FY 2020/21 Adopted Operating Budget - Spartanburg County

FY 2020/21Adopted Operating Budget

Prepared by Office of Budget Management

Photos by Spartanburg Convention & Visitors Bureau

®

GOVERNMENT FINANCE OFFICERS ASSOCIATION

Dis tin gu ished Budget Pres en ta tion

Award PRESENTED TO

Spartanburg County

South Carolina

For the Fiscal Year Beginning

July 1, 2019

Executive Director

The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to Spartanburg County, South Carolina, for its Annual Budget for the fiscal year beginning

July 1, 2019. In order to receive this award, a governmental unit must publish a budget document that meets program

criteria as a policy document, as a financial plan, as an operations guide, and as a communications device.

This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.

Spartanburg County, South Carolina FY 2020/21 Adopted Operating Budget

Table of Contents

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Table of Contents .................................................... 3

Government and Community Profile Spartanburg County Government Profile .............. 5 Spartanburg County Council Members ................. 5 Vision, Mission, Values and Goals ......................... 6 Long-Term Planning ................................................ 8 County Organization Chart ................................... 9 List of Principal County Officials ......................... 10 Commerce.............................................................. 11 Principal Tax Payers .............................................. 11 Transportation ....................................................... 12 Employment and Labor ......................................... 13 Education ............................................................... 14 Recreation and Culture ......................................... 15 Demographics ........................................................ 16

Budget Overview County Administrator’s Transmittal Letter.......... 17 Summary of Recommended to Adopted Changes19 Significant Budget Overview ................................. 20 Consolidated Revenue and Expend. Summary .... 22 Revenue & Expenditure by Type .......................... 23 3-yr. Consolidated Rev. and Expend. Summary ... 24Revenue Summary ................................................. 25 Significant Revenue Overview .............................. 29 Expenditure Summary ........................................... 36

Operating

County Leadership County Leadership Summary................................ 41 County Administration ......................................... 43 County Council ..................................................... 45 County Delegation ................................................ 46

Tax Collection Tax Collection Summary ....................................... 47 Assessor’s Office .................................................... 49 County Auditor ..................................................... 51 County Treasurer ................................................... 52 Tax Collector’s Office............................................ 53 Register of Deeds ................................................... 54

Public Safety Public Safety Financial Summary .......................... 55 Sheriff’s Office ....................................................... 57 Detention Facility .................................................. 59 Communications ................................................... 61

Geographic Information Systems-9-1-1 ................. 63 Emergency Medical Services .................................. 64 Coroner .................................................................. 65 Environmental Enforcement ................................. 66 Volunteer Fire Departments .................................. 68 Trinity Fire Department ........................................ 69 Animal Services ...................................................... 70 Emergency Management ........................................ 71 Hazardous Materials ............................................... 73 Emergency Services Academy ................................ 75 Rescue Squads ........................................................ 76

Judicial Judicial Summary ................................................... 77 Circuit Solicitor ...................................................... 79 Magisterial Court ................................................... 81 Clerk of Court ........................................................ 82 Public Defender ...................................................... 84 Probate Court ......................................................... 86 Master-In-Equity ..................................................... 87

Public Works Public Works Financial Summary ......................... 89 Road Maintenance Fee .......................................... 91 Roads and Bridges .................................................. 93 State “C” Funds ...................................................... 94 Solid Waste Capital Transfers ............................... 95 Solid Waste Landfill Operations ........................... 96 Solid Waste Collections ......................................... 98 Solid Waste Administration .................................. 99 Stormwater Management ..................................... 100

Economic Development and Land Use Planning and Land Use Summary ....................... 103 Planning and Development ................................. 105 Building Codes ..................................................... 107 Economic Development....................................... 108

Operational Support Operational Support Summary ........................... 109 Non-Departmental ............................................... 111 Mail Services ......................................................... 112 Finance Department ............................................ 113 County Attorney’s Office ..................................... 114 Human Resources ................................................ 115 Geographic Information Systems ........................ 116 Records Management ........................................... 117 Office of Budget Management ............................. 118

Table of Contents

Purchasing ............................................................ 119 Internal Auditor .................................................. 120

Fleet Services ........................................................ 121 Facilities Maintenance ......................................... 123 Information Technologies ................................... 125 Health Insurance & Employee Wellness ............ 127

Community Outreach Community Outreach Summary ........................ 129

The Forrester Center ........................................... 131 Upstate Workforce Board ................................... 132 Community Development .................................. 134 Charles Lea Center .............................................. 136 Community Support ........................................... 137 Registration and Elections .................................. 139 Social Services Support ........................................ 141 Indigent Care Services ......................................... 142 Veterans Affairs ................................................... 143

Quality of Life Quality of Life Summary ..................................... 145 Spartanburg County Public Libraries ................. 148 Park Administration ............................................ 150 Park Maintenance ................................................ 152 Park Senior Programs .......................................... 154 Park Recreation Centers...................................... 155 Park Recreation Programs ................................... 157 Park Operations ................................................... 159 Park Capital & Debt Transfers ........................... 161 Spartanburg Community College ....................... 162 Hospitality Tax Administration .......................... 163 Tourism Support ................................................. 164 Tourism Capital Transfers .................................. 165 Accommodations Tax .......................................... 166

Transfers/Other Transfers Between Funds Summary.................... 167 Interfund Charges Summary ............................... 168 General Fund Transfers Out ............................... 169 Debt Service ......................................................... 170

Fund Detail Fund Organization Chart ................................... 171 Basis of Budgeting Chart ..................................... 172 General Fund ....................................................... 173 Road Maintenance Fee Fund .............................. 175 Stormwater Management Fund .......................... 176 Solid Waste Fund ................................................ 177 Fleet Services Fund ............................................. 178 The Forrester Center Fund ................................. 179 Special Revenue Fund ........................................ 180 Facilities Maintenance Fund .............................. 181

Public Defender Fund ......................................... 182 Community Development Fund ......................... 183

Methane Fund ..................................................... 184 Detention Fund .................................................... 185

9-1-1 Phone System Fund ..................................... 186 Information Technologies Fund ......................... 187 Spartanburg Parks Fund ...................................... 188 Hospitality Tax Fund ........................................... 189 Health Insurance Fund ........................................ 190 Victim Assistance Fund ....................................... 191 Fire Department Fund ......................................... 192 Capital Projects Fund ........................................... 193 Capital Penny Sales Tax Fund ............................. 194 Upstate Workforce Board Fund .......................... 195 Spartanburg Community College Fund .............. 196 Charles Lea Fund ................................................. 197 Public Library System Fund ................................. 198

Capital Improvement Plan (CIP) CIP Description ................................................... 199 FY 2021-25 CIP Ordinance ................................. 201 FY 2021-25 Funding Sources & Exp Overview .. 204 FY 2020/21 Capital Year Rev & Exp ................. 205 Summary of Projects with Funding Sources ....... 206 Summary of Additional Operating Impact ......... 211 Project Descriptions ............................................. 214

Debt Service Debt Service Fund ................................................ 225 Legal Debt Margin ................................................ 226 Debt Ratios ........................................................... 227 Direct and Overlapping Debt .............................. 228

Appendices FY 2020/21 Adopted Budget Ordinance ........... 229 Authorized Staffing .............................................. 241 County Financial Policies Summary of Financial Policies ...................... 257 Revenue Policies ............................................ 258 Operating Budget Policies ............................. 259 Capital Improvement Policies ....................... 260 Investment Policies ........................................ 261 Accounting Policies ....................................... 261 Debt Policies .................................................. 262 Budget Calendar and Process .............................. 265 Department Fund Relationship........................... 267 Acronyms & Glossary .......................................... 269

Government ProfileSpartanburg County, founded in 1785 and incorporated in 1976 under the South Carolina Home Rule Act, is located in the northwest Piedmont section of South Carolina. The County Seat, the City of Spartanburg, is located approximately 80 miles southwest of the City of Charlotte, North Carolina, and 180 miles northeast of the City of Atlanta, Georgia. Spartanburg County is part of the Greenville-Spartanburg-Anderson Metropolitan Statistical Area (MSA). The County is empowered by South Carolina state law to levy a property tax on both real and personal property within its boundaries.

Spartanburg County operates under the Council-Administrator form of Government. The citizens of Spartanburg County elect seven (7) officials to direct departments in the County. Policy making and legislative authority are vested in the County Council which consists of a Council Chairman elected at-large and six (6) District Council Members elected to four-year staggered terms.

Elected officials include: Auditor, Treasurer, Circuit Solicitor (serving the 7th Circuit including Spartanburg and Cherokee Counties), Clerk of Court, Probate Court, Coroner, and the Sheriff. The County and its component units (Spartanburg County Public Libraries and various volunteer fire districts) provide a full range of services including law enforcement, public health and social services, building inspection, rural fire protection, libraries, road repair, maintenance and construction, recreation, emergency preparedness, and judicial and administrative services. The County is also a sponsoring partner of the Spartanburg Community Indicators Project and its work to track data that are the clearest indicators of quality of life in Spartanburg County and to facilitate the collaboration of individuals, businesses, organizations and government to improve outcomes for all the County’s citizens.

Spartanburg County Council Members

Pictured are: (Front row left to right) Councilman David Britt, Council Chairman A. Manning Lynch, Jr., Councilman Michael Brown, (Back row left to right) Councilman Whitney Farr,

Councilman Bob Walker, Councilman Roger Nutt and Councilman Jack Mabry


Government and Community Profile

Vision, Mission, & Values Vision

Mission Values

Spartanburg County’s Vision is to be a preferred destination for individuals, families, and businesses to live, learn, play, work and invest.

Spartanburg County provides a foundation for a superior quality of life for residents, unlimited opportunities for business, and an exceptional learning environment for education through purposeful planning, investment, and use of resources.

Inclusion: We will embrace the diversity of people, places, resources, and perspectives through the County by seeking and considering the input and interests of our stakeholders in our decision-making. This culture or inclusion will increase trust with stakeholders, strengthen relationships, and improve our decision-making.

Accountability: We are accountable to the citizens of Spartanburg County. As stewards of the public’s resources, we acknowledge the public is counting on us – we must set and exceed expectations that ensure our intentions, words, and deeds are beyond reproach. We answer to each other, we answer to the citizens, and we answer to every person that lives, works, visits, and plays in Spartanburg County.

Collaboration: In today’s complex environment, no one sector or entity can work without the support of others. We will seek, establish, and leverage cross-sector partnerships with community-based organizations, educational institutions, businesses, and other governmental entities to collectively build a better Spartanburg County.

Communication: We will strive to effectively communicate in a purposeful and concise fashion. We will share information in an appropriate and timely manner with our stakeholders.

Servant Leadership: We seek first to serve. As servant leaders we will foster an environment that places the best interest of the public first as demonstrated by our mission-driven decision-making. Servant leadership demands that we set aside personal indifferences and focus on what’s best for those we serve.

Continuous Improvement: Continuous Improvement means we will align our decisions, services, and polices with the vision, mission, and values of this plan. This is a path that we walk together toward a common goal. Opinions may differ, approaches may vary and we may not always agree, but we have a collective commitment, even in difficult times, to remain true to the mission, keep our eyes on the vision, and make values-based decisions to meet the goals and objectives in this plan.



Goals & Objectives

Goal 1: Create Sustainable Economic Development that Benefits the Businesses and Citizens of Spartanburg County

1.1 Strengthen business retention, recruitment, and expansion

1.2 Establish and implement a land use planning process and policy framework

1.3 Support education and training efforts that improve workforce readiness

1.4 Encourage and support entrepreneurship initiatives

1.5 Develop an effective and efficient infrastructure plan

Goal 2: Capitalize on Natural Resources and Tourism Opportunities

2.1 Strengthen policies related to accessing natural resources and promoting tourism

2.2 Collaborate with partners to implement strategic steps to take advantage of natural resource assets as a key component of tourism related activities.

2.3 Clearly define and promote the current and projected economic impact of natural resources and tourism

Goal 3: Remain Prudent Stewards of Financial Resources in the Provision of Quality Public Services

3.1 Budget and allocate resources in the public’s best interest

3.2 Reduce and eliminate the inefficient use of financial and other resources without compromising quality of services

3.3 Identify and leverage opportunities to diversify funding

3.4 Identify, prioritize, and address needs for service improvement

3.5 Recognize high-performing staff members who contribute to quality services at Council meetings

Goal 4: Commit to the Implementation of this Plan and Realization of this Inclusive Vision

4.1 Develop operational plans that detail action items, success indicators, timelines, and responsible parties for the objectives of this plan

4.2 Identify objectives with budget implications and allocate resources accordingly

4.3 Convene an annual retreat of County Council to foster cooperation and communication and to review and revise this plan accordingly

4.4 Utilize the Vision, Mission, and Values to consistently brand the County’s message at Council and Departmental levels

5.5 Utilize the Vision, Mission, and Values to guide decision-making and policy-making at Council and Departmental levels



Long-Term Planning Strategic Visioning During FY 2014/15, County Council held a series of strategic visioning retreats where it developed new vision, mission, values, and goals for the County which have been incorporated into the FY 2020/21 operating budget and the FY 2021-25 Capital Improvement Plan (CIP). Council has committed to holding a retreat each fall where it will review its current goals and develop its goals and expectations for the next budget cycle. This retreat will precede the CIP call for projects and will serve as the guide for departments and offices to develop their capital and operating requests. As this process develops, the CIP and operating documents will continue to be retooled to tie directly to County goals and objectives.

Capital Improvement Plan (CIP) The CIP is a five-year planning tool used to identify needed capital projects and to coordinate financing and timing of the projects. The CIP and its associated Capital Budget are adopted each year by County Council. While a summary of the CIP is included in the adopted budget book, the full CIP book is available on the Budget Management webpage.

Comprehensive Plan The Comprehensive Plan is a vital document for Spartanburg County as it is the principal policy document for guiding future conservation and development of the unincorporated area of Spartanburg County. It sets down the common values, ideals, and aspirations of our citizens and determines how to make the best use of our shared community resources. It is meant to identify and bring about a deliberate, overall direction to the day-to-day decisions of our governing body and the boards, commissions, and staff on which it relies to carry out its policies. The Plan provides policy guidance for the development of the County for the next ten years by outlining goals and implementation strategies that are supported by data and technical analysis and are developed with a thorough public review process.

Spartanburg Community Indicators Project Spartanburg Community Indicators Project presents data and engages the community in dialogue and strategy that leads to positive change in Spartanburg County, South Carolina. The project facilitates organizations and individuals as they actively promote civic prosperity by using community indicator data to inform and guide their progress. The Project is a collaboration of The Spartanburg County Foundation, United Way of the Piedmont, Spartanburg County, University of South Carolina Upstate, Mary Black Foundation, Spartanburg Regional Foundation, and Spartanburg Area Chamber of Commerce. We partner with Indicator Area Leaders in the community to improve outcomes in each of our seven (7) Indicator Areas – Civic Health, Cultural Vitality, Economy, Education, Natural Environment, Public Health, and Social Environment.

Spartanburg County Parks Strategic Master Plan Spartanburg County Parks Strategic Master Plan provides guidance for preparation of the Parks Department’s future Operating and Capital Budget requests as well as providing priorities for fund-raising, including sponsorships, corporate naming/support opportunities and grant applications.

Spartanburg Trails and Greenways Master Plan The Spartanburg Trails and Greenways Master Plan provides a framework for the development of a connected network of off-street trails integrated seamlessly with the on-street network to facilitate walking and biking as viable transportation choices and recreation opportunities through the metropolitan area of Spartanburg.

Tourism Action Plan The Tourism Action Plan was prepared in 2010 but remains relevant and in use to this day. Its purpose is to design a blueprint for creating a new industry in Spartanburg County by positioning the County in the tourism sector as it relates to heritage, history, nature, agriculture, art, music, sports, and recreation.

https://www.spartanburgcounty.org/673/Comprehensive-PlanLong-Range-Planning

http://www.strategicspartanburg.org/

http://www.spcf.org/

http://www.uwpiedmont.org/

http://www.spartanburgcounty.org/

http://uscupstate.edu/

http://uscupstate.edu/

http://www.maryblackfoundation.org/

http://regionalfoundation.com/

http://www.spartanburgchamber.com/


http://spartanburgparks.org/DocumentCenter/View/380/Spartanburg-County-Parks-Department-Strategic-and-Master-Plan-2018---2023-PDF

http://spartanburgparks.org/DocumentCenter/View/382/Spartanburg-Trails-and-Greenways-Master-Plan-PDF

http://spartanburgparks.org/wp-content/uploads/2013/11/SpartanburgTourismActionPlan.pdf



County Organization Chart Citizens of Spartanburg County

County Council

GIS Information Technology

Public Works

Budget Management

Administrative Services

Parks

Register of Deeds

Records Management

Environmental Enforcement

Community Development

Delinquent Tax

Assessor

Internal Auditor County Attorneys

Deputy County Administrator

County Administrator

Library

Clerk to Council

Upstate Workforce

Boards & Commissions

Building Codes

Emergency Management

Emergency Services Academy

Finance

Fire Department

Purchasing

Planning & Development

Human Resources

Fire Services HazMat

Communications

SPATS

Solid Waste

Roads & Bridges

Engineering

Mail Services

Fleet Services

Facilities

Treasurer

Elected Officials

Circuit Solicitor Auditor

Coroner Clerk of Court

Probate Master-in-Equity

Sheriff Public Defender

State Indigent Defense Appointed

Registration & Elections

Veterans Affairs

Magistrate Judges

County Delegation Clerk

State Legislative Delegation Appointed

Detention



List of Principal County Officials

(As of July 2020)

County Council Tax Collection *Chairman at Large A. Manning Lynch, Jr. Assessor Robert E. Metts, Jr. *District 1 Michael D. Brown *Auditor Sharon West

*District 2 Jack A. Mabry Tax Collector Kristina Hale (Interim)

*District 3 H. David Britt Register of Deeds Dorothy Earle *District 4 Whitney L. Farr *Treasurer Oren L. Brady, III *District 5 Bob Walker*District 6 Roger Nutt

Community Outreach and Health County Leadership Services +County Administrator B. Cole Alverson Community Development Director Kathy Rivers Deputy County Administrator Earl Alexander, II +Registrations & Elections Director Henry Laye, IIIAssistant County Administrator (Vacant) +Veteran’s Affairs Director Lynn O’Dell

+Workforce Investment Board Ann Angermeier Operational Support Administrative Services Director Mike Emory Judicial +County Attorney Virginia Dupont *Circuit Solicitor Barry J. Barnette +County Attorney John Harris *Clerk of Court Amy W. Cox Finance & Budget Director Lisa M. Benfield +Master-In-Equity Gordon Cooper Human Resources Director Anthony D. Bell +Magisterial Court Tommy Wall Information Technologies Director Kim Danner *Probate Court Ponda Caldwell Internal Auditor Nicole Hall +Public Defender Michael Morin Procurement Director Lisa Coleman

Public Works Public Safety Public Works Director Travis Brown *Coroner Charles Clevenger Emergency Medical Services Director Jeffrey Carroll Quality of Life Environmental Enforcement Director James Nelson, II +Library Director Todd Stephens Communications Director Michael Flynn Parks and Recreation Director Kevin Stiens *Sheriff Chuck Wright, Jr.

Emergency Management Director Douglas Bryson Emergency Services Academy Chris Massey Trinity Fire Department Donald Carlson

Economic Development and Land Use Building Codes Director P. Gregg HembreePlanning and Development Director Joan Holliday (Interim)

* Denotes Elected Official+ Denotes Appointed Official



CommerceSpartanburg is located in the foothills of the beautiful Blue Ridge Mountains and is uniquely situated at the crossroads of two major interstates, I-85 and I-26. It has a large number of Fortune 500 companies such as BMW Manufacturing Company LLC, Milliken, Michelin, Adidas, Dräxlmaier, Toray Carbon Fibers, Röchling, Magna, Auriga Polymers, Advance America and Denny’s to name just a few. Business flourishes in this area as a result of the I-85 corridor and I-26 corridors, of the Inland Port connection to the Port of Charleston, pro-business climate, cultural amenities, and unparalleled quality of life. Spartanburg is a prime destination for companies around the world. Automotive, advanced manufacturing, advanced materials, biosciences, energy, and logistics are all reflective of existing industries as well as sectors expected to perform well economically in this area. Economic efforts throughout the county are guided by the Economics Futures Group a division of the Spartanburg Area Chamber of Commerce in partnership with Spartanburg County.

Spartanburg has revolutionized itself from its industrial beginnings in textiles in the early 20th century to the late 20th century as an automotive hub to a high-growth area by capitalizing on our industrial strengths today. Since BMW Manufacturing Company, LLC came to our area in the 1990’s, more than 100 automotive suppliers and industries including plastics, packaging, metalworking and distribution had located in Spartanburg County.

Spartanburg County has a strong workforce readily available to businesses looking to locate or expand in the area. Economic development announcements for 2015 through 2019 included one hundred (100) projects representing $3.1 billion and more than 7,993 jobs. In 2019 alone, there were twenty-seven (27) projects, 811 jobs and $354,126,687 in capital investments in Spartanburg County. The announcements for 2019 included new developments and expansions from businesses based in 11 countries: Canada, China, France, Germany, India, Italy, Japan, Netherlands, South Africa Sweden and Turkey.

Principal Taxpayers

(1) Percentage of (1) Percentage ofAssessed Taxes Total Assessed Assessed Taxes Total Assessed

Taxpayer Type of Business Valuation Paid Valuation Valuation Paid Valuation

BMW Manufacturing Co LLC Automobile manufacturing 54,148,991$ 18,996,931$ 4.5% 21,663,517$ 6,503,002$ 2.1%Duke Energy Corp Electric utility 32,328,026 12,986,879 2.7% 24,641,910 8,528,396 2.4%Michelin North America Tire mfg./research & development 10,290,446 3,729,942 0.8% 7,151,250 2,228,969 0.7%R R Donnelley Commercial printer 6,186,777 2,618,262 0.5% 4,819,489 1,794,778 0.5%Mary Black Health System Hospital 5,815,120 2,450,707 0.5% 6,596,650 2,169,316 0.0%Toray Composite Materials, Ame Carbon fiber and composite materia 5,390,828 1,999,997 0.4% N/A N/A 0.0%SEW Eurodrive, Inc. Factory automation equipment 5,297,550 1,787,879 0.4% 3,661,819 1,188,728 0.4%Norfolk Southern Corp Railway 4,972,744 1,955,640 0.4% N/A N/A 0.0%Spartanburg DC Inc. Distribution and customer service 4,950,290 1,849,428 0.4% N/A N/A 0.0%BellSouth Telephone utility 4,701,130 1,877,103 0.4% 9,082,050 3,233,723 0.9%

134,081,902$ 50,252,768$ 11.0% 77,616,685$ 25,646,912$ (1) All tax districts

June 30, 2019 June 30, 2009

Spartanburg County, South CarolinaPrincipal Taxpayers

June 30, 2019 and 2009

Data Source: Spartanburg County Auditor's Office

http://www.economicfuturesgroup.com/




TransportationAir Travel Greenville-Spartanburg International Airport (GSP) serves more than 2.6 million passengers per year and is served by 6 major airlines. These airlines offer 50 non-stop daily departures and direct service to 19 destinations across the U.S. It has a runway which is 11,001 feet long that makes it possible for GSP to accommodate any aircraft currently in operation. The terminal is 322, 446 square feet which offers third level jet boarding and 13 departure gates. The Spartanburg Downtown Memorial Airport is located off of Ammons Road in the southwest section of the city of Spartanburg. The airport serves over 100 local aircraft as well as corporate jets representing many of Spartanburg's largest companies.

Bus/Transit Bus transit service is provided by the Spartanburg Regional Transportation Authority (SPARTA) and provides low-cost, convenient public bus service to all areas of the City of Spartanburg as well as to several destinations outside the city limits. Interstate bus travel is provided by Greyhound bus lines.

Ports In October 2013, the SC Ports Authority opened a new $43 million inland port in the northwest portion of Spartanburg County offering a new, cost-effect means of transporting containers via rail between the Port of Charleston and the Upstate. In 2016, just its third year of operation, Inland Port Greer handled an incredible 103,000 containers, lowering the carbon footprint for clients while saving them time and money. This success is not only making existing businesses more competitive, it is also driving tremendous interest in new port-dependent development. International businesses in Spartanburg County have the advantage of efficient rail and truck access to the Port of Charleston as well as easy connectivity to the major population centers of the fast-growing Southeast.

Roads Spartanburg County is served by Interstates 26 (I-26) and 85 (I-85). Major United States highways serving the county include US 221, US 29, and US 176. Major South Carolina highways include SC 9, SC 56, SC 295, SC 296, SC 101, SC 358, and SC 357.

Train Rail traffic is furnished by Norfolk Southern and CSX for freight and Amtrak for passenger travel.

http://www.gspairport.com/

http://www.cityofspartanburg.org/airport

http://www.cityofspartanburg.org/sparta



Employment and Labor

Major Employers and Changes in Employment Data (Industrial and Office)

2019 % 2009 %BMW Manufacturing Corporation Automotive manufacturer 11,000 7.7% 5,400 4.2%Spartanburg County Schools Public school system 7,710 5.4% 5,185 4.0%Spartanburg Regional Medical Center Hospital 7,500 5.2% 4,607 3.6%Mill iken & Company Research & development on yarns, chemicals 4,007 2.8% 1,100 0.9%Michelin Tire Company Radial truck tire manufacturer 3,435 2.4% 952 0.7%State of South Carolina State government 2,083 1.5% 2,387 1.9%Adidas Sporting and Recreatinal goods and supplies 2,520 1.8% N/A*Spartanburg County County government, courts, law enforcement 1,622 1.1% 1,678 1.3%Draexlmaier Automotive of America LLC Wire harnasses 1,075 0.8% N/A*AFL Corporation Nonferrous wiredrawing and insulating 858 0.6% N/A*Benore Logistics Systems Logistics 800 0.6% N/A*Lear Corporation Automotive seating 800 0.6% N/A*SEW - Eurodrive, Inc Gear drives and speed reducers 750 0.5% N/A*Inman Mills Man made woven fabric 700 0.5% N/A* Spartanburg Steel Fabricate structural metal products 618 0.4% 601 0.5%

Appalachian Council on Governments, Spartanburg Chamber of Commerce, and individidual employers(N/A*) Data unavailable

Data Sources:

Company Name Business/ProductEmployees and % of workforce



Education Spartanburg offers a wealth of educational opportunities from preschool to graduate school. The commitment to primary and secondary education consistently yields award winning schools, innovative educational programs, and SAT and Advanced Placement Exam scores that exceed national and state averages. The Spartanburg Academic Movement serves as the Spartanburg Community Indicators Project’s Indicator Area Leader for Education. Its goal is to foster a culture in Spartanburg County that values educational achievement from cradle to career. They are an all-in partnership of education, business, government, foundation, community, and faith leaders across Spartanburg County in pursuit of high levels of academic success for all Spartanburg’s children. Spartanburg County is divided into seven school districts and each district is governed by elected school board members who appoint the District Superintendent. The Spartanburg County School Districts have their own taxing authority and annual budgets are approved by the School Board members. Spartanburg is also home to the Spartanburg Preparatory School (SPS) which was founded in 2009. The school’s mission is to ensure equal access to a supportive school community that promotes high academic excellence using an inquiry-based approach to teaching. The Spartanburg Prep School is a free, public school who serves children in grades kindergarten through eighth grade. SPS is sponsored by the South Carolina Public Charter School District. Also located in the County is the South Carolina School for the Deaf and Blind which offers programs for preschool, elementary, middle school, high school, sensory multi-disabled, vocational and postsecondary education students as well as a variety of outreach and support services. The main campus is in Spartanburg and regional centers are located throughout the state.

College/University Type of Institution Converse College Private four-year college for women Edward Via College of Osteopathic Medicine Four-year osteopathic medical school Sherman College of Chiropractic Private college Spartanburg Community College Public two-year college Spartanburg Methodist College Private two-year college University of South Carolina Upstate Public four-year university Virginia College Private career training college Wofford College Private four-year college

District Towns/Cities Served District 1 Campobello, Inman, Landrum District 2 Boiling Springs, Chesnee, Inman, Mayo District 3 Cowpens, Pacolet, Spartanburg District 4 Woodruff District 5 Duncan, Moore, Reidville, Wellford District 6 Moore, Pauline, Roebuck District 7 Spartanburg

Spartanburg Education by the Numbers:

82 elementary, junior and high schools

48,659 students enrolled

8 higher education institutions 16,000+ enrolled

http://www.spartanburgprep.org/

http://www.scsdb.k12.sc.us/

http://www.spartanburg1.k12.sc.us/


http://www.spartanburg3.org/


http://www.spart5.k12.sc.us/





Recreation and CultureSpartanburg is not only a place connecting travelers, but home to an amazing selection of activities, events and points of interest that provide plenty of things to do for an active day out or weekend vacation. It’s easy to love the outdoors in Spartanburg County.

Start your adventure in our parks- city, county and state. Grab your kayak, canoe and hiking boots to explore Spartanburg’s blueways and greenways. Croft State Park is perfect for a weekend camping trip, with 50 campsites for RV or tent camping, while Glendale Shoals Preserve is ideal for an afternoon stroll, complete with 13 acres of scenic property along Lawson's Fork Creek, with a waterfall that cascades over a dam, and significant plant, animal and bird life. Spartanburg’s premier outdoor concert and special events venue, Barnet Park doubles as a cultural and outdoors hotspot with seven acres of land and a two-mile paved walking trail. Want more to do? Spartanburg County is home to seven disc golf courses,

including five courses that are owned and managed by the Spartanburg County Parks Department. And for water-based recreation, Spartanburg has several lakes and rivers, as well as splash pads and water parks, including Shipwreck Cove and Tyger River Park in the Duncan area. Spartanburg is one of South Carolina’s most established, respected, progressive, and diverse art communities. The epicenter of Spartanburg County’s cultural experiences is the Downtown Cultural District, one of only six in South Carolina, and is highlighted by the Chapman Cultural Center, which hosts visual and performing arts alongside history and science in a single location. Enjoy a theater performance, experience a concert, or watch the ballet in its intimate 500-seat theater. Residents and visitors can stroll through downtown Spartanburg on the third Thursday of each month for ArtWalk -- a free, self-guided tour of galleries and museums that stay open late to allow guests to enjoy various exhibitions and art-related activities. The Johnson Collection in downtown Spartanburg counts iconic masterworks among its holdings, by an astonishing depth and breadth of artists, whose lives and legacies form the foundation of Southern art history. The AC Hotel Spartanburg also functions as a showcase for modern masterpieces created by artists associated with the experimental arts enclave of Black Mountain College. A selection of 40 works curated from the Johnson Collection’s holdings is on permanent view throughout the first floor and mezzanine. With over 1,335 annual events and festivals, dozens of galleries and art exhibit spaces, more than 20 indoor live performance venues, and several outdoor performance venues, options abound, and most are free. There is no lack of options here.

Spartanburg is home to: 200 miles of walking/biking trails

5 Arboretums 1 Music Trail featuring 18

musicians 44 Galleries and exhibit spaces

7 Museums 98 Park & Recreation centers

Spartanburg Weather: average sunny days per year = 225

average annual rainfall = 48” average annual high temperature

74 degrees average annual low temperature

47 degrees

https://spartanburgparks.org/229/Rivers

https://southcarolinaparks.com/croft

http://www.visitspartanburg.com/spartanburg-business-directory/glendale-shoals

http://www.visitspartanburg.com/spartanburg-business-directory/barnet-park

https://sc-spartanburgcountyparksandrec.civicplus.com/174/Maps-Links

http://www.shipwreckcovesc.com/

https://sc-spartanburgcountyparksandrec.civicplus.com/Facilities/Facility/Details/Tyger-River-Park-186

http://www.cityofspartanburg.org/cultural-district

https://www.chapmanculturalcenter.org/home/

http://www.spartanburgartwalk.org/

http://thejohnsoncollection.org/

http://thejohnsoncollection.org/pages/highlights/detailview/4



19 & Under, 26%

20-24, 6%25-34, 14%

35-44, 12%

45-54, 13%

55-64, 13%

65 & Over, 16%

Population by Age

Community Profile Demographics Based on the US Census, the population for the County of Spartanburg in 2010 was 284,307 residents. For 2019, it was estimated that Spartanburg County had a population of 319,785. Since 2010, the population is estimated to have increased by 12.5%. Population by Race (per 2018 estimates) White ......................................................... 213,444 Black ........................................................... 65,916 Asian . ……………………………………………..……. 7,847 Hispanic or Latino…………………………………22,286 American Indian & Alaskan Native ............. 1,256 Native Hawaiian & Other Pacific Islander ..... 314 Two or More Races ....................................... 5,964 Population by Gender (per 2018 estimates) Male ........................................................... 152,236 Female ....................................................... 161,652

Population by Age (per 2018 estimates)

19 & Under ................................................ 80,958 20-24 ............................................................ 20,103 25-34 ............................................................ 43,213 35-44 ............................................................ 37,315 35-54 ............................................................ 41,602 55-64 ............................................................ 39,885 65 & Over ................................................... 50,812

Spartanburg County Number of Housing Units ...................... 131,451 Median Household Income .................... $50,179

*Household information is based on 2018 estimates

265,000270,000275,000280,000285,000290,000295,000300,000305,000310,000315,000320,000

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Spartanburg County Population

7.7%

18.4

%

11.3

%

14.5

% 19.7

%

11.8

%

10.7

%

3.2%

2.7%

0.0%2.0%4.0%6.0%8.0%

10.0%12.0%14.0%16.0%18.0%20.0%

$10k

or

less

$10k

-$2

5k

$25k

-$3

5k

$35k

-$5

0k

$50k

-$7

5k

$75k

-$1

00k

$100

k-$

150

k

$150

k-$

200

k

$200

k o

r m

ore

Household Income Distribution

Spartanburg County South Carolina


Budget Overview

May 12, 2020 Honorable A. Manning Lynch Members, Spartanburg County Council County Administrative Building 366 North Church Street Spartanburg, SC 29303 Dear Chairman Lynch and Members of Spartanburg County Council:

I am pleased to submit the recommended budget for Fiscal Year 2020/21 as the funding mechanism for continuation of core public services and furtherance of Council’s strategic plan. As a County and as a nation, we find ourselves in unprecedented and uncertain times dealing with a novel pandemic that is actively reshaping the way we provide services and conduct business. Developing a financial plan during such uncertain times with such limited information is, at best, challenging. As a result, the plan before you seeks to balance prudence and operational flexibility while continuing to provide core services and further the vision of the County. This plan is far from the budget that we expected to recommend to you all some months back; however, sitting on the brink of potential recession whose severity and duration are unknown demands and requires a shift in our planning. It is our intent to recommend to you a financial plan that seeks to balance flexibility, limit to the extent reasonably possible and advisable any new recurring costs, and to shield the financial condition of the County. It is our goal to accomplish this all while preserving investments in our infrastructure and core services. We believe that the budget recommended here strikes this precarious balance and, in doing so, offers the County the maximum ability to react to changing financial circumstances and to adjust accordingly. As presented, the proposed total annual budget for the County is balanced in all funds and maintains targeted fund balance levels that are consistent with Council’s financial policy guidelines. The recommended FY 2020/21 budget totals $111,570,000 in the General Fund and $221,769,965 in all funds. This represents an increase of approximately $1.0 million in the General fund and less than $3.7 million across all funds. By contrast, these growth figures were $8.2 million and $10.6 million, respectively for the FY 2019/20 budget. Fortunately, due to thoughtful planning by County Council over recent years, the County’s financial condition is strong. We have benefited from strong revenue growth over the last several years driven by development activity. While COVID-19 has acutely impacted some County revenues, prior and current year growth trends continue to bear fruit. We anticipate continued growth in our assessed base for FY 2020/21 at 4.3% primarily due to new construction, which already exists, coming on the tax rolls. We are forecasting a decrease in the collection rate of property taxes based on data trends, global economic uncertainty, and potential for resurgence of COVID-19 in the fall. Despite this, we anticipate that the net result of these divergent factors will be positive current tax growth for FY 2020/21 totaling $3.2 million. While this revenue growth is welcomed, the increase is much lower than initially projected. Our other revenue sources are impacted to varying degrees depending on their nature and their susceptibility to change as consumer spending and ability to pay changes.


Budget Overview

While we expect to experience overall growth in revenues for FY 2020/21, the limited nature of this growth has required us to focus new spending on the most immediately pressing areas. We have focused this new revenue first towards meeting known cost changes like insurance and secondarily towards addressing areas where service demand continues to increase due to population growth. Recommendation for our annual financial plan would ordinarily include consideration for an across the board cost of living adjustment; however, the financial limitations imposed by economic uncertainty prevents us from including such an adjustment for FY 2020/21. Fortunately, in early 2020, the County implemented the recommendations of the classification and compensation study, to include EMS, which assured that we compensate our employees fairly and that we are market competitive. The majority of our employees were positively impacted by this implementation. Due to thoughtful and forward-looking planning at the time, we are able to maintain these adjustments next year. In spite of an atypical pause in across the board compensation adjustments, this proposed budget does include a limited number of new positions, some of which are added mid-year. These are recommended in 9-1-1 Communications, Roads and Bridges, and the Sheriff’s Office for the General Fund. Additionally, this budget includes funding to staff and open the Reidville EMS station in one of fastest growing areas of the County, a project that has been in the works for several years. This budget also includes investment in one-time major and minor capital that helps us assure that we replace equipment on a timely basis and to ensure continued progress on improving our critical infrastructure. The recommendations in our other funds largely parallel those in the General Fund with mostly net-positive revenue growth, a focus on meeting known increases in costs, and strategic use of new revenues to alleviate service pressures. In contrast to this is our Hospitality Tax Fund and, to a limited extent, our Parks Fund. In each of these funds, notable reductions to capital expenditures have been made along with some operational reductions to meet expected declines in revenues. The nature of the COVID-19 pandemic has resulted in disproportionate revenue losses that must be shored up through spending reductions. We believe our plans effectively address this and offer flexibility to respond should circumstances worsen.

My sincere appreciation is extended to all Elected Officials and Department Directors for their efforts to clearly state the needs of each department and to earnestly evaluate those needs relative to others. Special recognition is due to the team members in our Finance & Budget Office who have each worked diligently throughout this transitional period to produce this recommended budget. Of special recognition are Director Lisa Benfield, Deputy Budget Director Kelly Newman, Dominique Walker, Dawn Moody and Tracy Crocker who have collectively put in countless hours with our team of managers to help us shape and reshape the budget. Beyond the time that they committed, I appreciate their resiliency and drive to find workable solutions to help us remain flexible during these uncertain times. Through their collective efforts we will continue to make good progress in advancing the County’s vision to be a preferred destination for individuals, families and businesses to live, learn, play, work and invest. Sincerely,

B. Cole Alverson County Administrator


Budget Overview

SUMMARY OF CHANGES

Administrator’s FY 2020/21 Recommended Budget to Council’s Adopted Budget

General Fund Revenues ExpendituresAdministrator's Recommended Budget 111,570,000$ 111,570,000$ County Council Adopted AmendmentsDecrease - Taxes-Current (200,000) Decrease - Non-Departmental (161,432) Decrease - Mail Services (38,568)

Subtotal, Amendments (200,000) (200,000) Total Adopted, General Fund 111,370,000$ 111,370,000$

Council Amendments to Administrator's FY 2020/21 Recommended Budget


Budget Overview

SIGNIFICANT BUDGET OVERVIEW Personnel Services Expenditures The FY 2020/21 operating budget includes a full year of costs associated with the implementation of a class and compensation study for all regular classified County employees in January 2020. Also included is implementation of a class and compensation study for EMS. This category also includes a required increase in the employer contribution rate for the South Carolina Retirement System (SCRS) as well as the Police Officer Retirement System (PORS) of approximately 1% each, as well as an approximate 5% increase in the internal health/dental insurance rates charged to departments for positions eligible for insurance. Funding is added for 12 new positions to meet growing demands for services. These positions focus predominantly on public safety, road infrastructure, solid waste, and internal services. With the exception of Communications and Solid Waste, the new positions are budgeted to begin mid-year. Given the current economic climate, this will allow for a review of year-to-date revenues before the positions are filled. Additionally, 4 part-time positions were added in Solid Waste to provide coverage due to absences or vacancies and thus do not require additional funding. The budget, as recommended, also includes a full year of funding for positions that were added or unfrozen midyear as part of the adopted FY 2019/20 budget. Operating Expenditures Much of the operating expenditure requests for FY 2020/21 focus on combatting inflationary cost pressures and addressing increased transaction volumes and service demands. The County expects fuel expenditures to decrease as compared to the FY 2019/20 budget, however, given the recent market uncertainty, reductions to fuel accounts were conservative. Other adjustments to operating expenditures are driven by utility rate changes, contracts, price changes to products, services, commodities, etc. Several changes made in late FY 2019/20 in customer service driven departments such as Veterans’ Affairs and Tax Collector to enable the public to interact with the departments electronically (including processing of payments and signature of and submission of forms) have annual maintenance contracts that have been included for a full year of funding in FY 2020/21. Capital Expenditures This budget recommendation continues to address deferred minor and major capital needs. The County develops a separate but interconnected Capital Improvement Plan (CIP) that addresses and fully describes the major capital plans of the County. For FY 2020/21, recommended new projects focus on those that require just one-time funding instead of those that require multiple years of funding. Additionally, for some projects such as annual vehicle and equipment replacement, we will delay the purchasing of the equipment until mid-year once revenues can be reexamined. This plan can be found in the CIP section of this document or by visiting the Budget Management Department at www.spartanburgcounty.org. Structural Changes The Forrester Center, which has traditionally been housed in its own separate fund, made the decision to separate from the operations of Spartanburg County government during FY 2018/19. All assets and the applicable accounting for those assets were removed from the County’s fund structure in the FY 2019/20 budget.


Budget Overview

FY 2020/21 Operating Expenditures By Functional Area

County Leadership, 1,067,781 , 0%

Tax Collection, 6,691,540 ,

3%

Public Safety, 70,087,195 , 32%

Economic Development and

Land Use, 3,149,927 , 1%

Judicial, 17,832,144 , 8%

Public Works,

26,606,922 , 12%

Operational Support, 15,870,547 , 7%

Quality of Life, 39,487,704 , 18%

Community Outreach, 9,975,060 , 5%

Transfers/Other, 30,801,145 , 14%


Budget Overview

BUDGET-AT-A-GLANCE FY 2020/21 Consolidated Operating Budget Summary

*Internal Service Funds show a negative transfer in both the revenues and operating expenditures to eliminate theirexpenditures from being included twice in the total. On the expenditure side, the negative is shown in other because thecharges for the internal services are recognized in the other category in the other funds.

**Special Revenue Funds include a total of $27,224,780 in Agency Contributions for the Spartanburg Community College, Charles Lea Center, and Spartanburg County Public Library System. While Spartanburg County levies the tax for each of these agencies, each agency has its own governing board and completes its own audit.

General FundSpecial

Revenue FundsInternal Service

FundsDebt Service

FundTotal All

Funds

Revenues

Taxes 77,654,339 40,131,609 - 6,754,526 124,540,474

Permits, Fees, Fines 12,757,700 21,410,689 - - 34,168,389

Interest Income 200,000 64,000 - - 264,000

Intergovernmental 17,623,791 16,752,060 20,236 - 34,396,087

Miscellaneous 510,280 1,292,212 20,934,043 175,103 22,911,638

Fund Balance Appropriated 2,623,890 813,650 (37,285) (209,934) 3,190,321

Transfers-in - 19,947,745 (20,916,994) 3,068,305 2,099,056

Revenue and Transfer-in Total 111,370,000 100,411,965 - 9,788,000 221,569,965

Expenditures

Personnel Services 63,398,601 35,948,576 15,331,300 - 114,678,477

Operating 18,860,442 17,636,733 4,023,288 25,827 40,546,290

Capital/Minor Capital 111,300 6,756,167 1,021,287 - 7,888,754

Other 7,986,512 30,965,606 (20,375,875) 9,762,173 28,338,416

Transfers-out 21,013,145 9,104,883 - - 30,118,028

Expenditure and Transfer-out Total 111,370,000 100,411,965 - 9,788,000 221,569,965


Budget Overview

Revenues by Type

Expenditures by Type In the financial information for each department, division, and fund, expenditures are organized by type. Types of expenditures include: Personnel Services (salaries, health insurance, retirement, FICA, and workers compensation), Operating (office supplies, software, uniforms, fuel, utilities, etc.), Minor Capital (sometimes called Capital Outlay includes desks, chairs, computer equipment, etc.), Other Expenditures (debt, agency contributions, etc.), and Transfers.

Taxes124,540,474 56%

Permits, Fees, Fines

34,168,389 15%

Interest Income264,000 0%

Intergovernmental34,396,087 16%

Miscellaneous22,911,638 10%

Fund Balance Appropriated3,190,321 2%

Transfers-in2,099,056 1%

Personnel Services114,678,477 52%

Operating40,546,290 18%

Capital/Minor Capital 7,888,754

3%

Other 28,338,416 13%

Transfers-out30,118,028 14%


Budget Overview

3-Year Consolidated Operating Budget Summary

*Internal Service Funds show a negativetransfer in the revenues and a negative inthe expenditures to eliminate theirexpenditures from being counted twice inthe total. On the expenditure side, thenegative is shown in other because thecharges for the internal services arerecognized in the other category in theother funds.

**Special Revenue Funds include a total of $27,224,780 in FY 2020/21 in Agency Contributions for the Spartanburg Community College, Charles Lea Center, and Spartanburg County Public Library

System. While Spartanburg County levies the tax for each of these agencies, each agency has its own governing board and completes its own audit.

FY 18/19 Actual FY 19/20 Budget FY 20/21 Budget FY 18/19 Actual FY 19/20 Budget FY 20/21 Budget FY 18/19 Actual FY 19/20 Budget FY 20/21 BudgetRevenues

Taxes 72,030,435 72,780,649 77,654,339 38,725,372 39,035,906 40,131,609 - - - Permits, Fees, Fines 14,896,534 12,600,800 12,757,700 20,950,905 20,536,308 21,410,689 - - - Interest Income 3,653,848 750,000 200,000 213,288 113,000 64,000 - - - Intergovernmental 18,347,254 19,321,811 17,623,791 18,086,278 13,652,405 16,752,060 6,410 20,236 20,236 Miscellaneous 673,938 494,487 510,280 2,058,236 1,082,539 1,292,212 17,538,755 19,589,038 20,934,043 Fund Balance Appropriated - 4,664,253 2,623,890 94,213 1,800,030 813,650 - 79,249 (37,285)Transfers-in 10,175 - - 19,072,818 19,493,079 19,947,745 (17,545,165) (19,688,523) (20,916,994)

Revenue and Transfer-in Total 109,612,184 110,612,000 111,370,000 99,201,111 95,713,267 100,411,965 (0) - -

ExpendituresPersonnel Services 57,689,726 63,401,464 63,398,601 31,017,144 32,194,634 35,948,576 13,729,029 14,803,042 15,331,300 Operating 15,410,216 17,846,826 18,860,442 20,283,392 18,832,151 17,636,733 2,977,170 3,402,661 4,023,288 Capital/Minor Capital 181,023 78,966 111,300 8,295,449 4,133,966 6,756,167 474,526 1,000,159 1,021,287 Other 6,550,257 7,417,412 7,986,512 27,062,764 28,498,680 30,965,606 (17,180,725) (19,205,862) (20,375,875)Transfers-out 20,432,529 21,867,332 21,013,145 8,536,027 12,053,836 9,104,883 - - -

Expenditure and Transfer-out Total 100,263,750 110,612,000 111,370,000 95,194,776 95,713,267 100,411,965 (0) - -

General Fund Special Revenue Funds Internal Service Funds

FY 18/19 Actual FY 19/20 Budget FY 20/21 Budget FY 18/19 Actual FY 19/20 Budget FY 20/21 BudgetRevenues

Taxes 7,271,174 6,343,518 6,754,526 118,026,981 118,160,073 124,540,474 Permits, Fees, Fines - - - 35,847,439 33,137,108 34,168,389 Interest Income 3,453 - - 3,870,590 863,000 264,000 Intergovernmental - - - 36,439,943 32,994,452 34,396,087 Miscellaneous 407,590 552,980 175,103 20,678,519 21,719,044 22,911,638 Fund Balance Appropriated - 1,094,850 (209,934) 94,213 7,638,382 3,190,321 Transfers-in 3,552,839 3,690,652 3,068,305 5,090,667 3,495,208 2,099,056

Revenue and Transfer-in Total 11,235,056 11,682,000 9,788,000 220,048,351 218,007,267 221,569,965

ExpendituresPersonnel Services - - - 102,435,899 110,399,140 114,678,477 Operating 17,100 28,641 25,827 38,687,878 40,110,279 40,546,290 Capital/Minor Capital - - - 8,950,997 5,213,091 7,888,754 Other 9,376,116 11,653,359 9,762,173 25,808,412 28,363,589 28,338,416 Transfers-out 1,097,428 - - 30,065,984 33,921,168 30,118,028

Expenditure and Transfer-out Total 10,490,644 11,682,000 9,788,000 205,949,170 218,007,267 221,569,965

Debt Service Fund Total All Funds


Budget Overview

FY 2020/21 REVENUE SUMMARY BY FUND

General Fund50%

Parks & Rec/Hospitality

Tax Funds6%

Health & Human Services Funds

1%

Public Works Funds

9%

Library & Education Funds

12%

Special Revenue Funds

5%

Debt Service Fund5%

Detention Fund9%

Other Funds3%

Revenues by Fund

Fund Revenue Source FY 16/17 Actual FY 17/18 Actual FY 18/19 Actual FY 19/20

Budget FY 20/21

Budget $ Inc/Dec FY 21-20

100 Taxes - Current 61,546,007 65,009,626 68,947,248 70,143,649 74,383,793 4,240,144 100 Delinquent Taxes 2,987,432 2,506,552 3,083,187 2,637,000 3,270,546 633,546 100 Permits 3,827,657 4,989,033 5,290,257 3,620,500 3,252,000 (368,500) 100 Fines 1,684,520 1,566,948 1,738,810 1,524,000 1,817,500 293,500 100 Fees and Costs 6,955,434 7,255,839 7,867,467 7,456,300 7,688,200 231,900 100 Intergovernmental - Federal Sources 868,839 1,207,394 1,027,020 993,520 1,004,867 11,347 100 Intergovernmental - State Sources 13,062,376 12,933,384 13,514,133 14,050,709 14,203,884 153,175 100 Intergovernmental - Local Sources 3,540,675 3,711,494 3,806,102 4,277,582 2,415,040 (1,862,542) 100 Interest Income 941,908 1,278,126 3,653,848 750,000 200,000 (550,000) 100 Miscellaneous 340,876 704,735 673,938 494,487 510,280 15,793 100 Fund Balances - - - 4,664,253 2,623,890 (2,040,363) 100 Transfers In - 400,000 10,175 - - - 100 Total, General Fund 95,755,724 101,563,132 109,612,184 110,612,000 111,370,000 758,000

200 Taxes-Current 4,953,681 5,189,364 5,549,006 5,529,639 5,845,739 316,100 200 Delinquent Taxes 174,182 125,004 118,048 150,000 140,000 (10,000) 200 Fees 909,755 992,236 949,255 938,000 946,500 8,500 200 Intergovernmental - State Sources - - 40,262 30,261 30,261 - 200 Interest Income 3,351 11,294 17,801 9,000 8,000 (1,000) 200 Miscellaneous 218,909 289,634 262,261 252,000 248,000 (4,000) 200 Fund Balances - - - (132,900) - 132,900 200 Transfers In 2,127,000 2,181,000 2,225,000 2,290,000 2,067,500 (222,500) 200 Total, Spartanburg Parks Fund 8,386,878 8,788,532 9,161,633 9,066,000 9,286,000 220,000


Budget Overview

FY 2020/21 Revenue Summary by Fund Continued


Budget FY 20/21


201 Taxes-Current 4,342,170 4,702,084 4,941,799 5,025,000 4,135,000 (890,000) 201 Fees 120 60 - - - - 201 Intergovernmental - State Sources - - 680 680 680 - 201 Interest Income 7,229 20,289 28,964 20,000 - (20,000) 201 Fund Balances - - (4,680) (55,680) (51,000) 201 Total, Hospitality Tax Fund 4,349,519 4,722,433 4,971,443 5,041,000 4,080,000 (961,000)

210 Fees 6,672,294 6,765,225 6,873,423 6,935,000 7,063,000 128,000 210 Intergovernmental - State Sources - - 3,176 3,176 3,176 - 210 Interest Income 10,660 39,296 70,183 18,000 20,000 2,000 210 Miscellaneous 13,347 - 140,936 2,000 2,000 - 210 Fund Balances - - 1,240,000 12,824 11,824 (1,000) 210 Transfers In - 50,000 - - - - 210 Total, Road Maintenance Fee Fund 6,696,301 6,854,521 8,327,718 6,971,000 7,100,000 129,000

211 Taxes-Current 998,852 1,046,288 1,161,716 1,186,463 1,229,564 43,101 211 Delinquent Taxes 35,952 25,911 24,531 27,000 24,500 (2,500) 211 Fees - - - - 315,000 315,000 211 Intergovernmental - State Sources - - 4,335 4,335 4,335 - 211 Interest Income 2,619 8,723 12,005 6,000 6,000 - 211 Miscellaneous 5,560 - - - - - 211 Fund Balances - - - 378,202 37,601 (340,601) 211 Transfers in 219,561 - 50,000 150,000 - (150,000) 211 Total, Stormwater Management Fund 1,262,544 1,080,922 1,252,588 1,752,000 1,617,000 (135,000)

220 Fees 9,466,932 10,026,228 10,307,901 10,187,000 10,411,350 224,350 220 Intergovernmental - State Sources 130,435 161,968 213,021 232,070 210,070 (22,000) 220 Interest Income 19,595 60,256 64,688 60,000 30,000 (30,000) 220 Miscellaneous 301,369 430,137 524,396 226,623 291,532 64,909 220 Fund Balances - - - 1,050,307 388,048 (662,259) 220 Transfers In - 50,493 - - - - 220 Total, Solid Waste Management Fund 9,918,331 10,729,082 11,110,006 11,756,000 11,331,000 (425,000)

221 Fees & Cost 365,044 451,777 436,986 445,000 480,000 35,000 221 Fund Balances - - - 40,000 108,000 68,000 221 Transfers In - - - - - - 221 Total, Methane Fund 365,044 451,777 436,986 485,000 588,000 103,000

235 Fees & Cost 685,948 778,053 840,000 900,000 1,100,000 200,000 235 Intergovernmental - Federal Sources 1,465,519 2,043,362 2,280,797 2,025,000 1,795,000 (230,000) 235 Intergovernmental - State Sources - - 91,570 91,570 91,570 - 235 Intergovernmental - Local Sources 42,089 188,461 54,634 40,000 40,000 - 235 Miscellaneous 718,922 460,272 699,717 601,916 750,680 148,764 235 Transfers In 14,860,150 14,902,706 15,195,514 15,391,514 15,499,750 108,236 235 Total, Detention Fund 17,772,628 18,372,853 19,162,232 19,050,000 19,277,000 227,000

236 Fees 533,667 523,686 502,431 503,000 453,000 (50,000) 236 Intergovernmental - State Sources 897,116 1,124,368 1,281,760 1,093,569 1,224,000 130,431 235 Miscellaneous - 37 - - - - 236 Fund Balances - - - 210,431 26,000 (184,431) 236 Transfers In 17,831 27,887 3,180 - - - 236 Total, 911 Phone System Fund 1,448,614 1,675,977 1,787,371 1,807,000 1,703,000 (104,000)

237 Fines 367,602 369,492 374,787 315,000 345,739 30,739 237 Intergovernmental - State Sources - - 2,560 2,560 2,560 - 237 Transfers In 170,893 150,891 180,551 267,440 239,701 (27,739) 237 Total, Victim Assistance Fund 538,495 520,383 557,898 585,000 588,000 3,000


Budget Overview



Budget FY 20/21


238 Taxes - Current - - 443,692 1,202,500 1,350,700 148,200 238 Delinquent Taxes - - 13,395 20,000 13,300 (6,700) 238 Miscellaneous - - 149,982 - - - 238 Total, Fire Department Fund - - 607,070 1,222,500 1,364,000 141,500

245 Intergovernmental - State Sources 1,290,065 1,425,881 1,645,902 1,840,965 1,314,534 (526,431) 245 Intergovernmental - Local Sources 140,000 140,000 140,000 140,000 188,415 48,415 245 Transfers In 998,035 998,035 998,035 998,035 1,375,051 377,016 245 Total, Public Defender 7th Circuit Fund 2,428,100 2,563,916 2,783,937 2,979,000 2,878,000 (101,000)

250 Taxes-Current 2,354,361 584,380 393,458 380,000 300,000 (80,000) 250 Fees 369,264 320,947 360,245 313,308 296,100 (17,208) 250 Intergovernmental - Federal Sources 1,251,917 966,683 1,084,257 896,750 944,295 47,545 250 Intergovernmental - State Sources 10,936,087 5,738,724 4,027,128 2,385,864 3,757,576 1,371,712 250 Intergovernmental - Local Sources 468,066 685,653 666,029 709,940 2,961,045 2,251,105 250 Miscellaneous 10,909 7,508 303 - - - 250 Fund Balances - - - 116,773 165,883 49,110 250 Transfers In 284,742 414,660 369,110 341,316 711,101 369,785 250 Total, Special Revenue Fund 15,675,346 8,718,555 6,900,530 5,143,951 9,136,000 3,992,049

251 Intergovernmental - Federal Sources 2,841,911 2,972,971 3,217,739 2,220,150 2,016,766 (203,384) 251 Intergovernmental - State Sources - - 2,618 2,618 2,618 - 251 Miscellaneous 19,262 - - - - - 251 Total, Upstate Workforce Board 2,861,173 2,972,971 3,220,357 2,222,768 2,019,384 (203,384)

252 Fees 495,890 506,364 305,877 - - - 252 Intergovernmental - Federal Sources 1,227,741 1,226,050 633,016 - - - 252 Intergovernmental - State Sources 1,197,579 1241980 1,019,070 - - - 252 Intergovernmental - Local Sources 179,367 13,750 - - - - 252 Interest 6,577 22,039 19,647 - - - 252 Miscellaneous 488,854 389,573 228,311 - - - 252 Total, Forrester Center Fund 3,596,008 3,399,755 2,205,921 - - -

253 Intergovernmental - Federal Sources 1,767,500 1,566,756 1,674,827 1,930,000 2,162,262 232,262 253 Intergovernmental - State Sources - - 2,897 2,897 2,897 - 253 Miscellaneous 6,929 51,728 52,330 - - - 253 Transfers In 50,338 49,086 51,428 54,774 54,642 (132) 253 Total, Community Development Fund 1,824,767 1,667,570 1,781,482 1,987,671 2,219,801 232,130

295 Taxes - Current 7,506,319 7,819,395 8,425,569 8,418,000 8,939,956 521,956 295 Delinquent Taxes 266,965 198,676 179,203 210,000 179,000 (31,000) 295 Fund Balances - - - 125,000 162,044 37,044 295 Total, Spartanburg Community College 7,773,284 8,018,071 8,604,772 8,753,000 9,281,000 528,000

296 Taxes - Current 1,469,373 1,534,980 1,705,748 1,692,927 1,827,370 134,443 296 Delinquent Taxes 53,053 38,979 37,894 38,000 37,700 (300) 296 Fund Balances - - - 4,073 (30,070) (34,143) 296 Total, Charles Lea Center 1,522,426 1,573,959 1,743,642 1,735,000 1,835,000 100,000

297 Taxes - Current 13,395,905 14,090,037 14,053,042 15,156,377 16,108,780 952,403 297 Total, County Library 13,395,905 14,090,037 14,053,042 15,156,377 16,108,780 952,403


Budget Overview



Budget FY 20/21


400 Taxes - Current 6,692,389 6,979,809 7,131,011 6,183,518 6,614,026 430,508 400 Delinquent Taxes 198,149 147,478 140,164 160,000 140,500 (19,500) 400 Interest 934 8,630 3,453 - - - 400 Debt Proceeds - - 374,676 300,000 - (300,000) 400 Miscellaneous 105,128 17,000 32,914 252,980 175,103 (77,877) 400 Fund Balances - - - 1,094,850 (209,934) (1,304,784) 400 Transfers In 3,769,751 3,557,808 3,552,839 3,690,652 3,068,305 (622,347) 400 Total, Debt Service Fund 10,766,351 10,710,724 11,235,056 11,682,000 9,788,000 (1,894,000)

500 Intergovernmental - State Sources 6,410 6,410 6,410 - 500 Charges for Services 1,151,448 1,310,431 1,342,760 1,586,442 1,586,337 (105) 500 Miscellaneous 105,981 30,006 34,439 8,500 8,000 (500)

Offset (1,257,429) (1,340,437) (1,383,609) (1,601,352) (1,600,747) 605 500 Total, Fleet Services Fund - - - - - -

501 Intergovernmental - State Sources - - - 7,188 7,188 - 501 Charges for Services 2,227,611 2,331,152 2,409,284 2,748,316 2,913,035 164,719 501 Miscellaneous (6,733) - 157 - - -

Offset (2,220,878) (2,331,152) (2,409,441) (2,755,504) (2,920,223) (164,719) 501 Total, Facilities Maintenance Fund - - - - - -

501 Intergovernmental - State Sources - - - 6,638 6,638 - 505 Charges for Services 1,893,938 2,347,364 3,175,983 3,434,029 4,038,760 604,731 505 Miscellaneous 19,389 (806) (178,417) - - -

Offset (1,913,327) (2,346,558) (2,997,566) (3,440,667) (4,045,398) (604,731) 505 Total, Information Technologies Fund - - - - - -

510 Charges for Services 10,858,259 10,949,680 10,611,981 11,753,751 12,327,911 574,160 510 Miscellaneous 5,767 15,307 142,567 58,000 60,000 2,000 510 Fund Balances - - - 79,249 (37,285) (116,534) 510 Transfers In 561,933 607,120 779,141 - - -

Offset (11,425,959) (11,572,107) (11,533,689) (11,891,000) (12,350,626) (459,626) 510 Total, Insurance Fund - - - - - -

Total, All County Funds 206,337,438 208,475,173 219,515,868 218,007,267 221,569,965 3,562,698


Budget Overview

SIGNIFICANT REVENUE OVERVIEW

General Fund Revenue is derived from the levy of taxes on real property and personal tangible property, as well as delinquent tax collections. Property taxes are estimated through use of assessed value estimates, requested millage rates, and an estimate of tax collection rates developed through multi-year trend and statistical models. Tax reform law was voter-approved in 2007 and is commonly referred to as Act 388. This reform includes the capping of property tax growth at 15% at the statutorily required five-year reassessment intervals. Under Act 388 and subsequent acts, the County may only adjust levies by the combined rate of population growth plus the change in the consumer price index (CPI) and up to three years of foregone CPI and growth increases. For FY 2020/21, it is estimated that the assessed base will grow by 4.32%. Total tax collections, including delinquent tax, are estimated at $77.6 million for FY 2020/21.

