Include former mayor, council members, former and current commissioners
Freitas’ nominees will be on next Tuesday’s agenda
By Allen D. Payton
During their regular meeting on Tuesday, Jan. 28, 2025, the Antioch City Council Members nominated and voted to appoint their respective Standby City Council Members who are only activated for the continuity of government in the event of a catastrophic emergency and the sitting member is unable to perform their duties. As such, the appointments are largely ceremonial. The mayor and each of the four council members could nominate three Standbys who are not activated in the event of a “regular” vacancy in a council seat.
According to the city staff report for agenda Item 9, Pursuant to State Law (California Government Code Sections 8635-8644 entitled, “Preservation of Local Government), Article 6 of Title 2 of the Antioch Municipal Code provides for the appointment of Standby City Council Members “in the event of a declaration of emergency and a Council Member is unavailable due to being killed, missing or having an incapacitating injury.” The provision for Standby Council Members allows for the continuity of government in the event of a catastrophic emergency.
Each council member shall nominate three standby members and shall indicate the order of priority of each standby member. Consideration shall be given to places of residence and work, so that the greatest probability of survivorship or availability shall exist. While not required, priority shall be given to city residents who are at least 18 years of age and are registered voters. The City Council shall then appoint the nominees as Standby Council Members.
Standby Council Members may become activated during a state of war emergency, a state of emergency or a declared local emergency. No standby member shall become a member of the City Council unless there is a declared emergency described above. The mere vacancy of the regular Council member’s office absent a declared emergency shall not activate the standby member.
The first priority standby member shall serve during the emergency if his or her regular member is unavailable, meaning that the regular member is killed, missing, or so seriously injured as to be unable to attend meetings and otherwise perform duties. Any question as to whether a particular member is unavailable shall be settled by the remaining available members of the Council, including standby officers who are serving. If the first priority standby member is unavailable, the second priority shall serve, and so forth. Standby members shall serve at the pleasure of the governing body appointing them and may be removed and replaced at any time with or without cause.
Mayor Ron Bernal nominated the following Antioch residents: 1) Robin K. Agopian; 2) Former Antioch Mayor Pro Tem and Councilman Manuel Louis Soliz, Jr.; and 3) Former Antioch Police Crime Prevention Commission Chair Sandra Gail White.
Mayor Pro Tem and District 2 Councilman Louie Rocha nominated: 1) Former District 2 Councilman Mike Barbanica; 2) Former Councilman Tony G. Tiscareno; and 3) Antioch School Board Area 5 Trustee and former Mayor Mary Helen Rocha.
District 1 Councilwoman Tamisha Torres-Walker nominated: 1) Antioch Police Oversight Commissioner Leslie May; 2) Raymond Rodriguez; and 3) Antoine Watt.
District 4 Councilwoman Monica Wilson nominated: 1) Former Police Oversight Commissioner Harry Thurston; 2) Police Oversight Commission Vice Chair Devin Williams; and 3) Police Oversight Commission Chair Porshe Taylor.
District 3 Councilman Don Freitas had not yet nominated his Standby Council Members as of the Jan. 28th meeting. However, his nominees are: 1) his wife, former Antioch Councilwoman Cathryn Radin Freitas; 2) Thomas A. Hartrick, IV; and 3) Antioch Sports Legends Co-Founder Thomas W.J. Menasco. The council will vote on their appointments under Item 2.O. on the Consent Calendar during next Tuesday’s meeting, Feb. 11.
Antioch School Board Trustees hired executive search firm McPherson & Jacobson to help find a new superintendent during their meeting on Jan. 29, 2025. Video screenshot
By Allen D. Payton
The Antioch Board of Education will hold a special meeting on Wednesday, February 5, 2025, at 7:00 p.m. to coordinate with McPherson & Jacobson, the executive search firm hired to help find a new superintendent. The company was hired out of three finalists during the board’s last regular meeting on Jan. 29, 2025, to help find a new superintendent. (See 1/29/25 agenda item 11B)
Under agenda item 2B for Wednesday’s special meeting, representatives from McPherson & Jacobson and the Board will: • Discuss/determine the search calendar. • Identify/review stakeholder contacts for input. • Identify/review draft selection criteria. (See sample criteria) • Discuss advertising costs and dates.
According to the agenda, under item 2A, after district staff attended the School Services update on the Governor’s Budget Proposal on January 21, 2025, they will present updates and discuss with the board the changes to the current year budget and budget balancing solutions for the Multi-Year Projection (MYP).
No commissioners attended Jan. 6th meeting, 7th meeting since Julythat couldn’t be held
By Allen D. Payton
During their meeting, tonight, Feb. 3, 2025, the Antioch Police Oversight Commission (APOC) will discuss their 2024 Annual Report to Council which recommends three additional policies for the department’s policy manual. They will also elect a new chairperson and vice person.
The last meeting of the APOC at which they had a quorum of at least four members was on Dec. 2, 2024. Video screenshot.
The meeting follows the cancelled meeting on Jan. 20 and none of the commissioners showing up for the Jan. 6th meeting, for which the following was posted on the Commission’s page of the City’s website: “NOTICE IS HEREBY GIVEN that the regularly scheduled Antioch Police Oversight Commission Meeting for Monday, January 6, 2025, has been ADJOURNED due to lack of a quorum.” That left only City Clerk Melissa Rhodes and then-City Attorney Thomas L. Smith seated at the dais. It was the fourth meeting without a quorum of members since Oct. 10th and seventh since July 1st.
According to the 2024 Annual Report, the “APOC has identified key areas that need to be addressed in the APD policy manual. This report highlights three critical recommendations for inclusion: the Angelo Quinto Crisis Response Team (AQCRT), Officer Mental Health, and a comprehensive community engagement policy. These additions address gaps that impact community safety and trust, aligning the manual with modern best practices.”
