in the ballot measure.

Council Meeting Minutes on Measure W Votes

According to the minutes of the council meeting on July 24, 2018, the original motion is reported as follows:

“Councilmember Ogorchock moved to 1) Adopt the resolution of the City Council of the City of Antioch Calling for a Municipal Election on November 6, 2018 to Request City Voters Extend and increase the City’s Transaction and Use Tax from One-Half Cent to One Cent to Provide for Public Safety and 911 Service, Support Youth, and Maintain Other Quality of Life Services; and, 2) Enact an Ordinance of the City Council of the City of Antioch Submitting a Proposition to The Voters of the City of Antioch to Amend Article 4 of Chapter 5 of Title 3 of the Antioch Municipal Code to Increase the City’s Transactions and Use Tax from a Half Cent to One Cent and to Impose This Tax Until Repealed by the Voters. 3) Maintain Public Safety target for Antioch Police Department at 80 percent, support youth services 10 percent, support quality of life/fiscal stability and accountability at 10 percent.

Councilmember Tiscareno seconded the motion”

In addition, the minutes read, “Mayor Wright…noted that he would support 80 percent of the tax being allocated to public safety.”

However, following input from the city attorney and city clerk, the motion adopted by the council did not include specific allocation figures. According to the meeting’s minutes for the item: “Following discussion, Councilmember Ogorchock amended her motion. Councilmember Tiscareno agreed to second the amended motion, which was approved as follows:

“On motion by Councilmember Ogorchock, seconded by Councilmember Tiscareno, the City Council unanimously 1) Adopted a Resolution of the City Council of the City of Antioch Calling for a Municipal Election on November 6, 2018 to Request City Voters Extend and Increase the City’s Transaction and Use Tax from One-Half Cent to One Cent to Provide for Public Safety and 911 Service, Support Youth, and Maintain “Other Quality of Life Services; and 2) Enacted an Ordinance of the City Council of the City of Antioch Submitting a Measure to The Voters of the City of Antioch to Amend Article 4 of Chapter 5 of Title 3 of the Antioch Municipal Code to Increase the City’s Transactions and Use Tax from a Half Cent to One Cent and to Impose This Tax Until Repealed by the Voters. With the following changes:

• Amending the Ordinance under the ‘Now, Therefore, Be It Resolved’ to read: ‘that the People of Antioch do ordain as follows:’
• Striking the word ‘Proposition’ from the Ordinance and replacing it with ‘Measure’.”

Again, the additional clauses adding a 20-year sunset and citizen oversight to the measure were adopted at later meetings in 2018 before the measure’s final language was placed on the ballot.

Measure W Ballot Language

The final ballot language included in the measure which passed with 66.11% of the vote but only needed a simple, 50% plus, one vote was as follows: Antioch’s Quality of Life Measure. To maintain Antioch’s fiscal stability, police patrols, 911 emergency response, youth violence prevention programs; ensuring water quality/safety; repairing streets; cleaning up parks/illegal dumping; restoring youth afterschool/summer programs; other essential services; shall the measure be adopted approving an ordinance to renew the sales tax at the one-cent rate, raising approximately $14,000,000 annually,  expiring in twenty years, with mandatory annual independent financial audits, and independent citizens oversight?

Although the first motion to place Measure W on the ballot, which had majority council support, included the 80-10-10 split, it is not part of the actual ballot language, meaning the city council is not bound by those amounts and can spend the funds in any way they deem necessary.

Yes on W Campaign Message

Yet, that’s how the measure was sold to the voters and how Antioch residents expect the funds to be spent.

Since the measure passed, the new Department of Public Safety and Community Resources was formed, with attempts by some council members to redefine and expand the meaning of “public safety” in Antioch to include more than just police services. Yet, the campaign in support of Measure W was very specific.

In a letter to the editor on Oct. 30, 2018, then-Mayor Wright wrote, “Measure W gives us a choice to increase our financial ability to make our community safer, create more activities for our youth after school and to improve our quality of life.”

Plus, in a Yes on W campaign ad run on page two of the Antioch Herald October 2018 edition, under “The Whys on W” headline it read, “Maintaining 911 police response and number of officers patrolling the streets.” At the time, there were 97 sworn officers on the Antioch Police force.

That was in spite of the commitment by the city council of hiring 22 more police “immediately” from the funds generated by Measure C, the half-cent sales tax precursor to Measure W, which passed in 2013 when there were 90 sworn officers on the force.

