Incumbent Colin Coffey is facing challenger Inderprit Sekhon in this year’s East Bay Regional Park District Ward 7 race. Photos: EBRPD and LinkedIn
Colin Coffey’s challenger, Inderprit “Indy Rishi Singh” Sekhon, wants “to promote and educate about ecological medicine” and “dance for office instead”while the incumbent touts his accomplishments and plans
By Allen D. Payton
Running for a third four-year term as a Director on the East Bay Regional Parks District in Ward 7, Colin Coffey faces a unique candidate, Inderprit “Indy Rishi Singh” Sekhon, who is running a different campaign while dancing to a different tune and offering an alternative focus and approach to the position. Ward 7 includes the northern waterfront portion of Contra Costa County from Pinole and Hercules in the west to the eastern county line north of Discovery Bay. (See map and below)
Cities and Communities in Ward 7 include: A portion of Alhambra Valley south of Martinez, Antioch, Bay Point, Bethel Island, Brentwood, Clyde, Crockett, Hercules, Knightsen, Martinez, and the adjacent Mountain View on the east side, Oakley, Pacheco, Pittsburg, Port Costa, Rodeo and Vine Hill between Martinez and Pacheco.
The Regional Parks in Ward 7 include: Antioch/Oakley Regional Shoreline, Bay Point Regional Shoreline, Big Break Regional Shoreline in Oakley, Black Diamond Mines Regional Preserve in Antioch, Briones Regional Park west of Pleasant Hill, Browns Island Regional Preserve north of Pittsburg, Carquinez Strait Regional Shoreline, Clayton Ranch Regional Preserve, Contra Loma Regional Park in Antioch, Crockett Hills Regional Park, Delta Access Regional Recreation Area north of Discovery Bay, Radke Martinez Regional Shoreline in Martinez, Rancho Pinole Regional Preserve east of Pinole, San Pablo Bay Regional Shoreline, and the Waterbird Regional Preserve/McNabney Marsh near Martinez.
Asked why Rancho Pinole doesn’t appear in the list of parks on the District’s website, Coffey shared, “Rancho Pinole lands in a section of the 2013 Master Plan that will be a regional park. It’s not currently operated by the District, but by the John Muir Land Trust. It includes Fernandez Ranch, about 1,000 acres, also includes the Franklin Canyon Ranch, surrounding the golf course. It totals about 2,000 acres so far. The Park District has partial ownership interest in Fernandez Ranch. The plans show someday it will all be converted to an East Bay Regional Park District park.”
Also, Deer Valley Regional Park south of Antioch, which includes the former Roddy Ranch Golf Course “is being returned to its original natural habitat. They’re ripping up the golf course paths as they’re not suitable for hiking,” he continued. “We recently acquired more land on Briones Valley Road near Brentwood. It will possibly break ground early next year. Within a year it’s possible we’ll open to the public. We already have a parking lot there, which really helps. We’re doing public programming there, already.”
East Bay Regional Park District Ward 7 boundary map. Source: EBRPD
About Coffey
According to his bio on the East Bay Regional Parks District website, retired attorney Coffey is a resident of Hercules and “was appointed to the Board in January 2017. Previously, he served on the Park District’s Park Advisory Committee twice, first appointed by former EBRPD Director Ted Radke from 2001-2009 and appointed by the Contra Costa County Board of Supervisors from 2012- 2017. He has also been a volunteer Ambassador for the parks for 19 years. He is a longtime supporter of the John Muir Land Trust and a member of the Regional Parks Foundation.
“Director Coffey is a retired partner with the (law) firm Best, Best & Krieger in Walnut Creek. Director Coffey is a public health attorney, representing public and nonprofit healthcare providers. He is a past president of the Contra Costa Bar Association. Director Coffey is married, has two children and resides in Hercules. He is a lifelong resident of Contra Costa County.”
According to his campaign website, Coffey “was elected to the Board in 2018 and re-elected in 2022. He was a public health attorney, representing public and nonprofit healthcare providers and is a past president of the Contra Costa BAR association.
“Coffey’s family was politically active, and he served as an intern in then-Congressman George Miller’s Washington, DC office in his youth and later was the Congressman’s appointee to the Democratic Central Committee for 23 years.
