Get to know the candidates for Sacramento mayor, City Council, SCUSD in the 2024 election
Sacramento Mayor
Two candidates
FLO COFER
Age: 41
Residence: Sacramento
Title/occupation: Public Health Professional
Education:
- B.A. in women’s studies, B.S. in chemistry, Spelman College, 2004
- M.P.H in Epidemiology with a concentration in Reproductive and Women’s Health, School of Public Health, University of Michigan, 2006
- PhD in Epidemiologic Science, School of Public Health, University of Michigan, 2010
- California Epidemiologic Investigation Service, 2007
- Nehemiah Emerging Leaders Program, 2016
Work experience:
I am a public health professional, a seasoned California policy expert, and a consistent local advocate working for a Sacramento that supports the health of our vibrant communities and works for everyone. As senior director of policy for Public Health Advocates, I directed the team leading health equity initiatives focused on state policy and prevention, response, and recovery from public health emergencies. I previously led the preconception health initiative for the California Department of Public Health, working to ensure vital maternal health and reproductive coverage was included in the Affordable Care Act.
Civic engagement:
Commissions:
- Measure U Sales Tax Community Advisory Committee (four-term Chair)
- Sacramento Active Transportation Commission
- Mayors’ Commission on Climate Change
- Sheriff’s Outreach Community Advisory Board
- People’s Budget Sacramento
Awards:
- Greater Sacramento Urban League Young Professional of the Year Award
- Sacramento Cultural Hub Exceptional Woman of Color Award Sacramento Business Journal 40 Under 40 Award
- Sacramento Kings Dream All-Star Award
- Sacramento Bee and Nehemiah Top 20 Black Change Makers Award
- Black Women Organized for Political Action Ella Hutch Award
- National Action Network Bridge Builder Award
- Black Leadership Council Exceptional Leadership Award
- Created the Sacramento Sister Circle Voter Guide with BWOPA Sacramento
There are currently 2,600 individuals and an additional 850 families on the waitlist for a city shelter bed. But with the city facing a $77 million projected deficit for the fiscal year that starts July 1, there is no funding for new shelters. How would you try to address the need for shelter beds in light of the city’s budget deficit? In what departments would you explore cuts?
Sacramento does not have a strategic plan to address homelessness. We need an actionable plan with measurable and transparent goals.
First, I would work to establish community-determined sites where individuals can sleep safely and access essential services. These sites can provide immediate relief while keeping costs manageable.
Next, I would leverage partnerships with county, state, and federal programs to secure funding. The county budget is significantly larger than the city’s budget. Working together, we can leverage our resources to better address homelessness and increase affordable housing. Additionally, public-private partnerships are crucial. Healthcare systems bear significant costs from the unhoused using emergency services. State programs (e.g. CalAIM) already exist that could be further utilized to provide funding to keep people housed and avoid more expensive service delivery.
In the long term, simplifying the permitting process for affordable housing projects and putting in place protections for renters and landlords is essential to address the root cause of homelessness. By combining immediate relief with sustainable housing development, we can reduce both homelessness and the costs associated with it.
To address our budget deficit, I would first review existing recommendations for efficiencies. Several years ago, the city of Sacramento paid the consultant Management Partners to review our city budget. They generated 39 different recommendations to save money. While I was chair of the Measure U committee, we consistently prioritized several recommendations for implementation, yet the city failed to take action. The city also recently failed to gain $10 million in state matching funds from CalTrans for public safety infrastructure because we failed to allocate the needed $1 million in city matching funds. Before we discuss cutting programs, I would review the existing recommendations for efficiencies and ensure we are able to streamline city operations without cutting staff and maximize our state and federal matching funds.
The city in recent months is increasingly clearing homeless people off public property without offering a shelter bed, and also issuing criminal citations, charging hundreds of dollars for camping-related violations. If you were mayor would you propose a council action to soften these enforcement tactics, increase them, or leave them the same?
We need an effective public health strategy to address homelessness. While it’s frustrating and heartbreaking to see people sleeping on our streets, quick-fix solutions like jailing and fining people don’t work.
Moving people and issuing citations is costly and ineffective. It breaks the trust needed for ongoing care and burdens overworked service providers and the 911 system. Issuing fines only makes it harder for people to recover. Accountability for crime is important, yet jailing and fining people is temporary, counterproductive, and by far the most expensive “housing” option.
Sacramento needs collaborative, immediate, and long-term solutions. First, I will work to establish community-identified sites where people can access basic services like electricity, water, and safe places to sleep. Other cities, like Portland, have had success with managed, temporary, outdoor communities using tiny homes or RVs. These sites can serve as an interim solution, allowing service providers to engage with individuals and connect them to needed services such as mental health care, addiction support, and housing.
Second, we must stabilize the 200 chronically unhoused people involved in repeated 911 calls and trips to emergency departments. I will partner with service providers, emergency departments, the county jail, local businesses, SHRA, and the county to create a continuum of medical care, case management, and permanent supportive housing to stabilize these individuals, leveraging CalAIM funding.