Permit fees are collected for the review and issuance of permits for mobile homes, new buildings, building renovations, billboards, development standards, grading, septic tanks, and junk yards. Permit Fees total $3,252,000 and typically represent one of our highest growing revenue segments. The FY 2020/21 budget was carefully developed to only estimate the portion of collections anticipated to be recurring in nature. Large one-time permits can influence revenue collections significantly, hence the variability in actual collections. The one-time revenue generated with these permits is matched with one-time expenditures or placed in fund balance for future one-time projects. Beginning in FY 2020/21, the Grading Permit revenue was

moved to the Storm Water Management Fund in lieu of providing a transfer from general fund to the fund each year, muting the growth of this revenue category for FY 2020/21. Fines are received from the Magistrate Court and Clerk of Court. Until the current year, revenue from fines have consistently trended downward since the last recession, thus typically offsetting a portion of revenue growing in permitting and fees. For the time being, revenue from fines is trending upward and is estimated at $1,817,500 for FY 2020/21, an increase of $293,500 from the prior year budget. Fees are collected for subdivision platting, major and minor land development, mobile home park registration, Register of Deeds activities, deed stamps, Probate Court activities, Clerk of Court, Master-In-Equity Court, Department of Motor Vehicles tags issued by the Treasurer, and other activities. Fees total $7,688,200 and represent a $231,900 increase. The increase is mainly driven by higher land transaction activity levels and unit cost increases.

$50,000,000

$55,000,000

$60,000,000

$65,000,000

$70,000,000

$75,000,000

$80,000,000

FY 16/17Actual

FY 17/18Actual

FY 18/19Actual

FY 19/20Budget

FY 20/21Budget

Tax Revenue

$11,000,000 $11,500,000 $12,000,000 $12,500,000 $13,000,000 $13,500,000 $14,000,000 $14,500,000 $15,000,000 $15,500,000

FY 16/17Actual

FY 17/18Actual

FY 18/19Actual

FY 19/20Budget

FY 20/21Budget

Permits, Fees, Fines


Budget Overview

The Miscellaneous revenue category of the General Fund is estimated at $510,280 for FY 2020/21, an increase of $15,793 from the prior year. Other revenues include rental agreements for radio tower space ($258,780), sale of equipment ($55,000), copy sales ($43,000) and many other smaller revenues. In total, miscellaneous revenues tend to be variable year-to-year, and actual collections typically include some level of one-time revenues.

As a percentage of its General Fund budget, the County receives very little in terms of Federal funding. Federal revenues are limited to DSS IV-D reimbursements, SPATS, and the Workforce Investment Board. Total Federal Sources comprise $1,004,867 of the total General Fund budget in FY 2020/21. Federal funding is received for community and workforce development purposes outside of the general fund and is discussed separately below.

State revenues include appropriations from the Local Government Distribution, reimbursement for elections, Veteran’s Affairs and other miscellaneous activities. The Local Government Distribution is budgeted at $11,780,000 for FY 2020/21, representing an increase of $341,000 from the prior year budget. This once very stable revenue source has been the subject of much debate over the past several years. Traditionally, the statutory formula specified that 4.5% of the State’s prior year General Fund total should be allocated to the fund in the following year. For the past several years, this formula has been suspended annually in order to fund the distribution at a lower level. Recent debates include a formula whereby counties are granted an annual increase that corresponds to growth in the State’s General Fund, up to 5%. While this is a positive step forward, the County continues to heavily subsidize state mandated functions.

$-

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000

FY 16/17Actual

FY 17/18Actual

FY 18/19Actual

FY 19/20Budget

FY 20/21Budget

Miscellaneous

$-

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

FY 16/17Actual

FY 17/18Actual

FY 18/19Actual

FY 19/20Budget

FY 20/21Budget

Federal Revenue

$12,000,000

$12,500,000

$13,000,000

$13,500,000

$14,000,000

$14,500,000

FY 16/17Actual

FY 17/18Actual

FY 18/19Actual

FY 19/20Budget

FY 20/21Budget

State Revenue


Budget Overview

Road Maintenance Fee Fund

On July 1, 2006, a $25 per vehicle fee was imposed to implement a road maintenance and improvement program to significantly enhance the safety and quality of the County’s transportation infrastructure. Aside from any portion of these funds directed to municipalities for funding their municipal road maintenance and transportation needs, resources are used for specified road and bridge improvement projects, the expanded resurfacing and preservation programs, and operational costs for road maintenance. As the population continues to grow, growth in the number of vehicles continues, leading to an increase in

revenue. FY 2020/21 revenue from the fee is estimated at $7,063,000 a 1.8% increase over the FY 2019/20 budget, and is combined with miscellaneous revenues, interest earnings and accumulated fund balance to bring the total revenues to $7,100,000. In future years, fee revenue growth is estimated even more conservatively at 1.25% each year given that population growth for the past two years has averaged 2.0% a year.

Storm Water Management Fund

On July 1, 2005, a 1.0 mil tax levy was imposed on all taxable property in Spartanburg County to comply with the National Pollution Discharge Elimination System (NPDES II) general permit program and MS4 permit requirements derived from the Clean Water Act. The City of Spartanburg and the City of Greer are excluded from the tax district as they are responsible for their own compliance with their MS4 permits. Taxes as a revenue source continue to grow as assessed values continue to grow. In consideration of the recent economic events, we assumed that assessed values would continue to grow as they have been, however our collection rate could decrease resulting in a conservative 3% increase in tax growth for FY 2020/21. Given the economic uncertainty, tax growth for the fund has been estimated at just 1% a year for the following 4 years to ensure the long-term financial health of the fund. Beginning in FY 2020/21, the revenue source of Grading Permit Fees is transferred from the General Fund to the Storm Water Management Fund along with one position; these fees are budgeted at $315,000. Additional revenue sources for the fund include interest, a small state credit on employer retirement rate contributions, and a minimal use of capital reserves to fund the purchase of a storm water drain vacuum.

Solid Waste Fund

A number of different revenue sources contribute to the total revenue received in the Solid Waste Management Fund including: Recycling Sales, estimated at $100,000; State Tire Disposal Fee, estimated at $183,000; and User Fees, estimated at $2,700,000. The majority of the revenue received comes from the $57 household solid waste fee, which is collected through property tax bills for all residences in the County. Fee adjustments in recent years have been made in order to cash fund construction of the first cell of the Phase VII MSW landfill for household garbage disposal for the County’s residents. Another fee increase is anticipated in FY 2021/22 and every 4 years thereafter to be able to keep up with growth

$-

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000

$1,800,000

FY 16/17Actual

FY 17/18Actual

FY 18/19Actual

FY 19/20Budget

FY 20/21Budget

Storm Water Revenue

Taxes Grading Permit Fees

$6,400,000

$6,500,000

$6,600,000

$6,700,000

$6,800,000

$6,900,000

$7,000,000

$7,100,000

$7,200,000

FY 16/17Actual

FY 17/18Actual

FY 18/19Actual

FY 19/20Budget

FY 20/21Budget


Road Maintenance Fee Other Revenue


Budget Overview

and demand for services. Growth in the number of households, estimated conservatively at 1.0% annually, also contributes to the growth in collections. Other revenues vacillate each year as commodity pricing of recyclables change and waste disposal levels grow or diminish. In the current year, the commodities market for recyclables has diminished greatly, reducing our revenues for the current year and reaffirming our conservative estimates for future years. FY 2020/21 includes the use of the fund’s capital equipment replacement reserve as well as sale of equipment to partially fund the replacement of aging equipment.

Community Development Fund

The Community Development fund is primarily funded with federal grants, including the Community Development Block Grant and the Housing and Urban Development HOME program. In addition, a small amount of general fund support is budgeted to cover costs for non-reimbursable activities, such as managing the Citizens’ Academy program.

9-1-1 Phone System Fund

Revenues are received from charges imposed on telephone subscribers and can only be used for the costs associated with the operations of the emergency 9-1-1 system. The monthly wire line surcharge is $0.50 and is capped by statute. Wire line surcharges (fees) continue to decrease as residents cut their landline phone service. In addition to this wire line surcharge, a charge is imposed on cell phone lines; these funds are collected by the State and distributed back to localities based on a formula driven by call volumes, meaning this revenue can fluctuate. For instance, bad weather in our County can cause us to receive more revenue while bad weather at the coast can cause us to receive less revenue. For FY 2020/21, it is anticipated that revenue from these two sources

will total $1,247,631, an increase of approximately $108,000 from FY 2019/20. CMRS reimbursements for 9-1-1 related expenditures are budgeted at $428,000.

$-

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

$14,000,000

FY 16/17Actual

FY 17/18Actual

FY 18/19Actual

FY19/20Budget

FY20/21Budget

Solid Waste Fund

Solid Waste Fee Other Revenue

$1,000,000

$1,200,000

$1,400,000

$1,600,000

$1,800,000

$2,000,000

$2,200,000

$2,400,000

FY 16/17Actual

FY 17/18Actual

FY 18/19Actual

FY 19/20Budget

FY 20/21Budget


Federal Support General Fund Support

$- $200,000 $400,000 $600,000 $800,000

$1,000,000 $1,200,000 $1,400,000 $1,600,000 $1,800,000 $2,000,000

FY 16/17Actual

FY 17/18Actual

FY 18/19Actual

FY 19/20Budget

FY 20/21Budget


Fees State Reimbursement Miscellaneous


Budget Overview

Spartanburg Parks Fund

The Parks Special Revenue Fund was created in FY 2006/07. Recreation activities were previously budgeted in General Fund. Revenue is received from a 5.0 mil ad valorem property tax levy set by Council, along with user fees, miscellaneous activities and transferred revenue from the Hospitality Tax Fund for tourism related operational support. The millage is expected to generate a total of $5,845,739 in current tax revenue. The levy for Parks does not change for FY 2020/21. Of note, the transfer from the Hospitality Tax Fund will be reduced to $2,067,500 due to an anticipated drop in hospitality tax revenue due to the ongoing social distancing policies. It is expected that it will take the hospitality and accommodations industries additional time to recover, impacting our revenues next year and possibly beyond. The remainder of revenue is derived from program, facility, and tournament related fees.

Hospitality Tax Fund

Spartanburg County’s 2% Local Hospitality tax on prepared meals and beverages became effective January 1, 2008. The Local Hospitality Tax provides a dedicated source of revenue and an appropriate and efficient means of funding tourist-related parks infrastructure and capital improvement projects. It is the Council’s intent to enhance the County’s appeal to tourists through further development of the County as a destination for tourist related activities. The Hospitality Tax, when combined with penalties, is expected to generate $4,135,000 in FY 2020/21, an approximate 18% decrease from the FY 2019/20 budgeted amount. Given that we are very early in

the anticipated economic downturn, and given that hospitality tax revenues are typically affected more quickly than our other revenue sources, we have erred on the side of extreme caution. Instead of proceeding with some capital projects as originally planned, a contribution has been made to the fund balance instead and most projects have been delayed until FY 2021/22.

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

$8,000,000

$9,000,000

$10,000,000

FY 16/17Actual

FY 17/18Actual

FY 18/19Actual

FY 19/20Budget

FY 20/21Budget

Spartanburg Parks Fund Revenue

Taxes Hospitality Tax Transfer Other Revenue Program Fees

$3,000,000

$3,500,000

$4,000,000

$4,500,000

$5,000,000

$5,500,000

FY 16/17Actual

FY 17/18Actual

FY 18/19Actual

FY 19/20Budget

FY 20/21Budget


Hospitality Tax Interest


Budget Overview

Upstate Workforce Board Fund

The Upstate Workforce Board, previously referred to as the Workforce Investment Board, is funded through federal support. The previous federal legislation which governed the allocation and use of funds, the Workforce Investment Act, was replaced in FY 2015/16. Funding allocations are expected to decrease slightly in FY 2020/21 to a total budget of $2,019,384.

Spartanburg Community College Fund

The Spartanburg Community College Fund is supported by ad valorem property tax generated from a 6.2 mil levy set by County Council. This levy is but one of the funding sources that support the Community College as a whole; however, the other revenues of the college are not recorded as revenues of the County. Tax collections have been increasing consistent with the General Fund. Resources help to support the Tyger River Campus and the vital role that it plays in economic development endeavors. Revenues are estimated at $9,281,000 including an approximate $162,000 use of accumulated fund balance for capital renovations, for FY 2020/21.

Charles Lea Center Fund

The Charles Lea Center Fund is supported by ad valorem property tax generated from a 1.3 mil levy set by County Council. This levy is but one of the funding sources that support the Charles Lea Center as a whole; however, the other revenues for the center are not recorded as revenues of the County. Support is provided to Charles Lea to primarily support their day programs. Our partnership with the center helps to leverage other resources and better serve the community. Revenues are estimated at $1,835,000 for FY 2020/21 and have grown annually.

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

FY 16/17Actual

FY 17/18Actual

FY 18/19Actual

FY 19/20Budget

FY 20/21Actual

Upstate Workforce Board - Federal Support

$7,000,000

$7,500,000

$8,000,000

$8,500,000

$9,000,000

$9,500,000

FY 16/17Actual

FY 17/18Actual

FY 18/19Actual

FY 19/20Budget

FY 20/21Budget


$- $200,000 $400,000 $600,000 $800,000

$1,000,000 $1,200,000 $1,400,000 $1,600,000 $1,800,000 $2,000,000

FY 16/17Actual

FY 17/18Actual

FY 18/19Actual

FY 19/20Budget

FY 20/21Budget

Charles Lea Fund


Budget Overview

Library Fund The Library Fund houses the revenues and expenditures of the Spartanburg County Library and is primarily supported by a 10.4 mil ad valorem property tax levy. Like the Charles Lea Center and Spartanburg Community College, the Library also has a variety of other funding sources; however, those sources are reflected in the totals shown here since they are considered to be a special revenue fund of the County. Revenues for the Library continue to grow as assessment levels, and therefore tax revenues grow. The Library also experiences growth in other arenas of their revenue structure. The FY 2020/21 budget anticipates over $16.1 million in total revenues.

Debt Service Fund

The Debt Service Fund is supported primarily by a 4.7 ad valorem property tax levy; however, it is also supported through a number of transfers and other revenues related to specific debt issuances. For FY 2020/21, tax is estimated to generate $6,754,526. Transfers are made from the Hospitality Tax Fund, Solid Waste Fund, Fire Department Fund, and Library Fund to repay principal and interest payments associated with those funds. Transfer and other revenues for the fund have begun to level out as the total amount of revenue to satisfy debt service obligations has plateaued. Series 2019 GO Bonds were issued during FY 2018/19 for $14,165,000 to fund an expansion of the Library headquarters, replacement of the Inman Library Branch, fund part of the County asphalt resurfacing program as well as a series of County facility improvements. Series 2020 GO Bonds were issued during FY 2019/20 for $16,030,000 to defray the costs of construction, renovation, and improvements to the County’s transportation network infrastructure. FY 2020/21, debt service payments for these two issues total approximately $5,000,000.

$-

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

$14,000,000

$16,000,000

$18,000,000

FY 16/17Actual

FY 17/18Actual

FY 18/19Actual

FY 19/20Budget

FY 20/21Budget

Library Fund

$(300,000)

$1,700,000

$3,700,000

$5,700,000

$7,700,000

$9,700,000

$11,700,000

$13,700,000

FY 16/17Actual

FY 17/18Actual

FY 18/19Actual

FY 19/20Budget

FY 20/21Budget

Debt Service Fund

Taxes Transfers Other Revenue


Budget Overview

FY 2020/21 EXPENDITURE SUMMARY BY FUND

FundDept No. Department

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

Inc/Dec FY21-20

100 100 County Administration 471,563 462,450 451,908 549,432 583,845 34,413 100 101 County Council 379,181 373,579 402,726 411,235 415,534 4,299 100 102 Legislative Delegation 68,595 68,891 74,350 64,248 68,402 4,154

County Leadership Total 919,339$ 904,920$ 928,985$ 1,024,915$ 1,067,781$ 42,866$

100 151 Assessor 1,999,675 2,040,039 2,244,442 2,219,125 2,285,646 66,521 100 150 Auditor 1,263,024 1,320,503 1,357,283 1,427,282 1,415,161 (12,121) 100 153 Treasurer 1,073,516 1,089,655 1,148,321 1,178,369 1,244,531 66,162 100 152 Register of Deeds 721,831 722,612 744,035 777,292 798,834 21,542 100 154 Tax Collector 841,795 834,185 857,263 935,255 947,368 12,113

Tax Collection Total 5,899,840$ 6,006,992$ 6,351,343$ 6,537,323$ 6,691,540$ 154,217$

100 200 Animal Services Program 348,660 350,368 352,867 360,000 370,000 10,000 100 202 Communications 4,208,757 4,268,024 4,400,075 4,856,454 5,303,258 446,804 100 203 Coroner 1,372,580 1,482,353 1,722,119 1,689,816 1,785,454 95,638 100 206 Emergency Management 245,338 196,272 202,406 210,590 233,448 22,858 100 207 Emergency Medical Services 3,176,434 3,174,625 3,220,424 4,040,147 4,774,518 734,371 100 208 Emergency Services Academy 256,502 202,362 252,554 259,835 324,148 64,313 100 201 Environmental Enforcement 802,723 821,975 810,575 1,014,324 1,271,141 256,817 100 210 Hazardous Materials (HAZ MAT) 222,008 238,314 251,595 261,305 288,848 27,543 100 209 Rescue Squads 52,746 2,989 44,630 27,600 36,500 8,900 100 204 Sheriff's Office 23,384,805 24,651,778 26,462,417 27,450,458 27,768,990 318,532 100 211 Fire Departments 114,337 94,803 263,490 604,000 633,000 29,000

Public Safety Total 34,184,891$ 35,483,864$ 37,983,152$ 40,774,529$ 42,789,305$ 2,014,776$

100 250 Circuit Solicitor 4,543,619 4,590,942 4,907,243 5,323,861 5,390,131 66,270 100 255 Clerk of Court 2,296,044 2,322,828 2,295,718 2,528,553 2,686,887 158,334 100 256 Magisterial Court 3,687,918 3,733,412 3,727,296 3,606,588 3,626,865 20,277 100 257 Master-in-Equity 400,915 404,302 422,178 431,080 477,002 45,922 100 258 Probate Court 1,348,811 1,358,999 1,480,627 1,554,915 1,737,839 182,924

Judicial Total 12,277,307$ 12,410,481$ 12,833,061$ 13,444,997$ 13,918,724$ 473,727$

100 300 Roads & Bridges 2,771,136 2,867,566 3,138,800 3,619,163 3,864,875 245,712 Public Works Total 2,771,136$ 2,867,566$ 3,138,800$ 3,619,163$ 3,864,875$ 245,712$

100 350 Building Codes 1,284,112 1,363,231 1,436,702 1,507,260 1,534,778 27,518 100 352 Economic Development 26,901 26,901 26,901 26,901 26,901 - 100 351 Planning and Development 773,103 719,669 692,751 858,221 923,804 65,583

Economic Development and Land Use Total 2,084,116$ 2,109,801$ 2,156,354$ 2,392,382$ 2,485,483$ 93,101$

100 405 Budget Management 258,972 290,164 239,584 244,522 259,055 14,533 100 408 County Attorney 517,598 517,459 499,360 558,231 570,501 12,270 100 404 Finance Department 590,947 562,512 621,811 661,369 689,650 28,281 100 403 Geographic Information Services 379,113 330,637 337,386 467,129 516,300 49,171 100 409 Human Resources 548,277 553,852 595,607 616,803 648,679 31,876 100 406 Internal Auditor 167,702 180,329 90,984 191,911 170,044 (21,867) 100 400 Mail Services 635,702 635,897 649,689 699,654 675,601 (24,053) 100 000 Non-Departmental 8,775,949 8,508,252 9,204,519 12,980,545 11,742,320 (1,238,225) 100 407 Purchasing 221,255 223,881 232,647 235,546 244,939 9,393 100 401 Records Management 337,918 370,561 416,118 390,496 353,458 (37,038)

Operational Support Total 12,433,432$ 12,173,544$ 12,887,703$ 17,046,206$ 15,870,547$ (1,175,659)$


Budget Overview

FY 2020/21 Expenditure Summary by Fund Continued


FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

Inc/Dec FY21-20

100 451 Indigent Care Services 486,193 612,194 612,032 619,543 556,082 (63,461) 100 450 Outside Agencies (Comm. & Social Service Suppo 1,630,798 1,618,687 1,727,318 1,705,999 1,758,758 52,759 100 452 Registration and Elections 816,467 966,984 790,886 1,215,778 988,295 (227,483) 100 453 Veterans Affairs 344,467 332,495 345,009 363,833 365,465 1,632

Community Outreach Total 3,277,926$ 3,530,359$ 3,475,245$ 3,905,153$ 3,668,600$ (236,553)$

100 600 Transfers 19,860,972 20,436,643 20,432,529 21,867,332 21,013,145 (854,187) Transfers/Other Total 19,860,972$ 20,436,643$ 20,432,529$ 21,867,332$ 21,013,145$ (854,187)$

100 General Fund Total 93,708,958$ 95,924,170$ 100,187,172$ 110,612,000$ 111,370,000$ 758,000$

200 500 Parks Administration 1,201,295 1,218,926 1,214,698 1,466,728 1,452,861 (13,867)$ 200 501 Parks Maintenance 3,143,663 3,250,884 3,308,246 3,496,917 3,687,678 190,761$ 200 502 Parks Operations 679,672 724,476 845,160 856,229 885,305 29,076$ 200 503 Senior Programs 145,300 152,543 178,586 170,119 183,649 13,530$ 200 504 Recreation Centers 834,035 783,645 723,996 766,599 783,857 17,258$ 200 505 Recreation Programs 920,627 1,007,533 1,058,705 1,035,965 1,122,650 86,685$ 200 600 Transfers 1,095,770 1,024,936 1,251,497 1,273,443 1,170,000 (103,443)$

Other - - - - - -$ 200 Spartanburg Parks Fund Total 8,020,362$ 8,162,942$ 8,580,888$ 9,066,000$ 9,286,000$ 220,000$

201 405 Budget Management 209,839 175,693 171,914 214,200 188,150 (26,050)$ 201 450 Outside Agencies (Tourism) 500,650 501,334 546,650 579,150 581,150 2,000$ 201 600 Transfers 3,563,863 3,721,450 3,652,250 4,247,650 3,310,700 (936,950)$ 201 Hospitality Tax Fund Total 4,274,352$ 4,398,477$ 4,370,814$ 5,041,000$ 4,080,000$ (961,000)$

210 300 Roads & Bridges 6,266,943 5,759,475 5,591,997 6,971,000 7,100,000 129,000 210 Road Maintenance Fee Fund Total 6,266,943$ 5,759,475$ 5,591,997$ 6,971,000$ 7,100,000$ 129,000$

211 302 Engineering 893,901 936,376 933,746 1,187,342 1,367,000 179,658 211 600 Transfers 177,093 181,120 150,000 564,658 250,000 (314,658) 211 Stormwater Mgmt Fund Total 1,070,994$ 1,117,496$ 1,083,746$ 1,752,000$ 1,617,000$ (135,000)$

220 303 Solid Waste Administration 956,521 1,130,367 1,271,743 1,370,690 1,367,287 (3,403) 220 201 Environmental Enforcement 306,934 332,362 440,457 482,349 569,456 87,107 220 305 Landfills 2,320,666 2,144,606 2,243,660 2,591,586 3,099,419 507,833 220 304 Solid Waste Collection 2,472,453 2,527,673 2,720,431 2,835,449 2,993,810 158,361 220 600 Transfers 3,493,483 5,805,853 2,554,235 4,475,926 3,301,028 (1,174,898) 220 Solid Waste Fund Total 9,550,057$ 11,940,861$ 9,230,526$ 11,756,000$ 11,331,000$ (425,000)$

221 305 Landfills 250,338 244,098 262,684 485,000 588,000 103,000 221 Methane Fund Total 250,338$ 244,098$ 262,684$ 485,000$ 588,000$ 103,000$

235 205 Detention Facility 15,916,533 17,095,004 17,856,642 19,050,000 19,277,000 227,000 235 Detention Fund Total 15,916,533$ 17,095,004$ 17,856,642$ 19,050,000$ 19,277,000$ 227,000$

236 202 Communications 1,149,817 1,079,134 1,288,432 1,517,562 1,598,350 80,788 236 403 Geographic Information Services 157,583 150,618 96,872 70,838 69,650 (1,188) 236 600 Transfers 522,279 273,700 33,100 218,600 35,000 (183,600) 236 911 Phone System Fund Total 1,829,679$ 1,503,452$ 1,418,404$ 1,807,000$ 1,703,000$ (104,000)$

237 205 Detention Facility 60,867 62,577 68,759 68,874 68,282 (592)$ 237 450 Outside Agencies 114,300 114,300 114,300 114,300 114,300 -$ 237 204 Sheriff 185,694 186,790 194,726 198,509 206,712 8,203$ 237 253 Victim Witness Program 177,634 156,716 180,113 203,317 198,706 (4,611)$ 237 Victim Assistance Fund Total 538,495$ 520,383$ 557,898$ 585,000$ 588,000$ 3,000$

238 211 Trinity Fire Department - - 201,679 1,222,500 1,364,000 141,500 238 Fire Department Fund Total -$ -$ 201,679$ 1,222,500$ 1,364,000$ 141,500$


Budget Overview



FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

Inc/Dec FY21-20

245 259 Public Defender Cherokee 359,794 401,597 409,492 418,503 407,804 (10,699) 245 260 Public Defender Spartanburg 2,035,795 2,158,842 2,336,403 2,560,497 2,470,196 (90,301) 245 Public Defender 7th Circuit Fund Total 2,395,589$ 2,560,438$ 2,745,895$ 2,979,000$ 2,878,000$ (101,000)$

250 301 C Funds 10,867,067 5,636,166 3,040,109 2,333,278 2,675,503 342,225 250 250 Circuit Solicitor 99,718 143,961 82,375 78,352 329,067 250,715 250 255 Clerk of Court 30,860 42,140 33,753 12,328 26,569 14,241 250 206 Emergency Management 102,646 89,967 68,970 85,000 85,000 - 250 210 Hazardous Materials (HAZ MAT) - - 7,508 14,000 14,000 - 250 254 Juvenile Arbitration 71,555 72,178 75,475 94,032 84,788 (9,244) 250 450 Outside Agencies (Social Services Support) 117,975 117,975 117,975 121,500 117,975 (3,525) 250 251 Pretrial - Adult 232,821 250,177 269,559 330,356 282,623 (47,733) 250 252 Pretrial - Juvenile 111,554 49,581 51,059 51,443 57,200 5,757 250 204 Sheriff 1,082,960 1,232,606 1,172,776 944,319 4,010,440 3,066,121 250 000 Non-Departmental 600,000 453,250 522,418 380,000 731,924 351,924 250 351 Planning & Development 423,569 392,212 425,659 642,178 664,444 22,266 250 253 Victim Witness Program 100,235 78,588 51,247 57,165 56,467 (698)

Other 1,785,685 - - - - - 250 Special Revenue Fund Total 15,626,645$ 8,558,801$ 5,918,884$ 5,143,951$ 9,136,000$ 3,992,049$

251 455 Upstate Workforce Board 2,861,174 2,972,971 3,216,481 2,222,768 2,019,384 (203,384)$ 251 Upstate Workforce Board Fund Total 2,861,174$ 2,972,971$ 3,216,481$ 2,222,768$ 2,019,384$ (203,384)$

252 454 The Forrester Center 3,266,588 3,075,715 6,121,313 - - - 252 Behavioral Health Commission Total 3,266,588$ 3,075,715$ 6,121,313$ -$ -$ -$

253 456 Community Development 1,797,371 1,660,263 1,725,447 1,987,671 2,219,801 232,130 253 Community Development Fund Total 1,797,371$ 1,660,263$ 1,725,447$ 1,987,671$ 2,219,801$ 232,130$

295 506 Community College 7,729,000 8,017,000 8,269,000 8,753,000 9,281,000 528,000$ 295 Spartanburg Community College Fund Total 7,729,000$ 8,017,000$ 8,269,000$ 8,753,000$ 9,281,000$ 528,000$

296 457 Charles Lea Center 1,500,000 1,525,000 1,585,000 1,735,000 1,835,000 100,000$ 296 Charles Lea Center Fund Total 1,500,000$ 1,525,000$ 1,585,000$ 1,735,000$ 1,835,000$ 100,000$

297 507 County Library 13,303,993 13,831,254 14,534,410 15,156,377 16,108,780 952,403$ 297 County Library Fund Total 13,303,993$ 13,831,254$ 14,534,410$ 15,156,377$ 16,108,780$ 952,403$

400 000 Non-Departmental 5,986,451 5,979,508 6,870,524 9,168,189 7,347,766 (1,820,423)$ 400 303 Solid Waste Revenue Bond 1,109,904 1,140,600 1,140,400 1,059,000 1,061,950 2,950$ 400 500 COPS Tourism 1,288,805 1,300,450 1,302,250 1,217,650 1,218,200 550$ 400 456 Community Development (Brownfield) 80,042 80,042 80,043 237,161 160,084 (77,077)$ 400 600 Transfers 1,165,786 1,185,575 1,097,428 - - -$ 400 Debt Service Fund Total 9,630,988$ 9,686,175$ 10,490,645$ 11,682,000$ 9,788,000$ (1,894,000)$

500 410 Fleet Services 1,216,607 1,281,833 1,416,653 1,534,902 1,541,708 6,806 500 411 Motor Pool Costs 49,603 50,409 57,299 66,450 59,039 (7,411)

Fleet Services Allocation (1,266,210) (1,332,242) (1,473,952) (1,601,352) (1,600,747) 605 500 Fleet Services Fund Total -$ -$ -$ -$ -$ -$

501 412 Facilities Maintenance 2,227,565 2,343,317 2,393,194 2,755,504 2,920,223 164,719 Facilities Maintenance Allocation (2,227,565) (2,343,317) (2,393,194) (2,755,504) (2,920,223) (164,719)

501 Facilities Maintenance Fund Total -$ -$ -$ -$ -$ -$


Budget Overview



FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

Inc/Dec FY21-20

505 402 Information Technologies 1,906,594 2,207,983 2,636,116 3,440,667 4,045,898 605,231$ Information Technologies Allocation (1,906,594) (2,207,983) (2,636,116) (3,440,667) (4,045,898) (605,231)$

505 Information Technologies Fund Total -$ -$ -$ -$ -$ -$

510 413 Active Employees 7,676,335 7,997,264 8,353,386 9,082,000 9,472,000 390,000$ 510 415 Employee Wellness 372,969 531,241 478,111 517,000 538,626 21,626$ 510 414 Retirees 1,838,363 2,173,735 2,237,091 2,292,000 2,340,000 48,000$

Insurance Fund Allocation (9,887,667) (10,702,239) (11,068,588) (11,891,000) (12,350,626) (459,626)$ 510 Insurance Fund Total -$ -$ -$ -$ -$ -$

All County Funds Total 199,538,058$ 198,553,978$ 203,949,524$ 218,007,267$ 221,569,965$ 3,562,698$


Budget Overview


County Leadership

COUNTY LEADERSHIP $1,067,781

Functional Area Summary

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by DepartmentCounty Administration 471,563 462,450 451,908 549,432 583,845 $ 34,413 County Council 379,181 373,579 402,726 411,235 415,534 $ 4,299 Legislative Delegation 68,595 68,891 74,350 64,248 68,402 $ 4,154 Expenditures Total $ 919,339 $ 904,920 $ 928,985 $ 1,024,915 $ 1,067,781 $ 42,866

Funding Source by FundGeneral Fund 919,339 904,920 928,985 1,024,915 1,067,781 $ 42,866 Funding Source Total $ 919,339 $ 904,920 $ 928,985 $ 1,024,915 $ 1,067,781 $ 42,866

Authorized Staffing by FundGeneral Fund 13 13 13 13 14 1 Authorized Staffing Total 13 13 13 13 14 1

County Administration

55%

County Council39%

Legislative Delegation

6%

% of County Leadership Budget


County Leadership

COUNTY LEADERSHIP Overview

County Leadership is comprised of County Council, County Delegation, and County Administration. Together these three departments are responsible for setting the goals of the County and steering the direction of the County to meet and exceed those goals. They represent citizen interest at the local and state levels of government.

Goals & Objectives Council Goal 3: Remain Prudent Stewards of Financial Resources in the Provision of Quality Public

Services

3.1 Budget and allocate resources in the public’s best interest. - Thoughtful consideration is given to each operating and capital request before the recommended budget is completed.

3.5 Recognize high-performing staff members, who contribute to quality services, at Council meetings. - Staff members and departments are recognized at Council meetings on a regular basis for awards received as well as compliments from citizens and stakeholders.

Council Goal 4: Commit to the Implementation of this Plan and Realization of this Inclusive Vision

4.1 Develop operational plans that detail action items, success indicators, timelines, and responsible parties for the objectives of this plan.

- In addition to working directly with stakeholders for each objective as staff support, County Administration works with each non-elected county department head annually to develop and update action plans as they pertain to each department’s area of expertise.

4.2 Identify objectives with budget implications and allocate resources, accordingly. - County Council and County Administration work to identify and prioritize operating, immediate capital, and long-term operating and capital needs as well as identify funding sources.

4.3 Convene an annual retreat of County Council to foster cooperation, communication, and review and revise this plan accordingly.

- A retreat is planned each fall for County Council to set their priorities for the upcoming budget cycle.

4.4 Utilize the Vision, Mission, and Values to consistently brand the County’s message at Council and Departmental levels.

- The Vision and Mission statements now appear on the bottom of all council agendas and are referred to and referenced during council meetings.

4.5 Utilize the Vision, Mission, and Values to guide decision-making and policy-making at Council and Departmental levels. - County Council places an emphasis on their Vision, Mission, and Value statements as they make decisions and set policy for the County.


County Leadership

COUNTY ADMINISTRATION Department Description The County Administrator is responsible for carrying out the policies and ordinances of the County Council, for overseeing the day-to-day operating of the county, and for overseeing all non-elected county department heads. The County Administrator supports Council’s ability to make sound decisions by carrying out policy decisions in an efficient and effective manner, providing strategic leadership, operational oversight and ensuring sound management of available resources. Regular functions of the Administrator include providing Council with information and analysis; making appropriate recommendations when necessary, preparation and presentation of the annual operating budget and the capital improvement plan, review of departmental performance, oversight of capital projects, and participation in economic recruitment activities. The Administrator is appointed by County Council and is assisted by a deputy administrator. Department Goals & Objectives

• To provide strategic leadership, guidance and sound decision making skills while carrying out the policies and procedures adopted by County Council

• To provide operational oversight to County departments to ensure that services are rendered effectively and efficiently.

Budget Summary

FY 2020/21 Budget Highlights

• Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the SC retirement system. It also includes a 5% increase in the internal health insurance rate. One new position is added for a Communications Manager.

• Operating expenditures include funding for day-to-day operations and annual training.

Strategic Focus While County Administration works towards and provides support for all of County Council’s Goals & Objectives, the items listed below are unique to County Administration. 3.1 - Thoughtful consideration is given to each operating and capital request before the recommended budget is

completed. 3.5 - Staff members and departments are recognized at Council meetings on a regular basis for awards received as well as

compliments from citizens and stakeholders. 4.1 - In addition to working directly with stakeholders for each objective as staff support, County Administration works

with each non-elected county department head annually to develop and update action plans as they pertain to each department’s area of expertise.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 447,093 440,481 431,431 524,242 557,975 $ 33,733 Operating 24,470 21,629 20,477 25,190 25,870 $ 680 Minor Capital - 341 - - - $ - Other - - - - - $ - Expenditures Total $ 471,563 $ 462,450 $ 451,908 $ 549,432 $ 583,845 $ 34,413

Funding Source by FundGeneral Fund 471,563 462,450 451,908 549,432 583,845 $ 34,413 Funding Source Total $ 471,563 $ 462,450 $ 451,908 $ 549,432 $ 583,845 $ 34,413



County Leadership

4.2 - County Administration works to identify and prioritize operating, immediate capital, and long-term operating and capital needs as well as identify funding sources.


County Leadership

COUNTY COUNCIL Department Description Policymaking and legislative authority are vested in the County Council under the Council/Administrator form of government. County Council consists of a Council Chair elected at-large and six District Council Members. County Council is responsible for setting the direction and the priorities of the County. Additionally, they are responsible for appointing the County Administrator, the County Attorney, and the Clerk to Council. The Clerk to County Council is responsible for maintaining public records, notifying the public of meetings, preparing agendas, and publication of legal notices. Department Goals & Objectives

• Continue efforts to improve the manner in which records are kept and cross-referenced, making information more accessible to other departments and the general public

Budget Summary


• Personnel services includes a full-year of the class and compensation salary adjustments that were implemented during FY 2019/20 as well as a 1% increase in the county’s contribution rate for the state retirement system. Personnel services also includes a 5% increase in the internal health insurance rate. Personnel services funds 1 full-time position, 6 Council members and 1 Council Chair.

• Over 59% of the operating expenditures are budgeted for the annual audit with an increase in costs anticipated for next year. The remaining expenditures are budgeted for day-to-day operations as well as annual training for council members and the clerk to council.

Strategic Focus 3.5 - Staff members and departments are recognized at Council meetings on a regular basis for awards received as well as

compliments from citizens and stakeholders. 4.2 - County Council works to identify and prioritize operating, immediate capital, and long-term operating and capital

needs as well as identify funding sources. 4.3 - A retreat is planned each fall for County Council to set their priorities for the upcoming budget cycle. 4.5 - County Council places an emphasis on their Vision, Mission, and Value statements as they make decisions and set

policy for the County.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 251,105 251,852 255,691 259,307 263,606 $ 4,299 Operating 128,076 121,727 147,035 151,928 151,928 $ - Minor Capital - - - - - $ - Other - - - - - $ - Expenditures Total $ 379,181 $ 373,579 $ 402,726 $ 411,235 $ 415,534 $ 4,299


Authorized Staffing by FundGeneral Fund 8 8 8 8 8 - Authorized Staffing Total 8 8 8 8 8 -


County Leadership

COUNTY DELEGATION Department Description The County Delegation Office executes, manages and monitors all operations of the Spartanburg County Legislative Delegation and the Spartanburg County Transportation Committee. The Spartanburg County Legislative Delegation is made up of 5 State Senators and 8 State House of Representatives members. This office serves as a liaison between the general public for the state, county, local agencies and organizations. The County Transportation Committee (C Fund Committee or CTC) approves funding to improve and/or resurface existing municipal, state, and county maintained roadways in Spartanburg County. C Funds are derived from 2.66 cents per gallon of the state user fee which is deposited in the County Transportation Fund to be allocated to the counties by the SCDOT in compliance with §12-28-2740. Department Goals & Objectives

• The Delegation office endeavors to cut operational costs by scanning and electronically mailing received paperwork to members and the general public when applicable.

• Implement cost cutting measures in the development and maintenance of permanent office records • Streamline office operations

Budget Summary


• Personnel services includes a full-year of the class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the SC retirement system. Personnel services also includes a 5% increase in the internal health insurance rate. Personnel services provides funding for 1 full-time position.

• Operating expenditures remain the same from prior year with the continued use of electronic distribution of information to save on operational cost. Operating expenditures provide for the day-to-day running of the office.

Strategic Focus 3.2 – The office strives to embrace technology thus reducing operational costs.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 67,491 68,032 73,512 62,828 66,982 $ 4,154 Operating 1,103 859 839 1,420 1,420 $ - Minor Capital - - - - - $ - Other - - - - - $ - Expenditures Total $ 68,595 $ 68,891 $ 74,350 $ 64,248 $ 68,402 $ 4,154




Tax Collection

TAX COLLECTION $6,691,540


FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by DepartmentAssessor 1,999,675 2,040,039 2,244,442 2,219,125 2,285,646 $ 66,521 Auditor 1,263,024 1,320,503 1,357,283 1,427,282 1,415,161 $ (12,121)Treasurer 1,073,516 1,089,655 1,148,321 1,178,369 1,244,531 $ 66,162 Tax Collector 841,795 834,185 857,263 935,255 947,368 $ 12,113 Register of Deeds 721,831 722,612 744,035 777,292 798,834 $ 21,542 Expenditures Total $ 5,899,840 $ 6,006,992 $ 6,351,343 $ 6,537,323 $ 6,691,540 $ 154,217

Funding Source by FundGeneral Fund 5,899,840 6,006,992 6,351,343 6,537,323 6,691,540 $ 154,217 Funding Source Total $ 5,899,840 $ 6,006,992 $ 6,351,343 $ 6,537,323 $ 6,691,540 $ 154,217


Assessor34%

Auditor21%

Treasurer19%

Tax Collector14%

Register of Deeds12%

% of Tax Collection Budget


Tax Collection

TAX COLLECTION Overview

The Tax Collection functional area consists of departments involved in the assessment, levying, and collection of property taxes. Departments include the Assessor’s Office, the Auditor’s Office, Register of Deeds, Office of the Tax Collector, and the Treasurer’s Office.

Goals & Objectives


3.1 Budget and allocate resources in the public’s best interest.

- Funding allocated to the Tax Collector’s Office will be used to focus on reducing voided tax sales and reducing processing times for tax deeds.

3.4 Identify, prioritize, and address needs for service improvement.

- The Auditor’s Office seeks to provide efficient and effective service to taxpayers while performing the statutory duties of the office. Additionally, funding will be utilized to undergo a software upgrade in conjunction with the Assessor’s office which should enhance the tax refund process for taxpayers.

- Funding in the Treasurer’s Office will allow for implementation of customer service improvements and technology updgrades that will decrease transaction times, thus reducing customer wait times.

- The Assessor’s Office will be continuing the process to improve customer service and increase productivity by providing taxpayers an environment in which they are able to measure performance.

- The Register of Deeds Office will continue the process of expanding the amount of documents available electronically online, decreasing turnaround times and increasing convenience to customers.


Tax Collection

ASSESSOR’S OFFICE Department Description The Spartanburg County Assessor’s Office identifies, maps, classifies, appraises, and assesses residential, commercial, agricultural, and vacant property in Spartanburg County for ad valorem taxation. The Assessor’s office does all of this within the guidelines of the SC Code of Laws, SC Department of Revenue regulations and Spartanburg County Ordinances. The Assessor’s Office conducts informal hearings and participates in formal hearings with the Board of Assessment Appeals and Administrative Law Court. The Assessor’s Office provides annual real estate assessments to the County Auditor. Reappraisal and reassessment on all property is completed every five years in accordance with Section 12-43-217 of the S.C. Code of Laws. The Assessor’s Office consists of 4 divisions: Appraisal, Assessment Administration, Mapping, and Operations & Support. These divisions enable the office to meet its goals and state mandates. Department Goals & Objectives

• To efficiently conduct and complete the duties of the County Assessor as fairly, accurately, and equitably as possible • To ensure that this office continues to provide competent service to the taxpayers and all community stakeholders • To improve service and increase productivity • To serve our customers and provide them an environment for which they are able to measure our performance. • Increase safety and security measures for both taxpayers and employees in the public areas within the Assessor's

Office. • To complete the 2020 annual appraisal and assessment process for new construction, plat and deed recordings,

special assessment application mailing and submissions, and mobile home processing. • To mail approximately 20,000 – 25,000 change of assessment notifications and begin appeal processing. • To complete the four certifications to the County Auditor for the 2020 homestead files, millage rate calculations,

and tax notice processing. • To implement workflow processing in OnBase.

Budget Summary


• Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the SC retirement system. Personnel services also includes a 5% increase in the internal health insurance rate. The Assessor’s Office continues to have a total of five positions frozen including one GIS Cadastral, one Administrative Assistant, and three appraisal related positions.

• Operational expenditures decrease $4,468 predominantly due to licensing renewals being paid every other year as well as the department no longer using contracted services for CoStar.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 1,921,190 1,956,376 2,083,682 2,130,927 2,201,916 $ 70,989 Operating 78,486 81,191 158,350 88,198 83,730 $ (4,468)Minor Capital - 2,472 2,410 - - $ - Other - - - - - $ - Expenditures Total $ 1,999,675 $ 2,040,039 $ 2,244,442 $ 2,219,125 $ 2,285,646 $ 66,521




Tax Collection

• Of the total operating budget, approximately $18,200 is allocated for contracted services to include QS1 and other providers used in the administration of the tax system as it relates to real estate and mobile homes. The remainder of the budget is focused on certifying, training and outfitting staff, and on office operations.

Strategic Focus 1.3, 3.1 - This budget includes statutory funding for professional appraiser certifications that are held by the appraisal

staff. Funding is provided for appraisal license upgrades for one apprentice appraiser and two certified residential appraisers.

3.1, 3.2, 3.4 This budget will support the annual duties of the Assessor’s office as prescribed by law.


Tax Collection

COUNTY AUDITOR Department Description The County Auditor, an elected official, is the statutory officer charged with preparing a complete listing and description of all taxable and exempt property in all county, subdivision and special purpose districts by owner, property type, levy, location, and assessed value. The Auditor calculates levies; recommends or applies certain mandated levies to all assessed values; makes appropriate changes to property; and provides the assessed values and their descriptions with the resulting levies and taxes to the County office charged with the collection of taxes. The County Auditor also administers the Homestead Exemption program and receives vehicle appraisal appeals. Department Goals & Objectives

• Constantly seeking to serve Spartanburg County taxpayers efficiently and effectively • Enhancing tax refund processing with software upgrade in conjunction with the Office of Assessor • Continuing and expanding cooperative efforts with the other tax administration departments for timely processing

of tax information for taxpayers • Further staff adeptness with tactical training

Budget Summary


• Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the SC retirement system. Personnel services also includes a 5% increase in the internal health insurance rate.

• Of the total operating budget, approximately $274,320 is allocated for tax processing and billing services, as well as for the purchase of tax forms. The remainder of operational funds provide for staff development and general office operations.

• Operating expenses decrease $44,306 for FY 2020/21, mainly due to the department having sufficient amounts of supplies on hand for printing tax notices to cover anticipated needs for FY 2020/21.

Strategic Focus 3.1 – The Auditor’s Office provides effective and efficient service to taxpayers while carrying out the duties and functions

of the office.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 978,325 1,030,080 1,077,852 1,092,696 1,124,881 $ 32,185 Operating 277,526 285,891 278,391 334,586 290,280 $ (44,306)Minor Capital 7,173 4,532 1,040 - - $ - Other - - - - - $ - Expenditures Total $ 1,263,024 $ 1,320,503 $ 1,357,283 $ 1,427,282 $ 1,415,161 $ (12,121)

Funding Source by FundGeneral Fund 1,263,024 1,320,503 1,357,283 1,427,282 1,415,161 $ (12,121)Funding Source Total $ 1,263,024 $ 1,320,503 $ 1,357,283 $ 1,427,282 $ 1,415,161 $ (12,121)



Tax Collection

COUNTY TREASURER Department Description The Spartanburg County Treasurer is elected at large by the citizens of Spartanburg County. The duties of the office are established by State statute and include the collection of all real, personal, motor vehicle and other property taxes and the subsequent disbursement of these collections to all County, Municipal, School, and Special Service Districts. The Treasurer acts as the banker for the County by managing all funds coming into and going out of the County and by investing any funds not needed for immediate disbursement. The Treasurer offers multiple payment methods including mail, online, phone, drive-thru and walk-up window. The Treasurer accepts cash, check, and credit card. Department Goals & Objectives

• To efficiently, effectively, and fairly serve the taxpayers of Spartanburg County • To update technology and equipment in the office to further improve efficiency • To evaluate a validation system that will decrease the time required to process each transaction at payment windows • To continue to review ways to help save taxpayer time and reduce costs

Budget Summary


• Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the SC retirement system. Personnel services also includes a 5% increase in the internal health insurance rate. This budget provides for 18 funded positions that the office utilizes to collect, invest, and account for property taxes of all taxing entities within Spartanburg County as well as other revenues collected by the County.