However, the city council learned last week that one-time federal COVID-related funding used for the Crisis Response Team runs out at the end of October. Yet, the council members stated a desire to find grant funds to continue operating the program.
Proposed Antioch Police Policy Manual Additions Under the Crisis Response Team:
Deployment Protocols: Clear guidelines for dispatchers to determine when AQCRT is deployed versus law enforcement.
Operational Collaboration: Frameworks for how APD officers and AQCRT professionals coordinate during overlapping or escalated incidents.
Under the Community Engagement Policy:
Community Outreach Standards: Establish clear expectations for APD participation in town halls, neighborhood meetings, and collaborative events.
Engagement Programs: Develop and formalize initiatives such as youth outreach programs, cultural competency workshops, and public forums to strengthen relationships.
Measurement and Accountability: Implement metrics to evaluate the effectiveness of community engagement activities and their impact on public trust.
Under the Officer Mental Health and Wellness Policy:
Mandatory Mental Health Check-ins: Require officers to participate in regular, confidential mental health check-ins with licensed professionals.
Therapeutic Support Programs: Provide access to ongoing therapy services, including trauma-informed counseling and stress management resources. We already do this. We have a contact with a counseling firm.
Mental Health Education: Integrate mental health and wellness training into officer development programs, emphasizing resilience and coping strategies.
Confidentiality Assurance: Ensure that participation in mental health services is protected and does not negatively impact an officer’s career. This is also already done and is codified in CA law.
Rationale: • Improved Officer Performance: Mental wellness supports sound decision making and situational judgment. • Reduced Burnout and Stress: Regular access to mental health care mitigates job-related stress and reduces the risk of burnout. • Enhanced Public Safety: Mentally healthy officers are better equipped to handle high-stress situations calmly and effectively. • Long-term Resilience: Fostering a culture that prioritizes mental health helps officers sustain long and productive careers.
The commissioners also want Ongoing Training for the Commission asking the council to “Allocate funding from the current budget to support the training and development of APOC members, ensuring effective oversight.”
Finally, the commissioners want “a thorough evaluation of the upcoming budget cycle, with a focus on transparency, resource alignment, and investment in critical programs.”
Looking Ahead: 2025-2027 Budget APOC plans to conduct a comprehensive review of the proposed 2025-2027 budget once it is presented in January 2025. This review will prioritize: • Greater transparency in budget allocation and reporting. • Expanded funding for critical initiatives such as the Angelo Quinto Crisis Response Team (AQCRT) and community engagement programs. • Ensuring resources are aligned with both community safety and equity goals.
Commissioners The current commissioners include Chairperson Porshe Taylor, Vice Chairperson Devin Williams, Commissioners Treva Hadden, Alicia Dianne Lacey-Oha, and Leslie May with two vacancies.
The meeting begins at 6:30 p.m. inside the Council Chambers at Antioch City Hall, 200 H Street in historic, downtown Rivertown. It can be viewed via livestream on the City’s website.
Antioch Unified’s new interim superintendent Dr. Matt Wayne. Source: LinkedIn
After Acting Superintendent Martinez claims board failed to communicate with him, withdrew name from consideration
Dr. Matt Wayne has doctorate in Education, two Masters degrees in English Education and Education in Public School Administration, is fluent in Spanish; contract is for 6 months at $1,500 per weekday
By Allen D. Payton
During a special meeting on Friday afternoon, Jan. 24, 2025, the Antioch School Board hired the former embattled San Francisco Unified School District superintendent for the interim position. Dr. Matthew R. Wayne faced opposition from the City’s then-Mayor London Breed and the public over his school closure plan.
After returning from Closed Session during which the board took no reportable action, they heard from three executive search firms on the hiring of a permanent superintendent. They then returned to Closed session and at 4:53 p.m. Boad Chair and District 1 Trustee Antonio Hernandez called the meeting back to open session. He said, “We do have a reportable action from Closed Session, the board voted in a vote of 4-1, with President Hernandez, Vice President Rocha, Trustee Colbos-Smith and Trustee Brown voting ‘yes’ and Trustee Dr. Lathan voting ‘no” to see, to appoint Matt Wayne as the interim superintendent for the Antioch Unified School District.” (See 3:54:00 mark of the meeting video)
His contract is for six months, and he will be paid $1,500 per weekday.
The board’s action followed the request by then-Acting Superintendent Dr. Rob Martinez to return to his position as the District’s Human Resources Office after Hernandez withdrew the item from their Dec. 18, 2024, board meeting agenda. The district official issued a letter to the community on Tuesday, January 28, 2025 explaining his decision:
Dear Antioch Unified School District School Community,
It has been an honor and privilege to have served the students, staff, and broader Antioch Unified School District Community as “Acting Superintendent” and Chief Human Resources Officer since May of 2024. During my tenure as “Acting Superintendent”, I was able to confirm thousands of students with their High School Diplomas, welcome back over 15,000 students to our schools and programs in the fall of 2024, and I was able to initiate and oversee the Governing Board’s selection of McPherson and Jacobson as the search firm to assist the District with finding a long-term superintendent. I have also continued to oversee and manage both the Classified and Certificated Human Resources Departments as we have strived to fill many positions in the District. One of my primary focus areas has been to ensure that all our scholars were able to attend school every day in educational environments where they are welcomed, feel safe and secure, and where they can continue to excel in their academic and developmental pursuits and grow in peace.
