Social Media Team celebrates with City Manager, Department Director and staff

By Allen D. Payton

Antioch Parks & Recreation was recognized earlier this year for outstanding marketing and community outreach. They received the Excellence in Marketing Award from the California Park & Recreation Society (CPRS) District 3. This award highlights the team’s dedication to innovative communication and meaningful engagement with our residents.

With the theme of “Excellence in Bloom”, on February 26 at the Pleasant Hill Senior Center, the 2025 Awards and Installation Banquet was held to “celebrate the incredible achievements across our district, recognize outstanding leaders, and enjoy an afternoon of connection, recognition and inspiration.”

In an email to City of Antioch Recreation Department staff on February 19, 2026, the CPRS District 3 Board wrote: “Congratulations! Our panel of seven Past Presidents served as judges, and your application for the Excellence in Marketing Award has been selected as a winner. Congratulations! Cheers!”

Asked who attended the event, Parks & Recreation Director Shahad Wright said, “We had almost our whole team there.”

That included City Manager Bessie Scott, Administrative Analyst Emily Reinard, Recreation Supervisors Jun Gandia, Jaylyn Valenzuela and La’Nae Jackson, Coordinator Victoria Alvarado and Wright.

Posts on the City’s Instagram account read, “We’re proud of the work being done to connect Antioch to programs, events, and opportunities year-round. What an amazing award for the department for the wonderful team that works daily to keep Antioch residents informed, entertained and inspired.

“A special thank you to each and every recreation employee that helps support the marketing team in their efforts and an extra special thank you to each marketing team member that are often behind the lens capturing moments of laughter, enjoyment, and community for Antioch residents to enjoy. Way to go, team!”

Wright shared a “video made by our social media team, the real stars of the team who take the photos and create the videos.”

According to the organization, the “CPRS District 3 Awards are an opportunity to recognize outstanding programs, projects, and individuals in the field of Parks and Recreation. Celebrate innovation, creativity and excellence by submitting nominations showcasing our field’s best of the best.” The Excellence in Marketing is a new and competitive award which celebrates outstanding achievements in developing and implementing innovative and effective marketing campaigns, materials, or strategies that enhance the visibility, engagement and impact of parks and recreation services.

The 2025 CPRS District 3 Award Program categories included:

AGENCY AWARDS (non-competitive)

● Outstanding Volunteer in Parks & Recreation

● Outstanding Non-Profit Organization Partner in Parks & Recreation

● Outstanding Business Partner in Parks & Recreation

AGENCY SHOWCASE AWARDS (competitive)

● Outstanding Facility/Park

● Outstanding Recreation Program/Special Event

● Outstanding Justice, Equity, Diversity & Inclusion Impact Award Program/Training

● Excellence in Marketing *new*

PROFESSIONAL SERVICE AWARDS

● RISING STAR *new* (non-competitive)

● LIFETIME ACHIEVEMENT (non-competitive)

● MVP (competitive)

Each agency could submit up to one entry per category.

—————

In an email to his fellow department staff the following day, Gandia wrote, “WE DID IT! We have been honored with the CPRS Excellence in Marketing Award, a recognition that reflects our collective hard work, creativity, and determination!

“This incredible achievement was made possible by the outstanding teamwork of our Social Media and Marketing Committee, who brought ideas to life with passion and innovation. A huge shoutout to our talented photographers, videographers, and graphic designers, whose visual storytelling elevated our campaigns to new heights

“I’d like to extend a special thanks to La’Nae (Jackson) for helping me with application compiling all the data and analytics. Your dedication and expertise were pivotal in presenting our achievements in the best light.

“This award is not just a trophy on the shelf; it’s a testament to what we can accomplish together. ‘Teamwork makes the dream work,’ and this recognition is proof that our collaboration and commitment can lead to extraordinary results.

“Thank you once again to everyone for your contributions, creativity, and enthusiasm. Let’s celebrate this win and continue pushing forward.”

Organization

The California Park & Recreation Society is proud to serve a vibrant community of professionals through our 15 geographic Districts and 8 Sections that focus on areas like aquatics, aging services, recreation, administration, and more. CPRS District 3 is part of Region 1 andincludes 35 cities, districts and agencies in Contra Costa and Alameda counties.

