Will also vote on a 3% pay raise for police officers, Street Light & Landscape Maintenance District assessments, natural gas company’s appeal to reopen pipeline and recognize 60 years of Antioch-Chichibu Sister City relationship

By Allen D. Payton

During their meeting on Tuesday night, July 28, 2026, the Antioch City Council will again discuss state funding for the Homekey+ California Supportive Housing (CSH) Mahogany Housing Project. It is expected they will vote to either accept or reject the $34.9 million grant which requires matching City funds to create 84 units of permanent supportive housing for veterans and homeless individuals in Antioch and from throughout the county.

In addition, the council will also vote on a 3% pay raise and other contractual matters for police officers, the annual Street Light & Landscape Maintenance District assessments, the California Resource Pipeline Company’s appeal to reopen the natural gas pipeline, recognize 60 years of Antioch-Chichibu Sister City relationship with this year’s visiting delegation and honor the late and former City Clerk Florence “Chickie” Rundall who passed away on June 11th.

Before the regular meeting begins at 7:00 p.m., the Council will hold a closed session at 6:00 p.m. to discuss “Initiation of Litigation”, as the agenda item is simply described.

Homekey+ CSH Mahogany Housing Project

During their meeting on June 23rd, which lasted past midnight, after receiving public comments on both sides of the issue, the Council postponed a decision on the Homekey+ funding until tomorrow night’s meeting. Then on June 29th, the Council held a study session to get their questions answered regarding the project and the funding.

According to the staff report for agenda Item 7, the Council has two options.

“Option A – Reaffirm Continued Participation and Proceed with Implementation Receive the report; acknowledge the additional due diligence conducted since the June 29, 2026, Study Session; reaffirm the City’s continued participation as a Homekey+ co applicant and the funding commitments previously approved under Resolution No. 2025/201; direct staff to continue working with the California Department of Housing and Community Development (HCD), California Supportive Housing (CSH), and project partners to negotiate and finalize the most favorable financial and operational terms reasonably available to the City, including opportunities to reduce the City’s long-term financial commitments where feasible; and proceed with execution of the Homekey+ Standard Agreement and associated project documents consistent with the authority previously granted by the City Council.”

“Option B – Rescind Prior Authorization and Withdraw from the Project Receive the report and direct staff to rescind the City’s prior authorization under Resolution No. 2025/201, notify HCD that the City will not execute the Homekey+ Standard Agreement, and withdraw the City from continued participation as a Homekey+ co-applicant.”

Background

On average, the state and city funds for the project, combined, would total $41.75 million or about $500,000 per unit over the first five years and approximately $54.4 million or $640,000 per unit over the full 15-year period.

According to the City staff report for the June 23rd meeting, “consistent with the approved Homekey+ application and prior City Council authorization, the City identified a proposed $750,000 contribution to support acquisition and rehabilitation costs associated with the project. The proposed contribution is reflected in the City’s Five-Year Consolidated Plan and Annual Action Plan. Funding for this contribution is included in the proposed FY 2026/27 Housing Successor budget.

Following Council direction at their meeting on May 22, 2025, the City applied for the Homekey+ funding. “The project application assumes ongoing operating assistance averaging approximately $1.2 million annually during the initial five-year period,” for a total of an additional $6 million. “If such funding levels were maintained over the full fifteen-year period, the total potential City contribution could be approximately $18.75 million, from the General Fund.”

“The City would receive the benefit of approximately $34.9 million in State Homekey+ funding,” awarded in May 2026, “for acquisition and rehabilitation of the project. The City would assume ongoing administrative, monitoring, and compliance responsibilities associated with participation in the program.”

“While the City was a co-applicant and recipient of the award, the City has not executed the Homekey+ Standard Agreement with HCD and has not formally accepted the grant funds. Because the…Agreement has not been executed, the City currently has no contractual obligation to participate in the project. The City would not assume the reporting, compliance, monitoring, or administrative responsibilities associated with the Homekey+ Program.” However, if the Council declines the grant funds, “the City could experience reduced competitiveness for certain future discretionary housing funding opportunities.”

Council Gets Questions Answered During nJune 29th Study Session

During a special study session on Monday, June 29, 2026, that lasted three-and-a-half hours, the Antioch City Council asked a variety of questions of staff regarding the proposed Homekey+ California Supportive Housing (CSH) Mahogany Housing Project at the Antioch Inn & Suites, formerly Comfort Inn.

In attendance to answer questions was Jamie Schecter, Homeless Services Chief with Contra Costa Health, Housing and Homeless Services, who oversees the County’s Continuum of Care, she mentioned two other Homekey projects, Delta Landing Interim Housing Program at the former Motel 6 in Pittsburg and another in San Pablo. She also spoke of a similar upcoming project in Richmond the County is working with. Also in attendance were Richmond City Manager Shasa Curl and her Community Development Director, Lina Velasco, who has worked on that city’s Homekey project, who provided a presentation about it.

Mayor Pro Tem and District 3 Councilman Don Freitas asked, “The City of Richmond is actually the owner of this property?”

“Yes, we will own the property,” Velasco responded. “However, during the term of the ground lease, the lessee will own the improvements. They’ll be responsible for all the maintenance and the improvements.”
“The wrap-around services, are they provided from City staff of Richmond or are they contracted out?” he asked.

“They’re contracted,” Velasco stated.

“How is occupancy determined?” Freitas asked.

“We cannot be limited to Richmond residents but there is a prioritization that’s considered,” she explained. “However, we’ll serve countywide.”

Mayor Ron Bernal asked if any of the funding pays for staff time and consultants. Velasco responded, “Some of the Homekey funding has predevelopment costs. However, it’s not reimbursing, like, the time I take to write an annual report and expenditure report. So, that’s part of what we’ve been absorbing outside of a loan for the rehab. But there were some early draws for the legal fees. The developer is paying for the architectural fees, the permit fees. Those costs were included in the grant award.”