• Of the $106,116 in total operating expenditures, approximately $67,300 is associated with tax services and forms provided by QS1. Approximately $4,750 is focused on maintenance agreements for pressure sealers, drop box and drive through receptacles, currency counters and counterfeit detectors, and other office equipment necessary to the proper conduct of business. New customer service projects total $5,000. The remainder of operating expenditures provides resources for outfitting and developing staff, levy publication as required by law, and routine office operations.

Strategic Focus 3.4 - This budget includes funding for customer service improvements that will decrease the time required for transactions,

decreasing wait times and improving customer service.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 991,607 989,283 1,074,839 1,071,523 1,138,415 $ 66,892 Operating 81,908 79,823 69,333 106,846 106,116 $ (730)Minor Capital - 20,549 4,149 - - $ - Other - - - - - $ - Expenditures Total $ 1,073,516 $ 1,089,655 $ 1,148,321 $ 1,178,369 $ 1,244,531 $ 66,162




Tax Collection

TAX COLLECTOR Department Description The Office of Tax Collector collects delinquent taxes and special taxes on real estate, mobile homes, watercraft, South Carolina Department of Revenue assessed charges and other personal property. If taxes are not collected, the office holds annual tax sales in accordance with Title XII of the South Carolina Code of Laws. The Tax Collector coordinates the posting and title research of all property processed for tax sale. The department also processes refunds due to abatements by the Assessor and Auditor and processes all bankruptcy claims. Department Goals & Objectives

• To effectively and efficiently collect delinquent and special taxes on all types of property either through direct payment by taxpayers or by the sale of property as mandated by State law

• Ensure compliance with Title XII of the South Carolina Code of Laws which governs delinquent tax sales • To continue evaluation of office procedures in order to provide customer service that is efficient and accurate

Budget Summary


• Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the SC retirement system. Personnel services also includes a 5% increase in the internal health insurance rate. This budget provides for 10 fully funded positions that the department uses to collect delinquent taxes as required by statute.

• Expenditures of this office are primarily offset through collection of costs applied to delinquent tax bills. • Operating expenditures decrease $7,575 as the office works to further hone the budget to reflect recent cost trends.

Specifically, postage is reduced by $3,500. The total operating category allocation of $320,791 includes postage for statutorily required notifications ($130,000), property posting ($60,000), title work research ($72,500), the tax sale and public notices ($18,250), and forms and tax services provided by QS1 and other providers ($26,915). The allocation also includes $6,000 to utilize an internet website as a 24 hour/ 7-day online solution to pay and answer Real Estate and Personal Property tax and delinquent tax information inquiries that will interface with the existing PUBLIQ software. The remainder of the budget is focused on developing staff and office operations.

Strategic Focus 3.4 - This budget recommendation will provide for the utilization of current staffing resources to continue working

towards the reduction of voided tax sales as well as minimizing the amount of time required to issue tax deeds. 3.1 - This budget supports the Tax Collector’s office by providing for essential resources that enables our office to

effectively and efficiently serve the public while performing the duties of our office.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 548,776 561,990 579,387 606,889 626,577 $ 19,688 Operating 292,639 266,918 277,876 328,366 320,791 $ (7,575)Minor Capital 379 5,276 - - - $ - Other - - - - - $ - Expenditures Total $ 841,795 $ 834,185 $ 857,263 $ 935,255 $ 947,368 $ 12,113




Tax Collection

REGISTER OF DEEDS Department Description The Office of Register of Deeds is responsible for the recording, indexing and maintenance of legal documents such as deeds, mortgages, plats, financial statements, tax liens and other documents related to property transactions. The Office collects state mandated recording fees and ensures all recordings comply with the South Carolina Code of Laws. The Office also assists the public in obtaining copies of recorded documents and provides access to documents online. Department Goals & Objectives

• Provide better customer service by improving the quality and quantity of information accessible online • Through implementation of multiple e-file options to give new and current submitters additional recording

platforms, improve turnaround times for documents, better leverage existing resources, and increase convenience for customers

Budget Summary


• Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the SC retirement system. Personnel services also includes a 5% increase in the internal health insurance rate. Two positions of the office’s total 17 positions remain frozen. Positions focus on customer service, recording documents, collection of fees, quality control, and other functions.

• Operating expenditures decrease largely due to a one-time expenditure of $6,100 included in the prior year’s budget to fund the replacement of worn and damaged deed book binders.

• Of the total operating expenditure category, $12,000 is dedicated to the conversion of new documents to digital and microfilm media for permanent storage with State Archives and provides a small amount of resources to filling in the existing portfolio of digital images. The remaining budget provides for staff development and general office operations.

Strategic Focus 3.4 - This budget focuses on reducing or eliminating the inefficient use of financial or other resources through

implementation of e-recording, and by improving the quality and quantity of information accessible online.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 703,857 697,325 726,116 739,697 770,359 $ 30,662 Operating 17,974 18,215 12,849 34,675 28,475 $ (6,200)Minor Capital - 7,071 5,070 2,920 - $ (2,920)Other - - - - - $ - Expenditures Total $ 721,831 $ 722,612 $ 744,035 $ 777,292 $ 798,834 $ 21,542




Public Safety

PUBLIC SAFETY $70,087,195


FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by DepartmentSheriff's Office 24,653,459 26,071,175 27,829,919 28,593,286 31,986,142 $ 3,392,856 Detention Facility 15,977,400 17,157,581 17,925,401 19,118,874 19,345,282 $ 226,408 Communications 5,880,853 5,620,858 5,721,607 6,592,616 6,936,608 $ 343,992 GIS 157,583 150,618 96,872 70,838 69,650 $ (1,188)Emergency Medical Services 3,176,434 3,174,625 3,220,424 4,040,147 4,774,518 $ 734,371 Coroner 1,372,580 1,482,353 1,722,119 1,689,816 1,785,454 $ 95,638 Environmental Enforcement 1,109,657 1,154,337 1,251,032 1,496,673 1,840,597 $ 343,924 Volunteer Fire Departments 114,337 94,803 263,490 604,000 633,000 $ 29,000 Trinity Fire Department - - 201,679 1,222,500 1,364,000 $ 141,500 Animal Services 348,660 350,368 352,867 360,000 370,000 $ 10,000 Emergency Management 347,984 286,239 271,376 295,590 318,448 $ 22,858 Hazardous Materials (HazMat) 222,008 238,314 259,104 275,305 302,848 $ 27,543 Emergency Services Academy 256,502 202,362 252,554 259,835 324,148 $ 64,313 Rescue Squads 52,746 2,989 44,630 27,600 36,500 $ 8,900 Expenditures Total $ 53,670,203 $ 55,986,622 $ 59,413,073 $ 64,647,080 $70,087,195 $ 5,440,115

Funding Source by FundGeneral Fund 34,184,891 35,483,864 37,983,152 40,774,529 42,789,305 $ 2,014,776 Solid Waste Fund 306,934 332,362 440,457 482,349 569,456 $ 87,107 Special Revenue Fund 1,185,606 1,322,573 1,249,255 1,043,319 4,109,440 $ 3,066,121 Detention Facility Fund 15,916,533 17,095,004 17,856,642 19,050,000 19,277,000 $ 227,000 9-1-1 Phone System Fund 1,829,679 1,503,452 1,418,404 1,807,000 1,703,000 $ (104,000)Fire Department Fund - - 201,679 1,222,500 1,364,000 $ 141,500 Victim Assistance Fund 246,561 249,367 263,485 267,383 274,994 $ 7,611 Funding Source Total $ 53,670,203 $ 55,986,622 $ 59,413,073 $ 64,647,080 $70,087,195 $ 5,440,115

Authorized Staffing by FundGeneral Fund 432 435 440 473 436 (37)Solid Waste Fund 8 8 8 8 8 - Special Revenue Fund 16 18 13 12 47 35 Detention Facility Fund 216 216 218 218 218 - 9-1-1 Phone System Fund 4 3 3 2 2 - Fire Department Fund - - 7 14 14 - Victim Assistance Fund 4 4 4 4 4 - Authorized Staffing Total 680 684 693 731 729 (2)

Sheriff's Office46%

Environmental Enforcement/ Animal Srvs.

3%Coroner

2%

Emergency Medical Srvs

7%

Communications/ GIS10%

Detention Facility28%

Fire/Rescue/ Emg. Mgt/

HazMat/ESA4%

% of Public Safety Budget


Public Safety

PUBLIC SAFETY Overview

The Public Safety functional area is comprised of departments which provide first responder and emergency services to include law enforcement and 9-1-1 services. Public safety represents approximately 29% of the total County budget. Many of the services provided by the public safety functional area are mandated by the State.

Goals & Objectives

Council Goal 3: Remain Prudent Stewards of Financial Resources in the Provision of Quality Public Services


- Funding for public safety departments and functions is paramount for a healthy, safe community. Each of the departments budgeted in this section provide vital services to the citizens, visitors, and businesses of Spartanburg County.

3.2 Reduce and eliminate the inefficient use of financial and other resources without compromising quality of services.

- The Detention Facility budget includes reductions to many operating line items that serve to offset increased costs that are beyond the control of the facility, such as housing of juvenile prisoners. Through prudent fiscal management, additional resources can be refocused on programs and services designed to address recidivism, to improve accountability, and to keep facilities and equipment in ideal working order.

-The Sheriff’s Office budget includes multiple initiatives aimed at improving employee retention thus reducing the costs associated with turnover.


- Funding is allocated to the Trinity Fire Department for staffing, improving day-to-day operations, and replacing and repairing equipment and facilities, all aimed at improving fire service in the southern end of the County.

-The Detention Facility budget includes funding for multiple initiatives aimed at identifying and addressing the causes of recidivism.

-The Communications budget includes funding to continue work on fire channels to improve service and coverage.


Public Safety

SHERIFF’S OFFICE Department Description The Sheriff’s Office, headed by the Sheriff, an elected official, provides modern law enforcement services to all of Spartanburg County. This department consists of 346 Sworn Officers and 30 Civilians. A wide variety of services are offered to the people of Spartanburg County including: Patrol, Traffic Enforcement, Investigation, Narcotics, Forensic, Lab Analysis, Sex Offender Registry, School Resource Program, Recruitment, Explosive Device Team, Canine, Aviation, Polygraph, Warrant Team, Courtroom Security, Civil Process, Crime Prevention and much more. The Sheriff’s Office is accredited through the Commission of Accreditation for Law Enforcement Agencies which is the highest national standard for Law Enforcement Agencies.

Department Goals & Objectives • Evaluate all areas of the Sheriff’s Office and identify where technology can be implemented to improve efficiency

or the provision of service to citizens• Maintain training to include new techniques and specific skills• Maintain good employee health and welfare by energizing peer support, promoting department traditions, and

making all employees feel welcome to the law enforcement family• Retaining these employees with incentives such as longevity and merit pay increments each fiscal year• To address budget shortfalls without utilizing forfeiture funding

Budget Summary

FY 2020/21 Budget Highlights All Funds

• Personnel services provides funding for 376 positions across 3 funds, including 2 additional positions (DeputyFirst Class positions) that will be added during the year. Personnel services in all funds include a full-year of theclass and compensation salary adjustments that were implemented during FY 2019/20 as well as a 1% increasein the County’s contribution rate for the state retirement system (South Carolina and Police). Personnel servicesalso includes a 5% increase in the internal health insurance rate

General Fund • The personnel increases listed above are less impactful for the General Fund as 30 school resource officer (SRO)

positions were moved from the General Fund to the Special Revenue Fund to facilitate tracking of expenseswhich are partially reimbursable by the local school districts. The related revenue and operating expenses forthese positions were also moved to the Special Revenue Fund.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 21,821,417 22,922,879 24,359,246 25,010,980 27,962,779 $ 2,951,799 Operating 2,502,117 3,081,536 3,326,158 3,544,341 3,782,721 $ 238,380 Minor Capital 329,926 66,761 144,515 37,965 240,642 $ 202,677 Other - - - - - $ - Expenditures Total $ 24,653,459 $ 26,071,175 $ 27,829,919 $ 28,593,286 $ 31,986,142 $ 3,392,856

Funding Source by FundGeneral Fund 23,384,805 24,651,778 26,462,417 27,450,458 27,768,990 $ 318,532 Special Revenue Fund 1,082,960 1,232,606 1,172,776 944,319 4,010,440 $ 3,066,121 Victim Assistance Fund 185,694 186,790 194,726 198,509 206,712 $ 8,203 Funding Source Total $ 24,653,459 $ 26,071,175 $ 27,829,919 $ 28,593,286 $ 31,986,142 $ 3,392,856

Authorized Staffing by FundGeneral Fund 332 332 337 359 326 (33)Special Revenue Fund 16 18 13 12 47 35 Victim Assistance Fund 3 3 3 3 3 - Authorized Staffing Total 351 353 353 374 376 2


Public Safety

• Two traffic grant positions moved from the Special Revenue Fund to the General Fund corresponding with the ending of the grant.

• Operating expenses in the General Fund increase to $88,445. Increases in equipment and software maintenance agreements are offset by decreases in fuel and maintenance of vehicles. Maintenance agreements increase $192,725 with the addition of maintenance on body worn cameras. Vehicle fuel and maintenance decrease $67,512 due primarily to decreasing fuel prices. Telephones are budgeted at $329,676 to provide landline, cell phone, and data service. Uniforms and clothing allowance are budgeted at $219,944 to provide for the routine replacement of uniforms for sworn personnel as well as the outfitting of new sworn personnel and the replacement of vests. Aircraft operating costs increase to $62,504 to provide for additional on-call flight hours and associated maintenance of such.

• Minor capital is not included in General Fund for FY 2020/21. Special Revenue Fund

• During FY 2013/14 a COPS Hiring grant was awarded to Spartanburg County for 10 new SRO positions. The grant match was paid for by the participating school districts. Grant funding for the positions ended during FY 2016/17 and the school districts are now responsible for 100% funding of the positions. Shortly thereafter, another 100% school district position was added and, beginning in FY 2020/21, is grouped with these positions. The total personnel and operating expense for these positions for FY 2020/21 is $834,350.

• During FY 2019/20, the State offered a new SRO grant that partially funds new SRO positions. Through the grant, 7 new SRO positions were added; these are 100% funded by the local school districts and the state grant. The total personnel, operating, and capital expense for these positions for FY 2020/21 is $507,702.

• New for FY 2020/21 is the shift of the original 29 SRO positions from General Fund to the Special Revenue Fund so the positions and related operating expenses can be tracked through the project system. Total personnel, operating, and capital expense for these SROs is $2,511,885, of which 81.5% is reimbursed by the local school districts.

• The Special Revenue Fund budget also includes the cost and revenue associated with the delivery of DSS papers as well as federal overtime.

Victim Assistance Fund

• State law restricts the use of victim service fines and fees revenue to specific direct victim services as well as mandates that it be kept separate and apart from other funds.

• Positions in the Victim Assistance Fund are funded with victim assistance fines monies. As this revenue stream has been in a decline, the General Fund provides the balance of funds needed through a transfer.

Strategic Focus 3.1, 3.2 - We need to be mindful of our continued use of Forfeiture funds to supplant our current budget. Especially with

these funds dwindling, maintaining our budget with General funds is paramount to day-to-day operations. 3.5 - It is extremely important that the Sheriff's Office retain its officers once they are hired, trained and assigned

specific duties. Longevity/Merit pay is an essential factor in accomplishing this task.


Public Safety

DETENTION FACILITY Department Description The Spartanburg County Detention Facility provides for the secure detention of those individuals who have been arrested and accused of committing a crime in Spartanburg County and/or who have been tried and found guilty and sentenced by the court to a term of confinement of 90 days or less. The facility also provides safety and security for the Spartanburg County Courthouse and the Spartanburg County Administrative Offices. At the beginning of FY 2011/12, responsibility for the Detention Facility was transferred to the Sheriff, an elected official. Even though the Detention Facility remains its own department, oversight authority is vested in the Sheriff. Beginning in FY 2013/14, all revenues and expenditures associated with the Detention Facility are captured in its own fund, separate and distinct from the General Fund. Department Goals & Objectives

• Operate and maintain a safe and secure facility that is cost efficient and adheres to all applicable state and federal laws and guidelines

• Maintain the highest levels of professional and ethical conduct • Maintain the highest levels of safety and security

Budget Summary

FY 2020/21 Budget Highlights Detention Facility Fund

• The Detention Facility consists of 5 divisions: Booking & Admissions, Classification & Housing, Transportation, Courthouse & Administration Security, and Home Detention. Classification & Housing makes up the largest portion of the Detention Facility budget accounting for approximately 55% of the budgeted expense.

• The County General Fund supports the Detention Facility through an annual fund transfer. For FY 2020/21, that transfer accounts for $15,499,750 of the budget, increasing for retirement and health insurance rate increases.

• Personnel services cover funding for 218 positions. Personnel services includes a full-year of the class and compensation salary adjustments that were implemented during FY 2019/20 as well as a 1% increase in the county’s contribution rate for the state retirement system (South Carolina and Police). Personnel services also includes a 5% increase in the internal health insurance rate.

• While operating expenditures in total decrease $166,053 from the prior year, several line items within this category increase for FY 2020/21. Increased participation in the home detention program results in higher costs for monitoring services; however, these increases are ultimately offset by higher revenues. The line item for

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 12,314,741 13,285,295 13,935,874 14,932,388 15,375,905 $ 443,517 Operating 3,308,392 3,499,916 3,294,100 4,110,820 3,944,767 $ (166,053)Minor Capital 354,267 372,369 695,427 75,666 24,610 $ (51,056)Other - - - - - $ - Expenditures Total $ 15,977,400 $ 17,157,581 $ 17,925,401 $ 19,118,874 $ 19,345,282 $ 226,408

Funding Source by FundDetention Facility Fund 15,916,533 17,095,004 17,856,642 19,050,000 19,277,000 $ 227,000 Victim Assistance Fund 60,867 62,577 68,759 68,874 68,282 $ (592)Funding Source Total $ 15,977,400 $ 17,157,581 $ 17,925,401 $ 19,118,874 $ 19,345,282 $ 226,408

Authorized Staffing by FundDetention Facility Fund 216 216 218 218 218 - Victim Assistance Fund 1 1 1 1 1 - Authorized Staffing Total 217 217 219 219 219 -


Public Safety

meals increases $24,000 to cover an increase in the average daily inmate count as well as for rising food costs. Maintenance agreements increase $47,580 due to anticipated increases for the electronic medical records contract which must be put out for bid during FY 2020/21. Various expenditure shifts in other line items have been made within the operating category of the Detention budget to reflect lower spending trends and to cover higher costs for housing juvenile prisoners with the Department of Juvenile Justice and other increases noted above.

• Of the total $3,944,767 in operating expenditures, the budget includes $800,000 for medical expenditures, $1,056,000 for food/nutrition, $600,000 for home detention monitoring services, $229,680 for jail supplies/inmate clothing/bedding, $530,795 for utilities, $140,000 for vehicle maintenance and operations, and $158,380 to outfit and train staff. The remainder of funding covers general office and operating expenditures.

• Minor capital is budgeted at $24,610 and includes funding for furnishings for the new booking interview rooms, tablets for medical staff, NetGear switches and wireless access points, 7 replacement televisions, miscellaneous computer equipment, and radio accessories.


• Personnel services cover funding for 1 victims advocate position. Personnel services includes a full-year of the class and compensation salary adjustments that were implemented during FY 2019/20 as well as a 1% increase in the county’s contribution rate for the state retirement system. Personnel services also includes a 5% increase in the internal health insurance rate.

• Operating expenditures associated with this position are budgeted in the Detention Facility fund for FY 2020/21.

Strategic Focus 3.4, 3.2 - The Detention Facility budget, while addressing many different components of Council’s Strategic Vision, most

closely addresses the service improvement component and elimination of inefficient use of financial resources. This budget request reduces the budget request for many line items based on programmatic and policy direction changes at the Detention Facility. Additionally, many of the requested changes are aimed at improving operations, reducing recidivism, and transforming the lives of the individuals ultimately detained in the facility.


Public Safety

COMMUNICATIONS Department Description Spartanburg Communications / 9-1-1 is the primary (and only) Public Safety Answering Point (PSAP) for Spartanburg County. The department provides emergency communication and dispatch services to many agencies in Spartanburg County including law enforcement, fire, emergency medical services (EMS), emergency management services, and many more. It is the desire of the Communications / 9-1-1 department to provide the most effective and best quality emergency communications and dispatch services possible in order to yield the best possible outcome to every event in which the department is involved. The Communications / 9-1-1 department also procures and maintains the radios, radio systems, radio towers and other necessary communication components for emergency responders. Department Goals & Objectives

• To strategically recruit, train, and keep employees who excel at serving the public and the responders • To continually improve our processes, systems, and policies to benefit all stakeholders including taxpayers,

citizens, visitors, responders, and businesses of Spartanburg County • To be superb stewards of the resources that are allocated to the Communications department

Budget Summary


• Personnel services covers funding for 75 positions across 2 funds. Personnel services in all funds includes a full-year of the class and compensation salary adjustments that were implemented during FY 2019/20 as well as a 1% increase in the County’s contribution rate for the state retirement system (South Carolina and Police). Personnel services also includes a 5% increase in the internal health insurance rate.

General Fund

• General Fund personnel services expenditures total $4,414,610 (of the $4,494,780 in the table above), an increase of approximately $463,000 over the FY 2019/20 budget. Funding for part-time positions decreases by $15,000 as more full-time positions are filled. FY 2020/21 includes the addition of 4 full-time positions, 3 9-1-1 Operators and 1 Radio Maintenance Manager. The Radio Maintenance Manager replaces a contract which results in savings for the County.

• Operating expenditures in General Fund are budgeted at $861,748, a decrease of approximately $38,000 from the prior year with the elimination and shift of some expenditures to the 9-1-1 Phone System Fund.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 3,546,887 3,509,085 3,677,315 4,039,333 4,494,780 $ 455,447 Operating 1,740,059 1,743,967 1,931,226 2,224,299 2,282,670 $ 58,371 Minor Capital 4,569 16,793 1,522 14,800 26,900 $ 12,100 Other 589,339 351,012 111,543 314,184 132,258 $ (181,926)Expenditures Total $ 5,880,853 $ 5,620,858 $ 5,721,607 $ 6,592,616 $ 6,936,608 $ 343,992

Funding Source by FundGeneral Fund 4,208,757 4,268,024 4,400,075 4,856,454 5,303,258 $ 446,804 9-1-1 Phone System Fund 1,672,096 1,352,834 1,321,532 1,736,162 1,633,350 $ (102,812)Funding Source Total $ 5,880,853 $ 5,620,858 $ 5,721,607 $ 6,592,616 $ 6,936,608 $ 343,992

Authorized Staffing by FundGeneral Fund 68 70 70 70 74 4 9-1-1 Phone System Fund 2 1 1 1 1 - Authorized Staffing Total 70 71 71 71 75 4


Public Safety

o Communications decreases $3,213 to $441,755. In addition to data lines for our radio towers, this category also includes our contract depot service for mobile/portable radios and console equipment, as well as a portion of our Palmetto 800 monthly charges. The other portion of the charges are paid from the 9-1-1 Phone System Fund.

o Maintenance agreements increase $25,566 to $149,905. This account provides for our MAP agreement and Emergency Reporting Systems (ERS) for fire departments along with a few other agreements. The increase is due mainly to the addition of a maintenance agreement for our recorder system.

o Leases and utilities total approximately $157,000 and provide for tower leases and utilities at all Communications locations. Utilities include a one-time charge ($25,000) for the replacement of the building fire alarm system by the building management company.

o Remaining operating expenditures are for training and day-to-day operations. • Minor capital increase approximately $22,000 for the replacement of high-use chairs and netclocks.


• Personnel services expenditures provide funding for 1 full position focused on 9-1-1 quality control. Personnel expenditures for the fund total $80,170. A position previously partially funded from this fund was transitioned to 100% funding from General Fund.

• Operating expenditures directly related to 9-1-1 Communications increase $96,685 to a total of $1,420,922. Of this total amount, $899,732 is provided for communications including a portion of Palmetto 800, E9-1-1 service, and CPE service. Maintenance agreements are included at $476,129 and consist predominately of the CAD maintenance agreement. Remaining operating expenditures are for training and day-to-day operations.

• Other expenditures include indirect costs from the General Fund and the Information Technologies Fund as well as a transfer to the Capital Projects (CIP) Fund. Transfers to the CIP fund decrease from prior year due to the funding of fewer projects for FY 2020/21; funding is provided for Radio Tower Maintenance and Computer & Software Replacement.

Strategic Focus 3.2, 3.4 - The focus of this budget is to continue to increase the efficiency of our operations, and to address the needs

and means for service improvement.


Public Safety

GEOGRAPHIC INFORMATION SERVICES 9-1-1 Department Description The Geographic Information System (GIS) department provides direct support to Spartanburg County Emergency Communications through maintenance and updating of addresses/streets as well as acting as the interface with INTRADO to keep the 9-1-1 database current and accurate. Department Goals & Objectives

• To continually improve our processes, systems, and policies to benefit all stakeholders including taxpayers, citizens, visitors, responders, and businesses of Spartanburg County

• To be superb stewards of the resources that are allocated to the Communications and GIS departments Budget Summary



• The personnel services expenditure category provides funding for 1 full-time position. • Operating expenditures include $1,600 in training to cover the full cost of Motorola GIS User Summit.

Strategic Focus 1.1, 1.4, 1.5, 2.2, 3.2 & 3.4 – To provide support to Council’s goals by creating the best data available for employees,

citizens, businesses, and potential investors.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 156,064 149,523 96,872 67,238 68,050 $ 812 Operating 1,519 1,095 - 3,600 1,600 $ (2,000)Minor Capital - - - - - $ - Other - - - - - $ - Expenditures Total $ 157,583 $ 150,618 $ 96,872 $ 70,838 $ 69,650 $ (1,188)

Funding Source by Fund9-1-1 Phone System Fund 157,583 150,618 96,872 70,838 69,650 $ (1,188)Funding Source Total $ 157,583 $ 150,618 $ 96,872 $ 70,838 $ 69,650 $ (1,188)

Authorized Staffing by Fund9-1-1 Phone System Fund 2 2 2 1 1 - Authorized Staffing Total 2 2 2 1 1 -


Public Safety

EMERGENCY MEDICAL SERVICES Department Description Emergency Medical Services (EMS) are provided by contract with Spartanburg Regional Healthcare System (SRHS). EMS has the primary responsibility to deliver pre-hospital care and ambulance transportation in Spartanburg County, as well as provide advanced life support coverage to the rescue squads. Spartanburg County’s annual appropriation for EMS is the funding gap between anticipated patient revenues and budgeted expenditures. Department Goals & Objectives

• Decrease average response time to 9.1 minutes for emergency calls • Manage department expenses within budget • Achieve revenue to 100% of budget or greater

Budget Summary


• The County is responsible for the portion of EMS related expenditures not covered by patient fees or other revenues; these expenditures are all budgeted in the operating expenditure portion of the department.

• Funding levels for FY 2020/21 increase as compared to prior years due to implementation of a class and compensation study.

• The FY 2020/21 also includes $417,855 for funding of a new medic station in Reidville. This funding covers personnel costs for 8 new employees, as well as operating and capital expenditures necessary to operate the station.

• The budget also includes funding for the routine replacement of ambulances and quick response vehicles (QRV), training, insurance, maintenance of vehicles, and medical supplies, as well as funding for day-to-day operations of the department.

Strategic Focus 3.2 & 3.4 - Provide a detailed analysis throughout Spartanburg County of the requests for emergency ambulance service

to evaluate the current ambulance placement and utilization. This will evaluate the use and placement of current ambulance resources as well as make recommendations for future changes.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services - - - - - $ - Operating 3,176,434 3,174,625 3,220,424 4,040,147 4,774,518 $ 734,371 Minor Capital - - - - - $ - Other - - - - - $ - Expenditures Total $ 3,176,434 $ 3,174,625 $ 3,220,424 $ 4,040,147 $ 4,774,518 $ 734,371


Authorized Staffing by FundGeneral Fund - - - - - - Authorized Staffing Total - - - - - -


Public Safety

CORONER Department Description The Coroner is responsible for the investigation of any and all unattended, suspicious, violent deaths or deaths reportable under 44-43-730 that occur within the County. Special education and experience are necessary to review and investigate all cases. National Certifications for Medicolegal Death Investigation will be required and accreditation applications are current. This office interacts continually with pathologists, physicians and nurses, hospital, EMS, law enforcement, mortuary and fire personnel. State Laws must be adhered and input given to the Legislature on new and improving ways to serve the public. Permits and certificates on decedents must be issued to the State to obtain closure to investigations. Department Goals & Objectives

• To increase efficiency without compromising quality of service • To provide professional, courteous service to surviving family members • To train continually on the newest and best ways to determine cause and manner of death and obtain 100%

certification for National Death Investigative criteria Budget Summary


• Personnel services includes funding for 16 positions, with the inclusion of 2 investigator positions added during FY 2019/20. Personnel services in all funds includes a full-year of the class and compensation salary adjustments that were implemented during FY 2019/20 as well as a 1% increase in the county’s contribution rate for the state retirement system (South Carolina and Police). Personnel services also includes a 5% increase in the internal health insurance rate.

• The operating expenditures category includes funding for day-to-day operations as well as autopsy and morgue fees. Autopsy and morgue fees increase approximately $6,000 to $635,328 due to an increase in volume.

• Minor capital in FY 2020/21 includes the planned replacement of cameras. This is intended to be an annual replacement fund.

Strategic Focus 3.1 & 3.2 - The Coroner’s Office will implement a part-time investigator program to increase efficiency without

compromising the office’s service to the public during a family’s time of need. 3.4 - The Coroner’s Office budget provides funding for their national accreditation to provide reassurance to the

citizens of Spartanburg County that they are receiving the highest quality of service possible.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 730,207 830,951 909,773 934,698 1,022,527 $ 87,829 Operating 642,373 648,873 792,748 753,693 761,027 $ 7,334 Minor Capital - 2,529 19,598 1,425 1,900 $ 475 Other - - - - - $ - Expenditures Total $ 1,372,580 $ 1,482,353 $ 1,722,119 $ 1,689,816 $ 1,785,454 $ 95,638




Public Safety

ENVIRONMENTAL ENFORCEMENT Department Description Environmental Enforcement’s mission is to provide citizens with a high quality of life, ensuring a clean and safe environment through the enforcement of County ordinances and State laws pertaining to Animal Control, Litter Control and Property Maintenance. Department Goals & Objectives

• Continue to provide citizens with a clean, healthy, and safe place to work, live and grow through the department’s four point approach: education, enforcement, awareness and pick-up

• Through all three divisions, continue with proactive enforcement of State laws and County ordinances • Continue current positive programs to utilize volunteers or other alternative labor forms for litter clean-up and

other tasks as they relate to the purpose of the department • Promote and improve citizens’ voluntary compliance and familiarity with laws and ordinances

Budget Summary


• Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the state retirement system (South Carolina and Police). Personnel services also includes a 5% increase in the internal health insurance rate.

General Fund • There is one split position in the department. The director position is split 50/50 between the General Fund

and the Solid Waste Fund. Overtime increases $4,000 to $20,000 to cover after hour related calls for service made by citizens and other law enforcement agencies.

• The operating expenditures category for General Fund totals $469,602, of which $67,700 is dedicated to vehicle expenditures, $14,900 is dedicated to general operating supplies such as live animal trips and notice signs, $14,078 is allocated for professional development, $347,000 is allocated for demolitions of unsafe structures and cost of mandated mosquito spraying to prevent spread of diseases, and the remainder for day-to-day operations.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 903,984 987,335 1,036,586 1,118,434 1,302,820 $ 184,386 Operating 205,673 161,547 208,265 363,239 537,777 $ 174,538 Minor Capital - 5,455 6,182 15,000 - $ (15,000)Other - - - - - $ - Expenditures Total $ 1,109,657 $ 1,154,337 $ 1,251,032 $ 1,496,673 $ 1,840,597 $ 343,924

Funding Source by FundGeneral Fund 802,723 821,975 810,575 1,014,324 1,271,141 $ 256,817 Solid Waste Fund 306,934 332,362 440,457 482,349 569,456 $ 87,107 Funding Source Total $ 1,109,657 $ 1,154,337 $ 1,251,032 $ 1,496,673 $ 1,840,597 $ 343,924

Authorized Staffing by FundGeneral Fund 14 14 14 14 14 - Solid Waste Fund 8 8 8 8 8 - Authorized Staffing Total 22 22 22 22 22 -


Public Safety

Solid Waste Fund • Personnel services includes funding for 7 full-time positions. One Senior Environmental Enforcement Officer

position remains frozen. Overtime expenditures increase to cover service at the landfill when needed. • The operating expenditures category for the Solid Waste Fund totals $68,175, of which $43,000 is used for

vehicle expenditures, and $10,475 is allocated for developing and outfitting staff. The remainder of the operating budget is used for roadside litter supplies and daily operations of the department.

• Spartanburg County is a key partner in the Keep OneSpartanburg Beautiful program through an administrative position and related expenses.

Strategic Focus 3.2, 3.4 - Continued usage and possible expansion of the community cat Trap, Neuter and Return program, and the

continued funding and utilization of the demolition program thus improving communities and the public’s safety. Partnership with The Spartanburg Chamber of Commerce in promoting and maintaining Keep OneSpartanburg Beautiful Affiliate as part of national Keep America Beautiful Organization.


Public Safety

VOLUNTEER FIRE DEPARTMENTS Department Description The Volunteer Fire Department program contains the proceeds of a one-half mil tax levy for support of fire departments in Spartanburg County. County Council establishes annual appropriation levels which are managed by the Spartanburg County Fire Advisory Committee. In recent years, funds have been utilized to fund equipment grants for fire departments in order to ensure that departments are adequately outfitted. Funding has also been utilized to address needs at the Emergency Services Academy (ESA) related to fire department training and facilities related thereto. Department Goals & Objectives

• To provide resources to bolster fire service training and delivery in Spartanburg County Budget Summary


• Operating expenditures are now captured in the Other category. • Other expenditures increase $58,000 from the prior year as the expected yield from the tax levy increases. Other

expenditures provide for special projects. • The special projects line item has previously funded a series of equipment grants and construction of the burn

building at the ESA as approved by the Fire Advisory Committee. The Fire Advisory Committee oversees the distribution of these funds consistent with the ordinance that establishes the 0.5 mil countywide fire levy.

Strategic Focus 3.4 - The one-half mil countywide fire levy provides funding for improvements in the delivery of fire prevention and

protection services.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services - - - - - $ - Operating - 1,830 1,887 29,000 - $ (29,000)Minor Capital - - - - - $ - Other 114,337 92,974 261,603 575,000 633,000 $ 58,000 Expenditures Total $ 114,337 $ 94,803 $ 263,490 $ 604,000 $ 633,000 $ 29,000




Public Safety

TRINITY FIRE DEPARTMENT Department Description Trinity Fire Department was created during FY 2018/19 through the consolidation of the Cross Anchor, Enoree, Hobbysville and Woodruff Fire service areas. The Fire Department is charged with providing fire prevention and protection services in the southern end of Spartanburg County, encompassing the entirety of the service areas (137 square miles) previously covered by each individual department. Assets of the fire department were combined and assigned to the Trinity Fire Department for its use in providing these services. A uniform millage has been applied to the new service area and proceeds allow for paid firefighters to be employed to improve coverage and response times. Department Goals & Objectives

• To improve the assets and operations of Trinity Fire Department • To improve fire prevention and protection services in the service area • To improve the quality of firefighting and operational equipment to better prepare and respond to events • To provide dedicated staff, augmented by volunteers, to provide fire prevention and protection services • To develop operational plans for the effective consolidation of the districts into one district

Budget Summary


• Personnel services expenditures include funding for 13 full-time and 1 part-time position, including one fire chief, one assistant fire chief, and 3 fire lieutenants. Personnel services includes a full-year of the class and compensation salary adjustments that were implemented during FY 2019/20 as well as a 1% increase in the County’s contribution rate for the state retirement system (South Carolina and Police). Personnel services also includes a 5% increase in the internal health insurance rate. Funding for part-time positions increases by approximately $62,000 now that a rotating schedule has been implemented for full and part-time firefighters.

• Operating expenditures total $338,456 and provide for day-to-day operation of six stations. Of the total operational budget, $68,960 is allocated to vehicle maintenance and operations, $45,000 is allocated to utilities, $40,000 is allocated to insurance, $28,500 is allocated to training, equipping, and medical testing for firefighters, and $19,393 is allocated to a contingency account. The remaining funds provide for day-to-day operations.

• Minor capital includes $31,500 for replacement of firefighting and operational equipment and station furnishings.

• The Other category provides for a transfer to Debt Service to pay off existing lease payments.

Strategic Focus 3.4 – To improve fire prevention and protection services in the southern end of Spartanburg County through additional

personnel, updated operational plans, and acquisition of adequate equipment.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services - - 57,206 870,790 978,390 $ 107,600 Operating - - 117,956 240,393 338,456 $ 98,063 Minor Capital - - 26,516 42,000 31,500 $ (10,500)Other - - - 69,317 15,654 $ (53,663)Expenditures Total $ - $ - $ 201,679 $ 1,222,500 $ 1,364,000 $ 141,500

Funding Source by FundFire Department Fund - - 201,679 1,222,500 1,364,000 $ 141,500 Funding Source Total $ - $ - $ 201,679 $ 1,222,500 $ 1,364,000 $ 141,500

Authorized Staffing by FundFire Department Fund - - 7 14 14 - Authorized Staffing Total - - 7 14 14 -


Public Safety

ANIMAL SERVICES Department Description Animal Services provides animal intake, housing, and other related services for stray animals. Greenville County Animal Care Services, through contract, is responsible for housing and adoption of animals. Animal Services includes any state mandated animal holds for rabies quarantines. Department Goals & Objectives

• To continue to care for animals in a compassionate manner while in our custody • To promote adoption of animals and to reunite animals with owners • Provide Spartanburg County citizens with a healthy and safe community

Budget Summary


• Operating expenditures are limited to monthly contract payments to Greenville County for providing housing and adoption services. The operating budget for FY 2020/21 increases based on an increase in the anticipated number of bite and trap neuter/spay and return (TNR) cases. The contract with Greenville County includes a variable cost factor when animal intake exceeds a certain threshold, typically during summer months, when pick-ups are at their highest.

Strategic Focus 3.1, 3.2 - The Animal Services program continues to offer a lower-cost option for the provision of animal housing and

adoption services.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services - - - - - $ - Operating 348,660 350,368 352,867 360,000 370,000 $ 10,000 Minor Capital - - - - - $ - Other - - - - - $ - Expenditures Total $ 348,660 $ 350,368 $ 352,867 $ 360,000 $ 370,000 $ 10,000




Public Safety

EMERGENCY MANAGEMENT Department Description Emergency Management is the combined efforts of local, state and federal governments to protect the citizens from the effects of disasters, both natural and manmade. The local Office of Emergency Management works to identify and analyze the hazards that may face Spartanburg County and develop contingency plans for each hazard. The plans are regularly tested, refined and tested again, all with the goal of protecting or saving lives and property. The Office of Emergency Management uses a four-phase approach to emergencies: Mitigation, Preparedness, Response and Recovery, which is known collectively as the Emergency Management Cycle. In addition, the department manages 200+ active emergency response volunteers that are also involved in the 4 phase approach as they carry out the following function: Support Services, Sheltering, Search and Rescue, Disaster Animal Response and Emergency Communication. Department Goals & Objectives

• During emergencies, ensure continuity of operations in Spartanburg County, assure the maximum and most effective utilization of all resources in the County, and minimize the loss of life and/or injury to the population

• Maintain and enhance relationships with various stakeholders • Maintain and increase public outreach initiatives • Seek grant opportunities that enable us to maintain and enhance our state of readiness while being good

stewards of public funds • Conduct and participate in emergency exercises/programs • Maintain and enhance the Community Emergency Response Team (CERT) program and the 5 Divisions within

this program Budget Summary

FY 2020/21 Budget Highlights General Fund

• Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the state retirement system (South Carolina and Police). Personnel services also includes a 5% increase in the internal health insurance rate. This budget provides for 2 full-time positions.

• The operating expenditures provided by the General Fund total $46,387. Of this allocation, $39,057 is dedicated to communications, the emergency operations center, volunteer background checks, and event response (including vehicle and equipment costs). $3,650 is dedicated to training and outfitting staff, and the remainder of the budget is allocated for office operations.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 202,860 156,009 161,487 163,815 187,061 $ 23,246 Operating 88,598 108,567 78,395 89,275 88,887 $ (388)Minor Capital 56,526 21,663 31,493 42,500 42,500 $ - Other - - - - - $ - Expenditures Total $ 347,984 $ 286,239 $ 271,376 $ 295,590 $ 318,448 $ 22,858

Funding Source by FundGeneral Fund 245,338 196,272 202,406 210,590 233,448 $ 22,858 Special Revenue Fund 102,646 89,967 68,970 85,000 85,000 $ - Funding Source Total $ 347,984 $ 286,239 $ 271,376 $ 295,590 $ 318,448 $ 22,858

Authorized Staffing by FundGeneral Fund 2 2 2 2 2 - Special Revenue Fund - - - - - - Authorized Staffing Total 2 2 2 2 2 -


Public Safety

Special Revenue Fund • Each year Emergency Management applies for and is typically awarded grants from the State. The estimated

grant awards for FY2020/21 is $85,000, which is the same as prior year. The funds are housed in the Special Revenue Fund. Grant request summaries will be provided to Council prior to application for and acceptance of grants for approval consideration. Operating expenditures are budgeted at $42,500. The remaining $42,500 is for minor capital for emergency response equipment.

Strategic Focus 3.4 - The budget will support the Emergency Management department’s goal of continuing basic CERT training,

maintaining/growing/enhancing the Advanced CERT initiatives (SCSAR, DART, Shelter, Support, and Comms), while continuing to respond to incidents as requested. Additionally, the budget will allow continued improvement in our readiness and ability to manage emergencies through ongoing training events, professional development, and work with partner agencies/organizations.


Public Safety

HAZARDOUS MATERIALS Department Description The Hazardous Materials (Haz-Mat) Department is staffed by two full-time personnel and approximately 55 volunteers. The Department maintains the vehicles and the equipment required to control and mitigate hazards to the public and property at specialized emergencies and events. The Department is responsible for the response and operation of the Hazardous Materials Response Team, the Fire Investigation Team and the mobile Unified Command Center. The Department also responds to many routine emergencies within Spartanburg County and the 13 municipalities, where specialized assistance is needed. Finally, the Department oversees the current Siren Outdoor Warning System, as well as providing support to the County Emergency Operation Center and serving as staff assigned by County ordinance to the Spartanburg County Fire Prevention & Protection Advisory Committee. Department Goals & Objectives

• To alert the public of impending danger and maintain and improve the operational capabilities of the response teams managed by this department

• To protect the life and safety of emergency responders and the general public, by responding to emergency incidents in Spartanburg County to confine, control & mitigate any toxic substance released accidentally or purposefully

• Conduct monthly checks of the public alert outdoor warning system • Conduct monthly training for the Fire Investigation Team, Haz-Mat Response Team, Advanced Rescue Team,

and the Command Center Response Team

Budget Summary

FY 2020/21 Budget Highlights General Fund

• Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the police retirement system. Personnel services also includes a 5% increase in the internal health insurance rate. This budget provides for 2 full-time positions.

• Of the total operating expenditure budget, approximately $25,945 is dedicated to notifying the public of emergency events and responding to emergency events (including vehicle & equipment maintenance). Approximately $7,620 is dedicated to communications, $6,260 is allocated towards training and outfitting staff and volunteers and the remainder is spent on day-to-day office operations.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 182,908 182,241 189,777 192,280 199,043 $ 6,763 Operating 30,581 36,572 52,598 56,725 54,805 $ (1,920)Minor Capital 8,519 19,501 16,729 26,300 49,000 $ 22,700 Other - - - - - $ - Expenditures Total $ 222,008 $ 238,314 $ 259,104 $ 275,305 $ 302,848 $ 27,543

Funding Source by FundGeneral Fund 222,008 238,314 251,595 261,305 288,848 $ 27,543 Special Revenue Fund - - 7,508 14,000 14,000 $ - Funding Source Total $ 222,008 $ 238,314 $ 259,104 $ 275,305 $ 302,848 $ 27,543



Public Safety

• Minor capital is funded at $7,300 to provide for replacement haz-mat suits, breathing apparatus and other equipment. An additional $32,700 provides funding for replacement of fully encapsulating hazardous material entry suits, which have to be replaced every 10 years.

Special Revenue Fund • The estimated state grant award amount for FY2020/21 is $14,000. Grant request summaries will be provided

to Council prior to application for and acceptance of grants for approval consideration. Operating expenses are budgeted at $5,000 and $9,000 is budgeted for minor capital for emergency response equipment.

Strategic Focus 3.4 - The Hazardous Materials budget provides resources for emergency response to incidents involving fire or hazardous

materials, fire investigation, and emergency responder training, all of which is in the interest of maintaining and improving public safety.


Public Safety

EMERGENCY SERVICES ACADEMY Department Description The Emergency Services Academy (ESA) offers training and education to all emergency services agencies in Spartanburg County. ESA strives to provide a safe training environment that is easily accessible to all first responders and meets the needs of today’s adult learners. Department Goals & Objectives

• Continue to provide the most training and educational opportunities to all emergency service providers in Spartanburg County

• To fully staff facility operation positions that service the burn building and other fire training areas in an effort to ensure safety and to limit wear and tear of public assets

• Update training props, equipment, and facilities to offer a high quality training facility and to supplement efforts by the Fire Advisory Committee and the Sheriff’s office to maintain the burn building and shooting range along with constructing a new equipment garage on site

• Continue to support and provide assistance to Emergency Management, Hazardous Materials, and all other emergency service providers in Spartanburg County

Budget Summary


• Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the police retirement system. Personnel services also includes a 5% increase in the internal health insurance rate. This budget provides for 2 full-time positions. Funding for part-time positions increases to $25,000 to cover an increase in hours for the part-time Facility Operator positions. The change in authorized staffing reflects the conversion of the Facility Operator part-time positions to part-time pooled positions.

• Of the total $79,050 operating expenditure category, $25,300 is provided for training offerings at the facility. $13,000 is provided for facility operation and upkeep. Staff development and outfitting (including vehicle expenses) are provided for at $27,885. The remainder of the budget is provided for office operations.

• Minor capital provides funding of $42,500 for turnout gear, replacement of HVAC units, and firefighting self-contained breathing apparatuses.

Strategic Focus 3.4 - The budget recommendation for the Emergency Services Academy seeks to improve the quantity and quality of

training opportunities and equipment for all emergency service providers in Spartanburg County.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 142,114 132,328 172,089 158,250 202,598 $ 44,348 Operating 114,388 68,544 72,122 97,935 79,050 $ (18,885)Minor Capital - 1,490 8,343 3,650 42,500 $ 38,850 Other - - - - - $ - Expenditures Total $ 256,502 $ 202,362 $ 252,554 $ 259,835 $ 324,148 $ 64,313


Authorized Staffing by FundGeneral Fund 2 2 2 12 2 (10)Authorized Staffing Total 2 2 2 12 2 (10)


Public Safety

RESCUE SQUADS Department Description The Spartanburg County Association of Emergency Medical Squads (Rescue Squads) provides emergency care and transportation to sick or injured County residents. There is currently one squad providing services to Spartanburg County, Landrum Rescue 11. Landrum Rescue 11 is a Volunteer EMS Provider. Landrum R-11 charges their service users and the funds provided cover fuel costs incurred. Department Goals & Objectives

• To provide emergency medical treatment and transportation to the sick and injured people in Spartanburg County South Carolina by financially supporting the rescue squad

• To continue to administer the state GIA grant for EMS and rescue squad equipment Budget Summary


• This department houses grant expenditures as awarded annually. This grant provides emergency response equipment to EMS and rescue squads. Total funds budgeted for this purpose is $22,500.

• This department also includes $14,000 to provide fuel for Landrum Rescue Squad.

Strategic Focus 3.1 - The Rescue Squads budget provides resources to fill the funding gap between revenues and the cost of providing

services. Rescue Squad service is a vital component of public safety efforts and a healthy and viable community.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services - - - - - $ - Operating 52,746 2,989 44,630 27,600 36,500 $ 8,900 Minor Capital - - - - - $ - Other - - - - - $ - Expenditures Total $ 52,746 $ 2,989 $ 44,630 $ 27,600 $ 36,500 $ 8,900




Judicial

JUDICIAL $17,382,144


FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by DepartmentCircuit Solicitor 5,337,136 5,342,142 5,617,071 6,138,526 6,398,982 $ 260,456 Magistrate Courts 3,687,918 3,733,412 3,727,296 3,606,588 3,626,865 $ 20,277 Clerk of Court 2,326,904 2,364,967 2,329,470 2,540,881 2,713,456 $ 172,575 Public Defender 2,395,589 2,560,438 2,745,895 2,979,000 2,878,000 $ (101,000)Probate Court 1,348,811 1,358,999 1,480,627 1,554,915 1,737,839 $ 182,924 Master-in-Equity 400,915 404,302 422,178 431,080 477,002 $ 45,922 Expenditures Total $ 15,497,273 $ 15,764,260 $ 16,322,537 $ 17,250,990 $17,832,144 $ 581,154

Funding Source by FundGeneral Fund 12,277,307 12,410,481 12,833,061 13,444,997 13,918,724 $ 473,727 Special Revenue Fund 646,743 636,624 563,468 623,676 836,714 $ 213,038 Public Defender 7th Circuit Fund 2,395,589 2,560,438 2,745,895 2,979,000 2,878,000 $ (101,000)Victim Assistance Fund 177,634 156,716 180,113 203,317 198,706 $ (4,611)Funding Source Total $ 15,497,273 $ 15,764,260 $ 16,322,537 $ 17,250,990 $17,832,144 $ 581,154

Authorized Staffing by FundGeneral Fund 221 229 230 218 218 - Special Revenue Fund 11 11 11 11 11 - Public Defender 7th Circuit Fund 30 36 36 36 36 - Victim Assistance Fund 3 3 3 3 3 - Authorized Staffing Total 265 279 280 268 268 -

Circuit Solicitor36%

Magistrate Courts20%

Clerk of Court15%

Public Defender

16%

Probate Court10%

Master-in-Equity3%

% of Judicial Budget


Judicial

JUDICIAL Overview

The Judicial functional area consists of departments involved in the interpretation of law (courts) as well as representation of the State and indigent defendants. Departments include the Circuit Solicitor, Clerk of Court, Magisterial Courts, Master-in-Equity, Probate Court and the Public Defender.

Goals & Objectives



- The Probate Court budget provides for personnel and operating resources for the Court to provide the best quality service to families and individuals in their time of need.

- Magistrate Court continues to strive to serve the citizens of Spartanburg County in a fair and efficient manner.


- The Solicitor’s Office strives to dispose of criminal cases in a timely fashion with hopes of increasing fine and assessment collections in the County budget.

- By providing additional training to Public Defender attorneys and accurately monitoring their abilities and caseloads to ensure their time will be spent more efficiently to resolve cases.

- The Master-in-Equity Office embraces technology to provide the most efficient service possible to its stakeholders.


- The Clerk of Court Office continues to promote positive customer service while enhancing and embracing the advance of technology and new policy procedures.


Judicial

CIRCUIT SOLICITOR Department Description The 7th Circuit Solicitor's Office represents the state of South Carolina in criminal cases filed by law enforcement in Spartanburg and Cherokee counties. A diverse team of attorneys represents the office in circuit court and family court hearings. This office will do what is good, just and right in discharging its public service. In addition to representing the State in criminal cases, the Circuit Solicitor also oversees a pre-trial intervention (PTI) program for adults and youth, an alcohol education program for offenders 17-20 years old, a juvenile arbitration program, and a victim/witness assistance program. The PTI program offers eligible offenders a chance to handle their charges without going to court. If a person is accepted into PTI and successfully completes the program, the charges are dismissed and the client can have all records expunged. The juvenile arbitration program is a pretrial diversion program available for non-violent, first time juvenile offenders between the ages of 8 and 17. The Circuit Solicitor’s victim/witness assistance program provides information and acts as an intermediary between victims and the criminal court systems. Department Goals & Objectives

• Solicitor Barnette and his staff promote public safety through the effective resolution of criminal cases in General Sessions, Magistrate and Family courts.

Budget Summary


• Personnel services in all funds includes a full-year of the class and compensation salary adjustments implemented during FY 2019/20 as well as a 1% increase in the County’s contribution rate for the state retirement system (South Carolina and Police). Personnel services also includes a 5% increase in the internal health insurance rates.

General Fund

• Personnel services includes funding for 66 positions, 1 position remains frozen. During FY 2016/17, additional funding was received from the State that was used to add 8 positions. This funding is expected to continue for

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 5,094,724 5,107,207 5,424,970 5,920,253 6,065,654 $ 145,401 Operating 207,960 182,054 192,101 171,102 163,328 $ (7,774)Minor Capital 1,680 52,882 - - - $ - Other 32,773 - - 47,171 170,000 $ 122,829 Expenditures Total $ 5,337,136 $ 5,342,142 $ 5,617,071 $ 6,138,526 $ 6,398,982 $ 260,456

Funding Source by FundGeneral Fund 4,543,619 4,590,942 4,907,243 5,323,861 5,390,131 $ 66,270 Special Revenue Fund 615,883 594,485 529,715 611,348 810,145 $ 198,797 Victim Assistance Fund 177,634 156,716 180,113 203,317 198,706 $ (4,611)Funding Source Total $ 5,337,136 $ 5,342,142 $ 5,617,071 $ 6,138,526 $ 6,398,982 $ 260,456

Authorized Staffing by FundGeneral Fund 59 67 67 67 67 - Special Revenue Fund 11 11 11 11 11 - Victim Assistance Fund 3 3 3 3 3 - Authorized Staffing Total 73 81 81 81 81 -


Judicial

the near-term. Personnel includes a stipend for attorneys who work in both Spartanburg and Cherokee Counties. Cherokee County reimburses Spartanburg County for its portion of the stipend.

• Operating expenditures include professional dues for the attorneys, subscriptions for online tools, and expert fees in addition to costs for day-to-day operations. This category decreases $3,554 from the prior year budget level to $147,048.

Special Revenue Fund • The Circuit Solicitor’s Office receives an annual Violence Against Women Act (VAWA) grant. The grant

provides funding for 75% of 1 position. The remaining 25% is provided by a match from the General Fund. • A grant of $60,000 is received annually from the State to provide a Juvenile Arbitration program. For FY

2020/21 total personnel costs of the program are $84,788, which covers 1 full-time position with 1 part-time position remaining frozen. The difference is provided as a match from the General Fund. All operating expenses are paid from the General Fund.

• During FY 2019/20, a new stipend was created using accumulated Drug Forfeiture funds. • The PTI program revenue is restricted by State Statute. It is anticipated that program revenues will continue to

decrease for FY 2020/21, necessitating a use of fund balance to be able to continue to provide the same level of services. The PTI program currently provides funding for 5 positions with 1 position remaining frozen.

• The Victim Assistance Department has traditionally provided funding for 2 positions; however since the funds have been depleted as intended over the past few years, 1 vacant position continues to be frozen to slow the depletion in accumulated funds.


• Personnel services provides for funding of 3 positions. • Operating expenditures charged to this fund are minimal and include training and phone service.

Strategic Focus 3.2 - The Solicitor’s Office strives to dispose of criminal cases in a timely fashion with hopes of increasing fine and

assessment collections in the County budget.