No council approval required, no parking required but 136 spaces included; had to approve “Soviet-style” design due to state law-required waivers, concessions

Units will be offered at 30%, 50% and 60% of Area Median Income

By Allen D. Payton

During their meeting on April 1, 2026, the Antioch Planning Commission, on a vote of 6-0, with Vice Chair Cortney Jones absent, approved the 183-unit affordable Wildflower Senior Apartments. Planned for the southeast corner of Wildflower Drive and Hillcrest Avenue, the complex will consist of 113 one-bedroom units of 559 square feet and 70 two-bedroom units of 771 square feet. It will include a parking lot, walkways and dog park on a vacant 3.77-acre parcel.

The Planning Commissioners who voted in favor of the project are Chair Seth Webber and Commissioners Don Aguilar, Jennifer Perez, Kevin Riley, William Spijker and Ramesh Suman.

The developer, Cypress Equity Investments of Brentwood in Los Angeles, according to the City staff report for the agenda item, number 7-1, the senior citizen housing project will be built on four levels. It will provide 145 residential units at 60 percent of the Area Median Income (AMI), 19 at 50 percent of the AMI, and 19 at 30 percent of the AMI. Therefore, the proposed project would be eligible for a density bonus under the State Density Bonus Law of up to 80 percent. The applicant is utilizing the bonus to increase the density from 35 dwelling units per acre to 48.54 dwelling units per acre.

Qualifies for State Density Bonus, Transit Proximity Height Increase

The proposed project “designates 100 percent of base units (132 units total) as affordable to low-income households to obtain a density bonus of 51 additional units as well as waivers from certain development standards, in accordance with State Density Bonus Law.”

Plus, since the project is located within a half-mile of a major transit stop, specifically, the Antioch BART Station, the applicant received a height increase of up to three additional stories, or 33 feet.

City Required to Agree to Developer’s Waiver, Concession Requests

According to City staff, the Commission had to agree to other concessions requested by the developer. “As detailed in the State Density Bonus Law portion of the staff report, the applicant is allowed waivers and concessions for the project’s architecture.” The developer requested 12 waivers and five concessions. That included more simple elevations than are required in the citywide Multi-Family Residential Objective Design Standards.

The staff report continues, “The proposed architecture of the building is contemporary. The project uses earth-tone colors: crystal white, titanium gray and muted orange. The color combination provides soft variation and transition along the building facade. The project proposes a varied parapet topped by cornices, large windows, and detailed landscaping. The project design complies with the applicable Multi-family Residential Objective Design Standards.”

However, the developer claimed, “Inclusion of the decorative elements would require added carpentry and labor, may trigger custom fabrication or waterproofing details. Strict compliance with this standard would require additional architectural detail for the density bonus project, rendering the development financially infeasible.”

That’s why it will look like a housing project straight out of the former Soviet Union. (This reporter’s opinion.)

Finally, because the project complies with existing zoning, approval by the City Council is not required, as is the case for all multi-family projects in Antioch.

Amenities

The project does include some amenities for the residents. “The central courtyard is comprised of seating areas with tables, fire pits, BBQ facilities, succulent gardens, and pedestrian pathways to seamlessly connect the complex and provide the amenities required in the Multi-Family Objective Design Standards for common open space areas. The enclosed dog park includes a water fountain, hose, benches and waste station.”

No Parking Required But 136 Spaces Included

Also, according to the staff report, “Because the proposed development is a 100 percent affordable multifamily senior housing project, within half a mile of a major transit stop, there is no parking requirement. However, the applicant is proposing to provide 136 parking spaces, which equates to about .74 stalls per unit. Senior Housing projects generally have less parking due to utilizing public transit and services such as paratransit.”

Affordable Housing Agreement with City

The project will include an Affordable Housing Agreement with the City. According to the City staff report, “the applicant shall enter into an agreement with the City to ensure the continued affordability of all affordable units. Prior to receiving a building permit, such agreement shall be recorded as a covenant against the property.”

See Project Plans and Site Photos. To watch developer’s presentation and commission discussion and vote, see 57:00 mark of meeting video.

Governor Newsom announces $111 million in voter-approved Prop 1 funding to communities to get people off the streets and connected to mental health care

To date, Homekey+ has created 50 supportive housing projects with 2,471 affordable homes —including 620 homes for veterans

By Office of the Governor of California

SACRAMENTO – Building on California’s strategies leading to a 9% reduction of unsheltered homelessness last year, Governor Gavin Newsom today announced the award of voter-approved Proposition 1 funding to create another six affordable housing communities including one in Antioch. The communities are part of the state’s Homekey+ program to expand supportive housing and behavioral health services statewide. Today’s announcement creates 307 new permanent supportive homes to provide stability for veterans and other Californians who are experiencing or at risk of homelessness and living with behavioral health challenges.

