Revived forum delivers full-scale accounting of Sacramento County operations, challenges and future direction
The State of the County returned to Folsom on Wednesday for the first time in many years, filling the Lakeside Church auditorium as Sacramento County District 4 Supervisor and Chair of the Board of Supervisors Rosario Rodriguez delivered a sweeping, insightful and deeply detailed address outlining the full scope of county government—its operations, its performance, its challenges and the decisions shaping its future.
Revived after a lengthy hiatus and presented by Choose Folsom in partnership with the Sacramento County Board of Supervisors office, the event brought together elected officials, business leaders and regional stakeholders for what became a comprehensive, data-driven and fully transparent public accounting of Sacramento County government.
Rodriguez opened the morning by acknowledging dignitaries and community leaders in attendance, asking for recognition of those present. She also thanked the Folsom Chamber of Commerce for hosting the event and then explained that the return of the State of the County was intentional and necessary.
“I believed it was important to bring back the State of the County because this kind of public accounting matters,” Rodriguez said. “Our residents deserve to know where their county government stands. They deserve to hear, clearly and directly, what we have accomplished, where we are falling short, and what they should expect from us next.”
Rodriguez framed Sacramento County as a system operating at significant scale and complexity. Serving more than 1.6 million residents across 994 square miles, the County includes seven cities and the second-largest unincorporated population of any county in California. It operates with a budget exceeding $9.2 billion and employs more than 12,500 individuals who deliver services across a wide range of functions.
“We manage a budget of more than $9 billion, and with that scale comes enormous responsibility,” Rodriguez said.
Those responsibilities span public safety, healthcare, behavioral health, infrastructure, parks, water resources, airports and economic development—touching nearly every aspect of life for residents. Rodriguez emphasized that behind that scope is a clear purpose.
“Behind all of this is a County government with a clear mission: to serve,” Rodriguez said.
She outlined the structure of her address, noting that it would walk through performance, challenges and future direction.
“This morning, I want to talk about where Sacramento County stands today, the results we have delivered, the challenges we still face, and the choices that will shape what comes next,” Rodriguez said.
Rodriguez made clear that the presentation would not simply highlight successes.
“Leadership is being honest about where progress is real, where performance is not yet good enough, and where government has to do better,” Rodriguez said.
Regional strengths and quality of life
Rodriguez then shifted to the County’s strengths, beginning with its people, economy and quality of life.
“This County has real strengths. We have dedicated public servants, a growing regional economy, and communities that care deeply about the future of Sacramento County,” Rodriguez said.
She pointed to Sacramento County’s natural assets, including more than 15,000 acres of parks and the 23-mile American River Parkway, which attracts more than five million visitors annually. Rodriguez described these assets as central to both quality of life and regional identity.
The County’s farm-to-fork reputation also remains a defining characteristic, supported by a strong network of farms, food producers, wineries and craft beverage businesses. Economically, Sacramento County continues to position itself as one of California’s more affordable metropolitan regions, offering a combination of opportunity and livability.
Rodriguez noted that the County’s workforce spans multiple industries, with healthcare and social assistance employing nearly 145,000 individuals, making it the largest employment sector. Public administration and retail follow as major contributors to employment.
Despite those strengths, Rodriguez emphasized that expectations from residents are high.
“But our residents are looking for more than good intentions. They are looking for results they can see, feel, and trust,” Rodriguez said.
She underscored that the true measure of government lies in outcomes experienced in everyday life.
“Because at the end of the day, the State of the County is not defined by numbers alone. It is defined by whether a family can afford to stay in their home. Whether a business can open its doors and succeed. Whether a senior can live with dignity. And whether every resident, no matter their circumstance, has a real opportunity to move forward,” Rodriguez said.
Rodriguez then transitioned into the data-heavy portion of her address.
“Put your seatbelts on because we’re headed down Data Drive,” Rodriguez joked.
Public Information
Rodriguez transitioned into the role of the Public Information Office, emphasizing that communication is a core function of government—not an afterthought.
“Their work spans daily storytelling, major initiatives, and crisis response—all aimed at helping residents stay informed and connected,” Rodriguez said.
She stressed that in a county as large and diverse as Sacramento County, communication directly impacts how effectively services are delivered.
“That may sound simple, but in a county as large and diverse as ours, communication is not secondary to service. It is part of service,” Rodriguez said.
In 2025, the Public Information Office produced 230 news stories highlighting County programs, services and initiatives. Beyond traditional communications, the department significantly expanded its digital reach.
Rodriguez reported that the County generated 20.6 million Facebook views, increased interactions by 98 percent and saw video watch time rise by 532 percent. Instagram reach grew by 620 percent, exceeding 666,000 users, while earned media mentions surpassed 71,000, averaging nearly 6,000 per month.
“These are not just numbers,” Rodriguez said. “They reflect a growing connection between County government and the people we serve.”
The office also received five Influence Awards from the Public Relations Society of America, recognizing its Annual Report and Video, the 5 Over 50 Awards video, the “Life Looks Good on You” campaign, the SB 802 public affairs campaign and the Stop Stigma Sacramento series.
Rodriguez highlighted that effective public policy depends on public understanding.
“Effective policy only works if people understand what is being asked of them,” Rodriguez said, referencing outreach efforts tied to SB 1383, which required broad public education.
Through multilingual communication campaigns, the County reached more than 170,000 residents, ensuring awareness and compliance with new requirements.
One of the most critical moments for the department came during a CalFresh system disruption that affected nearly 270,000 residents, including approximately 100,000 children. Rodriguez explained that the County launched a dedicated website within hours of the disruption, coordinated messaging across departments and partners and maintained continuous updates for more than three weeks while actively addressing misinformation.
“That is what public trust looks like in action,” Rodriguez said.
She also recognized Animal Care Services Public Information Officer Brittani Peterson, who was named one of the Sacramento Bee’s “best people in the region” for her work driving pet adoption through innovative outreach.
Administrative Services
Rodriguez described the Administrative Services Agency as the operational backbone of Sacramento County government, where behind-the-scenes work translates directly into visible community impact.
“This is where a great deal of the work happens behind the scenes, but its impact is felt everywhere,” Rodriguez said.
She began with Animal Care Services, highlighting both scale and compassion. The department placed 2,527 dogs and 3,925 cats into homes and rescue programs, reunited 1,200 lost pets with their families and performed nearly 3,000 spay and neuter procedures.
Rodriguez emphasized that services extend beyond traditional shelter operations. Through the PAWS program, the County provided care for 340 pets owned by individuals experiencing homelessness. MASH clinics delivered services to more than 600 animals, while the Bradshaw Animal Assist Team conducted 1,400 exams and vaccinations in underserved communities.
“This is compassion backed by action,” Rodriguez said.
Animal Care Services also received recognition as both a Best Place to Volunteer and Best Non-Profit organization, reflecting strong community engagement.
Rodriguez then moved through other divisions within Administrative Services. The Assessor’s Office received a National Association of Counties Achievement Award for its ADU Characteristics Program, a first-in-California initiative improving data accuracy and transparency for accessory dwelling units.
The Clerk/Recorder’s Office recorded 260,000 real estate documents, issued more than 9,700 marriage licenses, conducted 5,050 ceremonies, processed 38,000 vital records and issued 78,800 certified copies.
Finance operations were described in detail, reflecting the scale of County fiscal management. The department collected $2.9 billion in property taxes from more than 500,000 taxpayers, processed nearly one million transactions, deposited $3.4 billion in funds, paid $850 million in payroll, distributed $624 million in pensions and returned more than $4 million to crime victims.
“This is responsible government—managing billions with precision and purpose,” Rodriguez said.