“Coffey, his wife Mila and their two adult children are life-long parks and trails enthusiasts.”
His campaign is focused on the following issues: “Preservation of New Open Space and Wildlife Habitat / Aggressive Pursuit of Wildfire Risk Reduction / Enhanced Public Safety in the Parks; New Open Spaces; and Wildfire Mitigation.”
Coffey offers a long list of his accomplishments while in office under the categories of Leadership, Preservation of Open Space and Wildlife Habitat or Restoration of Natural Areas and Excellence in Programs and Policies.
He also shares under “Looking Forward – If Re-elected:” that fact that in “2027 I will be President of the Board and working with our new GM Max Korten. This will represent a huge opportunity for North and East Contra Costa input into open space preservation and wildlife habitat preservation. I will help complete a new 10 year Master Plan, highlighting future preservation of open space and wildlife habitat, more ways to enjoy open space, and continued focus on wildfire risk reduction.” Plus, other projects such as, “Extend the Marsh Creak Regional Trail to Dutch Slough on the North and to Round Valley Regional Park on the South” and “Build the proposed Delta Bay Trail from Bay Point to Antioch/Oakley and beyond,” and “Repairing and funding Hazel Atlas Mine and Great House Visitor Center to keep consistently open,” in East County.
Plus, “Rancho Pinole acquisitions and regional park development in partnership with JMLT (John Muir Land Trust) to create a future large regional park in the Hercules and Pinole area” and “Support Rodeo Community Association campaign to have EBRPD expand Lone Tree Point Park and clean up contaminated land in the area. Incorporate Greenway Vision for Rodeo shoreline into Master Plan” in West County.
About Inderprit “Indy Rishi Singh” Sekhon
According to the campaign website for Crockett resident Inderprit “Indy Rishi Singh” Sekhon, he “is a regenerative farmer, community organizer and systems thinker. His work focuses on the relationship between personal health, community wellbeing and the health of the land. He is running because he believes the Park District can build on its legacy of land protection and become a more active partner in public health, climate resilience, ecological restoration and community stewardship. His question is straightforward: How can the land we have already protected do more good for the people and places around it?”
In a post in August on his LinkedIn profile page, Sekhon wrote, “I’m on the California ballot as Inderprit Sekhon (government name). Check out what East Bay Regional Park District does and get involved with our campaign. We are seeking to collaborate with healers, artists, educators, ecological stewards, farmers, and anyone who feels like their skills/ideas are important, but not valued enough by government or current economic systems. Learn more about my intention to promote and educate about ecological medicine,” with a link to the website for his non-profit organization named Cultivating Self.
In that same LinkedIn post is a video which he says, “I don’t know why I’m doing this. But I’m running for office this fall. But, yeah, maybe I do know why I’m doing this. But I also feel it’s good to not know why I’m doing this,” with a laugh. “How can an organization with so much money and have so many resources how can it be a resource for the community, an asset for the community…how can that be part of our preventative, ecological medicine? That’s why I’m doing this. I don’t even know why and also, I do know that we need to do something…”
Then, in a post on Friday, Sept. 18, Sekhon wrote, “What if a neurodivergent Generalist ran for office? What if he decides to dance for office instead? find out what’s possible: https://lnkd.in/gsQVRw8h.”
That takes you to his campaign website where it shares his slogan, “Healthy land. Healthy people. Public money that works.” He writes, “The District has spent generations protecting land. Indy’s campaign asks how that protected land can more fully sustain the people and communities around it,” and his platform is to “Protect. Connect. Deliver.”
Under “Protect” Sekhon writes, “Care for the land before the emergency.Keep land, water, roads, trails and fire-prone landscapes healthy and safe — with maintenance and ecological stewardship matched to the places the District manages,” and lists “Wildfire resilience, Wetlands and shorelines, and Healthy soil and habitat.”
Under “Connect” he writes, “Make parks work for more people.Treat parks as public-health and belonging infrastructure, with better access, locally relevant programming and meaningful ways for residents to participate,” and lists, “Health and wellbeing, Transit and first-visit access, and Youth and paid stewardship.”