Third, I will work with our school districts to pass policy and allocate funding to house and serve the families of children experiencing homelessness, aiming to end childhood homelessness in Sacramento by 2028. Ending homelessness in children is key to breaking the cycle.
Finally, I will streamline city processes to make it easier to open high-quality transitional housing, giving people a real pathway to stable environments. This approach is both humane and effective in addressing the root causes of homelessness.
To settle a lawsuit, the city in July 2023 paid a whopping $18.5 million for a K Street building. It still sits empty in the heart of downtown. What should the city do with it?
As mayor, I would like to partner to create a mixed-use space with retail and social services on the ground floor and affordable/attainable housing units above. Downtown Sacramento needs more housing options both to provide housing for people just entering the workforce and to bring more customers downtown to help the businesses in that area thrive.
This is especially important because downtown Sacramento is the gateway to the city for visitors, including those who may want to do business in the city of Sacramento. Having a thriving community without vacant properties sets the tone for the experience and perception of the city. Activating this site is important for boosting economic development in the important K Street pedestrian and transit path linking DOCO and Safe Credit Union Convention Center.
KEVIN MCCARTY
Age: 52
Residence: Sacramento
Title/occupation: Assemblymember/Father
Education:
- Cameron Ranch Elementary School, Sacramento, CA
- Churchill Middle School, Sacramento, CA
- El Camino High School, Sacramento, CA
- Winterstein Adult School, Sacramento, CA
- American River College, AA degree
- B.A. in political science, CSU Long Beach
- M.A. in public policy and administration, CSU Sacramento
Work experience:
- Higher education budget and policy advisor, 1997-2006
- Preschool advocate, 2006-14
- Sacramento City Council member, 2004-14
- CA State Assembly member, 2014-24
- Education Budget Committee chairman
- Public Safety Committee chairman
Civic engagement:
- Youth baseball coach, South Sacramento Jr. Giants Youth Baseball Program
- Youth softball coach, East Sacramento Little League
- Volunteer mentor and board member, Sacramento Big Brothers Big Sisters
- Commissioner, Sacramento Housing and Redevelopment Commission
- Member, UC Davis Health System Community Advisory Board
There are currently 2,600 individuals and an additional 850 families on the waitlist for a city shelter bed. But with the city facing a $77 million projected deficit for the fiscal year that starts July 1, there is no funding for new shelters. How would you try to address the need for shelter beds in light of the city’s budget deficit? In what departments would you explore cuts?
It is clear that the city of Sacramento cannot tackle the issues around homelessness alone. With the city facing a deficit, we will need assistance from the county, the state and the federal government to tackle these issues. In addition, as was pointed out by the Sacramento grand jury, the county and cities in Sacramento county need to work together to target these issues. This is an important issue for me, one that I attempted to address this past legislation session. We cannot solve the problems around homelessness alone. I will continue these efforts as mayor.
The city in recent months is increasingly clearing homeless people off public property without offering a shelter bed, and also issuing criminal citations, charging hundreds of dollars for camping-related violations. If you were mayor would you propose a council action to soften these enforcement tactics, increase them, or leave them the same?
My first priority as mayor would be to audit the programs that are designed to address homelessness. We need to know what is working and what is not. I have been clear we cannot allow camping in front of our businesses, in our parks and neighborhoods. But we must be clear in where people can go. I continue to look into Safe Ground sites where people can stay in safety and get the much needed services. I have already highlighted several of these sites mostly in former city corporation yards. These are lots the city used to park vehicles and store materials. This is a start, but more work will be needed to address these issues.
To settle a lawsuit, the city in July 2023 paid a whopping $18.5 million for a K Street building. It still sits empty in the heart of downtown. What should the city do with it?
We should build needed affordable housing with this K Street parcel. I would look to give it away for free to a housing developer to build much-needed affordable housing on the site. This would address two key city issues: (1) producing more workforce and affordable housing and (2) repopulating and energizing a blighted area in our city core. This historic 114-year-old site has already been evaluated as a worthy office to housing adaptive re-use site. This project would build on the work I’ve already started by working to convert vacant state offices into much needed housing.
Sacramento City Council, District 2
Two candidates
ROGER DICKINSON
Age: 74
Residence: Sacramento (Woodlake Neighborhood) City Council District 2
Title/occupation: Housing/Transportation Advocate
Education:
- B.A. in political science, UC Berkeley, 1973
- J.D., UCLA, 1976
Work experience:
Roger has litigated cases up to the California Supreme Court on behalf of consumers.
Roger served on the Sacramento County Board of Supervisors from 1994-2010 and in the State Assembly from 2010-2014. As a legislator, Roger focused on environmental quality, education, health and human services for children and families, and economic development.
From 2016-2019, Roger served as the executive director of Transportation California when SB 1, which generates more than $5 billion per year for transportation, was passed. Roger currently serves as the policy director for CivicWell, which assists local governments on housing, transportation, water, energy, and climate issues.