The department also implemented a modern property tax system and earned its 36th consecutive Government Finance Officers Association Award.
Business licensing issued more than 4,000 new licenses and renewed more than 8,000, while implementing new regulations governing sidewalk vending. General Services completed 32 capital projects, Fleet Services achieved 64 percent alternative fuel usage and Surplus Services generated $1.8 million annually.
Contract and Purchasing managed more than 3,000 contracts totaling $750 million, while Real Estate supported infrastructure through more than 50 acquisitions annually.
Personnel Services engaged more than 700 community members, negotiated all 22 labor agreements, onboarded more than 2,500 employees and processed more than 7,500 personnel actions. Hiring timelines were reduced by 33 percent, and recruitment preparation time dropped from 56 days to 28.
The Medical and Leaves team supported more than 1,800 employees, while risk management handled more than 700 liability claims and maintained 34 insurance policies.
“This is what forward-thinking government looks like,” Rodriguez said.
Technology, elections and Clerk of the Board
Rodriguez then turned to modernization efforts designed to improve access to government services.
“Government should be easy to access—and we are making that happen,” Rodriguez said.
The County’s 311 Connect system handled more than 237,000 resident interactions, resolved more than 236,000 service requests and dispatched more than 35,000 service calls. The introduction of the digital assistant Cami allowed residents to access information more quickly, reducing reliance on live call center staff and improving overall efficiency.
Rodriguez described the Elections Department as one of the most complex operational components of County government. Sacramento County is now the eighth largest voting jurisdiction in California, serving more than 900,000 voters.
During the most recent election cycle, 95 percent of ballots were cast by mail. The department operated under the shortest election timeline in County history while maintaining accuracy and public confidence.
Rodriguez detailed several improvements, including the addition of security cameras and metal detectors, implementation of a redundant mail sorting system and expansion of mobile vote centers and permanent ballot drop boxes. Millions of voter notices were distributed, and internal systems were developed to improve processing efficiency.
Artificial intelligence tools were used to assist with ballot proofing, helping maintain accuracy while increasing speed. Sustainability efforts reduced paper usage by more than 40 million sheets, saving over $1 million.
“This is the result of a system built on accuracy, integrity and a decades-long commitment to excellence,” Rodriguez said.
The Clerk of the Board ensures transparency and compliance across County governance. The office scheduled approximately 400 public meetings and published nearly 250 agendas. It conformed nearly 1,000 resolutions and ordinances, supported 569 members serving on more than 70 boards and commissions and processed more than 1,800 property assessment appeals.
The office also handled approximately 2,200 passport applications and managed the publication of more than 66,000 legal notices. Ethics compliance remains a significant responsibility, with more than 900 elected officials and board members and approximately 3,300 employees filing required disclosures.
“This work ensures transparent and participatory access to County government,” Rodriguez said.
Emergency services and preparedness
Rodriguez turned to emergency preparedness, describing it as a discipline built on constant readiness rather than reaction. Emergency Services, she said, operates on relentless preparedness, disciplined planning and coordinated operations across multiple agencies.
The department leads the County’s disaster readiness efforts, maintaining round-the-clock situational awareness while continuously updating emergency response plans to reflect changing risks, population growth and infrastructure demands. Rodriguez explained that this work includes close coordination with local, state and federal partners to ensure alignment across all levels of response.
Preparation extends beyond planning into execution. The County conducts large-scale training and full-scale exercises designed to simulate real-world emergencies, preparing agencies and partners to respond effectively to the most complex and high-risk scenarios.
These exercises test communication systems, coordination strategies and operational readiness, ensuring that when emergencies occur, the County is equipped to respond with speed, precision and confidence.
“This is proactive protection—and the reason Sacramento County is safer, stronger, and more resilient,” Rodriguez said.
Community development, housing and economic growth
Rodriguez emphasized that housing production and economic development are the result of intentional policy decisions and continuous improvement.
“Our goal is to be the best place to build in the region,” Rodriguez said.
She explained that housing development and business growth require a government that is willing to improve processes, reduce barriers and respond to the needs of the private sector. Sacramento County has focused on streamlining permitting and improving review timelines, creating a more predictable development environment.
These efforts earned the County the “Friend of Housing” award from the North State Building Industry Association. In November 2025, the Board of Supervisors adopted a five-year Economic Development Strategic Plan, outlining a roadmap focused on site readiness, redevelopment, workforce development and industry attraction.
Rodriguez reported that the County supported eight major commercial and industrial projects, generating more than $250 million in capital investment and creating more than 400 jobs. In addition, the County supported hundreds of small and minority-owned businesses, helping them recover and expand.
Development activity reflects this progress. More than 23,000 permits were issued, representing $1.4 billion in construction value, alongside nearly 106,000 inspections. Infrastructure investments exceeded $120 million, with an additional $325 million in projects currently in development.
“These investments are not just about today—they are about laying the groundwork for future economic hubs,” Rodriguez said.
Basic services remain a core focus.
“Quality of life starts with the basics being done right,” Rodriguez said, noting that more than 100,000 potholes were filled over the past year.
Rural communities are also included in long-term planning. Targeted efforts in Wilton and Rancho Murieta include flood protection, wildfire mitigation and infrastructure improvements designed to increase resilience.
“Growth must be balanced and inclusive, supporting both urban and rural communities,” Rodriguez said.
Infrastructure, transportation and regional investment
Rodriguez detailed transportation and infrastructure work as essential to both economic growth and daily life. Sacramento County completed or advanced more than $120 million in infrastructure projects, with an additional $325 million in development.
Projects included improvements along South Watt Avenue, Florin Road, Arden Way and the Franklin Boulevard Bridge. The County continues to implement complete streets principles, ensuring infrastructure serves drivers, pedestrians, bicyclists and transit users.
“These investments are not just about moving vehicles—they are about connecting communities and supporting long-term growth,” Rodriguez said.
Maintenance remains a major effort.
“These are the fundamentals. These are the things residents see every day, and they matter,” Rodriguez said, referencing more than 100,000 potholes filled.
Sacramento International Airport
Rodriguez described Sacramento International Airport as the “front door to our region,” emphasizing its importance as both a transportation hub and economic driver.
The airport is undergoing a $1.4 billion expansion designed to accommodate growth and improve passenger experience. The County secured a federal Transportation Infrastructure Finance and Innovation Act loan at a 2.44 percent interest rate, saving approximately $15 million. A recent bond sale generated $490 million in demand, reflecting strong investor confidence.
Expansion projects include a pedestrian walkway connecting Concourse B, construction of a 5,500-space parking structure, roadway improvements and enhanced access. The airport has experienced 23 consecutive months of passenger growth.
“This is about positioning Sacramento County for long-term economic success,” Rodriguez said.
Water resources, environment and public health
Sacramento County continues to lead in flood protection and water management. The County maintains a FEMA Class 2 rating—one of only nine jurisdictions nationwide—providing a 40 percent flood insurance discount.
Water Resources delivers more than 13 billion gallons of water annually. Waste management serves more than 167,000 households and processes more than one million tons of material each year. Composting programs return organic material to farmland and support agriculture.
Rodriguez highlighted the connection between environmental systems and food security.
“Homelessness and food insecurity are deeply connected,” Rodriguez said.
Food insecurity affects 16 percent of residents, significantly above the national average. The County’s Edible Food Recovery Working Group helped recover more than 3.3 million pounds of food. A $2 million grant program supported 29 organizations to expand food distribution.
Public health teams conducted more than 12,000 food safety inspections and responded to nearly 500 hazardous materials incidents.
County counsel and legal services
Rodriguez detailed the work of County Counsel, emphasizing its role in protecting public resources and ensuring lawful operations. A landmark appellate ruling upheld the County’s authority to enforce accessory dwelling unit permitting requirements.