“In December of 2024, I strongly urged the Antioch Unified School District Governing Board to formally place me into the Interim Superintendent position for the remainder of this academic year. However, the Board chose to not formally appoint me into that position, and pulled the agenda item from the December 18, 2024, Board meeting without any formal public discussion. Since that time, after numerous attempts to communicate with the Board, with minimal returned responses, or limited direct communication from the Board members, I decided that the Antioch School Community might be better served if I were to step back into my Human Resources role alone, and away from the ‘Acting Superintendent’ position.
“The betterment of the school community and how our scholars are impacted on a daily basis has and will always be my main focus, and it is with this thought in mind that I hope that the new Interim Superintendent will have more success with communicating with the Board, receiving clear direction and goals from the Board, and in receiving input from the Board with regards to the difficult budget decisions that lay ahead. Hence, I advised the Board on January 10, 2025, that effective on February 1, 2025, I would return solely to my initial contractual position as the District’s Chief Human Resources Officer.
“On Friday, January 24, 2025, the AUSD Governing Board announced that they would be appointing Mr. Matthew Wayne as Interim Superintendent. It is anticipated that a formal contract for Mr. Wayne will be presented to the Board for review and potential approval at the January 29, 2025, Governing Board Meeting.
“Respectfully submitted, with care for students, and thoughtful consideration of all,
Dr. Robert A. Martinez, Acting Superintendent / Chief Human Resources Officer Antioch Unified School District”
Controversy Surrounding Wayne
According to an October 17, 2024, report by Mission Local, Wayne agreed to resign due to his controversial “school closure and consolidation plan. The long-running mishandling of this effort — culminating in Wayne releasing a list of potential school closures and transfer sites on Oct. 8 that differed from what the mayor’s office, her school stabilization team and the Board of Education anticipated he’d release — appears to have been the final straw that will curtail Wayne’s two-year tenure. He has two years remaining on his contract.”
According to an SFGate news report, “Wayne inherited the district in a chaotic state, including troubling payroll system issues, a massive budget deficit, teacher recruitment and retention challenges, and a declining number of students. Since taking the superintendent role, Wayne has been accused of poor management, as the district’s issues have only gotten worse.”
In his message to the “SFUSD Community” on Oct. 18, 2024, Wayne wrote, “I am writing to share the difficult decision to leave the San Francisco Unified School District as of October 18, 2024. I am incredibly grateful for the opportunity to have served SFUSD and proud of all that has been accomplished during my almost two-and-a-half years leading the District.
“I am an educator first and foremost. During the last two years under my leadership, the District has established clear outcomes for student learning, implemented districtwide standards-based assessments, adopted a new literacy curriculum, expanded instructional coaching to all elementary schools, is piloting a new math curriculum, now offers Algebra in the 8th grade, and has expanded career pathway opportunities, reduced chronic absenteeism and increased early literacy rates, particularly for African-American and Pacific Islander students.
“With a new Board of Education being seated soon as well as our ongoing significant fiscal issues, I believe the time is right for new leadership in the District. From day one, every decision I have made has been to benefit the students, families, and staff of SFUSD, including this one. I appreciate the opportunity to have served this community during such challenging times.”
About Dr. Wayne
According to a San Francisco Standard news report and information from his LinkedIn profile, Wayne began his position with SFUSD in July 2022. Prior to that role he had served as superintendent of the Hayward Unified School District.
According to a May 25, 2022, SFUSD press release, he worked as the HUSD superintendent for six years and, “served as Assistant Superintendent for Educational Services in the district. Prior to his tenure in Hayward, Dr. Wayne was an Executive Director of Elementary Schools in SFUSD for two years.” At that time, HUSD had 18,000 students enrolled.
He “is fluent in Spanish, began as an English Language Arts teacher in 1997 at The Riis Upper School at PS 126 in New York City. In addition to serving five years as a teacher in New York City, Dr. Wayne served as an assistant principal and an elementary principal in West Contra Costa USD in San Pablo, CA before beginning his role as Executive Director in SFUSD in 2010.”
Finally, the press release shared, “Dr. Wayne earned an undergraduate degree in rhetoric and his doctorate in Educational Leadership from UC Berkeley. He also earned a Masters of Arts in English Education and a Masters of Education in Public School Administration from Teachers College, Columbia University.” He earned his Bachelor’s degree in Rhetoric from U.C. Berkeley in 1995.
According to SFUSD, it “is the seventh largest school district in California, educating over 52,000 PreK-12 students every year.”
From 2011 to 2015, Wayne worked as “A lecturer in UC Berkeley’s Leadership for Educational Equity Program, supporting doctoral students in their development of their dissertation topics.”
Trustees Explain Process
When reached for comment about the appointment process of the new interim superintendent and not appointing Martinez, Area 5 Trustee Mary Rocha said, “What he says is that he was on the agenda to be appointed all the way to the end of the school year. There was a change of interest which is why it was pulled. It went forward to consider other candidates, so we would have choices.”
Asked if what Martinez said about the lack of communication from the Board, Rocha responded, “That was up to the chair. It’s the chair’s responsibility to be the contact person. The chair is also the contact person for the attorney. It’s always been that way. He’s the spokesperson.”
“The attorney brought it to the chair, Antonio reviewed them and of the five candidates, we were given a couple of people to review that he brought to us before the meeting. During the review we interviewed the two candidates, and we settled on Mr. Wayne. We were supposed to see all five,” she added. “The other trustees seemed to know about the other three candidates.”
However, when reached for comment Area 4 Trustee Olga Colbos-Smith refuted that responding with, “As you know, it is inappropriate to discuss closed session. But what I can tell you is we all were given the same information to review. After reviewing all five of the candidates’ CV’s (curriculum vitaes or resumes) and interviewing Dr. Wayne, I am fully committed to my affirmative vote.”