Civic engagement:
- Leading the successful conversion of McClellan Air Force Base to a thriving business park
- Building Raley Field/Sutter Health Park
- Building the Sacramento County Primary Care Clinic
- Building and expanding light rail
- Achieving 200-year flood protection for Sacramento
- Leading the establishment of the Dry Creek Parkway
- Leading the creation of Yes to Youth and Birth and Beyond family support programs
- Authoring legislation to reduce school suspensions for willful defiance
- Authoring legislation to allow the formerly incarcerated to obtain employment
- Authoring legislation to provide sustainable groundwater (The Sustainable Groundwater Management Act)
- Leading the protection of the American River Parkway
There are currently 2,600 individuals and an additional 850 families on the waitlist for a city shelter bed. But with the city facing a $77 million projected deficit for the fiscal year that starts July 1, there is no funding for new shelters. How would you try to address the need for shelter beds in light of the city’s budget deficit? In what departments would you explore cuts?
It will be incumbent on the city to take an “all of the above” approach to providing shelter for those seeking it. Such an approach includes employing strategies such as using state legislation to reduce the time and cost to locate tiny homes, trailers, and additional shelter facilities; exploring the San Antonio model of a designated location for shelter with a full range of on-site services and assistance; collaborating with the county and other cities to most efficiently and effectively use the resources available to provide shelter; working with the business, faith, and nonprofit sectors to generate resources and shelter capacity; seeking to reunite those in need of shelter with family members who can provide shelter; and aggressively seeking state and federal funding to augment local resources; among other strategies.
The city in recent months is increasingly clearing homeless people off public property without offering a shelter bed, and also issuing criminal citations, charging hundreds of dollars for camping-related violations. If you were mayor would you propose a council action to soften these enforcement tactics, increase them, or leave them the same?
Homelessness is an overriding issue that is not good for anyone: not the neighborhoods and residents who bear the impacts of homelessness; not the local businesses that contend with the effects of homelessness; not the environment, which is degraded by the results of homelessness; and certainly not the homeless themselves, who suffer insecurity, instability, and exposure.
I have extensive experience working on reducing homelessness as a county supervisor, including leading the effort to develop the 10 Year Plan to End Chronic Homelessness along with then-Mayor Heather Fargo.
Here are the steps we must take:
- Clean up our streets and parkways. Attack illegal dumping.
- Prioritize resources to prevent those at risk from losing their housing.
- Collaborate with the county to expand mental health and addiction treatment.
- Work with community, business, and faith leaders and organizations to reduce homelessness.
- Ensure the state provides certain and predictable funding to reduce homelessness.
- Expand new housing, including affordable and market rate housing, to reduce the cost of housing.
To settle a lawsuit, the city in July 2023 paid a whopping $18.5 million for a K Street building. It still sits empty in the heart of downtown. What should the city do with it?
The city must adopt an innovative and development-minded approach to use of the site. First, the city should examine the feasibility of adaptively reusing the building for housing or mixed use, including housing. The property at 12th and K Streets where Ella is located could be a model for such a conversion. If adaptive reuse is not feasible, the city should consider leasing or selling the building to a private or nonprofit party to use for office or related purposes, as has been done elsewhere on K Street. A third alternative would be to sell or lease the site to a private party for redevelopment with the city committing to investing a portion of the property taxes generated by the site back into site improvements. This approach has been used in various places, including by Sacramento County to attract private investment at McClellan Park.
STEPHEN WALTON
Age: 43
Residence: North Sacramento
Title/occupation: Real Estate Agent
Education:
I am a proud graduate of Grant Union High School, class of 1999. I played basketball at American River College from 1999 to 2001, which led to a full-ride Division 1 basketball scholarship at Morris Brown College in Atlanta, GA, where I studied from 2001 to 2003. In my senior year, I returned to Sacramento to attend California State University, Sacramento, from 2004 to 2005, majoring in Theatre Arts.
Work experience:
As a Realtor with over 15 years at NextHome Equity Shield and Rodeo Realty, I’ve managed complex transactions, developed investment strategies, and advocated for attainable housing. I also served as a property evaluator for Innovative Investments, assessing property values and collaborating with city officials. My project management experience includes overseeing real estate development at The Martin Group. I served as a press assistant at the California Secretary of State, assisting with managing media relations and coordinating press events. I’ve been a financial literacy coach since 2015, teaching over 400 students essential financial skills to build a strong financial foundation.
Civic engagement:
With a strong track record as a community ambassador for the City of Sacramento and a community advisor for the Marysville & Del Paso BLVD Action Plan, I’ve worked to drive meaningful change. I graduated from the City Management Academy in 2023 and the Community Engagement Academy in 2020. My leadership in organizing neighborhood beautification projects and serving as a Neighborhood Watch Captain underscores my commitment to community safety. I was also introduced to politics as a press assistant at the California Secretary of State during the Governor Gray Davis recall election.