Rodriguez shared the story of a CARE Court participant named Lorenzo, who transitioned from homelessness into treatment and was ultimately reunited with his family.
“That is the impact of coordinated systems working together,” Rodriguez said.
County Counsel also defended against a costly inmate transfer case and coordinated a complex conservatee transfer to a state hospital.
“These are complicated cases, but they matter,” Rodriguez said. “They protect the public, they protect resources and they protect the integrity of the system.”
Budget, fiscal realities and legislative affairs
Rodriguez outlined the County’s financial position, noting both progress and challenges. Discretionary reserves increased from $50 million to more than $200 million. However, the County continues to face a structural deficit and relies on approximately $100 million in one-time funding.
The County manages about $1 billion in discretionary General Fund resources, with two-thirds derived from property taxes. Rodriguez highlighted financial tools including the Capital Improvement Plan, Infrastructure Financing Districts and the Transient Occupancy Tax Grant Program.
She also detailed the administration of American Rescue Plan Act funding, including public outreach and allocation decisions.
“This team has contributed to stabilizing our finances while continuing to invest in critical services,” Rodriguez said.
Legislative affairs play a key role in advancing County priorities and defending local authority.
“This work is about advocacy—but it is also about defense,” Rodriguez said.
The County secured federal funding for Safe Stay sites, the American River Parkway Loop Trail, water system improvements and law enforcement technology upgrades. Rodriguez detailed opposition to the Delta Tunnel project and efforts to address flooding along the Cosumnes River.
Additional legislative priorities included fireworks enforcement, Proposition 36 funding, Assembly Bill 1643, domestic violence programs and Assembly Bill 639.
“These efforts ensure that Sacramento County has a voice in decisions that impact our residents,” Rodriguez said.
Public safety and justice
“Public safety is not just enforcement—it is prevention, rehabilitation and coordination,” Rodriguez said.
During the presentation, Jim Cooper and Thien Ho joined Rodriguez to highlight collaborative efforts. Probation programs conducted more than 1,700 client contacts, supported employment and removed more than 90 firearms from prohibited individuals.
Juvenile justice reforms reduced youth incarceration by more than 50 percent. The Coroner’s Office provided services for 28 families and expanded forensic capabilities. The Public Defender’s Office implemented trauma-informed care practices focused on long-term outcomes.
Health, human services, homelessness
“When we talk about Health and Human Services, we are talking about people,” Rodriguez said.
Ambulance offload times dropped from 73 minutes to 32 minutes. More than 3,400 additional medical appointments were delivered without new General Fund support. Behavioral health expanded with 154 new beds across 58 sites.
More than 666,000 residents received healthcare coverage, while 360,000 received food assistance totaling more than $600 million. CalWORKs programs supported more than 100,000 residents.
Adult Protective Services responded to more than 23,000 calls, and In-Home Supportive Services assisted more than 44,000 residents. Child welfare outcomes improved, including increased family reunification.
First 5 Sacramento reported that only 6 percent of children served entered kindergarten unprepared, compared to 14 percent statewide.
“Treatment only works if people can reach it,” Rodriguez said.
Homelessness programs served more than 7,900 individuals, housed more than 2,200 and delivered more than 74,000 services. Outreach teams served 1,882 individuals, with 763 exiting to housing.
Safe Stay sites expanded, including a Stockton Boulevard location with capacity for 175 individuals. The Flexible Housing Pool, funded at $5.8 million, supports individuals exiting healthcare systems. Reentry programs added 70 beds through partnerships.
“That is the focus—movement, not maintenance,” Rodriguez said.
Child Support Services distributed $134 million, providing $11 million monthly to families. Processing times improved from 180 days to 124 days. Veterans services supported more than 13,000 individuals, securing $21.4 million in benefits.
What lies ahead
Rodriguez outlined significant challenges, including federal cost shifts under HR1, increasing demand for Medi-Cal and CalFresh services and infrastructure needs totaling billions. Road maintenance alone requires $1.6 billion, facilities $1 billion and climate programs $200 million.
“These are not small challenges. They require long-term planning and disciplined execution,”
Future priorities include zoning updates, design review improvements and housing and infill amendments. Permitting modernization through Accela and expanded Concurrent Review will improve efficiency.
The Watt Avenue campus is expected to serve 18,000 individuals. A regional Homeless Housing Board will coordinate efforts across jurisdictions.
Additional priorities include expansion of the North Area Recovery Station, a Cost Efficiency Committee, workforce development, arts and culture investment and economic competitiveness strategies.
Rodriguez also recognized retiring Sacramento County Supervisor Phil Serna, honoring his years of service and contributions.
Serna’s tenure reflects a long-standing commitment to public service in the Sacramento region, continuing the legacy of his father, the late Joe Serna Jr., who served as Sacramento’s first Latino mayor. Over the course of his time on the Board of Supervisors, Serna has represented a diverse district that includes downtown Sacramento, Natomas and Oak Park, and has served multiple terms as board chair.
Beyond his role at the county level, Serna has held a number of influential regional and statewide positions. In 2013, he was appointed by then-Governor Jerry Brown to serve on the California Air Resources Board, where he became a strong advocate for environmental policies, including efforts to protect the American River Parkway. His regional leadership has also included service on boards such as Sacramento Regional Transit, the Sacramento First 5 Commission and the Sacramento Area Flood Control Agency.
Before entering elected office, Serna built his career as an urban planner, working with local developers after earning a master’s degree in city and regional planning from California Polytechnic State University, San Luis Obispo in 1994.
Closing message
“When you step back and look at the full picture, what do you see? You see a County that is moving… a County that is modernizing… a County that is building… and most importantly—you see a County focused on results,” Rodriguez said.
“Vision. Execution. Outcomes. No shortcuts. No slogans. Just performance,” Rodriguez said.
“The fundamentals. And the future. I believe we’re ready,” Rodriguez said.
Gagliardi’s final words
Choose Folsom CEO Joe Gagliardi returned to the stage Wednesday to close out the program, thanking Sacramento County Board Chair Rosario Rodriguez for bringing the State of the County event back to life after its long hiatus and emphasizing the importance of continued collaboration between regional leaders, businesses and the community.
Gagliardi also took time to recognize the sponsors whose support made the event possible, including Sutter Health, SMUD, Sacramento County Supervisor Rosario Rodriguez, Elliott Homes, Kaiser Permanente, Republic Services, MMS Strategies, Folsom Ranch, Lakeside, Dignity Health, R.E.Y. Engineers, Inc., North State Building Industry Association, First Pointe Management Group, and Atlas Disposal. Media sponsors for the event included Folsom Times, Sacramento Business Journal and Style Magazine.
Folsom Times also provided video recording and production services for the event, which will be later be published by Choose Folsom and Sacramento County on their appropriate website and social media platforms
Readers can find the Supervisors entire address below shortly.
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State of the County by Rosario Rodriguez 2026…
Good morning and thank you for being here.
Before we begin, I want to take a moment to recognize a few of the leaders and partners who are with us today.
Thank you to the Folsom Chamber of Commerce for hosting this event! All your hard work is greatly appreciated!
Allow me to recognize some dignitaries and please hold your applause until the end.
Thank you for your leadership, your partnership, and your commitment to Sacramento County.
I believed it was important to bring back the State of the County because this kind of public accounting matters. Our residents deserve to know where their county government stands. They deserve to hear, clearly and directly, what we have accomplished, where we are falling short, and what they should expect from us next.
Sacramento County is large, complex, and deeply consequential to the daily lives of the people we serve. We are home to more than 1.6 million residents across 994 square miles. We serve seven cities and the second-largest unincorporated population of any county in California. We manage a budget of more than $9 billion, and with that scale comes enormous responsibility.