“During the 55-year term of the project, will there be any funding for staff from the Homekey,” Bernal pressed further.

City Manager Curl responded, “I would say, ‘no’ and I think it’s important for the Antioch City Council to understand, our contribution of $10.3 million is an advance from the General Fund in excess of whatever was in our Housing In Lieu fund. So, as that is replenished that will pay back the City.”

“This is the first time we’ve done something of this magnitude,” Curl continued. “So, the city council has a third-party, neutral analysis that was separate from staff. In addition, the project looked at through the construction management lens, especially the change orders, especially with inflation. So, having that third party has been extremely helpful for staff working with the building official.”

“What is your program during that 55-year period for making sure the building is properly being maintained and when there is a problem…how are they handled?” Freitas asked.

“Our plan is to do annual inspections annually,” Velasco stated. “We do within our budget have a capital reserve for issues…including turnover.”

“How do you define success over a 55-year period?” Freitas then asked.

“For me…this housing type is very important and difficult to produce,” she responded. “I think making sure the property is well-maintained also, well-operated. Hoping the tenants that come in are not losing their housing or being expelled due to lease violations…making sure supportive services include tenancy sustaining services. I think those are the big things and just making sure it doesn’t become a nuisance property for the City.”

Freitas then asked about 24-hour security costs.

“So, we are talking about that. We do have that in our budget,” Velasco explained. “We may look at that overtime based on how the property is operating and the need.”

District 2 Councilman Louie Rocha asked if the occupancy would be “100% unhoused that you will be serving?”

“Yes. When we wrote our application it was for targeting the chronically homeless,” she stated. “There is a lega definition in our regulatory agreement with HCD (California Department of Housing and Community Development).”

“Is it a similar focus with individuals, youth and veterans?” Rocha asked.

“If they fit the definition,” Velasco said. “But unlike Homekey plus, you have more target definitions.”

“With your case managers is there a ratio that you have identified?” the councilman asked.

“Currently our budget is two case managers for the property,” she responded for 48 units.

“With Mahogany, it’s 100% just for those being served,” Rocha asked his fellow councilmembers. Torres-Walker nodded in agreement.

“Without those ERF funds (State Encampment Resolution Funds) and the Homekey, I think it would have been a heavy lift for the City,” Cass stated. “So, I think between that and the CDBG funds it was really important to get all of the partners to the table. For me, the price per unit is what makes it an acceptable public policy solution…because the cost per unit is less than if we were building a new unit. That was part of the rationale and because it takes so long to get a new unit online.”

Staff Answer Council Member Questions

Council members asked staff some of the outstanding questions not answered in the staff report for the agenda item.

Regarding the hotel’s current financial condition facing foreclosure, Freitas asked, “If the property owner sells the property with those debts, how is the City made whole?”

He mentioned “$400,000 or more in delinquent taxes.”

“And the water,” said Acting City Manager Ana Cortez.

“The City of Antioch is a co-applicant – said Assistant City Attorney Kevin Kundinger

“So, we’re just paying bills,” Freitas stated.

“Yes,” Kundinger replied. “I think the decisions are made collaboratively.”

Freitas asked for the breakdown of the $34.9 million in state funds.

The project developer said, “The capital award is the purchase price $27,500,00. Other costs are about $7 million.

“Approximately $700,000 is for operation and the $1.2 million from the City,” Freitas stated.

The councilman then asked about the veterans’ units.

In response to a question by Mayor Ron Bernal, the developer said there will be no senior-designated units.

“Will there be security 24/7?” Freitas asked.

“Yes,” the developer responded.

(For additional details see related article)

Streetlighting & Landscape District Assessments

Under Item 5 on the agenda, the Council will vote on the annual assessments for six Streetlighting & Landscape Districts throughout the city. They annual rates range from $8 in District 9, Zone 3, the Lone Tree Way District to as high as $331 per year in District 2-A, Zone 10, the Black Diamond Ranch units of the Citywide District, depending on the individual parcel.

The Public Works Department’s Parks & Landscape Division maintains 34 City parks and a wide variety of landscaped areas that enhance the aesthetic of our community. This includes:

• City Parks and open space areas
• Medians and right-of-ways
• Trails and cul-de-sacs
• Coordinate and oversee the annual weed abatement project

Street lighting is maintained by the Street Maintenance Division.

3% Pay Raise for Antioch Police Officers

Under Item 8, the Council will vote on the Tentative Agreement between the City of Antioch and the Antioch Police Officers’ Association that will include a 3% Cost of Living Adjustment (COLA) for Fiscal Year 2026-27 at a cost of $661,430 and other matters. According to the City staff report, “No COLA or additional increase to uniform allowance was including in the adopted FY26/27 budget, thus requiring a budget amendment.” The previous Tentative Agreement covered the period of Sept. 1, 2021 – Aug. 31, 2025. If the council approves the agreement, a Memorandum of Understanding (MOU) will be prepared to replace the agreement and require another vote by the council.

In addition to the 3% COLA, the Tentative Agreement includes the following:

• Increase to four floating holidays in a calendar year.
• Travel meal reimbursement increase to $25.00 for breakfast, lunch or dinner.
• Lateral Police Officer and Dispatcher new hire vacation credit of one week upon employment.

Plus, increases to the uniform allowance, adjustments to benefits, retirement and vacation, sick leave and bereavement leave language defined and/or updated, as well as updates to the department’s grievance procedure.

See additional details of the Tentative Agreement, here.

Meeting Details

Following the 6:00 p.m. Closed Session meeting, the regular meeting will begin at 7:00 p.m. inside the Council Chambers at City Hall, 200 H Street in Antioch’s historic, downtown Rivertown. It can be viewed livestream on the City’s website or the City’s YouTube channel.