Finally, under “Deliver” Sekhon wants to, “Make public money produce visible results.Modernize field systems, publish priorities and costs, and make it easier to see what is being fixed, restored and improved,” and lists, “Transparent priorities, Modern field tools and Measurable outcomes.”
The first-time candidate also offers what he calls his Donut Vision 2036, of “A safe and thriving place for people and planet,” and writes, “Doughnut Economics asks how we meet more human needs without damaging the living systems we depend on. Indy’s 2036 vision applies that question to Ward 7’s parks and communities.”
Under the subheading, “People thrive” Sekhon shares about “Health, Food, Youth and Access,” and under the subheading, “Nature thrives” he writes about “Fire resilience, Shorelines, Biodiversity and Circular systems,” specifically, “Turn organic material back into useful ecological value.”
Sekhon also writes, “The theory of change: If we invest in parks as infrastructure for both people and planet, healthier land can support healthier communities, healthier communities can become stronger stewards, and accountable public systems can reinforce both.”
He then offers what the future will look like by following his vision, writing, “Ward 7, 2036. See the place. Imagine the next chapter.” Sekhon offers six parts to his vision: “The Shoreline We Can Restore, The Park That Heals, The Park That Feeds, The Park That Creates Work, The Government You Can See, and The Land We Care for Before Crisis.”
Under “Public money that works – You should be able to see what your Park District is doing,” Sekhon writes, “The argument is not that every public dollar is discretionary. It is that a large public institution should make its priorities, costs and results understandable.”
He includes eight focus areas: “Maintenance response & repair times; Trail & facility condition over time; Wildfire hazards treated & acres restored; Water quality & ecological outcomes; Residents reached; Local organizations contracted; Ward 7 investment; and Project costs, owners & timelines.”
Under “Heartstorming Ward 7 Listening that leads somewhere” Sekhon explains, “Most public engagement begins with a survey. Heartstorming begins with a place, a conversation and a practical question: What would help your community thrive here?” He lists five tasks to accomplish it: “1 Experience the place, 2 Share what you see and need, 3 Imagine what could change, 4 Connect ideas to policy and action, and 5 Invite people back into the work.”
Finally, Sekhon offers, “Plain-language FAQ What does this mean?” and asks and answers four questions: “Why call it ‘Doughnut Vision’? The doughnut is a simple model: make sure people can thrive while keeping ecological systems healthy. The campaign uses it as a long-horizon method, not as a prerequisite for understanding the platform.”
He continues, “Is every 2036 idea already an official Park District program? No. The site distinguishes campaign proposals and future concepts from existing District programs. Partnerships are not implied until they are actually established.”
Recognizing his limitations as only one of seven board members Sekhon writes, “What does one Park District director control? One director does not control the District alone. Indy would need to build public support and Board support for pilots, policies and investments.”
Finally, the challenger asks, “Why focus on public systems?” His answer is, “Maintenance, ecological care, field data and capital decisions are connected. Better information and clearer priorities can help staff, the Board and residents understand what needs attention and what progress looks like.”
Sekhon then invites voters to “Help shape Ward 7’s next decade. Vote. Volunteer. Share a park story. Come to a Heartstorming event. Help turn a long-horizon vision into practical work.”
AUSD is at a crisis point. This is no time to elect someone without the experience, financial or otherwise, to keep the district afloat while critical decisions are being made.
Mary Rocha voted:
• No on hiring the current embattled superintendent,
• No on salary increases without budget impact information,
• No on mass layoffs, without Explanation on how students would still be served with less staff.
Mary has pressed the superintendent to focus on students, parents, and the community, and she has been the voice of reason while the superintendent provided little to no information about the current fiscal crisis
Experience matters. Mary has served on the board since 2018 and is the only trustee who brings experience and institutional understanding to the table. Two members (Cabos Smith and Brown) are in their first term. The current board president (Jag) is not running again and will be replaced in December by a new board member (Reese). The immediate past president (Hernandez) is in his sixth year, however he spent those years pursuing graduate work at Stanford and Davis toward becoming a physician, and in my view gives minimal attention to his role as trustee.
The political practice of districting, implemented in 2022, brought four new members to the board who lacked the experience to make decisions with long-term consequences.