This morning, I want to talk about where Sacramento County stands today, the results we have delivered, the challenges we still face, and the choices that will shape what comes next.
Leadership is being honest about where progress is real, where performance is not yet good enough, and where government has to do better.
This County has real strengths. We have dedicated public servants, a growing regional economy, and communities that care deeply about the future of Sacramento County. But our residents are looking for more than good intentions. They are looking for results they can see, feel, and trust.
Sacramento County is a place where families put down roots, where businesses grow, and where people come not just to live, but to thrive.
From more than 15,000 acres of parks to the 23-mile American River Parkway, which welcomes more than five million visitors each year, Sacramento County offers a quality of life that is second to none. Whether it is our outdoor spaces, our farm-to-fork identity, or our local food, wine, and craft beer, this is a region that people are proud to call home.
But what truly defines Sacramento County is not just what we have. It is what we are building.
We are one of the most affordable metropolitan regions in California, with a skilled workforce, rising incomes, and growing industries—from healthcare and life sciences to clean energy and technology. Today, our largest sector—health care and social assistance—employs nearly 145,000 people, followed closely by public administration and retail, forming the backbone of our local economy.
Behind all of this is a County government with a clear mission: to serve.
Since our founding in 1850, Sacramento County has evolved to meet the needs of a growing and changing population. Today, with a $9.2 billion budget and more than 12,500 employees, we are delivering essential services that touch nearly every aspect of daily life—public safety, health and human services, infrastructure, parks, airports, water resources, and so much more.
And while the scope of what we do is large, the purpose is simple: to improve the lives of the people we serve.
Because at the end of the day, the State of the County is not defined by numbers alone. It is defined by whether a family can afford to stay in their home. Whether a business can open its doors and succeed. Whether a senior can live with dignity. And whether every resident, no matter their circumstance, has a real opportunity to move forward.
Today, I am proud to say Sacramento County continues to make progress. And one of the ways government earns trust is by communicating clearly, honestly, and effectively with the people it serves.
Put your seatbelts on because we’re headed down Data Drive!
Public Information Office
In 2025, the Public Information Office continued to strengthen how Sacramento County communicates—focusing on transparency, trust, and meaningful engagement with our community.
Their work spans daily storytelling, major initiatives, and crisis response—all aimed at helping residents stay informed and connected. That may sound simple, but in a county as large and diverse as ours, communication is not secondary to service. It is part of service.
This year, that work was recognized with excellence. The team was honored with five Influence Awards from the Public Relations Society of America. Award-winning work included the Annual Report and Video, the 5 Over 50 Awards video, the “Life Looks Good on You” commercial, the public affairs campaign on SB 802, and the Stop Stigma Sacramento video series.
Those awards reflect more than creativity. They reflect strategic impact—communications that informed the public, strengthened trust, and helped move major County priorities forward.
The Public Information Office also led targeted strategic campaigns tied directly to public safety and internal culture. One example was a focused illegal fireworks campaign, centered on enforcement and fines, helping reinforce public safety messaging in a direct and visible way. They also supported the Culture Excellence Initiative, recognizing more than 300 employees for living our PRIDE values.
And in an example of innovation done in-house, the team designed and launched the Land Use Regulation Library—a searchable, user-friendly platform that improves access to complex land use information for both residents and businesses.
In October 2025, Sacramento County faced a major challenge: nearly 270,000 residents were at risk of delayed CalFresh benefits, including almost 100,000 children.
Within hours, the Public Information Office launched a dedicated website, developed multilingual materials, coordinated with departments and community partners, and equipped elected officials with timely messaging.
Over the course of three weeks, the team provided continuous updates, worked closely with media, and actively managed misinformation. The result was strong positive feedback from both the media and the community, with the response recognized for speed, transparency, and accessibility.
That is what public trust looks like in action.
The office also partnered with Waste Management and Recycling to strengthen communication in one of the most linguistically diverse counties in the state. Supporting implementation of Senate Bill 1383, which requires diversion of organic waste such as food scraps, food-soiled paper, untreated wood, and yard trimmings, the team shifted to more accessible and inclusive communication.
They created easy-to-understand materials for more than 170,000 customers, used plain language, clear categories, and strong visuals, and ensured the information was understandable regardless of education level or primary language.
That work matters because effective public policy depends on people actually understanding what is being asked of them.
And the scale of this office’s storytelling continues to grow. In 2025, the Public Information Office produced 230 news stories highlighting County programs and impact.
On social media, growth was significant. On Facebook, County content generated 20.6 million views, with interactions up 98 percent from 2024, and video watch time up 532 percent. On Instagram, reach increased 620 percent to more than 666,000, and interactions doubled year over year.
The office also generated more than 71,000 earned media mentions in 2025, up 25 percent from the previous year, with a monthly average of nearly 6,000 mentions, up 24 percent from 2024.
And I also want to recognize individual excellence. Animal Care Services PIO Brittani Peterson was recognized by The Sacramento Bee for innovative social media work driving pet adoptions and was named one of the “best people in the region” by a Bee opinion writer.
That is a reflection of the talent we have in this County and the value of telling our story well.
But trust is not built by communication alone. It is built by competence. It is built by whether government actually works. And that brings me to Administrative Services.
Administrative Services Agency
Our Administrative Services deliver outcomes at scale, with accountability, and with results people can see.
Much of the work of government happens behind the scenes. But if those systems are not strong, the visible services people rely on do not work the way they should. This is where operational excellence matters.
Let me begin with Animal Care Services.
Over the past year, Animal Care Services placed 2,527 dogs and 3,925 cats into new homes and rescue programs, demonstrating strong community support. The team reunited 1,200 lost pets with their families and performed nearly 3,000 spay and neuter procedures for community cats.
Through PAWS, Sacramento County provided spay and neuter services for 340 pets owned by people experiencing homelessness. Through MASH clinics, the team assisted more than 600 owned animals. And the Bradshaw Animal Assist Team delivered 1,400 well exams and vaccinations to owned pets, helping keep animals healthy countywide.
In addition to these milestones, the department was recognized with the Best Place to Volunteer and Best Non-Profit awards, while expanding partnerships to support animal care and job skills development in our community.
This is compassion backed by action.
The Sacramento County Assessor’s Office received a 2025 National Association of Counties Achievement Award for Innovation for its groundbreaking ADU Characteristics Program. This first-in-California initiative modernized how we track accessory dwelling units—improving the accuracy of property assessments while providing valuable data for homeowners, developers, and industry professionals. It’s a strong example of how Sacramento County is using innovation to increase transparency and better plan for growth.
This is what forward-thinking government looks like.
Through life’s biggest milestones, the Clerk/Recorder’s Office continues to serve residents with consistency and professionalism. Last year, the department recorded 260,000 real estate documents, issued more than 9,700 marriage licenses, and performed 5,050 marriage ceremonies. The office processed 38,000 birth, death, and marriage records and issued 78,800 certified copies of birth, death, and marriage certificates.
Additionally, the office increased review capacity of restricted covenant documents by two million to meet the goals of the AB 1466 program.
Behind the scenes, the scale of our financial operations is massive—and critical.
Finance collected and distributed $2.9 billion in property taxes from more than 500,000 residents and business owners. Those dollars support not only the County, but also our cities, school districts, and other public agencies.
The department processed nearly 1 million transactions, deposited more than $3.4 billion in County funds, paid out $850 million in payroll, $624 million in pensions, and returned more than $4 million to victims of crime.
Finance also successfully implemented a modern property tax system in September 2025, and received the Government Finance Officers Association Award of Excellence in Financial Reporting for the 36th consecutive year.