Judicial

MAGISTRATE COURT Department Description Magistrate Court is responsible for conducting all trial proceedings in criminal cases for offenses involving potential imprisonment for up to thirty (30) days and/or fines not exceeding $500. Magistrates also are responsible for issuing arrest warrants, if the magistrate determines that probable cause exists after law enforcement officers from agencies throughout the county and state present their basis for a warrant. Magistrates are also responsible for issuing search warrants, if the magistrate determines that probable cause exists after law enforcement officers from agencies throughout the county and state present their basis for a search warrant. In addition to having the responsibility of setting bond on Magistrate level cases, the Court conducts both bond hearings and preliminary hearings on cases within the jurisdiction of the Circuit Court. The Court further presides over select cases transferred to it by the Circuit Court. Magistrate Court is also responsible for conducting all trial proceedings in civil cases in matters not exceeding $7,500. The Court further presides over all landlord/tenant matters, claim and delivery actions, and petitions for restraining orders. In addition to the Central Magistrate Court located at the Spartanburg County Courthouse, the Court operates locations at the Detention Center as well as in a number of communities across the County. Department Goals & Objectives

• To serve the citizens of Spartanburg County in a fair and efficient manner by dispensing prompt and impartial justice to every individual that has contact with the Spartanburg County Magistrate Court.

Budget Summary


• Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the state retirement system (South Carolina and Police). Personnel services also includes a 5% increase in the internal health insurance rate. Personnel services provides funding for 62 positions. One Court Coordinator position remains frozen.

• Expenditures at the District Magistrate offices include items such as rent, utilities, and office supplies. The total operating expenditures in the District Magistrate courts is $91,600. Operating expenditures for Central Magistrate Court are budgeted at $64,950 with increases covering professional dues, training for magistrate judges, service charges, copier charges, expert and judicial services, and telephone billing changes.

Strategic Focus 3.1 - This budget provides resources to continue to serve the citizens of Spartanburg County through the dispensation

of fair and equitable justice.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 3,512,639 3,539,247 3,546,183 3,455,717 3,470,315 $ 14,598 Operating 175,279 192,694 180,917 148,491 156,550 $ 8,059 Minor Capital - 1,471 195 2,380 - $ (2,380)Other - - - - - $ - Expenditures Total $ 3,687,918 $ 3,733,412 $ 3,727,296 $ 3,606,588 $ 3,626,865 $ 20,277




Judicial

CLERK OF COURT Department Description Each county of South Carolina has a popularly elected Clerk of Court who serves a four-year term. The Clerk of Court serves both Circuit and Family Court as they operate in each county. The Clerk of Court is charged with docket management; receiving fees, fines, and costs; maintaining all court records; and handling reporting requirements. In the Circuit Court, their duties encompass both civil and criminal areas: receiving criminal trial lists; handling jury–related matters; and performing courtroom duties. In the Family Court, the Clerk of Court is responsible for issuing Rules to Show Cause and Bench Warrants to bring non-paying obligors before the Court; and issuing Arrest Warrants for non-compliance with contempt orders. All funding for Clerk of Court staff, office space, and equipment is a County responsibility, with the exception of a limited state salary and support personnel supplement. Department Goals & Objectives

• To provide efficient and effective service to the entirety of the judicial system and its constituents • To implement proper upkeep, maintenance and safety of the Spartanburg County Judicial Center • To modernize our record keeping process to both improve efficiency of our service and increase the protection

of our records • To abide by all statutes, court orders and regulations affecting the performance of our first three goals

Budget Summary


• Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the state retirement system (South Carolina and Police). Personnel services also includes a 5% increase in the internal health insurance rate. Also, an increase of $10,000 is included in FY 2020/21 for additional bailiff days.

• The operating expenditures category includes funding for law subscriptions and publications, jury pay costs for both Circuit and Magistrate Courts, record duplicating, filing and storage, and costs for day-to-day operations. Funding includes an increase of $6,200 in Professional Development to cover training on the new family court case management system. No funding is recommended for the Service Charges account as child support payments are now received by the State Treasurer.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by Category

Personnel Services 2,095,610 2,137,456 2,082,229 2,292,144 2,460,024 $ 167,880

Operating 231,294 227,511 244,923 248,737 253,432 $ 4,695

Minor Capital - - 2,319 - - $ -

Other - - - - - $ -

Expenditures Total $ 2,326,904 $ 2,364,967 $ 2,329,470 $ 2,540,881 $ 2,713,456 $ 172,575

Funding Source by Fund

General Fund 2,296,044 2,322,828 2,295,718 2,528,553 2,686,887 $ 158,334

Special Revenue Fund 30,860 42,140 33,753 12,328 26,569 $ 14,241

Funding Source Total $ 2,326,904 $ 2,364,967 $ 2,329,470 $ 2,540,881 $ 2,713,456 $ 172,575

Authorized Staffing by Fund

General Fund 60 60 60 60 60 -

Special Revenue Fund - - - - - -

Authorized Staffing Total 60 60 60 60 60 -


Judicial

Strategic Focus 3.4 - To continue to promote positive customer service while enhancing and embracing the advancement of technology

and new policy procedures, while working in a healthy environment.


Judicial

PUBLIC DEFENDER Department Description The Seventh Judicial Circuit Public Defender Office provides competent, diligent, and ethical representation for indigent persons accused of criminal offenses in the Seventh Judicial Circuit. The Office provides attorneys for indigent persons in all criminal cases in which an accused may be sentenced to incarceration, even if the incarceration may result from non-payment of a fine. Accordingly, the Office provides representation for cases tried in the Court of General Sessions, Family Court (for juveniles), Drug Court, Magistrate's Court, and Municipal Court. The Seventh Judicial Circuit Public Defender Office serves both Spartanburg and Cherokee Counties. Department Goals & Objectives For the Spartanburg Office, in addition to continuing to provide proper representation to indigent clients accused of criminal offenses, the Office’s goals for FY 2020/21 are as follows:

• Provide additional training to attorneys in the areas of trial advocacy and criminal defense practices. To accomplish this, the attorneys with less than 3 years’ experience will attend seminars provided by the Office of Indigent Defense, which are dedicated to teaching trial advocacy and trial strategy.

• Promote experienced attorneys within the office to give them additional advisory and mentoring opportunities to assist the lesser experienced attorneys.

• Provide for more efficient and accurate updating of information in the office database by creating a uniform system of reporting information and training administrative support staff in the proper recording of this information. Maintaining an accurate database assists the department in monitoring caseloads.

For the Cherokee Office, in addition to continuing to provide proper representation to indigent clients in the Court of General Sessions and in juvenile cases in the Family Court, the Office’s goal for FY 2020/21 is to provide for additional representation of indigent clients in the summary courts for Cherokee County. To accomplish this goal, the Office will continue to screen and interview clients for representation in all courts, including the summary courts. Budget Summary


• Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the SC retirement system. Personnel services also includes a 5% increase in the internal health insurance rate. Funding provides for 30 positions in Spartanburg County as well as 4 full-time positions in Cherokee County. One Sr. Assistant Public Defender I and one Sr. Assistant Public Defender II remain frozen.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20


Personnel Services 2,246,063 2,437,695 2,590,656 2,817,759 2,712,607 $ (105,152)

Operating 115,685 117,744 150,239 156,241 160,393 $ 4,152

Minor Capital 28,841 - - - - $ -

Other 5,000 5,000 5,000 5,000 5,000 $ -

Expenditures Total $ 2,395,589 $ 2,560,438 $ 2,745,895 $ 2,979,000 $ 2,878,000 $ (101,000)


Public Defender Fund 2,395,589 2,560,438 2,745,895 2,979,000 2,878,000 $ (101,000)

Funding Source Total $ 2,395,589 $ 2,560,438 $ 2,745,895 $ 2,979,000 $ 2,878,000 $ (101,000)


Public Defender Fund 30 36 36 36 36 -



Judicial

• The total operating expenditure category of $160,393 provides funding for both the Spartanburg and Cherokee County offices to provide subscriptions for legal research, training for staff, state and local BAR dues, and cost of day-to-day operations.

• Increases in operating expenditures are mainly due to increases in a professional services contract to fund a contract attorney for 12 months ($21,000) and for professional development related conferences ($6,600) in the Spartanburg office. A decrease of $24,000 in the professional services account in Cherokee County is due to funding limitations.

Strategic Focus 3.1, 3.2, 3.4 - By providing additional training to Public Defender attorneys and accurately monitoring their abilities and

caseloads to ensure their time will be spent more efficiently to resolve cases; thereby reducing the processing time necessary to resolve cases and reducing the amount of time some clients must wait in the detention facility pending the resolution of their cases. Providing effective representation will help ensure that no citizen will be wrongfully convicted of any criminal offense.


Judicial

PROBATE COURT Department Description Probate Court has exclusive original jurisdiction over estates of decedents and protected persons (both incapacitated adults and minors), trusts, involuntary commitment of the mentally ill, alcoholics and drug addicts, and the issuance of marriage licenses. The mental health division appoints and manages guardians and conservators for adults adjudicated as incapacitated. The administrative staff oversees the administration of the estates and all paperwork filed in order to ensure that all statutory requirements are met. The judges hear and decide any litigation filed in regard to the above matters. Department Goals & Objectives

• To provide the citizens of Spartanburg County with the highest quality and most professional service it can offer. It is an essential focus of this office to convey a sense of respect and compassion towards the people we serve.

Budget Summary


• Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the state retirement system (South Carolina and Police). Personnel services also includes a 5% increase in the internal health insurance rate. Funding includes increases in Overtime and Temporary Help to assist in clearing case backlogs. Funding provides for 23 full-time positions.

• Operating expenditures include professional dues for the judges, training, and costs for day-to-day operations.

Strategic Focus 3.1 – The Probate Court budget provides for personnel and operating resources for the Court to provide the best quality

service to families and individuals in their time of need. 3.4 – Provides resources for the Court to handle an increasing number of cases as the county population grows.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20


Personnel Services 1,318,641 1,333,920 1,445,695 1,516,305 1,699,635 $ 183,330

Operating 27,137 22,758 30,777 36,584 38,204 $ 1,620

Minor Capital 3,033 2,320 4,154 2,026 - $ (2,026)

Other - - - - - $ -



General Fund 1,348,811 1,358,999 1,480,627 1,554,915 1,737,839 $ 182,924



General Fund 21 21 22 23 23 -



Judicial

MASTER-IN-EQUITY Department Description The Master-in-Equity hears a broad range of non-jury cases that are referred by the Clerk of Court, Circuit Court Judge, or by agreement of the litigants. These cases involve real estate matters, such as mechanic liens, foreclosures, partitions, road closings, condemnations, and quiet title actions. At the present time, the majority of the cases referred are foreclosures. The Master-in-Equity is also assigned as a Special Circuit Court Judge for the 7th Judicial Circuit by the Supreme Court. In this capacity, the Master hears probation revocations, restitution hearings, wrongful death and minor settlements. Department Goals & Objectives • To maintain and update all equipment and software so that this office will be able to comply with all of the

requirements of electronic filing as will be mandated by the South Carolina Supreme Court. • To use technology to continue to provide up to date services at the current level without the need for additional

staff. Budget Summary

FY 2020/21 Budget Highlights • Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as

well as an increase of approximately 1% for the County’s share of a contribution rate increase for the SC retirement system. Personnel services also includes a 5% increase in the internal health insurance rate.

• Operating expenses include funding for day-to-day office operations as well as required training for the Master-in-Equity. All operating expenditures remain the same as prior year.

Strategic Focus 3.1 & 3.2 - This budget continues the office’s reliance on technology to provide the most up to date service and online

information possible for attorneys and the public.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20


Personnel Services 396,228 400,270 419,263 421,975 467,897 $ 45,922

Operating 3,895 4,032 2,915 9,105 9,105 $ -

Minor Capital 792 - - - - $ -

Other - - - - - $ -

Expenditures Total $ 400,915 $ 404,302 $ 422,178 $ 431,080 $ 477,002 $ 45,922


General Fund 400,915 404,302 422,178 431,080 477,002 $ 45,922

Funding Source Total $ 400,915 $ 404,302 $ 422,178 $ 431,080 $ 477,002 $ 45,922


General Fund 5 5 5 5 5 -



Judicial


Public Works

PUBLIC WORKS $26,606,922


FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by DepartmentRoad Maintenance Fee 6,266,943 5,759,475 5,591,997 6,971,000 7,100,000 $ 129,000 Roads & Bridges 2,771,136 2,867,566 3,138,800 3,619,163 3,864,875 $ 245,712 State C Funds 10,867,067 5,636,166 3,040,109 2,333,278 2,675,503 $ 342,225 Solid Waste Capital Transfers 3,493,483 5,805,853 2,554,235 4,475,926 3,301,028 $ (1,174,898)Solid Waste Landfill 2,571,004 2,388,703 2,506,344 3,076,586 3,687,419 $ 610,833 Solid Waste Collections 2,472,453 2,527,673 2,720,431 2,835,449 2,993,810 $ 158,361 Solid Waste Administration 956,521 1,130,367 1,271,743 1,370,690 1,367,287 $ (3,403)Engineering 1,070,994 1,117,496 1,083,746 1,752,000 1,617,000 $ (135,000)Expenditures Total $ 30,469,601 $ 27,233,300 $ 21,907,405 $ 26,434,092 $26,606,922 $ 172,830

Funding Source by FundGeneral Fund 2,771,136 2,867,566 3,138,800 3,619,163 3,864,875 $ 245,712 Road Maintenance Fee Fund 6,266,943 5,759,475 5,591,997 6,971,000 7,100,000 $ 129,000 Stormwater Mgmt. Fund 1,070,994 1,117,496 1,083,746 1,752,000 1,617,000 $ (135,000)Solid Waste Fund 9,243,123 11,608,499 8,790,069 11,273,651 10,761,544 $ (512,107)Special Revenue Fund 10,867,067 5,636,166 3,040,109 2,333,278 2,675,503 $ 342,225 Methane Fund 250,338 244,098 262,684 485,000 588,000 $ 103,000 Funding Source Total $ 30,469,601 $ 27,233,300 $ 21,907,405 $ 26,434,092 $26,606,922 $ 172,830

Authorized Staffing by FundGeneral Fund 60 60 60 62 65 3 Road Maintenance Fee Fund 8 8 8 6 4 (2)Stormwater Mgmt. Fund 10 10 10 11 12 1 Solid Waste Fund 97 97 97 101 109 8 Special Revenue Fund 3 3 3 3 3 - Methane Fund - - - - - - Authorized Staffing Total 178 178 178 183 193 10

Roads & Bridges

51%

Stormwater Mgt.6%

Solid Waste43%

% of Public Works Budget


Public Works

PUBLIC WORKS Overview

As a functional area, Public Works consists of departments which plan, build and maintain our road infrastructure, manage the County’s storm water compliance, and manage the County’s solid waste operations and collections.

Goals & Objectives


1.5 Develop an effective and efficient infrastructure plan.

- The Roads and Bridges division, while working with other divisions of the Public Works department and utilizing proceeds from the Road Maintenance Fee, maintains the County’s road infrastructure and oversees and/or implements capital projects that preserve, extend or improve road infrastructure.

- Funding for the Pavement Asset Management Program and implementation of the condition assessment will provide a way to evaluate and track the over 1,700 miles of county roadway.

- Utilizing state gas tax resources, the C-Funds department oversees a variety of road infrastructure improvement projects to State, County, and Municipal roads, bridges, and intersections.

- The Stormwater Management department ensures that storm water infrastructure is documented, permitted, and sufficient, especially as relates to new development.

- The Solid Waste division of Public Works, including collections, operations, and administration areas, ensures that the County’s solid waste infrastructure functions properly and remains viable for current and future growth needs.



- Funding and implementation of the Pavement Asset Management Program as well as the Maintenance Quality Assurance program will review and establish new parameters for repair and/or replacement of County owned roads to most efficiently use our limited dollars.

- Use of aerial photography at the landfill evaluates elevations and compacting rates ensuring the permitted landfill space is fully utilized.

3.3 Identify and leverage opportunities to diversity funding.

- Operation of the methane extraction and treatment system provides an alternate form of revenue for the County through methane sales.


Public Works

ROAD MAINTENANCE FEE Department Description The Road Maintenance Fee Fund receives funding from revenue derived from the $25 vehicle fee assessed on vehicles registered in Spartanburg County. These funds are used to repair existing county and municipal roads and bridges. Funds are used for resurfacing roads; improving intersections; road realignments and widening; drainage improvements; and bridge repairs and replacements. The road maintenance fee allows for approximately 25 miles of County roads to be paved annually. Department Goals & Objectives

• To have the safest road and bridge infrastructure in the state • To continue to explore and use new tactics and technology to maintain our infrastructure • Utilize additional cold in place asphalt and cement reclamation strategies to provide resurfaced roads longer

useful lives • To continue replacement of low reflectivity signs with new high reflectivity signs • To continue to rebuild multi-section bridges with single span structures that require less maintenance

Budget Summary


• Personnel services provides for 4 positions, including 1 position focused on the asphalt resurfacing program and 3 motor equipment operator positions focused on routine road infrastructure maintenance. Two positions have been moved from this fund to the General Fund for FY 2020/21. Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the SC retirement system. Personnel services also includes a 5% increase in the internal health insurance rate.

• Operating expenditures, which include funds for road materials and supplies, drainage work, striping, signs, vehicle and equipment maintenance and fuel costs, increase $171,354 from the prior year.

o Road materials (to include drainage work, striping, etc.) total $440,000 o Fuel and maintenance costs for vehicles and capital equipment increase to $1,258,120.

• Minor capital includes the following recommended capital projects as outlined in the CIP: Asphalt Resurfacing ($1,695,700); Countywide Bridge and Culvert Repair ($300,000); Sign Reflectivity Project ($150,000); Pavement Asset Management ($128,800); Belcher Road Bridge Replacement ($304,300); Davis Road Intersection Improvement ($50,000), Maintenance Quality Assurance ($75,000), and Pavement Preservation Program ($1,200,000).

• Other expenditures include indirect costs ($287,209) and municipal road projects ($924,000).

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 445,432 463,717 460,127 399,401 284,871 $ (114,530)Operating 1,172,887 1,151,522 1,309,024 1,528,766 1,700,120 $ 171,354 Minor Capital 3,320,474 3,117,676 2,903,283 3,860,000 3,903,800 $ 43,800 Other 1,328,150 1,026,560 919,564 1,182,833 1,211,209 $ 28,376 Expenditures Total $ 6,266,943 $ 5,759,475 $ 5,591,997 $ 6,971,000 $ 7,100,000 $ 129,000

Funding Source by FundRoad Maintenance Fee Fund 6,266,943 5,759,475 5,591,997 6,971,000 7,100,000 $ 129,000 Funding Source Total $ 6,266,943 $ 5,759,475 $ 5,591,997 $ 6,971,000 $ 7,100,000 $ 129,000

Authorized Staffing by FundRoad Maintenance Fee Fund 8 8 8 6 4 (2)Authorized Staffing Total 8 8 8 6 4 (2)


Public Works

Strategic Focus 1.5 – The Road Maintenance Fee budget supports continued revision and implementation of our infrastructure plan

through asphalt resurfacing, pavement preservation, bridge replacement, and routine maintenance of our road network.


Public Works

ROADS & BRIDGES Department Description It is the mission of Roads and Bridges to construct and develop roads, bridges and other public works improvements as efficiently and effectively as possible. Additionally, road maintenance activities such as patching potholes, correcting drainage problems, ditching and cutting off high shoulders, scraping and graveling dirt roads, mowing grass and weeds, cutting trees and limbs on the County’s right-of-way and preparing roads for paving are also performed. We provide maintenance and installation of all road and bridge signs, utility permit inspections, asphalt resurfacing inspections, rights-of-way research and road data collection, which are all vital operations of this department. Department Goals & Objectives

• Maintain and improve the County’s roadway infrastructure network with a focus on safety and functionality • To continue to explore and use new tactics and technology to maintain our infrastructure

Budget Summary


• Personnel expenditures account for the bulk of this budget and the bulk of the labor to provide road and bridge related activities. The FY 2020/21 budget includes the transfer of 2 positions from the Road Fee Fund to this fund as well as the mid-year addition of 2 Motor Equipment Operator IV (MEO IV) positions. Additionally, the Project Manager position added during FY 2019/20 is transferred from this department to the Stormwater Fund. Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the SC retirement system. Personnel services also includes a 5% increase in the internal health insurance rate.

• Operating expenditures in this department are limited to three main areas: consumable supplies & uniforms ($31,735), utilities and telephone expense for section buildings and employees ($63,632), and median maintenance costs ($16,000). Additional costs provide for professional development, training, and day-to-day operations of the department.

Strategic Focus 1.5, 3.2, 3.4 - The Roads and Bridges budget provides funding to support the maintenance and improvement of County-

owned road infrastructure. Specifically, this budget provides the bulk of labor to perform road infrastructure maintenance and to oversee and implement capital projects.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 2,678,974 2,780,015 3,041,352 3,504,838 3,744,838 $ 240,000 Operating 89,247 87,438 95,697 112,825 120,037 $ 7,212 Minor Capital 2,915 112 1,751 1,500 - $ (1,500)Other - - - - - $ - Expenditures Total $ 2,771,136 $ 2,867,566 $ 3,138,800 $ 3,619,163 $ 3,864,875 $ 245,712




Public Works

STATE “C” FUNDS Department Description “C” Funds are received from the State of South Carolina and are derived from the gasoline user fee. Funds are used for transportation related projects approved by the County Transportation Committee (CTC). The department provides project and program administration along with ongoing inspections of all approved projects. Department Goals & Objectives

• Reduce congestion on roads and intersections throughout Spartanburg County • Identify traffic safety issues and initiate solutions • Rebuild and resurface State, County, and Municipal pavement • Update bridges for functionality and safety • Provide infrastructure improvements for economic development opportunities.

Budget Summary


• Personnel services provides for 3 full-time positions and 23% of 1 administrative position shared with other departments. Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the SC retirement system. Personnel services also includes a 5% increase in the internal health insurance rate.

• Operating expenditures include office supplies, phone service (landline and cell), and vehicle maintenance. • For FY 2019/20, asphalt resurfacing and other CTC projects were shown in the Operating category, for FY

2020/21 they have been moved to the Minor Capital category. Strategic Focus 1.5 - The C-Funds department utilizes state gas user fee funds to directly support the repair, maintenance, and upgrade

of our roadway infrastructure. 3.1 - The C-Funds department utilizes resources available from State, County, Private, and Municipal entities so that

transportation projects are completed in a time efficient and cost effective manner. 3.3 - The C-Funds department regularly partners with State, County, Municipal, and Private Entities to successfully fund

and construct various transportation projects. Without partnerships, many of the transportation projects completed by the C-Funds department would not occur.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 222,693 183,043 193,775 269,541 272,908 $ 3,367 Operating 7,586 5,427 9,623 2,063,737 13,980 $ (2,049,757)Minor Capital 10,636,788 5,447,696 2,836,711 - 2,388,615 $ 2,388,615 Other - - - - - $ - Expenditures Total $ 10,867,067 $ 5,636,166 $ 3,040,109 $ 2,333,278 $ 2,675,503 $ 342,225

Funding Source by FundSpecial Revenue Fund 10,867,067 5,636,166 3,040,109 2,333,278 2,675,503 $ 342,225 Funding Source Total $ 10,867,067 $ 5,636,166 $ 3,040,109 $ 2,333,278 $ 2,675,503 $ 342,225

Authorized Staffing by FundSpecial Revenue Fund 3 3 3 3 3 - Authorized Staffing Total 3 3 3 3 3 -


Public Works

SOLID WASTE CAPITAL TRANSFERS Department Description This department provides for the transfer of solid waste management resources to other funds in direct support of solid waste activities, including capital projects and repayment of debt. Department Goals & Objectives

• To provide resources for capital projects and repayment of debt related to the Solid Waste Fund o To allow for the annual repayment of principal and interest for Solid Waste Revenue Bonds o To provide for the routine replacement of vehicles and equipment necessary to service the solid waste

system o To provide resources for capital projects as required to operate the solid waste system in the most

efficient and effective manner Budget Summary


• Transfer to the debt service fund is budgeted at $1,061,950 to provide for payment of principal and interest on the Solid Waste Revenue Bonds. During FY 2016/17 the County refunded certain outstanding maturities of these bonds which reduced interest expense.

• Transfers to the Capital Projects Fund total $2,239,078 and include the following capital projects: Collection Container Upgrade ($40,000); Collection Convenience Center Rehabilitation ($34,000); Vehicle and Capital Equipment Replacement ($1,995,078); Wellford Recycling Center Improvement ($110,000); and Leachate Preventative Maintenance ($60,000).

Strategic Focus 1.5 – Funds transferred from the Solid Waste Fund provide resources for capital projects for the solid waste system. This

ensures the continued viability of our solid waste infrastructure and its continued or improved efficiency. For additional information on how each capital project funded through transfer meets the goals and objectives of Council’s Strategic Plan, please visit the Capital Improvement Plan.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services - - - - - $ - Operating - - - - - $ - Minor Capital - - - - - $ - Other 3,493,483 5,805,853 2,554,235 4,475,926 3,301,028 $ (1,174,898)Expenditures Total $ 3,493,483 $ 5,805,853 $ 2,554,235 $ 4,475,926 $ 3,301,028 $ (1,174,898)

Funding Source by FundSolid Waste Fund 3,493,483 5,805,853 2,554,235 4,475,926 3,301,028 $ (1,174,898)Funding Source Total $ 3,493,483 $ 5,805,853 $ 2,554,235 $ 4,475,926 $ 3,301,028 $ (1,174,898)

Authorized Staffing by FundSolid Waste Fund - - - - - - Authorized Staffing Total - - - - - -


Public Works

SOLID WASTE LANDFILL OPERATIONS Department Description Landfill operations encompass not only the planning and oversight for all open and closed waste disposal facilities owned by Spartanburg County, but also oversight for the construction, design and planning of future disposal facilities. This department operates one Class Two Construction and Demolition debris (C&D) landfill, one wood chipping/grinding (yard debris) facility, and one Class Three MSW landfill. Additionally, operations also include expenditures and revenues associated with the operation of a methane gas collection, treatment and distribution system. Methane gas is extracted from the Wellford Landfill and sold to two end users. Department Goals & Objectives

• To provide benefits to citizens as well as the employees of Spartanburg County by providing proper disposal of C&D and MSW waste, yard debris, and recyclables

• Provide the proper management of the existing methane gas collection system and gas pipeline • Continue to maintain a safe working environment and help improve the efficiency of operations

o Continue to develop a Wellford Landfill Site Master Plan o Continue construction for Phase VII Class Three (MSW) Landfill o Maintain and update leachate treatment plant o Obtain on-going additional cover soils o Complete construction for Class II (C&D) Landfill overlay of closed MSW landfill Phases I and II at the

Wellford Landfill Facility Budget Summary

FY 2020/21 Budget Highlights Solid Waste Fund

• Total staffing, which is comprised mostly of equipment and site operator positions to operate the landfill and ensure that proper disposal and compaction is achieved, increases with the addition of 2 Motor Equipment Operator IV positions. Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the SC retirement system. Personnel services also includes a 5% increase in the internal health insurance rate.

• Operating expenditures associated with the Wellford Landfill include funding for operation and maintenance of equipment as well as materials to maintain the landfill.

o Contract Services increase $70,000 with the addition of a grinding contract. This is in-lieu of replacing the tub grinder and hiring additional staff.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 954,539 957,679 1,001,027 1,074,009 1,286,354 $ 212,345 Operating 1,614,984 1,431,024 1,505,022 1,802,577 2,151,065 $ 348,488 Minor Capital 1,481 - 295 - - $ - Other - - - 200,000 250,000 $ 50,000 Expenditures Total $ 2,571,004 $ 2,388,703 $ 2,506,344 $ 3,076,586 $ 3,687,419 $ 610,833

Funding Source by FundSolid Waste Fund 2,320,666 2,144,606 2,243,660 2,591,586 3,099,419 $ 507,833 Methane Fund 250,338 244,098 262,684 485,000 588,000 $ 103,000 Funding Source Total $ 2,571,004 $ 2,388,703 $ 2,506,344 $ 3,076,586 $ 3,687,419 $ 610,833

Authorized Staffing by FundSolid Waste Fund 24 24 24 24 26 2 Methane Fund - - - - - - Authorized Staffing Total 24 24 24 24 26 -


Public Works

o Vehicle and equipment maintenance expenditures increase $208,000 to $853,000. The vehicle and equipment maintenance replacement schedules have been revamped to advance the replacement of heavy equipment in an effort to reduce future maintenance costs.

• Other major operating expenditures include funding for the leachate waste water system, special & routine projects as needed to keep the landfill operating and within regulatory requirements, seeding to prevent erosion, and other smaller line items.

Methane Fund

• Operating expenditures for the methane treatment and compression system are budgeted at $338,000 for FY 2020/21. These expenditures are mostly comprised of utilities expense and a contract with Lockhart Power to maintain and operate the system.

• Other expenditures includes a $250,000 transfer to the CIP fund for the Gas Collection System Expansion Project.

Strategic Focus 1.5, 3.2, 3.3 - The operation of the Wellford Landfill is a core component of the County’s solid waste infrastructure.

Proper disposal and management of waste is vital to the community. Aerial photography for the landfill will evaluate elevations, and therefore compaction rates, ensuring that permitted landfill space is fully utilized. The continued operation of the methane extraction and treatment system provides a revenue source for the County outside of typical resources.


Public Works

SOLID WASTE COLLECTIONS Department Description The Solid Waste Collections department provides oversight of 17 recycling/convenience centers made available to citizens to provide a safe and convenient site for disposal of residential recyclables and waste. The department also handles the collection and transportation of all recyclable materials in containers located within County owned buildings. Department Goals & Objectives

• To provide benefits to citizens as well as the employees of Spartanburg County by providing proper disposal of household waste and recyclables at the 17 recycling/convenience centers

• Provide safe conditions for both County citizens wishing to dispose of household waste and recyclables and County employees and equipment that service the convenience centers

• Continue to maintain a safe working environment and help improve the efficiency of operations Budget Summary



• Staffing levels consist primarily of part-time staff to operate collection convenience centers and full-time staff to transport waste and oversee the collection system. Six part-time Site Operators have been added for FY 2020/21; however, 4 of the positions are float positions and therefore require no additional funding.

• Operating expenditures are predominantly comprised of vehicle and equipment maintenance and operating costs at $553,518. Disposal of e-waste is budgeted at $215,000 and $100,000 is budgeted for transportation of waste from the convenience centers. Additionally, $25,000 is included for the annual household hazardous waste collection event. The remainder of the operating expenditure category provides for daily operations and upkeep.

Strategic Focus 1.5, 3.2, 3.4 - The collections department oversees the collection convenience centers and the transportation of waste

and recyclables from these centers. The collection system serves as a cornerstone of the overall solid waste infrastructure.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 1,621,706 1,684,306 1,817,449 1,886,339 1,966,542 $ 80,203 Operating 850,747 841,830 902,981 939,110 1,027,268 $ 88,158 Minor Capital - 1,538 - 10,000 - $ (10,000)Other - - - - - $ - Expenditures Total $ 2,472,453 $ 2,527,673 $ 2,720,431 $ 2,835,449 $ 2,993,810 $ 158,361

Funding Source by FundSolid Waste Fund 2,472,453 2,527,673 2,720,431 2,835,449 2,993,810 $ 158,361 Funding Source Total $ 2,472,453 $ 2,527,673 $ 2,720,431 $ 2,835,449 $ 2,993,810 $ 158,361

Authorized Staffing by FundSolid Waste Fund 69 69 69 73 79 6 Authorized Staffing Total 69 69 69 73 79 6


Public Works

SOLID WASTE ADMINISTRATION Department Description Solid Waste Administration provides administrative support for the Landfill, Collections and Engineering Departments within the Solid Waste Division. Support is given by assisting the public with questions, setting up customer accounts and tracking of all residential garbage service providers. Department Goals & Objectives

• Provide employees training and assistance with understanding and implementing departmental policies and procedures

• Provide customers and citizens assistance in understanding department/operating procedures • Provide support and enforce Solid Waste regulations as they pertain to County, state, and federal guidelines • Manage personnel by providing proper training, support, and evaluation

Budget Summary


• Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the SC retirement system. Personnel services also includes a 5% increase in the internal health insurance rate. FY 2019/20 personnel services included a placeholder for implementation of the class and compensation study for all departments in the solid waste fund.

• Operating expenditures increase to $242,000, with $230,000 budgeted for waste tire collections and recycling. There is an offsetting revenue budgeted from the State for this expenditure. The remaining budget includes $10,000 for educational supplies for the Keep Spartanburg Clean Program and $2,000 for professional development and vehicle expenditures.

• Other provides funding for the indirect charges to the fund from the General Fund and the Information Technology Fund.

Strategic Focus 1.5 – The proper administration of the solid waste system ensures the continued improvement and vitality of our solid

waste infrastructure.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 456,062 433,308 592,704 587,831 496,555 $ (91,276)Operating 90,893 151,622 218,100 212,250 242,000 $ 29,750 Minor Capital - - - - - $ - Other 409,566 545,438 460,940 570,609 628,732 $ 58,123 Expenditures Total $ 956,521 $ 1,130,367 $ 1,271,743 $ 1,370,690 $ 1,367,287 $ (3,403)

Funding Source by FundSolid Waste Fund 956,521 1,130,367 1,271,743 1,370,690 1,367,287 $ (3,403)Funding Source Total $ 956,521 $ 1,130,367 $ 1,271,743 $ 1,370,690 $ 1,367,287 $ (3,403)

Authorized Staffing by FundSolid Waste Fund 4 4 4 4 4 - Authorized Staffing Total 4 4 4 4 4 -


Public Works

STORM WATER MANAGEMENT Department Description Storm Water Management directs and administers the daily activities of the Municipal Separate Small Storm Sewer (MS4) program as proposed in the National Pollutant Discharge Elimination System (NPDES) General Permit. The permit regulates storm water in compliance with provisions of the South Carolina Pollution Control Act and the amended United States Clean Water Act. Well-conceived storm water management actions can provide multiple benefits for Spartanburg County including, improved water quality, increased water supply, increased space for public recreation, increased tree canopy, enhanced stream and riparian habitat area, as well as many other benefits. Department Goals & Objectives

• Maintain groundwater recharge and quality • Reduce storm water pollutant loads • Protect stream channels • Prevent increased overbank flooding • Safely convey extreme floods

Budget Summary


• Personnel services expenditures include funding for 12 authorized and funded positions, including one position that is split with C-Funds and Roads and Bridges as well as other non-Public Works departments. A Project Manager position has been transferred to this department from Roads & Bridges for the FY 2020/21 budget. Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the SC retirement system. Personnel services also includes a 5% increase in the internal health insurance rate.

• Operating expenditures remain relatively level with the prior year budget. Regulatory monitoring, budgeted at a total of $152,000, contains funding for the maintenance and calibration of water quality monitoring stations as required by our MS4 permit, in addition to the MS4 permit for DHEC.

• Remaining operating expenditures are mostly comprised of vehicle expenditures, consumable supplies, professional development, communications expense, and special projects.

• Minor capital does not change from the prior year and will provide for technology upgrades. • Other expenditures decrease due to a decrease in the transfer to the CIP Fund. The transfer for FY 2020/21

provides for the Bridge & Culvert Repair Project ($150,000) and purchase of a storm water drain vacuum and trailer ($100,000). Also included in other expenditures are the indirect charges from the General and Facilities Maintenance Funds as well as grants-in-aid funding for Clemson Extension.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 566,734 591,181 666,956 768,411 906,727 $ 138,316 Operating 250,996 234,484 147,282 269,855 269,898 $ 43 Minor Capital 807 905 1,098 2,500 2,500 $ - Other 252,457 290,926 268,410 711,234 437,875 $ (273,359)Expenditures Total $ 1,070,994 $ 1,117,496 $ 1,083,746 $ 1,752,000 $ 1,617,000 $ (135,000)

Funding Source by FundStormwater Fund 1,070,994 1,117,496 1,083,746 1,752,000 1,617,000 $ (135,000)Funding Source Total $ 1,070,994 $ 1,117,496 $ 1,083,746 $ 1,752,000 $ 1,617,000 $ (135,000)

Authorized Staffing by FundStormwater Fund 10 10 10 11 12 1 Authorized Staffing Total 10 10 10 11 12 1


Public Works

Strategic Focus 1.2, 1.5 – The Storm Water Management department plays a vital role in the development and land-use process.

Through its activities, it also ensures that appropriate storm water infrastructure is installed as business, industry, and residential development continues to grow.


Public Works


Economic Development & Land Use

ECONOMIC DEVELOPMENT AND LAND USE $3,149,927


FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by DepartmentPlanning & Development 1,196,672 1,111,881 1,118,410 1,500,399 1,588,248 $ 87,849 Building Codes 1,284,112 1,363,231 1,436,702 1,507,260 1,534,778 $ 27,518 Economic Development 26,901 26,901 26,901 26,901 26,901 $ - Expenditures Total $ 2,507,685 $ 2,502,013 $ 2,582,013 $ 3,034,560 $ 3,149,927 $ 115,367

Funding Source by FundGeneral Fund 2,084,116 2,109,801 2,156,354 2,392,382 2,485,483 $ 93,101 Special Revenue Fund 423,569 392,212 425,659 642,178 664,444 $ 22,266 Funding Source Total $ 2,507,685 $ 2,502,013 $ 2,582,013 $ 3,034,560 $ 3,149,927 $ 115,367


Planning & Development

50%

Building Codes49%

Economic Development

1%

% of Planning & Land Use Budget



ECONOMIC DEVELOPMENT AND LAND USE Overview

The Economic Development and Land Use functional area consists of departments involved in planning for the County’s future growth and enforcing current code. Departments include Building Codes, Economic Development, and Planning and Development.

Goals & Objectives


1.1 Strengthen business retention, recruitment, and expansion.

- Funding of the Infomentum project through the Appalachian Council of Governments provide for a strong resource to actively recruit new businesses and industries to the County.

1.2 Establish and implement a land use planning process and policy framework.

- The Planning and Development Department, utilizing funding in the CIP, continues to work on development of a land use planning process and framework. A new Performance Zoning Ordinance for the southwest planning area was approved by County Council during FY 2019/20. Other planning areas will be addressed over the next few years.

- The Building Codes Department is responsible for ensuring continued compliance with policy frameworks as it relates to buildings. In order to achieve this, the department works in concert with the Planning and Development and Storm Water Management departments to review all aspects of development to ensure consistency with land use planning processes.



PLANNING & DEVELOPMENT Department Description The Planning and Development Department administers and facilitates the processes of development review and land use planning in order to protect the health, safety and welfare of the citizens of Spartanburg County. The department strives to plan comprehensively for the orderly growth and harmonious development of Spartanburg County through growth management coordination, land use planning, infrastructure planning, transportation planning, technical assistance in the administration of state and federal grants, street database maintenance, and GIS land base mapping and analysis. In addition to staffing the Spartanburg County Planning and Development Commission and the Land Management Board of Appeals, Planning staff also helps coordinate the activities of the Spartanburg Area Transportation Study (SPATS) Policy Committee and the County Water and Sewer Advisory Committee. SPATS is the metropolitan planning organization for the Spartanburg urban area, and is responsible for planning and programming federal transportation funds to facilitate the safe and efficient movement of people and goods within and through the Spartanburg area. Department Goals & Objectives

• Provide a high level of service in assisting citizens and developers in the preparation and approval of subdivision plats, site plans, and land development applications

• Exceed expectations with respect to department customer service • Increase the level of professional service delivery in the area of long-range planning • Facilitate the implementation of County Area Performance Planning initiatives • Implement provisions of the SPATS Long Range Transportation Plan (LRTP) and Transportation Improvement

Program (TIP) • Administer the SPATS Unified Planning Work Program (UPWP)

Budget Summary



• Funding shown above is inclusive of positions and expenditures that support the SPATS program. • Operating expenditures in total are comprised mostly of expenditures related to the SPATS program. In

particular, $160,000 is allocated to consulting services for multi-modal transportation studies, intersection and

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 983,930 1,038,233 1,010,366 1,217,426 1,317,838 $ 100,412 Operating 212,630 73,649 102,150 275,673 267,410 $ (8,263)Minor Capital 112 - 5,895 7,300 3,000 $ (4,300)Other - - - - - $ - Expenditures Total $ 1,196,672 $ 1,111,881 $ 1,118,410 $ 1,500,399 $ 1,588,248 $ 87,849

Funding Source by FundGeneral Fund 773,103 719,669 692,751 858,221 923,804 $ 65,583 Special Revenue Fund 423,569 392,212 425,659 642,178 664,444 $ 22,266 Funding Source Total $ 1,196,672 $ 1,111,881 $ 1,118,410 $ 1,500,399 $ 1,588,248 $ 87,849




traffic studies, and data collection/counts, etc. Also impacting the SPATS component is the indirect cost line item which increases expenditures for the federal program while reimbursing General Fund for its cost to manage and support SPATS focused employees ($43,768).

• Operating expenditures related to the traditional planning and development function decrease slightly to $47,500. These expenditures are mainly comprised of professional development and dues, office and consumable supplies, communications costs, and approximately $12,000 for board meeting expense.

• The FY 2020/21 budget includes $3,000 in funding for computer equipment related to the SPATS program and its employees.

Strategic Focus 1.2, 1.5 – This budget supports the continued development and implementation of a land use planning process and

policy framework both through normal operations and through the inclusion of funding in specific line items such as mileage, motor pool, public ads & notices, professional development and board meeting expense. As an intended byproduct of this process, the department assists in the development of an efficient infrastructure plan that marries population growth, development and public resources.



BUILDING CODES Department Description The Building Codes Department works to ensure sound construction of new buildings, promote steady maintenance of existing structures, and enforce regulation development practices in accordance with the S.C. Building Code and Local Land Use Regulations. This is accomplished by expediting the permit and inspection process without compromising the public health, safety, and general welfare to life and property from fire and other hazards attributed to the built environment. Department Goals & Objectives

• Continue to improve public safety and awareness through enforcement of building construction and fire safety standards

• Conduct plan review and issue permits in a timely manner • Continue to maintain and expand inspector certifications • Assist local fire service provider with fire inspections

Budget Summary



• The majority of operational expenditures for this department support vehicle operation ($39,152) and outfitting and training employees/maintaining certifications ($17,190). The remaining line items cover day-to-day operations of the department.

Strategic Focus 1.2 - The budget request for the Building Codes department is focused on continuing the enforcement of building

regulations and supporting development.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 1,213,384 1,279,158 1,363,952 1,416,255 1,449,806 $ 33,551 Operating 67,886 81,770 69,012 89,005 84,972 $ (4,033)Minor Capital 2,842 2,303 3,737 2,000 - $ (2,000)Other - - - - - $ - Expenditures Total $ 1,284,112 $ 1,363,231 $ 1,436,702 $ 1,507,260 $ 1,534,778 $ 27,518





ECONOMIC DEVELOPMENT Department Description The economic development program provides support for the Application Council of Governments Information Systems (Infomentum). The Infomentum program is an economic development information marketing tool designed to enhance recruitment of industrial and commercial businesses in the Upstate. The Infomentum program operates as a public/private partnership and is governed by a Board of Directors and staffed by the Council of Governments. Department Goals & Objectives

• To fully support the economic development related components of County Council’s Strategic Plan Budget Summary


• Operating expenditures address budgetary contributions to the Appalachian Council of Governments for the Infomentum project.

Strategic Focus 1.1, 1.3, 1.4 – The Infomentum project through the Appalachian Council of Government pools the resources of

multiple upstate counties to leverage comparative and competitive advantages in order to directly pursue recruitment of business and industry.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services - - - - - $ - Operating - - - - - $ - Minor Capital - - - - - $ - Other 26,901 26,901 26,901 26,901 26,901 $ - Expenditures Total $ 26,901 $ 26,901 $ 26,901 $ 26,901 $ 26,901 $ -

Funding Source by FundGeneral Fund 26,901 26,901 26,901 26,901 26,901 $ - Funding Source Total $ 26,901 $ 26,901 $ 26,901 $ 26,901 $ 26,901 $ -



Operational Support

OPERATIONAL SUPPORT $16,070,547


FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by DepartmentNon-Departmental 8,775,949 8,508,252 9,204,519 12,980,545 11,742,320 $ (1,238,225)Mail Services 635,702 635,897 649,689 699,654 675,601 $ (24,053)Finance Department 590,947 562,512 621,811 661,369 689,650 $ 28,281 County Attorney's Office 517,598 517,459 499,360 558,231 570,501 $ 12,270 Human Resources 548,277 553,852 595,607 616,803 648,679 $ 31,876 Geographic Information Services 379,113 330,637 337,386 467,129 516,300 $ 49,171 Records Management 337,918 370,561 416,118 390,496 353,458 $ (37,038)Office of Budget Management 258,972 290,164 239,584 244,522 259,055 $ 14,533 Purchasing 221,255 223,881 232,647 235,546 244,939 $ 9,393 Internal Auditor 167,702 180,329 90,984 191,911 170,044 $ (21,867)Fleet Services - - - - - $ - Facilities Maintenance - - - - - $ - Information Technologies - - - - - $ - Health Insurance & Employee Welln - - - - - $ - Expenditures Total $ 12,433,432 $ 12,173,544 $ 12,887,703 $ 17,046,206 $15,870,547 $ (1,175,659)

Funding Source by FundGeneral Fund 12,433,432 12,173,544 12,887,703 17,046,206 15,870,547 $ (1,175,659)Fleet Services Fund - - (0) - - $ - Facilities Maintenance Fund - - - - - $ - Information Technology Fund - - - - - $ - Health Insurance Fund - - - - - $ - Funding Source Total $ 12,433,432 $ 12,173,544 $ 12,887,703 $ 17,046,206 $15,870,547 $ (1,175,659)

Authorized Staffing by FundGeneral Fund 43 44 44 46 46 - Fleet Services Fund 18 18 18 18 19 1 Facilities Maintenance Fund 17 17 17 18 18 - Information Technology Fund 13 15 15 16 17 1 Health Insurance Fund 1 1 1 1 1 - Authorized Staffing Total 92 95 95 99 101 2

Non-Departmental74%

Mail Services4%

Budget/Finance/ Purchasing/Internal

Audit9%

County Attorney's Office4%

Human Resources4%

GIS3%

Records Management2%

% of Operational Support Budget


Operational Support

OPERATIONAL SUPPORT Overview

Operational Support is comprised of departments involved in the support of other departments; these departments allow citizen-serving departments such as the Treasurer or Sheriff’s Office to focus on their primary responsibilities. Operational Support includes Budget Management, County Attorneys, Employee Wellness, Facilities Maintenance, Finance, Fleet Services, Geographic Information Systems, Human Resources, Information Technologies, Internal Auditor, Mail Services, Purchasing and Records Management.

Goals & Objectives



- The operational support functional area includes the County’s internal service departments. Instead of budgeting their full expenses in the County’s General Fund their expenses are distributed across all of their user departments through an overhead allocation.


- Maintaining our equipment, vehicles, equipment and technology allows the County to minimize repair costs and increase efficiency. - Departments are evaluating their current processes to identify where changes can be implemented or technology can be leveraged to increase efficiency.


- Continuous improvement to the County technology infrastructure enables departments to focus on providing exceptional customer service.


Operational Support

NON-DEPARTMENTAL Department Description This department provides funding for items that are not allocated or attributable to specific departments within the General Fund. Items include General Fund worker’s compensation claims, unemployment claims, vehicle liability and comprehensive and collision coverage premiums, tort liability premiums, building insurance premiums, employee bond premiums, other insurance cover premiums, retiree health care costs, contingency accounts, special project funding and other minor miscellaneous expenditures. Department Goals & Objectives

• To provide a place to accurately record County costs Budget Summary


• Personnel services decrease due to the implementation of the classification and compensation study; during FY 2019/20, the expenditure was budgeted here until it could be determined into which departments the funds needed to be distributed. County costs for retiree health insurance premiums remain level at $1,312,000 as do workers compensation claims ($320,000) and unemployment claims ($15,000). Additional funds are included here for salary adjustments that may be mandated by the State for elected and appointed officials once the State budget is finalized.

• Operating expenditures increase $328,391 from the prior year’s budget. Insurance is budgeted at $1,987,500 (tort, building, vehicle liability, etc.) and increases $297,240 from the prior year. Leases and rentals are budgeted at $322,296 and include leases for 2 parking lots as well as the leases for Department of Juvenile Justice and Probation, Pardon, and Parole. Additionally, a contingency has been included for fuel given the recent price and market fluctuations.

• Other expenses includes indirect costs from our Internal Service Funds which are Facilities Maintenance Fund ($2,676,540) and Information Technologies Fund ($3,589,835). These expenditures increase as a result of higher expenditures in those departments. Additional detail on those departments is available in this section. Also included are County dues and contributions to outside agencies totaling $168,940.

Strategic Focus 3.1 – Non-departmental provides an account to properly account for items that do not belong to any single department.

As needed, charges can then be passed on to individual departments through the overhead allocation.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 1,489,956 1,356,650 1,298,312 3,676,908 1,792,624 $ (1,884,284)Operating 3,224,292 2,508,108 2,434,622 3,347,422 3,514,381 $ 166,959 Minor Capital 47,164 60,730 38,013 - - $ - Other 4,014,537 4,582,764 5,433,571 5,956,215 6,435,315 $ 479,100 Expenditures Total $ 8,775,949 $ 8,508,252 $ 9,204,519 $ 12,980,545 $11,742,320 $ (1,238,225)

Funding Source by FundGeneral Fund 8,775,949 8,508,252 9,204,519 12,980,545 11,742,320 $ (1,238,225)Funding Source Total $ 8,775,949 $ 8,508,252 $ 9,204,519 $ 12,980,545 $11,742,320 $ (1,238,225)



Operational Support

MAIL SERVICES Department Description The Mail Services Department is responsible for providing mail and courier service for all Spartanburg County departments and related agencies and serves as the mail distribution center for County departments located at the County Administration Building. Additionally, the department handles motor pool coordination for the Administration Building motor pool location. Department Goals & Objectives

• Mail Service staff is responsible for ensuring that the service they provide for the county is efficient and at the lowest cost.

Budget Summary


• Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the SC retirement system. Personnel services also includes a 5% increase in the internal health insurance rate. Funding is provided for 3 full-time positions as well as partial funding for 2 split positions.

• Operating expenditures total $509,354. Postage is the largest expenditure in the operating category totaling $460,000. Postage costs typically range between $410,000 and $470,000 each year, depending on volume. Postage includes mailing of items such as tax notices, judicial proceeding notices, and voter registration cards and/or notices. The remainder of the budget provides for equipment maintenance agreements, training of staff and funding for day-to-day operations of the department.

Strategic Focus 3.2 - Through the use of new equipment, monitor mail rates to ensure mail and packages are being mailed at the lowest

rate possible and in an efficient manner.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 166,489 171,586 188,453 190,221 204,815 $ 14,594 Operating 469,213 464,311 461,236 509,433 470,786 $ (38,647)Minor Capital - - - - - $ - Other - - - - - $ - Expenditures Total $ 635,702 $ 635,897 $ 649,689 $ 699,654 $ 675,601 $ (24,053)

Funding Source by FundGeneral Fund 635,702 635,897 649,689 699,654 675,601 $ (24,053)Funding Source Total $ 635,702 $ 635,897 $ 649,689 $ 699,654 $ 675,601 $ (24,053)



Operational Support

FINANCE DEPARTMENT Department Description The Finance Department monitors all County financial operations to ensure that all County monies are spent only in accordance with the budget adopted by County Council. The department pays all of the County's legal obligations and payroll, as well as administers grants, maintains all financial records, and prepares the County's Comprehensive Annual Financial Report (CAFR) in accordance with the standards of the Government Finance Officers Association of the United States and Canada (GFOA) so as to receive that organization's Certificate of Achievement for Excellence in Financial Reporting award. Department Goals & Objectives

• Receive the GFOA Certificate of Achievement for Excellence in Financial Reporting for the 27th year. • Improve communications with stakeholders to improve the quality and timeliness of financial reporting and to

improve the services offered by the office to our customers, both internal and external. • Create and execute plans for developing staff in order to improve our ability to serve our customers. • Cross train staff in order to improve and diversify institutional knowledge and to ensure continuity of

operations. • Make fraud prevention, protection and detection a key strength of the office.

Budget Summary


• Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the SC retirement system. Personnel services also includes a 5% increase in the internal health insurance rate. Full funding is provided for 9 full-time positions and 60% of the Director of Budget & Finance position; 1 Accounting Technician position remains frozen.

• Operating expenditures increase by $270. Funding provides for professional dues and fees, training for the staff, and for the day-to-day operations of the Finance Office.

Strategic Focus 3.1, 3.2, 3.3, 3.4 - The Finance Office, working as one with the Budget Management Office, is responsible for helping

Administration manage the financial performance of the organization by effectively and efficiently executing financial transactions, accounting for public resources, monitoring transactions, and accurately and timely reporting the financial position of the County. By doing so, the County is able to effectively execute the budget established by Council for the achievement of their goals and objectives.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 574,445 553,469 609,305 642,314 670,825 $ 28,511 Operating 12,123 9,043 8,683 18,555 18,825 $ 270 Minor Capital 4,379 - 3,823 500 - $ (500)Other - - - - - $ - Expenditures Total $ 590,947 $ 562,512 $ 621,811 $ 661,369 $ 689,650 $ 28,281




Operational Support

COUNTY ATTORNEY’S OFFICE Department Description The County Attorney’s Office provides professional legal representation to County Council, the County as an entity, elected and appointed County officials and the County Departments in litigation either brought against the County or initiated by the County. The office also assists with the prosecution of code violations, provides representation of the County before administrative and regulatory agencies, and provides legal advice and review for economic development and public finance matters. The County Attorney’s Office also drafts, reviews and approves form legal documents including contract deeds, leases, easements, pleadings, resolutions, ordinances, and policies and procedures for use by the County. Department Goals & Objectives

• Maximize legal representation of County Council and County government by providing prompt, competent and thorough legal services for the benefit of the County.

• Reduce the County's exposure to liability by addressing legal issues and problems as early as possible. Budget Summary


• Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the SC retirement system. Personnel services also includes a 5% increase in the internal health insurance rate. Funding provides for 4 full-time positions and 1 part-time position.

• Of the total $90,023 operating expenditure category, $70,000 is dedicated to professional fees, $11,608 funds day-to-day operations, and $8,415 provides for professional development.

Strategic Focus Goals 1, 2, & 3 - To provide sound, well-reasoned legal advice to County Officials, and County Departments in an effort

to assist them in the performance of their duties, specifically as it relates to officials and departments implementing Council’s goals.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20



Operating 104,165 101,246 44,938 94,495 90,023 $ (4,472)

Minor Capital 3,231 587 - - - $ -

Other - - - - - $ -



General Fund 517,598 517,459 499,360 558,231 570,501 $ 12,270






Operational Support

HUMAN RESOURCES Department Description The Human Resources Department of Spartanburg County is dedicated to providing the citizens of the community with a diverse, competent, and professional workforce. The Department of Human Resources also provides quality customer service to all customers in the areas of hiring, employee retention, benefits and compensation, employee relations and workers compensation. The department continuously strives to offer up-to-date information to County departments regarding compliance with federal and state employment regulations. Department Goals & Objectives

• Continue promoting employee wellness through education, classes and increase the use of our exercise facilities • Strengthen our checks and balances in our benefit administration

Budget Summary


• Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the state retirement system. Personnel services also includes a 5% increase in the internal health insurance rate. Funding provides for 6 full-time positions which includes the Risk Manager and 1 part-time position.

