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Antioch economic development staff outline attraction, retention and expansion plan as council questions marketing and vacant property strategy
Summary
Economic development staff presented an expanded overview of ‘attraction, retention and expansion’ work, described the Antioch Business Collaborative and asked for staffing changes; councilmembers pressed for stronger action on absentee landlords and asked for accountability on marketing spending.
Antioch — Economic development staff revisited its business services presentation during a May 13 budget study session, detailing local efforts to attract new employers, retain existing businesses and expand firms that could add jobs.
The presentation: Brett Sweet, economic development program manager, told the council the department uses a “concierge” approach to lead generation and a mix of direct outreach, broker engagement and data‑driven marketing. Sweet described the department’s three‑part approach — “attraction, retention, and expansion” — and outlined services including site listings, technical assistance through the Antioch Business Collaborative, procurement training, and university partnerships for workforce development.
Key initiatives and constraints: Staff said the city manager has proposed moving economic development into the Community Development Department to add FTE capacity. Sweet and staff described barriers that commonly deter firms: inconsistent utility timelines from providers, perception problems about vacant industrial land, and difficulties reaching absentee landlords. He highlighted recent wins including small‑business expansions and startups that used the Antioch Business Collaborative for grants and loans.
Council questions and concerns: Councilmember Tamisha Torres Walker urged the city to revisit a vacancy tax idea the council discussed two years prior, citing Oakland’s Measure W as a model and saying outreach and education alone may be insufficient for elusive absentee landlords. Others thanked staff for pursuing GoBiz and regional collaboration; Mayor Pro Tem Rocha asked about digital tools for real estate inventory and use of GIS, and Councilmember Wilson asked for clarification about where marketing and data expenses would appear in the proposed budget.
Budget details: Staff said the proposed budget includes higher allocations for marketing and programming and for information‑services charges allocated across departments. Sweet identified a projected marketing/programming figure that drew pushback from councilmember Freitas, who suggested reducing a marketing line item in the draft budget until there were clearer deliverables.
Why it matters: Economic development spending and strategy can affect job creation, sales‑tax revenue and downtown revitalization. Several councilmembers tied promotion and landlord engagement to larger goals of creating a “third space” in town and increasing retail and job opportunities so tax dollars stay in Antioch.
Ending: Staff will return with follow‑up on initiatives such as the InnovateAntioch web portal, the downtown RFQ update and next steps for the Antioch Business Collaborative as council continues budget deliberations.