An effort to reach Area 2 Trustee Dr. Lathan asking why she voted against Wayne was unsuccessful prior to publication time. Please check back later for any updates to this report.
Albers Ranch proposed 294-home project Land Use Map. Source: City of Antioch
Following years of delays, unfair treatment by City, County staff
Also, hiring firm for grant writing and legislative advocacy; Flying Pan-African Flag at City Hall during Black History Month in February; Rescinding policy for hiring outside legal counsel; and Funds for Marchetti Park playground replacement. Will receive Transit-Oriented Communities Policy presentation
By Allen D. Payton
During their next regular meeting tonight, Tuesday, January 28, 2025, the Antioch City Council will consider approving the Albers Ranch Project, more than 30 years after the local, female immigrant developer purchased the land.
They will begin with a Closed Session at 6:00 p.m. to discuss three real estate matters, including leasing space at city owned properties followed by the regular open session at 7:00 p.m.
Albers Ranch Location and Project Site Maps. Source: City of Antioch
Albers Ranch New Home Development On almost 100 acres, the 47.4 acre-project will include the development of 294 non-age restricted single family units, future development of an assisted living facility and neighborhood commercial development, upon issuance of a future Conditional Use Permit, and leave the remaining 49.1 acres of the site as open space. It’s a project that so far no one in the Antioch or environmental communities has opposed. Two local unions spoke in favor of the project during the Nov. 20, 2024 Planning Commission hearing on the project.
Due to the restrictions for the design of the project, including hillside grading, Albers says she was only able to include less than 300 units. However, other developers were able to grade their land and design their projects with fewer restrictions, maximizing the use of their property for more homes per acre.
At that meeting, local developer Lucia Albers, an immigrant from Guatemala, shared her frustrations about the delays through the years from and unequal treatment by City and County staff. (See 18:25 mark of video) That included requiring her to pay for a different biologist than was used by most of the other developers in the Sand Creek area, whose report claimed she had over 10 acres of wetlands on her property and claiming a species that doesn’t exist, making the project unaffordable to build.
The report also required Albers purchase five acres for each acre she planned to develop for mitigation. As a result, the buyers interested in her property at that time withdrew their interest. Now, the requirement is for the purchase for two acres of habitat and wetlands for each acre developed, as required of all the other developments.
“It made my land worthless and delayed the project for five more years,” she stated.
Albers then hired the same biologist as the other developers, whose study showed there are only 2,000 square feet of wetlands, a claim backed up by the U.S. Corps of Engineers.
In addition, Contra Costa County Flood Control forced Albers to change the access road to the project. It was supposed to be directly connected to Sand Creek Road at Rigolato Drive where a four-way signalized intersection is located. While the conditions of approval require her to still help pay for the signals, there, the project must now connect off of Hillcrest Avenue through the neighboring Creekside Vineyards housing development. That’s due to Flood Control eminent domaining Albers’ land and building a berm, where the original access road was to be built, for a detention basin north of the property.
Flood Control low-balled the offer for her land at about 10 cents on the dollar for what Albers paid forcing her to take them to court. The settlement paid her a fairer price per acre and required Flood Control to cooperate with her on the access road. But they went ahead and built the berm blocking her access road.
Yet, Albers is required to pay for both the signalized intersection which will not benefit her project as well as a portion of the cost of the Hillcrest Avenue extension south of Sand Creek Road which will provide access to her project.
The over 200 conditions of approval also require her to pay for the sewer line from Sand Creek Road. But the Planning Commission waived that if her project doesn’t use it. The commissioners also removed the requirement for the project to include curb, gutter and sidewalk on both sides of the Emergency Vehicle Access road off of Deer Valley Road, just requiring her to provide it on one side. Yet, Albers argues that it will cost over $1 million and is not necessary because it will be maintained by the CCR’s of the homeowners’ association for the project, not the City. “And it may never be used,” she added.
The Planning Commission, with one vacancy and one member absent, voted 5-0 to approve the project with the various conditions. Some of them are still too expensive, reducing the value of her land, Albers claims. She will be asking for the council members to remove them from the conditions of the project before voting to approve.
Sand Creek Focus Area Housing Density Map 2015 and 2021. Source: City of Antioch
Albers, who purchased the property in 1994 and whose husband Monte passed away last year, previously exclaimed to this reporter, “We started this when I was a young woman! Finally, I’ll have a chance to see it approved. We’ve had multiple interested buyers in the past, but the delays and increased costs proposed by City staff caused them to pull back their offers.”
Albers was referring to the fact that she is not the home builder to which the land will be sold, once she can again find another who will purchase it.
After 30 years, City staff is willing to give Albers two five-year extensions to her development agreement, which she views as positive. Because without them the builder who buys her land would have to start construction within two years. However, City staff want to charge her $630,000. Yet, she claims none of the development agreements for the neighboring projects east of Deer Valley Road were required to pay monetary compensation to the city for their development agreements, which allow for extensions.
Even after the approvals, when she sells the land, Albers says she will only be able to recuperate all the costs that were put into it.
Antioch’s TOC Area map. Source: MTC
Transit-Oriented Communities Policy Presentation At the beginning of the regular meeting, the city council will be given a presentation on Transit-Oriented Communities (TOC) from the Metropolitan Transportation Commission (MTC) and Association of Bay Area Governments (ABAG). TOCs feature housing and business development that is near to transportation, putting public transit in reach for more people and improving the quality of life in the Bay Area.
It’s part of the Advance Plan Bay Area 2050 implementation which has Four Goals: • Increase affordable housing supply in transit areas; • Increase density for commercial office development; • Prioritize transit and active transportation near stations; and • Create equitable transit-oriented communities.
