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

—————

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.

By Lt. William Whitaker # 6155, Antioch Police Investigations Bureau

Antioch police responded to a shooting in the 5000 block of Percheron Way on May 5, 2026, at 9:14 a.m. Upon arrival, officers located an adult man who was unconscious, not breathing, and suffering from at least one gunshot wound. Officers rendered aid until paramedics arrived, but the victim, 44-year-old male Antioch resident, died at the scene.

The suspect, a 38-year-old male Antioch resident, was located nearby and taken into custody after breaking into an unrelated residence. The weapon used in the incident was recovered. There is no ongoing threat to the community.

The Antioch Police Department’s Investigations Bureau is actively investigating this case. No additional details are being released at this time.

Anyone who witnessed the incident or has information is asked to contact Detective Becerra at (925) 779-6937 or abecerra@antiochca.gov, or the Investigations Bureau at (925) 779-6926.

Deal with possible lawsuit by city employee during special meeting before another budget study session

Staff does not provide baseline budget to council as requested but shows annual deficits for this, next two years

By Allen D. Payton

CORRECTION: This reporter and members of the community misinterpreted the intent of the agenda items for today’s City Council Closed Session meeting. Because nothing was agendized to discipline or release a city employee, it was not possible for the Council to discuss terminating City Manager Scott.

During a special afternoon Closed Session meeting today, Tuesday, May 5, 2026, the Antioch City Council will discuss City Manager Bessie Scott’s performance evaluation, then deal with a potential lawsuit from an unnamed city employee and appoint an interim city manager. That means Scott could be placed on paid leave. That meeting begins at 4:00 p.m. It will be followed by another budget session at 5:30 p.m.

Scott started in October 2024 and just completed 19 months in her position out of her two-year contract. As previously reported, she was hired on a split, 3-2 City Council vote in August 2024. 

The fact that City staff did not provide “a baseline budget that represents only the required minimum municipal services that the City has to provide” for the 2026-27 Fiscal Year, as requested by the mayor, according to the staff report for the Budget Study Session, that may be one of the reasons for the Council’s actions.

The Closed Session agenda reads as follows:

1) PUBLIC EMPLOYEE PERFORMANCE EVALUATION: CITY MANAGER.

This closed session is authorized pursuant to California Government Code section 54957(b)(1).

2) CONFERENCE WITH LEGAL COUNSEL- SIGNIFICANT EXPOSURE TO LITIGATION. The city is in receipt of facts and circumstances that might result in litigation against the City which are known to a potential plaintiff and that pertain to potential employment-related claims by the potential plaintiff against the City. This closed session is authorized pursuant to California Government Code sections 54956.9(d)(2) and 54956.9(e)(2). Number of cases: One.

3) PUBLIC EMPLOYEE APPOINTMENT: ACTING CITY MANAGER. This closed session is authorized pursuant to California Government Code section 54957.

The legal matter may be a possible lawsuit by Scott if she is being terminated for cause and the council doesn’t plan to pay her six months of severance included in her contract. But that is mere speculation as the agenda provides no other information to the public.

Mayor Ron Bernal and the four council members were asked why they’re holding a meeting to fire the city manager and hire an acting city manager at 4:00 p.m. when most people can’t attend. They were also asked why now when she only has six more months on her contract.

Only Freitas responded with, “They Mayor is responsible for setting the agenda. And, due to confidentiality I am legally prevented from discussing this matter with you.”

Additional efforts to reach Bernal and efforts to reach Scott were unsuccessful prior to publication time.

See Meeting agenda.

Budget Study Session – Includes Deficits for This, Following Two years

For the special Budget Study Session beginning at 5:30 p.m., City staff did not provided the Council with the requested baseline budget. The staff report for the one agenda item reads, “At the Special Meeting of April 21, 2026, the Mayor requested that staff provide a baseline budget that represents only the required minimum municipal services that the City has to provide; to then afford the City Council to layer upon that budget to address priorities. As stated by the City Manager and Finance Director, with only 9 weeks to go until the City is required to adopt a budget, this is an impossible exercise to complete in such a short time frame to ensure we have time to research legal mandates as well as do a thorough review of departmental expenditures for what ‘qualify’ as the bare minimum and what is considered to be beyond the minimum. Should Council want to pursue this budget process, it is recommended to start this in August for building the Fiscal Year 2027-28 budget and potential mid-year adjustment for Fiscal Year 2026-27.”

Furthermore, the staff report reads, “With the budget as presented this evening, Council will need to determine what the acceptable level of deficit they are willing to proceed with and potentially direct specific cuts to incorporate if the Council is not willing to adopt this budget.”

Included in the proposed budget are the adjustments the Council proposed at their meeting on April 28th which amount to almost $2.4 million in cuts, plus, the $5 million transfer from the Budget Stabilization Fund.