See separate article on the Natural Gas Pipeline Encroachment Permit Application Appeal.

Whole You, Powered by Spring Health, extends personalized mental health care to more than 245,000 California state employees across 153 departments

By Kristina Piersanti, 5W PR for Spring Health

SACRAMENTO, Calif., — California’s firefighters, police officers, parks departments, correctional staff, and many others spend their careers keeping communities safe and helping people through their worst days. Nationally, first responders develop PTSD at up to ten times the rate of the general population, according to a 2025 meta-analysis published in Clinical Psychology Review^[1]. It’s a toll that builds quietly over the routine weight of emergency response and is compounded during high-intensity stretches like fire season.

The California Department of Human Resources (CalHR) is now providing the state’s employees and their families access to Whole You, Powered by Spring Health, CalHR’s new Employee Assistance Program (EAP) offering confidential, personalized support for care, crisis needs, work-life challenges, and everyday wellbeing. A lifelong mental health platform, Spring Health will deliver mental health care to more than 245,000 California state employees across 153 departments, and their eligible family members.

First responders receive the most extensive tier of care under the new program, delivered by trauma-informed providers with direct experience in first responder roles. Support staff within CalFire, the California Highway Patrol and the Department of Corrections and Rehabilitation also receive an elevated level of support, reflecting the higher-stress nature of their roles. The State’s 153,000 administrative or desk-based staff will also receive support under the new program.

CalHR was drawn to Spring Health’s proven outcomes, not just improved access. According to research published in OJPHI and JAMA Network Open, 92% of members reliably improve or recover from depression or anxiety, and members recover 5.9 weeks faster than the leading competitor, with appointments available in less than two days on average, compared to a 48-day average with traditional EAPs.

“First responders put themselves in harm’s way over and over again to protect the communities they serve. That takes a toll not just on them, but on their families too,” said George Michaels, Chief Revenue Officer at Spring Health. “Partnering with CalHR to support more than 245,000 state employees is exactly the kind of large-scale, public-sector commitment we built Spring Health to deliver on, and we’re honored to help deliver the mental health support they and their families deserve.”

“When people go to work, they shouldn’t have to leave their hearts at home,” said Shannon MacGregor, Statewide Employee Assistance Program Manager at the California Department of Human Resources. “Our first responders carry things most of us never have to. Whole You is our commitment that when they need support, it’s there — fast, confidential and built around what they’ve actually experienced.”

Whole You, Powered by Spring Health, is available now to California state employees and their eligible dependents through their department’s benefits resources. For more information on Spring Health’s lifelong mental health platform, visit our webpage.

About Spring Health

Spring Health is a global mental health company built on one AI-native platform so care follows individuals across every job, move, health plan, and life stage. Independently validated by JAMA Network Open and the Validation Institute, with 92% of members reliably improved or recovered from depression or anxiety and employers seeing a 52% reduction in total mental health claims costs, Spring Health provides personalized lifelong mental health support across self-guided tools, coaching, therapy, medication management, and specialty care. More than 170 million people worldwide have access to Spring Health, which is trusted by leading employers, health plans, and channel partners, including Highmark, Target, The Coca-Cola Company, BlackRock, Microsoft, Pfizer, and Wawa.

^[1] _{Arena, A.F., Gregory, M., Collins, D.A.J., Vilus, B., Bryant, R., Harvey, S.B., & Deady, M. (2025). Global PTSD prevalence among active first responders and trends over recent years: A systematic review and meta-analysis. Clinical Psychology Review, 120, 102622.}

One of two mayors from California, among 46 from 15 countries, who together lead over 22 million people, selected for program

Joint effort with Bloomberg Philanthropies marks decade of strengthening local government while advancing research, teaching and the practice of city hall leadership

By Jaden Baird, PIO, City of Antioch

ANTIOCH, CA — Mayor Ron Bernal announced, Friday, July 17, 2026, being selected as one of the 46 mayors from 15 countries for the tenth class of the Bloomberg Harvard City Leadership Initiative. He participated this past week at Harvard University in Cambridge, Massachusetts in the Class of 2027. Through the nine-month professional management program, Mayor Bernal—alongside key Antiochstaff who will begin in August—will gain strategies to improve how local government works and move residents’ chief priorities forward. This is the second time Bernal has been selected to participate in a class at the Bloomberg Center for Cities at Harvard’s Kennedy School. He also attended the First 100 Days program in December 2024. Bernal and Stockton Mayor Christina Fugazi were the only mayors from California selected for the tenth class.

“I am grateful for the opportunity to take part in the Bloomberg Harvard City Leadership Initiative and to bring learnings home to Antioch,” said Mayor Ron Bernal. “The program gives mayors access to expert faculty, research-backed frameworks, and practical tools we can put to work right away. For Antioch, that means building on our work to address blighted areas and make them cleaner, safer and more vibrant—because our community deserves a city hall that never stops learning and networking.”

The flagship Bloomberg Harvard City Leadership Initiative is at the center of more than 10 years of work led by Bloomberg Philanthropies through its Government Innovation program to strengthen mayoral leadership and local government across the globe. Today, it is where the world’s mayors come to learn—and to lead. Mayor Bernal joined them.

Established with Harvard Kennedy School and Harvard Business School, and housed at the Bloomberg Center for Cities at Harvard, the Initiative will have now served 447 mayors—including eight in ten of America’s big-city mayors and nine of England’s mayoral strategic authorities—alongside over 3,000 municipal chiefs.

“Mayors sit at the first and last mile of every major problem we face, and we built the Government Innovation program to ensure they have the capacity required to lead,” said James Anderson, who leads the Government Innovation program at Bloomberg Philanthropies. “The Bloomberg Harvard City Leadership Initiative is at its center, and in a moment that demands more from public leadership than ever, this class will have that world of support behind them. We look forward to these mayors putting it to work, and all that their city halls will do.”