There are currently 2,600 individuals and an additional 850 families on the waitlist for a city shelter bed. But with the city facing a $77 million projected deficit for the fiscal year that starts July 1, there is no funding for new shelters. How would you try to address the need for shelter beds in light of the city’s budget deficit? In what departments would you explore cuts?
Sacramento’s homeless crisis requires urgent action, but addressing it must not come at the cost of essential services, particularly in District 2. For too long, our district has been deprived of key basic city services one of the reasons I’m running for City Council is to restore those services that residents desperately need. Cuts to these critical services are not an option.
Instead, we must focus on creative, cost-effective solutions. Public-private partnerships can help convert underutilized spaces into temporary shelters. Additionally, seeking state and federal grants for homelessness initiatives can provide much-needed resources without burdening the city’s budget. Modular or “tiny home” communities are another affordable and immediate alternative to traditional shelters.
To address the budget deficit, I would explore delaying non-essential capital projects and streamlining city administration for greater efficiency. However, we must protect the services that are the backbone of our communities. Balancing immediate shelter needs with long-term investments in affordable housing and mental health services will not only reduce homelessness but also relieve the strain on emergency resources.
By prioritizing the restoration of basic services and leveraging partnerships for shelter solutions, we can meet the needs of our residents without further depriving District 2 of the resources it has lacked for far too long.
The city in recent months is increasingly clearing homeless people off public property without offering a shelter bed, and also issuing criminal citations, charging hundreds of dollars for camping-related violations. If you were mayor would you propose a council action to soften these enforcement tactics, increase them, or leave them the same?
The current practice of enforcing homelessness laws without offering shelter beds is counterproductive and harsh. Criminalizing homelessness only exacerbates the problem by trapping individuals in a cycle of poverty and making it harder for them to recover.
As mayor, I would propose softening these enforcement tactics. Our focus should shift from punishment to compassion and support. We need to invest more in outreach programs that connect people experiencing homelessness with services such as mental health care, addiction treatment, and job training. Rather than issuing criminal citations, we should focus on providing resources to help individuals transition off the streets.
That said, enforcement should still be applied to situations where public safety is at risk. But even in those cases, the focus should be on rehabilitation rather than punishment. It’s important to maintain order, but not at the expense of the vulnerable. Compassionate enforcement strategies, coupled with enhanced services, would make a bigger impact on both homelessness and public safety.
To settle a lawsuit, the city in July 2023 paid a whopping $18.5 million for a K Street building. It still sits empty in the heart of downtown. What should the city do with it?
The K Street building lies at the heart of Sacramento’s downtown core and represents a major opportunity for revitalization. Leaving it empty is a mistake, especially when we can turn it into a beacon of Sacramento’s economic future.
I propose using public-private partnerships to renovate the building into a hub for small businesses and startups. By creating a mixed-use space featuring offices, residences, and commercial outlets, we can foster a thriving environment for entrepreneurship and innovation. The building could house affordable office spaces for startups, residential units for young professionals, and retail that serves the growing downtown community.
This project would not only inject life into the downtown core but also drive job creation and economic growth. It would signal that Sacramento is ready to support new industries and embrace innovation. Turning the K Street building into a vibrant, mixed-use hub aligns with our city’s long-term goals of promoting economic prosperity and showcasing Sacramento as a forward-thinking, innovative city.
Sacramento City USD, Area 3
Two candidates
ROLANDA WILKINS
Age: 53
Residence: Sacramento
Title/occupation: Youth Advocate
Education: I graduated from Sacramento High School in 1990. Rather than pursuing college, I committed to Sacramento’s nonprofit sector, where I gained 25 years of experience. My work focused on empowering youth and families, contributing to the community through leadership and development programs.
Work experience: I have over 30 years of experience in Sacramento’s nonprofit sector, focusing on youth and family empowerment and wellness. From 1990 to 2011, I served in various roles at Birthing Project, including administrative assistant, program manager, and associate director. I also led the Earth Mama Healing Foundation, managing programs in 15 schools and assisting thousands of youth and families. My work includes helping establish Nia, the Birthing Project Clinic, and supporting projects in over 100 communities across eight countries, with a career dedicated to community leadership and international health initiatives.
Civic involvement: My civic involvement spans over 30 years in Sacramento’s nonprofit sector. I have produced community events like the Harriett Tubman Community Youth Leadership Award, Grandma Hands, and Men of Honor Community Tributes for over 10 years. I have also organized youth summits to prepare and empower young people. For 11 years, I led the Quality of Life Road Trip and have organized international health delegations and community development initiatives.
The district was recently given an F for its special education programming? What needs to be done to bring SCUSD into compliance with state special education law and ensure that children with disabilities are receiving an appropriate education?
To address the F grade in special education programming and bring SCUSD into compliance, several critical steps are necessary:
Conduct a Comprehensive Review: Begin by evaluating current special education programs and Individualized Education Programs (IEPs) to ensure they meet state and federal legal requirements. This review should identify gaps and areas needing improvement.
