Voter’s Edge California
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June 7, 2016 — Elecciones Primarias de California

Ciudad de SacramentoCandidato para Alcalde

Photo de Angelique Ashby

Angelique Ashby

City Councilmember/Businesswoman
29,519 votos (27.45%)
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Mis 3 prioridades principales

  • Public Safety
  • Economic Development and Job Creation
  • Quality of Life



Profesión:Council Member/Small Business Owner
City Council District 1, Sacramento City Council — Cargo elegido (2010–current)


University of the Pacific, McGeorge School of Law Juris Doctor, Law (2003)
University of California, Davis Bachelor of Arts, Sociology and Law (1999)

Actividades comunitarias

Board Member , Sacramento Council of Governments (2013–2016)
Chair, City of Sacramento Personnel and Public Employee Committee (2011–2016)
Board Chair, Sacramento Public Library Board (2014–2015)
Chair, Sacramento Area Flood Control Agency (2013–2014)


Angelique Ashby is the District One Sacramento City Councilmember, having been elected to office in 2010 and re-elected in 2014, she is the longest serving member of the council. Councilmember Ashby, the sole female on the City Council, represents North Natomas. 

Before entering public service, Angelique was a community leader who started a small business and put herself through law school while working and raising her son as a single mom.


On the Council, Ashby has reduced crime in her district, and improved emergency response times by three minutes. She led the City’s effort to establish a City Police Commission and ushered in ethics reforms. For an unprecedented four years straight, Mayor Pro Tem Ashby was selected by her peers to serve as either Vice Mayor or Mayor Pro Tem of the City of Sacramento.

Ashby is a graduate of Sacramento High School and obtained her B.A in Sociology with an emphasis on Law and Society from the University of California at Davis and her Juris Doctorate from the University of the Pacific’s McGeorge School of Law. She is a business owner in Sacramento and lives with her husband, an emergency room trauma nurse, and their children in Natomas.

Angelique Ashby has received the endorsement of State Senator Dr. Richard Pan, Assembly Member Jim Cooper, the Sacramento Area Firefighters (522), Sacramento Police Officers Association, and the Sacramento Metropolitan Chamber of Commerce. For additional endorsements visit


Creencias poliza

Filosofía política

As a single mother at the age of 20 who benefitted from affordable housing and subsidized child care, my world view and political philosophy is based on evaluaitng available information and making decisions that provide an opportunity to all regardless of there lot in life. 

Documentos sobre determinadas posturas

Public Safety in Sacramento


Sacramento has been on the list of the most violent city's in California. We must get off these lists and continue to invest in our public safety resources to ensure our residents are safe. 

Public Safety is the cornerstone that protects our livable and vibrant city. Fundamentally, there is no service more central to the city’s mission than that of protecting the safety of every Sacramento family. On the Council, Angelique Ashby has had a laser focus on public safety in her district, and as mayor, she will bring that same focus to our city. Our next mayor must create programs to keep kids on the right track — and as mayor she will bring the established programs that she has developed in Natomas to the city at large. Our next mayor must help improve police-community relations, and Councilmember Ashby spearheaded the creation of the Sacramento Community Police Commission. Our next mayor must lead efforts to reduce emergency response times, as Angelique has done in her district.

Safer Neighborhoods

We Need to Get Off the Violent Crime List

While we have made good progress since 2010, last year crime in Sacramento spiked back up. It is essential that we put our city back on the path to reducing violent crime. It’s time to get our city off of our state’s Most Violent Crime list once and for all.  Currently, we share the Top 15 Most Violent Major Cities list with places like Oakland and Stockton. From the most recent FBI data (2014), we have a higher per-capita violent crime rate than the City of Los Angeles. This is fundamentally unacceptable, and we must take decisive action to make our communities safer. Sacramento should be the safest big city in California.

Renew Measure U Public Safety Funds

Measure U, the half-cent sales tax enacted in 2012, played a vital role in restoring staffing losses in our police, fire, and parks departments during the economic downturn. The next mayor must champion Measure U renewal in 2019, to continue to restore the ranks of our public safety personnel, or face severe cuts. Currently, the Police Department remains understaffed by more than

100 sworn personnel below prerecession levels, and the Fire Department needs at least 70 positions to return to prerecession levels. If renewed by voters, proceeds from Measure U will show surpluses starting around 2021. These surpluses must be used to further bolster our public safety staffing and should also be used to invest in affordable housing, address homelessness, support youth programs, gang prevention, after school programs, and parks and recreation — all of which contribute to supporting public safety.

Community Policing

Problem Oriented Police (POP) Officers were part of a highly successful program in Sacramento that personalized policing — working with members of the community to build partnerships and focus on prevention; a proactive approach to reducing crime, as opposed to our current reactionary approach. POP officers are freed from reacting to 911 calls, and they can spend time engaging positively with the communities they serve. It’s time to bring back this highly effective program.