Through the Initiative, Bernal will work alongside Harvard faculty, policy experts, veteran managers and fellow mayors—periodically in classrooms, virtual sessions, and in the field—beginning with a multi-day convening in New York City this week. Participants learn to organize teams around outcomes, ground decisions in evidence, and collaborate across departments and sectors—applying lessons directly to the issues at home, from housing and affordability to economic growth, public safety, and emergency response.

Once the coursework ends, Antioch remains eligible for more: professional education for senior officials in economic development, human resources, procurement and civic engagement; a Bloomberg Harvard City Hall Fellow, placed for up to two years on a priority the mayor sets; and research and instructional material developed across the program’s first decade.

“Leading a city is among the hardest jobs in public service anywhere as the demands on mayors—and the complex challenges they face—continue to grow,” said Jorrit de Jong, Director of the Bloomberg Center for Cities at Harvard University and Emma Bloomberg Senior Lecturer in Public Policy and Management at Harvard Kennedy School.“Meeting those challenges requires city halls to continually strengthen how they work, and with Michael R. Bloomberg’s unwavering backing, we built the Bloomberg Harvard City Leadership Initiative to help them do just that—and every mayor teaches us in return. With a decade of that insight and research behind this tenth class, we expect their city halls to deliver at home and push the program’s work—and the field itself—further still.”

The tenth class of mayors represents 28 U.S. and 18 international cities, home to more than 22 million residents. The Bloomberg Harvard City Leadership Initiative Class of 2027 included:

• NORTH AMERICA

United States:

• Mayor Dorcey Applyrs – Albany, New York
• Mayor Ron Bernal – Antioch, California
• Mayor Sean Ryan – Buffalo, New York
• Mayor Sumbul Siddiqui – Cambridge, Massachusetts
• Mayor Stephen M. Morris – Concord, North Carolina
• Mayor Shenise Turner-Sloss – Dayton, Ohio
• Mayor Mary Sheffield – Detroit, Michigan
• Mayor Sharon Tucker – Fort Wayne, Indiana
• Mayor John Horhn – Jackson, Mississippi
• Mayor James Solomon – Jersey City, New Jersey
• Mayor Christal Watson – Kansas City, Kansas
• Mayor Jaime Arroyo – Lancaster, Pennsylvania
• Mayor Eileen Higgins – Miami, Florida
• Mayor John Ewing – Omaha, Nebraska
• Mayor Keith Wilson – Portland, Oregon
• Mayor Marsha Judkins – Provo, Utah
• Mayor Angela Birney – Redmond, Washington
• Mayor Gina Ortiz Jones – San Antonio, Texas
• Mayor Michael Garcia – Santa Fe, New Mexico
• Mayor Van Johnson – Savannah, Georgia
• Mayor Jake Wilson – Somerville, Massachusetts
• Mayor James Mueller – South Bend, Indiana
• Mayor Lisa Brown – Spokane, Washington
• Mayor Kaohly Her – St. Paul, Minnesota
• Mayor Christina Fugazi – Stockton, California
• Mayor Sharon Owens – Syracuse, New York
• Mayor Anders Ibsen – Tacoma, Washington
• Mayor Spencer Duncan – Topeka, Kansas

Canada: Mayor Maude Marquis-Bissonnette – Gatineau, Canada

Jamaica: Mayor Andrew Swaby – Kingston, Jamaica

• SOUTH AMERICA
  • Mayor Carlos Fernando Galán – Bogotá, Colombia
  • Mayor Agustín Iglesias – Independencia, Chile
  • Mayor Felipe Alessandri – Lo Barnechea, Chile
  • Mayor Esteban Allasino – Luján de Cuyo, Argentina
  • Mayor Sebastián Sichel – Ñuñoa, Chile
  • Mayor Ramón Lanús – San Isidro, Argentina
• AFRICA
  • Mayor Sam Nujoma – Khomas Region, Namibia
  • Mayor Fatiha El Moudni – Rabat, Morocco
• EUROPE
  • Mayor Richard Shakespeare – Dublin, Ireland
  • Mayor Stephan Keller – Düsseldorf, Germany
  • Mayor Mathias De Clercq – Ghent, Belgium
  • Mayor Carlos Moedas – Lisbon, Portugal
  • Mayor Helen Godwin – West of England, United Kingdom
  • Mayor Tomislav Tomašević – Zagreb, Croatia
• OCEANIA
  • Mayor Sophie Barker – Dunedin, New Zealand
  • Mayor Mahé Drysdale – Tauranga, New Zealand

In July 13 and 14, 2026, posts on X, Michael Bloomberg wrote, “For the past decade, I’ve had the opportunity to share lessons from my 12 years in New York City Hall with hundreds of mayors through @BHcityleaders. This is our 10th class, and this month, 46 mayors from 15 countries will come together to begin learning from one another and working with Bloomberg @CenterforCities at @Harvard faculty & policy experts to help them better tackle the challenges their residents care about most. Mayors are expected to solve some of the toughest problems we face. That takes bold leadership, talented teams, and a willingness to try new ideas. It was great to meet the tenth class of the @bhcityleaders…They’re bringing fresh thinking and a determination to make their communities stronger.”

The flagship Initiative has also informed parallel efforts worldwide. The most recent is the Bloomberg LSE European City Leadership Initiative, whose inaugural class included 30 mayors and 60 senior officials from 17 countries.

Through these leadership programs, Antioch enters Bloomberg Philanthropies’ broader Government Innovation portfolio and global community of practice, tens of thousands of mayors and municipal officials strong, who draw on each other’s work to better the lives of the hundreds of millions of residents they collectively serve.