• Operating expenditures increase $19,950 from the prior year’s budget. Medical screens, including pre-employment testing and drug testing, is the largest expenditure in the operating category increasing from $30,000 to $50,000. Included in the operating budget is $4,755 for professional development with the remainder funding day-to-day operations.

Strategic Focus 3.2 - Our new HR/Payroll system allows departments to be more of an active participant in the onboarding and

maintenance of employees and employee records. Ultimately, this will help departments to better understand the processes involved in personnel management which will enable the Human Resources Department and other departments to work together more efficiently.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20



Operating 40,489 51,181 59,926 61,955 81,905 $ 19,950

Minor Capital 10,822 - 362 - - $ -

Other - - - - - $ -



General Fund 548,277 553,852 595,607 616,803 648,679 $ 31,876






Operational Support

GEOGRAPHIC INFORMATION SERVICES Department Description The Geographic Information System (GIS) department provides support to County departments in the creation, maintenance, and display of information. GIS maintains digital parcels, road centerlines, and other information to assist County staff in performing their jobs with accuracy and efficiency. GIS works directly with the public to assign addresses and provide products such as maps, digital information and website capabilities. GIS assigns structure addresses to plats and subdivisions as part of the land development process and to facilitate issuance of building permits. GIS creates applications to help employees and citizens navigate through the County’s data and works with departments to assist them in their GIS goals and projects. GIS maintains and updates addresses/streets in NG911 to keep the Spartanburg County 9-1-1 database current and accurate. Department Goals & Objectives

• Better organize Spartanburg County spatial data through the enhancement of data accuracy and reliability as well as the removal of duplicate data.

• Improve data maintenance across departmental lines • Provide data to help citizens and businesses make decisions to live, work, and play in the County.

Budget Summary


• Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the SC retirement system. Personnel services also includes a 5% increase in the internal health insurance rate. Funding is provided for 7 full-time positions.

• Of the total $21,690 operating expenditures budget, $8,400 covers contract work for assistance in implementing new GIS initiatives, $9,736 is associated with developing staff and the remainder provides for office operations.

Strategic Focus 1.1, 1.4, 1.5, 2.2, 3.2, & 3.4 - To provide support to Council’s goals by creating the best data available for employees,

citizens, businesses, and potential investors.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20



Operating 45,656 43,320 11,233 21,366 21,690 $ 324

Minor Capital 1,635 - 4,673 - - $ -

Other - - - - - $ -



General Fund 379,113 330,637 337,386 467,129 516,300 $ 49,171






Operational Support

RECORDS MANAGEMENT Department Description Records Management provides storage for permanent and/or inactive County records for the duration of their perspective retention period as approved by the South Carolina Department of State Archives. The department is also responsible for advising departments on proper records retention as well as serving as a liaison with the Department of State Archives. Additionally, Records Management manages and coordinates records storage/disposal, records delivery, and document shredding for confidential files. Records Management also preps, scans and indexes all of Probate Court’s current and backlog records into OnBase. Department Goals & Objectives

• Reduce 3rd party storage expenses by assisting departments to shred paper records according to SC Department of Archives and History (SCDAH) standards

• To enable County departments to provide exceptional customer service to the public through the provision of exceptional customer service to the departments

Budget Summary


• Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the SC retirement system. Personnel services also includes a 5% increase in the internal health insurance rate. Funding is provided for 4 full-time positions and 1 position remains frozen.

• Operating expenditures decrease $48,834 largely due to a 5 year flat rate contract which began in 2019 with a lower rate at a new storage facility. Approximately 96% of the operating budget funds contract services for the storage of county paper records as well as the shredding of paper and electronic hard drives. The remainder of the budget funds day-to-day operations and professional development/training.

Strategic Focus 3.2 - The budget provides funding for Records Management to maintain, provide access to, store and dispose of records

in the most efficient way possible.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20



Operating 199,158 196,387 232,804 215,520 166,686 $ (48,834)

Minor Capital - - 4,111 - - $ -

Other - - - - - $ -

Expenditures Total $ 337,918 $ 370,561 $ 416,118 $ 390,496 $ 353,458 $ (37,038)


General Fund 337,918 370,561 416,118 390,496 353,458 $ (37,038)

Funding Source Total $ 337,918 $ 370,561 $ 416,118 $ 390,496 $ 353,458 $ (37,038)





Operational Support

OFFICE OF BUDGET MANAGEMENT Department Description The Office of Budget Management is responsible for supporting the development and management of the County’s Annual Operating Budget and Capital Improvement Plan. Additionally, the office assists County Administration in managing the financial performance of the organization, providing financial analysis and guidance to departments, and program evaluation. The office also oversees the collection and administration of the 2% Hospitality Tax. Department Goals & Objectives

• Complete the re-write of County Financial policies in order to further strengthen them in an effort to advance our goal of becoming AAA rated by each of the three major agencies.

• Expand and update the County Revenue Manual to add descriptions for non-major revenue sources outside the General Fund and to account for changes made during the conversion.

• Develop a multi-year General Fund financial model to be used for long-term financial planning and forecasting and to assist in the financial decision making process.

• Identify and explore at least one new revenue source to evaluate its potential benefit in diversifying our revenue portfolio.

Budget Summary


• Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the SC retirement system. Personnel services also includes a 5% increase in the internal health insurance rate. In total, the budget contains full funding for 2 positions and partial funding for 2 split positions.

• Of the total $9,770 operating expenditures budget, $2,000 is associated with production of budget documents and statutorily required ads, $3,950 is associated with developing staff, and the remainder provides for office operations.

Strategic Focus 3.1, 3.2, 3.3, 3.4 - The Office of Budget Management, working as one with the Finance Office is responsible for helping

Administration develop a budget recommendation that addresses the goals and objectives of Council’s Strategic Plan while reducing the inefficient use of resources and allocating funding to positively affect the delivery of service. The department also evaluates the revenue portfolio and opportunities to diversify it in an effort to make the County more financially resilient.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20



Operating 6,465 6,448 6,714 9,041 9,770 $ 729

Minor Capital 191 197 - - - $ -

Other - - - - - $ -



General Fund 258,972 290,164 239,584 244,522 259,055 $ 14,533






Operational Support

PURCHASING Department Description The Purchasing Department proactively directs the County’s procurement operations and activities. It develops, coordinates and evaluates procurement and contract administration policies and programs; performs contract administration oversight; provides guidance support to departments and agencies in administering contracts; develops purchasing requests; develops proposal and bid requests; performs cost-price analysis; and analyzes cost-price indices. Department Goals & Objectives To procure all supplies, equipment, materials, professional services and other needs as required by the County to operate effectively and efficiently, while complying with applicable laws, regulations and County policies.

• Increase standardization of products and services procured throughout the County in order to reduce total cost

• To ensure we obtain and acquire the best price and value for each dollar spent

• Development of strong, professional working relationships with our vendors, our internal customers and in our local community

Budget Summary


• Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the SC retirement system. Personnel services also includes a 5% increase in the internal health insurance rate. Funding provides for 3 full-time positions.

• Operating expenditures increase $1,525 for additional staff development and certification which allows the Purchasing Department staff to keep current on best practices and professional standards. The remaining operating expenses relate the day-to-day activities of a professional purchasing office.

Strategic Focus 3.2 - The Purchasing Department’s primary focus is to utilize public funds in a manner to ensure that all purchasing

decisions are made in the best interest of the County and for each department.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20



Operating 5,801 5,363 2,964 6,085 7,610 $ 1,525

Minor Capital - 1,196 467 - - $ -

Other - - - - - $ -



General Fund 221,255 223,881 232,647 235,546 244,939 $ 9,393






Operational Support

INTERNAL AUDITOR Department Description The Internal Audit Department is responsible for performing ongoing evaluations of the County's internal control structure with respect to financial systems and processes. The office performs internal audits of County departments which are based on a risk-based audit plan; it provides technical expertise to County departments regarding best practices for accounting processes and internal control structures to protect against fraud and theft. The Internal Audit Department provides schedules and tables for external entities and external auditors. The department is also responsible for overseeing the Spartanburg County Fraud and Ethics Hotline, which is an anonymous, third-party hotline that provides County employees a mechanism for reporting potential fraud or abuse. Department Goals & Objectives

• Ensure that internal audits are performed efficiently and effectively and that audit reports are issued on a timely basis.

• Ensure that audit schedules, tables, etc. are provided to external auditors on a timely basis. • Ensure that problems brought to us by other departments are resolved in an effective and timely manner. • Ensure that all reports received from the County Fraud and Ethics Hotline are investigated by the appropriate

personnel and concluded by Internal Audit on a timely basis. Budget Summary


• Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the SC retirement system. Personnel services also includes a 5% increase in the internal health insurance rate. Funding is for 2 full-time positions with one staff auditor position remaining frozen.

• Of the total operating budget of $8,065, $4,885 is budgeted for the County Fraud and Ethics Hotline and $2,000 provides professional development for staff to maintain certifications. All other operating expenses support day-to-day operations of the department.

Strategic Focus 3.1 - This budget request allows this department to continue to monitor departments within the County in an efficient

and timely manner to ensure that County resources are used only for the public’s best interest. 3.2 - The Internal Audit budget allows this department to perform evaluations of internal controls and periodic audits of

departments that use the County’s financial and other resources. These evaluations allow us to identify the potential for inefficient use of such resources.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20


Personnel Services 161,570 173,356 86,169 183,461 161,979 $ (21,482)

Operating 6,131 6,973 4,815 8,450 8,065 $ (385)

Minor Capital - - - - - $ -

Other - - - - - $ -



General Fund 167,702 180,329 90,984 191,911 170,044 $ (21,867)






Operational Support

FLEET SERVICES Department Description Fleet Services maintains all County cars, trucks, and equipment and provides several fuel dispensing stations throughout the County. Fleet Services maintains the County’s parts inventory and vehicle history records as well as provides historical data. The Fleet Services Fund is an Internal Service Fund and fund performance is based on changes in net assets rather than cash balances. Fuel and repair costs are charged to County departments based upon actual usage. The Fleet Services department is also responsible for managing, maintaining, and tracking the County Motor Pool. Expenses of the County Motor Pool are included in the operating and minor capital expenditure categories below. Department Goals & Objectives

• Ensure the County receives the best pricing for fuel through the daily monitoring and comparison of fuel prices • Constantly monitor the state of County equipment and vehicles to prioritize the equipment replacement

schedule with the pieces which are unusually costly to maintain • Explore methods to decrease costs of equipment and vehicle maintenance and repair

Budget Summary


• The personnel service expenditure category includes full funding for 17 full-time positions, 1 part-time position, and partial funding for 2 split positions. The 2 split positions are also shared with the Facilities Maintenance and Mail Service departments; of the 2 positions, Fleet Services is home to just 1 of the positions. Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the SC retirement system. Personnel services also includes a 5% increase in the internal health insurance rate.

• The operating expenditure category provides funding for the day-to-day operations of the Fleet shop. It includes items such as training, uniforms, safety equipment and supplies, fuel for vehicles, building maintenance and utilities, as well as maintenance agreements on equipment. Operating expenditures increase $20,116 from the prior year with the largest increases in uniforms, operating supplies, maintenance of fuel pumps and utilities.

• Motor pool operating expenses are budgeted at $39,000, which is an increase of $4,000 from prior year based on usage.

• Minor capital continues to fluctuate as the County cash-funds capital projects for Fleet. Minor capital includes recurring deprecation costs for prior CIP projects.

• Other expenditures includes indirect charges from General Fund. • The Offset is shown so the Fleet expenses are not counted twice in the total budget, once in Fleet Services and

once as labor charges to user departments.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 948,029 974,064 991,936 1,106,433 1,105,795 $ (638)Operating 108,889 135,901 203,960 155,802 175,918 $ 20,116 Minor Capital 95,038 101,748 116,351 156,845 119,834 $ (37,011)Other 114,254 120,529 161,704 182,272 199,200 $ 16,928 Fleet Services Fund Allocation/Offse (1,266,210) (1,332,242) (1,473,952) (1,601,352) (1,600,747) $ 605 Expenditures Total $ - $ - $ - $ - $ - $ -

Funding Source by FundFleet Services Fund - - (0) - - $ - Funding Source Total $ - $ - $ (0) $ - $ - $ -

Authorized Staffing by FundFleet Services Fund 18 18 18 18 19 1 Authorized Staffing Total 18 18 18 18 19 1


Operational Support

Strategic Focus 3.1 - To support County departments with the appropriate equipment and vehicles to accomplish their goals and

objectives. 3.2 - To maintain every piece of equipment and vehicle to the highest level of service and repair as quickly and cost

effective as possible.


Operational Support

FACILITIES MAINTENANCE Department Description The Facilities Maintenance Department maintains, repairs, and manages the Spartanburg County Government Administration, Community Services, Courthouse, Detention, Sheriff Office, Health Department buildings, Trinity Fire Stations, and Parks and Recreation Facilities. Management of these facilities includes the implementation and execution of major renovations and major capital projects to maintain and improve the buildings. Facilities Maintenance also provides maintenance services to numerous additional Spartanburg County Government owned buildings. The Facilities Maintenance Fund is an Internal Service Fund and fund-performance is based on changes in net assets rather than cash balances. Department Goals & Objectives

• Decrease utility costs through monthly monitoring of all utility accounts. Replace equipment with energy efficient equipment and fixtures.

• Continuous improvement of communication and customer service. • To continue monitoring in order to provide a safe and healthy environment for Spartanburg County employees

and customers. Budget Summary


• Personnel services includes funding for 17 full-time positions and partial funding for 2 split positions. The 2 split positions are also shared with the Fleet Services and Mail Service departments; of the 2 positions, Facilities Maintenance serves as the home department for 1 of the positions. Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the SC retirement system. Personnel services also includes a 5% increase in the internal health insurance rate.

• The operating expenditure category provides funding for the day-to-day operations of the Facilities Maintenance Shop as well as general maintenance, repair, and utilities for many of our County buildings.

o Funding for FY 2020/21 increases $139,341, mainly due to increases in maintenance agreements, janitorial services for County buildings, and maintenance and repairs for County equipment and facilities. Special projects increases from $5,000 to $16,800 to replace water lines and back flow preventers at Fleet Services.

• Minor Capital continues to increase as the County moves forward with cash-funding capital projects. FY 2020/21 contains depreciation expense for prior year capital projects.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20


Personnel Services 958,239 997,689 1,029,610 1,118,169 1,130,428 $ 12,259

Operating 1,158,808 1,208,762 1,216,923 1,480,626 1,619,967 $ 139,341

Minor Capital 38,657 48,506 58,314 54,832 56,146 $ 1,314

Other 71,861 88,361 88,347 101,877 113,682 $ 11,805

Facilities Fund Allocation/Offset (2,227,565) (2,343,317) (2,393,194) (2,755,504) (2,920,223) $ (164,719)

Expenditures Total $ - $ - $ - $ - $ - $ -


Facilities Maintenance Fund - - - - - $ -

Funding Source Total $ - $ - $ - $ - $ - $ -


Facilities Maintenance Fund 17 17 17 18 18 -



Operational Support

• Other expenditures includes indirect charges from General Fund. • The Offset is shown so the Facilities expenses are not counted twice in the total budget, once in Facilities and

once as indirect charges to user funds/departments. Strategic Focus 3.2 - The Facilities Maintenance budget request is focused on providing a well-maintained environment in the most cost

effective manner possible.


Operational Support

INFORMATION TECHNOLOGIES Department Description The Information Technologies (IT) Department assists County departments in improving their business processes by proposing and deploying IT solutions. The staff provides daily support for the existing computer systems, maintains data integrity, plans the architecture and builds the infrastructure necessary for information to be efficiently and effectively shared between employees and with the citizens of Spartanburg County. Staff also oversees and implements the annual routine replacement of computers, printers, network servers, and network infrastructure pieces. The Information Technologies Fund is an Internal Service Fund and fund performance is based on changes in net assets rather than cash balances. Department Goals & Objectives

• Provide assistance to other departments by providing a needs analysis, procurement and implementation of systems or services.

• Continuous maintenance of security updates on all networked equipment. • Implement management and security for the growing fleet of portable devices. • Increase the availability of security training and promote security awareness. • Develop a disaster recovery/business continuity plan to meet our flexible growth needs and prepare for the

moves to the new courthouse and administration buildings. • Complete allotted computer/server/network/printer/scanner replacements. • Develop and/or purchase and maintain systems that support County business functions. • Continue implementing Tyler software modules as they are approved.

Budget Summary


• Personnel services provides funding for 17 full-time positions. An additional position (Tech Support Technician I) has been included for the FY 2020/21 budget year. Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the SC retirement system. Personnel services also includes a 5% increase in the internal health insurance rate.

• The operating expenditure category includes funding for day-to-day operations as well as over $1 million in software and equipment maintenance agreements. These agreements increase $97,497 from the prior year budget. Operating Supplies increases to $167,800 to cover the printer maintenance contract (Exoprint) as monthly maintenance costs continue to move from departments to IT. Increases in Consulting Services and Subscriptions and Publications provide funding for a new CIP project regarding disaster recovery.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 866,515 947,396 1,089,389 1,175,940 1,256,257 $ 80,317 Operating 858,162 1,029,197 1,108,137 1,299,030 1,734,458 $ 435,428 Minor Capital 78,496 98,757 295,638 785,982 845,807 $ 59,825 Other 103,421 132,633 142,952 179,715 209,376 $ 29,661 Technologies Fund Allocation/Offse (1,906,594) (2,207,983) (2,636,116) (3,440,667) (4,045,898) $ (605,231)Expenditures Total $ - $ - $ - $ - $ - $ -

Funding Source by FundInformation Technology Fund - - - - - $ - Funding Source Total $ - $ - $ - $ - $ - $ -

Authorized Staffing by FundInformation Technlogy Fund 13 15 15 16 17 1 Authorized Staffing Total 13 15 15 16 17 1


Operational Support

• Minor capital increases as the transition to pay-as-you-go funding of our capital projects continues. In addition to recurring depreciation costs for prior CIP projects, FY 2020/21 includes funding for the Network Infrastructure project, the Computer Server and Software Upgrade project, the Desktop and Portable Computer Replacement project, the Network and Workgroup Scanner Replacement project, the Desktop Scanner Replacement project, and the Printer Replacement project. Items that meet our fixed asset requirements will be depreciated over the 4-year life of the equipment. Items that do not meet the fixed asset requirements will be fully expensed during FY 2020/21.

• Other expenditures include indirect charges from General Fund and Facilities Maintenance Fund; they increase in FY 2020/21 due to the budgeted increases in those funds.

• The Offset is shown so the IT expenses are not counted twice in the total budget, once in IT and once as indirect charges to user funds/departments.

Strategic Focus 3.2 & 3.4 - Continuous improvement to the County technology infrastructure to maintain a secure and reliable

environment which allows stakeholders to share information quickly and securely.


Operational Support

HEALTH INSURANCE & EMPLOYEE WELLNESS Department Description This fund is an internal service fund which houses the costs associated with our health insurance plan, our dental insurance plan and our Employee Health Clinic. Additionally, costs for our retiree Medicare supplemental program are also recognized here. Department Goals & Objectives

• Establish a strong wellness program for the overall health of employees Budget Summary


• Authorized staffing contains 1 position; however, it continues to be frozen for FY 2020/21 and is replaced by a contract for the County’s Employee Wellness Program.

• The operating expenditure category contains funding for employee and retiree health, dental, life, LTD insurance, and expenses associated with the employee health clinic. Costs increase as a result of additional employee retirement, changes to employee coverage selections which impact costs, and addition of employees or addition of coverage by existing employees. For FY 2020/21, the employer health insurance premium increases 6.73% from the prior year.

• Other Expenditures provides for indirect charges from the Facilities Maintenance Fund to properly account for the maintenance and utilities of the Employee Health Clinic.

• The Offset is shown so the Health Insurance and Employee Wellness expenditures are not counted twice in the total budget, once in this fund and once as premiums charged to user funds/departments.

Strategic Focus 3.4 - Funding for the employee wellness program improves the County’s service to its employees and highlights the

County’s commitment to supporting their workforce.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20



Operating 9,861,010 10,658,360 11,022,379 11,841,203 12,304,945 $ 463,742

Minor Capital 1,400 - 2,500 2,500 - $ (2,500)

Other - 16,208 16,038 18,797 18,861 $ 64

Insurance Fund Allocation/Offset (9,887,667) (10,702,239) (11,068,588) (11,891,000) (12,350,626) $ (459,626)

Expenditures Total $ - $ - $ - $ - $ - $ -


Health Insurance Fund - - - - - $ -

Funding Source Total $ - $ - $ - $ - $ - $ -


Health Insurance Fund 1 1 1 1 1 -



Operational Support


Community Outreach

COMMUNITY OUTREACH $9,975,060


FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by DepartmentThe Forrester Center 3,266,588 3,075,715 6,121,313 - - $ - Upstate Workforce Board 2,861,174 2,972,971 3,216,481 2,222,768 2,019,384 $ (203,384)Community Development 1,797,371 1,660,263 1,725,447 1,987,671 2,219,801 $ 232,130 Charles Lea Center 1,500,000 1,525,000 1,585,000 1,735,000 1,835,000 $ 100,000 Community Support 1,046,175 1,052,939 1,103,342 1,163,616 1,206,054 $ 42,438 Registration & Elections 816,467 966,984 790,886 1,215,778 988,295 $ (227,483)Social Services Support 816,898 798,023 856,252 778,183 784,979 $ 6,796 Indigent Care Services 486,193 612,194 612,032 619,543 556,082 $ (63,461)Veterans Affairs 344,467 332,495 345,009 363,833 365,465 $ 1,632 Expenditures Total $ 12,935,334 $ 12,996,584 $ 16,355,760 $ 10,086,392 $ 9,975,060 $ (111,332)

Funding Source by FundGeneral Fund 3,277,926 3,530,359 3,475,245 3,905,153 3,668,600 $ (236,553)The Forrester Center Fund 3,266,588 3,075,715 6,121,313 - - $ - Special Revenue Fund 117,975 117,975 117,975 121,500 117,975 $ (3,525)Community Development Fund 1,797,371 1,660,263 1,725,447 1,987,671 2,219,801 $ 232,130 Victim Services Fund 114,300 114,300 114,300 114,300 114,300 $ - Upstate Workforce Board Fund 2,861,174 2,972,971 3,216,481 2,222,768 2,019,384 $ (203,384)Charles Lea Center Fund 1,500,000 1,525,000 1,585,000 1,735,000 1,835,000 $ 100,000 Funding Source Total $ 12,935,334 $ 12,996,584 $ 16,355,760 $ 10,086,392 $ 9,975,060 $ (111,332)

Authorized Staffing by FundGeneral Fund 26 25 23 23 22 (1)The Forrester Center Fund 43 45 42 - - - Special Revenue Fund - - - - - - Community Development Fund 7 7 7 7 7 - Victim Services Fund - - - - - - Upstate Workforce Board Fund 7 7 7 7 7 - Charles Lea Center Fund - - - - - - Authorized Staffing Total 83 84 79 37 36 (1)


22%

Charles Lea Center18%

Community Support

12%

Reg & Elections

10%

Social Services Support

8%

Indigent Care6%

Veteran Affairs4%

UWB20%

% of Community Outreach Budget


Community Outreach

COMMUNITY OUTREACH Overview

The Community Outreach functional area consists of departments involved in the improvement of life for our citizens. Departments include the Charles Lea Center, Community Development, Indigent Care Services, Registration & Elections, The Forrester Center, Transit Services, Veterans Affairs and the Upstate Workforce Board. Additionally, this functional area houses funding awarded to local community agencies through the grants-in-aid process and contributions for state social service programs.

Goals & Objectives



- The Upstate Workforce Board has strong relationships with local developers and works to increase services that will aid in business retention, recruitment, and expansion.

1.3 Support education and training efforts that improve workforce readiness.

- The Upstate Workforce Board and Community Development Department work to improve job readiness through educational and training opportunities. These educational opportunities range from actual job skills to life skills.

1.4 Encourage and support entrepreneurship initiatives.

- The Upstate Workforce Board has free resources on hand for individuals seeking information on entrepreneurship and has developed a partnership with the Clemson Region Small Business Development Center’s Spartanburg office. The board provides small business growth classes annually.



- Multiple departments, particularly Registration & Elections and Veterans Affairs, are working diligently to move to digital records to reduce storage space and increase efficiency thereby increasing service to our citizens.

3.3 Identify and leverage opportunities to diversity funding.

- Internal and fiduciary agencies strive to find ways to expand their program offerings while keeping an eye towards sustainability through diversification of revenue streams.


Community Outreach

THE FORRESTER CENTER Department Description The Forrester Center for Behavioral Health is nationally accredited by The Commission on Accreditation of Rehabilitation Facilities (CARF) and is licensed by the South Carolina Department of Health and Environmental Controls (DHEC). The Forrester Center’s mission is to improve the lives of Spartanburg County community members through Substance Use Disorder treatment, Non- substance Behavioral Health Therapy, and Prevention and Education Services. The Forrester Center staff is certified through the South Carolina Association of Alcoholism and Drug Abuse Counselors, South Carolina Association of Prevention Professionals and Advocates, and are primarily Master’s level clinicians that hold state licensure or national certifications. Budget Summary


• The Forrester Center, which has traditionally been housed in its own fund as part of the budget for Spartanburg County, made the decision to separate from the operations of Spartanburg County government during FY 2018/19. All assets and the applicable accounting for those assets have been removed from the County’s fund structure beginning in the FY 2019/20 budget.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20


Personnel Services 2,397,688 2,310,980 1,455,789 - - $ -

Operating 837,554 727,431 4,664,704 - - $ -

Minor Capital 31,346 37,304 820 - - $ -

Other - - - - - $ -

Expenditures Total $ 3,266,588 $ 3,075,715 $ 6,121,313 $ - $ - $ -


The Forrester Center Fund 3,266,588 3,075,715 6,121,313 - - $ -

Funding Source Total $ 3,266,588 $ 3,075,715 $ 6,121,313 $ - $ - $ (6,121,313)


The Forrester Center Fund 43 45 42 - - -

Authorized Staffing Total 43 45 42 - - -


Community Outreach

UPSTATE WORKFORCE BOARD Department Description The Upstate Workforce Board (WB) is funded through the Workforce Innovation and Opportunity Act (WIOA). The Board does not receive funds from Spartanburg County. The WB is focused on a myriad of workforce development needs in Cherokee, Spartanburg and Union Counties. The WB does this by serving as a convener for workforce development. The WB also funds youth programs in the area that work with out-of-school youth to help them obtain their GED or High School Diploma, learn soft skills, and earn occupational skill credentials. The program staff place the youth into work experiences in the area so they learn basic work skills prior to obtaining full-time employment or before continuing their education at a post-secondary institution. The Upstate Workforce Board funds SC Works Upstate, which serves as the primary agency for individuals that need assistance with job searches, workshops, scholarships for post-secondary education and much more. Department Goals & Objectives

• Working with business and education to change the mindset of students and their parents regarding manufacturing and construction trade jobs.

• Continue to focus regionally to build partnerships to solve area labor market problems which include launching and advancing sector strategies.

• Meeting with and conducting training for business leaders on the need for organizational change within their companies to onboard and retain employees.

• Stressing the need for the development of career pathways by manufacturers and construction companies in order to show potential employees that the jobs are not dead end jobs.

• Community Indicator utilization to improve the quality of life and economic status of citizens in Cherokee and Union counties.

• Research supportive services available and make appropriate referrals in an effort to address barriers by those not in the workforce. Areas of focus include (but are not limited to) transportation, criminal history, disabilities and many more.

• Apply for grants to help fill the funding gaps for addressing the needs of individuals so they are able to retain jobs.

• Outreach to individuals willing to go to school to earn additional skills utilizing available scholarships. Budget Summary


• The Upstate Workforce Board is expecting revenues for FY 2020/21 to decrease $203,384; however, actual funding amounts are unknown at this time.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20



Operating 2,513,513 2,617,358 2,922,119 1,887,756 1,672,561 $ (215,195)

Minor Capital 12,606 2,249 - - - $ -

Other - - - - - $ -



Upstate Workforce Board Fund 2,861,174 2,972,971 3,216,481 2,222,768 2,019,384 $ (203,384)



Upstate Workforce Board Fund 7 7 7 7 7 -



Community Outreach

• Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the SC retirement system. Personnel services also includes a 5% increase in the internal health insurance rate. Funding provides for 4 full-time positions. 3 positions remain frozen (2 Business Service Coordinators and 1 Sr. Admin Assistant).

• The operating expenditure category decreases due to the funding availability. The largest decrease is in the training account. The training account comprises $1,533,167 of the $1,672,561 operating expenditures. Rent, consulting, special projects, and indirect cost make up $100,681 of the operating budget. The remainder is for day-to-day office operations and staff development.

Strategic Focus 1.1 - The Upstate Workforce Board values the employers in our service area as the number one customer. Striving to

meet their hiring and retention needs are top priorities. The Upstate WB and its Business Services Team have a strong relationship with our local economic developers. We are both involved with projects related to retention, recruitment and expansion. Our services support these efforts seamlessly. Our Business Services Manager organizes the hiring events and screening of individuals with ReadySC for new and expanding projects.

1.3 - The Upstate Workforce Board is committed to improving work readiness by funding educational and training opportunities for the citizens in our service area. The WB is continuously seeking new ways to attract individuals into training in an effort to equip our citizens for current and future jobs. Our board also sets policy regarding training dollars to be used toward training in the in-demand occupations to further guide and direct services to address the needs of employers in our service area.

1.4 - The Workforce Board has many free resources on hand for individuals seeking information on entrepreneurship. We maintain a strong partnership with the Small Business Development Centers and participate in ongoing training for small business startup. In Cherokee County, we have a strong relationship with the bGEN small business incubator and help them with their efforts as needed. The board normally helps support the small business growth classes. The Workforce Board office has also served as an incubator for small businesses as space is available.


Community Outreach

COMMUNITY DEVELOPMENT Department Description The Community Development Department is primarily responsible for the administration of CDBG & HOME grant funds received from the US Department of Housing and Urban Development (HUD) for Spartanburg County’s housing, community, and economic development needs. Through a citizen participation process, the Department provides housing, neighborhood revitalization, and other special services (planning, project management, assistance to the homeless, Fair Housing, and special needs accessibility to the low to moderate income citizens of Spartanburg County). The Community Development Department is also responsible for the Spartanburg County Citizen’s Academy, Title III & Title VI compliance, community event sponsorships, Environmental Protection Agency (EPA) grant administration, volunteer help desk, and the grants-in-aid application process. Department Goals & Objectives

• To assist in the renewal of communities through: Housing Improvements and Community Revitalization. • To manage our limited funding in a way that is able to make a meaningful and measurable impact on the lives of

the greatest number of people.

Budget Summary


• The Community Development budget is based on the final grant award notification for FY 2020/21. Funds are appropriated in accordance to their restricted use through HUD.

• Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the SC retirement system. Personnel services also includes a 5% increase in the internal health insurance rate. This department contains full funding for 6 positions and partial funding for 1 split position. One position is frozen.

• Operating expenditures, which contains funding for special projects through the Annual Action Plan, office operations, and training total $1,772,318, based on the amount of the total grant award. Annual Action Plan activities to fund projects throughout the community is allocated at $1,693,809. An advisory committee of community stakeholders recommends the Annual Action Plan to County Council, and approval to submit it to the granting agency is adopted by County Council.

Strategic Focus 1.3 - Our sub-recipients provide counseling, mentoring, and education programs such as GED, STEM, and workforce

readiness.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20



Operating 1,386,141 1,254,659 1,302,200 1,543,822 1,772,318 $ 228,496


Other - - - - - $ -



Community Development Fund 1,797,371 1,660,263 1,725,447 1,987,671 2,219,801 $ 232,130



Community Development Fund 7 7 7 7 7 -



Community Outreach

1.5 - Our department contributes to the funding of Road and Bridges as well as to the implementation of water, sewer, and septic tank rehabilitation projects in designated communities.

3.1 - Budget and allocate resources in the public’s best interest – We receive limited federal and County funds that must be used to their full potential. Our citizen participation program mandates public hearings that allow us to hear and consider input from the citizenry on specific community needs.


Community Outreach

CHARLES LEA CENTER Department Description The Charles Lea Center is a haven for more than 1,600 individuals - newborns to seniors - and their families, at two campuses and 60 group homes in Spartanburg County. As a vital community resource, it provides services that often cannot be found elsewhere in the Upstate. The Center employs approximately 500 individuals and the staff is committed to providing the most compassionate services and developing opportunities that will lead to an improved quality of life for the folks in which they serve. The County’s support through the years has allowed people with severe, lifelong disabilities to receive timely services by levying a tax to fund Adult Day Services. This program allows men and women to live at home with their families or other caregivers, thereby avoiding out-of-home placement in more expensive community living arrangements. The Center also uses a portion of the allocation to provide matching funds for employment and other services for adults leaving public schools. Recently, a new Day Program opened in Chesnee to help serve individuals in the northern part of the County. More information can be found at www.charleslea.org. Department Goals & Objectives

• To provide the most compassionate services and develop opportunities that will lead to an improved quality of life for the people they serve

Budget Summary


• The Charles Lea millage remains level for FY 2020/21 and does not include an increase for CPI and growth as allowed under Act 388.

• The FY 2020/21 appropriation includes an increase of $100,000 for Adult Day Programs. Strategic Focus 3.2 & 3.3 - The Charles Lea Center constantly seeks ways to improve and increase service while maximizing their diverse

revenue streams.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20


Personnel Services - - - - - $ -

Operating - - - - - $ -


Other 1,500,000 1,525,000 1,585,000 1,735,000 1,835,000 $ 100,000



Charles Lea Fund 1,500,000 1,525,000 1,585,000 1,735,000 1,835,000 $ 100,000



Charles Lea Fund - - - - - -

Authorized Staffing Total - - - - - -

http://www.charleslea.org/


Community Outreach

COMMUNITY SUPPORT Department Description The Community Support Department provides funding to various local agencies to support their community missions. A brief description of each agency and the budgeted appropriation amount is included below in the budget highlights. Department Goals & Objectives

• To provide funding to agencies so they can further their community investment goals Budget Summary


• Overall contributions to local agencies increase for FY 2020/21 with the addition of one new agency program, Spartanburg County Foundation, Partnership and Civic Engagement Program. Included in the budget increase above is a $10,383 increase in mental health patient and juvenile detention transport to $200,458 based on current year expenditure trends.

Agency Description Funding Level Animal Allies Animal Allies serves to reduce the number of unwanted, unclaimed and stray

dogs and cats in the community, by providing a low-cost, high quality spay and neuter program.

$25,000

Area Mental Health Department

The Area Mental Health Department serves the mental health needs of the residents of Spartanburg, Cherokee, and Union counties.

$277,640

Big Brothers Big Sisters of the Upstate

The Big Brothers Big Sisters of the Upstate mission is to help children reach their potential through professionally supported, one-to-one relationships with measurable impact. www.bbbsupstate.com

$17,100

Children’s Advocacy Center

The mission of the Children’s Advocacy Center is to heal and give voice to abused children through assessment, treatment, education, and community partnerships. www.cacsp.org

$40,500

Children’s Boarding Home

The Children’s Board Home provides clothing, medicine, school fees, and transportation for children in Foster Care.

$19,000

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20



Operating 1,046,175 1,052,939 1,103,342 1,163,616 1,206,054 $ 42,438


Other - - - - - $ -



General Fund 931,875 938,639 989,042 1,049,316 1,091,754 $ 42,438

Victim Services Fund 114,300 114,300 114,300 114,300 114,300 $ -



General Fund - - - - - -

Victim Services Fund - - - - - -


http://www.bbbsupstate.com/

http://www.cacsp.org/


Community Outreach

Clemson Extension Local Extension Agents provide expertise in Agronomic Crops, Economic & Community Development, Food Safety & Nutrition, 4-H, Horticulture, Livestock & Forages, and Natural Resources to the community. www.clemson.edu/spartanburg

$1,460

Hope Center for Children

The Hope Center for Children seeks to build stable, healthy families and provide children a safe place from abuse and neglect. The Center provides a residential program for girls between 11 and 19-years old as well as an emergency shelter for girls and boys of all ages awaiting permanent placement outside of their homes. www.hopecfc.org

$52,425

Middle Tyger Community Center

The Middle Tyger Community Center provides free and low cost health, education, and family support services that enrich lives and build community. www.middletyger.org

$8,550

Mountainview Nursing Home

The Mountainview Nursing Home provides skilled nursing care and intermediate care to County residents. Admission is restricted to medically indigent, with an open-door policy of no patient being refused service because of their inability to pay or the severity of treatment. www.mountainviewnh.com

$90,496

SAFE Homes/Rape Crisis Coalition

SAFE Homes/Rape Crisis Coalition provides services to victims of domestic violence in Spartanburg, Cherokee, and Union Counties and victims of sexual assault in Spartanburg and Cherokee Counties. www.shrcc.org

$21,375

Soil & Water Conservation District

The Spartanburg Soil & Water Conservation District works with the citizens of Spartanburg County to wisely use and preserve our natural resources.

$15,000

Spartanburg County Foundation

The Spartanburg County Foundation works with numerous community partners to enhance the quality of life in Spartanburg. This project will provide co-funding for a Director of Partnerships and Civic Engagement to provide strategic leadership for the Foundation’s grant investments as well as build the organizational capacity of its non-profit partners.

$65,000

Spartanburg County Health Department

The Spartanburg County Health Department serves as the authority and guardian in matters relating to public health; is the major provider of public health services in the County.

$270,000

Spartanburg Regional Health Services District

The Spartanburg Regional Health Services District provides oversight of Spartanburg Medical Transportation Services, which includes county-wide door to door demand response mass transit system. The County provides a portion of the match for the State and Federal mass transportation grants.

$48,500

United Way of the Piedmont

The Spartanburg County Behavioral health Task Force through the United Way of the Piedmont will establish a Peer Support Living Room. The living room will provide a supportive drop-in center for adults experiencing heightened mental illness symptoms through peer support assistance.

$15,000

Upstate Warrior Solution

The Upstate Warrior Solution is working to expand its Workforce Development Program to deliver interventions that prepare veterans for meaningful employment.

$15,000

Upstate Family Resource Center

The Upstate Family Resource Center provides comprehensive support services to at-risk families in the Boiling Springs and Chesnee communities to ensure that all children receive adequate intervention services to enable them to be successful learners in the school setting. www.upstatefrc.org

$8,550

Upstate Fatherhood Coalition

The Upstate Fatherhood Coalition seeks to strengthen families by providing skills, services, education, and support to noncustodial fathers. The Jobs Not Jail program allows fathers to parent and build healthy relationships with their children.

$15,000

Strategic Focus 3.1 - To provide financial support to agencies who provide invaluable services to the County population.

http://www.clemson.edu/spartanburg

http://www.hopecfc.org/

http://www.middletyger.org/

http://www.mountainviewnh.com/

http://www.shrcc.org/

http://www.upstatefrc.org/


Community Outreach

REGISTRATION & ELECTIONS

Department Description The Registration & Elections Office is responsible for all voter registration functions, preparation of ballots, establishing polling location, training and assigning poll managers, conducting elections and runoffs when necessary, and processing absentee ballot requests. The Department must comply with all Federal, State, and local laws pertaining to registration and elections. The mission of the Board of Voter Registration and Elections Department of Spartanburg County is to ensure every eligible citizen has the opportunity to register to vote; to conduct fair and impartial elections; and to ensure that all citizens have the assurance that their votes will count. Department Goals & Objectives

• To recruit and train an additional 100 new poll managers. • To maintain the County’s 770 voting machines and associated equipment in a manner to enable voters to cast

their ballots with confidence and to ensure the votes are accurately recorded, summarized and audited. • Maintain the State Election Commission’s certification for each member of this staff and each member of the

Board of Voter Registration and Elections. • Complete the electronic scanning of all printed voter registrations on file to allow computer visibility of voter’s

signatures without having to access each printed file. Budget Summary


• Personnel services includes funding for 8 full-time positions, 2 part-time positions, and 6 board members. One board member position remains vacant and unfunded. It also includes a part-time pool for poll workers. Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the SC retirement system. Personnel services also includes a 5% increase in the internal health insurance rate.

• The part-time pool decreases $318,195 due to the number of elections for FY 2020/21. The FY 2019/20 budget included not just the November election, but the presidential preference primaries, and the statewide primaries.

• The operating expenditure category increases due to an increase in the maintenance agreement for the new voting system. The State replaced the voting system, however, the County is responsible for its upkeep at a cost of $122,155 for FY 2020/21. Election supplies and mailing of absentee ballots total $63,399. The remaining operating expenditures cover day-to-day operations as well as training for staff and board members.

• A portion of the above personnel and operating expenditures are reimbursable by the State or other local taxing entities.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20


Personnel Services 673,745 795,040 681,865 1,037,724 758,637 $ (279,087)

Operating 133,522 117,308 109,021 178,054 229,658 $ 51,604

Minor Capital 9,200 54,636 - - - $ -

Other - - - - - $ -

Expenditures Total $ 816,467 $ 966,984 $ 790,886 $ 1,215,778 $ 988,295 $ (227,483)


General Fund 816,467 966,984 790,886 1,215,778 988,295 $ (227,483)

Funding Source Total $ 816,467 $ 966,984 $ 790,886 $ 1,215,778 $ 988,295 $ (227,483)


General Fund 17 17 17 17 17 -



Community Outreach

Strategic Focus 3.2 - To continue to scan voter registration records to allow electronic access to voters’ signatures for petition

verification instead of continuing to manually find files and see signatures. This manual look up is a highly inefficient use of staff.

3.2 & 3.4 - To utilize a vendor to mail absentee ballots which allows bar code tracking through U.S. Postal Service. This outside sourcing increases the efficiency of departmental staff.


Community Outreach

SOCIAL SERVICES SUPPORT Department Description The Social Services Support Department provides funding for the housing of the SC Department of Social Services (DSS) and the SC Department of Health & Human Services (DHHS) in Spartanburg County. Department Goals & Objectives

• To properly account for State mandated services Budget Summary


• The provision of this service is mandated by the State. • Funding of DSS includes rent and telephone costs for the Beaumont Office. We are reimbursed 35.32% of the

total cost of the rent from DSS. • Funding of DHHS includes rent for the Pinewood Office. We are reimbursed 35.32% of the total cost of rent

from DSS. Strategic Focus 3.1 - To provide space for these offices that is accessible to the public and at a reasonable cost.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20



Operating 816,898 798,023 856,252 778,183 784,979 $ 6,796


Other - - - - - $ -



General Fund 698,923 680,048 738,277 656,683 667,004 $ 10,321

Special Revenue Fund 117,975 117,975 117,975 121,500 117,975 $ (3,525)



General Fund - - - - - -




Community Outreach

INDIGENT CARE SERVICES Department Description South Carolina established the Medically Indigent Assistance Program (MIAP) to provide low income residents with little or no insurance financial assistance with hospital costs. The cost of the program is prorated to counties based on personal income, net taxable sales, total assessed property value and MIAP hospital charges for each county’s residents. Department Goals & Objectives

• To properly account for state mandated payments Budget Summary


• Operations and expenses related with the provision indigent care services previously captured within this department were moved to the Coroner’s Office during FY 2019/20.

• The operating budget is required funding of the State MIAP program. In FY 2015/16 and FY 2016/17, the County chose to take advantage of a State Provision which allows Counties to reduce their funding of State Programs by the same percentage the State is not meeting its obligation to fund the Local Government Fund. State legislation eliminated the Provision in FY 2017/18; therefore, costs in later years are higher relative to prior years.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20


Personnel Services 80,622 44,302 46,397 47,175 - $ (47,175)

Operating 405,571 567,892 565,635 572,368 556,082 $ (16,286)


Other - - - - - $ -



General Fund 486,193 612,194 612,032 619,543 556,082 $ (63,461)



General Fund 4 3 1 1 - (1)

Authorized Staffing Total 4 3 1 1 - (1)


Community Outreach

VETERANS AFFAIRS Department Description The Veterans Affairs Office assists veterans and their families in securing benefits to which they may be entitled to under federal and state legislation. The office staff is accredited with National Association of County Veterans Service Officers, American Legion and South Carolina Division of Veterans Affairs which enables them to guide clients through the initial claim filing and if necessary, the appeals process. The staff works with compassion and knowledge to advocate for the veterans and their families. Department Goals & Objectives

• Increase public education regarding Veteran benefits and programs by implementing more community outreach. • Provide properly trained and knowledgeable staff to insure that our veterans are getting the most up to date

information available. • Increase office efficiency through continued conversion of electronic records

Budget Summary


• Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the SC retirement system. Personnel services also includes a 5% increase in the internal health insurance rate. Funds provide for 5 full-time positions in this department.

• The operating expenditures category contains funding for day-to-day operations, employee development, and veteran’s transportation. Veteran’s transportation makes up the bulk of the operating budget at $60,000 while the remaining operating expenses include day-to-day operations and employee development.

Strategic Focus 3.2 - The Veterans Affairs Office is working to implement technology into its processes to increase efficiency and

responsiveness to veterans’ needs.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20



Operating 74,401 63,939 56,951 74,384 71,016 $ (3,368)

Minor Capital - 567 2,056 - - $ -

Other - - - - - $ -



General Fund 344,467 332,495 345,009 363,833 365,465 $ 1,632






Community Outreach


Quality of Life

QUALITY OF LIFE $39,487,704


FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by DepartmentLibrary 13,303,993 13,831,254 14,534,410 15,156,377 16,108,780 $ 952,403 Park Administration 1,201,295 1,218,926 1,214,698 1,466,728 1,452,861 $ (13,867)Park Maintenance 3,143,663 3,250,884 3,308,246 3,496,917 3,687,678 $ 190,761 Park Operations 679,672 724,476 845,160 856,229 885,305 $ 29,076 Park Senior Programs 145,300 152,543 178,586 170,119 183,649 $ 13,530 Park Recreation Centers 834,035 783,645 723,996 766,599 783,857 $ 17,258 Park Recreation Programs 920,627 1,007,533 1,058,705 1,035,965 1,122,650 $ 86,685 Park Capital & Debt Transfers 1,095,770 1,024,936 1,251,497 1,273,443 1,170,000 $ (103,443)Spartanburg Community College 7,729,000 8,017,000 8,269,000 8,753,000 9,281,000 $ 528,000 Hospitality Tax Administration 209,839 175,693 171,914 214,200 188,150 $ (26,050)Tourism Support 500,650 501,334 546,650 579,150 581,150 $ 2,000 Tourism Capital Transfers 3,563,863 3,721,450 3,652,250 4,247,650 3,310,700 $ (936,950)Accommodations Tax (A-Tax) 600,000 453,250 522,418 380,000 731,924 $ 351,924 Expenditures Total $ 33,927,707 $ 34,862,924 $ 36,277,530 $ 38,396,377 $39,487,704 $ 1,091,327

Funding Source by FundSpecial Revenue Fund 600,000 453,250 522,418 380,000 731,924 $ 351,924 Spartanburg Parks Fund 8,020,362 8,162,942 8,580,888 9,066,000 9,286,000 $ 220,000 Hospitality Tax Fund 4,274,352 4,398,477 4,370,814 5,041,000 4,080,000 $ (961,000)Community College Fund 7,729,000 8,017,000 8,269,000 8,753,000 9,281,000 $ 528,000 Library Fund 13,303,993 13,831,254 14,534,410 15,156,377 16,108,780 $ 952,403 Funding Source Total $ 33,927,707 $ 34,862,924 $ 36,277,530 $ 38,396,377 $39,487,704 $ 1,091,327

Authorized Staffing by FundSpecial Revenue Fund - - - - - - Spartanburg Parks Fund 71 70 70 71 71 - Hospitality Tax Fund 3 3 2 2 2 - Community College Fund - - - - - - Library Fund - - - - - - Authorized Staffing Total 74 73 72 73 73 -

County Library41%

Hospitality Tax Administration

0%

Spartanburg County Parks

24%

Spartanburg Community

College23%

A-Tax2%

Tourism10%

% of Quality of Life Budget


Quality of Life

QUALITY OF LIFE Overview

Quality of Life as a functional area consists of departments/services which enhance our citizen’s lives and encourage businesses and people to locate here in Spartanburg County. Departments include Accommodations Tax, Hospitality Tax, Parks, Spartanburg Community College, Spartanburg County Public Libraries, and Tourism Support.

Goals & Objectives



- Funding for the Community College supports, in part, the Tyger River Campus which provides space for businesses, whether expanding or relocating, to set up production lines, beta test, and temporarily house inventory. This asset is critical to our efforts to recruit new business to Spartanburg County.

1.3 Support education and training efforts that improve workforce readiness.

- The Spartanburg Community College advances economic development in Spartanburg through programs which address emerging and continuing employment needs in a rapidly changing global environment.

1.4 Encourage and support entrepreneurship initiatives.

-The Center for Business and Entrepreneurial Development at the Tyger River Campus is a collaborative partnership between the County, SCC, and the Economic Future Group and houses a small business incubator and the other components mentioned above.

Goal 2: Capitalize on Natural Resources and Tourism Opportunities

2.1 Strengthen policies related to accessing natural resources and promoting tourism.

-Many of the divisions and initiatives of the Parks Department focus their efforts on achieving this goal. Specifically, the Recreation Centers budget includes funding for the operation of the Lake Cooley Outdoor center, Park Capital & Debt Transfers provide resources to expand our greenways, and Parks Administration oversees the implementation of all Parks functions.

2.2 Collaborate with partners to implement strategic steps to take advantage of natural resource assets as a key component of tourism related activities.

- County Council has partnered with the Convention and Visitors Bureau to implement and promote its Tourism Action Plan. The Convention and Visitors Bureau reports back to County Council on an annual basis on the financial impact sports tournaments and conventions have had in the local economy.

2.3 Clearly define and promote the current and projected economic impact of natural resources and tourism.

- The Convention and Visitors Bureau, working with Parks Administration and Operations, collects information and seeks outside assistance to quantify the economic impact of tourism efforts.


Quality of Life


3.1 Budget and allocate resources in the public’s best interest

- The Library Board makes data driven decisions in the allocation of resources to the benefit of Spartanburg County

3.2 Reduce and eliminate the inefficient use of financial and other resources without compromising quality of services

- The Parks Administration budget has prioritized the needs for service improvements and eliminated funding related to programs that do not impact service delivery.

- The Parks Maintenance budget plans for park improvement projects to be completed “in-house” utilizing Park Maintenance employees as a way to be more efficient with resources.


- The Parks Senior Services Program will focus its efforts on continuing and expanding the services provided to seniors in Spartanburg County.


Quality of Life

LIBRARY Department Description Spartanburg’s first Library opened in 1885, on Morgan Square. The Headquarters and nine branch libraries including the Bookmobile, home delivery and the libraries’ online digital library meet the information and education needs of the County through a comprehensive slate of services. Over 90% of Spartanburg County’s population lives within 5 miles of a public library; over 2 million items were checked-out in 2018; 1.5 million patrons visited the Library for services including programs, meeting rooms and reader services; and over 2.0 million patrons used the Library’s online digital resources. Based on studies from the University of South Carolina and the University of Texas, public libraries offer, on average, a return of $4.50 for each $1 invested in services. Using these models, the economic impact of the Spartanburg County Public Libraries is nearly $60 million a year. This impact is realized through the delivery of service to the public through skill based training, hobby and leisure activities, and programs including legal aid, tax preparation, and social service assistance. Programs include health and wellness with yoga, arthritis exercise classes, and Parkinson’s support groups. While new programming has emerged, traditional programming of author visits, story times, book talks, and film discussion remain a core service. Department Goals & Objectives

• To address community needs and interest through programs that engage, educate, and entertain • Select and develop competent staff whose goal is quality public service • Create and deliver dynamic collections that connect people, ideas, information and preserve the historical record • Provide an accessible, welcoming, and safe environment

Budget Summary


• The Library’s requested budget is supported by a millage rate of 10.4 mils. • Personnel expenditures account for approximately 66% of the total budget. Materials and related expenditures

account for approximately 11%. Building operating costs account for 7%. Technology expenditures account for approximately 5%. Program materials and non-personnel expenditures account for over 2% of the budget. The remainder of the budget supports general operations of the system.

Strategic Focus 1.3 - The Library provides programming to increase job skills and workforce readiness which include computer skill

training, resume writing, and job seeking assistance. 1.4 - The Library offers new business incubator services and information based assistance.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services - - - - - $ - Operating - - - - - $ - Minor Capital - - - - - $ - Other 13,303,993 13,831,254 14,534,410 15,156,377 16,108,780 $ 952,403 Expenditures Total $ 13,303,993 $ 13,831,254 $ 14,534,410 $ 15,156,377 $16,108,780 $ 952,403

Funding Source by FundLibrary Fund 13,303,993 13,831,254 14,534,410 15,156,377 16,108,780 $ 952,403 Funding Source Total $ 13,303,993 $ 13,831,254 $ 14,534,410 $ 15,156,377 $16,108,780 $ 952,403

Authorized Staffing by FundLibrary Fund - - - - - - Authorized Staffing Total - - - - - -


Quality of Life

2.1 - The Kennedy Room of Local History serves as a starting point for families conducting Genealogical research. In 2017, visitors from 38 states and nearly a dozen countries conducted onsite research. The Kennedy Room staff encourages researchers to tour local historical sites.

3.1 - The Library Board makes data driven decisions in the allocation of resources to the benefit of Spartanburg County. 3.3 - The library maintains a diversified funding stream including County millage, State funds, fines & fees, as well as

private support for programs, the collection and capital improvements. Additionally, each library branch is supported by the Friends of the Libraries.


Quality of Life

PARK ADMINISTRATION Department Description The Spartanburg County Parks Department strives to advance the County's mission and vision by serving as a partner in community wellness initiatives and facilities. It is the department's vision that its facilities and programs will be fun, safe, legally compliant, and family friendly - offering both active and passive recreation opportunities to promote an active, healthy lifestyle for people of all ages and abilities.

The Department is responsible for oversight of the following areas: Parks Maintenance, Senior Programs, Recreation Centers, Recreation Programs and Park Operations. The Park Administration division provides oversight and administrative support to all of the department’s divisions, in addition to providing project planning/management functions. A focus for the division is on community partnerships and developing an effective and efficient infrastructure plan for all facilities managed by the department.

The department reports to County Administration and is funded by annual appropriations made through the Operating Budget process. Department Goals & Objectives

• Manage design, construction administration and construction/installation of park enhancements • Continue implementation of the department's Strategic & Master Plan and ensure compliance with CAPRA

standards • Implementation of the department's community relations and marketing plan • Support and assist with County-wide trails and blueways initiatives • Collaborate and partner with organizations in Spartanburg County to maximize the facilities/programs available

to citizens • Maintain sponsorship catalog to promote private sponsorships for the department • Provide recreational amenities and programs to assist with sports tourism and economic development • Work with community partners to make park improvements throughout Spartanburg County • Utilize volunteers to provide advice and to augment paid staff in service delivery • Continue implementation of the department's orientation process, safety program, employee training and

supervisory development program. Budget Summary



FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 503,340 517,377 517,147 677,400 576,662 $ (100,738)Operating 187,760 176,128 157,747 167,294 182,350 $ 15,056 Minor Capital 21,990 3,258 8,034 7,000 5,000 $ (2,000)Other 488,205 522,163 531,769 615,034 688,849 $ 73,815 Expenditures Total $ 1,201,295 $ 1,218,926 $ 1,214,698 $ 1,466,728 $ 1,452,861 $ (13,867)

Funding Source by FundSpartanburg Parks Fund 1,201,295 1,218,926 1,214,698 1,466,728 1,452,861 $ (13,867)Funding Source Total $ 1,201,295 $ 1,218,926 $ 1,214,698 $ 1,466,728 $ 1,452,861 $ (13,867)

Authorized Staffing by FundSpartanburg Parks Fund 9 8 8 7 7 - Authorized Staffing Total 9 8 8 7 7 -


Quality of Life

• In FY 2019/20 the full cost of the class and compensation study for all departments in the fund was housed in this department, for FY 2020/21 the costs were distributed to each department.