The ad also offered the other Whys, including, “Maintaining quality of life and financial stability; Ensuring water quality and safety; Cleaning up illegal dumping; and Restoring after school and summer programs for youth.”

Committee’s Incorrect Claims

While the Oversight Committee’s report claims, “Expenditures across all funded departments were within budgeted amounts for FY25, demonstrating sound fiscal management of Measure W resources,” it’s clear the revenues have been not been appropriately allocated. In fact, past and current councils have been robbing Peter to pay Paul, as the old saying goes, which is what those who opposed the measure were afraid of.

Furthermore, the committee concluded its report claiming, “Measure W revenues for FY25 were expended in a manner consistent with the City Council’s stated priorities,” they’re ignoring the fact the council majority at the time they voted to place the measure on the ballot supported the 80-10-10 allocation split. So, even if the city council has since then, or in 2024 before adopting the FY 2024-25 budget, voted to change the allocation split of Measure W revenues, the funds were not “expended in a manner consistent with the City Council’s stated priorities” and are definitely out of alignment with the original intent.

Committee Needs to Represent and Advocate for Original Intent of the Council, Will of the Voters

Every year, the Oversight Committee’s report should include the city council’s original intent of allocating the revenue from Measure W on an 80-10-10 split and remind the current council members and public of that fact. Simply reporting how the council and City spent the funds based on information provided by City staff isn’t good enough. They need to hold the current council members accountable and advocate on behalf of the voters and residents of Antioch that they fulfill that intent. Otherwise, what’s the point of having an oversight committee? The members need to remember that although they were appointed to the committee by the city council, they’re not there to please the council but to represent the will of the people. Hopefully, the five new members who are expected to soon be appointed will.

Council Needs to Return to Original Intent of Measure W Revenue Allocation

As the city council works to finalize the Fiscal Year 2026-27 budget they need to be reminded of the original intent of the allocation of Measure W revenues and increase the amount being spent on police to 80%. While it’s good the council has expressed support for increasing the total number of sworn officers on the Antioch Police force, the allocation of the correct percentage of Measure W funds should be a key part of that. The good news is the projected revenue from Measure W for the next fiscal year is expected to increase by almost $120,000 to a little over $20.1 million. So, that will help some and it makes the math simple: $16.08 million to police, $2.01 million to youth services and $2.01 million to quality of life budget items. It all comes down to priorities.

BISSELL Pet Foundation’s Empty the Shelters® 10th Anniversary Event

Adoption fees waived in Antioch May 1-17

By Becca Bryant

Today marks the start of National Pet Month, and the timing couldn’t be better.

BISSELL Pet Foundation’s Empty the Shelters® – the nation’s largest funded adoption event – returns May 1-17, 2026, marking the 10th anniversary of the Foundation’s signature program. This milestone event celebrates a decade of lifesaving second chances for shelter pets. Hosted in partnership with 335 animal shelters across 39 states, the initiative helps make adoption more affordable by sponsoring reduced adoption fees of $70 or less. All pets are spayed or neutered, vaccinated, and microchipped—ready to go from kennel to couch.

As shelters face increased intake during the spring months and adoptions struggle to keep pace, this event provides critical relief by helping thousands of pets find loving homes. Since launching in 2016, Empty the Shelters has helped nearly 400,000 pets find homes through partnerships with 909 organizations across 49 states and Canada. 

BISSELL Pet Foundation, a leading national nonprofit founded in 2011 by Cathy Bissell, partners with animal welfare organizations by reimbursing adoption fees so that adopters pay $70 or less. Every pet is spay/neutered, vaccinated, and microchipped – ready to go from kennel to couch.

 “Ten years ago, Empty the Shelters® began with a simple goal—to bring awareness to the incredible pets in shelters,” said Bissell. “Today, it has grown into a national effort that has helped nearly 400,000 pets find families. Those adoptions have opened space for other pets to enter shelters, provided relief for shelter teams, and created the heartwarming joy that only adoption can bring. This impact has been made possible thanks to the commitment of shelters, adopters, donors and supporters across the country. As we celebrate 10 years, we encourage everyone to consider adoption and help more pets find the homes they deserve. It’s never too late to make a difference.”

Antioch Animal Services Participates Again

Antioch Animal Services is participating in the Empty the Shelters® 10th Anniversary Event. Stop by Tuesday through Saturday, 10:00 am – 5:00 pm at 300 L Street in Antioch’s historic, downtown Rivertown.