It was not always this way. Before districting, the board was made up of trustees with varied backgrounds and focus. Gary Hack, a former teacher and AEA president, brought understanding of and advocacy for employees. Claire Smith, who had children in the district for many years, was the voice of parents, families, and students. As a former corporate director and nonprofit executive director, I spent my 12 years focused on contracts and fiscal solvency. A diverse board with diverse opinions has always served this district best.
The results of the current board’s decisions are clear:
The superintendent’s hiring. She was hired by a 4-1 vote without fully vetting her background. A simple Google search shows she left Sequoia Union High School District in December 2022 with a $299,000 severance package under a mutual separation agreement, and that her later tenure at Pacifica School District drew backlash over budget deficits and job cuts. Her contract gave her the same number of workdays as a principal, which is unheard of. A new salary scale was created for her, far above those of former superintendents. A $12,000 relocation package was included, and the reimbursements approved only by the board president at the time (Hernandez) are questionable.
Raises for all. The board approval was 4-1 based on a positive certification reported in 2025–26 First Interim Report (December 2025), which should have begun with “once upon a time…
Layoffs. After a deficit of more than $30 million was uncovered, layoffs were made without a solid plan from the superintendent. The scattershot approach, meant to save $18 million, did little to achieve fiscal solvency, and more layoffs are coming.
Special education. The department was reorganized to save $600,000. Directors were combined, left for other districts, or not rehired. That decision gutted the department and leaves the district open to lawsuits, as students may not be receiving their IEP-mandated services.
Today, the district faces a serious deficit, superintendent is on paid administrative leave and has filed a lawsuit naming AUSD, Mary Rocha as an individual, and Unnamed Individuals 1 through 50. In my opinion, that suit is a strategy to secure another package to quietly go away, as she did at Sequoia.
The California Department of Education this week released the annual California School Dashboard, the state’s multidimensional, multicolored look at student, school and district achievement.
The dashboard was designed to offer parents a quick look at student results, as well as to provide data for guiding school improvement and for holding districts accountable. Trying to serve these different purposes has created a data system that’s complex and comprehensive, often useful, but also daunting for first-time parent users.
The California Department of Education has translated the dashboard into multiple languages and produced dozens of flyers, videos, and an annually updated Dashboard Communications Toolkit. This is a good place to start.
Here are some answers and tips to help parents navigate the dashboard experience.
What’s the purpose of the state dashboard?
The dashboard gives an extensive look at every school, charter school and school district’s yearly performance as measured by ratings on eight state indicators. They are standardized test scores, of course — English Language Arts and math in grades 3 through 8 and grade 11, English learners’ progress, and, in 2026 for the first time, science.
Along with high school graduation rates, there are ratings for chronic absences, though only through grade 8, and suspension rates; both measures underscore the importance of engagement and school climate to student success.
There is also a measure of how well high schools prepare students for college and careers. It has expanded to include 14 measures. They include:
Satisfying the A-G course requirements for admissions to UC and CSU campuses
Passing multiple AP and International Baccalaureate courses
Successfully completing two semesters of credit-bearing college or CTE courses
Attaining a seal of biliteracy or a seal of biliteracy
Completing a CTE pathway or pre-apprenticeship program
Passing the Leadership/Military Science and Armed Services Vocational Aptitude Battery Test
Demonstrating work-based learning.
What’s the point of using colors?
Rating performance by color serves a double purpose. There are five: blue signaling the highest achievement, green, yellow, orange, and red signaling the lowest performance. Each color reflects a blend of two factors, evenly weighted: the current year’s test score or rate, and the change from the preceding year to credit improvement or signal a decline deserving attention.
Screenshot of San Jose Unified’s dashboard from the 2026 California School Dashboard
A school’s goal is to achieve green or blue for any indicator, but a sharp change from the results of students the year before can elevate an otherwise yellow score to green or lower it to orange.
For example, clicking the math score “odometer” for San Jose Unified reveals that students averaged 25.4 scale points below the threshold for proficiency or “meeting standard” in math in 2025-26 — a significant gap. Its students also gained 1.5 points from the year before. The combination is rated orange, two levels below green. The same template applies to other indicators.