Sacramento Community Police Commission

Our next mayor must follow through to ensure that our City’s new Sacramento Community Police Commission successfully brings community oversight and input into the policies of policing in Sacramento. As Mayor Pro Tem, Angelique Ashby spearheaded this oversight commission’s creation, and as Mayor, she will ensure that its members are empowered to bring forward policies that will improve community-policing efforts.

Neighborhood Prosecutor Pilot Program

Expanding on the existing Community Prosecution Unit, we should collaborate with the county to launch a Neighborhood Prosecutor Pilot Program to work with police and local communities. This program should focus on high crime neighborhoods, building community trust in partnership with police efforts to combat gang activity, drug trade, human trafficking, and domestic violence. Los Angeles has a similar program, which can provide a model for creating a pilot program here in  Sacramento.

Get Local and Empower Neighbors to Address Crime and Blight

Expand the Justice for Neighbors program to provide one team (City Attorney, Police Sergeant, and Code Enforcement Officer) for each council district, to address issues of blight, nuisance, and criminal activity that negatively impact communities and require legal action to correct. These include: illegal dumping, squatters, absent landlords, dangerous buildings, irresponsible business owners, and high volume non-residential users of 911 (such as an irresponsible drinking establishment or motels that attract criminal behavior

Diversify the Public Safety Departments

Our City Police and Fire Departments need to recruit from our local community to naturally reflect the diverse makeup of our city. While this issue is often discussed from a framework of improving police relations, it is also a critical issue for the success of our efforts to reduce crime. We must redouble our recruitment from within the city,  and work with UC Davis, CSU Sacramento, and Los Rios.

Community Colleges to career track students towards law enforcement and fire service. We can use high school recruitment programs, school resource officers, youth service providers, faith-based communities, and career fairs to lay out pathways to public safety careers. And we should create a home loan program to encourage police and firefighters to live inside the City of Sacramento. 

Sacramento’s Fire Department is currently reviewing adding a Recruitment, Outreach, and Diversity hiring officer — which has been requested by our firefighters. This is a good first step towards diversifying the department, while helping to effectively recruit highly qualified staff into positions cut during the recession. At the same time, we must review policies and procedures that unintentionally limit engagement for some groups, for example: ensuring that policies regarding headwear and facial hair do not preclude or discourage otherwise qualified Sikh members of our community from joining the police force.

Animal Cruelty Task Force

As part of our next mayor’s focus on community policing, we must create an Animal Cruelty Task Force in partnership with the Sacramento Police, the Animal Care Services Division, and the City Attorney’s Office. Through the partnership of the Police Department, the task force will ensure that search warrants can be acquired to investigate cases. Creating a hotline will allow community members to report incidents to the task force and to animal services investigators. There must be a follow-up with the Council on the progress, and outcomes of the task force, and an annual report on the treatment of animals in our city. Additionally, the task force should report back on the necessity for creating additional positions to animal care services for purposes of addressing neighborhood needs. At the same time, we must lead by example and commit the additional resources necessary to Sacramento’s Front Street Animal Shelter to first meet baseline service levels, and ultimately become a “no kill” shelter.

Advanced Technology:

Expand Shot Spotter Beyond Pilot Program: We can reduce negative interactions and improve efficiencies through the use of technology like Shot Spotter, a program that uses sonic waves to identify the source and location of sounds like gunshots and fireworks. Using this technology, officers have far better information when they respond to a call for service involving the sound of gunshots. Shot Spotter is currently a pilot project but should be expanded to areas of the city that are struggling with violent crime.

FireStat: Sacramento’s Police Department has embraced CompStat — the data-tracking program that allows the Department to embrace policing strategies that are data-driven and performance based.

Now it’s time for our Fire Department to follow their example, and the example of the Los Angeles Fire Department, by implementing FireStat. This system not only will provide additional real-time data to help reduce emergency response times, but it will also help the city provide transparent data to our community. As our city grows and challenges evolve, the value of this new technology will only increase.

Gang Prevention and Intervention

Partner with community-based non-profits, interfaith groups, and Sacramento County through the Mayor’s Gang Prevention Task Force, to ensure early intervention and to create pathways out of gang life through educational and employment opportunities. Expand existing at-risk youth programs, internships, mentorships, and after-school and summer programs to keep kids productive and safe. This should include expanded partnerships with libraries, Boys & Girls Clubs, and youth employers (including the city).

Address Sex Trafficking: Not in My City, Not in My State

Human trafficking is a growing crisis that particularly hurts women, children, and families. The average age that a woman/girl is trafficked into prostitution is 12–14 years old. Our enforcement policies must always reflect an understanding of who is the criminal and who is the victim.