About Bloomberg Philanthropies:

Bloomberg Philanthropies invests in 700 cities and 150 countries around the world to ensure better, longer lives for the greatest number of people. The organization focuses on creating lasting change in five key areas: the Arts, Education, Environment, Government Innovation, and Public Health. Bloomberg Philanthropies encompasses all of Michael R. Bloomberg’s giving, including his foundation, corporate, and personal philanthropy as well as Bloomberg Associates, a philanthropic consultancy that advises cities around the world. In 2025, Bloomberg Philanthropies distributed $4.3 billion. For more information, please visit bloomberg.org, sign up for our newsletter, or follow us on Instagram, LinkedIn, YouTube, Threads, Facebook and X.

 About the Bloomberg Harvard City Leadership Initiative:

The flagship Bloomberg Harvard City Leadership Initiative is at the center of more than 10 years of work led by Bloomberg Philanthropies to strengthen mayoral leadership and local government across the globe. Established with Harvard Kennedy School and Harvard Business School, housed at the Bloomberg Center for Cities at Harvard, the Initiative will have now served 447 mayors and over 3,000 senior municipal officials, including 8 in 10 of America’s big city mayors and 9 of England’s mayoral strategic authorities. Today, it is where many of the world’s most accomplished mayors come to learn—and to lead. For more information, please visit cityleadership.harvard.edu or visit us on LinkedIn and X.

About the Bloomberg Center for Cities at Harvard University:

Founded in 2021 with Bloomberg Philanthropies, the Bloomberg Center for Cities at Harvard University serves a global community committed to improving public management, leadership, and governance. The Center’s cross-Harvard collaboration unites expertise focused on cities across disciplines and schools to produce research, train leaders, and develop resources for global use. The center is designed to have widespread impact on the future of cities, where more than half of the world’s people now live, by informing and inspiring local government leaders, scholars, students, and others who work to improve the lives of residents around the world. For more information, please visit cities.harvard.edu or follow us on Instagram,LinkedIn, and X.

By Jaden Baird, PIO, City of Antioch

Mark your calendars for July 25 and take advantage of this free opportunity to dispose of unwanted residential debris.

Join us in helping keep Antioch clean and beautiful.

• Saturday, July 25, 2026  8:00 AM – 12:00 PM
• Antioch Boat Launch Parking Lot – 101 L Street, Rivertown, Antioch

Please bring:

• Proof of Antioch residency (current utility bill or Republic Services invoice)
• Residential debris only

Not accepted:

• Contractor or business debris
• Hazardous waste materials
• E-waste, appliances, concrete, dirt, paint, or car parts

Let’s work together to keep Antioch clean and beautiful.

June 30 & July 7

By Jaden Baird, PIO, City of Antioch

ANTIOCH, CA — The City of Antioch is launching an update to its General Plan, the long-term policy document that guides the community’s growth and development, addressing physical, economic, social, and environmental changes for years to come. As part of this effort, the City is hosting two Public Visioning Workshops this summer and is encouraging all residents to attend and share their vision for Antioch’s future.

The workshops will be held on Tuesday, June 30, 2026, and Tuesday, July 7, 2026, both beginning at 6:00 PM at the Antioch Community Center, located at 4703 Lone Tree Way, Antioch, CA 94531. Both events are in person, free and open to the public and will cover the same information.

Each workshop will begin with a presentation designed to educate participants on relevant topics related to the General Plan Update, followed by a structured exercise to gather community input. The City will convene a total of four community workshops throughout the Update process, and this summer’s Visioning Workshops are the first opportunity for residents to get involved.

“Our General Plan is more than a policy document. It’s a blueprint of who we are, and as importantly, want to become as a community. These workshops are an open invitation to every resident to help shape that future. I encourage all of Antioch to come, participate, and make sure your voice is part of the vision we build together,” said Mayor Ron Bernal.

Community input gathered at these workshops will directly inform the development of the General Plan Update, ensuring the final document reflects the needs, values, and priorities of Antioch residents.

“The strength of this plan depends on hearing from as many residents as possible. Whether you’ve lived in Antioch your whole life or just moved here, your perspective matters. I hope our neighbors will take this first opportunity to get involved and help guide decisions that will affect our community for years to come,” said Economic and Community Development Interim Director Kevin Scudero.

For more information about the General Plan Update and to sign up for project notifications, visit https://antioch.generalplan.org/.

Spanish interpretation will be provided. Requests for alternative forms of interpretation should be sent at least 72 hours prior to the meeting to Kevin Scudero by email at generalplan@antiochca.gov or by phone at (925) 779-6133. Accessibility-related accommodations are available upon request at (925) 779-7009 or cityclerk@antiochca.gov.

Public Safety & Community Resources Department is not part of police or fire services

By Allen D. Payton

At the urging of Mayor Pro Tem and District 3 Councilman Don Freitas, during their meeting on Tuesday, May 26, 2026, the Antioch City Council agreed to correct and clear up confusion of including the words “Public Safety” in the name of the newest department which is not part of police or fire services. Instead of its current name, the Public Safety & Community Resources Department, the brainchild of District 1 Councilwoman Tamisha Torres-Walker who has an expanded definition of the term, will be renamed simply, the Community Services Department. The councilmembers also voted to change the titles of the department’s staff.

The council approved the new department in February 2022 on a 4-1 vote. At that time, Torres-Walker tried to redefine the term saying, “a lot of us have decided that public safety is a lot more than policing. It’s about quality of life, environmental justice, youth services, housing. Public safety is about economic dignity, access to jobs, clean water, clean air. All of those things, not just policing. Policing is a part of public safety and we have forgot about that as a community. And I think being able to have this department be called the Department of Public Safety and Community Resources will also help reorient our community to understand that public safety doesn’t just mean policing. It also means access to quality, well organized resources in the city.”

But the department’s name has caused confusion because the majority of people don’t define the term the same as the councilwoman does.