• Operating expenditures increase $15,056 as compared to FY2019/20. Professional development budgets have been shifted from other departments within the fund to account for cross-function trainings. Additionally, contract services increase due to a change in the credit/billing for the online payment system.

• Of the total operating budget, $90,300 is allocated to telephones and data communications, $17,000 is allocated to advertising and promotions, $4,800 is allocated for background checks and website hosting, $22,050 is allocated to staff development and outfitting, and the remainder of funding provides for the administrative cost of running a parks program.

• Minor capital is budgeted at $5,000 and will provide resources for the replacement of furnishings as needed based on age and condition and will provide for the replacement of computers and associated licensing.

• Other expenditures include interfund charges for Facilities Maintenance ($55,628) and indirect costs ($633,221) from General Fund. Expenditures are higher than the prior year due to increases in budgeted expenditures for those funds, particularly in vehicle and building insurance costs.

Strategic Focus 1.1 - Support County Council and Spartanburg Area Chamber of Commerce by providing recreational amenities and

programs to assist in economic development 1.5 - Expand the number of parks and recreation facilities available to the public via partnerships and collaboration

with community partners 1.5 - This budget provides resources that aid the department in developing an effective and efficient infrastructure plan

for all facilities managed by this department. 2.1 - Work with the Convention and Visitors Bureau and other community partners to develop policy that promotes

increased access to natural resources and the promotion of tourism 2.2 - Promote nature-based tourism and appreciation for Spartanburg County's natural resources by working together

with public and private organizations to develop nature parks, walking/biking trails and improved access to rivers and lakes

2.3 - Work with the Convention and Visitors Bureau to recruit sports tournaments to Spartanburg County 2.3 - Work with the community partners to promote and maximize the available natural resources available to the

County 3.1 - Provide recommendations for the most beneficial ways to invest available funding for parks and recreation services 3.2 - Develop a department culture of professionalism, public service and continuous improvement through agency

accreditation, employee training and the employee wellness program. 3.3 - Seek alternative funding for department operations and capital projects; partner with public and private

organizations to ensure their facilities are available for public recreation 3.4 - Utilize volunteers and community partnerships to augment paid staff in service delivery 3.4 - Educate Spartanburg County residents about the many public and private parks and recreation assets available in

Spartanburg County 3.4 - Continue to evaluate existing programs and operations to maximize funding and efficiency with a focus on

continuous improvement


Quality of Life

PARK MAINTENANCE Department Description The Parks Maintenance division is responsible for maintaining all existing park facilities, owned or managed by Spartanburg County, in order to promote safe and enjoyable park environments. This division captures all costs associated with this effort, including vehicle operations, utilities and supplies. The Maintenance Team works closely with Park Operations to maintain and secure facilities.

Department Goals & Objectives • Sustain a high level of park and recreation facility maintenance and safety, placing the highest priority on those

parks which have the highest degree of utilization • Manage Parks Department vehicle and equipment inventory: maintain a rolling five-year program to replace, as

needed, or acquire new grounds maintenance equipment to meet increasing maintenance demands, decrease downtime due to breakdowns and increase operating efficiency

• Continue implementation of the “Find A Park” entrance, regulatory and way-finding sign program • Practice environmentally sound park resource management to include Audubon certification at all regional

parks • Assist with park improvements, to include in-house management and construction of small-scale capital projects • Manage the Parks Department’s inspection program which includes playgrounds, buildings, grounds, sports

fields, vehicles and equipment • Develop and update the Parks Maintenance manual, to include athletic field maintenance, safety guidelines and

park maintenance procedures • Provide support for special events and weekend tournaments • Promote, provide and encourage training opportunities for employees

Budget Summary



• Operating expenditures increase $10,349 from the prior year due to an increases in operating expenses and utility costs.

• Of the total operating expenditures, approximately $640,000 is allocated for utilities; $454,000 for maintenance and repairs, supplies and contracts; $293,000 for vehicle and equipment maintenance and operations; and $30,900 for developing and outfitting team members.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 1,830,261 1,855,122 1,940,842 2,033,617 2,164,029 $ 130,412 Operating 1,264,921 1,350,902 1,312,404 1,408,300 1,418,649 $ 10,349 Minor Capital 48,481 44,861 54,999 55,000 105,000 $ 50,000 Other - - - - - $ - Expenditures Total $ 3,143,663 $ 3,250,884 $ 3,308,246 $ 3,496,917 $ 3,687,678 $ 190,761

Funding Source by FundSpartanburg Parks Fund 3,143,663 3,250,884 3,308,246 3,496,917 3,687,678 $ 190,761 Funding Source Total $ 3,143,663 $ 3,250,884 $ 3,308,246 $ 3,496,917 $ 3,687,678 $ 190,761



Quality of Life

• Capital expenditures total $105,000 and will provide for the purchase of sporting goods, small equipment, and park amenities including the replacement of pitching mounds at Tyger River Park.

Strategic Focus 1.5 - Improve the quality and efficiency of park maintenance to include vehicles and equipment. 1.5 - Continue making improvements to parks, facilities and infrastructure 2.1, 2.2, 2.3 - Funding in this department ensures that park facilities sustain a high level of maintenance and safety, with

particular focus on high utilization parks. Maintaining our facilities to a high standard is paramount to our continued success with sports tourism efforts and in properly leveraging our natural resources.

3.2 - Improve quality and efficiency of park maintenance with a focus on security and environmentally sound park resource management

3.2 - Continue implementation of the staff-training program 3.3 - Complete park improvement project “in-house” utilizing Park Maintenance employees as a way to be more

efficient with resources. 3.4 - The department is focused on continuous improvement as a means to provide outstanding customer

service to residents and visitors.


Quality of Life

PARK SENIOR PROGRAMS Department Description This division provides funding for the implementation of a senior services program to include meal service and wellness components at several center locations throughout the County. Expenditures in this department are expected to be offset through contract payment that is ultimately derived from funding from the Lieutenant Governor’s Office awarded to the Spartanburg Regional Foundation.

Department Goals & Objectives • To effectively implement food service and wellness initiatives for seniors in Spartanburg County as specified in

the agreement and grant. Budget Summary


• Personnel services expenditures provide funding for one Site Coordinator II position as well as $85,000 in temporary help plus associated fringe benefits. Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the SC retirement system. Personnel services also includes a 5% increase in the internal health insurance rate.

• Operating expenditures decrease slightly to $24,000. Expenditures provide resources for event supplies, program supplies, and miscellaneous supplies.

Strategic Focus 3.3 - Leverage state funding, through ACOG, for program offered to Spartanburg County residents 3.4 - Funding provided through this division supports the implementation of additional senior programming to better

serve this growing segment of our population

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 129,740 125,309 154,895 145,619 159,649 $ 14,030 Operating 15,560 27,233 23,692 24,500 24,000 $ (500)Minor Capital - - - - - $ - Other - - - - - $ - Expenditures Total $ 145,300 $ 152,543 $ 178,586 $ 170,119 $ 183,649 $ 13,530

Funding Source by FundSpartanburg Parks Fund 145,300 152,543 178,586 170,119 183,649 $ 13,530 Funding Source Total $ 145,300 $ 152,543 $ 178,586 $ 170,119 $ 183,649 $ 13,530



Quality of Life

PARK RECREATION CENTERS Department Description This division operates five community centers and two recreation centers in the County (Cleveland Park Event Center, T.W. Edwards Community Center in Pacolet, Woodruff Leisure Center, Timken Community Center in Cowpens, Chesnee Community Center, Inman Recreation Center and Lake Cooley Outdoor Center). It also provides "On-Demand" recreation programs using volunteers and contractors and operates youth recreation, outdoor recreation, therapeutic recreation and 50+ wellness programs. Whenever possible, the division partners with schools, civic organizations, human service agencies, and local government departments to provide services.

Department Goals & Objectives • Collaborate with school districts, municipalities and other public and private organizations to expand availability

of facilities for public recreation • Manage, promote and expand popular special events, such as the Daddy/Daughter Dance, Senior Enrichment

Day, Senior Sports Classic, and others • Provide quality meeting, event, and picnic venues for individuals, organizations, and corporations within

assigned facilities • Continue expansion of outdoor recreation programming at Lake Cooley Park • Utilize contractors and volunteers to provide recreation programs at parks and recreation centers owned or

managed by Spartanburg County • Encourage and ensure maintenance of “Certified Parks and Recreation Professional” certification through the

National Parks and Recreation Association for all full-time employees Budget Summary



• Operating expenditures decrease slightly from the prior year. Of the $242,600 allocated for operations, $79,600 provides for contract services, much of which is offset by program revenues; $75,000 is budgeted for building maintenance of all centers, including Cleveland Park; $80,000 is budgeted for operational supplies; and $8,000 is budgeted for development and outfitting of employees.

Strategic Focus 1.3 - Provide family oriented recreation programs and special events to promote educational programs and

resources at parks and community centers

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 479,796 496,594 504,954 522,999 541,257 $ 18,258 Operating 343,739 265,890 219,042 243,600 242,600 $ (1,000)Minor Capital 10,500 21,161 - - - $ - Other - - - - - $ - Expenditures Total $ 834,035 $ 783,645 $ 723,996 $ 766,599 $ 783,857 $ 17,258




Quality of Life

1.5 - Expand the number of parks and recreation facilities available to the public via partnerships and collaboration with community partners

2.1, 2.2, 2.3 - This budget request includes the operation and maintenance of the Lake Cooley center, which will provide further opportunities for citizens and visitors to experience our natural resources. The operation of outdoor recreation programs, through this division, further supports the objectives of goal 2.

3.1 - Provide quality programs and special events. 3.1, 3.2, 3.4 - This budget has a focus on the department working with many community partners to maximize the use of

resources and the quality of services. Additionally, the department is focused on continuous improvement as a means to provide outstanding customer service to residents and visitors.


Quality of Life

PARK RECREATION PROGRAMS Department Description The Recreation Programs division operates therapeutic recreation, youth recreation and outdoor recreation programs. Whenever possible, the team partners with schools, civic organizations, human service agencies, and local government departments to provide services.

Department Goals & Objectives • Encourage character-building and healthy lifestyles through the expansion of youth development programs, such

as After Class Enrichment (ACE), Summer Camp programs, and teen programs. • Expand the Outdoor Recreation program to promote nature-based tourism and the safe enjoyment of outdoor

recreation assets and activities, as well as to encourage an appreciation for conservation of Spartanburg County’s natural resources

• Identify methods to use youth sports tourism as a vehicle to promote greater utilization of Spartanburg County’s natural attractions for outdoor recreation and nature-based tourism

• Provide oversight for the existing Area 12 Special Olympics program and look to expand sports available. • Work closely with Carolina Miracle League and other organizations that provide therapeutic recreation services • Encourage and ensure maintenance of “Certified Parks and Recreation Professional” certification through the

National Parks and Recreation Association for all full-time employees. Budget Summary


• Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the SC retirement system. Personnel services also includes a 5% increase in the internal health insurance rate. Temporary help increases by $55,000 plus associated fringe benefits to supplement the full-time staff.

• Operating expenditures decrease slightly from the prior year. Of the total $123,500 operating budget, $85,000 is allocated for operating supplies, much of which supports the ACE program, $31,500 is allocated for contract services providing janitorial and instructor services, and $7,000 is allocated for staff development and outfitting.

Strategic Focus 1.3 - Provide high-quality youth development programs and special events to promote educational programs

and resources 1.5 - Expand the number of parks and recreation facilities available to the public via partnerships and

collaboration with community partners

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 800,508 869,037 934,586 903,565 999,150 $ 95,585 Operating 120,119 138,495 124,119 132,400 123,500 $ (8,900)Minor Capital - - - - - $ - Other - - - - - $ - Expenditures Total $ 920,627 $ 1,007,533 $ 1,058,705 $ 1,035,965 $ 1,122,650 $ 86,685

Funding Source by FundSpartanburg Parks Fund 920,627 1,007,533 1,058,705 1,035,965 1,122,650 $ 86,685 Funding Source Total $ 920,627 $ 1,007,533 $ 1,058,705 $ 1,035,965 $ 1,122,650 $ 86,685



Quality of Life

2.1, 2.2, 2.3 - This budget request includes funds to offer a variety of programs to both citizens and visitors. These programs highlight and utilize our facilities and the natural resources of the County. Included in this budget is the outdoor recreation program that promotes access and use of natural resources.

3.2 - Provide quality programs and special events 3.1, 3.2, 3.4 - This budget has a focus on the department working with many community partners to maximize the use

of resources and the quality of services. Additionally, the department is focused on continuous improvement as a means to provide outstanding customer service to residents and visitors.


Quality of Life

PARK OPERATIONS Department Description The Park Operations division is responsible for managing the utilization of all Spartanburg County owned or operated sports facilities by the County's volunteer recreation groups and tournament organizers. The division is also responsible for all programming of the County's adult sports leagues. The division manages special events, other than those managed by the Recreation division, and oversees daily operation of the County's parks. Parks Operations works closely with Maintenance to maintain and secure facilities.

Department Goals & Objectives • Work with the Convention and Visitors Bureau to continue recruiting and providing support to economic-

impact producing tournaments, and to solicit sponsorships for these events. • Expand the type and number of tournaments attracted to Spartanburg County. • Work with Spartanburg County volunteer youth athletic associations to schedule and support league play in

lacrosse, soccer, football, baseball and softball. Hold routine information-sharing sessions among volunteer recreation groups to promote cooperation and compliance with regulations.

• Plan and implement new adult sports leagues, such as ultimate Frisbee and flag football. • Provide quality meeting, events and picnic venues for individuals, organizations and corporations within

assigned facilities. • Plan, implement, and direct new tournaments in conjunction with local partners and supporters.

Budget Summary


• Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the SC retirement system. Personnel services also includes a 5% increase in the internal health insurance rate. A total of $200,000 plus associated fringe is allocated for temporary help to host tournaments, conduct routine duties, and to implement the goals of this division.

• Of the total $143,520 allocated for operations, $57,500 is allocated for contract services (tournament fees, umpire services, contract security, and toilet rental), $17,000 independent contractors (scorekeepers, security, etc.), for $35,000 for operational supplies, $11,000 for tournament recruitment, $13,000 in sponsorship related expenditures, and $10,020 for staff development and outfitting.

Strategic Focus

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services 607,329 637,633 686,430 715,729 741,785 $ 26,056 Operating 72,343 86,843 158,730 140,500 143,520 $ 3,020 Minor Capital - - - - - $ - Other - - - - - $ - Expenditures Total $ 679,672 $ 724,476 $ 845,160 $ 856,229 $ 885,305 $ 29,076




Quality of Life

2.1, 2.2, 2.3 - Resources allocated as part of this budget directly supports all three objectives of goal 2. Funding provides for the operation of sports tourism focused venues, tournaments and for the recruitment of additional tournaments/events.

3.3 - Look to leverage additional funding through sponsorships and tournament revenue 3.4 - Continue to evaluate operations to maximize efficiency 3.2 - Provide quality programs and special events


Quality of Life

PARK CAPITAL & DEBT TRANSFERS Department Description This department accounts for transfers made to the Debt Service Fund for repayment of debt obligations related to the Parks department. Debt obligations include a General Obligation bond incurred for renovations that occurred at Cleveland Park. Funds are transferred to the debt service fund to provide resources to cover these obligations. Additionally, transfers are made to the Capital Improvement Plan fund for park related capital projects.

Department Goals & Objectives • To provide resources to fund debt service obligations and capital projects as included in the Capital

Improvement Plan. Budget Summary


• Other expenditures decrease with the final payment to debt service having been made in FY 2019/20. Additionally, funding recommendations for the CIP differ from year to year. Funding allocations for FY 2020/21 include: $452,000 for the Athletic Field Lighting; $25,000 for the HVAC Replacement capital project; $150,000 for the Community Park Improvements project; $45,000 for the Playground Improvement project; $225,000 for Community Center Improvements; and $273,000 for the Parks Vehicle & Capital Equipment Replacement project. Additional information on these projects can be found in the FY 2021-25 Recommended Capital Improvement Plan document.

Strategic Focus 2.1, 1.5 –The Community Park Improvements, Cleveland Park Renovation, HVAC Replacement, and Playground

Improvement projects will address the condition of existing County quality of life infrastructure by funding renovations and safety improvements aimed at increasing the usefulness of these assets to the community and extending their useful lives.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services - - - - - $ - Operating - - - - - $ - Minor Capital - - - - - $ - Other 1,095,770 1,024,936 1,251,497 1,273,443 1,170,000 $ (103,443)Expenditures Total $ 1,095,770 $ 1,024,936 $ 1,251,497 $ 1,273,443 $ 1,170,000 $ (103,443)

Funding Source by FundSpartanburg Parks Fund 1,095,770 1,024,936 1,251,497 1,273,443 1,170,000 $ (103,443)Funding Source Total $ 1,095,770 $ 1,024,936 $ 1,251,497 $ 1,273,443 $ 1,170,000 $ (103,443)

Authorized Staffing by FundSpartanburg Parks Fund - - - - - - Authorized Staffing Total - - - - - -


Quality of Life

SPARTANBURG COMMUNITY COLLEGE Department Description Spartanburg Community College is a comprehensive, public, suburban, two-year technical college serving the citizens of the Upstate counties of Spartanburg, Union and Cherokee in South Carolina. Students are provided pre-baccalaureate programs and courses that transfer to other colleges and universities while assisting students in achieving their professional and personal goals.

Department Goals & Objectives • To provide accessible, affordable, equitable, state-of-the-art, post-secondary education that effectively prepares

students to enter, adapt to, or advance in technical or service career fields. Budget Summary


• The Community College’s requested budget is supported by a millage rate of 6.2 mils. The millage is used for general operations, maintenance and deferred maintenance.

• The FY 2020/21 allocation includes funding to continue renovations at the Powers Building for HVAC, lighting and roofing.

Strategic Focus 1.3, 1.1, 1.4 - To advance economic development in Spartanburg through programs which address emerging and

continuing employment needs in a rapidly changing global environment. Funding from this budget also goes to support the Tyger River Campus which provides a location and resources for entrepreneurship initiatives and for retaining, recruiting and expanding businesses or industries. Specifically, the center provides space for setting up new production lines for training, beta testing, and the temporary housing of inventory.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20



Operating - - - - - $ -


Other 7,729,000 8,017,000 8,269,000 8,753,000 9,281,000 $ 528,000



Community College Fund 7,729,000 8,017,000 8,269,000 8,753,000 9,281,000 $ 528,000



Community College Fund - - - - - -



Quality of Life

HOSPITALITY TAX ADMINISTRATION Department Description The Local Hospitality Tax provides a dedicated revenue source and an appropriate means of funding tourist-related infrastructure and capital improvement projects. The tax was adopted by ordinance as authorized in Article 7 of Chapter 1 of Title 6 of the Code of Laws of South Carolina, 1976, as amended, and is generally referred to as the “Local Hospitality Tax Act”. Collection of the County’s 2% tax on prepared meals and beverages began on January 1, 2008; it is collected by business owners and remitted directly to Spartanburg County. Proceeds from the collection of Hospitality Tax are utilized to satisfy debt service obligations related to tourism focused parks, fund the promotion of Spartanburg County for tourism purposes, and to fund capital projects and operational expenditures incurred for tourism. Department Goals & Objectives

• Continue and expand our focus on voluntary compliance with the Hospitality Tax ordinance • Strengthen mechanisms to encourage late-payers to pay more timely • Where possible, partner with tourism providers and promoters to support tourism efforts, including the sharing

of non-confidential data Budget Summary


• Personnel services includes a full-year of class and compensation adjustments implemented during FY 2019/20 as well as an increase of approximately 1% for the County’s share of a contribution rate increase for the SC retirement system. Personnel services also includes a 5% increase in the internal health insurance rate. This department contains 1 full-time position fully funded by hospitality tax, and 1 full-time split position (split with General Fund).

• Of the total $10,051 allocated for operations, approximately $3,800 is allocated for software system enhancements, $2,000 is allocated for staff training, and $4,200 is allocated for enforcement activities and office operations.

• Other includes overhead charges from the General Fund and the Information Technologies Fund. Charges from General Fund decrease this year due to lower projected revenues due to the current economic climate.

Strategic Focus Goal 2 – The resources provided as part of this budget allow for the collection of the Hospitality Tax which serves as a

vital funding source for the completion of Council’s goals related to capitalizing on tourism opportunities.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20



Operating 964 528 432 9,160 10,051 $ 891

Minor Capital 176 - - 500 - $ (500)

Other 127,317 93,433 93,608 122,288 97,030 $ (25,258)



Hospitality Tax Fund 209,839 175,693 171,914 214,200 188,150 $ (26,050)



Hospitality Tax Fund 3 3 2 2 2 -



Quality of Life

TOURISM SUPPORT Department Description The Tourism Support cost center houses funding for agencies which promote an enhanced quality of life to the citizens of Spartanburg County as well increase tourism in Spartanburg County. Funding is derived from the 2% Local Hospitality Tax. Department Goals & Objectives

• To provide funding to agencies who promote tourism with a focus on enabling County Council to meet their goals and objectives

Budget Summary


• Contributions to the Chapman Cultural Center and the Spartanburg Regional History Museum remain at the FY 2019/20 levels, while the contribution to the Convention and Visitors Bureau (CVB) increases by $12,000. Funding for other outside agencies is not included for FY 2020/21.

Agency Description Funding Level Chapman Cultural Center

Chapman Cultural Center was created as a result of a countywide cultural plan advancing culture by promoting arts in education, and increased availability, awareness, and accessibility to the arts, sciences, and humanities throughout the County. Spartanburg County contributes to the operational budget of the agency. www.chapmanculturalcenter.org

$235,000

Convention and Visitors Bureau (CVB)

The CVB is the official destination marketing organization for the County of Spartanburg. The CVB is responsible for implementation of the County’s Tourism Action Plan and other tourism related programs as approved by County Council. www.visitspartanburg.com

$307,000

Spartanburg Regional History Museum

The History Museum fosters education of citizens and visitors of Spartanburg County on the history of the region. The museum is managed by the Spartanburg County Historical Association. Spartanburg County contributes to the operational budget of the agency. www.spartanburghistory.org

$39,150

Strategic Focus 2.2 - County Council has partnered with the CVB to implement and promote its tourism action plan. The CVB reports

back to County Council on an annual basis on the financial impact sports tournaments and conventions have had in the local economy.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20



Operating 500,650 501,334 546,650 579,150 581,150 $ 2,000


Other - - - - - $ -



Hospitality Tax Fund 500,650 501,334 546,650 579,150 581,150 $ 2,000



Hospitality Tax Fund - - - - - -


http://www.chapmanculturalcenter.org/

http://www.visitspartanburg.com/

http://www.spartanburghistory.org/


Quality of Life

TOURISM CAPITAL TRANSFERS Department Description This cost center provides for the transfer of Hospitality Tax resources to other funds in direct support of tourism related activities including capital projects, operational expenses, and repayment of debt. Department Goals & Objectives

• To provide resources to fund debt service obligations, fund capital projects as included in the Capital Improvement Plan, and to fund tourism related operating expenditures in the Parks Department.

Budget Summary


• Other expenditures increase from the prior year based on recommended funding for capital improvement plan projects.

o The FY 2020/21 allocation in transfers to the CIP Fund includes: $25,000 for the Bicycle & Pedestrian.

o Transfers to the Parks Fund includes $2,067,500 for tourism operations. o A $1,218,200 transfer to the Debt Service Fund is budgeted to satisfy principal and interest payments on

the Hospitality Tax Certificates of Participation. Strategic Focus 2.1, 2.2 – The CIP projects provide funding for parks and park infrastructure that attract tourists to Spartanburg

County. The transfer for support of tourism operational expenditures allows the County to operate Tyger River Park and other tourism focused facilities as well as to implement other aspects of the Tourism Action Plan.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20



Operating - - - - - $ -


Other 3,563,863 3,721,450 3,652,250 4,247,650 3,310,700 $ (936,950)



Hospitality Tax Fund 3,563,863 3,721,450 3,652,250 4,247,650 3,310,700 $ (936,950)



Hospitality Tax Fund - - - - - -



Quality of Life

ACCOMMODATIONS TAX Department Description By a 1984 Act of the State General Assembly, a 2% tax is imposed on all accommodations in the State of South Carolina. These funds are collected by the State and then distributed to all counties and municipalities. The funds must be spent for tourism promotion and tourism related expenditures. Tourism projects and promotions are reviewed by the county Accommodations Tax Advisory Committee and a funding recommendation is presented to County Council for review and consideration. In addition, a 3% local accommodations tax was implemented in 1997 by the County for the purposes of promoting tourism in the County. Funding is provided for repayment of debt related to the Memorial Auditorium and operations of the Auditorium. Department Goals & Objectives

• To provide resources to agencies and operations that promote the tourism industry in Spartanburg County Budget Summary


• Specific funding allocations are recommended to County Council by the Accommodations Tax Advisory Committee with exception of the allocation to the Chamber of Commerce (parent organization of the Convention and Visitors Bureau). The enabling statues for the State Accommodation Tax specify that a portion of funding must be allocated to the County General Fund (recorded as General Fund revenue) and a portion must go to the local Chamber.

• For FY 2020/21 we expect Accommodations Tax revenue to increase based on a correction in the split between the city and county revenues.

Strategic Focus 2.1, 2.2- The Accommodations Tax Advisory Committee makes funding and policy recommendations to Council

regarding the expenditure of accommodations tax funds which ultimately serve to promote tourism and to implement recommendations of the Tourism Action Plan.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20



Operating 600,000 453,250 522,418 380,000 731,924 $ 351,924


Other - - - - - $ -



Special Revenue Fund 600,000 453,250 522,418 380,000 731,924 $ 351,924






Transfers/Other

TRANSFERS/OTHER

Transfers between All Funds at a Glance

Details on the transfers out of each fund can be found in the appropriate functional area section for each fund. For example, transfers out of the Solid Waste Fund are found in the Public Works section of the book. This table includes only funds which have a transfer of funds in or out, it does not include funds without transfers.

ToGeneral

Fund

Special Revenue

Fund

Public Defender

Fund


Fund

Detention Facility Fund

Spartanburg Parks Funds

Victim Service Fund

Capital Project Fund

Debt Service Fund

Total from Each Fund

From

General Fund - 711,101 1,375,051 54,642 15,499,750 - 239,701 3,132,900 - 21,013,145

Stormwater Management Fund - - - - - - - 250,000 - 250,000

Solid Waste Fund - - - - - - - 2,239,078 1,061,950 3,301,028

Methane Fund 250,000 250,000

9-1-1 Phone System Fund - - - - - - - 35,000 - 35,000

Spartanburg Parks Fund - - - - - - 1,220,000 - 1,220,000

Hospitality Tax Fund - - - - - 2,067,500 - 25,000 1,218,200 3,310,700

Fire Department Fund - - - - - - - - 15,654 15,654

Public Library System Fund - - - - - - - 772,501 772,501

Total to Each Fund - 711,101 1,375,051 54,642 15,499,750 2,067,500 239,701 7,151,978 3,068,305


Transfers/Other

Interfund Charges between All Funds at a Glance

Spartanburg County has two types of interfund charges: overhead allocation charges and indirect charges. Overhead allocation charges are charges from the general fund to other funds for services of general fund departments and services such as human resources, purchasing, finance, insurance, and retiree healthcare among others. Indirect charges are charges from internal service funds to user department for services of facilities maintenance, information technologies, and fleet maintenance. With the exception of Fleet Labor charges, interfund charges appear as their own “department” in a funds budget and are categorized as other expenditures. Details on the interfund charges out of each fund can be found in the appropriate functional area section for each fund. For example interfund charges out of the Storm Water Management and Solid Waste Funds are found in the Public Works section of the book.

ToGeneral

Fund

Road Maint.

Fee Fund

Storm-water Fund

Solid Waste Fund

Fleet Services

Fund

Facilities Maint. Fund

Public Defender

Fund

9-1-1 Phone Fund

Information Technologies

FundSpartanburg Parks Fund


Health Insurance

FundTotal from Each Fund

From

General Fund - 272,905 74,151 574,917 68,183 113,682 5,000 62,122 165,333 633,221 88,246 - 2,057,760

Facilities Maintenance Fund 2,676,540 14,304 14,304 - 89,355 - - - 44,043 55,628 - 18,861 2,913,035

Information Technologies Fund 3,589,835 - 39,528 53,815 41,662 - - 35,136 - - 8,784 - 3,768,760

Total to Each Fund 6,266,375 287,209 127,983 628,732 199,200 113,682 5,000 97,258 209,376 688,849 97,030 18,861


Transfers/Other

GENERAL FUND TRANSFERS OUT Department Description This cost center accounts for dollars transferred from the General Fund to other County funds including the Community Development Fund, Capital Projects Funds, Public Defender Fund, Detention Fund, Special Revenue Fund, and the Victim Service Fund. Budget Summary


• Transfers to other funds decrease in part due to a decrease in the amount of transfer to the Capital Project Fund for project support. Transfers to the Special Revenue Fund, the Community Development Fund, Detention Facility Fund, and Victim Service Fund provide coverage for personnel expenses.

• Transfers to the Special Revenue Fund include: o $44,860 for Circuit Solicitor grant programs including a VAWA grant and a Juvenile Arbitration grant o $457,046 for a Sheriff’s Office School Resource Officer (SRO) positions o $132,889 for SPATS program match o $76,306 in matching rent for the DSS Facility on Pine Street

• Transfers to the Public Defender Fund for the Spartanburg County Public Defender’s Office increase by $377,016 to $1,375,051.

• Transfers to the Community Development Fund decrease slightly based on anticipated decreases in funding. • Transfers to the Detention Facility increase to $15,499,750 for FY 2020/21. • Transfers to the Victim Assistance Fund decrease to $239,701 for FY 2020/21 • Transfers to the CIP fund decrease $1,531,353 to a total of $3,132,900 and include funding for the following

capital projects: Countywide Asphalt Resurfacing $300,000; County Facilities Repair & Maintenance $175,000; VoIP Phase 5 $14,000; General Fund-Roads & Bridges Vehicle & Capital Equipment Replacement $1,146,000; General Fund Vehicle & Capital Equipment Replacement $315,000; Steve Belue Infrastructure Fund $425,000; 800 MHZ Radio Replacement $390,100; Mass Spectrometer Replacement $152,000; EMS Stretchers $76,400; Admin Fire Alarm Panel Replacement $30,000; Generator and Power Transfer Switches $92,000; and Solicitor’s Office Server Upgrades $17,400.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services - - - - - $ - Operating - - - - - $ - Minor Capital - - - - - $ - Other 19,860,972 20,436,643 20,432,529 21,867,332 21,013,145 $ (854,187)Expenditures Total $ 19,860,972 $ 20,436,643 $ 20,432,529 $21,867,332 $21,013,145 $ (854,187)

Funding Source by FundGeneral Fund 19,860,972 20,436,643 20,432,529 21,867,332 21,013,145 $ (854,187)Funding Source Total $ 19,860,972 $ 20,436,643 $ 20,432,529 $21,867,332 $21,013,145 $ (854,187)



Transfers/Other

DEBT SERVICE Department Description The Debt Service Fund accounts for the accumulation of resources and payments associated with General Obligation Bonds, Revenue Bonds, Certificates of Participation, and Capital Leases. Budget Summary


• General Obligation Bond debt service, including bond paying agent fees, total $5,226,996. • Brownfield loan debt service, which paid for the clean-up at Victor Mill, is budgeted at $160,084. • Debt service related to the Hospitality Tax Certificates of Participation is budgeted at $1,218,200. • Debt service for the Solid Waste Revenue Bonds is budgeted at $1,061,950. During FY 2016/17 certain

maturities of this series were refunded which yielded savings. • Capital leases and associated advisor and legal fees are budgeted at $2,120,770.

FY16/17 Actual

FY17/18 Actual

FY18/19 Actual

FY19/20 Budget

FY20/21 Budget

$Inc/Dec FY21-20

Expenditures by CategoryPersonnel Services - - - - - $ - Operating - - - - - $ - Minor Capital - - - - - $ - Other 9,630,988 9,686,175 10,490,645 11,682,000 9,788,000 $ (1,894,000)Expenditures Total $ 9,630,988 $ 9,686,175 $ 10,490,645 $11,682,000 $ 9,788,000 $ (1,894,000)

Funding Source by FundDebt Service Fund 9,630,988 9,686,175 10,490,645 11,682,000 9,788,000 $ (1,894,000)Funding Source Total $ 9,630,988 $ 9,686,175 $ 10,490,645 $11,682,000 $ 9,788,000 $ (1,894,000)

Authorized Staffing by FundDebt Service Fund - - - - - - Authorized Staffing Total - - - - - -

Principal Interest Fees Transfer TotalGeneral Obligation Bond 4,195,000 1,014,169 17,827 - 5,226,996 Brownfield Loan 158,103 1,981 - - 160,084 Hospitality Tax COPS 840,000 378,200 - - 1,218,200 Solid Waste Revenue Bonds 760,000 301,950 - - 1,061,950 Capital Leases 1,985,145 127,625 8,000 - 2,120,770 Total 7,938,248 1,823,925 25,827 - 9,788,000


Fund Detail

Fund Structure Chart

Note: Funds in teal are appropriated (budgeted) funds.

General Fund

General Fund (100)


Road Maintenance Fee Fund (210)

Storm Water Management

Fund (211)

Solid Waste Fund (220)

Forfeited Gambling Fund

(230)

Methane Fund (221)

Drug Enforcement Fund (231)

Special Revenue Fund (250)

Sheriff Federal Sharing Fund (232)

Public Defender Fund (245)

Transportation Service Bureau

Fund (294)


Fund (253)

Workforce Investment Board

Fund (251)

Detention Fund (235)

9-1-1 Phone System Fund (236)

Palmetto Landfill Fund (222) Parks Fund (200)

Hospitality Tax Fund (201)

Victim Assistance Fund (237)

Fire Department Fund (238)


College Fund (295)

Charles Lea Center Fund (296) Library Fund (297)

Internal Service Funds

Fleet Services Fund (500)

Facilities Maintenance Fund

(501)

Information Technology Fund

(505)

Health Insurance Fund (510)

Capital Project Funds

C/P Roads State Grants (294)

Capital Improvement Plan

Fund (300)

Capital Penny Sales Tax Fund

(301)

Debt Service Funds

Debt Service Fund (400)


Fund Detail

Accrual Basis of Budgeting

Proprietary Funds

Internal Service Funds

Fleet Services Fund

Information Technology

Fund

Health Insurance Fund

Facilities Maintenance

Fund

Modified Accrual Basis of Budgeting

Governmental Funds

Debt Services FundGeneral FundCapital Project

Funds

C/P Roads State Grant

Capital Improvement

Plan Fund



Road Maintenance

Fee FundLibrary Fund

Workforce Investment Board Fund


College Fund

Charles Lea Center Fund

Victim Assistance

Fund


Parks Fund

Palmetto Landfill Fund

9-1-1 Phone Fund

Detention FundMethane Fund


Industrial Development

Fund

Public Defender Fund

Sheriff Federal Sharing Fund

Fire Department

Fund

Drug Enforcement

Fund

Special Revenue Fund

Forfeited Gambling

Fund

Stormwater Management

FundSolid Waste

Fund

In governmental funds such as the General Fund, Capital Improvement Funds, Debt Service Fund, and Special Revenue Funds, the Basis of Budgeting is modified accrual. Modified accrual recognizes revenues when they are both measurable and available. Expenditures generally are recorded when a liability is incurred. Proprietary Funds, Internal Service Funds, are unique in the fact that they use the accrual Basis of Budgeting. Accrual basis records revenues when earned and expenditures when a liability is incurred, regardless of the timing of related cash flow. When working with the governmental funds and proprietary funds, it is important to remember that the Basis of Budgeting used is the same as the Basis of Accounting.

Basis of Budgeting Chart


Fund Detail

General Fund

This fund is used to account for resources traditionally associated with government which are not required legally or by sound financial management to be accounted for in another fund. The general operations and maintenance activities for the County are accounted for in the General Fund. Information on the General Fund can be found throughout the operating section of the Recommended Operating Budget.

FY 2020/21 includes a planned use of the general fund capital reserve (assigned fund balance) for capital projects. Planned capital reserve funded projects include replacement of public safety items such as 800 MHZ radios, a mass spectrometer, and EMS stretchers; replacement of vehicle and heavy equipment for general fund departments to include Roads & Bridges; funding for the Steve Belue infrastructure/economic development project; purchase a portable generator and install power transfer switches for Registration & Elections and Fleet; and replace the fire alarm panel at the County Administration building.

FY 16/17 Actual

FY 17/18 Actual

FY 18/19 Actual

FY 19/20 Budget

FY 20/21 Budget

$ Inc/Dec FY 21-20

% Inc/Dec FY 21-20

RevenuesTaxes 64,533,439 67,516,178 72,030,435 72,780,649 77,654,339 4,873,690 7%

Permits, Fees, Fines 12,467,611 13,811,820 14,896,534 12,600,800 12,757,700 156,900 1%

Interest Income 941,908 1,278,126 3,653,848 750,000 200,000 (550,000) -73%

Intergovernmental 17,471,889 17,852,273 18,347,254 19,321,811 17,623,791 (1,698,020) -9%

Miscellaneous 340,876 704,735 673,938 494,487 510,280 15,793 3%

Fund Balance Appropriated - - - 4,664,253 2,623,890 (2,040,363) -44%Revenue Total 95,755,723 101,163,132 109,602,009 110,612,000 111,370,000 758,000 1%

Transfers-in

Transfer from Parks Fund - 400,000 10,175 - - - N/A

Transfers-in Total - 400,000 10,175 - - - N/A

Revenue and Transfer-in Total 95,755,723 101,563,132 109,612,184 110,612,000 111,370,000 758,000 1%

Expenditures

Personnel Services 53,681,371 54,964,093 57,689,726 63,401,464 63,398,601 (2,863) 0%

Operating 14,970,048 14,818,454 15,410,216 17,846,826 18,860,442 1,013,616 6%

Capital/Minor Capital 256,748 216,133 181,023 78,966 111,300 32,334 41%

Other 4,939,820 5,498,160 6,550,257 7,417,412 7,986,512 569,100 8%

Expenditure Total 73,847,987 75,496,840 79,831,221 88,744,668 90,356,855 1,612,187 2%

Transfer-outTransfer to Special Revenue Fund 283,442 407,160 369,110 341,316 711,101 369,785 108%Transfer to Public Defender Fund 998,035 998,035 998,035 998,035 1,375,051 377,016 38%Transfer to Community Development Fund 50,338 49,086 51,428 54,774 54,642 (132) 0%Transfer to Detention Fund 14,860,150 14,902,706 15,195,514 15,391,514 15,499,750 108,236 1%Transfer to Health Insurance Fund 561,933 607,120 779,141 - - - N/ATransfer to Victim Service Fund 170,893 150,891 180,551 267,440 239,701 (27,739) -10%Transfer to Storm Water Fund - - 50,000 150,000 - (150,000) -100%Transfer to Capital Project Fund 2,936,180 3,321,645 2,808,750 4,664,253 3,132,900 (1,531,353) -33%Transfer to Debt Service Fund - - - - - - N/A

Transfer-out Total 19,860,971 20,436,643 20,432,529 21,867,332 21,013,145 (854,187) -4%

Expenditure and Transfer-out Total 93,708,958 95,933,484 100,263,750 110,612,000 111,370,000 758,000 1%

Available Fund BalanceBeginning Fund Balance 23,592,527 25,639,292 31,268,940 40,617,374 35,953,121 Prior Period Adjustment - - - - - Add To/(Use Of) Fund Balance 2,046,765 5,629,648 9,348,434 (4,664,253) (2,623,890)

Year End Fund Balance 25,639,292 31,268,940 40,617,374 35,953,121 33,329,231


Fund Detail

General Fund - Fund Balance Detail

County Council’s policy is to maintain between 15% and 20% of General Fund revenue in its unassigned fund balance. Any excess revenues over expenditures at the conclusion of the current fiscal year will be added to fund balance. The size of the fund balance can affect our ability to withstand financial emergencies. Much depends on the circumstances, such as the kinds of natural disasters or hardships that the County may be subject to and the adequacy of its insurance coverage, the flexibility of the revenue base, the overall financial health, new state regulations, and national economic conditions.

FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19

Nonspendable 1,657 2,371 2,371 707 3,030 4,960 3,093 6,128

Restricted - - - - - - - -

Committed 310,047 372,996 79,490 341,228 518,548 105,947 58,953 318,020

Assigned 319,143 436,330 2,069,914 5,842,228 5,553,361 6,103,444 10,386,440 17,785,092

Unassigned 8,008,282 9,097,069 11,585,942 14,133,898 17,517,587 19,424,939 20,820,454 22,508,134 Total Fund Balance 8,639,129 9,908,766 13,737,717 20,318,061 23,592,526 25,639,290 31,268,940 40,617,374

-

5,000,000

10,000,000

15,000,000

20,000,000

25,000,000

FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19

Unassigned Fund Balance


Fund Detail


This fund is used to account for the fees collected for maintenance and improvement of transportation infrastructure in Spartanburg County, as well as to pay for the debt service obligations of any outstanding bond indebtedness issued for County transportation infrastructure.

FY 16/17 Actual

FY 17/18 Actual

FY 18/19 Actual

FY 19/20 Budget

FY 20/21 Budget

$ Inc/Dec FY 21-20

% Inc/Dec FY 21-20

Revenues

Taxes - - - - - - N/A


Interest Income 10,660 39,296 70,183 18,000 20,000 2,000 11%

Intergovernmental - - 3,176 3,176 3,176 - 0%

Miscellaneous 13,347 - 140,936 2,000 2,000 - 0%

Fund Balance Appropriated - - 50,000 12,824 11,824 (1,000) -8%

Revenue Total 6,696,301 6,804,521 7,137,718 6,971,000 7,100,000 129,000 2%

Transfers-in Total - - - - - - N/A


Expenditures

Personnel Services 445,432 463,717 460,127 399,401 284,871 (114,530) -29%

Operating 1,172,887 1,151,522 1,312,271 1,528,766 1,700,120 171,354 11%

Capital/Minor Capital 3,320,474 3,117,676 3,586,391 3,860,000 3,903,800 43,800 1%

Other 1,328,150 1,026,560 1,003,003 1,182,833 1,211,209 28,376 2%

Expenditure Total 6,266,943 5,759,475 6,361,791 6,971,000 7,100,000 129,000 2%

Transfer-out Total - - - - - - N/A


Available Fund Balance

Beginning Fund Balance 5,017,243 5,446,601 6,491,647 7,217,575 7,204,751

Prior Period Adjustment - - - - -

Add To/(Use Of) Fund Balance 429,358 1,045,046 725,928 (12,824) (11,824) Year End Fund Balance 5,446,601 6,491,647 7,217,575 7,204,751 7,192,927


Fund Detail

Stormwater Management Fund

This fund accounts for the County’s regulation of stormwater in compliance with provisions of the South Carolina Pollution Control Act and the amended United States Clean Water Act.

FY 2020/21 includes the transition of grading permits revenue to the stormwater fund from the general fund as well as one project manager position. Planned capital projects for FY 2020/21 (transfer to capital project fund) include the purchase of a storm drain vacuum as well as annual funding for the countywide bridge & culvert replacement project.

FY 16/17 Actual

FY 17/18 Actual

FY 18/19 Actual

FY 19/20 Budget

FY 20/21 Budget

$ Inc/Dec FY 21-20

% Inc/Dec FY 21-20

Revenues

Taxes 1,034,805 1,072,199 1,186,248 1,213,463 1,254,064 40,601 3%

Permits, Fees, Fines - - - - 315,000 315,000 N/A

Interest Income 2,619 8,723 12,005 6,000 6,000 - 0%


Miscellaneous 5,560 - - - - - N/A

Fund Balance Appropriated - - - 378,202 37,601 (340,601) -90%

Revenue Total 1,042,984 1,080,922 1,202,588 1,602,000 1,617,000 15,000 1%

Transfer from General Fund - - 50,000 150,000 - (150,000) -100%

Transfer from Capital Project Fund 219,561 - - - - - N/A

Transfers-in Total 219,561 - 50,000 150,000 - (150,000) N/A

Revenue and Transfer-in Total 1,262,545 1,080,922 1,252,588 1,752,000 1,617,000 (135,000) -8%

Expenditures

Personnel Services 566,734 591,181 666,956 768,411 906,727 138,316 18%

Operating 250,996 234,484 196,834 269,855 269,898 43 0%

Minor Capital 807 905 1,098 2,500 2,500 - 0%

Other 75,364 109,806 118,410 146,576 187,875 41,299 28%

Expenditure Total 893,901 936,376 983,298 1,187,342 1,367,000 179,658 15%

Transfer-out

Transfer to Capital Project Fund 177,093 181,120 150,000 564,658 250,000 (314,658) -56%

Transfer-out Total 177,093 181,120 150,000 564,658 250,000 (314,658) -56%

Expenditure and Transfer-out Total 1,070,994 1,117,496 1,133,298 1,752,000 1,617,000 (135,000) -8%

Available Fund BalanceBeginning Fund Balance 1,062,732 1,254,283 1,217,709 1,336,998 958,796 Prior Period Adjustment - - - - - Add To/(Use Of) Fund Balance 191,551 (36,574) 119,290 (378,202) (37,601)

Year End Fund Balance 1,254,283 1,217,709 1,336,998 958,796 921,195


Fund Detail

Solid Waste Fund

This fund is used to account for the County’s landfill operations, trash collection costs for hauling, maintaining County convenience stations throughout the County, environmental enforcement, and litter control.

FY 2020/21 includes a planned use of the capital reserve for heavy equipment replacement.

FY 16/17 Actual

FY 17/18 Actual

FY 18/19 Budget

FY 19/20 Budget

FY 20/21 Budget

$ Inc/Dec FY 21-20

% Inc/Dec FY 21-20

Revenues

Taxes - - - - - - N/A


Interest Income 19,595 60,256 64,688 60,000 30,000 (30,000) -50%

Intergovernmental 130,435 161,968 213,021 232,070 210,070 (22,000) -9%

Miscellaneous 301,369 430,137 524,396 226,623 291,532 64,909 29%

Fund Balance Appropriated - - - 1,050,307 388,048 (662,259) -63%

Revenue Total 9,918,331 10,678,589 11,110,006 11,756,000 11,331,000 (425,000) -4%

Transfers-in

Transfer from Capital Project Fund - 50,493 - - - - N/A

Transfers-in Total - 50,493 - - - - N/A


Expenditures

Personnel Services 3,287,519 3,356,507 3,785,186 3,947,483 4,250,732 303,249 8%

Operating 2,358,008 2,231,525 2,432,496 2,736,982 3,150,508 413,526 15%

Minor Capital 1,481 1,538 6,477 25,000 - (25,000) -100%

Other 409,566 545,438 460,940 570,609 628,732 58,123 10%


Transfer-out

Transfer to Capital Project Fund 2,226,223 4,665,253 1,413,835 3,416,926 2,239,078 (1,177,848) -34%

Transfer to Debt Service Fund 1,267,260 1,140,600 1,140,400 1,059,000 1,061,950 2,950 0%

Transfer-out Total 3,493,483 5,805,853 2,554,235 4,475,926 3,301,028 (1,174,898) -26%


Available Fund BalanceBeginning Fund Balance 5,647,987 6,016,261 4,804,482 6,675,154 5,624,847 Prior Period Adjustment - - - - - Add To/(Use Of) Fund Balance 368,274 (1,211,779) 1,870,672 (1,050,307) (388,048)



Fund Detail

Fleet Services Fund

This fund accounts for revenues and expenditures related to the Fleet Services operation. This fund, known as an internal service fund, records the expenditures related to the repair of County vehicles and equipment. Funding is derived from inter-fund charges, which charge user departments for their utilization of services provided by the Fleet Services Department. The inter-fund charges are shown in the miscellaneous revenue line below.

FY 16/17 Actual

FY 17/18 Actual

FY 18/19 Actual

FY 19/20 Budget

FY 20/21 Budget

$ Inc/Dec FY 21-20

% Inc/Dec FY 21-20

RevenuesTaxes - - - - - N/APermits, Fees, Fines - - - - - N/AInterest Income - - - - - N/AIntergovernmental - - 6,410 6,410 6,410 - N/AMiscellaneous 1,257,429 1,340,437 1,377,199 1,594,942 1,594,337 (605) 0%Fund Balance Appropriated - - - - - N/A

Revenue Total 1,257,429 1,340,437 1,383,609 1,601,352 1,600,747 (605) 0%

Transfers-inTransfer from General Fund 2,587 - - - - - N/A

Transfers-in Total 2,587 - - - - - N/A

Revenue and Transfer-in Total 1,260,016 1,340,437 1,383,609 1,601,352 1,600,747 (605) 0%

ExpendituresPersonnel Services 948,029 974,064 991,936 1,106,433 1,105,795 (638) 0%Operating 108,890 136,084 203,960 155,802 175,918 20,116 13%Minor Capital 95,038 101,748 116,351 156,845 119,834 (37,011) -24%Other 114,254 120,529 161,704 182,272 199,200 16,928 9%

Expenditure Total 1,266,211 1,332,425 1,473,952 1,601,352 1,600,747 (605) 0%

Transfer-outTransfer-out Total - - - - - - N/A

Expenditure and Transfer-out Total 1,266,211 1,332,425 1,473,952 1,601,352 1,600,747 (605) 0%

Available Fund BalanceBeginning Fund Balance 102,384 96,189 104,201 13,858 13,858 Prior Period Adjustment - - - - - Add To/(Use Of) Fund Balance (6,195) 8,012 (90,343) - -

Year End Fund Balance 96,189 104,201 13,858 13,858 13,858


Fund Detail

The Forrester Center Fund

This fund has traditionally been used to account for the operations of The Forrester Center. The Forrester Center made the decision to separate from the operations of Spartanburg County government during FY 2018/19. All assets and the applicable accounting for those assets were removed from the County’s fund structure in the FY 2019/20 budget.

FY 16/17 Actual

FY 17/18 Actual

FY 18/19 Actual

FY 19/20 Budget

FY 20/21 Budget

$ Inc/Dec FY 21-20

% Inc/Dec FY 21-20

RevenuesTaxes - - - - - - N/APermits, Fees, Fines 495,890 506,364 305,877 - - - N/AInterest Income 6,577 22,039 19,647 - - - N/AIntergovernmental 2,604,687 2,481,780 1,652,086 - - - N/AMiscellaneous 488,854 389,573 228,311 - - - N/AFund Balance Appropriated - - - - - - N/A

Revenue Total 3,596,008 3,399,756 2,205,921 - - - N/A


Revenue and Transfer-in Total 3,596,008 3,399,756 2,205,921 - - - N/A

ExpendituresPersonnel Services 2,397,688 2,310,980 1,455,789 - - - N/AOperating 837,554 727,431 4,664,704 - - - N/AMinor Capital 31,346 37,304 820 - - - N/AOther - - 94,759 - - - N/A

Expenditure Total 3,266,588 3,075,715 6,216,072 - - - N/A


Expenditure and Transfer-out Total 3,266,588 3,075,715 6,216,072 - - - N/A

Available Fund BalanceBeginning Fund Balance 3,356,690 3,686,110 4,010,151 (0) (0) Prior Period Adjustment - - - - - Add To/(Use Of) Fund Balance 329,420 324,041 (4,010,151) - -

Year End Fund Balance 3,686,110 4,010,151 (0) (0) (0)


Fund Detail

Special Revenue Fund

This fund is used to account for revenues and expenditures primarily related to grants. This fund also accounts for activities funded with State “C-Funds” which are derived from the State gasoline excise tax and State and Local accommodations tax. Also included are Sheriff Department school resource officer (SRO) positions and associated operating expenses and offsetting revenues. Information on the Special Revenue Fund budget can be found throughout the operating section of the FY 2020/21 Recommended Operating Budget.

During FY 2019/20 7 SRO positions were added to the fund and are 100% reimbursed by the State and local school districts. Additionally for FY 2020/21, 30 SRO positions were shifted from the general fund to this fund, and these positions are partially funded by the local school districts. In FY 2019/20 original budget, C-Fund projects were incorrectly included in the operating account above instead of Minor Capital, this has been corrected for FY 2020/21. A use of fund balance is planned for FY 2020/21 as the Sheriff’s Office and Solicitor’s Office continue to draw down their accumulated restricted revenues.

FY 16/17 Actual

FY 17/18 Actual

FY 18/19 Actual

FY 19/20 Budget

FY 20/21 Budget

$ Inc/Dec FY 21-20

% Inc/Dec FY 21-20

Revenues

Taxes 2,354,361 584,380 393,458 380,000 300,000 (80,000) -21%

Permits, Fees, Fines 369,264 320,947 360,245 313,308 296,100 (17,208) -5%

Interest Income - - - - - - N/A

Intergovernmental 12,656,070 7,391,060 5,777,414 3,992,554 7,662,916 3,670,362 92%

Miscellaneous 10,909 7,508 303 - - - N/A

Fund Balance Appropriated - - - 116,773 165,883 49,110 42%

Revenue Total 15,390,604 8,303,895 6,531,420 4,802,635 8,424,899 3,622,264 75%

Transfers-in

Transfer from General Fund 283,442 414,660 369,110 341,316 711,101 369,785 108%

Transfer from Gambling Fund 1,300 - - - - - N/A

Transfers-in Total 284,742 414,660 369,110 341,316 711,101 369,785 108%

Revenue and Transfer-in Total 15,675,346 8,718,555 6,900,530 5,143,951 9,136,000 3,992,049 78%

Expenditures

Personnel Services 1,814,872 2,117,269 1,986,143 2,056,335 4,842,098 2,785,763 135%

Operating 546,584 426,481 457,094 2,603,945 708,221 (1,895,724) -73%

Minor Capital 10,878,056 5,592,568 3,915,028 56,500 2,683,757 2,627,257 4650%

Other 2,387,134 453,250 522,418 427,171 901,924 474,753 111%



Expenditure and Transfer-out Total 15,626,646 8,589,567 6,880,684 5,143,951 9,136,000 3,992,049 78%


Beginning Fund Balance 2,130,982 2,179,682 2,308,670 2,328,516 2,211,743 Prior Period Adjustment - - - - - Add To/(Use Of) Fund Balance 48,700 128,988 19,846 (116,773) (165,883)



Fund Detail

Facilities Maintenance Fund This fund is used to account for revenues and expenditures related to the Facilities Maintenance operation. This fund, known as an internal service fund, records the expenditures related to the repair of County buildings and facilities. Funding is derived from inter-fund charges, which charge user departments for their utilization of services provided by the Facilities Maintenance Department or their proportional occupation of County buildings.