Last year, the Antioch City Council approved purchase of the hotel, formerly the Comfort Inn, now, the Antioch Inn & Suites, “to serve as permanent housing for homeless families/individuals with prior behavioral health issues” and veterans. But it’s still operating as a hotel. Recently, the Council discussed using the location for the unhoused voucher program and a possible site for a warming center but did not pursue either use.

Our state investments have launched critical programs for local communities to help get vulnerable people off the streets and into housing and care. Together, we’re breaking cycles of homelessness that took decades to create — and we’re doing it with urgency, compassion, and accountability.

Governor Gavin Newsom

Governor Newsom is the first governor to have prioritized new housing, homeless, and mental health programs, and is turning around the impacts of this national crisis on California, leading the first reduction in unsheltered homelessness in more than 15 years. 

More than 1.2 million adults in California live with a serious mental illness, and 1 in 10 residents meet the criteria for a substance use disorder, greatly increasing their odds of experiencing homelessness.

Proposition 1, advanced by the Governor in partnership with the Legislature and approved by voters in 2024, helps local communities provide vital care and housing for these vulnerable residents. Prop 1 is transforming California’s behavioral health systems with a $6.4 billion Behavioral Health Bond for housing, services, and treatment for veterans and people experiencing homelessness, including $2.25 billion through Homekey+ to serve individuals with mental health or substance use challenges and veterans.

“Proposition 1 and Homekey+ funds are supporting communities throughout California by investing in affordable homes with supportive services,” said Business, Consumer Services and Housing Agency Secretary Tomiquia Moss. “The homes created through today’s awards will provide stability and dignity to Californians most in need.” 

With today’s awards, Homekey+ has so far allocated $858.8 million to support 50 permanent supportive housing projects that will create 2,471 affordable homes throughout California for individuals experiencing or at risk of homelessness with behavioral health challenges. Of these homes, 620 are reserved for veterans. 

“Each new Homekey+ award means more than housing. It means stability, dignity, and a fresh start for veterans in need,” said CalVet Secretary Lindsey Sin. “With 75 more veterans’ homes in this round, and 620 total veterans’ units across 50 projects, we are seeing the real impact of strong partnerships and a shared commitment to those who served. CalVet is proud to continue working alongside the California Department of Housing and Community Development and local partners to turn these projects into places where veterans can rebuild their lives.”

Approximately $1.033 billion in Proposition 1 bond funds are currently available through Homekey+ to cities, counties, housing authorities, and tribal entities for permanent supportive housing projects serving veterans. Another $1.11 billion is available for projects serving all target populations, through a combination of Proposition 1 bond funds and Homeless Housing, Assistance, and Prevention Program (HHAP) funds.

In addition to supportive affordable housing through Homekey+ and HHAP, through Proposition 1 bonds, the state is also funding 6,800 residential treatment beds and 26,700 outpatient treatment slots for behavioral health. 

“HCD is working with CalVet to advance California voters’ vision for a state in which people with mental health challenges have the services and support they need to succeed in a life lived off the streets,” said HCD Director Gustavo Velasquez. “We have reached a point where the numbers are reflecting the cumulative impact of our programs, and we look forward to building on those successes under the soon-to-be California Housing and Homeless Agency.”

The Homekey+ awards announced today total $111 million to create 307 homes across six projects, with 75 units for veterans and six manager units:  