According to the department’s webpage, it consists of three divisions including Violence Intervention & Prevention Division, Youth Services Division and Housing Division. That can also cause confusion as new housing is handled by the Community Development & Economic Development Department and its Planning Division. But the Housing Division of the newly renamed department “provides a range of programs and services designed to support tenants, landlords, and unsheltered community members.”

City Staff Report & Recommendations

In introducing the item, #10 on the agenda, Acting City Manager Ana Cortez said, “The proposed change is intended to better align the department’s public identity with the current vision and focus on prevention.”

According to the City staff report by department Director Monserrat Cabral, “While the department collaborates closely with the Antioch Police Department, first responders, schools, County agencies, and other public safety partners, the department itself is not a law enforcement entity.

“The department’s primary functions are rooted in prevention, intervention, stabilization, human services, outreach, youth development, housing support, violence interruption, and community engagement, with a focus on improving quality of life outcomes and strengthening long-term community well-being for Antioch residents.

“However, nonprofit partners, outside agencies, and community stakeholders often assume the department is a law enforcement division or enforcement-based office due to the inclusion of the phrase ‘Public Safety’ in the department title. This confusion has created challenges including:

• Residents being uncertain whether the department provides direct community services;

• Hesitancy from vulnerable populations who may be reluctant to engage with anything perceived as enforcement-related;

• Misunderstanding regarding the department’s role during outreach and community engagement efforts;

• Difficulty clearly communicating the department’s mission externally; and

• Ongoing confusion between the PSCR Department and the Antioch Police Department.

During her presentation on the matter, Cabral said, “Since its creation, the department has evolved significantly.”

The staff report further reads, “the department…today oversees a broad and diverse portfolio of community-serving functions, including:

• Violence Intervention & Prevention;

• Housing & Homelessness Services;

• Youth Development & Workforce Programs;

• Community Engagement & Outreach;

• Crisis Response & Stabilization Partnerships;

• Grant Administration & Community-Based Funding Initiatives; and

• Nonprofit and Intergovernmental Partnerships.

City staff offered alternative names for the department. The report read, “Common naming themes emerging across municipalities include:

• Human Services;

• Community Services;

• Community & Human Services;

• Community Well-Being;

• Community Support Services;

• Neighborhood Services; and

• Community Development & Wellness.

Staff offered multiple names from other agencies and recommended the new name be the Human and Community Services Department. The recommendation also included “Changing the Department Director title from “Public Safety and Community Resources Director” to “Human & Community Services Director”; and the “Public Safety Manager” classification overseeing Violence Intervention & Prevention functions to “Community Engagement Manager”.

Council Discussion & Direction

Since the item was for discussion only, no council action was expected on renaming the department during Tuesday’s meeting. But a vote was taken.

Torres-Walker was the first council member to speak on the item saying, “We have a recommended name, here. Should we just go with it and call it a night?”

Freitas responded, “No. No.” He then said, “I do realize there is differences of opinion about renaming it. From my perspective, I would just rename it the Community Services Department. Period. I’m trying to be all inclusive. Make sure it’s flexible now and in the future and it’s understandable. I don’t want to sound like a department of the federal…department of the U.S. government. So, from my perspective the Community Services Department serves all that bill and that’s what I support.”

Freitas then made a motion to rename the department and “change the classifications of the certain positions.”

Cabral pointed out that the council would not be changing classifications, just the titles and they would be “changing the code.”

“Yes,” Freitas responded.

District 2 Councilman Louie Rocha seconded the motion.

District 4 Councilwoman Monica Wilson mentioned, “Community Services Department.”

Bernal responded, “We have a Community Development Department.” He then asked Freitas if he would support placing the words “Department of” at the beginning. The Mayor Pro Tem declined.

An apparently disappointed Torres-Walker then could be heard saying softly, “It’s too late to care.”

Bernal asked if there were any more comments and turned to the District 1 Councilwoman who reiterated, “I just said I don’t care. Let’s vote. It’s late.”

Wilson said, “I personally like ‘Human and’. But if everybody is fine with Community Services then that’s alright.”

The motion then passed on a 5-0 vote.

See staff report for agenda item 10.

See 6:39:22 mark of Council meeting video.

Will invest in roads, bridges, transit, rail transportation and highway and motor carrier safety programs over five years

By Cameron Niven, Communications Director, Office of Congressman John Garamendi

WASHINGTON, D.C. – On Friday, May 22, 2026, Congressman John Garamendi (CA-08), a senior member of the House Transportation and Infrastructure Committee, secured critical wins for California in the bipartisan Building Unrivaled Infrastructure and Long-term Development for America’s 250th Act (BUILD America 250 Act) (H.R.8870). This five-year surface transportation reauthorization bill will invest in America’s roads, bridges, transit, rail transportation and highway and motor carrier safety programs.

“America’s economy is nothing without our infrastructure,” said Rep. Garamendi. “I’m proud to have secured essential provisions in the BUILD America 250 Act that will improve the lives of my constituents as much as the roads they drive, the bridges they cross and the trains they ride. This bipartisan bill will restore our aging bridges and repair crumbling roads to build out safe, accessible transit and bike infrastructure.”

The total funding authorization in the bill is about $580 billion over FY2027–FY2031 and will replace the expiring Infrastructure Investment and Jobs Act (IIJA) funding approved in 2021.

“No legislation of this scope is perfect, and while I am disappointed it does not include all my amendments, I am committed to building on the work that has been done and I am glad that this Committee was able to come to an agreement that will benefit Californians,” Garamendi continued.

