Letter: Mayor Says City of Antioch is on the Right Track

Dear Editor,

As we look at the mayoral election for the city of Antioch, we must face the reality of how Antioch has improved and continues to improve.  Incumbents will tout their successes, while challengers will paint a not so rosy picture of Antioch for their purpose, while highlighting what changes they intend to make.

Challengers use phrases like, “Antioch is Good but I can make it Great,” “If you want the ‘status quo’ then stay with the incumbents,” “The city council has let us down,” “Antioch needs a working city council,” “Antioch city council is out of step,” etc.

First, I applaud each of the candidates for stepping up to run for office as mayor and/or city council.  It is honorable to want to serve our community.  I have personal knowledge that some are already serving as, I have appointed several of the candidates (with the approval of the council) to various boards and commissions.  While I understand that one candidate dropped out of the mayoral race his name will remain on the ballot).

Next, I would like to offer my opinion as to why I believe the city of Antioch is getting better and back it up with a few facts.  This community needs to we have one of the most effective and proactive city councils around.  I personally have conducted all but one of the oaths of office for all of the newly sworn police officers and promotions for the last 2 years.  Our entire city council regularly attends multiple community events and makes every attempt to be responsive to the concerns of our residents.

Antioch’s leadership has been effective.  A good leadership inspires a shared vision (Kouzes and Posner) – Under my leadership the city of Antioch has implemented an effective Strategic Management Plan to move the city forward.   As an MBA I believe in having a written plan to hold ourselves accountable to accomplish our goals.

This Strategic Management Plan was drafted after a series of 8 to 10 community meetings, which we called “Community Café’s.” This is the city’s first strategic plan in recent memory.  Every staff report refers back to the Strategic Management plan to show how the staff report is in step with the Strategic Management Plan.  Those candidates who have not read the city’s strategic management plan, I invite you to do so; it is an important document.  The Strategic Management Plan is evidence that as mayor I have collaborated with the community and with the entire city council to develop this plan.

I believe I am a visionary and have a plan for making things “Better In Antioch.”

Regardless of who wins the election on November 8^th we have to be realistic about the challenges we face as a city.  While the Antioch city council implemented a policy to address unfunded liabilities and pensions we have about debt to pay down.  The city of Antioch operates on a “pay as you go” method of financing vs the full pay method.

We have to financially plan for the continued funding of police as measure C is due to expire April 1, 2021.  While there is a perception that the the mayor and city council cannot make effective decisions for the downtown area because we don’t live downtown, we have completed our downtown revitalization plan and the city of Antioch received a $426,000 planning grant to plan for the improvement of the downtown area.

The city of Antioch is currently negotiating with Everette & Jones Barbecue to open their largest restaurant in the Humphrey’s Restaurant location at the Antioch Marina.  At the same time the former Beede Lumber Yard is under contention.

Our downtown continues to grow as there are over 80 businesses located in the downtown Rivertown area.  (This information was gleaned from the most recent city of Antioch’s 2015-2017 Adopted Budget).

Are things getting better in the City of Antioch?  The answer is a resounding YES.

Property values are returning back to normal, crime is on a continual decline and the unemployment rate in the region is down to 4.7%.  The successes of the current mayor and city council are too numerous to name them all.  But let’s give it a try

These are a few successes:

• The City began implementing the Strategic Plan approved in June, 2014.
• Measure O was passed, increasing revenues by over $2 million per year from now on.
• Hiring sworn police officers and other police personnel is continuing.
• Violent crime has been reduced by 13.6% (2015 to 2014) • Finalized labor contracts with 2 bargaining units.
• In progress on labor negotiations with 3 bargaining units.
• Continued to support Antioch’s interests regarding the bay Delta Conservation Plan.
• Continued to protect Antioch’s pre-1914 water rights.
• Launched a feasibility study for a desalinization plant to serve Antioch.
• Completed the City’s Housing Element of the General Plan.
• Launched the Downtown Specific Plan and the Land Use Element of the General Plan.
• Procured Antioch Police Department participation in the East Bay Regional Communications System (EBRCS).
• Advocated successfully for Antioch related to various WETA activities
• BART and Highway 4 project management continued

Future Challenges

• Continue to monitor and protect the city’s water rights
• Should the city restore the downtown library hours and pay the maintenance fee
• Monitor the use of measure c funds
• Maintain oversight of strategic plan implementation
• Direct use of Measure C funds for the expansion of Police Department and Code Enforcement hiring and operations

Future Goals

• Pursue revenue generating opportunities
• Continue local and regional economic development collaboration to create jobs and expand the City’s tax base
• Promote Antioch as a place to grow businesses and families
• Maintain proactive approach to City water rights
• Maintain oversight over City and Enterprise expenditures
• Maintain strong relationships with Antioch Unified School District
• Increase economic development efforts, locally and regionally
• Seek expanded local employment opportunities for Antioch residents
• Initiate downtown revitalization effort
• Streamline and improve the City’s business processes
• Complete the Northeast area annexation
• Continue to monitor and protect the City’s water rights
• Continue to implement High Purity Water Treatment Initiative
• Continue to successfully advocate for Antioch related to various WETA activities
• Continue monitoring EBART and Highway 4 project
• Continue to work with adjacent cities to explore cost sharing and interagency cooperation

Question challengers who ignore the progress that we have made and the good news of businesses moving to Antioch.

• Highway 4 expansion – completed
• Hillcrest Bart Station construction – under way
• Downtown Specific Plan – completed
• Shopping Cart Ordinance – Completed
• Measure C passed and hiring of police officers is ongoing
  • 3 Community Services Officers – Hired
  • 3 Code Enforcement Officers – Hired
  • 2 General Laborers to clean up blight, graffiti and remove shopping carts – hired
• Resolution with Onesource Solutions – Approved
• Solar Project with NRG – Approved
• City of Antioch First Strategic Management Plan in recent memory – Completed
• Engaging Our Youth – Antioch Council of Teens – in progress
• All Abilities Water Park – Completed (Ribbon Cutting November 5, 2016)
• Turf Fields City Park – Completed
• The City Should Contract an outside source to assist with the hiring of police officers – Ongoing (the city already uses outside sources to assist with background checks for the speedy hiring of police officers).
• Cleaning up abandoned vehicles and handling parking problem – ongoing (the city extended the contract of SP Plus to conduct parking enforcement).
• Smart & Final – Open for business
• Buchanan Crossing Shopping Center, Anchored by CVS Pharmacy and Grocery Outlet – open for business
• Walmart Expansion – Complete
• Taco Bell on A Street – open for business
• Denny’s on Lone Tree – Remodeled
• AAA relocated to the old Johnny Carino’s – open for business
• City Sport – open for business
• Contra Costa Health opened on Country Hills Drive – open for business
• There are fewer commercial vacancies overall as Antioch’s commercial real estate markets have shown upward activity
• Businesses that serve the recovering housing market have shown the most expansion. This includes suppliers and contractors in kitchen/bath, flouring, plumbing heat/air conditioning, window/door suppliers, concrete, office, work space and light industrial properties and maintenance services
• Warehouse rental rates will rise another 5% in 2016.
• Downtown Rivertown currently has over 80 active businesses

This has been a tough road for the city of Antioch while recovering from the greatest recession since the great depression.  Our citizens are very resilient.  City staff is hardworking and our mayor and city council have tackled every challenge head on.  The City of Antioch is on the right track.

Effective leadership – YES INDEED!

By Wade Harper, Mayor