Why is there no overall rating for a school’s or district’s performance?
Unlike other states’ dashboards, the State Board of Education chose not to give a summative or top number or rating for a school or district, in order not to overemphasize test scores, at the expense of other important measures. It also wanted to draw attention to achievement gaps among student groups, which would be hidden by focusing on an average score for all students.
Screenshot of Antioch Unified’s English Language Arts and Mathematics 2026 Dashboard
How do student groups factor into the dashboard?
Tracking achievement gaps among 15 different student groups, including eight racial and ethnic groups, drives the dashboard. Every student group with a statistically valid number (usually a minimum of 30) receives a color rating on every indicator in every school and district.
While five of San Jose Unified’s student groups scored in the orange range, English learners, foster youth, long-term English learners and students with disabilities scored in the red band. White students achieved a green rating, and Asian students and students with two or more races were rated blue.
Screenshot of San Jose Unified 5×5 schools report for math scores
Every district’s dashboard includes grids — the 5×5 Placement Reports — that lay out the color rating for every school in the district on every indicator. Here’s the 2025 math 5×5 grid for San Jose’s Unified, for example (The 2026 grid will be released Dec. 15). It shows that of the district’s 40 schools on the grid, 12 rated orange, 10 were yellow, seven were green, six were blue and five were red.
As with all districts with student groups receiving a red rating on an indicator, San Jose Unified must then address low achievement in its Local Control and Accountability Plan, better known as the LCAP. That’s the three-year improvement plan in which districts must list, among other requirements, an action item, including funding, for every student group with a red rating.
Can you compare districts’ ratings on the state dashboard?
No, but you can compare schools within each district.
Other organizations have included a comparison tool in modifying the state dashboard.
Screenshot of Antioch Unified’s 5×5 Report Chart from the California School Dashboard
What are local indicators?
The dashboard includes priorities for which there are no statistically valid comparable statewide data or assessments, but nonetheless are vital for successful schools. These include family engagement, school climate and access to a broad course of study.
The State Board of Education requires that districts analyze each local priority and report back to the public annually. Examples are the results of local school climate surveys and the district’s actions to improve public engagement. For example, county offices of education must report on how well they are coordinating services for foster youths and expelled students.
How does dashboard information drive improvement?
Districts in which at least one student group is rated red on two or more priority areas, such as low reading scores and high chronic absenteeism, are designated eligible for “Differentiated Assistance.” They are encouraged to seek guidance from county offices of education or the California Collaborative for Educational Excellence, a small state agency, on how to improve. Differentiated Assistance is voluntary and applies only to districts.
Since the dashboard’s first year, in 2017-18, more than three-quarters of districts, charter schools and county offices have qualified for differentiated assistance, with more than 80% of those identified two or more times.
In 2026, only 144 school districts will qualify for differentiated assistance, down from 418 last year. Recognizing a need to focus on fewer districts with more intensive, effective help, the State Board revised the criteria, and districts will receive assistance for three years, instead of one year.
Districts are selected based on poorly performing subgroups as well as districts’ overall scores receiving red ratings. Most of those qualified because of the low ratings for students with disabilities and long-term English learners, and in some charter schools, for low ratings of Hispanic students, according to Department of Education analysis.
John Fensterwald writes about education policy and its impact in California.
By Dan Radovich, ADA Coordinator & Communications Manager, Contra Costa County Superior Court
The Contra Costa County Superior Court has released its Strategic Plan for 2027–2029. This three-year roadmap focuses on improving access to justice, developing and retaining a skilled workforce, expanding community outreach and partnerships, maintaining secure court facilities and information systems, and streamlining operations through technology and data.
The plan is built on key input gathered earlier this year from Contra Costa County residents and court users through a public survey, as well as from County partners, justice partners, and members of the bench and court staff.
The plan includes five Strategic Priorities with three goals for each:
Accessible Justice
Workforce Excellence
Trusted Courts
Safe & Secure Courts and
Operational Excellence & Innovation
The Court thanks everyone who took the time to contribute their perspectives and ideas, especially the residents and court users who completed the survey. This feedback was essential to shaping the plan’s priorities and goals.