The TOC Policy was adopted by the MTC Board in September 2022 and applies to areas within a half-mile of Regional Rail transit stops and stations, such as BART stations, as is located in Antioch and ferries, as planned for the City’s waterfront.
Approving the policy to fulfill the goals expands eligibility for some MTC discretionary funding for the City and opens consideration for future One Bay Area Grant (OBAG) funding revisions and investments, the presentation explains. So far, across the three OBAG rounds, Antioch has received $4,946,000 in funds. Applications for OBAG Round 4 were due in November and Antioch requested a total of $850,000.
In order to comply, the City of Antioch must do the following: • Density – Increasing residential and commercial densities around station areas; • Housing – Adopting housing policies from the 3Ps framework (production, preservation and protection); • Parking – Adjusting minimum and maximum parking ratios as well as transportation demand management policies; and • Transit Station Access & Circulation – Planning for station access that includes active transportation uses and mobility hub infrastructure.
According to the MTC, Mobility Hubs offer access to many different ways of getting around. MTC coordinates, funds and provides technical assistance for new Mobility Hubs to support first and last mile connections through access to multiple travel options.
Mobility hubs are places in a community that bring together public transit, bike share, car share and other ways for people to get where they want to go without a private vehicle.
Built around frequent and high-capacity transit, mobility hubs offer a safe, comfortable, convenient and accessible space to seamlessly transfer from one type of transportation to another.
Mobility hubs can be located where transit services already come together, or in communities and locations where transportation is needed the most. MTC has prioritized pilot investments for regionally significant mobility hubs.
Once awarded, City Council must adopt a Resolution of Local Support to receive the grant funds and develop a work plan to: ▪ Update the Hillcrest Station Area Specific Plan to comply with the TOC policies ▪ Identify and plan to adopt feasible affordable housing policies ▪ Eliminate parking minimums and adopt parking maximums ▪ Complete any outstanding station access and circulation requirements
Consent Calendar Under the Consent Calendar, the council will consider amending the Fiscal Year 2024-25 Capital Improvement and Operating Budget in the amount of $325,000 from the Park-In-Lieu Fund for the playground replacement purchase at Marchetti Park.
Flying Pan-African Flag for Black History Month The council will also consider under the Consent Calendar voting on flying the Pan-African Flag at City Hall throughout the month of February 2025 in recognition of Black History Month in the City of Antioch.
Hiring Grant Writing and Legislative Advocacy Firm Also, under the Consent Calendar, the council will vote on hiring Townsend Public Affairs for $12,500 per month in an Amount Not to Exceed $62,500 for a term ending June 30, 2025, for Grant Writing & Management and Legislative Advocacy Services. In addition, in the event both parties agree to extend the services, the additional services would be provided through June 30, 2027, and up to $300,000, and will be included for consideration in the upcoming two-year budget cycle.
Rescinding Policy for Hiring Outside Legal Counsel Under agenda Item 8, the council will consider rescinding the 2021 council resolution which consolidated the hiring of all outside legal counsel in the City Attorneys Office. According to the city staff report for the item, “The rescission of Resolution No. 2021/26 will result in a decentralized approach to the budgeting and payment of legal services. Under the current policy, all legal service costs are managed within the City Attorney’s Office General Fund budget. Rescinding the resolution will shift the responsibility for budgeting, processing, and evaluating legal services invoices to individual departments.” In addition, “By rescinding this resolution, the City will no longer have a formal policy governing the selection, approval and payment process for legal services beyond the general provisions of the Antioch Municipal Code.”
Meeting Details The council meeting will be held in the Council Chambers inside City Hall at 200 H Street in historic, downtown Rivertown. The meeting can also be viewed via livestream on the City’s website at https://www.antiochca.gov/government/city-council-meetings/live/ or on Comcast Cable channel 24 or AT&T U-verse channel 99. See the entire meeting agenda at www.antiochca.gov/fc/government/agendas/CityCouncil/2025/agendas/012825/012825.pdf.
A complete Antioch Council met for the first time since Dec. 10th for a Budget Workshop Monday night Jan. 27, 2025. Video screenshot
Discusses final 6 months of 2-year budget ending this June
Agrees to eliminate council slush funds of $20K each
Without new source of funding Crisis Response Team to end Oct. 31
By Allen D. Payton
Without any public comments, Antioch City Finance Director Dawn Merchant delved right into her report to the Antioch City Council during their meeting on the budget study session held Monday, January 27, 2025. She called it, “A high-level overview for closing the books for 2024-25.” The council learned Opportunity Village, referred to as the homeless hotel on E. 18th Street will run out of funds to operate as of April 30th, as will the City’s crisis response team as of Oct. 31st and chose to eliminate the $20,000 per member slush fund the previous council majority approved.
“The numbers presented this evening are subject to change,” she added. “Department heads are already developing their budgets for Fiscal Years 2025-27” two-year budget which begins July 1, 2025.
It was the first meeting of the entire five-member council since the oath of office meeting on Dec. 10th.
Following her presentation, which was written in the staff report for the agenda, the council asked a variety of questions. Mayor Ron Bernal chose to review the staff report page by page.
Reserve Funds, Make Budget Easier to Understand
“This is a preview of future attractions, so to speak,” District 3 Councilman Don Freitas said. He then asked about the City’s two reserve funds saying “Are they the same? Why aren’t they combined?”
“Because when this was established in 2018, we had an accumulation of fund balance from staff vacancies. City Council wanted to set aside the funds in a separate funds so it didn’t appear we had all these funds to spend on ongoing expenditures…and so we would have a safety net,” Merchant said.
“The public and members of the council get very confused with the transfers-in and transfers-out,” the councilman said. “I think we should combine the reserve funds. I want someone in high school to be able to look at the budget and understand it.”