• The City of Antioch in partnership with California Supportive Housing, will receive nearly $34.9 million in Homekey+ funds to acquire and rehabilitate a hotel into 85 homes, including one manager’s unit. The project will set aside 21 units for veterans and 21 units for transitional age youth. The development known as CSH Mahogany Housing is conveniently located near two bus stops and a busy commercial area that offers amenities such as a grocery store, pharmacy, restaurants, retail stores, and two major medical centers.  It is located on Mahogany Way near Auto Center Drive, adjacent to Highway 4 across from Lowe’s.
• The City of Cudahy in partnership with National Community Renaissance of California and Prima Development, will receive just under $8 million in Homekey+ funding to fill a financing gap for Amanda Villas. The project will have a total of 140 homes, including two manager’s units. The project dedicates 69 units to individuals experiencing chronic homelessness, 18 of which are designated as Homekey+ units for people facing a behavioral health challenge. In addition to Homekey+ funds, HCD’s Multifamily Finance Super NOFA Program awarded $6.7 million in 2023. Project-based rental subsidies of $33.1 million have been committed by the Los Angeles County Development Authority.
• The County of Fresno, in partnership with UP Holdings California, LLC and RHCB Development LP, will receive just over $27 million in Homekey+ funding for Sendero Commons, a new construction project with 88 homes, including one manager’s unit. The project dedicates 45 units to veterans. HCD’s No Place Like Home program awarded $10 million in 2022. The Homekey+ award will fill the financing gap and replace the need for tax credits.
• The Housing Authority of the City of Los Angeles, in partnership with The RightWay Foundation, will receive more than $12.5 million in Homekey+ funding to acquire two newly constructed buildings with a total of 33 homes, including two manager’s units, to serve youth who are experiencing or at risk of homelessness with a behavioral health challenge. All units include a kitchen and private bathroom
• The City of Los Angeles, in partnership with National Community Renaissance of California, will receive $15.6 million in Homekey+ funding to rehabilitate a motel into Huntington Villas, with 52 homes for individuals experiencing homelessness with a behavioral health challenge and one manager’s unit. The project also has funding and rental subsidy commitments from Los Angeles County.
• The County of Santa Barbara, in partnership with DignityMoves, will receive a Homekey+ award of just over $11.7 million to build the 30-home Calle Real Family Village to serve veterans, youth, and other Californians experiencing or at risk of homelessness, as well as one on-site manager. Nine units are dedicated for veterans, with three of those reserved for veterans aged 18-24. The project will utilize modular units and include indoor and outdoor community spaces. It is located within one-half mile of transportation stops, a medical clinic.

This adds to state investments made by the administration and Legislature since 2019 to help local communities address homelessness, including the launch of the first-in-the-nation Homekey program that has funded nearly 16,000 homes across more than 250 projects that will house an estimated 172,000 Californians over the projects’ lifetimes; $4.95 billion through current and previous rounds of the HHAP Program; $2.2 billion through Homekey+ to serve individuals with mental health or substance use challenges and veterans; $1 billion in Encampment Resolution Funds to provide services and housing to help 23,000 individuals across 120 encampment sites transition from homelessness.

The Homekey+ NOFA allocates funding by region based on a proportionate share of veterans and others experiencing homelessness, and by share of extremely low-income households whose rent is more than half of their income. There are also allocations for rural projects and for projects serving youth experiencing or at risk of homelessness. Homekey+ applications will continue to be reviewed and approved on a rolling basis.  

Reversing a decades-in-the-making crisis 

From the very first moments of the Newsom administration, California has approached the decades-in-the-making housing and homelessness crisis with focus and urgency. No other state has devoted as much time and attention to these twin problems – and California is a leader in producing positive results. Governor Newsom, in partnership with the Legislature, has continued to make progress in reversing decades of inaction, leading to a 9% reduction in unsheltered homelessness, a first in more than 15 years:

Expanding shelter and support — Providing funding and programs for local governments, coupled with strong accountability measures to ensure that each local government is doing its share to build housing, and create shelter and support, so that people living in encampments have a safe place to go. 

Addressing mental health and its impact on homelessness — Ending a long-standing 7,000-bed shortfall in California’s behavioral health system by rapidly expanding community treatment centers and permanent supportive housing units. In 2024, voters approved Governor Newsom’s Proposition 1, which is transforming California’s behavioral health systems. It is estimated that funding from Proposition 1 will create 6,800 residential treatment beds and 26,700 outpatient treatment slots for behavioral health care.

Creating new pathways for those who need the most help — Updating conservatorship laws for the first time in 50 years to include people who are unable to provide for their personal safety or necessary medical care, in addition to food, clothing, or shelter, due to either severe substance use disorder or serious mental health illness. Creating a new CARE court system that creates court-administered plans for up to 24 months to help people struggling with schizophrenia and other psychotic disorders, often with substance use challenges, get the treatment and housing they need to recover and thrive.

Streamlining and prioritizing building of new housing — Governor Newsom made creating more housing a state priority for the first time in history. He has signed into law groundbreaking reforms to break down systemic barriers that have stood in the way of building the housing Californians need, including broad CEQA reforms. 

Removing dangerous encampments — Governor Newsom has set a strong expectation for all local governments to address encampments in their communities and help connect people with support. In 2024, Governor Newsom filed an amicus brief with the Supreme Court defending communities’ authority to clear encampments. After the Supreme Court affirmed local authority, Governor Newsom issued an executive order directing state entities and urging local governments to clear encampments and connect people with support, using a state-tested model that helps ensure encampments are addressed humanely and people are given adequate notice and support. 

