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VIEWPOINT - In November 2028 we will be electing a Los Angeles County Executive who will become the second‑most powerful public official in California after the Governor. Politically, this is an enormous structural change in local government, creating a system born from a narrow consensus.
The mandate is real, of course, but not overwhelming. The electorate was sharply divided, approving Measure G on November 5, 2024, with 51.36% of the vote, compared to 48.64% voting No. Consequently, with a small margin of 2.72 percentage points, for the first time in 172 years, we will be electing a dominant county executive who will effectively become the county’s executive branch, while nine supervisors, up from five, will represent the legislative branch.
Certainly, L.A. County will undergo a major operational transformation, with the new executive appointing department heads and supervisors confirming or overseeing them. Supervisors will retain the power to make ordinances, but the executive will enforce them, thereby creating a clear separation of powers not seen before in the county. Significantly, the executive will control a budget of over $45-$50 billion and have authority over 100,000 employees.
I anticipate a persistent nagging question: will the narrow margin of Measure G’s victory affect the legitimacy and power of the first county executive?
The impetus behind this overhaul stems from ongoing issues over fragmented governance. With approximately 9.8 million residents, Los Angeles County surpasses the population of forty states, and its Gross Domestic Product (GDP) is greater than all but five states. This unique combination of size and economic power has highlighted the gap between the county's responsibilities and its limited governing structure, prompting the move toward a more centralized executive leadership.
A 13‑member task force is currently in a three‑year design process to define the powers, structure, and checks on the new office. Their mandate is to have the full framework ready in time for the 2028 election. Awaiting to be defined are the exact relationship of the new executive to the Board of Supervisors, budgetary powers, hiring and firing authority over department heads, and ethics and oversight structures.
When Zev Yaroslavsky, a former LA City Councilman became a county supervisor, he wrote in his book, Zev’s Los Angeles, “We were principally an executive branch of government with no independently elected mayor to be a check on us. We were a five-headed executive that set policy and administered a vast bureaucracy. Each of us had broad powers, and no one person was in charge. Although we appointed a Chief Executive Officer to run the county’s day-to-day operations, he or she answered to the Board.”
Most certainly, fierce, and unusually turbulent, will be the upcoming race for the county executive. With no incumbent or clear hierarchy, a new center of power is certain to emerge, thus making the contest both intense and energetic. At this point in time, however, it is useful to look for signs of potential candidates, to evaluate movements of possible contenders, even though the November 2028 elections are still a way off.
Supervisor Lindsey Horvath, whose 3rd District covers San Fernando Valley, as of now, stands out most prominently and I believe is among the likely contenders. As Board Chair, she was the principal architect and driving force behind Measure G, the initiative responsible for this governance transformation. Horvath initiated the reform package and was instrumental in shaping the proposal that led to the current changes. Horvath decided not to run for LA mayor. unwilling to give up a safe seat, prioritizing her supervisor role instead.
Supervisor Janice Hahn, whose 4th District stretches from Torrance and the Palos Verdes Peninsula through Long Beach and the Gateway Cities, and who comes from a legendary and celebrated political family, is another key figure who served as both co-author and co-sponsor of Measure G. Interestingly, term limits will force out Hahn from her Board post in 2028, just in time to enter a possible new race.
On the list of those seriously counted is also Councilmember Monica Rodriguez, representing LA’s 7th city council district located in the San Fernando Valley, including the neighborhoods of Pacoima, Sunland-Tujunga, Sylmar, Shadow Hills, Sun Valley, Lake View Terrace, and Mission Hills. Mayor Eric Garcetti has called Rodriguez a person with strong leadership on a diverse range of local issues, a successful record as a problem-solver and consensus builder and a deep understanding of the challenges facing our communities.
Consider this curious scenario. Historically, Rodriguez became the third Latina elected to the Los Angeles City Council. Hispanics or Latinos make up 48.8 percent of the county population. Although Horvath’s supervisorial district has over two million residents and Rodriguez’s council district has just over 268,700 residents, she will be drawing from an enormous demographic reservoir. The race would be highly competitive and demographically diverse.
While potential contenders have not publicly declared or hinted at running, the design of the executive officer is a natural magnet for mayors or former mayors, term-limit supervisors, state legislators, and high-profile administrators. To be sure, candidates must show strong fundraising skills, administrative expertise, countywide influence, and coalition building abilities.
Without a doubt, a viable candidate must build cross‑regional coalitions. Los Angeles County is a mosaic with many marble pieces including the San Fernando Valley, Westside, South L.A., Gateway Cities, San Gabriel Valley, and Antelope Valley. A candidate’s portfolio must include visions commensurate with the demands of countywide governance and demonstrate experience and capabilities that align with the vast scale, intricate political landscape, and diverse communities that make up the region.
These requirements present substantial structural obstacles for anyone seeking this significant leadership role, both professional and neophyte. Only those able to navigate and overcome these challenges can be considered a uniquely qualified, sustainable contender.
It is my hope that the unique and extensive changes to Los Angeles County’s governmental landscape is successful and reflect the principle of Pericles, the Athenian stateman, who said: “Our constitution sets a standard for others, not merely imitating neighboring states.”
(Nick Patsaouras is an electrical engineer, civic leader, and a longtime public advocate. He ran for Mayor in 1993 with a focus on rebuilding L.A. through transportation after the 1992 civil unrest. He has served on major public boards, including the Los Angeles Department of Water and Power, Metro, and the Board of Zoning Appeals, helping guide infrastructure and planning policy in Los Angeles. He is the author of the book "The Making of Modern Los Angeles.")