FY 16/17 Actual

FY 17/18 Actual

FY 18/19 Actual

FY 19/20 Budget

FY 20/21 Budget

$ Inc/Dec FY 21-20

% Inc/Dec FY 21-20

RevenuesTaxes - - - - - N/APermits, Fees, Fines - - - - - N/AInterest Income - - - - - N/AIntergovernmental - - - 7,188 7,188 - 0%Miscellaneous 2,220,878 2,331,152 2,409,441 2,748,316 2,913,035 164,719 6%Fund Balance Appropriated - - - - - N/A

Revenue Total 2,220,878 2,331,152 2,409,441 2,755,504 2,920,223 164,719 6%



ExpendituresPersonnel Services 958,239 997,689 1,029,610 1,118,169 1,130,428 12,259 1%Operating 1,158,808 1,208,762 1,233,171 1,480,626 1,619,967 139,341 9%Minor Capital 38,657 48,506 58,314 54,832 56,146 1,314 2%Other 71,861 88,361 88,347 101,877 113,682 11,805 12%


Transfer-out Total - - - - N/A


Available Fund BalanceBeginning Fund Balance 76,125 69,438 57,273 57,273 57,273 Prior Period Adjustment - - - - - Add To/(Use Of) Fund Balance (6,687) (12,165) (0) - -



Fund Detail

Public Defender Fund This fund is used to account for revenues and expenditures related to the 7th Judicial Circuit Public Defender operations. The 7th Judicial Circuit encompasses both Spartanburg and Cherokee counties. This fund captures expenditures and revenues related to both counties. Expenditures for Cherokee County are borne by Cherokee County government and State supplements. Expenditures attributable to Spartanburg County are funded through State supplements and a transfer from General Fund. Expenditures for the Public Defender’s Office must be recorded in a separate fund in accordance with state law.

FY 16/17 Actual

FY 17/18 Actual

FY 18/19 Actual

FY 19/20 Budget

FY 20/21 Budget

$ Inc/Dec FY 21-20

% Inc/Dec FY 21-20

Revenues

Taxes - - - - - - N/A

Permits, Fees, Fines - - - - - - N/A


Intergovernmental 1,430,065 1,565,881 1,785,902 1,980,965 1,502,949 (478,016) -24%

Miscellaneous - - - - - - N/A

Fund Balance Appropriated - - - - - - N/A

Revenue Total 1,430,065 1,565,881 1,785,902 1,980,965 1,502,949 (478,016) -24%

Transfers-in

Transfer from General Fund 998,035 998,035 998,035 998,035 1,375,051 377,016 38%

Transfers-in Total 998,035 998,035 998,035 998,035 1,375,051 377,016 38%


Expenditures

Personnel Services 2,246,063 2,437,695 2,590,656 2,817,759 2,712,607 (105,152) -4%

Operating 115,685 117,744 150,414 156,241 160,393 4,152 3%

Minor Capital 28,841 - - - - - N/A

Other 5,000 5,000 5,000 5,000 5,000 - 0%

Expenditure Total 2,395,589 2,560,438 2,746,071 2,979,000 2,878,000 (101,000) -3%




Beginning Fund Balance 107,243 139,754 143,232 181,098 181,098

Prior Period Adjustment - - - - - Add To/(Use Of) Fund Balance 32,511 3,478 37,866 - -



Fund Detail


This fund is used for the United States Department of Housing and Urban Development (HUD) Grant.

FY 16/17 Actual

FY 17/18 Actual

FY 18/19 Actual

FY 19/20 Budget

FY 20/21 Budget

$ Inc/Dec FY 21-20

% Inc/Dec FY 21-20

RevenuesTaxes - - - - - - N/APermits, Fees, Fines - - - - - - N/AInterest Income - - - - - - N/AIntergovernmental 1,767,501 1,566,756 1,677,724 1,932,897 2,165,159 232,262 12%Miscellaneous 6,929 51,728 52,330 - - - N/AFund Balance Appropriated - - - - - - N/A

Revenue Total 1,774,430 1,618,484 1,730,054 1,932,897 2,165,159 232,262 12%

Transfers-inTransfer from General Fund 50,338 49,086 51,428 54,774 54,642 (132) 0%

Transfers-in Total 50,338 49,086 51,428 54,774 54,642 (132) 0%


ExpendituresPersonnel Services 411,230 405,604 423,247 443,849 447,483 3,634 1%Operating 1,386,141 1,254,659 1,302,200 1,543,822 1,772,318 228,496 15%Minor Capital - - - - - - N/AOther - - - - - - N/A




Available Fund BalanceBeginning Fund Balance 77,976 105,373 112,680 168,715 168,715 Prior Period Adjustment - - - - - Add To/(Use Of) Fund Balance 27,397 7,307 56,035 - -



Fund Detail

Methane Fund

This fund is used to account for monies collected from the sale of methane gas extracted from the Wellford Landfill. Expenditures related to the operations, maintenance, and expansion of the system are captured in this fund. The methane extraction, compression, treatment, and distribution network are fully operational.

A use of fund balance is planned for FY 2020/21 for the methane expansion project at the Wellford Landfill. Current year revenues have already exceeded the FY 2019/20 budget due to the sale of carbon credits.

FY 16/17 Actual

FY 17/18 Actual

FY 18/19 Actual

FY 19/20 Budget

FY 20/21 Budget

$ Inc/Dec FY 21-20

% Inc/Dec FY 21-20

Revenues

Taxes - - - - - - N/A

Permits, Fees, Fines 365,045 451,777 436,986 445,000 480,000 35,000 8%


Intergovernmental - - - - - - N/A


Fund Balance Appropriated - - - 40,000 108,000 68,000 170%

Revenue Total 365,045 451,777 436,986 485,000 588,000 103,000 21%


Revenue and Transfer-in Total 365,045 451,777 436,986 485,000 588,000 103,000 21%

Expenditures

Personnel Services - - - - - - N/A

Operating 250,338 244,098 262,684 285,000 338,000 53,000 19%

Minor Capital - - - - - - N/A

Other - - - - - - N/A

Expenditure Total 250,338 244,098 262,684 285,000 338,000 53,000 19%

Transfer-out

Transfer to Capital Project Fund - - - 200,000 250,000 50,000 25%

Transfer-out Total - - - 200,000 250,000 50,000 25%

Expenditure and Transfer-out Total 250,338 244,098 262,684 485,000 588,000 103,000 21%


Beginning Fund Balance 367,844 482,551 690,230 864,532 824,532

Prior Period Adjustment - - - - - Add To/(Use Of) Fund Balance 114,707 207,679 174,302 (40,000) (108,000)



Fund Detail

Detention Fund

This fund captures the revenues and expenditures associated with the Detention Facility. While the Detention Facility budget is separate from the Sheriff’s Office budget, oversight of the Detention Facility is vested in the Sheriff.

FY 16/17 Actual

FY 17/18 Actual

FY 18/19 Actual

FY 19/20 Budget

FY 20/21 Budget

$ Inc/Dec FY 21-20

% Inc/Dec FY 21-20

Revenues

Taxes - - - - - - N/A

Permits, Fees, Fines 685,948 778,053 840,000 900,000 1,100,000 200,000 22%


Intergovernmental 1,507,608 2,231,823 2,427,001 2,156,570 1,926,570 (230,000) -11%

Miscellaneous 718,922 460,272 699,717 601,916 750,680 148,764 25%


Revenue Total 2,912,478 3,470,148 3,966,718 3,658,486 3,777,250 118,764 3%

Transfers-in

Transfer from General Fund 14,860,150 14,902,706 15,195,514 15,391,514 15,499,750 108,236 1%

Transfer from Special Revenue Fund - - - - - - N/A

Transfers-in Total 14,860,150 14,902,706 15,195,514 15,391,514 15,499,750 108,236 1%


Expenditures

Personnel Services 12,256,080 13,223,854 13,867,250 14,864,128 15,307,623 443,495 3%

Operating 3,306,186 3,498,780 3,295,953 4,110,206 3,944,767 (165,439) -4%

Minor Capital 354,267 372,369 695,427 75,666 24,610 (51,056) -67%

Other - - - - - - N/A







Add To/(Use Of) Fund Balance 1,856,095 1,277,850 1,303,602 - -



Fund Detail

9-1-1 Phone System Fund This fund is used to account for monies collected from telephone subscribers. These funds can only be expended for costs associated with operation of Emergency 9-1-1 dispatching of police, fire, ambulance, and rescue services.

Fund balance will be used for the annual replacement of computer, technology, and network equipment at the 9-1-1 Communications Center offices.

FY 16/17 Actual

FY 17/18 Actual

FY 18/19 Actual

FY 19/20 Budget

FY 20/21 Budget

$ Inc/Dec FY 21-20

% Inc/Dec FY 21-20

Revenues

Taxes - - - - - - N/A

Permits, Fees, Fines 533,667 523,686 502,431 503,000 453,000 (50,000) -10%


Intergovernmental 897,116 1,124,368 1,281,760 1,093,569 1,224,000 130,431 12%

Miscellaneous - 37 - - - - N/A

Fund Balance Appropriated - - - 210,431 26,000 (184,431) -88%

Revenue Total 1,430,783 1,648,091 1,784,191 1,807,000 1,703,000 (104,000) -6%

Transfer from CIP Fund 17,831 27,887 3,180 - - - N/A

Transfers-in Total 17,831 27,887 3,180 - - - N/A


Expenditures


Operating 958,089 928,172 1,129,285 1,327,837 1,422,522 94,685 7%

Minor Capital - 478 - 9,800 - (9,800) 0%

Other 67,060 77,312 78,443 95,584 97,258 1,674 2%


Transfer-out


Transfer to Debt Service Fund - - - N/A

Transfer-out Total 522,279 273,700 33,100 218,600 35,000 (183,600) -84%


Available Fund BalanceBeginning Fund Balance 1,131,518 750,453 922,979 1,291,946 1,081,515 Prior Period Adjustment - - - - - Add To/(Use Of) Fund Balance (381,065) 172,526 368,967 (210,431) (26,000)

Year End Fund Balance 750,453 922,979 1,291,946 1,081,515 1,055,515


Fund Detail

Information Technologies Fund This fund is used to account for revenues and expenditures related to the Information Technologies operation. This fund, known as an internal service fund, records the expenditures related to the technology repair and service provision. Funding is derived from inter-fund charges, which charge user departments for their utilization of services provided by the Information Technologies Department or their proportional utilization of County networks, servers, and technology infrastructure.

FY 16/17 Actual

FY 17/18 Actual

FY 18/19 Actual

FY 19/20 Budget

FY 20/21 Budget

$ Inc/Dec FY 21-20

% Inc/Dec FY 21-20

RevenuesTaxes - - - - - - N/APermits, Fees, Fines - - - - - - N/AInterest Income - - - - - - N/AIntergovernmental - - - 6,638 6,638 - 0%Miscellaneous 1,913,327 2,346,558 2,997,566 3,434,029 4,038,760 604,731 18%Fund Balance Appropriated - - - - - - N/A

Revenue Total 1,913,327 2,346,558 2,997,566 3,440,667 4,045,398 604,731 18%



ExpendituresPersonnel Services 866,515 947,396 1,089,389 1,175,940 1,256,257 80,317 7%Operating 858,162 1,029,224 1,108,137 1,299,030 1,734,458 435,428 34%Minor Capital 78,496 98,757 297,361 785,982 845,307 59,325 8%Other 103,421 132,633 142,952 179,715 209,376 29,661 17%




Available Fund BalanceBeginning Fund Balance 43,736 50,469 189,017 548,745 548,745 Prior Period Adjustment - - - - - Add To/(Use Of) Fund Balance 6,733 138,548 359,727 - -



Fund Detail

Spartanburg Parks Fund This fund accounts for the operations of the Spartanburg Parks. Income is derived from fees for services paid by individuals, businesses, and industry, as well as state and federal grants, and taxes.

FY 16/17 Actual

FY 17/18 Actual

FY 18/19 Actual

FY 19/20 Budget

FY 20/21 Budget

$ Inc/Dec FY 21-20

% Inc/Dec FY 21-20

Revenues

Taxes 5,127,863 5,314,368 5,667,054 5,679,639 5,985,739 306,100 5%


Interest Income 3,352 11,294 17,801 9,000 8,000 (1,000) -11%

Intergovermental - - 40,262 30,261 30,261 - 0%

Miscellaneous 218,909 289,634 262,261 252,000 248,000 (4,000) -2%

Fund Balance Appropriated - - - (132,900) - 132,900 -100%

Revenue Total 6,259,879 6,607,532 6,936,633 6,776,000 7,218,500 442,500 7%

Transfer-in

Transfer from General Fund - - - - - - N/A

Transfer from Hospitality Tax Fund 2,127,000 2,181,000 2,225,000 2,290,000 2,067,500 (222,500) -10%

Transfers-in Total 2,127,000 2,181,000 2,225,000 2,290,000 2,067,500 (222,500) -10%


ExpendituresPersonnel Services 4,350,975 4,501,071 4,738,855 4,998,929 5,182,532 183,603 4%Operating 2,004,442 2,045,492 2,031,269 2,116,594 2,134,619 18,025 1%Minor Capital 80,971 69,280 63,691 62,000 110,000 48,000 77%Other 488,205 522,163 531,769 615,034 688,849 73,815 12%


Transfer-outTransfer to General Fund - 400,000 - - - - N/ATransfer to Capital Project Fund 752,500 281,318 909,900 933,000 1,170,000 237,000 25%Transfer to Debt Service Fund 343,270 343,618 341,597 340,443 - (340,443) -100%



Available Fund BalanceBeginning Fund Balance 1,363,414 1,729,930 2,355,520 2,900,072 3,032,972 Prior Period AdjustmentAdd To/(Use Of) Fund Balance 366,516 625,590 544,552 132,900 -



Fund Detail


Spartanburg County’s 2% Local Hospitality Tax on prepared meals and beverages became effective January 1, 2008. Business owners collect and remit the tax directly to Spartanburg County. The Local Hospitality Tax provides a dedicated source of revenue and an appropriate and efficient means of funding tourist-related capital improvement projects. It is the Council’s intent to enhance the County’s appeal to tourists through further development of the County as a destination for tourist related activities. Spartanburg County’s Local Hospitality Tax was adopted by ordinance as authorized in Article 7 of Chapter 1 of Title 6 of the Code of Laws of South Carolina, 1976, as amended, generally referred to as the “Local Hospitality Tax Act”.

FY 16/17 Actual

FY 17/18 Actual

FY 18/19 Actual

FY 19/20 Budget

FY 20/21 Budget

$ Inc/Dec FY 21-20

% Inc/Dec FY 21-20

Revenues

Taxes 4,342,170 4,702,084 4,941,799 5,025,000 4,135,000 (890,000) -18%

Permits, Fees, Fines 120 60 - - - - 0%

Interest Income 7,229 20,289 28,964 20,000 - (20,000) -100%

Intergovernmental - - 680 680 680 - 0%

Miscellaneous - - - - - - 0%

Fund Balance Appropriated - - - (4,680) (55,680) (51,000) 1090%

Revenue Total 4,349,519 4,722,433 4,971,443 5,041,000 4,080,000 (961,000) -19%



Expenditures


Operating 964 528 432 9,160 10,051 891 10%

Minor Capital 176 - - 500 - (500) -100%

Other 627,967 594,767 640,258 701,438 678,180 (23,258) -3%

Expenditure Total 710,489 677,027 718,564 793,350 769,300 (24,050) -3%

Transfer-out

Transfer to Spartanburg Parks Fund 2,127,000 2,181,000 2,225,000 2,290,000 2,067,500 (222,500) -10%


Transfer to Debt Service Fund 1,386,863 1,300,450 1,302,250 1,217,650 1,218,200 550 0%






Add To/(Use Of) Fund Balance 75,167 323,956 600,629 4,680 55,680 Year End Fund Balance 1,157,467 1,481,423 2,082,051 2,086,731 2,142,411


Fund Detail

Health Insurance Fund

This fund accounts for the premiums and administrative costs of our employee health and dental plans. Additionally, expenses for the County Health Clinic, life insurance premiums, long-term disability premiums, and retiree health, dental, and other coverage are captured here. This fund was new for FY 2014/15; claims were previously paid from a liability account in General Fund where all premiums, both County and employee, were housed. This fund will now house the County’s contributions to these plans on behalf of the employee/retiree as well as all corresponding County expense for the plans.

FY 16/17 Actual

FY 17/18 Actual

FY 18/19 Actual

FY 19/20 Budget

FY 20/21 Budget

$ Inc/Dec FY 21-20

% Inc/Dec FY 21-20

RevenuesTaxes - - - - - N/APermits, Fees, Fines - - - - - N/AInterest Income - - - - - N/AIntergovernmental - - - - - N/AMiscellaneous 10,864,026 10,964,987 10,754,548 11,811,751 12,387,911 576,160 5%Fund Balance Appropriated - - - 79,249 (37,285) (116,534) -147%

Revenue Total 10,864,026 10,964,987 10,754,548 11,891,000 12,350,626 459,626 4%

Transfers-inTransfer from General Fund 561,933 607,120 779,141 - - - N/A

Transfers-in Total 561,933 607,120 779,141 - - - N/A


ExpendituresPersonnel Services 9,539,956 10,198,670 10,618,094 11,402,500 11,838,820 436,320 4%Operating 346,312 487,362 431,902 467,203 492,945 25,742 6%Minor Capital 1,400 - 2,500 2,500 - (2,500) -100%Other - 16,208 16,038 18,797 18,861 64 0%




Available Fund BalanceBeginning Fund Balance 3,865,783 5,404,074 6,273,942 6,739,097 6,659,848 Prior Period Adjustment - - - - - Add To/(Use Of) Fund Balance 1,538,291 869,868 465,156 (79,249) 37,285



Fund Detail

Victim Assistance Fund This fund is used to account for victim services funds that are collected as part of Magistrate Court and General Sessions fines and fees. Revenues are restricted to use on victim notification and support only. These funds have traditionally been housed in the General Fund of the County and their receipt and expenditure tracked separately from other General Fund revenues. During FY 2013/14, it was requested by the State Office of Victims Assistance that we begin to house these revenues in a separate fund. As a result, this was a new fund of the County beginning in FY 2014/15.

FY 16/17 Actual

FY 17/18 Actual

FY 18/19 Actual

FY 19/20 Budget

FY 20/21 Budget

$ Inc/Dec FY 21-20

% Inc/Dec FY 21-20

Revenues

Taxes - - - - - - N/A






Revenue Total 367,602 369,492 377,347 317,560 348,299 30,739 10%

Transfers-in

Transfer from General Fund 170,893 150,891 180,551 267,440 239,701 (27,739) -10%

Transfers-in Total 170,893 150,891 180,551 267,440 239,701 (27,739) -10%

Revenue and Transfer-in Total 538,495 520,383 557,898 585,000 588,000 3,000 1%

Expenditures

Personnel Services 410,044 392,807 435,917 455,106 459,401 4,295 1%

Operating 14,152 13,275 7,681 15,594 14,299 (1,295) -8%

Minor Capital - - - - - - 0%

Other 114,300 114,300 114,300 114,300 114,300 - 0%

Expenditure Total 538,496 520,383 557,898 585,000 588,000 3,000 1%


Expenditure and Transfer-out Total 538,496 520,383 557,898 585,000 588,000 3,000 1%

Available Fund BalanceBeginning Fund Balance - - - 0 0 Prior Period Adjustment - - - - - Add To/(Use Of) Fund Balance - - 0 - -

Year End Fund Balance - - 0 0 0


Fund Detail

Fire Department Fund This fund is used to account for the Fire Department budget. Revenues for this fund are collected through a millage and the department provides fire services in the lower part of the County. This was a new fund of the County beginning in FY 2018/19.

FY 16/17 Actual

FY 17/18 Actual

FY 18/19 Actual

FY 19/20 Budget

FY 20/21 Budget

$ Inc/Dec FY 21-20

% Inc/Dec FY 21-20

Revenues

Taxes - - 457,088 1,222,500 1,364,000 141,500 12%

Permits, Fees, Fines - - - - - - N/A


Intergovernmental - - - - - - N/A

Miscellaneous - - 149,982 - - - N/A


Revenue Total - - 607,070 1,222,500 1,364,000 141,500 12%


Revenue and Transfer-in Total - - 607,070 1,222,500 1,364,000 141,500 12%

Expenditures

Personnel Services - - 57,206 870,790 978,390 107,600 12%

Operating - 861 117,956 240,393 338,456 98,063 41%

Minor Capital - - 26,516 42,000 31,500 (10,500) -25%

Other - - - - - - 0%

Expenditure Total - 861 201,679 1,153,183 1,348,346 195,163 17%

Transfer-out

Transfer to Debt Service Fund - 69,317 15,654 (53,663) -77%

Transfer-out Total - - - 69,317 15,654 (53,663) -77%

Expenditure and Transfer-out Total - 861 201,679 1,222,500 1,364,000 141,500 12%


Beginning Fund Balance - - (861) 404,531 404,531

Prior Period Adjustment - - - - - Add To/(Use Of) Fund Balance - (861) 405,392 - -

Year End Fund Balance - (861) 404,531 404,531 404,531


Fund Detail

Capital Projects Fund

These funds are used to account for the financing, acquisition, renovation, and construction of major capital projects. The complete FY 2021-25 Recommended Capital Improvement Plan can be accessed at http://www.spartanburgcounty.org.



Fund Detail


These funds are used to account for the financing, acquisition, renovation, and construction of capital penny sales tax projects. Projects financed through the Capital Penny Sales Tax Fund can be found in the County Buildings & Facilities section of the FY 2021-25 Recommended Capital Improvement Plan, and can be accessed at http://www.spartanburgcounty.org.



Fund Detail

Upstate Workforce Board Fund

This fund is used to account for the operation of the Federal Workforce Investment Act (WIOA) program which provides job training to the unemployed and underemployed persons.

FY 16/17 Actual

FY 17/18 Actual

FY 18/19 Actual

FY 19/20 Budget

FY 20/21 Actual

$ Inc/Dec FY 21-20

% Inc/Dec FY 21-20

RevenuesTaxes - - - - - - N/APermits, Fees, Fines - - - - - - N/AInterest Income - - - - - - N/AIntergovernmental 2,841,912 2,972,971 3,220,357 2,222,768 2,019,384 (203,384) -9%Miscellaneous 19,262 - - - - - N/AFund Balance Appropriated - - - - - - N/A

Revenue Total 2,861,174 2,972,971 3,220,357 2,222,768 2,019,384 (203,384) -9%

Transfers-inTransfer from General Fund - - - - - - N/A



ExpendituresPersonnel Services 335,056 353,364 294,362 335,012 346,823 11,811 4%Operating 2,513,512 2,617,358 2,922,119 1,887,756 1,672,561 (215,195) -11%Minor Capital 12,606 2,249 - - - - N/AOther - - - - - N/A

Expenditure Total 2,861,174 2,972,971 3,216,481 2,222,768 2,019,384 (203,384) -9%



Available Fund BalanceBeginning Fund Balance - - - 3,876 3,876 Prior Period Adjustment - - - - - Add To/(Use Of) Fund Balance - - 3,876 - -

Year End Fund Balance - - 3,876 3,876 3,876


Fund Detail


This fund is used to account for the tax levy receipts and disbursements to Spartanburg Community College. Additional information on Spartanburg Community College can be found at http://www.sccsc.edu/.

The Community College plans to draw down accumulated fund balance to continue moving forward on their capital improvement plan.

FY 16/17 Actual

FY 17/18 Actual

FY 18/19 Actual

FY 19/20 Budget

FY 20/21 Budget

$ Inc/Dec FY 21-20

% Inc/Dec FY 21-20

RevenuesTaxes 7,773,283 8,018,071 8,604,772 8,628,000 9,118,956 490,956 6%Permits, Fees, Fines - - - - - - N/AInterest Income - - - - - - N/AIntergovernmental - - - - - - N/AMiscellaneous - - - - - - N/AFund Balance Appropriated - - 44,213 125,000 162,044 37,044 30%

Revenue Total 7,773,283 8,018,071 8,648,985 8,753,000 9,281,000 528,000 6%



ExpendituresPersonnel Services - - - - - - N/AOperating - - - - - - N/AMinor Capital - - - - - - N/AOther 7,729,000 8,017,000 8,269,000 8,753,000 9,281,000 528,000 6%




Available Fund BalanceBeginning Fund Balance 1,333,653 1,377,936 1,379,007 1,714,779 1,589,779 Prior Period Adjustment - - - - - Add To/(Use Of) Fund Balance 44,283 1,071 335,772 (125,000) (162,044)


http://www.sccsc.edu/


Fund Detail

Charles Lea Fund This fund is used to account for the tax levy receipts and disbursements to the Charles Lea Center, a school for the mentally and physically handicapped. Additional information on the Charles Lea Center can be found at http://www.charlesleacenter.org/.

FY 16/17 Actual

FY 17/18 Actual

FY 18/19 Actual

FY 19/20 Budget

FY 20/21 Budget

$ Inc/Dec FY 21-20

% Inc/Dec FY 21-20

RevenuesTaxes 1,522,426 1,573,959 1,743,642 1,730,927 1,865,070 134,143 8%Permits, Fees, Fines - - - - - - N/AInterest Income - - - - - - N/AIntergovernmental - - - - - - N/AMiscellaneous - - - - - - N/AFund Balance Appropriated - - - 4,073 (30,070) (34,143) -838%

Revenue Total 1,522,426 1,573,959 1,743,642 1,735,000 1,835,000 100,000 6%



ExpendituresPersonnel Services - - - - - - N/AOperating - - - - - - N/AMinor Capital - - - - - - N/AOther 1,500,000 1,525,000 1,585,000 1,735,000 1,835,000 100,000 6%




Available Fund BalanceBeginning Fund Balance 244,754 267,180 316,139 474,781 470,708 Prior Period Adjustment - - - - - Add To/(Use Of) Fund Balance 22,426 48,959 158,642 (4,073) 30,070


http://www.charlesleacenter.org/


Fund Detail

Spartanburg County Library System Fund

A County appointed library board oversees the operation of the main downtown library and branch libraries throughout the County. There is a separate millage for the operation of the libraries and the County only acts as a collection agency for the revenue and a separate set of financial records is also maintained. Additional information on the library system can be found at www.infodepot.org.

FY 16/17 Actual

FY 17/18 Actual

FY 18/19 Actual

FY 19/20 Budget

FY 20/21 Budget

$ Inc/Dec FY 21-20

% Inc/Dec FY 21-20

RevenuesTaxes 13,395,905 14,090,037 15,731,312 15,156,377 16,108,780 952,403 6%Permits, Fees, Fines - - - - - N/AInterest Income - - - - - N/AIntergovernmental - - - - - N/AMiscellaneous - - - - - N/AFund Balance Appropriated - - - - - N/ACapital Lease Proceeds - - - - N/A

Revenue Total 13,395,905 14,090,037 15,731,312 15,156,377 16,108,780 952,403 6%



ExpendituresPersonnel Services - - - - - - N/AOperating - - - - - - N/AMinor Capital - - - - - - N/AOther 12,531,635 13,195,467 13,639,465 14,152,135 15,336,279 1,184,144 8%


Transfer-outTransfer to Debt Service Fund 772,358 894,570 894,945 1,004,242 772,501 (231,741) -23%

Transfer-out Total 772,358 894,570 894,945 1,004,242 772,501 (231,741) -23%


Available Fund BalanceBeginning Fund Balance 2,897,043 2,988,955 3,247,738 4,788,250 4,788,250 Prior Period Adjustment - - - - - Add To/(Use Of) Fund Balance 91,912 258,783 1,540,512 - -


http://www.infodepot.org/



CAPITAL IMPROVEMENT PLAN The following pages contain a summary of the FY 2021-25 Capital Improvement Plan adopted by County Council on June 15, 2020. Due to the level of detail contained in the plan, the length makes it impractical to include the full document within the operating budget document. For the full Adopted Capital Improvement Plan, including detailed project descriptions and financial information, please visit www.spartanburgcounty.org. County Council adopts the Capital Improvement Budget annually through its own ordinance separate from the operating budget ordinance.

CIP Development and Long-term Planning

Capital Improvement Plan Development Each year, the Capital Improvement Plan is developed using the same process. While we continue to refine this process, basic components include: call for projects, project submission, project review & rating, revenue estimation, project scheduling & coordination, document preparation, and council consideration. A brief outline of these key steps is outlined below.

Call for Projects & Capital Project Submission The call for projects occurs near the beginning of October each fiscal year. A notification is sent to all County departments and divisions advising them that the project submission period is open and that materials have been published for use in submitting their projects. These submission materials are included in Appendix D of this document. After the initial call for projects, a meeting is held with all potential project managers reviewing the process, rating criteria, expectations, etc. The project managers are given approximately six weeks to develop the project submission. Capital Project Review, Rating, and Scheduling Upon receiving capital project submissions, the review committee reviews and rates each capital project according to pre-established criteria. Through this process, each project is graded as to its ability to impact health, safety & welfare of citizens and employees, its ability to meet mandated requirements, its ability to offer significant operational efficiencies, or its ability to meet a defined long-term need. Available revenue sources are estimated along with associated operational expenditures. Once revenue estimation is complete, projects are scheduled according to the availability of revenues, individual project rating, debt capacity, impact on operations, and stated Council priorities. The proposed scheduling is reviewed and revised by County Administration, then formalized in a Recommended Capital Improvement Plan document and accompanying ordinance that is presented to County Council for consideration. The ordinance and plan are adopted with County Council changes after three readings and a public hearing. The first year of the plan is known as the Capital Year Budget and is appropriated as of July 1 of the fiscal year.

Long Term Planning Spartanburg County recognizes the importance of developing a CIP which adheres to the overarching goals and specific recommendation of a County Comprehensive plan. In accordance with State Law, the County must update its Comprehensive Plan every ten years. The plan, completed in 2019, helps to better identify needed capital projects, focus our efforts towards meeting the goals established by the plan, and helps to better coordinate our efforts with those of other entities towards a common purpose. As our CIP continues to be refined and improved, we recognize that the plan must be developed in concert with the Tourism Action Plan, Comprehensive Plan, Parks Master Plan, and other guiding documents. By more fully integrating these plans, we will be able to leverage opportunities for synergy, coordinate development and capital improvements across organizations & jurisdictions, and ultimately maximize the return to taxpayers.




As with the development of any capital plan, our CIP is developed in coordination with various other County committees to ensure that outside funding sources are leveraged, where possible, and that the projects are coordinated in a manner that offers the maximum benefit to citizens. Committees include: County Transportation Committee, Planning Commission, and Spartanburg Area Transportation Study Committee. Through working with these committees, we are able to better time and coordinate our efforts, helping to ensure that taxpayer funds are maximized and that necessary capital projects are completed when needed. During FY 2014/15 and FY 2015/16, County Council held a series of strategic visioning retreats where it developed new vision, mission, values, and goals for the County. This process has reshaped our CIP and budget development process. Council has committed to holding a retreat each August or September where it will develop its goals and expectations for the next budget cycle. This retreat will precede the CIP call for projects and will serve as the guide for departments and offices to develop their capital requests. The CIP now directly integrates Councils’ goals and objectives with project plans and funding allocations. Each section outlines how the recommended CIP addressed specific goals and objectives and each project elaborates on this in more detail. The project pages are even color coded to provide a quick visual reference to Council’s goals and objectives.



Ordinance

BUDGET ORDINANCE NO. O-20-26

A BUDGET ORDINANCE TO ESTABLISH CAPITAL PROJECT BUDGETS FOR THE 2020/2021 BUDGET YEAR OF THE FIVE-YEAR CAPITAL IMPROVEMENT PLAN.

Part I Fiscal Year 2020/2021 Capital Budget

SECTION 1. There is hereby appropriated the sum of $55,402,031 for the 2020/2021 budget year of the Fiscal Year 2021-2025 Capital Improvement Plan, to the various projects specified in the capital budget incorporated by reference for the purposes therein stated, the following amounts: FY 2020/21 REVENUES BUDGET YEAR 9-1-1 Phone Fund Transfer $35,000 Capital Lease Financing Proceeds 1,671,000 Capital Penny Sales Tax 37,200,000 Community Development Block Grant 935,908 Facilities Fund Capital Reserve 54,537 Fleet Services Fund Capital Reserve 6,000 General Fund Transfer 3,132,900 HOME Program 509,986 Hospitality Tax Fund Transfer 25,000 IT Fund Capital Reserve 741,800 Methane Fund Transfer 250,000 Parks Fund Transfer 1,170,000 Road Maintenance Fee Fund 4,827,800 Solid Waste Fund Transfer 209,000 Solid Waste Fund Vehicle and Capital Equipment Reserve 1,995,100 State C Funds 2,388,000 Storm Water Fund Transfer 250,000 Total Revenues $55,402,031 FY 2020/21 PROJECT CATEGORY EXPENDITURES BUDGET YEAR County Buildings and Facilities $ 37,513,800 Public Works – Road Infrastructure 8,090,800 Public Works – Solid Waste 459,000 Public Works – Storm Water 100,000 Public Safety 628,500 Technology 798,200 Community and Economic Development 1,445,894 Vehicle and Capital Equipment Replacement 5,443,837 Parks and Recreation 922,000 Total Expenditures $55,402,031



Said appropriation, and corresponding revenue sources shall be allocated to various projects in accordance with the Capital Improvement Plan attached hereto and incorporated by reference. SECTION 2. A bound copy of the Capital Improvement Plan supporting the appropriations set forth in this ordinance shall be attested to by the Clerk to County Council and maintained in the offices of the County Administrator, the Director of Budget Management, and the Clerk to County Council. SECTION 3. The County Administrator shall have the authority to transfer appropriated funds within project line items and between projects in the same expenditure category provided, however, that said transfer would not significantly alter the project scope or completion of the project as approved in the Capital Improvement Plan. Significant changes to the scope or funding of the project will require County Council approval through a capital budget amendment resolution. SECTION 4. Funds allocated but unspent during the fiscal year in capital project accounts designated in the Adopted Capital Budget shall be recognized as part of a multi-year capital projects fund and, should the project be incomplete, be carried forward for completion of the project, or retained in the fund balance of the Capital Project Fund for future capital projects. SECTION 5. The Capital Improvement Plan shall set forth all funded capital projects and a full prioritization of all unfunded capital projects. This prioritization shall be considered the funding priority of County Council for such projects. Advancements of capital projects must be approved through a capital budget amendment resolution of County Council. SECTION 6. Any new, previously unplanned funds received during fiscal year 2020/21 for the purpose of capital projects shall be accepted on behalf of the County by the Administrator pursuant to approval of a capital budget amendment resolution by County Council.

Part II

Enacting Provisions SECTION 1. If any section or item or any part of this Budget Ordinance shall be declared invalid, it shall not be construed to affect the validity of any other section or item hereof. SECTION 2. All provisions of Part I of this Ordinance shall take effect on the 1st day of July, 2020. SECTION 3. The Spartanburg County Capital Improvement Plan shall be reviewed and revised by the County Council annually based on established priorities and subject to availability of funding. The County Administrator shall be charged with the responsibility of administering the Plan, including property acquisitions, sales or divestures and leases, necessary to achieve the ultimate Plan goals as established by County Council.



PART III Enacting Provisions

SECTION 1: SEVERABILITY If any section or item or any part of this Ordinance shall be declared invalid, it shall not be construed to affect the validity of any other section or item hereof. SECTION 2: EFFECTIVE DATE All provisions of Part 1 of this Ordinance shall take effect on the 1st day of July, 2020. SPARTANBURG COUNTY COUNCIL By:_______________________________

A. Manning Lynch, Chairman ATTEST: ________________________ B. Cole Alverson County Administrator First Reading: May 12, 2020 Second Reading: May 18, 2020 Public Hearing: May 18, 2020 Third Reading: June 15, 2020

LEGAL COMPLIANCE

I hereby certify that, in my opinion, the proposed budget does not exceed anticipated revenues for Fiscal Year 2020/21, and is in full compliance with Section 4-9-140, 1976 South Carolina Code of Laws, as amended.

____________________________ B. Cole Alverson County Administrator



Funding Source and Expenditure Overview

$55,402,031

$89,609,360

$49,730,458

$84,826,399

$18,751,808

$0

$10,000,000

$20,000,000

$30,000,000

$40,000,000

$50,000,000

$60,000,000

$70,000,000

$80,000,000

$90,000,000

$100,000,000

FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25

FY 2021-25FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 Total

Capital Lease Proceeds 1,671,000 1,735,000 2,300,000 1,952,000 1,139,000 8,797,000$ Capital Penny Sales Tax 37,200,000 42,150,299 25,220,000 35,300,000 - 139,870,299$ Federal Funds 1,445,894 1,446,500 1,446,500 1,446,500 1,446,500 7,231,894$ General Fund Transfer 3,132,900 3,448,711 3,495,500 3,514,560 5,367,505 18,959,176$ General Obligation Bond Proceeds - 28,765,000 - 30,250,000 - 59,015,000$ Hospitality Tax 25,000 725,000 720,000 525,000 525,000 2,520,000$ Other Funds & Revenues 1,087,337 985,850 1,168,458 1,421,339 1,359,570 6,022,554$ Parks Fund Transfer 1,170,000 999,000 1,322,000 1,283,000 368,000 5,142,000$ Road Maintenance Fee Fund 4,827,800 4,980,000 5,302,000 4,814,000 4,826,000 24,749,800$ Solid Waste Fund 2,204,100 1,831,000 6,208,000 1,767,000 1,103,600 13,113,700$ State of South Carolina Funds/Grants 2,388,000 2,393,000 2,398,000 2,403,000 2,408,000 11,990,000$ Stormwater Management Fund 250,000 150,000 150,000 150,000 208,633 908,633$ Funding Source Total 55,402,031$ 89,609,360$ 49,730,458$ 84,826,399$ 18,751,808$ 298,320,056$


Co. Buildings & Facilities Projects 37,513,800 42,404,699 25,473,000 35,783,000 483,000 141,657,499$ Road Infrastructure 8,090,800 37,288,000 8,850,000 38,717,000 8,484,000 101,429,800$ Solid Waste Projects 459,000 544,000 6,224,000 1,694,000 454,000 9,375,000$ Stormwater Management Projects 100,000 - - - - 100,000$ Technology Projects 798,200 884,685 1,281,801 1,256,425 1,027,757 5,248,868$ Public Safety Projects 628,500 749,700 476,500 476,500 1,482,700 3,813,900$ Community & Econ. Development Projects 1,445,894 1,516,500 1,446,500 1,446,500 1,446,500 7,301,894$ Vehicle & Capital Equipment Repl. Projects 5,443,837 4,657,776 4,111,657 3,862,974 4,653,851 22,730,095$ Parks & Recreation Projects 922,000 1,564,000 1,867,000 1,590,000 720,000 6,663,000$ Capital Expenditures Total 55,402,031$ 89,609,360$ 49,730,458$ 84,826,399$ 18,751,808$ 298,320,056$



FY 2020/21 Adopted Capital Year Budget

3%

4%3%

9% 0%2%

4%

6%

67%

2%

FY 2020/21 Funding Sources

Debt Proceeds

State Funds

Federal Funds

Road Maintenance Fee

Hospitality Tax

Parks Fund

Solid Waste Fund

General Fund

Capital Penny Sales Tax

Other Revenues

67.7%

14.6%

0.8%0.2% 1.4%

1.1%

2.6%

9.8%

1.7%

FY 2020/21 Expenditures

Co. Buildings & Facilities Projects

Roads Infrastructure

Solid Waste Projects

Stormwater Management Projects

Technology Projects

Public Safety Projects

Community & Econ. Development Projects

Vehicle & Capital Equipment Repl. Projects

Parks & Recreation Projects



FY 2021-25 Adopted Capital Improvement Plan Approved Funding Sources with Applicable Projects

Total Committed FY 2021-25Revenue Source/Projects Project Cost Funding FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 Total

9-1-1 Phone Fund TransferAlarm Processing Enhancement 33,200 - - 33,200 - - - 33,200$ Communications Center Renovation 111,660 98,860 - 12,800 - - - 12,800$ Communications Technology Replacement 130,338 - 25,000 24,574 28,861 27,041 24,862 130,338$ Radio Tower Maintenance 110,000 60,000 10,000 10,000 10,000 10,000 10,000 50,000$ 9-1-1 Phone Fund Transfer Total 385,198$ 158,860$ 35,000$ 80,574$ 38,861$ 37,041$ 34,862$ 226,338$

Capital Lease ProceedsCounty Network Infrastructure 677,108 677,108 - - - - - -$ County Servers & Software Upgrade 969,150 969,150 - - - - - -$ Desktop and Portable Computer Replacement 2,241,790 2,241,790 - - - - - -$ General Fund Vehicle & Capital Equipment Repl. 29,185,733 20,388,733 1,671,000 1,735,000 2,300,000 1,952,000 1,139,000 8,797,000$ Network Printer Replacement 181,000 181,000 - - - - - -$ VoIP 822,000 822,000 - - - - - -$ Capital Lease Proceeds Total 34,076,781$ 25,279,781$ 1,671,000$ 1,735,000$ 2,300,000$ 1,952,000$ 1,139,000$ 8,797,000$

Capital Penny Sales TaxCity/County Government Center 52,300,000 - 1,100,000 2,200,000 24,500,000 24,500,000 - 52,300,000$ City/County Government Center Parking Garage 10,800,000 - - - - 10,800,000 - 10,800,000$ Emergency Operations Center 5,690,900 3,600,000 2,090,900 - - - - 2,090,900$ Judicial Center 120,173,368 63,800,000 26,809,100 29,564,268 - - - 56,373,368$ Judicial Center Parking Garage 12,600,000 5,400,000 7,200,000 - - - - 7,200,000$ Municipal Court/Police Building 13,106,031 2,000,000 - 10,386,031 720,000 - - 11,106,031$ Capital Penny Sales Tax 214,670,299$ 74,800,000$ 37,200,000$ 42,150,299$ 25,220,000$ 35,300,000$ -$ 139,870,299$ *The Capital Penny Sales Tax will be in effect for 6 years and will lapse during FY 23/24. Any proceeds in excess of those required for completion of the building projects will be used for roads as specified in the referendum question.

Community Development Block Grant (CDBG)Affordable Housing and Housing Rehabilitation 2,551,612 2,539,112 2,500 2,500 2,500 2,500 2,500 12,500$ Community Improvements 9,561,680 4,892,272 933,408 934,000 934,000 934,000 934,000 4,669,408$ CDBG Total 12,113,292$ 7,431,384$ 935,908$ 936,500$ 936,500$ 936,500$ 936,500$ 4,681,908$

Donations Community Park Improvements 25,000 25,000 - - - - - -$ Dog Parks 50,000 - - 50,000 - - - 50,000$ Donations Total 75,000$ 25,000$ -$ 50,000$ -$ -$ -$ 50,000$




Facilities Fund Capital ReserveFleet Water Line Replacement 16,800 - 16,800 - - - - 16,800$ Other Funds Vehicle and Capital Equip Repl. 236,450 105,590 37,737 29,776 27,657 - 35,690 130,860$ Facilities Fund Capital Reserve Total 253,250$ 105,590$ 54,537$ 29,776$ 27,657$ -$ 35,690$ 147,660$

Fleet Services Fund Capital ReserveFleet Services Shop Equipment Replacement 154,971 105,997 6,000 - - 42,974 - 48,974$ Other Funds Vehicle and Capital Equip Replacement 328,146 212,218 - - - - 115,928 115,928$ Fleet Services Fund Capital Reserve Total 483,117$ 318,215$ 6,000$ -$ -$ 42,974$ 115,928$ 164,902$

General Fund Transfer800 MHz Radio Replacement 2,145,890 195,390 390,100 390,100 390,100 390,100 390,100 1,950,500$ Admin Building Fire Alarm Panel Replacement 30,000 - 30,000 - - - - 30,000$ Body Worn Camera Replacement 697,000 487,000 - - - - 210,000 210,000$ CSB Parking Lot Repaving 66,600 - - 66,600 - - - 66,600$ Cherokee Springs EMS Station 730,000 - - - - - 730,000 730,000$ Circuit Solicitor Storage Upgrade 17,400 - 17,400 - - - - 17,400$ Comprehensive Plan & Area Performance Planning 550,000 480,000 - 70,000 - - - 70,000$ County Facilities Repairs & Maintenance 2,650,000 1,775,000 175,000 175,000 175,000 175,000 175,000 875,000$ County Network Infrastructure 147,000 147,000 - - - - - -$ County Servers & Software Upgrade 197,000 197,000 - - - - - -$ Countywide Asphalt Resurfacing 3,950,000 1,850,000 300,000 400,000 400,000 500,000 500,000 2,100,000$ Countywide Bridge & Culvert Repair & Maintenance 520,000 520,000 - - - - - -$ EMS Stretcher 382,000 - 76,400 76,400 76,400 76,400 76,400 382,000$ General Fund Vehicle & Capital Equipment Repl. 13,898,661 6,357,661 1,461,000 1,146,000 1,375,000 1,327,000 2,232,000 7,541,000$ Generator and Transfer Switches 92,000 - 92,000 - - - - 92,000$ Land Development Software 987,000 987,000 - - - - - -$ Law Enforcement Mobile Data 240,000 - - 240,000 - - - 240,000$ Mass Spectrometer 152,000 - 152,000 - - - - 152,000$ Munis Phase 4 70,206 - - 70,206 - - - 70,206$ Munis Upgrade 155,810 - - 76,005 - - 79,805 155,810$ Register of Deeds Index Book Scanning 70,000 - - 70,000 - - - 70,000$ Register of Deeds Security Roll Duplication 68,400 - - 68,400 - - - 68,400$ Road Maintenance Building Section 2 308,000 - - - - 308,000 - 308,000$ Road Maintenance Building Section 3 308,000 - - - - - 308,000 308,000$ Sheriff Office Parking Lots 78,000 - - - 78,000 - - 78,000$ Steve G. Belue Infrastructure Fund 3,900,000 1,075,000 425,000 600,000 600,000 600,000 600,000 2,825,000$ Taser Replacement 446,200 380,000 - - - - 66,200 66,200$ Tyler ExecuTime 138,060 - - - - 138,060 - 138,060$ Tyler Workorder and Inventory 401,000 - - - 401,000 - - 401,000$ VoIP 184,660 170,660 14,000 - - - - 14,000$ General Fund Transfer Total 33,580,887$ 14,621,711$ 3,132,900$ 3,448,711$ 3,495,500$ 3,514,560$ 5,367,505$ 18,959,176$




General Obligation Bond ProceedsApple Valley and Berry Shoals Intersection Improvement 1,250,000 - - 250,000 - 1,000,000 - 1,250,000$ Belcher Road Bridge Replacement 850,000 850,000 - - - - - -$ Belcher Road Intersection Improvement 940,000 - - 940,000 - - - 940,000$ Belcher Road Widening 3,150,000 - - 3,150,000 - - - 3,150,000$ Bryant Road Widening 1,800,000 - - 1,800,000 - - - 1,800,000$ Bryant and Flatwood Intersection Improvement 1,250,000 - - 250,000 - 1,000,000 - 1,250,000$ Clark Road Intersection Improvements 3,000,000 750,000 - 2,250,000 - - - 2,250,000$ County Roadway Safety Enhancements 1,000,000 - - 500,000 - 500,000 - 1,000,000$ Countywide Asphalt Resurfacing 22,763,000 2,763,000 - 10,000,000 - 10,000,000 - 20,000,000$ Countywide Intersection Improvements 4,000,000 - - 2,000,000 - 2,000,000 - 4,000,000$ Countywide Road Widening 4,700,000 - - 2,700,000 - 2,000,000 - 4,700,000$ Countywide Stormwater Infrastructure Improvements 2,000,000 - - 1,000,000 - 1,000,000 - 2,000,000$ Davis Road Intersection Improvement 350,000 - - 350,000 - - - 350,000$ Davis Road Reclamation Widening 1,300,000 - - - - 1,300,000 - 1,300,000$ General Fund Vehicle & Capital Equipment Repl. 327,000 327,000 - - - - - -$ Hanging Rock Road Widening 2,850,000 - - 350,000 - 2,500,000 - 2,850,000$ Lightwood Knot Intersection Improvement 850,000 - - - - 850,000 - 850,000$ Lightwood Knot Road Widening 5,400,000 - - 300,000 - 5,100,000 - 5,400,000$ Seay Road Widening 2,175,000 - - 2,175,000 - - - 2,175,000$ Tucapau and Berry Shoals Intersection Improvement 1,250,000 - - 250,000 - 1,000,000 - 1,250,000$ Victor Hill Road Widening 1,500,000 - - 250,000 - 1,250,000 - 1,500,000$ Zion Hill Road Intersection Improvement 1,000,000 - - 250,000 - 750,000 - 1,000,000$ General Obligation Bond Proceeds 63,705,000$ 4,690,000$ -$ 28,765,000$ -$ 30,250,000$ -$ 59,015,000$

Grant RevenueCommunity Park Improvements 34,970 34,970 - - - - - -$ Grant Revenue Total 34,970$ 34,970$ -$ -$ -$ -$ -$ -$

HOME ProgramAffordable Housing and Housing Rehabilitation 5,825,572 3,275,586 509,986 510,000 510,000 510,000 510,000 2,549,986$ Community Improvements 150,001 150,001 - - - - - -$ HOME Program Total 5,975,573$ 3,425,587$ 509,986$ 510,000$ 510,000$ 510,000$ 510,000$ 2,549,986$

Hospitality TaxAthletic Field Lighting 215,000 215,000 - - - - - -$ Bicycle & Pedestrian Infrastructure 3,636,216 1,511,216 25,000 525,000 525,000 525,000 525,000 2,125,000$ Community Park Improvements 45,481 45,481 - - - - - -$ Parks Parking Lot Improvements 275,000 75,000 - 200,000 - - - 200,000$ Playground Improvements 235,000 40,000 - - 195,000 - - 195,000$ Hospitality Tax Total 4,406,697$ 1,886,697$ 25,000$ 725,000$ 720,000$ 525,000$ 525,000$ 2,520,000$




IT Fund Capital ReserveCounty Network Infrastructure 892,500 340,900 130,800 110,000 90,000 90,000 130,800 551,600$ County Servers and Software Upgrade 996,660 356,660 85,000 35,000 85,000 350,000 85,000 640,000$ Desktop and Portable Computer Replacement 3,266,515 1,326,515 390,000 400,000 370,000 385,000 395,000 1,940,000$ Desktop Scanner Replacement 100,800 45,800 11,000 11,000 11,000 11,000 11,000 55,000$ IT Disaster Recovery 110,000 - 110,000 - - - - 110,000$ Land Development Software 86,490 - - - 45,240 - 41,250 86,490$ Mobile Data Terminal Replacement 1,608,564 901,000 - - 231,200 235,824 240,540 707,564$ Network Printer Replacement 55,500 17,500 4,000 8,500 8,500 8,500 8,500 38,000$ Network Scanner Replacement 73,250 18,250 11,000 11,000 11,000 11,000 11,000 55,000$ IT Fund Capital Reserve Total 7,190,279$ 3,006,625$ 741,800$ 575,500$ 851,940$ 1,091,324$ 923,090$ 4,183,654$

Methane Fund TransferCounty Comprehensive Plan 25,000 25,000 - - - - - -$ Gas Collection System Expansion 1,450,000 200,000 250,000 250,000 250,000 250,000 250,000 1,250,000$ Methane Fund Transfer Total 1,475,000$ 225,000$ 250,000$ 250,000$ 250,000$ 250,000$ 250,000$ 1,250,000$

Parks Fund TransferAthletic Field Lighting 2,749,000 425,000 452,000 452,000 700,000 720,000 - 2,324,000$ Bicycle & Pedestrian Infrastructure 75,000 75,000 - - - - - -$ Community Center Improvements 270,000 - 225,000 45,000 - - - 270,000$ Community Park Improvements 2,973,450 2,423,450 150,000 100,000 100,000 100,000 100,000 550,000$ Dog Parks 175,000 - - 75,000 100,000 - - 175,000$ Parks HVAC Replacement 300,000 175,000 25,000 25,000 25,000 25,000 25,000 125,000$ Parks Parking Lot Improvements 340,000 126,000 - 22,000 22,000 100,000 70,000 214,000$ Parks Vehicle & Capital Equipment Replacement 2,142,218 1,093,218 273,000 210,000 175,000 218,000 173,000 1,049,000$ Playground Improvements 695,000 260,000 45,000 70,000 200,000 120,000 - 435,000$ Parks Fund Transfer Total 9,719,668$ 4,577,668$ 1,170,000$ 999,000$ 1,322,000$ 1,283,000$ 368,000$ 5,142,000$

Road Maintenance Fee FundBelcher Road Bridge Replacement 504,300 200,000 304,300 - - - - 304,300$ Belcher Road Intersection Improvement 60,000 60,000 - - - - - -$ Belcher Road Widening 150,000 150,000 - - - - - -$ Countywide Asphalt Resurfacing 41,349,700 30,814,000 1,695,700 2,240,000 2,200,000 2,200,000 2,200,000 10,535,700$ Countywide Bridge & Culvert Repair & Maintenance 4,490,000 2,990,000 300,000 300,000 300,000 300,000 300,000 1,500,000$ Davis Road Intersection Improvement 50,000 - 50,000 - - - - 50,000$ Lightwood Knot Intersection Improvement 150,000 - - 150,000 - - - 150,000$ Maintenance Quality Assurance 75,000 - 75,000 - - - - 75,000$ Municipal Road Projects 15,878,499 11,122,499 924,000 940,000 952,000 964,000 976,000 4,756,000$ Pavement Asset Evaluation 1,328,800 700,000 128,800 - 500,000 - - 628,800$ Pavement Preservation Program 11,300,000 5,300,000 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 6,000,000$ Seay Road Widening 150,000 150,000 - - - - - -$ Sign Reflectivity Mandate 1,790,000 1,040,000 150,000 150,000 150,000 150,000 150,000 750,000$ Road Maintenance Fee Fund Total 77,276,299$ 52,526,499$ 4,827,800$ 4,980,000$ 5,302,000$ 4,814,000$ 4,826,000$ 24,749,800$




Sale of Property - Vehicle & Capital EquipmentGeneral Fund Vehicle & Capital Equipment Repl. 845,193 845,193 - - - - - -$ Solid Waste Fund Vehicle & Capital Equipment Repl. 810,118 333,444 189,532 146,000 25,021 30,664 85,457 476,674$ Sale of Property - Vehicle & Capital Equip. Total 1,655,311$ 1,178,637$ 189,532$ 146,000$ 25,021$ 30,664$ 85,457$ 476,674$

Sheriff's Office - Confiscated AssetsGeneral Fund Vehicle & Capital Equipment Repl. 200,000 200,000 - - - - - -$ Sheriff's Office - Confiscated Assets Total 200,000$ 200,000$ -$ -$ -$ -$ -$ -$

Solid Waste FundCollection Container Upgrade 735,000 395,000 40,000 40,000 100,000 130,000 30,000 340,000$ Collection Convenience Center Rehabilitation 491,400 321,400 34,000 34,000 34,000 34,000 34,000 170,000$ Gas Collection System Expansion 1,950,000 1,950,000 - - - - - -$ Leachate Collection & Pretreatment Maintenance 240,000 30,000 60,000 60,000 30,000 30,000 30,000 210,000$ Soil Haul 440,000 110,000 - 110,000 110,000 - 110,000 330,000$ Wellford Landfill Phase VII Construction 10,875,000 3,800,000 75,000 50,000 5,700,000 1,250,000 - 7,075,000$ Solid Waste Fund Total 14,731,400$ 6,606,400$ 209,000$ 294,000$ 5,974,000$ 1,444,000$ 204,000$ 8,125,000$

Solid Waste Fund Vehicle & Capital Equipment ReserveSolid Waste Fund Vehicle & Capital Equip. Repl. 12,280,387 7,768,361 1,805,568 1,391,000 208,979 292,336 814,143 4,512,026$ Solid Waste Fund Vehicle & Capital Equip. Reserve Total 12,280,387$ 7,768,361$ 1,805,568$ 1,391,000$ 208,979$ 292,336$ 814,143$ 4,512,026$

State C FundsCountywide Asphalt Resurfacing 30,067,000 18,077,000 2,388,000 2,393,000 2,398,000 2,403,000 2,408,000 11,990,000$ Other Funds Vehicle and Capital Equip Replacement 12,500 12,500 - - - - - -$ Pavement Preservation Program 250,000 250,000 - - - - - -$ State C Funds Total 30,329,500$ 18,339,500$ 2,388,000$ 2,393,000$ 2,398,000$ 2,403,000$ 2,408,000$ 11,990,000$

Stormwater Fund Transfer

Countywide Bridge and Culvert Repair & Maintenance 2,450,000 1,700,000 150,000 150,000 150,000 150,000 150,000 750,000$ Other Funds Vehicle and Capital Equip Replacement 256,547 197,914 - - - - 58,633 58,633$ Vacuum Trailer 100,000 - 100,000 - - - - 100,000$ Stormwater Fund Transfer Total 2,806,547$ 1,897,914$ 250,000$ 150,000$ 150,000$ 150,000$ 208,633$ 908,633$

All Revenue Sources Total 527,424,455$ 229,104,399$ 55,402,031$ 89,609,360$ 49,730,458$ 84,826,399$ 18,751,808$ 298,320,056$



Summary of Additional Operating Impact In order to fully understand the impact of completing a capital project, each capital project page includes an estimate of additional operating budgetary impact. While many of the projects programmed as part of the Adopted Capital Improvement Plan represent on-going maintenance activities for which regular operating funds are continuously and historically budgeted, others represent projects that will result in new annual operating expenditures. Since the operating impact of existing on-going maintenance activities are already included in the County’s Operating Budget, and therefore our long-term financial models, we exclude those budgeted amounts from the schedule below and focus solely on new, additional operating budget impact. By focusing on this information, we are better able to estimate the amount of new funding that must be set aside in future years, evaluate whether or not our revenue sources are sufficient to sustain those expenditures, and adjust the operating and capital budget accordingly.