Enhance Professional Development: Provide targeted training for teachers, administrators and support staff on special education laws, inclusive teaching practices and strategies for effectively supporting students with disabilities. Ongoing professional development is key to maintaining high standards and keeping up with evolving regulations.
Allocate Resources: Ensure adequate funding for special education programs. This includes hiring qualified special education personnel, investing in appropriate educational materials, and providing assistive technologies that support student learning and participation.
Engage Parents and Community: Strengthen communication and collaboration with parents and guardians of students with disabilities. Involve them actively in the development and review of IEPs, and provide them with resources and support to advocate for their children’s needs.
Implement Monitoring Systems: Establish a robust system for monitoring and evaluating the effectiveness of special education services. Regular audits and performance assessments should be conducted to ensure compliance with legal standards and to track progress toward improving educational outcomes for students with disabilities.
By addressing these areas, SCUSD can improve its special education programming, ensuring that all students with disabilities receive the appropriate and effective education they are entitled to, and ultimately raise the district’s performance in this critical area.
How do you plan to approach your relationship with SCTA as the district moves forward from a tumultuous few years (former superintendent stepping down, SCTA strike)?
To approach the relationship with SCTA as the district moves forward, my plan includes the following strategies:
Open Communication: Establish regular, transparent dialogues with SCTA to build trust and address concerns. Listening actively to their perspectives and feedback is crucial.
Collaborative Problem-Solving: Work together with SCTA to develop solutions for ongoing issues, ensuring that both the district’s and the association’s priorities are considered in decision-making processes.
Commitment to Stability: Focus on creating a stable and supportive environment following recent disruptions. This involves working to address any lingering concerns from the former superintendent’s departure and the strike, and ensuring that staff feel supported and valued.
Shared Goals: Align on common goals such as improving student outcomes and enhancing educational quality. Collaborate on initiatives that benefit both educators and students, fostering a sense of partnership and shared mission.
Supportive Leadership: Provide consistent and supportive leadership to rebuild relationships and morale. This includes addressing any grievances fairly and promptly and recognizing the contributions of SCTA members.
By focusing on these approaches, I aim to foster a positive and productive relationship with SCTA, which will help the district move forward effectively and collaboratively.
How do you plan to address the achievement/opportunity gap in the district?
To address the achievement and opportunity gap in the district, I plan to implement a multi-faceted strategy focusing on equitable access, targeted support, and community engagement:
Data-Driven Analysis: Begin with a comprehensive analysis of student performance data to identify gaps and disparities. This will help target interventions where they are most needed and track progress over time.
Equitable Resource Allocation: Ensure that resources are distributed based on need, prioritizing schools and students who require additional support. This includes investing in educational materials, technology, and extracurricular programs that support underrepresented students.
Targeted Interventions: Develop and implement targeted programs aimed at addressing specific needs. This could involve expanding early intervention programs, offering afterschool tutoring and providing specialized support for students with learning disabilities or those who are English-language learners.
Professional Development: Provide ongoing professional development for teachers and staff focused on culturally responsive teaching, differentiated instruction, and strategies to support diverse learners. Empower educators with the skills needed to address varied student needs effectively.
Family and Community Engagement: Strengthen partnerships with families and community organizations to support student success. Provide resources and workshops for parents to help them support their children’s learning at home and involve community partners in enrichment activities and mentorship programs.
Inclusive Curriculum: Ensure that the curriculum reflects diverse perspectives and histories, promoting an inclusive environment where all students can see themselves represented and feel valued.
Monitor and Adjust: Regularly assess the effectiveness of implemented strategies and make data-informed adjustments as needed. Solicit feedback from students, families, and educators to refine approaches and ensure they meet the evolving needs of the district.
By focusing on these strategies, we can work to close the achievement and opportunity gaps, providing all students with the support and resources they need to succeed.”
JOSE M. NAVARRO
Age: 47
Residence: Rancho Cordova
Title/occupation: Systems Software Programmer
Education: Attended the University of California, Berkeley with a major of geophysics. I mentored and tutored kids in local Bay Area middle schools and high schools. I attended California State University, Sacramento, with a major in Computer Science. I also attended multiple Junior Colleges in the Bay Area and in Sacramento.
Work experience: I have been doing Information Technology (IT) work since the early 2000s when I worked for SBC DSL operations. Even when I was working for nonprofits, I was my own information technology (IT) department.
I have been working for the state of California for about 11 years. I spent about three years as an engineering intern and I have been at my current position as systems software programmer for about eight years.
Civic involvement: I was an internal organizer for SEIU local 1877 and part of my job was to mobilize members for political campaigns to phone bank or walk for candidates that supported workers in their policy decisions. I am an active member of SEIU local 1000 and president of Latino Democratic Club of Sacramento County and I volunteer to phone bank, text bank or canvass for candidates that share my values. I ran for the same office in 2020 that I am running again this November.
The district was recently given an F for its special education programming? What needs to be done to bring SCUSD into compliance with state special education law and ensure that children with disabilities are receiving an appropriate education?