Even with those cuts and an annual transfer of $5 million from the Budget Stabilization Fund, the General Fund Budget Summary shows an ending deficit for this year of $4.7 million, proposed for the 2026-27 Fiscal Year of $6.5 million and projected for the 2027-27 Fiscal Year of $13.4 million.

See Budget Study Session agenda.

Meeting Details

The Closed Session will begin and the Budget Study Session will be held in the Council Chambers at City Hall located at 200 H Street in Antioch’s historic, downtown Rivertown. They can also be viewed via livestream on the City’s website, on Comcast Cable Channel 24 or AT&T U-verse Channel 99 and a recording posted later on the City’s YouTube Channel. The public can speak before the Closed Session to give input prior to the council adjourning to the closed door meeting.

Paid effort also working before June 6th deadline in 5 Bay Area counties

By Allen D. Payton

On Wednesday, April 22nd, volunteer transit advocates celebrated gathering 46,300 signatures for the regional transit sales tax funding measure to help qualify it for the November ballot.

“’As of today, we’ve surpassed 46,300,’ wrote advocate Cyrus Hall in a celebratory email, according to a report by StreetsBlog SF. The goal was that by now they would ‘collect 45,000 grassroots signatures for Connect Bay Area by today.’”

While the effort must gather a total of the required 186,000 valid signatures of registered voters in the five Bay Area counties of Contra Costa, Alameda, San Francisco, San Mateo and Santa Clara by June 6, the Connect Bay Area has raised more than $3 million to fund the paid-for effort.

“Insiders told Streetsblog that the larger, paid signature-gathering campaign is also on track, although its exact tabulations are a guarded secret,” the report added.

As previously reported, the proposed half-cent sales tax increase in four of the counties and one cent in San Francisco will last for 14 year duration and would generate about $1 billion per year.

Revenue from the tax measure will benefit multiple transit agencies in the region including Tri Delta Transit, County Connection and WestCat, as well as AC Transit and BART which serve Contra Costa County residents.

Following is a county-by-county breakdown of the County Specific Dollars. It does not include money going to BART, Muni, AC Transit and Caltrain, or to regional improvements that aren’t designated by county, such as coordinated fare programs and accessibility improvements:

County Agencies:

• Contra Costa Transportation Authority (2.5%, $26.51M)
• Alameda County Transportation Commission (1%, $10.26M)
• San Mateo County Transit District (4.7%, $50M)
• Santa Clara Valley Transportation Authority (25.1%, $264.07M)

Small Operators:

• Contra Costa County small operators (1.5%, $15.75M)
• Alameda County small operators (0.5%, $5.25M)
• SF Bay Ferry (0.7%, $7M)
• Golden Gate Transit (0.1%, $1M)

Without new and sustainable operations funding, the BART Board could shut down two of its five lines, close as many as 15 stations, and reduce service from 4,500 trains per week to just 500, with trains running only hourly and no weekend service. (See related article)

Led by 8-member Transition Team; adopts new Mission Statement

By Carla Baker Marymee

ANTIOCH, CA – May 2, 2026 – A new era is taking shape at the Antioch Historical Museum. Located at 1500 W. 4th Street, the museum is embarking on one of the most significant transformations in its history—unveiling an ambitious 5‑year Strategic Plan designed to elevate, protect, and reimagine Antioch’s rich cultural legacy.

At the heart of this effort is the museum’s newly appointed 8‑member Transition Team, a diverse group of community leaders who will guide the plan’s first phase. Members include: Theresa Court, Antioch Historical Society Board President; Janet Farr, Board Member; Mike Green, Vice Principal, Deer Valley High School; Matthew Hart, attorney; Tom Hartrick, business owner; Carla Baker Marymee, Board President‑Elect and business owner; Clifton Mbanugo, business owner; and Donna McGee, Kaiser Permanente Antioch Medical Center Site Director. The team is led by Raymond Davi, Museum Strategic Advisor.

This milestone follows an extensive 18‑month assessment led by Davi, who conducted in‑depth research and interviews with board members, museum members, committees, and community stakeholders. His findings made clear that the museum needed a bold new direction to secure its long‑term future.

To bring that vision to life, consultant Sanjay P. Hukku, PhD was engaged to work with internal and external audiences to shape a comprehensive five‑year plan and a modernized organizational structure. This work was generously funded through an estate gift from longtime museum member Nancy Kelly, whose legacy now helps propel the museum into its next chapter.

The resulting plan establishes a revitalized structure—featuring a Governing Board, Advisory Team, Executive Director (ED), and Friends of the Museum group—and sets a clear roadmap for growth, sustainability, and community impact.

“This plan realigns the museum’s mission, reimagines its role in the community, and positions it as an innovative, engaging, and trusted cultural asset,” said Theresa Court, AHS Board President. “By embracing this new direction, the Antioch Historical Museum is preparing to thrive—preserving the region’s heritage while inspiring future generations.”