In January, Sacramento pledged to work jointly with law enforcement and community leaders through the “Not in My City, Not in My State Campaign” — a multi-city and multi-agency movement built to engage local entities that want to use their time, talent, and resources to fight back. This is a critical issue that must stay a priority within discussions of public safety, child welfare, schools, after-school programs, and regional cooperation.

The city has area specific experts in the Police Department and has built strong partnerships with the District Attorney and federal agencies. This effort must continue to be funded and prioritized.

Emergency Preparedness

Improve Emergency Medical Response Times Sacramento needs to add ambulances in order to provide critical life saving emergency services. Currently, the Sacramento Fire Department’s (SFD) Advanced Life Support Ambulances are experiencing unsafe levels of utilization. As our city grows, we must ensure that our emergency response capabilities grow with it. The next mayor must fund additional ambulances to reduce the workload, ensure that response times remain low, and that SFD does not lose transports to outside agencies with lower skilled personnel. To maximize reimbursement on ambulatory service, the city must work with Senator Richard Pan, who has endorsed Councilwoman Ashby for mayor, on the implementation of his legislation (AB 678), which provides reimbursement to cities for health care services, such as SFD’s advanced life support ambulances.

Build on Our Successes 

Angelique Ashby ran on a platform of improving response times in her district — one key element of that was opening Fire Station 43 in North Natomas. Since then, she has spearheaded successful efforts to add ambulances in North and South Sacramento. Our next mayor must build on these successes, ensuring that community leaders have the ability to demonstrate their public safety needs and make progress towards fulfilling these goals.

Emergency Preparedness Plan 

Our next mayor must make sure Sacramento has a well-developed emergency action plan for natural or manmade disasters. The city must commit to updating it annually and communicating it to the public so that we are always prepared and never caught off guard. And we must maintain our Urban Search and Rescue Unit, as well as emergency responder equipment, personnel, and programs.

Flood Control

We must continue to address our flood control infrastructure needs citywide, to meet and exceed mandated flood control standards. To do so, our nextmayor must build on our existing partnerships regionally and at the state and federal levels to fund and authorize necessary improvements.

Flood Control is the number one infrastructure issue that our city faces, and a very real issue for public safety. The Indomitable City is indomitable because our city founders faced the issue of flood control head on. We must renew this commitment.








Job Creation and Economic Development


Creating a vibrant and robust economy in Sacramento. 

Our next mayor must lead the way toward making Sacramento the easiest place to do business in California by the end of her first term. While this is a challenging goal, it is absolutely critical to the future of our city. At the same time, the next mayor must help bring jobs into disadvantaged parts of our city and create partnerships to improve workforce development programs. By bringing these elements together, in the next four years we can see a diversification of jobs and growing opportunities for meaningful employment in our city.

Sacramento is positioned to compete for and create high wage tech jobs expanding beyond the Bay Area. It’s important that we continue to enhance opportunities to incubate, recruit, and grow the tech industry in our region. Regional partners like Vision Service Plan, UC Davis, Cal State Sacramento and Raging Wire can serve as advisors and partners in this recruitment effort. The Greater Sacramento Area Economic Council, made up of CEOs from across our region is working hard to sell Sacramento and create interest in our area. Key to area economic growth is our commitment to housing, transportation, education and quality of life. Building on Sacramento’s reputation as an incredible place to live, work, play is the foundation of business recruitment and retention. 

Process Improvements:

As cost of doing business continues to skyrocket in California’s large coastal cities, Sacramento is poised to attract, grow, and retain jobs if we become more business friendly. Investors need to have reasonable time and cost assurances for their projects. We must streamline and clarify procedures across our city departments, changing the culture at City Hall.

Permit Simplicity Program

In their white paper issued this winter, Sacramento’s business leaders called for the creation of a Permit Simplicity Program, which would create guarantees for permit issuance in 90 days or less, set the lowest fees in the region, and utilize programmatic EIRs for CEQA streamlining. Our next mayor should work to accomplish these goals, while keeping stakeholders directly involved in this reform process.

Six Proposals to Incentivize Job Creation and Growth:

Create Local Incentives and Rebates based on job creation and local hiring, tailored specifically to the business being recruited. For example: if a tech firm utilizing extremely high utilities (such as a server farm or co-location site) agrees to a local hiring program and significant high wage jobs, as a recruitment tool they would be made eligible for a city utility user tax rebate program.

Open a Business Assistance Center, based on the successful model in the City of Oakland. Offering full-time staff, dedicated to helping small business owners navigate the city government, the BAC would provide referrals to local organizations, county, and state agencies, and other resources to help entrepreneurs to start, operate, and grow a business. Our next Mayor should recreate this model in Sacramento.