At the same time, our business licensing operation issued more than 4,000 new licenses and renewed more than 8,000 others, while also working to implement regulations around the emerging area of sidewalk vending.
This is responsible government—managing billions with precision and purpose.
General Services delivered 32 major capital projects and made key upgrades to facilities, ADA access, and security to protect employees and the public.
Fleet Services continues to lead in sustainability, with 64 percent alternative fuel use and national recognition as a top green fleet.
Surplus Services ranks in the top 10 nationwide, generating $1.8 million annually through reuse and sustainability.
The Contract & Purchasing team manages more than 3,000 contracts and $750 million in spending, earning consistent national excellence awards while promoting transparency and inclusive outreach.
And Real Estate supports infrastructure with more than 50 acquisitions annually while managing essential County assets.
In Personnel Services, major achievements also reflect the scale and complexity of this County.
Their public engagement platform brought together more than 700 community members, driving equity and participation while showcasing key County programs.
The department successfully negotiated all 22 labor agreements and supported nearly 100 County department initiatives in collaboration with our unions.
Their electronic hiring system cut time-to-hire by 33 percent, and process improvements reduced average recruitment preparation time from 56 days to 28 days.
Personnel Services also onboarded more than 2,500 new employees and processed more than 7,500 personnel and payroll actions, reflecting a commitment to accuracy and timely service.
The Medical/Leaves Team guided more than 1,800 employees through medical and family leave, ensuring compliance and compassionate support.
This year, the County also strengthened workers’ compensation processes, improved departmental partnerships, and focused on safe, timely return-to-work outcomes. The team managed more than 700 liability claims, maintained 34 insurance policies, and rigorously reviewed hundreds of contracts to safeguard public assets and reduce risk.
In Technology, Sacramento County is making government more accessible than ever.
Through 311 Connect, the County handled more than 237,000 resident interactions, resolved more than 236,000 service requests, and dispatched County services more than 35,000 times—delivering faster responses and real-time solutions.
The County also launched the 311 Digital Assistant, Cami, to streamline customer interactions by answering questions instantly and reducing reliance on live agents.
Government should be easy to access—and we are making that happen.
At Voter Registration & Elections, Sacramento County put voters first—delivering safe, secure, and accessible elections with integrity.
Last year, the department served more than 900,000 voters in a statewide election, with 95 percent of votes cast by mail, all while operating under the shortest election timeline we have ever experienced and still maintaining accuracy and public trust.
As the 8th largest voting jurisdiction in California, Sacramento County continues its decades-long commitment to excellence.
With grant funding, the department upgraded security by adding new cameras and metal detectors, acquired a second mail sorter to achieve a fully redundant system, purchased two mobile Vote Centers, and added new permanent steel external ballot boxes.
The department also developed its own software applications to streamline key processes, including building the County Voter Information Guide, reimagined workflows to better use building space, streamlined operations to comply with new laws requiring tighter election results reporting timelines, and strengthened signature verification with additional security layers and team accountability.
They sent millions of voter notices for both voter file maintenance and election education, leveraged AI to improve the proofing process, and reimagined voter education through videos, engagement campaigns, and a mobile-friendly, accessible website.
And through the Go Green initiative, the department cut 40 million sheets of paper and saved more than $1 million, reducing waste and streamlining operations.
Emergency Services is one of the County’s strongest assets, protecting residents every day through relentless preparedness, disciplined planning, and coordinated operations.
The team leads the County’s disaster readiness work by updating critical emergency plans, conducting large-scale training and full-scale exercises, and preparing partners for the most complex worst-case scenarios. They maintain round-the-clock situational awareness, coordinate multi-agency responses to wildfires, storms, and public safety threats, and ensure that when a crisis unfolds, the County responds with speed, precision, and confidence.
This is proactive protection—and the reason Sacramento County is safer, stronger, and more resilient.
And the Office of the Clerk of the Board remains a critical link between Sacramento County communities and local government.
The office strives to provide transparent and participatory access through quality customer service, innovation, and best practices. This small and dedicated staff carries out duties ranging from ensuring Brown Act compliance to maintaining Statements of Economic Interest.
Last year, the Clerk of the Board:
scheduled approximately 400 meetings and published nearly 250 agendas;
managed 569 members appointed across more than 70 Boards and Commissions;
conformed nearly 1,000 Board resolutions and ordinances;
processed more than 1,800 property assessment appeals and 2,200 passport applications;
managed 900 ethics filers and 3,300 conflict of interest filers;
and delivered 66,000 legal notices.
A County that runs well is important. But a County that builds for the future—that’s what defines long-term success. And that’s where our Community Services come in.
Community Services
We have made significant changes to our land development and building processes to help stimulate housing production and commercial growth in Sacramento County.
Our goal is to be the best place to build in the region, and those efforts are being seen and felt. In January, the County was presented with the “Friend of Housing” award by the North State Building Industry Association in recognition of the significant progress we’ve made in our processes, customer service, and partnership.
That recognition matters because housing production, business expansion, and economic competitiveness do not happen by accident. They happen when government is willing to improve.
The Board also adopted a new Economic Development Strategic Plan in November 2025, establishing a clear, actionable five-year roadmap focused on site readiness, redevelopment, workforce development, regional partnerships, and targeted industry attraction.
Sacramento County is building for the future. We are investing in infrastructure, supporting economic growth, and delivering real, tangible results across our communities.
And the scale of that work is significant.
At our airport—one of the front doors to our region—we are making historic investments.
Sacramento became the first airport in the nation to secure a federal Transportation Infrastructure Finance and Innovation Act loan, locking in a low 2.44 percent interest rate and saving taxpayers approximately $15 million while helping fund the new pedestrian walkway.
At the same time, we successfully completed another major bond sale, generating nearly $490 million in investor interest to continue the SMF Forward expansion.
And as a result of these investments, our airport has now seen 23 consecutive months of passenger growth, reinforcing Sacramento as a destination for business and tourism alike.
In our economy, we are seeing real momentum. We supported eight major commercial and industrial projects, creating more than 400 new jobs and driving more than $250 million in capital investment.
We also provided direct support to hundreds of businesses and entrepreneurs, while helping thousands of small and minority-owned businesses recover and grow.
And in community development, the numbers tell a powerful story:
The County issued more than 23,000 permits, representing $1.4 billion in construction value, and completed nearly 106,000 inspections—clear signs that Sacramento County is building, expanding, and moving forward.
But growth does not happen without infrastructure—and this year, we made major investments to support it.
Across our transportation system, more than $120 million in construction projects were completed or underway, including major corridors like South Watt Avenue, Florin Road, Arden Way, and the Franklin Boulevard Bridge.
And we are not slowing down. Another $325 million in projects is currently in design and development, setting the stage for the next generation of growth.
We are also laying the groundwork for future economic hubs like Metro Air Park, where critical infrastructure projects are unlocking opportunities for hotels, restaurants, and services that will support both our airport and our regional economy.
At the same time, we are taking care of the fundamentals that residents rely on every day.
We filled more than 100,000 potholes, improved roads across the County, addressed safety concerns, and enhanced neighborhoods—because quality of life starts with the basics being done right.
We are also investing in safer, more modern transportation systems—bringing complete streets improvements, expanding bike and pedestrian access, and securing millions in state and federal funding to make our roads safer and more connected.
And in our rural communities, we are planning for resilience—launching efforts to protect areas like Wilton and Rancho Murieta from flooding and wildfire risks, ensuring these communities are safer for generations to come.
Beyond infrastructure, we are strengthening the systems that support daily life.
Our waste management system serves more than 167,000 households, processing well over a million tons of material, while expanding composting programs that are not only reducing waste, but helping local agriculture thrive.