Antioch’s staff says, “Come check out our amazing pets and perhaps find your new best friend!”

For more information check adoptable pets at https://24petconnect.com/AntiochAdoptablePets or call (925) 779-6989, Tuesday through Saturday, 8:30 am – 5:00 pm.

Additional details & FAQs:

• Events take place quarterly, with emergency activations during shelter crises.
• Each shelter has its own process – contact them directly for applications, adoptable pets, and event hours.
• BISSELL Pet Foundation does not operate a shelter or offer individual pet grants.
• Follow @bissellpets on social media for updates and announcements.
• Adoption saves two lives – the pet going home and the one who takes their place

About BISSELL Pet Foundation:

BISSELL Pet Foundation is a charitable 501(c)(3) nonprofit organization with a mission to help reduce the number of animals in shelters through pet adoption, spay/neuter, vaccinations, microchipping and emergency support. Founded in 2011 by Cathy Bissell, BPF is an extension of her long-standing love for animals and commitment to their welfare. BPF has since partnered with more than 6,025 shelters and rescues across the U.S. and Canada to help pets find loving homes. The foundation is supported by generous donors and BISSELL Inc. where every purchase saves pets. To learn more, visit www.bissellpetfoundation.org.

For more information about BISSELL Pet Foundation’s Empty the Shelters® visit www.bissellpetfoundation.org/programs/empty-the-shelters/#.

Allen D. Payton contributed to this report.

Application deadline for 5 vacancies: Friday, May 1st

By City of Antioch

The City of Antioch encourages residents to become involved in their local community. One way to do so is to serve on one of the various Boards, Commissions, and Committees. Any interested resident is invited to apply for the following vacancies by Extended Deadline Date: 5:00 p.m., Friday, May 1, 2026.

SALES TAX CITIZENS’ OVERSIGHT COMMITTEE

• Three (3) Full-Term Vacancies, expiring March 2030
• Two (2) Part-Term Vacancies, expiring March 2028

The Sales Tax Citizens’ Oversight Committee shall review the expenditures and report publicly how the funds from the City’s Measure W one-cent sales tax are being used to address the City Council’s stated priorities of maintaining Antioch’s fiscal stability, police patrols, 911 emergency response, youth violence prevention programs; ensuring water quality/safety; repairing streets; cleaning up parks/illegal dumping; restoring youth afterschool/summer programs; and other essential services. Each year, an independent auditor shall complete a public audit report of the revenue raised and its expenditure. The Committee’s review shall be completed in conjunction with the City’s budget process. The Committee’s report on its review, whether oral or written, shall be considered by the City Council at a public meeting before April 1 of each year. Any written report shall be a matter of public record.

The Council’s intent of Measure W is to split the revenue on the following basis: 80% for the maintenance of public safety, 10% for youth services, and the remaining 10% for supporting quality of life and fiscal stability and accountability. The sales tax passed by Antioch voters in November 2018 lasts for 20 years. (See related Herald articles here, here and here)

The official ballot measure language reads: “Antioch’s Quality of Life Measure. To maintain Antioch’s fiscal stability, police patrols, 911 emergency response, youth violence prevention programs; ensuring water quality/safety; repairing streets; cleaning up parks/illegal dumping; restoring youth afterschool/summer programs; other essential services; shall the measure be adopted approving an ordinance to renew the sales tax at the one-cent rate, raising approximately $14,000,000 annually,  expiring in twenty years, with mandatory annual independent financial audits, and independent citizens oversight?”

Committee Seats: Seven (7) Members, 4-year terms.

Meetings: The Committee shall meet at least twice a year.

Staff Liaison: Dawn Merchant, City of Antioch Finance Director

Requirements:

• Must be a resident of the City of Antioch.
• At least one member of the Committee shall have a financial, accounting or auditing background.
• Commissioners are required to submit the Fair Political Practices Commission (FPPC) Form 700 (Statement of Economic Interests) upon assuming office, and every year thereafter.
• Commissioners are required to complete a 2-hour online AB1234 Ethics course within one year of their appointment.
• Newly appointed and reappointed Members are required to take an Oath of Office administered by the City Clerk.

To be considered for the vacancy position(s), please complete an application and submit it to the City Clerk’s Office by the deadline date listed above. Applications are located on the City’s Website: www.antiochca.gov and may be picked up in person at Antioch City Hall, 200 H Street, Antioch, CA.