Allen D. Payton contributed to this report.

“It would be unconscionable that we would be taking away livelihoods without readjusting pay scales, first.” – Board Vice President Olga Cobos-Smith

No public comments allowed before failed vote on budget cuts, but allowed before staff cut votes

 “It is painful to make cuts. But it is more painful when local control is lost and folks who think we’ve saved their jobs, they’re actually not saved, now.” – Board President Dr. Jag Lathan

“Please do not solve this deficit on the backs of students with disabilities, families and the staff who serve them.” – Antioch resident

By Allen D. Payton

In spite of the Antioch Unified School District facing a $32 million deficit, during a long meeting, sparsely attended by the public, Wednesday night, May 6, 2026, the Board of Trustees on split votes, opposed the proposed $18.7 million in budget cuts and staff cuts of 175 positions. Only Board President and Area 2 Trustee Dr. Jag Lathan and Area 1 Trustee Antonio Hernandez voted for the cuts. Board Vice President and Area 4 Trustee Olga Cobos-Smith, Area 3 Trustee Dee Brown and Area 5 Trustee Mary Rocha voted against.

The meeting was held in the Deer Valley High School Theater with the expectation of greater attendance than the District’s Board Room could accommodate. But that turned out to not be necessary.

Vote #1 – Budget Cuts

For agenda item 6.A., Resolution 2025-2026-61 entitled, “Adoption of Proposed Budget Reductions for the 2026-27 Fiscal Year”. That resolution read: “NOW, THEREFORE, BE IT RESOLVED, the District is recommending that the Board of Education adopt the proposed 2026-27 budget reductions of $18,759,069 for the 2026-27 budget in support of its fiscal solvency goals and the restoration and retention of the mandatory 3.0% Reserve for Economic Uncertainties required under California Education Code 33128.3.”

Hernandez moved approval of the resolution under item 6.A., seconded by Lathan. Without public comment on the agenda item, or discussion or comments by the board members, and Lathan ignoring a call of a point of order from the member of the public, the trustees voted on the motion to adopt and it failed on a 2-3 vote.

Vote #2 – Teachers & Other Certificated Staff Cuts

The final person to speak during 29 minutes of public comments on agenda items 6.B. and C., said, “Please do not solve this deficit on the backs of students with disabilities, families and the staff who serve them.”

The board then took up item 6.B. and Hernandez spoke first saying, “For today, I have to do what I believe is fiscally prudent…to put our district in the best light,” before the vote on Resolution No. 2025-2026-58. It was entitled “Adopting the Administrative Law Judge Decision and Authorizing Final Layoff of Certificated Employees Due to Reduction or Discontinuance of Particular Kinds of Services.”

Brown said she wanted information on “what the fall start was going to look like” so she and Cobos-Smith could present it to the community, first. “I didn’t get that information. I’m still waiting for that information,” Brown continued. “I don’t want to make a vote on something rushed, for me. I cannot make haste decisions. That’s just who I am and this is a huge decision. So, I will be voting ‘no’,” she concluded.

Rocha, who presented her fellow trustees and District staff with her opposition to the cuts which was provided to and published by the Herald, yesterday, simply said, “I will be voting ‘no’. So, go ahead.” (See related article)

Lathan responded saying, “I’m really concerned. I’ve seen this play out. Although, in the end…it is painful to make cuts. But it is more painful when local control is lost and folks who think we’ve saved their jobs, they’re actually not saved, now.”

The motion to adopt the resolution to cut 78 teachers and other Certificated employee positions was made by Hernandez and seconded by Lathan. It read in part, “BE IT FURTHER RESOLVED that the employment of the affected certificated employees listed on Exhibit Ais hereby terminated effective upon the close of the current school year, i.e., the end of each affected employee’s last working day prior to July 1, 2026.” The motion also failed on a 2-3 vote with the same split of trustees.

Vote #3 –  Classified Staff Cuts

Hernandez moved approval of item 6.C., Resolution No. 2025-2026-60, entitled, “Reduction or Discontinuance of Classified Services in Accordance with Administrative Law Judge Decision” with Lathan seconding the motion.

Before the vote, Hernandez said, “Again, I hope that we have more time. But, you know, I have to vote yes and move this forward. Because at least with all the information I have now, this is our only financial decision moving forward.”

Cobos-Smith responded by saying, “And I’ll also reiterate my point. It would be unconscionable that we would be taking away livelihoods without readjusting pay scales, first.”