“I would like to look at possibly establishing a policy on how set-aside funds can be utilized in the future,” Bernal added.
“I agree,” Freitas responded. He also wanted to see a reserve in the CIP (Capital Improvement Program) budget.
“Making this as easy as possible for folks to understand,” Bernal stated about his desires for the budget document.
Investment Funds and Policies
Freitas then asked about the investment policies and “million decreases in building activities. That’s a red flag to me.”
“The County will have to re-examine the Urban Limit Line,” he continued. “There might be an interest in the County in limiting more growth in the cities. That could have a dramatic impact.”
“If we had all those vacant positions filled, would we have any money in the budget?” Freitas then asked. Merchant laughed. “There’s a lot of income there. City Council needs to take a realistic view…not have positions approved that have not been filled for two or three years.”
“We’re looking at all of that…the length they’ve been vacant and why,” Merchant responded.
“On that note with the vacancies what’s the timeline to fill those vacancies? One year or two years?” asked District 2 Councilman Louie Rocha.
“Instead of guessing we can get those actuals,” Merchant said. “The department heads are looking at that and preparing it. So, we can’t answer that, tonight.”
Asking about the investment funds, District 4 Councilwoman Monica Wilson asked if the investments can be changed mid-year.
“City investments are governed by the government code. Funds are supposed to be safe guarded,” Merchant stated. “The City is on a two-to-three-year benchmark. If we have excess funds…we will transfer those funds to the custodian…then to PFM” who handles the City’s investments.”
“We can go out to another investment firm, but they would be governed by the same code,” Merchant responded.
“Over a 20-year term? I’ll be making a recommendation,” Freitas said.
“It seems like our investments went from $1.1 to $2.7 million last year,” Bernal pointed out.
“The interest rates were really high for a while,” Merchant stated.
“It would probably be good to come back with a single study and go over all of how that works,” Bernal said.
Freitas suggested top staff have a meeting on a quarterly basis, to review the City’s investments.
Source: City of Antioch
Request Corrected Budget Figures
“We have a $95 million base not a $100 million base when we take out all the ARPA money,” Bernal stated.
“When the budget comes back and we’re going into ’26 an ’27 the budget will show what we’re expecting then…and have the one-time funds broken out,” Merchant explained.
“I think what we’re talking about is transparency, showing $95 million instead of $100 million,” Rocha stated.
Transfers In
Freitas asked about the 10% for Transfers In saying, “Is that normal?”
“It was a little bit higher in 2024-25 because of the ARPA funds and the Bicycle Garden,” Merchant shared.
Source: City of Antioch
Sales Tax Versus Property Tax Amounts
“I think it would be interesting…to understand the various categories of sales tax,” Freitas said. “It’s a lump sum and it doesn’t give us the ability to make any policy decisions going forward.”
“If property taxes are the largest revenue, what are we doing as a City to improve property values?” he asked.
However, Sales Tax including the City’s 1% sales tax generates 49% of taxes to the General Fund, while Property Tax generates 36% of taxes.
Wilson spoke of the Transient Occupation Tax, the 10% tax on hotel and motel bookings. “Not all our operators pay when they’re supposed to,” she stated. “I think that’s something council should take a serious look at.”
Freitas asked about when Measure W’s one-cent sales tax ends. “20 years…in 2037,” Merchant said.
“It was going to be 80-10-10 but we had to fight to get 20 for youth,” Wilson said about the split of the use of revenue from Measure W.
“Under investment income and rentals…do you have an idea what that’s going to look like over the next several years,” Bernal asked.
“I’m going to look at that,” Merchant responded.
Legal Costs Questioned
Referring to the $1.3M increase in outside legal costs for several on-going litigations mentioned in the staff report, Freitas requested, “I’d like to know how much we’ve spent last year and this year on outside legal counsel and per firm.”
City Hall & Marina Parking Lots
Regarding City Hall, “is the parking lot sinking and are the trees being removed?” Freitas asked. “If there’s a problem with the parking lot, which brings in the issue of the marina parking lot.”
“Yes, the marina parking lot does move,” Acting Public Works Director Scott Buenting said. “It’s because of the underlying issue of the Bay mud. We try to eliminate the ponding as much as possible.”
“The eucalyptus trees are being removed. We are installing some EV charging stations,” he added. “It’s not moving like an earthquake. It’s moving slowly.”
“If there was an earthquake, I guess it’s called liquefaction. What would be the worst-case scenario?” Freitas asked.
“There’d be no liquefaction there, as the parking lot is on bay mud,” Buenting responded.
Lone Tree Golf Course Funds
Regarding questions on the funds for the Lone Tree Golf Course, Merchant said, “The golf course agreement that’s been in place for several years, now, that they pay us about $20,000 per year and they pay for the rest.”
Wilson said, “Mr. Mayor I want to remind you that you and I sit on the golf course committee.”
On the Transfer Out Bernal said, “these seem to be increasing each year.”
Source: City of Antioch
Unfunded Liabilities
About “unfunded liabilities of $166 million that seems like a lot of money” the mayor stated.
“So, the total costs that we’re paying toward this black hole is about $20 million per year?” he asked. “It’s more than 20% of our revenues. So, it’s a huge cost to the citizens of Antioch.”
“That’s just in the General Fund. There’s also an amount in the Water Fund,” Merchant stated. “They take our overall liability and subtract the value of assets”
“This is $167 million exposure…I think we need to come back and revisit this. It’s like a credit card and only paying interest,” Freitas stated.
“We are paying part of the unfunded liability,” Merchant said.
“I think we should be paying it,” Freitas responded.
“Then you’d have to decide what you don’t want to pay for in the General Fund,” Merchant responded.