Please email your completed application to: cityclerk@antiochca.gov. You can also drop off your application (Attn: City Clerk) in the water billing drop-off box located in the parking lot just outside of Antioch City Hall.

To learn more visit Sales Tax Citizens’ Oversight Committee | Antioch, CA.

Your interest and desire to serve our community can make a difference.

Allen D. Payton contributed to this report.

By Jaden Baird, PIO, City of Antioch

ANTIOCH, CA — The City of Antioch began its annual weed abatement program on March 30, 2026, with work continuing on or before June 30, 2026, to help reduce wildfire risk in City-owned open spaces.

Each year, the City coordinates this effort with the Contra Costa County Fire Protection District (CCCFPD) to mow and disc vegetation in designated areas. This seasonal work is an important part of Antioch’s wildfire prevention efforts and helps limit the spread of fire during the dry season.

The locations included in the City’s weed abatement program can be viewed on the maps posted on the City’s Street Maintenance webpage under Related Documents: https://www.antiochca.gov/1049/Street-Maintenance or City of Antioch_Annual Weed Abatement Maps

Residents with questions or concerns may contact the City of Antioch Public Works Department at (925) 779-6950 or by email at publicworks@antiochca.gov.

In second year of two-year contract

“It sounds hard, and it is – but JOY abounds here!” – Bessie Marie Scott

By Allen D. Payton

Antioch City Manager Bessie Scott is currently serving in the second year of her two-year contract since being hired for the position on a split, 3-2 City Council vote in August 2024 less than three months before the election. With a new mayor and two new council members some residents didn’t expect Scott to last more than another six months at the most. But, 18 months later she continues serving in the position and has shared information about the role of city manager and her experience.

On Scott’s LinkedIn profile she provides a description of her position:

“As City Manager for the City of Antioch since October 2024, I contribute to key municipal operations by leveraging expertise in financial understanding, policy implementation, economic and community development, and crafting effective policy implementing and business communications.My role involves fostering organizational efficiency, staff development, enhancing regional partnerships, and driving initiatives that align with the city’s priorities, Council goals, and community needs. It sounds hard, and it is – but JOY abounds here!”

Then earlier this month, Scott shared the following about the role of city manager and her experience in the position:

One of the most misunderstood jobs in local government is the City Manager!

People often assume the role is about authority.

It’s not.

It’s about responsibility.

Hi, I’m Bessie Scott, the first female City Manager in Antioch, California. I’m also a Black woman serving in a profession where leadership has historically looked very different.

Over time, I’ve learned there are a lot of misconceptions about what city managers A C T U A L L Y do.

Here are a few things people often get wrong about the role.

1. “City managers run the city however they want.”

In reality, city managers work at the direction of an elected city council. Our job is to implement policy, provide professional advice, and make sure city services are delivered effectively.

2. “It’s just a management job.”

Yes, we manage organizations — but we also navigate politics, community expectations, crises, labor negotiations, infrastructure planning, economic development, and public trust… often all at the same time.

3. “The work happens in council meetings.”

Council meetings are just the visible tip of the iceberg. The real work happens long before the meeting — in planning, listening, problem-solving, and coordinating across departments.

4. “City managers stay out of the public eye.”

In today’s environment, city managers are often front and center during community challenges, emergencies, and major civic decisions. As an Introvert, this is my LEAST favorite truth as I’m more of a Best Supporting Actress kinda girl!

5. “It’s a purely technical role.”

The technical skills matter. But the truth is that emotional intelligence, resilience, and the ability to bring people together are just as critical. Local government is where democracy becomes real for people. It’s the street someone drives on every day.

The park their kids play in.

The safety of their neighborhood.

The future of their community.

City managers sit at the intersection of all of it.

It’s challenging work. It’s often misunderstood work.

But it’s also some of the most meaningful work in public service.

I’m proud to serve alongside so many dedicated professionals in this field, including those connected through the International City/County Management Association, the National Forum for Black Public Administrators, the League of California Cities, and the National League of Cities.

——-

The official description of Scott’s job and responsibilities is provided on the City Manager’s webpage:

The City of Antioch operates under the City Manager form of government.  Under the policy direction of the City Council the City Manager serves as the Chief Administrative Officer of the City; assumes full responsibility for planning, administering, directing, overseeing, and evaluating the activities and operations of all City departments.