Bring Equity Crowdfunding to Sacramento. Recent changes in federal law have opened up opportunities for individuals to invest in companies and obtain equity by doing so. Prior to the regulatory changes, only high net worth individuals could invest at the ground level of exciting startups and in local businesses. The City of Sacramento, in partnership with the Sacramento Employment and Economic Development (SEED)

Corporation and the Mayor’s Office of Innovation must provide a platform to encourage participation in equity crowdfunding opportunities. This is a cutting edge way to invest in local business. Sacramento should get ahead of this issue in a way that allows our local small businesses (from all across our city) to gain access to new funding options. At the same time, this would provide new options for Sacramentans to invest in local businesses and build wealth in our neighborhoods.

Develop a Sacramento Microloan Program: The City of Sacramento, through the Sacramento Employment and Economic Development (SEED) Corporation should develop the Sacramento Microloan Program. This program would offer low cost, low/no interest microloan financing ($5,000 to $50,000) to qualified small businesses and create jobs for residents in Sacramento’s priority neighborhoods. Cities like Boulder and Kansas City have had great success with these programs, and we can replicate their successes in our city.

Maximize the Potential of our Downtown Sacramento Revitalization Corporation: established in 2006 but officially formed in 2011 by Councilmember Ashby, who has served as President since inception. The first project was the Greyhound station in the

River District and the 2nd project was 7th and K St, a project we almost lost due to the dissolution of redevelopment. Unlike previous funding mechanisms, the Revitalization Corp seeks to be an investment partner, creating a return for reinvestment on future projects in our urban core.

Open Up City Land to Private-Public Partnerships and Entrepreneurs: From large properties left over from Redevelopment, to small strips of land — too often land owned by the city is not available to innovative entrepreneurs. One small example of this is the pedestrian underpass between Old Sacramento and Downtown Commons — which has more than ample space to open for pop-up vendors (whose presence would also improve the perceived safety of the walkway).

Additional strategies for increasing private investment in Sacramento:

Job Training/Workforce Pipeline: Our next mayor must have a coordinated approach, working with local schools, universities, community college, career tech campuses, businesses, community groups, faith based leaders, training facilities and youth programs to pipeline local hires, train potential employee pools and create a job ready workforce in Sacramento focused on high demand career paths.

Neighborhood Entrepreneurship Institute: The next mayor must connect future job creators in their local neighborhoods with the available tools and incentive programs, particularly in underemployed parts of our community. We need to create an atmosphere where Sacramentans see a pathway to business ownership in our city, and a Neighborhood Entrepreneurship Institute, based on models like Brooklyn’s Neighborhood Entrepreneurship Project, would connect would-be entrepreneurs with the resources that can be made available to them.

Bring the Calling All Dreamers Contest to Underserved Communities

The Downtown Sacramento Foundation’s “Calling All Dreamers Contest” is successfully building small local businesses in our downtown core. Our next mayor must work to replicate this success in communities like Del Paso Heights, South Oak Park, Northgate, and South Sacramento. We have a model that clearly works — let’s take it citywide.

Mayor’s Economic Council: Charged with creating a detailed work plan that focuses on process improvements, incentive programs/packages, and a focus on key future developments like the riverfront, this council will help identify and address impediments to local investment and the recruitment and retention of businesses. This council must include diverse businesses and community leaders from across the region. Portland’s innovative program provides a strong model for an economic cabinet that is accountable for real deliverables, with metrics, for economic development.

Small Business Roundtable: Growing and supporting local small businesses is an important part of moving our region forward by cultivating and maintaining jobs — making it as convenient as possible for entrepreneurs to choose and remain in Sacramento by linking entrepreneurs to resources offered through the proposed Business Assistance Center as well as local chambers. Creating spaces for shared ideas and collaboration, incentivizing investment and creating opportunities for expansion in our city are key to growing small businesses in Sacramento.

Next City Manager: We must recruit a City Manager who is experienced and up to the challenge of helping make our city the safest and the most business and neighborhood friendly in California. We should ensure that the salary is competitive and that the job search is exhaustive. Because of our City Manager / City Council system, the City Manager has a major role in the success of our city. This hiring decision will be key to our next Mayor and Council, and its success is critical to the future of our city.

Entrepreneurs Come in all Shapes & Sizes: As part of the economic build out of our city it is important to create opportunities for all entrepreneurs to succeed. We must build on our network of veteran owned, minority owned, and female owned businesses. There are many resources available through the military and through local chambers to help such businesses thrive. Sacramento needs to take advantage of all of those programs and connect business owners to resources, while also establishing low cost business loans and micro loans to help entrepreneurs get started.

Nothing is Too Small Philosophy: Our last 8 years have been about big projects — and while our next mayor must also focus on big projects (Railyards, Natomas redevelopment site, etc.), she must also be committed to a “nothing is too small” philosophy of job growth.

From supporting pop-up stores, to working to make city land available for small start-ups, to supporting co-working spaces, every little bit counts, and this needs to permeate the culture of City Hall, from the top down.



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