I read the district response to the grand jury findings and recommendations approved on September 5th, 2024. In the district responses to the findings by the grand jury the district agreed with all 9 findings. In the district response to the recommendations to the grand jury the district agreed to implement the recommendations or that the district was already implementing the recommendations or scheduled to implement the recommendations starting this school year by either the Comprehensive Coordinated Early Intervening Services (“CCEIS”) Plan or the Black Parallel School Board (“BPSB”) Action Plan.
If the recommendations all get implemented, then that will be success, but the issue is that everything that was recommended by the grand jury was minimal to be in compliance with the law and it has been years that the district has not complied with their obligations with regards to special education or in other words they haven’t complied with the recommendations of the grand jury report. That is the reason the report came about to begin with.
It would make sense that the district governing board would want more oversight this time around to make sure the staff are implementing the recommendations from the grand jury report. I believe a board member spoke on this type of oversight. It would be a committee that could include parents, teachers, special education aides, experts in special education, and even a grand jury member. I am in favor of also creating this committee to have oversight locally for a limited amount of time. “
How do you plan to approach your relationship with SCTA as the district moves forward from a tumultuous few years (former superintendent stepping down, SCTA strike)?
Collaboration with staff — we can’t go back to the days of disagreements with our labor partners. One wrong person in the school board can send us backward. I want to continue in the right direction so we can work together to provide the best education for our kids, especially our most vulnerable kids. I am also excited to be involved in implementing community schools and continuing the teacher home visits.”
How do you plan to address the achievement/opportunity gap in the district?
Strong foundation, we need to make sure are kids have strong reading, writing, math, and basic science skills. If the kids can’t read, they can’t do math or do basic science. Going back to working together is has been shown that fostering connections of the parents, school staff, community leaders and kids is the best way to close the equity gaps. We must also spend the money to get reading specialist.
Sacramento City USD, Area 4
Three candidates
Jay Martinez
Age: 37
Residence: Sacramento
Title/occupation: Small Businessman/Father
Education:
- SCUSD Schools - K-12
- Sacramento State - B.A. Philosophy (2010)
Work experience:
- Landscape Contractor and Designer, 2013-2024
- California Landscape Contractors Association
- Sacramento Chapter Board Member, 2016-2021
- Statewide Director of Legislation, 2021-2024
- Industry Certifications: QWEL, RQP, ICPI-CCPI, ICPI-RS
Civic involvement:
- Colonial Village Neighborhood Association – President, present
- Sacramento City Unified School District, Citizen Bond Oversight Committee (CBOC) – Committee Member (Appointed by SCUSD Board), present
- Sacramento Taxpayer’s Association – Committee Member, present
- Sacramento County CPAC, 2023-2024
- Catholic Diocese of Sacramento – Volunteer, since 1997
The district was recently given an F for its special education programming? What needs to be done to bring SCUSD into compliance with state special education law and ensure that children with disabilities are receiving an appropriate education?
We are a grassroots campaign of small donations and small donors. Our top donor has donated $100 at this time. We have had small businesses and parents donate some materials as well to the campaign, as we share the same values of trying to create SCUSD a better school for Area 4.
How do you plan to approach your relationship with SCTA as the district moves forward from a tumultuous few years (former superintendent stepping down, SCTA strike)?
SCUSD has had ongoing issues with failing its special education population and black population in special education since 2017, unfortunately. Parents of the district of special needs students initially held specific sessions back then to try and address these inequalities of students not getting the proper education they deserve, and for not receiving attention for IEP plans for each individual student. Nothing was done.
Regarding Black special education students in the district, I believe that the Black Parallel School Board (BPSB) in filing a suit against SCUSD was the last thing they wanted to do, but was a necessary action due to the continued failures in special education. The BPSB to me seems to take this issue very seriously, and I think that the prescription that they have can largely work to be followed in order to finally get Black special education students (and all special education students) to succeed.
What needs to be done to bring SCUSD into compliance with state special education law and to ensure that children with disabilities receive an appropriate education is to follow the framework of the BPSB, in conjunction with a new special sub-committee to bring SCUSD into compliance.
I will motion to launch a special education advisory committee (for all students) to ensure that this problem is resolved, and new practices are put into place. If elected I will volunteer and pledge to be a part of this committee, and will also take it a step further in inviting special education parents, a representative from the Grand Jury, and perhaps a member from the State Legislature/DOE (staffer) who can help be a part of the solution. Since I currently serve on a SCUSD committee now, I will have no issue getting to work on this day one.
How do you plan to address the achievement/opportunity gap in the district?
My perception of teachers and the SCTA for my entire life was always a positive one. My K-12 teachers at SCUSD made a profound difference in my life, and I know the SCTA were involved with most teachers to try and look out for the those teachers, and the profession as a whole. I am for great teachers, who we entrust with our kids, and accordingly good pay for teachers.
think at this juncture we need a school board representative in Area 4 that can work with diverse professionals at the SCTA and meet them where they are at. Everyone needs to be heard and understood.