Crisis Response Team May End Oct. 31
“Under ARPA…we spent $5.7 million…for the crisis response team,” Freitas pointed out. “This was ARPA money…one-time money. Has there been any discussion if this is going to continue how we’re going to come up with $6 millon?”
“No. Not at the council level,” Merchant said.
“That’s not true. It has always been stated it won’t be covered by the General Fund because it’s not sustainable,” District 1 Councilwoman Tamisha Torres-Walker stated. “That’s why we need to start looking at state and federal funds.”
“As for the…crisis response team and Mayor’s Apprenticeship Program, there are grant funds out there…to keep funding those programs,” she added.
“So, by Oct. 31…is the crisis response team ending?” Freitas asked.
“In our discussions with the county are you looking at a strategy…and look at collaborating with the County and our neighboring cities?” Rocha asked.
“This has helped…reduce police calls for service,” Torres-Walker argued.
“I think having a crisis response team is good,” Freitas stated. “It’s the ability to finance it.”
“Thank you for acknowledging the work that does need to happen,” said Public Safety and Community Resources Department Director Tasha Johnson. “There are some possible grant funding opportunities. We do have some funds in our budget for a grant writer.”
“The community response team has done tremendous work in the community,” she continued. “They help with our unhoused residents. We are looking to sustain that with outside funding.”
Opportunity Village Homeless Hotel to Run Out of Funds April 30
“With Opportunity Village to end April 30th, this year…we are working with the County to set up that program. The state funding can only be used for encampment residents. We’ve identified the one of Devpar Court. It’s down in a ravine. You can’t really see it.”
In response to a question from Freitas about the funds and residents at Opportunity Village, the homeless hotel on E. 18th Street, Johnson responded, “For now, the encampment resolution funds will shift the focus to those residents.”
“We have a meeting with Felton to discuss the sustainability of the program,” she added in response to a question about the operator and what the City will do for the residents there.
“So, April 2025, we will no longer be operating Opportunity Village?” Freitas asked.
“Correct,” Johnson responded.
CalVIP Grant funds
Bernal asked her to speak about the CalVIP grant.
“We received approximately $1.8 million to reduce gun violence…in our community,” Johnson stated. “With that grant we were able to identify individuals who perpetrate gun violence. There are currently 13 fellows in the program. We offer all kinds of services to stabilize their lives. The operator is One Day At a Time. This program is roughly $800,000 per year. So, the $1.8 million is for two years.”
“This program is impactful. But we’re looking to grow it…for two years,” she added.
“When we first applied it was a 100% match,” from the City budget. “But this time around there is no match. So, that’s hot off the press,” Johnson.
Freitas asked for more details about the program at a future council meeting.
“A lot of this work is new. I would appreciate the opportunity to present,” she added.
“These are actually three-year cycles,” Torres-Walker shared. “The application was done jointly with the police department. Antioch could have gotten more than $1.8 million. But we need a pilot. This next cohort I’m looking to get more. The City of Richmond has been doing this for 20 years and she got $6 million.”
She also spoke of wanting to “increase the public-private partnership.”
“What I’m looking at are what are the measurable goals…when the presentation comes back,” Freitas requested.
“We’ll be asking for the council to continue the program,” City Manager Bessie Scott.
Council Budget – Agree to Eliminate $20K Slush Fund for Each Member
Under the city council budget, Freitas said, “I’m opposed to each city council member having $20,000.”
“I never spent any of the money anyways,” said Torres-Walker. “I actually raised more money in my district that exceeds this amount annually.”
Both Bernal and Rocha agreed.
“I’d rather see those funds go toward…the needs of our community,” the District 2 Councilman said.
“Each council member should have a meeting in their district. I think its appropriate on the controversial issues, especially,” Freitas said. “I think each council member can come to the council and say, ‘I want to have a meeting in my district’ and request the funds.”
“You can do a community meeting in your district without using any of these funds,” Torres-Walker stated.
“That’s where we disagree,” Freitas responded.
“On the Mayor’s Apprenticeship Program, I’d like to rename that the Antioch Apprenticeship Program or Director Johnson can come up with a catchy name,” Bernal stated.
Freitas asked about a few items in Attachment A, the General Fund Revenue Summary.
Bernal then asked about the programs based on ARPA funds. “That will give us a lot of work to do,” he stated.
Water Park Repair Funds
Wilson asked about the Water Park and the repairs needed there.
“The city council did allocate money for those repairs,” Merchant responded.
Parks & Recreation Department Director Brad Helfenberger shared, “There was an allocation of approximately $1.7 million. We are in the process of allocating that. The biggest project…will be resurfacing two pools and the deck. That will use $1 million.”
Capital Improvement Program Funds
“I know the CIP comes later in the program, but it would be good to bring it sooner, this year,” Bernal stated.
“I think we need to take a very close look at what’s in the CIP and if it’s not going to be built…it gets deleted,” Freitas requested. “I think we should deal with reality than have wish lists.”
Staff Vacancies
Bernal and Rocha then requested more details on the vacant positions and how many the city staff expects to fill and by when.
“If it’s realistic that only 20 to 25 officers and support staff can be hired, I don’t know why we would include in the budget all the vacant positions,” Freitas stated. “I think that will free up some of the money. I don’t think it’s responsible to continue allocating funds when we know realistically, we will never fill those positions in that year.”
“Agreed,” Merchant responded. “We try to do that in the budget.”
“It would be helpful to know how many police officers go out on disability,” Freitas requested.
“I’d like to know and hear about a list of infrastructure projects we can have,” Wilson requested.
Next Budget Workshop
It was agreed that the city council’s next budget session will be held on Tuesday, March 4.