Following their special Closed Session meeting on Oct. 7th in which they decided to leave Acting City Manager Ana Cortez in that position, the Antioch City Council will hold another special Closed Session meeting on Monday, Oct. 19th to discuss appointing an interim city manager.
As previously reported, City Attorney Lori Asuncion said at the Oct. 7th meeting, “If and when an interim city manager is chosen and an agreement reached, the appointment and agreement will be brought to open session during a regular city council meeting for consideration.”
In addition, during that same meeting the “Council provided direction to staff to move forward with a Request for Proposal process for the permanent city manager recruitment,” she stated.
The 2:00 p.m. meeting will allow for public comments before the Council adjourns into the closed-door session. Members of the public may only comment regarding the one agenda item. To offer public comment via Zoom or by phone, see instructions in themeeting agenda.
Following that they will return to the Council Chambers for the city attorney to report out any action taken.
Antioch has faced a number of challenges over the past year—from legal threats by housing developers to unpaid fuel bills, cuts to critical services, vacant commercial properties, a water park that was left closed all summer, and the loss of the El Campanil Theatre. More than ever, the city needs bold leaders who are capable of seeing things as they really are, thinking clearly, and taking decisive action.
In the District 1 council race, only one candidate has those qualities—and it’s not former Antioch councilwoman Joy Motts.
Joy has deep roots and strong ties in the community. Her passion for Antioch and nonprofit work as president of the Celebrate Antioch Foundation, which puts on the city’s Fourth of July Celebration, are commendable. But her track record as an elected official says something different.
Between 2010 and 2014, when Joy served on the Antioch Unified School District Board of Trustees, the district was operating under a 2009 settlement with the ACLU over discriminatory disciplinary practices against students of color. Joy left the board in 2014 with the problem unresolved—in fact, district data showed Black students were suspended more than 2,700 times during the 2013-14 school year compared with 430 white students, according to a report in the East Bay Times. The East County NAACP would later sue the district over similar issues.
In April 2013, when Joy was board president, the families of several special education kindergartners filed a federal lawsuit against the district, alleging a teacher slapped, pinched and verbally abused their children at Mno Grant Elementary and that the district failed to report the abuse to police or Child Protective Services. Trustees voted to pay $8 million to settle the case.
Joy lost reelection to the school board in 2014, ran again in 2016, and lost that race as well. Then in 2018, she was elected to the Antioch City Council.
On June 18, 2020, in the wake of George Floyd’s murder at the hands of Minneapolis police, the city council held special meetings to decide whether to create an ad hoc committee on police reform. The need was obvious, as the Antioch Police Department did not use body cameras, had no formal policy for reviewing deadly use-of-force incidents, and had already settled several costly lawsuits involving in-custody deaths.
After testimony from 700 Antioch residents, some of whom had personally experienced racism and mistreatment by Antioch police, Joy voted against police reform, opting instead for a series of town halls that went nowhere. That decision would have profound consequences on Antioch taxpayers and the city’s reputation.
Four days after Joy’s vote, on June 22, 2020, APD officer Eric Rombough sent a photo on his phone depicting a large naked Black man with his penis exposed sitting on the neck of George Floyd. That text was one of many later uncovered by a Contra Costa District Attorney’s investigation, which showed that dozens of Antioch police officers had exchanged racist and homophobic messages and that some had admitted committing crimes against people of color, including K-9 attacks.
The texting scandal led to the convictions and prison sentences of several Antioch police officers, federal oversight by the U.S. Department of Justice, and $4.6 million paid to settle civil rights claims filed against the city by 23 victims of police misconduct.
Six months after Joy’s vote, four cops showed up to the home of Navy veteran Angelo Quinto, who was experiencing a mental health crisis. One officer knelt on his neck, leading to his death three days later and ultimately a $7.5 million settlement with the city.
It was left to the new city council majority to clean up a mess that made national headlines—a mess that many in the community saw coming, but not Joy.
The progress Antioch has made since then is now in jeopardy. Mayor Ron Bernal—who as city manager was responsible for overseeing the police department when officers were committing crimes against Antioch residents—has already tried to put the Antioch Police Oversight Commission on hold. Meanwhile, the Angelo Quinto Community Response Team, established to prevent another senseless killing, has seen its hours reduced from 24/7 to 12 hours a day, which could place other lives at risk.
