View a complete listing of communities the Fund has supported.
Unsuccessful retention campaign in November 2016; $3,500 Fund contribution
Successful retention campaign in July 2014; $34,000 Fund contribution
On November 4, 2014, by a 57-to-43-percent margin, residents in the capital city of Sacramento, California (pop. 479,686), voted to reject Measure L (the “Checks and Balances Act”), which would have replaced the city’s current council-manager form of government with a mayor-council structure.
West Columbia, South Carolina
Successful retention campaign in September 2014; $3,000 Fund contribution
During a December 3 special election, voters in Columbia, S.C. (pop. 131, 686), defeated a ballot initiative to change the capital city’s current council-manager form of government to the mayor-council form. Residents retained council-manager by a margin of 1,629 votes, or 6,684 (57%) in favor of retention vs. 5,055 (43%) in favor of change.
Columbus, South Carolina
Successful retention campaign in December 2013; $5,000 Fund contribution
By a margin of 57% in favor of retention, voters in Columbia, South Carolina (pop. 133,358), defeated a ballot initiative to change the capital city’s current form of government from council-manager to mayor-council.
Successful retention campaign in November 2013; $5,000 Fund contribution
Washougal, Washington (pop. 14,750), rejected a ballot measure that would have changed the city’s current council-manager form of government to mayor-council. Election results indicated that 65% of voters opposed the switch.
Coos County, Oregon
Unsuccessful creation of county administrator position in November 2012; $5,000 Fund contribution
Voters in Coos County, Oregon (pop. 62,282), faced two competing ballot measures in 2012. One, proposed by the local charter review commission, included adoption of a powerful home rule charter that would have prohibited the hiring of an administrator. The other, a counter proposal by the Coos County commissioners, would have expanded the number of commissioners and created an administrator position. Voters rejected the home rule charter proposal by a nearly 3-to-1 margin and also rejected the administrator proposal.
McHenry County, Illinois
Successful retention campaign in November 2012; $2,845 Fund contribution
ICMA provided guidance and educational assistance to the McHenry County, Illinois (pop. 307,409) pro administrator group “No County Czar” by underwriting development of a half-page, four-color advertisement that explained the differences between the council-manager and mayor-council forms of government.
Unsuccessful attempt to strengthen manager’s position in November 2012; $1,500 Fund contribution
By a margin of 55%, residents in Sarasota, Florida (pop. 53,326), rejected a proposal spearheaded by a city commissioner to amend the city’s charter, split the charter position of city auditor/clerk, and create a new position of city clerk that would report to the city manager rather than city commissioners.
Saratoga Springs, New York
Unsuccessful adoption campaign in November 2012; $25,000 Fund contribution
Following a two-year court battle between the city of Saratoga Springs, New York (pop. 27,315), and despite the efforts of the pro council-manager group “Saratoga Citizen,” voters defeated a proposal to change the city’s existing commission structure in favor of the council-manager form by a 58% margin.
Unsuccessful creation of town manager position in November 2012; $900 Fund contribution
In November 2012, the Westbrook, Connecticut (pop. 6,292 ), charter review commission recommended creation of the position of town manager while retaining the town meeting form of government. Although the citizens’ group “Committee for Effective Government” supported the proposed charter change, voters rejected establishment of the position by a margin of 62%.