During the first year, the Transition Team will focus on foundational work: assessing the historic 1910 Riverview High School building, establishing the new organizational structure, and launching the search for the museum’s first Executive Director.

“The Antioch Historical Museum is at a defining moment,” said Raymond Davi. “At the heart of this transformation is a bold new mission that redefines what the museum stands for and how it connects with the community.”

The museum’s new Mission Statement reflects that vision:

“We welcome curious visitors to explore the extraordinary history in every corner of our community and region. We focus on hidden heroes, untold stories, and surprising moments—bringing them to life through exhibits, outreach, and publications that help young people, families, and visitors of all ages discover that Antioch’s history is impossible to ignore.”

The Antioch Historical Museum is housed in the historic 1910 Riverview High School, listed on the National Register of Historic Places, and is also home to the Antioch Sports Legends Hall of Fame.

The museum is open Wednesdays and Saturdays from 1 p.m. to 4 p.m.

For more information, contact Carla Baker Marymee, Antioch Historical Society Museum Public Relations Strategist, at (925) 775‑8764. Visit the museum on Facebook at facebook.com/antiochhistoricalmuseum or online at https://antiochhistoricalmuseum.org.

BISSELL Pet Foundation’s Empty the Shelters® 10th Anniversary Event

Adoption fees waived in Antioch May 1-17

By Becca Bryant

Today marks the start of National Pet Month, and the timing couldn’t be better.

BISSELL Pet Foundation’s Empty the Shelters® – the nation’s largest funded adoption event – returns May 1-17, 2026, marking the 10th anniversary of the Foundation’s signature program. This milestone event celebrates a decade of lifesaving second chances for shelter pets. Hosted in partnership with 335 animal shelters across 39 states, the initiative helps make adoption more affordable by sponsoring reduced adoption fees of $70 or less. All pets are spayed or neutered, vaccinated, and microchipped—ready to go from kennel to couch.

As shelters face increased intake during the spring months and adoptions struggle to keep pace, this event provides critical relief by helping thousands of pets find loving homes. Since launching in 2016, Empty the Shelters has helped nearly 400,000 pets find homes through partnerships with 909 organizations across 49 states and Canada. 

BISSELL Pet Foundation, a leading national nonprofit founded in 2011 by Cathy Bissell, partners with animal welfare organizations by reimbursing adoption fees so that adopters pay $70 or less. Every pet is spay/neutered, vaccinated, and microchipped – ready to go from kennel to couch.

 “Ten years ago, Empty the Shelters® began with a simple goal—to bring awareness to the incredible pets in shelters,” said Bissell. “Today, it has grown into a national effort that has helped nearly 400,000 pets find families. Those adoptions have opened space for other pets to enter shelters, provided relief for shelter teams, and created the heartwarming joy that only adoption can bring. This impact has been made possible thanks to the commitment of shelters, adopters, donors and supporters across the country. As we celebrate 10 years, we encourage everyone to consider adoption and help more pets find the homes they deserve. It’s never too late to make a difference.”

Antioch Animal Services Participates Again

Antioch Animal Services is participating in the Empty the Shelters® 10th Anniversary Event. Stop by Tuesday through Saturday, 10:00 am – 5:00 pm at 300 L Street in Antioch’s historic, downtown Rivertown.

Antioch’s staff says, “Come check out our amazing pets and perhaps find your new best friend!”

For more information check adoptable pets at https://24petconnect.com/AntiochAdoptablePets or call (925) 779-6989, Tuesday through Saturday, 8:30 am – 5:00 pm.

Additional details & FAQs:

• Events take place quarterly, with emergency activations during shelter crises.
• Each shelter has its own process – contact them directly for applications, adoptable pets, and event hours.
• BISSELL Pet Foundation does not operate a shelter or offer individual pet grants.
• Follow @bissellpets on social media for updates and announcements.
• Adoption saves two lives – the pet going home and the one who takes their place

About BISSELL Pet Foundation:

BISSELL Pet Foundation is a charitable 501(c)(3) nonprofit organization with a mission to help reduce the number of animals in shelters through pet adoption, spay/neuter, vaccinations, microchipping and emergency support. Founded in 2011 by Cathy Bissell, BPF is an extension of her long-standing love for animals and commitment to their welfare. BPF has since partnered with more than 6,025 shelters and rescues across the U.S. and Canada to help pets find loving homes. The foundation is supported by generous donors and BISSELL Inc. where every purchase saves pets. To learn more, visit www.bissellpetfoundation.org.

For more information about BISSELL Pet Foundation’s Empty the Shelters® visit www.bissellpetfoundation.org/programs/empty-the-shelters/#.

Allen D. Payton contributed to this report.