The resolution to cut 97.4964 Full Time Equivalent Classified employee positions “for lack of work or lack of funds” included, “BE IT FURTHER RESOLVED that the employment of the affected classified employees listed on Exhibit Ais hereby terminated effective upon the close of the current school year, i.e., the end of each affected employee’s last working day prior to July 1, 2026.” The motion to adopt was also moved by Hernandez and seconded by Lathan and it failed on a 2-3 vote, with the same two trustees voting in favor and three voting against.

(See related article on the District budget)

The Board then did not vote to cancel the May 13th regular school board meeting as the motion by Rocha did not receive a second.

“If we’re going to do any kind of reductions in staffing it has to be done by May 15th. So, that will be our last opportunity to do that,” Hernandez said. Lathan confirmed his information. Rocha then withdrew her motion.

Watch the Board meeting video on the District’s YouTube channel. See the votes beginning at the 2:13:20 and 2:50:19 marks.

Will begin Antioch General Plan Update process

By City of Antioch

Join us for the first City of Antioch General Plan Advisory Committee Meeting on Monday, May 11 at 6:00 PM in the Antioch City Council Chambers.

This meeting is an opportunity to learn more about the General Plan Update process and stay connected to the work helping shape Antioch’s future.

This General Plan Update is a way for you to share your vision for the future of Antioch. We need your help to make the General Plan a success.

The City is excited to embark on this process of updating our General Plan, creating a new blueprint for our community. A lot has changed since the last comprehensive General Plan update in 2003. Antioch has grown, new housing developments have been built, business and industry needs are different, the way people get around town has changed, and our needs and priorities have evolved.

Looking forward 20 years, how will state and regional trends impact life in Antioch? What new technologies and innovations will change how we live, work, and play? While we can’t see exactly what the future holds, we are preparing for it by updating our General Plan.

What do you love about Antioch? What opportunities and challenges do you think face Antioch as it evolves over the next 10, 15 or 20 years?

Sharing your ideas at community workshops, open houses, and online will help make sure that the updated General Plan conveys the values and priorities of its residents and businesses. With your help, we can set the stage for a future that honors our history and builds a more prosperous, vibrant, and safe Antioch. Let’s build our next chapter, together.

Each city in California is required to have a General Plan, which provides long-term policy guidance for the community’s growth and development, addressing physical, economic, social, and environmental changes. The General Plan provides opportunities to improve the quality of life in Antioch – enhancing public safety and fostering the vibrant, safe community we all deserve. This General Plan Update is our direct opportunity to address key challenges and set a new course. After the General Plan Update is complete, the zoning code will be revised to reflect the updated General Plan.

Visit the General Plan website for updates and sign up for notifications to stay informed about future meetings and opportunities to participate.

City Council appoints HR Director as Acting City Manager

Several members of the public spoke in support of Bessie Scott

By Allen D. Payton

Following a three-hour long Closed Session meeting of the Antioch City Council on May 5, 2026, it was announced that City Manager Bessie M. Scott was on a paid leave of absence and the council appointed another staff member as Acting City Manager.

The closed-door meeting lasted about three hours during which they discussed Scott’s performance evaluation and a potential lawsuit against the City by an unnamed employee. (See related article)

Scott did not attend the open session prior to the council adjourning into closed session, nor did she attend that meeting.

During the open session, which began at 4:00 p.m., a variety of residents spoke, many on the assumption Scott was going to be fired.

Public Comments

Rivertown store owner and Downtown Antioch Association leader Debbie Blaisure said about Scott, “She gave the faith in the downtown businesses to do the job. I am hoping and praying she continues with this city. I wish all the businesses were here to talk on her behalf.”

Dr. Jamilia Land spoke next saying, “Some of what I’ve been hearing should disturb everyone in this room. It was under your watch that much of what happened in the APD occurred. To turn around and gaslight this woman, I’ve heard nothing but positive from people in the community.”

Antioch Police Oversight Commission (APOC) Vice Chairperson Devin Williams said, “This decision isn’t just about a person it’s about a pattern. It makes it difficult to move forward. Instead of working with her they want to get rid of her. We lose consistency. We lost time. We lose money. We lose the same money we say we don’t have. This sends a message. She hasn’t been here long enough to actually make a difference. This seems like the City of Antioch continues to self-sabotage. This stuff is exhausting.”

APOC Chairperson Porshe Taylor spoke next saying, “I’m not proud of the city. This person is being disclosed in Closed Session, yet without the public. This room is empty. This is disappointing.”