Torres-Walker was concerned about when the meetings would start, “because some of us work full time” she stated.
“With everybody’s schedule, it’s hard to coordinate,” Scott responded.
“That means for the rest of the departments we’re going to have to hustle through the rest of them,” Bernal said about the schedule.
“Thank you for your work tonight and helping us move forward being productive,” he then said to city staff.
On Monday, Jan. 27, the Antioch City Council will hold a special meeting for a Budget Session to discuss development of the Fiscal Year 2025-27 budget. They will hear from the city manager and staff then provide feedback and direction.
According to the City staff report on the item, “The purpose of this discussion is to understand where we are in closing out the current budget cycle for FY25 and does not include policy discussions as we embark on the next two-year budget cycle which will revise the FY25 budget and adopt the FY26 and FY27 budgets. As a kickoff to this budget cycle, a preliminary review of the projected revised FY25 General Fund budget is being provided this evening as well as items to consider as we move forward building the proposed budgets for the next two fiscal years.”
As previously reported last October, the City is facing double-digit deficits for each of the next three fiscal years. According to the General Fund Projections for 2023-2028 presented to the city council on June 11, 2024, the General Fund was projected to run the following deficits: $12,995,259 in FY 2025-26; $13,561,074 in FY 2026-27; and $14,855,649 in FY 2027-28.
The first two are expected to be covered by transfers from the Budget Stabilization Fund, but it will only cover $1,253,902 in the third year of what could be Hernandez-Thorpe’s second term as mayor if he’s re-elected because that Fund will be depleted in FY 2028. That would result in a projected net deficit for the City of $13,601,748 by June 30, 2028, which would be covered by the General Fund reserve leaving it with an Ending Balance of just $17.4 million or 17.06% in reserves versus over 31% and 32% for the previous fiscal years.
The City staff report also shares, “As a refresher for the public and the governing body, the General Fund is the main operating fund of the City and accounts for the majority of essential services provided, other than water. The General Fund is divided into separate cost centers depending on the purpose served which are referred to as departments with sub-groupings of divisions within each department. The departments supported by the General Fund are: • Legislative & Administrative (City Council, City Clerk, City Attorney, Human Resources, City Manager, Economic Development) • Finance • Non-departmental (this category is for general revenues to be spent on City services and accounts for expenses not specific to a department or division) • Public Works (other than water/sewer) • Police (includes Animal Shelter subsidy) • Community Development • Public Safety and Community Resources (other than Community Development Block Grant, Housing Successor and Environmental Services which are accounted for in individual Special Revenue Funds) • Recreation Services (subsidy to Recreation Fund)
“While there are fees, charges and permits that fund a portion of departments directly within the General Fund, the majority of revenues that the General Fund receives are general purpose and offset the remaining cost of operations not covered by targeted revenues. These general revenues include property taxes, sales taxes, business license taxes and franchise fees.
“A budget should be balanced, meaning that the expenditures in any given fiscal year should not exceed revenues. In 2018, the City established a Budget Stabilization Fund When established, the purpose of this fund was to provide a means of handling unexpected General Fund budget variances, unanticipated projects and/or expenses, and unfunded liabilities.”
The staff report further includes the following:
Reserve Policy
“The City has an adopted reserve policy that the General Fund unassigned (not committed for other purposes) fund balance will be a minimum of 20% of General Fund operating revenues. The percentage for the revised fiscal year 2025 budget is shown at the bottom of Chart A.
Source: City of Antioch
General Fund Budget Summary
“Chart A provides revised FY25 General Fund budget figures as compared to the current udget based on projections and estimates by departments. The numbers may change as we proceed through this budget process. Chart B and B1 immediately following breaks down the General Fund projected FY25 revenues by category and Charts C, C1 and C2 outline the expenditures by department and category.
“The budget in Chart A reflects three commitments of fund balance:
Compensated absences – The purpose of this reserve is to fund the City’s mandated liability for unused vacation and/or vested sick leave benefits paid upon employee separation. The reserve level is set at 5% of the total compensated absences liability for General Fund employees. It was established to meet accounting best practices.
Litigation Reserve – The purpose of this reserve is to ensure the General Fund has money on hand for unanticipated litigation and other insurance deductible costs not covered by the City insurance. The reserve level is set at ten times the City’s self-insured liability retention, which is $50,000, representing a $500,000 reserve.
Community Development fees – This represents the accumulation of General Plan maintenance fees and Technology fees collected which can only be spent for these purposes. It is adjusted annually for fees collected and/or spent.
“The deficit of $5,358,842 listed above after the Budget Stabilization transfer is due to FY24 encumbrances (purchase orders) and project budgets that were unspent and rolled over and budgeted into FY25 for spending. The true deficit is anticipated to be $1,418,515, in the Budget Stabilization Transfer row above, after accounting for the budget rollover.
“The transfer from the Budget Stabilization Fund is being reduced $3,198,628 from the budget of $4,617,143 due to the inflow of ARPA funds in the current fiscal year reducing the need from the Budget Stabilization Fund to balance the budget.
“The General Fund will meet the reserve unassigned fund balance policy in FY25…projected overall ending General Fund balance of $37,899,927. The projected balance of the Budget Stabilization Fund at June 30, 2025 is $38,512,955.
“It is important to note that some one-time monies are included in Chart A in the Transfers In and Revenue from Other Agencies rows…which will leave a lower starting base to evaluate FY26 and FY27 revenues.”
For more details from the staff report on the budget see the meeting agenda.
Meeting Details
The council meeting begins at 6:00 p.m. in the Council Chambers inside City Hall at 200 H Street in historic, downtown Rivertown. The meeting can also be viewed via livestream on the City’s website.