The BUILD America 250 Act includes several key provisions authored by Congressman Garamendi:

The “Transportation Emergency Relief Extension Act” with Senator Padilla, Senator Cornyn and the late Congressman LaMalfa (H.R.4847)

• Extends deadline for construction obligation for highway projects funded through the Emergency Relief Program from two to four years. This will ensure state and local governments have adequate time to fully utilize federal funds awarded to repair roads damaged by disasters

Key provisions from his “Transportation Emergency Relief Funds Availability Act” (H.R.3193)

• Extends the obligation deadline for Emergency Relief Program funds for public transportation projects from two to five years. This will afford state and local governments the time and certainty needed to complete these projects efficiently and responsibly.

Key provisions from his “Expedited Federal Permitting for California Act” (H.R.4908)

• Permanently extends the program that allows states that have assumed the responsibility for environmental reviews to make approvals for projects under state laws rather than the National Environmental Policy Act (NEPA). This commonsense reform will simply let certain federally funded transportation projects make use of existing state permitting processes without the need for a redundant, less stringent federal environmental review.

Key provisions from his “Bridge Corrosion Prevention and Repair Act” with Congressman Bost (H.R.4170)

• Requires USDOT to carry out a study on best practices for addressing corrosion on weathering steel bridges, as well as the frequency and method of inspecting corrosion on steel bridges. Corrosion costs the United States billions of dollars every year while putting public safety at risk. The persistent corrosion of our roads and bridges needs to be addressed with the urgency this issue demands.

Key provisions from his “Airport TIFIA Certainty Act” (H.R.6168), with Congressman Hurd

• Reauthorizes the TIFIA credit assistance program and preserves the 15% allowance for airports. This ensures low-interest federal financing remains available for critical airport projects. Sacramento Airport recently received a $36.1 million TIFIA loan to deliver critical infrastructure upgrades for California travelers.

An overview of the major provisions in the BUILD America 250 Act is included below:

Investing in Safe, Reliable, Accessible and Affordable Transit

The nation’s transit systems provide a safe, affordable and environmentally friendly means of travel for millions of Americans. Transit agencies are modernizing service to meet the needs of communities post-pandemic; making investments in safer and more reliable systems; and working to ensure accessibility for all. The BUILD America 250 Act continues the federal government’s partnership in these efforts through robust funding, new worker protections, and streamlining provisions to deliver transit projects faster.

Keeping the Focus on Safety

The BUILD America 250 Act seeks to build on the Infrastructure Investment and Jobs Act’s focus on safety byinvesting in state and local safety projects, addressing the safety of all road users, and insisting on evidence-based strategies to save lives. This bill:

• Guarantees $3.75 billion in funding for the Safe Streets and Roads for All grant program which provides local communities with competitive federal funding for safety action plans and demonstration projects. More than 75 percent of the country is covered by a SS4A safety plan; five more years of funding will ensure many more communities can turn their safety vision into a reality.
• Protects the 10 percent Transportation Alternatives program (TAP) set aside (the main source of formula funding for bicycle and pedestrian infrastructure) within the Surface Transportation Block Grant program. Retains a requirement that states invest a significant portion of TAP funds based on population, ensuring small and under-served communities maintain access to these dollars.
• Allows local communities to use Highway Safety Improvement Program (HSIP) dollars as the local match for TAP. This provision, which comes from the Sarah Debbink Langenkamp Active Transportation Safety Act, will help

Safe Integration of Autonomous Commercial Motor Vehicles

The BUILD America 250 Act creates the nation’s first-ever regulatory framework for autonomous commercial motor vehicles,harnessing the benefits of innovation without sacrificing safety, jobs, or accountability on our roads.

This legislation directs the Secretary to establish a performance-based safety standard that manufacturers and operators of commercial vehicles equipped with automated driving systems (ADS) must meet in order to operate in interstate commerce.

To ensure this standard is nuanced, rigorous and pro-safety, the bill convenes a broad panel of more than 13 critical stakeholders––including safety organizations, labor unions, industry groups and academic experts––to set the safety standard’s requirements and adapt current Federal Motor Carrier Safety Administration (FMCSA) regulations, ensuring ADS-equipped commercial vehicles are subject to the same safety and performance standards as any other commercial vehicle.

Taken together, this framework is built on three fundamental pillars: Safety, Qualified, and Robust Work Force, and Accountability.

Supporting Local Communities

The BUILD America 250 Act provides nearly$83 billion over five years in Highway Trust Fund highway and multimodal funding to local communities. The bill continues several competitive grant programs for local governments to directly apply for funds; provides Metropolitan Planning organizations with a path to become direct recipients of federal planning funds; and improves the flow of funds to communities of all sizes.

Garamendi represents California’s 8th Congressional District in the U.S. House of Representatives which includes a majority of Solano County and portions of Contra Costa County including portions of Antioch.

Allen D. Payton contributed to this report.

Includes not filling 12 sworn police officer vacancies until FY27-28, assistant city manager position, keeping Acting CM until end of June 2027

Will conduct performance evaluations of new city attorney, manager who is currently on paid leave

By Allen D. Payton

During a Special Closed Session Meeting on Tuesday, May 26, 2026, the Antioch City Council will conduct performance evaluations of both the new City Attorney Lori Asuncion, as well as City Manager Bessie Scott, who has been on paid leave since May 6th. The session will begin at 4:00 p.m. That will be followed by another Special Meeting Study Session on the 2026-27 Budget, as well as the 5-Year Capital Improvement Program for 2026-31 at 5:00 p.m. The regular meeting will begin at 7:00 p.m. when the city attorney will report out any actions taken during Closed Session.

Performance Evaluations

Asuncion was hired in February and started in her new position on March 2nd. So, the session labeled “1) Public Employee Performance Evaluation…City Attorney” will most likely be the Council’s opportunity to discuss with Asuncion the goals and objectives they want and expect her to accomplish in order to provide her with an annual evaluation next year.