In her comments, Assistant City Clerk Christina Garcia announced her retirement concluding with, “When people stop listening it’s time to go.”

“I’ve been here for 23 1/2 years,” she said. “Why does the city manager evaluation have to be up here 10 times within a year? I don’t understand why this is happening, Ron. I thank you, City Manager Scott, for helping with the City Clerk’s Office. Let’s work together. Let’s move forward. It is time for me to retire. You didn’t push me out. It’s time to move on.”

Homeless advocate and resident Andrew Becker said, “I did rush down here with the short notice. He asked what is involved in a city employee performance review.” The special meeting agenda was issued Monday afternoon.

This reporter spoke during public comments and asked why the meeting was being held in the afternoon and suggested the council postpone it until next Tuesday at 6:00 p.m. to give the public time to provide input to the council, first.

Businessman and event promoter Ron Muhammad spoke last saying, “I’m a shareholder in this corporation called Antioch in the Bluerock district. The measuring stick on our elected officials should be deliverables. Closed Session should be based on input from your constituents. Check in with your constituents and represent them.”

City Attorney’s Announcements from Closed Session Actions

Following closed session, City Attorney Lori Asuncion reported out, “that Council voted 4-0 with Councilwoman (Tamisha) Torres-Walker abstaining, City Manager is on leave of absence effective Wednesday, May 6, 2026. Compensation will continue without disruption. Ana Cortez is appointed Acting City Manager in the city manager’s absence effective immediately.”

She further said about agenda item 2., regarding a potential lawsuit against the City by an unnamed employee believed to possibly be Scott, “there’s nothing to report out under that agenda item.”

According to a press release by City PIO Jaden Baird, Scott’s benefits will also “continue without disruption during this period.

“The City Council appointed Human Resources and Risk Management Director Ana Cortez to serve as Acting City Manager effective immediately during the City Manager’s absence.

“City operations and services will continue without disruption.

“As this matter pertains to a confidential personnel issue, the City is not at liberty to provide additional information at this time.”

Scott was hired in 2024 on a two-year contract and started in the position in early October of that year.

Following the city attorney’s announcement, due to the extended length of the closed session, District 2 Councilman Louie Rocha suggested postponing the scheduled special Budget Study Session meeting which was to begin at 5:30 p.m., until next Tuesday night. The council agreed with a 5-0 vote and the meeting was adjourned.

“to address the District’s structural deficit” of $32 million

Meeting in Deer Valley High Theater

Rocha issues statement challenging cuts

By Allen D. Payton

During their meeting tonight, Wednesday, May 6, 2026, the Antioch School Board will vote on over $18.7 million in cuts for the 2026-27 School Year budget which will include eliminating 48 teaching and 30 other Certificated employee positions and over 97 other staff positions in the Antioch Unified School District.

To accommodate what is expected to be an attendance larger than the Board Room can hold, the meeting will be held beginning at 7:00 p.m. in the Deer Valley High School Theater at 4700 Lone Tree Way.

The regular meeting will follow a Closed Session at 6:00 p.m. in which the Board will hold labor negotiations with various employee groups including the Antioch Education Association representing the District’s teachers; California School Employees Association, Chapter 85 which consists of what are referred to as the Classified employees; Antioch Management Association and Senior Management.

Regular Agenda

Under agenda 6. Action Items, the Board will consider three matters:

A. Adoption of Proposed Budget Reductions and Fiscal Actions for 2026–2027 and Resolution 2025-2026-61 Adoption of Proposed Budget Reductions for the 2026-27 Fiscal Year;

B. Resolution No. 2025-2026-58, Adopting the Administrative Law Judge Decision and Authorizing Final Layoff of Certificated Employees Due to Reduction or Discontinuance of Particular Kinds of Services; and

C. Approval of Resolution No. 2025-2026-60, Reduction or Discontinuance of Classified Services in Accordance with Administrative Law Judge Decision.

According to the District staff presentation for Item 6.A., entitled “2026-27 Proposed Budget Reduction Plan”, the Board is being asked to “approve the proposed budget reductions and fiscal actions to address the District’s structural deficit of $32 million and support ongoing financial stability” with “Estimated savings of $18,759,069 beginning in 2026–2027, with ongoing multiyear impact.”