And in Water Resources, Sacramento County continues to lead the state—maintaining a top-tier FEMA Class 2 rating, one of only nine in the nation, delivering a 40 percent flood insurance discount to residents, while also investing in major water infrastructure projects and delivering more than 13 billion gallons of water annually.
Even our parks and community spaces reflect this commitment to quality of life—investing in improvements, expanding programming, and creating places where families, youth, and seniors can connect and thrive.
In addition to building outward, government also has to be strong enough internally and legally to protect the public interest. That brings me to County Counsel.
County Counsel
The work of County Counsel is often behind the scenes, but its impact is felt across this entire organization. It protects the County’s authority, reduces liability, defends the public interest, and helps ensure that County government can do its work lawfully and effectively.
On March 17, Sacramento County held its first-ever successful CARE Court graduation hearing for a client named Lorenzo.
That hearing was the culmination of more than a year of effort by a variety of stakeholders, including the Behavioral Health Services CARE Court team and Deputies County Counsel Andrew Crouse and Tate Davis.
Among their contributions were working with the Behavioral Health Services CARE team to prepare and file the CARE petition in January 2025, filing status reports with the Court over the past year detailing Lorenzo’s progress, and appearing on behalf of BHS at 15 hearings the Court held on this case.
At the time the CARE petition was filed, Lorenzo was homeless, and his mother had not seen him in five years. By the time Lorenzo graduated from CARE Court, he was engaging in services, taking his medications, and living with his mother—who had initially been skeptical of the process, but ultimately became a strong proponent of it.
The CARE Act has limitations and certainly cannot help every individual. But Lorenzo’s story proves that under the right circumstances, CARE Court can make a big difference in helping someone turn their life around.
County Counsel also secured a significant legal victory that will have impact well beyond Sacramento County.
Deputy County Counsel Kelsey Johnson won an appeal in which the California Court of Appeal upheld that Nabil Saman and NKS Real Estate Inc. were required to obtain building permits for ADUs, and that failing to do so constitutes a nuisance per se under Sacramento County Code.
The court rejected the argument that additional health and safety risks had to be proven, finding that the lack of permits itself endangered the public. It also confirmed that the County acted within its authority and that its Nuisance Code does not conflict with state law.
The ruling was deemed significant enough that the California Association of Counties supported its publication, and it was officially published within 48 hours.
This decision sets a precedent across California, strengthening local governments’ ability to enforce building regulations, declare unpermitted structures to be public nuisances, and pursue injunctions and attorneys’ fees.
Deputy County Counsel Jeff Harry also worked over several months on a novel and complex case involving another county’s attempt to transfer an inmate with severe mental health issues, suicidal behavior, a hunger strike, and extensive care needs to Sacramento County’s jail.
Jeff skillfully navigated numerous hearings in that county’s Superior Court, involving many different parties and positions. He remained respectful throughout the process while strongly advocating Sacramento County’s position that the inmate should not be transferred to our facility.
That outcome saved the County tens of thousands of dollars annually and prevented what would have been a very unfortunate precedent.
And after 18 months of hearings and six weeks of intensive collaboration, the County successfully transferred one of our most challenging Murphy conservatees from the Main Jail to the Enhanced Treatment Program at Atascadero State Hospital.
This accomplishment reflects exceptional teamwork between the Public Guardian, Behavioral Health Services, Adult Correctional Health, Corrections, and County Counsel. Special thanks go to Niki Roman, Corrie Brite, Sarah Britton, Monica Robinson, and the Public Guardian team for their dedication in navigating complex legal and logistical hurdles.
Despite difficult case law, frequent hearings, and significant behavioral challenges, the team worked diligently to protect the County from liability.
That is the kind of work County Counsel does every day—carefully, strategically, and effectively.
And none of this happens without fiscal discipline. Every service we provide, every project we build, and every obligation we meet depends on responsible financial stewardship. That brings me to Budget and Debt Management.
Budget and Debt Management
If we are serious about accountability, then we have to be serious about the budget.
The Office of Budget and Debt Management performs several of the County’s most critical financial functions. That includes managing the development and administration of the County’s annual budget, the five-year capital improvement plan, and long-term fiscal forecasts. The office also manages the issuance and administration of all County debt, coordinates the creation of infrastructure financing districts, administers the Transient Occupancy Tax Grant Program, and oversees the County’s American Rescue Plan Act State and Local Fiscal Recovery Funds.
This team has contributed to several important accomplishments.
One was implementation of a community engagement plan for the County’s budget process, including enhancements to better explain the budget to the public and a professional public opinion survey of County residents that resulted in Board-adopted budget priorities.
Another was the facilitation of budget recommendations that increased General Fund discretionary reserves from $50 million at the end of FY 2020–21 to more than $200 million today.
For the County’s use of ARPA funds, the office completed a public outreach effort identifying priority issue areas and developed Board-approved funding allocations that resulted in full obligation of all ARPA funds.
And in debt management, the office supported issuances that provided funding for capital projects in departments including Airports, Waste Management, and Water, while also refunding existing debt to generate savings.
The County’s current fiscal year budget includes $9 billion in appropriations, with the vast majority funded by departmental sources restricted to specific purposes.
Discretionary General Fund funding totals about $1 billion, with two-thirds of that coming from property tax revenues.
The General Fund budget is balanced with about $100 million in one-time funding, which represents a structural deficit and contributes to a shortfall for next year’s budget.
Federal and state funding impacts, including from HR 1, also contribute to the shortfall and are expected to result in budget reductions with ongoing impacts if additional funding is not available.
In addition to our operating budget challenges, Sacramento County has a backlog of billions of dollars in unfunded capital needs for buildings, roads, and regional parks.
And while reserve levels have improved compared to five years ago, they are still well short of what would be needed to maintain County services during the next economic downturn.
So yes—we have strengthened the County’s fiscal position. But the work is not done.
Long-term stability requires continued discipline, honest forecasting, prudent reserves, and the willingness to make hard decisions now rather than delay them until they become harder.
And part of protecting Sacramento County’s future also means fighting for this County where decisions are made—at the federal and state levels. That brings me to Legislative Affairs.
Legislative Affairs
Sacramento County’s Legislative Affairs Office remains vigilant in protecting County resources and programs at the federal and state levels, especially in the face of budget shortfalls.
This work is about advocacy, yes—but it is also about defense. Defense of local priorities. Defense of local authority. And defense of the taxpayers and residents we serve.
At the federal level, in 2026, the County secured funding for several important community projects, including:
the Florin Safe Stay Community Facility Purchase for Homeless Services;
the Watt Avenue Safe Stay Facility;
Transportation’s American River Loop Trail;
Water Resources’ Arden Service Area Water Supply Project;
Water Resources’ Walnut Grove System Improvement Project;
the Sheriff’s Delta Environmental and Safety Project;
and the Sheriff’s ICAC Technology Project.
Those are meaningful wins that support public safety, infrastructure, and quality of life.
The County also successfully defeated the Governor’s recent attempts to advance the Delta Conveyance Project, also known as the Delta Tunnel, which has long been one of his priority projects.
And Sacramento County continues to work with federal and state agencies on funding for the Cosumnes River Watershed Multi-Benefit Project in response to the floods of 2023.
At the state level, the office remains engaged on a range of public safety and local control issues.
In public safety, Legislative Affairs is working with the Governor’s Office, CalFire, and our internal working group on combating illegal fireworks, and will continue pursuing legislation to streamline the collection of administrative fines in that area.
The County also continues to fight to retain local decision-making power—and to do so successfully.