I was a former Director of Legislation for a Statewide nonprofit organization, and was able to meet with legislators in the Assembly and Senate to speak to them about importance of the environment and jobs. This is to say I have worked well and I will work well and professionally with SCTA. I hope to turn the leaf of the past, and amicably and diligently collaborate as very best as possible with SCTA, understanding the issues that are important to them and balancing that with what is best for our students. I will represent a much-needed change so that administration and SCTA can continue to work towards a better relationship.
Our students depend on us working together, and my approach will be one of good faith with SCTA. I understand that at present there was some agreement with SCTA and SCUSD regarding pay negotiations, and would like to be onboard to pick up off the positive points regarding this going into the future.
How do you plan to address the achievement/opportunity gap in the district?
In 2023, SCUSD students, according to the California Department of Education, are seeing only approximately 30% of students succeed in Math and 65% of students in English. While English/Language Arts is not as bad as Math, I think that these two metrics need much more attention, and they must be improved.
I think that improving these metrics is how we help close the achievement gap in the district. I realize that this is not an easy task by no means—this has been an issue for the district since I was a student in the district at least 20 years ago.
However, to combat this issue head-on, I would like to work with schools in Area 4 (and other schools or administrators) in finding additional funding and grants for afterschool tutoring. I will proactively call on our state and federal legislators to see what innovative steps can be taken to procure additional funds and grants to make this a reality. I feel tutoring, if taken advantage of and used on a consistent basis, can turn the tide in one’s academics substantially, especially in Math and English.
After speaking to parents and teachers in the district, they feel more reading practice, and subsequent confidence acquired therein, can crossover into reading and doing better in math and other subjects, which is seemingly counterintuitive in a prima facie manner. If true, however, our many ESL students and Hispanic students absolutely need additional tutoring in order to improve academically overall, and obtain a well-rounded education. Approximately 40% of students at SCUSD are Hispanic, many of which are English as a second language students, who could substantially benefit from increased afterschool tutoring.
Victoria Vasquez
Age: 48
Residence: Southeast Sacramento
Title/occupation: Mother/Nonprofit Manager
Education: American River College, Sacramento City College
Work experience: I have experience in compliance, communities and youth programming. I am the current Grants & Public Policy Manager for California ReLeaf, a statewide network of urban forestry nonprofits. I secure state, federal and private funding to subgrant and advocate on the state level for stronger policies to best serve nonprofits and urban trees. I provide compliance training for nonprofits to achieve success in delivering on time and within scope. I served as a community organizer in Area 4 for the Sacramento Tree Foundation to help mitigate extreme heat, air pollution and create stronger public health outcomes for resilient communities.
Civic involvement: I am the current Chair of the Youth, Parks & Community Enrichment Commission and have served since 2021. I served as Troop Leader for LPSU 147 for eleven years, through the 2024 session. I serve on the board of Project Lifelong, a local nonprofit that serves youth through alternative outdoor sports programming and mentorship.
The district was recently given an F for its special education programming? What needs to be done to bring SCUSD into compliance with state special education law and ensure that children with disabilities are receiving an appropriate education?
I agree with the recommendations of the Sacramento County grand jury which directs the board to encourage a collaborative process amongst administrators, staff and teachers to develop a working plan. Importantly, this plan must provide them with professional training and support needed to implement it. Engaging and supporting the families of students who receive special education services should be an integral part of the plan, as SCUSD needs to rebuild trust alongside achieving modern and efficient compliance.
The board needs to adopt a clear and strong policy to standardize a high level of special education service across all campuses in tandem with prioritizing funding for a system to ensure the needs of students and families are being met consistently and equitably. Consistent evaluation of implementation and seeking feedback from families served will help to facilitate refining the process throughout the future and promote a strong cohesion between the intent of the plan and its daily practice.
I was not surprised to learn of the failing status of special education programming after spending fourteen years within SCUSD. As a friend to many families who left the school district in frustration due to the absence of accommodations, refusal to consistently create or implement IEPs/504s and lack of support to help families navigate these failing processes, I understand why our enrollment numbers have decreased.
I have begged, advocated for, and found solutions for compliance as a parent which have yet to be achieved, causing my children to feel unvalued. I helped to write a current SCUSD policy and helped to pass a statewide policy protecting the rights and safety of students. I am ready to advocate for all students in a way that takes practical and sustainable action, protecting their needs, rights and dignity while respecting and supporting their caretakers.
How do you plan to approach your relationship with SCTA as the district moves forward from a tumultuous few years (former superintendent stepping down, SCTA strike)?
I believe our educators are the backbone of our schools and need better support, resources, and recognition to help them thrive. The relationship I would hope to develop with SCTA would be one of mutual respect. There is a trajectory towards positive change with the completion of the strike, and with a new superintendent that I hope to continue to grow, while providing the best education for students.
Teachers know how to best advocate for the support that they need in the classroom to serve our students.
How do you plan to address the achievement/opportunity gap in the district?