The proposals include eliminating 78 Full Time Equivalent (FTE) Certificated positions, including 15 elementary, 10 secondary and 23 other teachers, plus, three vice principals saving approximately $10,147,363.58. An additional 97.4964 FTE cuts to Classified or other staff are proposed for a total of approximately $7,454,787.84. (See Draft Resolutions here and here).

The proposed Budget Reduction Resolution also includes “approximately $24,000,000 potential reduction for Fiscal Year 2027–28 and 2028-29.”

The Proposed Budget Reductions presentation includes lists of Academic and Fiscal Pressures the District is facing:

Academic Pressures

• Ongoing need to improve student achievement and close learning gaps

• Increased demand for targeted interventions and support services

• Staffing needs to maintain reasonable class sizes and program quality

• Expanded services for special education, multilingual learners, and at-risk students

• Mental health, counseling, and student wellness supports

• Maintaining breadth of programs (CTE, arts, athletics, enrichment)

• State accountability requirements and performance expectations, and

• Recruitment and retention of qualified teachers and staff

Fiscal Pressures

• Structural budget deficit ($32 million) requiring immediate action

• Rising personnel costs (salaries, benefits, pensions)

• Declining or fluctuating enrollment impacting revenue

• Uncertainty in state funding and economic conditions

• Inflationary increases in operating costs (utilities, transportation, materials)

• Limited flexibility due to restricted funding sources

• One-time funds expiring (e.g., pandemic relief), and

• Need to maintain adequate reserves and avoid state intervention

Rocha Issues “Concerns Regarding Proposed Budget Reductions and Impact on Students”

Serving in what is expected to be her final year of her final term, Area 5 Trustee Mary Rocha will present the following letter to her fellow board members during the meeting tonight:

Dear Superintendent and Fellow Board Members,

As elected members of this Board, we were entrusted by our community to serve the best interests of our students while exercising fiscal responsibility, accountability, and sound educational judgment. Our role is not only to oversee the financial health of the district, but also to ensure that decisions made today do not compromise the educational opportunities, wellbeing, and future success of the students we were elected to serve.

After reviewing the information presented regarding the proposed reductions intended to save approximately $18 million, I believe there are significant concerns that require further clarification and thoughtful consideration before moving forward.

The proposed reductions include the removal of coordinators, teachers, paraprofessionals, wellness staff, and other essential personnel whose work directly supports students and school operations on a daily basis. These are not peripheral positions; they are integral to maintaining academic support systems, student engagement, school safety, and equitable access to learning.

Additionally, reducing the number of teachers will inevitably increase classroom sizes unless the district is anticipating a substantial decline in enrollment, of which the Board and community have not yet been fully informed. Larger class sizes limit individualized instruction, reduce teacher accessibility, and may negatively impact student achievement and classroom climate.

I am also deeply concerned about the proposed closure of wellness centers. These centers serve as critical support spaces for students experiencing emotional, behavioral, or mental health challenges during the school day. If wellness centers are eliminated, what is the district’s plan to ensure students continue receiving these supports? Will school counselors be expected to absorb these responsibilities in addition to their current academic and counseling caseloads? If so, has an analysis been conducted regarding the feasibility and impact of such expectations?

Equally important are the implications surrounding the reduction or removal of English Language Development services. English learners depend on specialized instructional support in order to acquire the language skills necessary to access curriculum across all grade levels and subject areas. If these services are reduced, who will assume responsibility for ensuring these students receive the support required for academic success and compliance with educational obligations?

Most importantly, I respectfully ask: where is the written plan demonstrating that these proposed $18 million in reductions will not negatively affect students? Before approving cuts of this magnitude, I believe the Board and the community deserve to see a comprehensive impact analysis outlining how student learning, student wellbeing, academic outcomes, and equitable access to services will be preserved for approximately 17,000 students across the district.

As Board members, we must ensure that financial decisions remain aligned with our educational mission and responsibilities to students, families, staff, and the broader community. Fiscal stewardship is essential; however, it must be balanced with our obligation to protect the instructional and support systems that students rely upon every day.

I respectfully urge that we continue these discussions transparently, collaboratively, and with a student-centered focus before final decisions are made.

Respectfully,

Mary Rocha Antioch Unified School District

Board of Trustees Member

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The meeting can also be viewed live on the District’s YouTube channel at Board of Education Meeting 5/6/2026.

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

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

By Allen D. Payton

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

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

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

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

Key Highlights

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

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

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

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

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

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

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

Scott then offered details of accomplishments in six areas including:

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

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

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

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

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

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

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

With respect and resolve,

Bessie Marie Scott, City Manager, City of Antioch”

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