We are also continuing strong advocacy with county partners and agencies to backfill costs associated with Proposition 36, which increased penalties for theft and drug crimes, and HR 1, which shifts fiscal responsibility for safety-net programs from the federal government to states and counties.
The County is currently running legislation to expand child support collection through AB 1643 by Assemblymember Nguyen, and another bill supporting alternative domestic violence treatment with the support of the District Attorney, Public Defender, Probation, and Sheriff through AB by Assemblymember Krell.
And in 2025, Sacramento County succeeded in sponsoring AB 639 by Assemblymember Ashby, in partnership with the City of Sacramento, to ensure project development can continue in the region with urban-level flood plan requirements.
This is what effective legislative work looks like: protecting local resources, advancing practical policy, and ensuring Sacramento County has a strong voice where major decisions are made.
And nowhere is that more important than in one of the most fundamental obligations of government—public safety and justice.
Public Safety and Justice
Public safety in Sacramento County is not just about enforcement. It is about justice, innovation, prevention, accountability, and protecting every member of our community.
In 2025, our Coroner’s Office ensured dignity even in the most difficult moments, helping 28 low-income families receive no-cost funeral services through a partnership with the American River College Funeral Program.
Our Coroner has also been a lead within our region and state on rapid DNA identification, has served as an expert in mass casualty handling, and helped advance a public-facing fatalities dashboard in Sacramento County to inform policy for decision-makers and community organizations.
In Probation, Sacramento County focused on both accountability and opportunity—making 1,755 client contacts, graduating 105 individuals, securing 12 job placements, achieving 83 certifications, and removing 92 illegal firearms from our communities.
Through the Public Defender’s Office, Sacramento County earned statewide recognition for innovation, with a juvenile pre-trial program that helped reduce youth incarceration by more than 50 percent, connecting young people to trauma-informed care and better life outcomes.
The Public Defender and Conflict Criminal Defender’s Office are also working with our Courts to ensure people receive the quality representation they deserve.
More broadly, the Public Safety Agency as a whole continues to work diligently with the Public Safety and Justice Advisory Committee to strengthen both our criminal justice and social justice systems—hearing regularly from crime survivors, community advocates, and other voices to ensure Sacramento County’s public safety discussions are grounded in broad public input.
The agency is also working with stakeholder agencies and the community on a jail systems master planning project to determine the long-term needs of our correctional system.
This is what public safety looks like in Sacramento County—solving cases, supporting victims, reducing crime, and creating pathways that make our communities safer for everyone.
5 MINUTES FOR SAC COUNTY SHERIFF DEPT
5 MINTUES FOR SAC COUNTY DA
But public safety does not stand alone. Some of the most important work we do happens before crisis, before illness deepens, before families break apart, and before people fall through the cracks. That work is found in Health and Human Services and Homeless Services.
Health and Human Services & Homeless Services (Combined Section)
When we talk about Health and Human Services, we are talking about people.
We are talking about whether someone in crisis can get treatment. Whether a child can remain connected to family. Whether a senior can stay safe. Whether a veteran can access the benefits they earned. Whether a family can get food assistance quickly. Whether a person leaving jail has a path to stability. And whether someone experiencing homelessness has a chance to move indoors and move forward.
This work is deeply human. But it is also measurable. And the results matter.
In healthcare, Sacramento County cut ambulance offload times from 73 minutes to 32 minutes. That is not just efficiency—it is time saved in emergencies where every minute matters.
We also delivered 3,400 more medical appointments than the year before, without additional General Fund support, and implemented proactive wellness checks in the jail system to intervene earlier and prevent tragedy.
In correctional health services, the Proposition 47 grant program has served more than 750 individuals, delivering comprehensive reentry support including shelter placement, intensive case management, food assistance, and connections to critical community-based resources.
As a result, more than 150 participants have achieved sustained shelter placements of over 30 days—keeping them off the streets and reducing the likelihood of re-engagement with law enforcement.
That is not just service delivery. That is disruption of a cycle.
In Behavioral Health, Sacramento County expanded capacity in a meaningful way.
We added 154 treatment beds, including 107 dedicated to withdrawal management, expanded services across multiple sites, and created 65 sober living beds to support long-term recovery.
To improve access, walk-in sites have expanded to 58 locations across Sacramento County, including the Behavioral Health Urgent Care Clinic on Stockton Boulevard.
Because treatment only works if people can reach it.
When it comes to children and families, the data tells a powerful story of prevention and stability.
Since 2015, foster care entries have dropped by 58 percent, and child removals are down 65 percent. At the same time, 16 percent more children are now being placed with relatives or trusted family members—creating more stability, stronger connections, and better outcomes.
For seniors and dependent adults, the scale of service is significant—and deeply personal.
Sacramento County supported more than 44,000 residents through in-home care, responded to nearly 23,000 calls through Adult Protective Services, and helped thousands maintain safe and stable living conditions.
And we know early intervention works.
Families in First 5 programs saw less than 6 percent repeat CPS involvement, compared to nearly 14 percent for those without support. Those receiving sustained services were three times less likely to re-enter the system.
That is what breaking cycles looks like.
Through Human Assistance, Sacramento County is reaching hundreds of thousands of residents every year.
We supported 666,000 individuals with healthcare coverage, helped more than 360,000 residents receive food assistance totaling over $600 million, and supported more than 100,000 individuals through CalWORKs.
But beyond the scale, we improved access—so today, most residents are seen the same day or the next day when they seek help.
That matters because access delayed can become help denied.
We are also delivering results for veterans.
Sacramento County assisted 13,000 veterans, an 18 percent increase, and helped secure $21.4 million in federal benefits, a 58 percent increase from the previous year.
Homelessness Response & Housing
Our Department of Homeless Services and Housing is making progress to support some of our most vulnerable residents.
In 2025, we opened our third Safe Stay Community on Stockton Boulevard, in partnership with the City of Sacramento. This site provides safe shelter, service connections, and intensive behavioral health support for up to 175 individuals, including those who had been living along that corridor.
This effort was made possible through strong state partnerships, including funding from the California Department of Health Care Services and the Department of Housing and Community Development.
We are also expanding how we connect people to long-term housing.
Through a $5.8 million grant from the Providing Access and Transforming Health initiative, Sacramento County is launching a new Flexible Housing Pool. This program will serve up to 250 individuals experiencing homelessness who also have behavioral health needs, helping them secure housing through landlord partnerships, rental subsidies, and ongoing support.
It also positions us to leverage new statewide resources, including transitional rent support through CalAIM.
At the same time, we are strengthening the connection between our systems of care.
In partnership with Health Services, Homeless Services and Housing has repurposed 70 shelter beds at the Salvation Army to support individuals exiting the downtown jail who would otherwise return to homelessness. This program operates 24/7, includes behavioral health services, and helps people transition successfully back into the community.
And overall, the scale of impact continues to grow.
Sacramento County has served more than 7,900 individuals through outreach, navigation, and shelter services; housed more than 2,200 people across shelter and housing pathways; and provided shelter to more than 7,200 individuals through our countywide programs.
Across outreach efforts specifically, we served 1,882 individuals, delivered more than 74,000 services, and supported 763 people in exiting unsheltered homelessness.
That is the focus—movement, not maintenance.
Food Security & Public Health
We also recognize that homelessness and food insecurity are deeply connected.
Today, 16 percent of Sacramento County residents experience low or very low food security—52 percent higher than the national average.
In response, the Edible Food Recovery Working Group, led by Abound Food Care in partnership with the County, six cities, and five County departments, awarded more than $2 million to 29 organizations to improve their ability to recover edible food and deliver it to those who need it most.
That effort has already helped recover more than 3.3 million pounds of food.
At the same time, Sacramento County continues to protect public health in ways many residents never see.