During Closed Session of a special council meeting on Tuesday afternoon, May 5, the City Council, on a 4-0-1 vote, with District 1 Councilwoman Tamisha Torres-Walker voting to abstain, placed Scott “on leave of absence effective Wednesday, May 6, 2026. Compensation will continue without disruption,” Asuncion announced.

Budget Study Session, Staff Answers Councilmembers’ Questions

During the Special Meeting Study Session on the 2026-27 Budget Development, staff will provide answers to questions from the City Council posed during their special meeting on May 13th. Plus, the Council will discuss $3,136,398 in additional cuts for a total of $10,485,141 in budget cuts.

According to the staff report, “On May 13, 2026, City Council was provided with the latest budget projections and vacancy updates. As a result of that discussion, and further meetings with the Police Department, some reductions and additional vacancy savings have been built into the Fiscal year 2026-27 draft budget.

There were several follow-up requests from that meeting as well, addressed below are those we are able to provide information for in time for this meeting.

1. Are facility roof replacements included in the FY27 draft budget? No. Estimated unfunded cost by facility are:

a. Antioch Community Center – $540,000

b. Police Department – $1,350,000

c. Maintenance Service Center – $490,000 (would be FY28)

d. City Hall – $345,000 (would be FY28)

2. When does the parks maintenance contract expire? 6130126

3. Can the APOC budget of $75,000 be reduced? There is no training requirement or budget required for APOC in the settlement agreement. Upon review of training the committee could potentially attend, this budget has been reduced to $50,000 in FY26 & FY27.

4. What is the breakdown of current and prior fiscal year “Business Expense” in the City Manager’s budget? See table below.

5. Why was “Business Expense” in non-departmental so much higher last year than current year? Bad debt write off for uncollectible receivables was $378,212 last year. As part of required accounting rules, the City has to write off to an allowance, a certain percentage of aged receivables. Current year budget is only $50,000.

6. What is the breakdown of the Youth Network Services contracts in FY27? Refer to Attachment B.

7. For the Public Safety & Community Resources (PSCR) Housing and Homelessness HomeKey+ FY26 budget, can CDBG be used for the building acquisition? This is the intent, however, the proposal process is being reviewed against HUD guidelines to make sure it meets requirements. At this point, the building acquisition would not happen by 6/30/26 and the $400,000 in the FY26 budget has been removed.

8. For the HomeKey+ project, when would the $1.2M annual commitment start? It would start after the building is purchased, operationalized and residents are being served. As the CDBG commitment is not confirmed, the $1.2M remains in the FY27 draft, which would represent potential building purchase ($750K) and start of annual subsidy ($450K) until the City has further information.

9. For the PCSR Housing and Homelessness Homeless Services budget, what is the $360,000 split for safe parking and resource fairs, and doesn’t CDBG cover safe parking? CDBG and PLHA do provide support for safe parking, however, the funding does not fully cover the annual program operating costs and thus additional support is necessary to sustain the program. Refer to Attachment B for contract detail.

In addition, the City staff report provides a list of additional cuts proposed during the May 13th meeting. They include not filling 12 sworn police officer vacancies previously added to the budget.

Proposed Additional Cuts Include Not Filling 12 Sworn Police Officer Vacancies Until FY 2028

According to the staff report for the item, “Of note, on April 21st, Council consensus was to increase Police Sworn staffing to 117 from 105 in FY27, an addition of 12 Police Officer positions. $631,464 was included in the FY27 draft budget as presented on May 13th, representing the cost of 12 Police Trainees attending the academy for the latter 6 months of the fiscal year. Based on current Police recruitment status and Police Trainees in the pipeline for the academy, the Police Chief has stated that there is no feasible way to get an additional 12 Police Trainees in any academy during FY27 and the soonest they would be able to have academy slots is early in FY28. Thus, the $631,464 has been removed from the FY27 budget. FY28 projections include the cost of the 12 additional trainees for 6 months, recognizing the savings between the cost of 12 full-time Officers during that 6-month period.”

Also Includes No Assistant City Manager, Human Resources Manager, Permanent City Manager Until FY 2028

According to the proposed additional cuts list, the Assistant City Manager position would remain vacant, as would the position of Human Resources Manager, since Ana Cortez was temporarily promoted from that role to Acting City Manager. Finally, the proposal would leave her in the new position until at least the end of June 2027.

The staff report reads, “In addition, the Acting City Manager evaluated the Human Resources Manager vacancy and proposes (as mentioned during the budget session on the 13th) to underfill the Manager position with a promotional Human Resources Analyst and then freeze the Human Resource Specialist spot vacated as a result of the promotion during FY27. FY28 projections include re-establishment of the Manager position.”

City Will Still Face Deficits This Year and Next

With the proposed cuts of $10.5 million, according to the Proposed General Fund Budget Summary for the 2026-27 Fiscal Year, the City will still face a $6,643,141 deficit and $15,793,099 for FY 2027-28. With $5 million annual transfers from the Budget Stabilization Fund, that leaves a $1.64 million deficit for 2026-27 and $10.8 million for FY27-28. Those amounts can be reduced by another $500,000 each year if Litigation Reserve funds are applied. The proposed budgets assume projected Community and Economic Development fee revenue increases of $1.796M in both FY27 and FY28.

The staff report concludes, “Department meetings will continue over the next couple of weeks to further drill down into the budget for any additional reductions that can be made, and a final presentation of the draft budget will be made on June 9th to provide Council one last review of the draft budget for final direction before the budget is presented for adoption on June 23, 2026.”

See the Budget Study Session staff report.

See the complete meeting agenda packet.

Meeting Details

The beginning of the Closed Session as well as the Budget Study Session and regular meetings will be held in the Council Chambers at City Hall at 200 H Street in historic, downtown Rivertown and are broadcast live on Comcast Channel 24, AT&T U-verse Channel 99, and livestreamed online on the City’s website.