The gap in opportunity provided to SCUSD students is undeniable. In order to truly practice equity in providing for our students, we must prioritize resources for those who have historically not received them. Principals need to be accountable for creating an inclusive and supportive culture for all students to succeed. When I served on the School Site Council, reducing the number of detentions for Spanish speaking students was a priority we actively worked to improve. Through intentionally seeking out which supports might reduce the incidences of discipline and budgeting for them, the principal was successful in reducing the gap, but when the principal changed, so did the priorities and the outcomes.
Additionally, strengthening community relationships to provide services through county, nonprofits and local initiatives can bring relevant and modern support to the forefront of our intentional change.
April Ybarra
Age: 38
Residence: Avondale, Sacramento
Title/occupation: Community Volunteer
Civic involvement: My civic involvement has largely been through my involvement as a parent in SCUSD. I’ve Served the school site council in each school my daughters have attended. I’ve served SCUSD’s LCAP, I currently serve on the SCUSD Community Schools Advisory Committee, and I’m the chairperson of the School Site Council at Hiram Johnson HS. I have been on both the District English Learner Advisory Committee (DELAC) and ELAC’s. In 2018-19, I was also a representative of the CDE’s Ad Hoc Committee to develop a metric on Family Engagement. I have been active in Sac ACT and other advocacy organizations.
The district was recently given an F for its special education programming? What needs to be done to bring SCUSD into compliance with state special education law and ensure that children with disabilities are receiving an appropriate education?
One of my daughters is a student with disabilities and has experienced the enormous challenge that parents and students with disabilities face in SCUSD. Special Education is in crisis in SCUSD. Going back to a least seven years ago, beginning with the Council of Great City Schools audit of SCUSD through the various complaints filed with California Department of Education, continuing with the Black Parallel School Board 2019 lawsuit in which the Board of Education finally adopted an action plan at its September 5th meeting, through the Grand Jury report, all indicators are that addressing the crisis in Special Education needs to be the District’s highest priority.
After several years of delays, the district leaders are now actively engaging with the Sacramento City Teachers Association to design a comprehensive program of student interventions and supports known as Multi-tiered Systems of Support (MTSS). Under Superintendent Lisa Allen, district administrators are working together with educators to recruit and retain staff who reflect the diversity of our students, with a particular emphasis on filling vacancies among special education teachers, classroom aides and other professionals. In conjunction with a fully resourced MTSS program, emphasis also must be placed on providing the ongoing professional development for educator, including mandatory implicit bias training for all staff.
One of the most significant developments which is explored further below is that the adversity that existed between the District and SCTA has been replaced with cooperation. And no place is this cooperation more needed than all of us coming together to improve how we educate our students with disabilities.
How do you plan to approach your relationship with SCTA as the district moves forward from a tumultuous few years (former superintendent stepping down, SCTA strike)?
Through my work in the Parent Teacher Home Visits nonprofit, and as a parent volunteer at all levels of SCUSD I have worked closely with teachers, administrators, and professional and classified staff. In the nearly fifteen years that I have been an active parent, the level of cooperation now between SCTA and the District is higher than it has ever been. The SCTA strike in the spring of 2022 was a turning point. It’s common knowledge that I was one of the organizers of the parents and students who camped outside the superintendent’s office in an effort to end the strike, and I was proud to play a part in helping to produce a settlement after 8 days of striking. Since then, by all accounts conflict has been replaced with cooperation.
Since the leadership change a little over one year, two rounds of negotiations have occurred between SCTA and SCUSD without any of the rancor or adversity that occurred in previous negotiations. The parties were able to reach an agreement to provide an extra 8 days of learning opportunities at the beginning of the 2024-25 and 2025-26 school years that will also prevent SCUSD from losing $47 million in penalties for failing to provide required instruction to students. Those additional resources will be used to improve staffing. At the beginning of the school year, Superintendent Lisa Allen and SCTA President Nikki Milevsky jointly welcomed the 2300 certificated educators back to school and helped to convene three days of pre-service professional learning that were incredibly well-received by educators.
Is it a coincidence that enrollment in SCUSD this year is significantly higher than the district budgeted and attendance, at over 94%, is actually higher than it has been in the last several years. Cooperation works.
How do you plan to address the achievement/opportunity gap in the district?
As mentioned above, the starting place really needs to be start with addressing the crisis in special education. Beyond that, but not necessarily in this order, we need to address:
- The basic functionality of the district. Students need to be enrolled, vacancies need to be filled in a timely way, staff need to be paid on time and accurately, educators should have the supplies and materials they need to properly educate our students.
- We need to continue to improve student attendance. Students can’t learn if they aren’t in class.
- We need to expand Career and Technical Education (CTE).
- We need to recruit and retain staff who reflect the diversity of our District.
- We need to provide highly effective and motivating professional development, with a strong emphasis on implicit bias.
- Perhaps as importantly, as school board members we have to be actively engaged with our communities and involved in all of our school sites.
This story was originally published October 6, 2024 at 4:55 AM.