Responsibilities

• Implementing City Council policy
• Directing departments and the City’s administrative functions
• Providing day-to-day leadership in policy development and implementation
• Assuring an efficient and equitable delivery of City services
• Initiating and developing short and long-term special projects
• Overseeing the annual budget process
• Managing the City’s inter-governmental relations and public information functions
• Directing major economic development projects
• The City Manager’s contract

Scott’s contract is up for renewal in September. She serves at the pleasure of the city council and renewal requires three votes of the five members.

New DocAccess platform makes more than 4,000 city documents and 215,000 pages searchable, translatable and easier to use for residents of Antioch’s diverse community.

App required for Disability Assistance, charge after 30 minutes

By Jaden Baird, PIO, City of Antioch

ANTIOCH, CA — The City of Antioch has adopted DocAccess by CivicPlus to make public documents more accessible, searchable, and usable for residents, businesses, and community partners. The new platform transforms the city’s PDF files into WCAG-aligned HTML, helping Antioch advance its accessibility efforts under the U.S. Department of Justice’s ADA Title II rule, 28 CFR Part 35. Originally tied to an April 24, 2026, compliance deadline for local governments serving populations of 50,000 or more, that deadline has since been extended to April 26, 2027. Antioch made this transition ahead of the updated deadline, reinforcing the City’s commitment to improving digital access and usability for the community.

The rollout reflects Antioch’s commitment to transparency and public service while also responding proactively to a new federal standard for accessible web information and services. With a population of 115,016, the City is ensuring that residents can more easily access the information they rely on, whether they are reviewing council materials, budgets, strategic plans, ordinances, or archived records.

In total, the City has made 4,045 documents and 215,574 pages accessible through DocAccess — including archived and legacy content that was previously difficult to navigate on a phone, assistive technology, or in a different language. The platform offers instant translation in 250+ languages, AI-powered search and plain-language Q&A, mobile-friendly viewing even for older, handwritten, or scanned documents, and 24/7 live visual interpretation through Aira.io at no cost to the public.

“We wanted to do more than check a compliance box,” said Brad Helfenberger, Information Systems Director. “Our residents deserve access that is clear, practical, and respectful of their time. DocAccess helps us deliver that — and it does it in a way that supports the many languages and devices people use every day.”

Antioch’s decision is especially timely given the city’s linguistic diversity. According to American Community Survey estimates, more than one-third of residents speak a language other than English at home, with Spanish and Tagalog among the most common. DocAccess supports that reality by allowing users to ask questions about documents in their preferred language, while also helping people find the information they need from a smartphone, tablet, or desktop.

The City also emphasized the role of human support in the launch. DocAccess is backed by both internal human-in-the-loop review and external accessibility experts, with support available in English and Spanish. Complimentary assistance time is available to any member of the public who needs help navigating documents, filling out forms, or understanding content. City officials said that even with fully remediated files, it is important to approach access with humility because public needs and questions can vary widely.

In addition, the platform’s analytics tools will help the City better understand which documents generate the most interest, which questions residents ask most often, and which languages are being used. Those insights will support data-informed transparency while preserving privacy: no AI model training is permitted on Antioch content, and analytics are limited to aggregated, de-identified usage data without IP tracking or behavioral profiling.

App Required for Disability Assistance, Charge After 30 Minutes

However, users of the Disability Assistance are required to download an app and pay for the service after 30 minutes of free live visual interpreting through Aira to help you access a document.

Try out the City’s DocAccess by visiting the Agendas & Minutes page on the City’s website.

By Antioch Police Department

We’re committed to transparency and keeping our community informed.

The City is proud to announce the launch of our new Flock Transparency Portal, now available online. This portal gives residents clear insight into how Automated License Plate Reader (ALPR) technology is used in our community—including privacy safeguards, data retention policies and authorized use.

Antioch PD uses Flock Safety technology to capture objective evidence without compromising on individual privacy and utilizes retroactive search to solve crimes after they’ve occurred. Additionally, Antioch PD utilizes real time alerting of hotlist vehicles to capture wanted criminals. In an effort to ensure proper usage and guardrails are in place, they have made the below policies and usage statistics available to the public.

This is part of our ongoing effort to balance public safety with accountability and openness. We encourage all residents to explore the portal, learn more about the technology, and stay engaged in how it supports crime prevention while protecting individual privacy.

Visit the Flock Transparency Portal today at https://transparency.flocksafety.com/antioch-ca-pd and the Antioch Police Department’s Transparency page at  https://www.antiochca.gov/432/Transparency.