We conducted more than 12,000 food safety inspections, inspected thousands of additional facilities, and responded to nearly 500 hazardous materials incidents to keep our communities safe.
Family Stability & Support
And for families, Child Support Services continues to deliver meaningful results.
Sacramento County distributed more than $134 million in child support, sending more than $11 million every month directly to families to support basic needs like food, housing, and clothing.
We also reduced the time to adjust support orders from 180 days to 124 days, ensuring families receive support faster when circumstances change.
The work we’ve done in Health and Human Services shows what’s possible—but it also makes one thing clear: the challenges ahead will demand even more focus, urgency, and discipline.
WHAT LIES AHEAD
Sacramento County is facing a convergence of significant fiscal and operational challenges that will test our ability to sustain critical services.
Chief among them is the statewide impact of H.R. 1, which fundamentally shifts the financial responsibility for health and human services from the federal government to states and counties.
For Sacramento County, this means an estimated $29 million cost in 2026–27 to serve newly uninsured residents through our County Medically Indigent Services Program—growing to $78 million by 2028–29—along with an additional $12 million annually to support individuals with Unsatisfactory Immigration Status no longer covered by the state.
At the same time, more than 262,000 residents rely on CalFresh and over 482,000 depend on Medi-Cal, placing increased pressure on county-administered systems that must rapidly implement new federal requirements without adequate funding.
We also anticipate rising demand for behavioral health services as coverage gaps widen when individuals lose eligibility for Medi-Cal.
These pressures are compounded by uncertainty in homeless, housing, and public health funding, as well as the ongoing obligations of the Mays Consent Decree, which requires substantial investments in our correctional system.
Layered onto this are longstanding infrastructure and operational needs: a $1.6 billion road maintenance backlog, $1 billion in deferred maintenance for County facilities and parks, a $200 million Climate Action Plan, a $20 million Enterprise Resource Planning system, and a $3 to $5 million General Plan update.
Taken together, these challenges underscore the scale of what lies ahead and the need for strategic and forward-looking leadership. What matters now is how we respond, and where we focus our efforts in the years to come.
THE COUNTY’S FOCUS
As we look ahead, Sacramento County is not standing still—we are actively improving how we plan, build, serve, and grow.
In our Department of Community Development, we are advancing a series of important zoning and policy updates designed to support housing production and make development more efficient and predictable.
Our Zoning Code Update introduces key technical fixes and legislative housing changes, while our Design Review Update simplifies processes and brings greater clarity and transparency.
At the same time, our Housing and Infill Amendments are reducing parking minimums, removing unnecessary barriers like multifamily use permits, and opening the door to small-scale, multi-unit housing options in traditionally single-family neighborhoods.
Alongside updated standards for multifamily and non-residential development, these efforts are about one thing: making it easier, faster, and more flexible to build the housing our community needs.
And through our Special Planning Areas and Neighborhood Preservation Areas updates, we are beginning the important work of modernizing outdated planning documents that have too often slowed progress.
Just as we are improving policy, we are modernizing how people interact with County government. Enhancements to our Accela permitting system are making the development process more transparent and user-friendly, with real-time project tracking, online dashboards, expanded payment options, and better reporting tools.
These improvements are complemented by the expansion of our Concurrent Review Program, which allows eligible projects to move through multiple review steps at the same time—saving valuable time and accelerating approvals.
After launching the first phase in 2025, we are continuing to build on that success with additional phases coming this summer.
And while we are streamlining processes, we are also making major investments in our infrastructure and regional assets. SMForward represents the largest capital improvement program in the history of our airport—a $1.4 billion investment to meet future demand and enhance the traveler experience.
Projects are already well underway, including the Concourse B Pedestrian Walkway, which will improve passenger flow and reduce reliance on the people mover, and the new Terminal B Parking Garage, which will add 5,500 spaces by the end of the year.
We will also begin construction on the Terminal A Exit Roadway, continuing to modernize and improve access to one of our region’s most important gateways.
At the same time, we are taking bold, compassionate action to address one of our community’s most urgent challenges: homelessness. Work is moving forward on the Watt Avenue Safe Stay Community Campus—a 13-acre, multi-use site designed to meet people where they are and provide a pathway to stability.
With shelter, safe parking, behavioral health services, job training, and essential supports all co-located in one place, this campus represents a comprehensive, coordinated approach.
Over the next 15 years, it is expected to serve approximately 18,000 individuals, delivering both meaningful impact and strong value.
But we know no single entity can solve this challenge alone. That is why the County has taken a leadership role in forming the new Sacramento Homeless and Housing Board, bringing together elected representatives from every city in the County.
This body will help set policy direction, establish performance measures, and ensure greater accountability and transparency as we work together on this critical issue.
I will be serving on this Board alongside Supervisor Hume, and the County has asked each city to also appoint membership. Staff is already meeting to establish a draft charter and a meeting schedule.
We are also continuing to invest in essential public services and infrastructure. At the North Area Recovery Station, we are nearing completion of a new 50,000-square-foot Commercial Waste Transfer Building—the first major expansion at that site in over two decades.
This project will improve operations, increase capacity, and enhance safety and the overall customer experience.
All of these efforts tie directly to our broader goals for 2026.
We are committed to fiscal sustainability—aligning revenues and expenditures while improving safety and reducing risk through our Cost Efficiency Committee.
The Committee, made up of department directors, are working to implement strategies to improve safety, reduce risk and by extension, reduce the amount of money spent on claims the County receives each year.
We are strengthening healthy and safe communities by updating key programs, addressing food insecurity through a countywide Food Action Plan, and evaluating long-term solutions for our Main Jail facilities.
We are also focused on becoming an employer of choice. By listening to our employees and investing in a strong workplace culture, we are positioning ourselves to attract and retain the talented workforce needed to serve our community at the highest level.
And we are doubling down on economic development—revitalizing commercial corridors, rolling out a coordinated incentive toolbox, investing in arts and culture to strengthen our communities, and telling our story more effectively so the world knows that Sacramento County is a place of opportunity, innovation, and growth.
All of this work reflects who we are and where we are going.
Our mission is clear: to serve Sacramento County and foster a community where everyone thrives. Our vision is even clearer: to make Sacramento County the best place to be.
And make no mistake—we are moving decisively toward that vision, with purpose, with partnership, and with an unwavering commitment to the people we serve.
Closing
When you step back and look at the full picture, what do you see?
You see a County that is moving.
A County that is modernizing.
A County that is building—housing, infrastructure, and opportunity.
A County that is managing its finances with greater discipline.
A County that is strengthening public safety and delivering services that matter.
And most importantly—you see a County focused on results.
But our residents expect more—and they should.
They expect safe neighborhoods.
Reliable infrastructure.
Accessible services.
Real progress on homelessness.
And leadership that tells the truth—about what’s working and what’s not.
That’s the standard.
And meeting it comes down to three things:
Vision. Execution. Outcomes.
Vision—to see clearly where we’re going.
Execution—to follow through.
Outcomes—because results are what people feel.
No shortcuts. No slogans. Just performance.
Because the future of Sacramento County won’t be shaped by what we say—
It will be shaped by what we do.
And that means making smart investments, facing hard truths, and staying focused on what matters most.
The fundamentals.
And the future.
I believe we’re ready.
We have the people.
We have the momentum.
And we have the opportunity.
So yes—there is more work ahead.
But if we stay focused…
If we stay disciplined…
If we stay committed to results—
Sacramento County will deliver.
A place where opportunity is real.
Where government works.
And where people can see—and feel—the difference.
That’s our responsibility.
That’s the work.
And that’s exactly what we’re going to do.
I’m proud to serve.
Thank you—and God bless Sacramento County.