The mayor and his deep-pocketed friends are now vigorously supporting Joy’s campaign because they want a rubber-stamp council. But what they want is not what Antioch needs. The city needs leaders who are capable of collaborating, but who are also ready to stand up and fight for those who don’t have a seat at the table and keep the city out of legal jeopardy.
District 1 already has such a leader in Tamisha Torres-Walker.
Tamisha not only supported the creation of the Angelo Quinto Community Response Team, but also the creation of the Antioch Police Oversight Commission, the city’s first civilian police oversight body, and helped advance body cameras for officers and other critical police reforms.
Tamisha fought to bring in over $10 million in outside funding to the Department of Community Resources, including grants to support gun violence prevention and the city’s paid internship program for young adults. She also championed a $34.9 million grant for permanent supportive housing for the city’s unhoused residents and the creation of the Sycamore Square police substation.
And when it was discovered that Antioch had the highest tenant eviction rates during the pandemic, Tamisha supported ordinances to stabilize rents, protect tenants from landlord harassment, and require just cause evictions. She is now pushing for a vacancy tax to hold absentee property owners accountable and reduce blight.
Too often, voters in cities like Antioch choose candidates who know how to get elected but don’t know how to lead. It’s why the same names keep recycling in and out of positions on the school board and city council.
Sure, they care about Antioch and seem to say the right things. Everyone wants downtown revitalization, safe neighborhoods and functional city services. But they lack the courage, vision, and energy to act decisively in critical moments, before it’s too late.
Tamisha Torres-Walker was built for those moments. She has spent her time on the council listening to constituents, doing the work, and using her council seat to advocate for all Antioch residents—and she has the track record to prove it. District 1 voters need to send her back to the council for four more years of progress.
The Antioch Historical Society is seeking passionate community leaders to join our Board of Directors in 2027.
After 50 years, the Antioch Historical Museum is embarking on an exciting journey of transformation, reimagining how we preserve, share, and celebrate our community’s rich history for future generations. This is a unique opportunity to help guide that vision and ensure that Antioch is preserving its history, including historic buildings.
We are especially interested in individuals with experience in:
• Nonprofit organizations
• Finance and accounting
• Business or organizational leadership
• Fundraising and grant writing.
Serving on the Board is both meaningful and rewarding. You’ll work alongside dedicated volunteers who are passionate about preserving our heritage while helping build a vibrant and sustainable future for the museum.
If you’re ready to contribute your skills, leadership, and enthusiasm to an organization making a difference in our community, we’d love to hear from you.
Please contact us no later than Oct. 25 at 5 p.m. Send email to: carlamarymee@gmail.com if you’re interested.
Join us as we write the next chapter of Antioch’s story.
The Antioch Police Department is asking for the public’s help finding Stephen Simmons, a 33-year-old Antioch man who has a developmental disability and cannot care for himself. Simmons is described as a Black male, 5 feet 6 inches tall, weighing 110 pounds. He was last seen wearing a zip-up jacket and pants.
Simmons was last seen leaving his home in Antioch with a family member on Wednesday, October 14, 2026, at approximately 8:20 p.m. The family member was later located safe in Antioch. The car they were believed to be traveling in was found unoccupied early Friday morning, October 16, on Brannan Street near 7th Street in San Francisco.
Simmons’s current location is unknown. He could be in Antioch, San Francisco, or anywhere in between. The Antioch Police Department is working with the San Francisco Police Department on the search.
Simmons is very soft-spoken and has limited speech. He may not respond to his name or be able to ask for help. Anyone who sees him should approach calmly, stay with him if it is safe to do so, and call 911 right away.
Anyone with information about where Simmons may be, or who saw him at any time since Wednesday night, is asked to contact the Antioch Police Department at (925) 778-2441 and reference case number 26-9954.
Description: • Black male, 33 years old • 5’6″, about 110 lbs, very thin build • Last seen wearing a zip-up jacket and pants
If you have seen Stephen anywhere since Wednesday night, please contact us. Call 911 if you see him. Information: Antioch PD (925) 778-2441 Case #26-9954