FY 2021-25

FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 Total

County Buildings and Facilities Total - - - - - -$

Road Infrastructure Total - 30,000 30,000 30,000 30,000 120,000$

Solid Waste Total - - - - - -$

Storm Water Management Total - - - - - -$

Technology Total 298,077 377,359 534,604 555,854 561,289 2,327,183$

Public Safety Total 2,800 2,800 27,150 27,857 573,609 634,216$

Community & Economic Development Total - - - - - -$

Vehicle and Capital Equipment Total - - - - - -$

Parks & Recreation Total 4,000 18,000 34,000 40,000 40,000 136,000$

Capital Projects Total 304,877$ 428,159$ 625,754$ 653,711$ 1,204,898$ 3,217,399$

FY 2021-25


County Buildings and Facilities

Admin Building Fire Alarm Panel Replacement - - - - - -$

City/County Government Center - - - - - -$

City/County Government Center Parking Garage - - - - - -$

Communications Center Renovation - - - - - -$

County Facilities Repairs & Maintenance - - - - - -$

CSB Parking Lot Repaving - - - - - -$

Emergency Operations Center - - - - - -$

Fleet Water Line Replacement - - - - - -$

Generator and Transfer Switches - - - - - -$

Judicial Center - - - - - -$

Judicial Center Parking Garage - - - - - -$

Municipal Court/Police Building - - - - - -$

Road Maintenance Building Section 2 - - - - - -$

Road Maintenance Building Section 3 - - - - - -$

Sheriff Office Parking Lot Lights - - - - - -$

County Buildings and Facilities Total -$ -$ -$ -$ -$ -$

Spartanburg County, South CarolinaFY 2021-25 Adopted Capital Improvement Plan

Summary of Additional Operating Impact




Road Infrastructure

Apple Valley and Berry Shoals Intersection Improvement - - - - - -$

Belcher Road Bridge Replacement - - - - - -$

Belcher Road Intersection Improvement - - - - - -$

Belcher Road Roundabout - - - - - -$

Belcher Road Widening - - - - - -$

Bryant Road Widening - - - - - -$

Bryant and Flatwood Intersection Improvement - - - - - -$

Clark Road Intersection Improvements - - - - - -$

County Roadway Safety Enhancements - - - - - -$

Countywide Asphalt Resurfacing - - - - - -$

Countywide Bridge & Culvert Repair & Maintenance - - - - - -$

Countywide Intersection Improvements - - - - - -$

Countywide Road Widening - - - - - -$

Countywide Stormwater Infrastructure Improvements - - - - - -$

Davis Road Intersection Improvement - - - - - -$

Davis Road Reclamation Widening - - - - - -$

Hanging Roack Road Widening - - - - - -$

Lightwood Knot Road Intersection Improvement - - - - - -$

Lightwood Knot Road Widening - - - - - -$

Maintenance Quality Assurance - - - - - -$

Municipal Road Projects - - - - - -$

Pavement Asset Evaluation - - - - - -$

Pavement Preservation Program - 30,000 30,000 30,000 30,000 120,000$

Seay Road Widening - - - - - -$

Sign Reflectivity Mandate - - - - - -$

Steve G. Belue Infrastructure Fund - - - - - -$

Tucapau and Berry Shoals Intersection Improvement - - - - - -$

Victor Hill Road Widening - - - - - -$

Zion Hill Road Intersection Improvement - - - - - -$

Road Infrastructure Total -$ 30,000$ 30,000$ 30,000$ 30,000$ 120,000$

Solid Waste

Collection Container Upgrade - - - - - -$

Collection Convenience Center Rehabilitation - - - - - -$

Gas Collection System Expansion - - - - - -$

Leachate Collection & Pretreatment Maintenance - - - - - -$

Soil Haul - - - - - -$

Wellford Landfill Phase VII Construction - - - - - -$

Solid Waste Total -$ -$ -$ -$ -$ -$

Storm Water Management

Vacuum Trailer - - - - - -$

Storm Water Management Total -$ -$ -$ -$ -$ -$

Public Safety

800 MHz Radios 2,800 2,800 2,800 2,800 2,800 14,000$

Alarm Processing Enhancement - - - - - -$

Body Worn Cameras - - - - - -$

Cherokee Springs EMS Station - - - - 545,000 545,000$

EMS Stretcher - - - - - -$

Law Enforcement Mobile Data - - 24,350 25,057 25,809 75,216$

Mass Spectrometer - - - - - -$

Radio Tower Maintenance - - - - - -$

Taser Replacement - - - - - -$

Public Safety Total 2,800$ 2,800$ 27,150$ 27,857$ 573,609$ 634,216$



FY 2021-25


Technology

Circuit Solicitor Storage Upgrade 2,200 2,200 2,200 2,200 2,200 11,000$

Communications Technology Replacement - - - - - -$

County Network Infrastructure - - - - - -$

County Servers & Software Upgrade - - - - - -$

Desktop and Portable Computer Replacement - - - - - -$

Desktop Scanner Replacement - - - - - -$

IT Disaster Recovery 209,600 272,000 370,200 370,200 370,200 1,592,200$

Land Development Software 86,277 88,865 91,531 94,277 97,106 458,056$

Mobile Data Terminal Replacement - - - - - -$

Munis Phase 4 - 12,019 12,380 12,751 13,133 50,283$

Munis Upgrade - - - - - -$

Network Printer Replacement - - - - - -$

Network Scanner Replacement - - - - - -$

Register of Deeds Index Book Scanning - - - - - -$

Register of Deeds Security Roll Duplication - - - - - -$

Tyler ExecuTime - - - 16,452 16,946 33,398$

Tyler Workorder and Inventory - - 56,018 57,699 59,429 173,146$

Voice over IP (VoIP) - 2,275 2,275 2,275 2,275 9,100$

Technology Total 298,077$ 377,359$ 534,604$ 555,854$ 561,289$ 2,327,183$

Community & Economic Development

Affordable Housing & Housing Rehabilitation - - - - - -$

Community Improvements - - - - - -$

Comprehensive Plan & Area Performance Planning - - - - - -$

Community & Economic Development Total -$ -$ -$ -$ -$ -$

Vehicle & Capital Equipment Replacement

Fleet Services Shop Equipment Replacement - - - - - -$

General Fund Vehicle & Capital Equip Replacement - - - - - -$

Other Funds Vehicle & Capital Equip Replacement - - - - - -$

Parks Vehicle & Capital Equipment Replacement - - - - - -$

Solid Waste Vehicle & Capital Equipment Replacement - - - - - -$

Vehicle & Capital Equipment Replacement Total -$ -$ -$ -$ -$ -$

Parks & Recreation

Athletic Field Lighting 4,000 8,000 14,000 20,000 20,000 66,000$

Bicycle & Pedestrian Infrastructure - - - - - -$

Community Center Improvements - - - - - -$

Community Park Improvements - - - - - -$

Dog Parks - 10,000 20,000 20,000 20,000 70,000$

Parks HVAC Replacement - - - - - -$

Parks Parking Lot Improvements - - - - - -$

Playground Improvements - - - - - -$

Parks & Recreation Total 4,000$ 18,000$ 34,000$ 40,000$ 40,000$ 136,000$

Capital Projects Total 304,877$ 428,159$ 625,754$ 653,711$ 1,204,898$ 3,217,399$



FY 2021-25 Adopted Capital Improvement Plan

Project Descriptions

Note: Project titles in bold are scheduled to receive funding in FY 2020/21. Unless otherwise notes, projects are anticipate to have $0 additional operating impact over 5-years

County Buildings and Facilities Administration Building Fire Alarm Panel Replacement (Goal 3.1) FY 2021-25 Total $30,000 This project will provide for the replacement of an existing fire panel in the Administration Building. The current

alarm system is over 20 years old. There is no additional operating impact expected upon completion of this project.

City/County Government Center (Goals 3.1 & 3.4) FY 2021-25 Total $52,300,000

This project will provide resources for a new consolidated City and County Government Center. The proposed Government Center is estimated to be approximately 188,000 sq ft. This will replace our current County Administration Building and even though bigger than our current building, it will be more energy efficient and therefore no increase or decrease in operating impact is expected.

City/County Government Center Parking Garage (Goals 3.1 & 3.4) FY 2021-25 Total $10,800,000 This project will provide for the construction of a parking garage for public and staff to service the new

City/County Government Center. The structure would be sized for approximately 600 spaces and will replace an existing surface structure. It is too early in the design process to estimate the annual operating impact of this new facility.

Communications Center Renovation (Goals 3.1, 3.4) FY 2021-25 Total $12,800 This project will provide for lobby renovations at the 9-1-1 Communications center to facilitate ingress and egress

as well as replace inefficient fluorescent lighting with LED lighting and upgrade conference room space. Countywide Facilities Repairs & Maintenance (Goal 3.1) FY 2021-25 Total $875,000

This project provides funding for unplanned (and unexpected) repairs and maintenance of all County Facilities including the Detention Facility.

CSB Parking Lot Repaving (Goal 3.1) FY 2021-25 Total 66,600

This project will provide for the repaving of the parking lot that services the Community Services Building. The existing pavement is failing and this will provide for the repair and restriping of the lot.

Emergency Operations Center (Goals 3.1 & 3.4) FY 2021-25 Total $2,090,900 This project provides for the construction of a new Emergency Operations Center (EOC). The County’s EOC is

currently located in the existing Courthouse. Due to plans for a new Judicial Center and accompanying demotion of the current Courthouse, the EOC will have to be relocated. Preliminary estimates call for an approximately 18,000 sq ft. Additional operating impact is not yet known.

Fleet Water Line Replacement (Goal 3.1) FY 2021-25 Total $16,800 This project will provide for the replacement of aging underground water lines at the Fleet Shop. Current lines

are in excess of 30 years old and require constant report due to recurring water leaks. Reducing these lines will reduce the monthly water bills as well as the repair expense.



Generator and Transfer Switches (Goal 3.1) FY 2021-25 Total $92,000 This project will provide for the purchase of a portable generator to be used at multiple locations within the County when necessary. It will also add transfer switches at Fleet Services and the Administration Building for Registration and Elections. Homeland Security has mandated that County Voter Registration Offices be secure at all times, an uninterrupted power source for this office will help ensure continued security in the office.

Judicial Center (Goals 3.1 & 3.4) FY 2021-25 Total $56,373,368

This project provides resources for the construction of a new Judicial Center to be located on the site of the existing County Courthouse. A new consolidated Judicial Center of approximately 300,000 sq ft will be constructed containing approximately 16 courtrooms in addition to office space. This will replace our current Judicial Center and even though bigger than our current buildings, it will be more energy efficient and therefore no increase or decrease in operating impact is expected.

Judicial Center Parking Garage (Goals 3.1 & 3.4) FY 2021-25 Total $7,200,000 The project will provide resources to construct a parking garage for public and staff in proximity to the new Judicial

Center. Preliminarily the garage has been estimated to include 600 spaces. It is too early in the design process to estimate the annual operating impact of this new facility.

Municipal Police Building (Goals 3.1 & 3.4) FY 2021-25 Total $11,106,031 This project will provide for development of a new Municipal Police Building. A new building would require

approximately 54,000 sq ft. This building will not be a County asset and therefore will have no operating impact on the County.

Road Maintenance Building Section 2 (Goals 3.1 & 3.4) FY 2021-25 Total $308,000 This project will provide for the replacement and relocation of the Section 2 Road Maintenance Building in

Duncan. The existing building is aging and is in need of numerous repairs. Road Maintenance Building Section 3 (Goals 3.1 & 3.4) FY 2021-25 Total $308,000 This project will provide for the replacement of the Section 3 Road Maintenance Building in Woodruff. The

existing building is aging and is in need of numerous repairs. Sheriff Office Parking Lot Lights (Goals 3.1 & 3.4) FY 2021-25 Total $78,000 This project will provide for the replacement of all parking lot lights at the Sheriff’s Office to increase visibility

and increase safety. Road Infrastructure Apple Valley and Berry Shoals Intersection Improvement (Goals 1.5, 3.3 & 3.4) FY 2021-25 Total $1,250,000 This project provides for intersection improvements at Apple Valley and Berry Shoals Roads. Both Apple Valley

and Berry Shoals are collector roadways located in the southwestern portion of the County. Currently, the intersection is controlled by stops signs along Apple Valley. Berry Shoals is a through road that does not stop. For a five-year period between 2014 and 2018, twenty-three vehicular accidents were recorded at the noted intersection with three recorded injuries. The intersection will be further evaluated; however, the projected improvement is likely a roundabout.

Belcher Road Bridge Replacement (Goals 1.5, 3.3 & 3.4) FY 2021-25 Total $304,300 This project will provide for the replacement of Belcher Road Bridge. The new bridge is proposed to be rebuilt

with a single span cored slab deck, 70 ft long, with steel supports. The new bridge will be super-elevated and realigned to improve traffic flow and safety.

Belcher Road Intersection Improvement (Goals 1.5, 3.3 & 3.4) FY 2021-25 Total $940,000

This project will provide funding for installation of a roundabout to improve an existing 5-point intersection of Belcher Road, Old John Dodd Road, and River Forest Road.



Belcher Road Widening (Goals 1.5, 3.3 & 3.4) FY 2021-25 Total $3,150,000 This prove will provide for the widening of Belcher Road. The project will widen the road from 18 ft to 24 ft, install new asphalt pavement and pavement markers, and associated improvements to the roadway’s storm water conveyance system.

Bryant Road Widening (Goals 1.5, 3.3, 3.4) FY 2021-25 Total $1,800,000 This project will provide funding for the widening of Bryant Road. Bryant Road is a collector located in the northeastern portion of the County. This roadway accommodates relatively high volumes of traffic and connects Hwy 221 to Old Furnace Road. The project is proposed to include reclaiming/repaving and widening over 2.7 miles of roadway between the intersection with Old Furnace and I-85, installing any needed safety improvements (to include, but not limited to, rumble strips, raised/reflective pavement markers, signage, guardrail, and pavement markings,) and removing necessary vegetation from the County’s right-of-way. Bryant and Flatwood Intersection Improvement (Goals 1.5, 3.3, 3.4) FY 2021-25 Total $1,250,000 This project will provide funding for the intersection improvements at Bryant and Flatwood Roads. Both Bryant Road and Flatwood Road are collector roads located in the northeastern portion of the County. Currently, the intersection is controlled by stops signs along Flatwood Road. Bryant Road is a through road that does not stop. The intersection is relatively small and does not safely accommodate larger vehicles and/or higher traffic volumes.

Clark Road Intersection Improvements (Goals 1.5, 3.3, &3.4) FY 2021-25 Total $2,250,000

This project will provide funding for multiple intersection improvements along Clark Road which runs from the Inman Area to Highway 9 in Boiling Springs. This highly traveled corridor is approximately 28,500 feet long and has multiple intersections. This project will improve intersections with Seay Road, Bishop Road, and Sugar Ridge Road in an effort to better control and manage traffic and to improve safety for motorists and pedestrians in the area. County Roadway Safety Enhancements (Goals 1.5, 3.3, & 3.4) FY 2021-25 Total $1,000,000 This project will provide funding for safety enhancements to the County’s roadway network. These enhancements will include re-striping of roadways with either thermos-plastic or paint (depending on age and condition of the road), installation of raised reflective pavement markings and rumble strips, repair and/or installation of guardrails, clearing of right-of-ways, and installation and/or replacement of any needed traffic signage.

Countywide Asphalt Resurfacing (Goals 1.5 & 3.3) FY 2021-25 Total $44,625,700 This project will provide funding for asphalt resurfacing on county roads on an annual basis. Roads are selected

for asphalt resurfacing based on the Overall Condition Index (OCI) report each year. Ideally, roads will be resurfaced when the OCI associated with the road is between 41 and 55.

Countywide Bridge and Culvert Repair and Maintenance (Goal 1.5) FY 2021-25 Total $2,250,000

This project provides for the replacement and repair of bridges and large culverts on County-owned roads. Planned bridge and culvert replacements include: Calvary Road Bridge, Miller Town Road Bridge, Gate Road Bridge, Rabbit Moffit Road Bridge, Reidville Sharon Road Bridge, Beardon Road Bridge, Waspnest Road Bridge, Frey Road Bridge, and Settles Road Bridge. Countywide Intersection Improvements (Goals 1.5, 3.3, 3.4) FY 2021-25 Total $4,000,000 This project will provide funding for intersection improvements throughout Spartanburg County. The County is currently experiencing rapid growth in the form of larger industrial parks, residential developments, schools, etc. Many of these projects are located on or are shifting the traveling public onto infrastructure that was not intended for larger vehicles (school buses, semi-trailer trucks, etc.) and relatively high volumes of traffic. Funding will be used for right-of-way acquisition, engineering/design services, and construction.



Countywide Road Widening (Goals 1.5, 3.3, 3.4) FY 2021-25 Total $4,700,000 This project will provide funding for roadway widening throughout Spartanburg County. The County is currently experiencing rapid growth in the form of larger industrial parks, residential developments, schools, etc. Many of these projects are located on or are shifting the traveling public onto infrastructure that was not intended for larger vehicles (school buses, semi-trailer trucks, etc.) and relatively high volumes of traffic. The focus of this project is to correct horizontal and vertical alignments (sharp turns, excessive hills that reduce/restrict visibility, etc.) and to widen roadways. Funding will be used for right-of-way acquisition, engineering/design services, and construction.

Countywide Storm water Infrastructure Improvements (Goals 1.5, 3.3, 3.4) FY 2021-25 Total $2,000,000 This project will provide funding for improvements in the County’s storm water infrastructure. Spartanburg County owns and maintains a relatively robust roadway infrastructure network that currently includes 156 bridges, 35 miles of unpaved gravel roads, and approximately 1,735 centerline miles of asphalt-paved roadways and associated storm water conveyance systems (culverts, catch basins, roadside ditches, etc.). While appropriately sized and installed, some of the County’s storm water conveyance systems are not currently adequate to accommodate the additional storm water associated with the increase in development. This project is in place to address the needs of the County’s system to properly accommodate storm water needs.

Davis Road Intersection Improvement (Goals 1.5, 3.3, & 3.4) FY 2021-25 Total $400,000 This project will provide funding for intersection improvement on Davis Road where it meets Highway 417. Davis

Road located in the southwest planning corridor, runs from Highway 417 to Highway 101 and spans over 12,000 ft. This project will improve the safety of the intersection and the sightlines for drivers.

Davis Road Reclamation Widening (Goals 1.5, 3.3, & 3.4) FY 2021-25 Total $1,300,000

This project will provide funding for the widening of Davis Road. The existing roadway needs to be widened in order to better accommodate traffic and improve safety for motorists. This project will reclaim and widen the road, install new asphalt pavement and pavement markers, and improve the associated roadway’s storm water conveyance system. Hanging Rock Road Widening (Goals 1.5, 3.3, & 3.4) FY 2021-25 Total $2,850,000 This project will provide funding for widening of Hanging Rock Road. Hanging Rock Road is approximately 1.6 miles in length and connects Valley Falls Road to Double Branch Road. The road is approximately 18 feet wide and is currently in fair to poor condition. This project includes a complete reconstruction which involves widening the road to 24 feet, improving horizontal curve and vertical hill issues, and installing any needed safety improvements (to include, but not limited to rumble strips, raised/reflective pavement markers, signage, guardrails, and pavement markings.) Lightwood Knot Road Intersection Improvement (Goals 1.5, 3.3, & 3.4) FY 2021-25 Total $1,000,000 This project will provide for the improvement of the intersection of Lightwood Knot Road and Reidville Sharon Road in the Reidville Community. This roadway is in the southwest planning corridor. Lightwood Knot Road Widening (Goals 1.5, 3.3, & 3.4) FY 2021-25 Total $5,400,000 This project will provide for the widening of Lightwood Knot Road in the Reidville Community. This roadway is in the southwest planning corridor. This project will reclaim and widen the road, install new asphalt pavement and pavement markers, and improve the associated roadway’s storm water conveyance system.

Maintenance Quality Assurance (Goals 1.5, 3.3, & 3.4) FY 2021-25 Total $75,000 This project will provide funding for a maintenance quality assurance program. The main purpose of a

maintenance quality assurance program is to improve quality and provide for the effective use of resources by instituting an objective evaluation technique for measuring level of service. The intent is to identify key maintenance activities and determine the features and characteristics that should be periodically evaluated. This information will help address required funding levels (personnel, equipment, materials, etc.), areas of high or low maintenance, and will provide a strategy for prioritizing maintenance operations. The program should also provide



training, identify areas where additional employee training is needed, and create consistency across the County and each maintenance division.

Municipal Road Projects (Goal 1.5) FY 2021-25 Total $4,756,000 Funding is allocated to incorporated cities and towns in the County for road projects, based on the number of

road miles. Municipalities submit funding requests to the County and these are reviewed by a municipal road advisory committee. Changes in Road Maintenance Fee revenues proportionally affect municipality distribution.

Pavement Asset Evaluation (Goals 1.5 & 3.1) FY 2021-25 Total $628,800 This project will provide funds to collect a variety of data on county roads. The project will use a private company

to drive every County road at one-time. Pavement will be evaluated with new computer software in order to eliminate subjectivity. The data will then be utilized to both assess the current state of roads and to populate additional software that will help predict the future condition of the roads allowing the County to update its infrastructure plan and optimize spending priorities.

Pavement Preservation Program (Goals 1.5 & 3.1) FY 2021-25 Total $6,000,000

This project will provide funds for development and implementation of an asphalt preventative maintenance program to extend the useful life of county roads. This project will provide for several types of preventative care including crack repair, sealing, and others. These funds will help to maintain the quality of the county road system and maximize the number of road miles that can be maintained, while focusing resurfacing efforts on the lowest quality roads.

Seay Road Widening (Goals 1.5, 3.3 & 3.4) FY 2021-25 Total $2,175,000 This project provides for the widening of Seay Road from 16 ft to 24 ft between Hanging Rock Road and Highway

9, the installation of new asphalt pavement and pavement markers, and associated improvements to the roadway’s storm water conveyance system.

Sign Reflectivity Mandate (Goals 1.5 & 3.4) FY 2021-25 Total $750,000

This project will provide for the replacement of existing County direction, traffic, and road signs. The Federal Highway Administration (FHWA) has a new set of requirements for minimum sign reflectivity standards that must be adhered to. These standards set benchmark dates for creating of a replacement plan, replacement of traffic and road signs, and replacement of directional signs.

Steve G. Belue Infrastructure Fund (Goals 1.1 & 1.5) FY 2021-25 Total $2,825,000 This project was created in memory of the late Spartanburg County Public Works Director, Steve G. Belue. This

project twill house a pool of resources, allocated on an annual bases to address unforeseen needs and opportunities related to infrastructure. Funds will be approved by Council on a project by project basis as needs and opportunities are identified. It is anticipated that funding will be used for infrastructure needs related to economic development activities and other development related items.

Tucapau and Berry Shoals Intersection Improvement (Goals 1.5, 3.3, &3.4) FY 2021-25 Total $1,250,000

This project will provide funding for intersection improvements at Tucapau and Berry Shoals Roads. Both Tucapau Road and Berry Shoals are collectors located in the southwestern portion of the County. Currently, Tucapau intersects Berry Shoals at an acute angle and the intersection is controlled by a yield sign along Tucapau Road. Berry Shoals is a through road that does not stop. The intersection will be further evaluated; however, the projected improvement is likely a roundabout.

Victor Hill Road Widening (Goals 1.1, 3.3, & 3.4) FY 2020-24 Total $2,550,000

This project will provide funding for the widening of Victor Hill Road. Victor Hill Road is a county maintained roadway that begins at the intersection of J Verne Smith Parkway and Danzler Road in the Greer area. This road was partially widened in the summer of 2018 in partnership with a developer, City of Greer, and the Steve Belue Fund. This project will address the remaining county owned portion of the road.



Zion Hill Road Intersection Improvement (Goals 1.5 & 3.4) FY 2020-24 Total $1,000,000 This project will provide resources for an intersection improvement on Zion Hill Road. Zion Hill Road is a county owned road that connects U.S. 29 to Clifton Glendale Road just east of the City of Spartanburg. This project will replace the four-way stop intersection at Sloans Grove Road with a roundabout. This project will help improve safety in the area and will be a component of a larger plan to widen and improve the entire roadway.

Solid Waste Collection Container Upgrade (Goals 1.5, 3.1 & 3.4) FY 2021-25 Total $340,000 This is a reoccurring project that provides for the regular replacement of trash compactors located at the

countywide convenience centers as well as the metal collection containers that hold recyclables. Collection Convenience Center Rehabilitation (Goals 1.5, 3.1 & 3.4) FY 2021-25 Total $170,000

This project provides for the rehabilitation of multiple collection convenience centers. The current pavement has deteriorated during the life of the operations resulting in sever potholes, cracks, and ruts. This project will correct these issues and repave the areas with either asphalt or concrete as well as complete repairs, replacements, and improvement to existing structures as warranted.

Gas Collection System Expansion (Goals 1.5, 3.1, 3.3 & 3.4) FY 2021-25 Total $1,250,000 This project will provide resources for the systematic build-out of the existing gas collection network (wells) at the

Wellford Landfill. These wells not only help to maintain the County’s compliance with regulatory agencies for gas migration, but also serve to enhance methane gas production for sale to project partners.

Leachate Collection & Pretreatment Maintenance (Goal 3.1) FY 2021-25 Total 210,000 Project will provide for the regular replacement of components and non-routine maintenance requirements of the

Leachate Collection & Pretreatment system. Routine care of the system ensures the system will remain both operational and effective, reducing the likelihood of discharged and system downtime.

Soil Haul (Goal 3.1) FY 2021-25 Total $330,000 Project will provide for the stockpiling of soil to be used for cell construction of the Phase VII class three landfill,

daily cover of the active C&D landfill, active Phase VI and future Phase VII landfills, and closure of the active C&D landfill. The County has a contractual relationship with Vulcan Materials that allows the county to purchase overburden soil from the Lyman Quarry at much lower than market rate.

Wellford Landfill Phase VII Construction (Goals 1.5 & 3.1) FY 2021-25 Total $ 7,075,000

This project is located at the Wellford Landfill and will provide for the construction of the Phase VII Class Three MSW Landfill. Phase VII will be constructed in multiple cells. Funding requested for this project will provide resources for construction of the first cell only. Future cells will require additional capital resources.

Storm Water Vacuum Trailer (Goals 1.5 & 3.4) FY 2021-25 Total $100,000

This project will provide resources for the purchase of a new Pacific Tec Vacuum Trailer to assist Roads & Bridges staff with cleaning and clearing storm sewer pipes, catch basins, and cross pipes throughout the County. This new piece of equipment will work in conjunction with the Jetter that was purchased in FY 2019/20.

Public Safety 800 MHz Radios (Goal 3.1) FY 2021-25 Total $1,950,500

This project will provide for the routine replacement of 800 MHz radios. The Sheriff’s Office, Detention Facility, Hazardous Materials, and others rely on these radios as their primary method of communications. The County’s current fleet of radios varies greatly in terms of age and condition; however, due to the costly nature of these radios, it is highly beneficial to implement a routine replacement plan on a go-forward basis. This will ensure that radios remain in good condition for first responders, and that the County can anticipate a fairly level funding requirement each year.



Alarm Processing Enhancement (Goal 3.4) FY 2021-25 Total $33,200 This project will provide resources for the purchase of new alarm processing technology known as ASAP to PSAP.

This technology allows alarm companies the ability to electronically transmit activation notifications to dispatch centers, thus eliminating Call Center time and resources. ASAP stands for Automated Secure Alarm Protocol and the County’s Dispatch Center will represent with PSAP (Public Safety Answering Point.) This technology is only available through the National Law Enforcement Telecommunications System (NLETS) and requires an interface to the County’s Computer Aided Dispatch system. This project will help Council to meet its goal of identifying and implementing service improvements, namely by eliminating time and staffing resources for the Call Center.

Body Work Camera Replacement (Goal 3.1) FY 2021-25 Total $210,000 This project will provide resources for the replacement of body worn cameras in the Sheriff’s Office. The units

were initially purchased from forfeiture funds in 2014. This project will establish a routine replacement schedule of the existing body camera allowing the County to better manage the long-term cost of ownership.

Cherokee Springs EMS Station (Goals 3.1 & 3.4) FY 2021-25 Total $730,000

This project will provide for the creation of a new 24-hour transport EMS ambulance service in the Cherokee Springs Area of Spartanburg County. A new free-standing EMS Station will be constructed on property (to be purchased) that will provide living space as well as 500 square feet of bay space. The project will require the purchase of one emergency transport ambulance as well as staffing of 8 personnel to cover 24-hour service. Personnel is estimated at $545,000 for the first year.

EMS Stretcher (Goals 3.1 & 3.4) FY 2021-25 Total $382,000 This project will provide for the annual purchase of 4 Stryker Stretchers for EMS. Stretchers are the primary mode

of patient transfer from the site of injury/illness to the health care facility. It is essential to maintain proper and safe functioning patient care equipment. EMS has traditionally replaced one stretcher each year to rotate older stretchers out of service. A recent facility assessment of existing stretchers revealed that over half of available stretchers are in need of repair or replacement. This project addresses the need for updating aging medical equipment.

Law Enforcement Mobile Data (Goals 3.1 & 3.4) FY 2021-25 Total $240,000 This project will provide for the purchase and installation of a mobile data product that is an extension of our

existing Computer Aided Dispatch (CAD) system. This will allow law enforcement officers to have a variety of information available at their fingertips and to communicate enroute, arrived, and cleared status to dispatchers and other responders. This project will also help to alleviate radio traffic and disseminate uniform information more quickly. The annual operating cost for the extension will be approximately $25,000 a year beginning the year after installation

Mass Spectrometer (Goal 3.1) FY 2021-25 Total $152,000 This project will provide resources to replace the outdated Gas Chromatograph - Mass Spectrometer in the Sheriff’s

Office. The current Spectrometer is over 20 years, is outdated, and is starting to break down in some of its components. This equipment is useful in separating and identifying chemical compounds or mixtures of chemical compounds which greatly enhances the Sheriff’s Office’s ability to identify illegal substances that are confiscated throughout the County. In addition to providing drug analysis for the County, the Sheriff’s Office also provides the same analysis for 13 other law enforcement agencies in the Upstate.

Radio Tower Maintenance (Goal 3.1) FY 2021-25 Total $50,000

This project provides an annual pool of resources for replacement of wiring, antennae, lighting, or other mission critical communication components at any County owned or rented tower locations, as needed to keep the network viable.



Taser Replacement (Goal 3.1) FY 2021-25 Total $66,200 This project will provide for the replacement of X-26 Tasers used by the Sheriff’s Office. These units were initially procured by the Sheriff’s Office utilizing forfeiture funds. This project will establish a routine replacement schedule of the existing Tasers allowing the County to better manage the long-term cost of ownership.

Technology Circuit Solicitor Storage Upgrade (Goal 3.1) FY 2021-25 Total $17,400 In July 2017, the 7th Circuit Solicitor’s Office received a state grant to purchase a computer server that was

dedicated to the storage of data in the Solicitor’s records management system. The need for data storage grew out of law enforcement’s utilization of body camera videos. The purchase was executed with hopes of meeting local storage needs for 5 years. The accumulated data to-date has far exceeded initial estimates due to the deployment of high-definition body cameras and a growing number of high-definition security systems now being utilized by businesses and individuals. The existing server is expected to be at capacity by the end of the 2020 calendar year. The purchase of additional storage space will ensure that the Solicitor’s Office keeps pace with the needs of a growing community. Annual maintenance on the additional storage will be $2,200 annually.

Communications Technology Replacement (Goal 3.1) FY 2021-25 Total $130,338

This project will provide funding for the second year of the Communications/9-1-1 department’s annual technology replacement. Previously their technology components were included in the County Server, Network, and Desktop replacement projects. A replacement schedule has been developed to ensure that the most reliable equipment is in use and is replaced at intervals that can be planned for financially. Uninterrupted and seamless communication amongst Communications/9-1-1 systems and people is vital to operations.

County Network Infrastructure (Goal 3.1) FY 2021-25 Total $551,600 This project will provide funding for network components associated with maintaining the County’s level of information sharing and data capacity while keeping it current. This is accomplished by establishing scheduled replacement of network components that will keep the County’s information network viable. Replacing equipment in a timely fashion will allow for uninterrupted communication inside and outside the County offices and will make the County more efficient and effective.

County Servers and Software Upgrade (Goal 3.1) FY 2021-25 Total $640,000 This project will provide for servers and software associated with maintaining the County’s level of information sharing and data capacity while keeping it current. This is accomplished by establishing a scheduled replacement of servers and software that will keep the County’s information network viable. Replacing equipment in a timely fashion will allow for uninterrupted communication inside and outside the County offices and will make the County more efficient and effective. Updated costs reflect an increased emphasis on improving the way data is stored and shared.

Desktop and Portable Computer Replacement (Goal 3.1) FY 2021-25 Total $1,940,000 This project will provide funding for the systematic replacement of over 1,300 County desktop and portable computers. The project will schedule all County personal computers for replacement every four years, the industry standard for replacement of computers. Approximately one quarter of the entire county inventory will be replaced each year. The units to be replaced are disbursed throughout all County offices and departments. Replacing computers as the approach the end of their useful life will enable staff to serve citizens in a timely manner as computer down time will be minimized.

Desktop Scanner Replacement (Goal 3.1) FY 2021-25 Total $55,000 This project will provide funding for the replacement of desktop scanners throughout the County. This is a new project request aimed at developing a systematic replacement approach for aging desktop scanners such that equipment utilized by departments as part of day-to-day operations remains in good useable condition.



IT Disaster Recovery (Goals 3.1, 3.2 & 3.4) FY 2021-25 Total $110,000 This project will provide funding for the implementation of a Disaster Recovery Plan for Spartanburg County. The intent of this plan is to ensure that all mission critical data and software are appropriately backed up off-site and can be made readily accessible in the event of a natural or cyber disaster. Funding for this project will provide for the implementation of changes recommended as part of a recent study performed by Lurie, Inc., and will focus on the County’s infrastructure, communication, and data backup procedures. As part of this process, the County will migrate to Office 365, which, along with redundant internet connectivity, will allow for continuous, uninterrupted access to data and email. Additionally, the County plans to migrate to cloud storage as part of this implementation. The 5-year additional operating impact is $1,592,200 for cloud storage and Office 365 licenses.

Land Development Software (Goals 3.4, 3.2 & 3.1) FY 2021-25 Total $86,490

The Land Development Software project will replace the County’s current permit tracking software with a development project tracking software which includes digital plan review/submission and integrates with our current GIS software. This project will help Council to realize multiple goals, predominantly its desire to identify and implement service improvement. Replacing the software will allow the County to increase the level of service provided to the public as well as create efficiencies across multiple County departments. Out year capital expenditures includes replacement of hardware such as tablets and large monitors. Annual software maintenance is estimated at approximately $86,000, however annual maintenance on the current systems will be eliminated providing a small offset.

Mobile Data Terminal Replacement (Goal 3.1) FY 2021-25 Total $707,564 Funding of this project will provide for replacement of mobile data computer equipment in Sheriff’s Office vehicles. This project will replace the current Toughbook system with a tablet system to include in-car mounts. This project will establish a routine replacement schedule of the existing Mobile Data Terminals allowing the County to better manage the long-term cost of ownership.

Munis Phase 4 (Goal 3.1) FY 2021-25 Total $70,206 Funding for this project will provide for the purchase and installation of a module of Munis which will allow

hospitality tax and false alarms to be billed, receipted, and tracked wholly within Munis. The existing system utilized by these functional areas was custom written, is no longer supported and does not interface with Munis.

Munis Upgrade (Goal 3.2) FY 2021-25 Total $155,810 Funding for this project will provide for a 4-year replacement cycle for hardware related to our Munis ERP software.

Software upgrades are included as part of the County’s annual software maintenance agreement; however, hardware will need to be upgraded as well. Existing server hardware has been in use since the initial implementation of Munis Financial Software. With plans to implement additional modules over the next few years, scheduled planning for hardware will be critical to the continued success, stability and reliability of the County’s ERP system.

Network Printer Replacement (Goal 3.1) FY 2021-25 Total $38,000

Funding of this project will provide for a systematic approach to the replacement of aging network printers. Funding provides for the replacement of approximately 10 printers annually.

Network Scanner Replacement (Goal 3.1) FY 2021-25 Total $55,000

Funding of this project will provide for a systematic approach to the replacement of 5 aging network/workgroup scanners used in the county’s document imaging project.

Register of Deeds Index Book Scanning (Goal 3.4) FY 2021-25 Total $70,000

This project provides for the scanning and conversion of 63 plan index books and 183 index books to a digital format. Once converted the images will be available online allowing title companies, law firms, financial institutions, and the general public easier access to these books. Online availability for the books will provide a service we have not been able to offer at this level before.



Register of Deeds Security Roll Duplication (Goal 3.4) FY 2021-25 Total 68,400 This project provides for the duplication of 394 security film rolls for the Register of Deeds Office. These film rolls are currently beginning to experience chemical breakdown, causing the film to become brittle and spotted. Once this breakdown starts, the film is typically rendered useless. Additionally, the glue that was used to splice the film is starting to crystalize. Duplication of the film rolls should resolve both of these issues.

Tyler ExecuTime (Goal 3.2) FY 2021-25 Total $138,060 This project will provide for the implementation of the ExecuTime module from Tyler Technologies. This module

provides enhanced functionality in the areas of time-off requests, time entry, and reporting. Exempt employees will be able to split time worked between multiple grants/projects (this is currently managed via journal entry,) and departments that rely heavily on schedules/shifts (i.e., public safety, parks, etc.) will be able to manage those schedules/shifts directly within the module. The enhancements provided by this module will eliminate many of the manual entries and corrections that are currently necessary for departmental and payroll staff.

Tyler Workorder and Inventory (Goal 3.2) FY 2021-25 Total $401,000 This project will provide for the implementation of the Tyler Technologies Enterprise Asset Management (EAM)

software package. Tyler’s EAM software will integrating seamlessly with Munis’ financial module and EnerGov (land management software.) It will build off of existing assets currently tracked in our fixed asset module and could potentially eliminate some existing systems that do not integrate with Munis. Facilities Maintenance should be able to migrate from their current workorder system to more easily assign and track work orders. Fleet Services could potentially replace their existing inventory/work order system which does not integrate with Munis and requires monthly manual journal entries to allocate departmental expenditures. Annual software maintenance will begin around $56,000 per year.

VoIP (Goal 3.2) FY 2021-25 Total $14,000

This project will provide for the conversion of the County’s current analog Centrex telephone system to a Voice of Internet Protocol (VoIP) telecommunications system. The project is expected to offer savings over the useful life of the equipment. FY 2020/21 will address Phase 6 of the project. The project is expected to be complete at the conclusion of Phase 6. The additional operating impact over 5-years is $9,100.

Community Development Affordable Housing and Housing Rehabilitation (Goal 3.1) FY 2021-25 Total $2,562,486

This project consists of providing affordable housing opportunities and owner-occupied housing rehabilitation in Spartanburg County, focusing on targeted areas. All funding for this project is provided by the Federal HOME and CDBG programs.

Community Improvements (Goals 3.1 & 3.4) FY 2021-25 Total $4,669,408 Planned components of this annual project typically include, but are not limited to rad paving, public sewer and water improvements, as well as facility improvements to agencies providing services to the LMI population. All funding for this project is provided by the Federal HOME and CDBG programs.

Comprehensive Plan & Area Performance Planning (Goal 1.2) FY 2021-25 Total $70,000

This project provides for the development of a County Comprehensive Plan and development of Area Performance Planning. Both aspects of this project are in process, but are expected to continue for a number of years.

Vehicle and Capital Equipment Replacement Fleet Services Shop Equipment Replacement (Goal 3.1) FY 2021-25 Total $48,974

This project provides resources for the replacement of equipment necessary to repair County-owned vehicles and equipment. This equipment is vital to the day-to-day operations of the Fleet Services department. Replacement of portions of this equipment is scheduled to occur over several years.



General Fund Vehicle & Capital Equipment Replacement (Goal 3.1) FY 2021-25 Total $16,338,000 Replacement of General Fund vehicles and capital equipment based on an annual replacement schedule. The Spartanburg County Sheriff’s Office, Roads and Bridges, and all other General Fund departments are included in this project.

Other Funds Vehicle & Capital Equipment Replacement (Goal 3.1) FY 2021-25 Total $305,421 Replacement of vehicles and capital equipment in funds other than those previously identified based on an annual replacement schedule. FY 2019/20 includes funding for Fleet Services, Facilities Maintenance, and Engineering/Storm Water.

Parks Vehicle & Capital Equipment Replacement (Goal 3.1) FY 2021-25 Total $1,049,000 The project provides for the replacement of Park vehicles and capital equipment based on an annual replacement schedule.

Solid Waste Vehicle & Capital Equipment Replacement (Goal 3.1) FY 2021-25 Total $4,988,700 Replacement of Solid Waste vehicles and capital equipment based an annual replacement schedule. Parks & Recreation Athletic Field Lighting (Goal 3.4) FY 2021-25 Total $2,324,000

This project provides funding to add sports field lighting to the multi-purpose fields at Va-Du-Mar McMillan Park. The park currently has 4 fields that do not have lighting. In out years lighting will also be added at Old Canaan Road and Holston Creek Parks. The addition of lighting will allow local youth athletic associations and soccer clubs to maximize the fields for games and practices. The 5-year estimated operating impact is $66,000 for electricity costs.

Bicycle & Pedestrian Infrastructure (Goals 2.2 & 1.5) FY 2021-25 Total $2,125,000

This project provides for roadway improvement such as bike lanes, sidewalks, and traffic calming treatments to connect County park facilities to the surrounding communities.

Community Center Improvements (Goals 1.5, 3.1, 3.4, & 4.2) FY 2021-25 Total 270,000 This project provides for improvements at several community centers within the County that are needed to

maintain safe, attractive, and legally compliant centers. Funding in FY 2020/21 will provide for improvements at Chesnee Community Center, Cleveland Park Event Center, Lake Cooley Outdoor Education Center, TW Edwards, and Woodruff Leisure Center. Funding in outlying years will continue to address ADA and other identified safety improvements.

Community Park Improvements (Goal 1.5) FY 2021-25 Total $550,000

This project provides resources for renovations and safety improvements at several community parks. FY 20/21 funds will be utilized for the continuation of ADA and safety issues as well as restrooms at Pacolet Park.

Dog Parks (Goals 1.1, 1.5) FY 2021-25 Total $225,000 This project provides resources for the construction of 2 dog parks in Spartanburg County. Funding in FY

2021/22 provides for construction at Tyger River Park; an additional dog park is to be constructed at Va-du-Mar McMillan Park in FY 2022/23. The 5-year additional operating impact is $70,000.

Parks HVAC Replacement (Goals 3.1 & 3.4) FY 2021-25 Total $125,000

This project provides funding for the systematic replacement of heating, ventilation, and air conditioning systems at various park facilities.

Playground Improvements (Goals 3.1, 3.4 & 3.5) FY 2021-25 Total $630,000 This project will provide funding for improvements to multiple playgrounds in parks throughout the County. FY 20/21 includes replacement of the unit at Inman Mills.


Debit Services

Debt Service Fund

This fund is used to account for the accumulation of resources and principle and interest payments of general obligation bonds, revenue bonds, certificates of participation, and capital leases. Revenue bond and certificate of participation debt service reserves are maintained in this fund.

FY 16/17 Actual

FY 17/18 Actual

FY 18/19 Actual

FY 19/20 Budget

FY 20/21 Budget

$ Inc/Dec FY 21-20

% Inc/Dec FY 21-20

RevenuesTaxes 6,890,540 7,127,287 7,271,174 6,343,518 6,754,526 411,008 6%Permits, Fees, Fines - - - - - - N/AInterest Income 935 8,630 3,453 - - - N/AIntergovermental - - - - - - N/AMiscellaneous 105,128 17,000 407,590 552,980 175,103 (377,877) -68%Fund Balance Appropriated - - - 1,094,850 (209,934) (1,304,784) -119%

Revenue Total 6,996,603 7,152,917 7,682,217 7,991,348 6,719,695 (1,271,653) -16%

Transfers-inTransfer from General Fund - - - - - - N/ATransfer from Public Defender Fund - - - - - - N/ATransfer from Solid Waste Fund 1,267,260 1,140,600 1,140,400 1,059,000 1,061,950 2,950 0%Transfer from Facilities Maintenance Fund - - - - - - N/ATransfer from Fire Department Fund - - - 69,317 15,654 (53,663) -77%Transfer from 9-1-1 Phone System Fund - - - - - - N/ATransfer from Info. Technologies Fund - - - - - - N/ATransfer from Spartanburg Parks Fund 343,270 343,618 341,597 340,443 - (340,443) -100%Transfer from Hospitality Tax Fund 1,386,863 1,300,450 1,302,250 1,217,650 1,218,200 550 0%Transfer from Library System Fund 772,358 773,140 768,592 1,004,242 772,501 (231,741) -23%

Transfers-in Total 3,769,751 3,557,808 3,552,839 3,690,652 3,068,305 (622,347) -17%

Revenue and Transfer-in Total 10,766,354 10,710,725 11,235,056 11,682,000 9,788,000 (1,894,000) -16%

ExpendituresPersonnel Services - - - - - - N/AOperating 67,699 15,839 17,100 28,641 25,827 (2,814) -10%Minor Capital - - - - - - N/AOther 8,397,504 8,484,761 9,376,116 11,653,359 9,762,173 (1,891,186) -16%

Expenditure Total 8,465,203 8,500,600 9,393,216 11,682,000 9,788,000 (1,894,000) -16%

Transfer-outTransfer to Capital Project Fund 1,165,786 1,185,575 1,097,428 - - - N/A

Transfer-out Total 1,165,786 1,185,575 1,097,428 - - - N/A

Expenditure and Transfer-out Total 9,630,989 9,686,175 10,490,644 11,682,000 9,788,000 (1,894,000) -16%

Available Fund BalanceBeginning Fund Balance 1,452,195 2,587,560 3,612,110 4,356,522 3,261,673 Prior Period Adjustment - - - - - Add To/(Use Of) Fund Balance 1,135,365 1,024,550 744,412 (1,094,850) 209,934



Debit Services

Legal Debt Margin

Legal Debt Margin Calculation

Assessed Valuation $ 1,216,939,960

x 8% Constitutional Limit x 8%

Legal Debt Limit $ 97,355,197

Less GO Bonds Outstanding 6/30/19 $ 23,229,597

*Less Voter Approved Bonds 2,918,617

Debt Applicable to Limit $ 20,310,980

Legal Debt Margin $ 77,044,217

* Article X Section 14 of the South Carolina Constitution sets no limit on general obligation debt, if it is authorized by a majority vote of qualified electors of the County voting in the referendum which is authorized by law. However, without a referendum, the County is authorized to incur general obligation debt for any of its purposes in an amount not exceeding eight (8) percent of the assessed value of all taxable property.


Debit Services

Debt Ratios

Total Ratio of Gross General Debt Service to

Fiscal Debt Governmental General Governmental Year Service Expenditures Expenditures

2010 8,022,396$ 171,078,446$ 4.7%2011 7,891,798$ 184,096,033$ 4.3%2012 7,331,759$ 166,371,885$ 4.4%2013 8,058,244$ 164,440,082$ 4.9%2014 8,143,081$ 160,113,138$ 5.1%2015 9,908,185$ 187,819,889$ 5.3%2016 12,065,511$ 189,199,139$ 6.4%2017 8,465,202$ 210,084,313$ 4.0%2018 8,500,601$ 186,062,994$ 4.6%2019 9,393,216$ 199,580,280$ 4.7%

Spartanburg County, South CarolinaRatio of Annual Debt Service Expenditures for General Obligation

Bonded Debt to Total General Governmental Expenditures (1)Last Ten Fiscal Years

(1) Includes General, Special Revenue, Debt Service, and Capital Project Funds

(1) Ratio of Ratio ofPer General COPS and Debt to Debt to

Fiscal (1) Capita Assessed Obligation Capital Revenue Total Assessed Debt perPersonal Year Population Income Value Bonds Leases Bonds Debt Value Capita Income

2010 286,822 29,494 1,022,005,416 32,443,615 2,326,189 35,096,559 69,866,363 6.84% 244 0.83%2011 284,307 22,230 960,025,226 30,564,002 4,352,217 33,832,597 68,748,816 7.16% 242 1.09%2012 286,236 31,873 957,018,714 28,160,747 7,020,179 32,533,635 67,714,561 7.08% 237 0.74%2013 288,745 33,518 965,900,726 25,700,461 6,598,157 31,194,673 63,493,291 6.57% 220 0.66%2014 290,969 35,040 998,968,294 23,152,005 6,501,788 29,810,710 59,464,503 5.95% 204 0.58%2015 293,542 34,946 1,020,946,529 22,746,535 7,780,584 28,381,747 58,908,866 5.77% 201 0.57%2016 297,302 39,700 1,044,508,264 20,484,882 7,138,242 26,860,618 54,483,742 5.22% 183 0.46%2017 301,463 40,722 1,069,574,115 17,548,488 5,913,860 25,130,525 48,592,873 4.54% 161 0.40%2018 306,854 41,709 1,110,317,286 14,509,213 4,604,903 23,340,432 42,454,548 3.82% 138 0.33%2019 313,888 43,148 1,216,939,960 24,582,074 3,144,013 21,485,339 49,211,426 4.04% 157 0.36%

(1) U.S. Census Bureau of Economic Analysis

Primary Government

Spartanburg County, South CarolinaRatios of Outstanding Debt by Type

Last Ten Fiscal Years


Debit Services

Direct and Overlapping Debt

Percentage County's Within Total Applicable Share

Total County Debt to County of Debt(a)

Direct:Spartanburg County 1,216,939,960 1,216,939,960 49,211,426 100% 49,211,426

Overlapping:Municipalities:

Spartanburg 145,383,277 145,383,277 42,875,147 100% 42,875,147 Campobello 1,762,686 1,762,686 35,894 100% 35,894 Chesnee 2,925,698 2,925,698 42,317 100% 42,317 Cowpens 5,023,010 5,023,010 418,763 100% 418,763 Duncan 11,213,730 11,213,730 158,667 100% 158,667 Greer 130,723,242 33,988,043 27,319,414 26% 7,103,047.66 Inman 7,950,233 7,950,233 6,068,654 100% 6,068,654 Lyman 16,598,930 16,598,930 735,524 100% 735,524 Pacolet 5,216,499 5,216,499 206,249 100% 206,249 Woodruff 8,626,826 8,626,826 6,811,841 100% 6,811,841

School Districts:One 110,948,084 101,186,911 69,640,956 91% 63,373,270 Two 217,072,082 211,915,170 116,995,000 98% 113,485,150 Three 61,182,486 61,182,486 15,993,218 100% 15,993,218 Four 55,790,519 55,790,519 1,817,412 100% 1,817,412 Five 238,094,846 238,094,846 53,075,000 100% 53,075,000 Six 278,916,341 278,916,341 10,848,000 100% 10,848,000 Seven 209,571,814 209,571,814 212,946,005 100% 212,946,005

Special Purpose Districts:Boiling Springs Fire District 83,016,327 83,016,327 1,148,303 100% 1,148,303 Cherokee Springs Fire District 32,043,930 32,043,930 324,213 100% 324,213 Chesnee Community Fire District 13,213,631 13,213,631 54,829 100% 54,829 Croft Fire District 33,422,628 33,422,628 2,000,000 100% 2,000,000 Converse Fire District 18,827,933 18,827,933 111,512 100% 111,512 Cooley Springs Fire District 8,059,855 8,059,855 541,952 100% 541,952 Drayton Fire District 12,760,608 12,760,608 23,625 100% 23,625 Glenn Springs - Pauline Fire District 16,225,427 16,225,427 31,932 100% 31,932 Gowansville Fire District 4,722,409 4,722,409 197,445 100% 197,445 Hilltop Fire District 15,085,483 15,085,483 220,000 100% 220,000 Holly Springs Fire District 22,373,718 22,373,718 472,478 100% 472,478 Inman Community Fire District 31,429,540 31,429,540 842,360 100% 842,360 Landrum Fire District 19,237,126 19,237,126 585,858 100% 585,858 Mayo Fire District 10,548,739 10,548,739 409,893 100% 409,893 Pelham-Batesville Fire District 130,470,944 11,742,385 7,370,908 9% 663,382 Poplar Springs Fire District 62,270,151 62,270,151 1,390,734 100% 1,390,734 Reidville Fire District 85,898,699 85,898,699 848,954 100% 848,954 Startex Fire District 14,667,713 14,667,713 515,120 100% 515,120 Tyger River Fire District 45,277,999 45,277,999 1,307,861 100% 1,307,861 Whitney Fire District 36,444,281 36,444,281 741,417 100% 741,417 Woodruff Fire District 19,180,477 19,180,477 1,180,000 100% 1,180,000 Inman-Campobello Water District 86,797,334 86,797,334 2,627,206 100% 2,627,206 Liberty Chesnee Fingerville Water District 38,407,926 38,407,926 322,627 100% 322,627 SJWD Water District 203,248,071 203,248,071 6,705,230 100% 6,705,230 Spartanburg Sanitary Sewer District 708,139,488 708,139,488 151,452,000 100% 151,452,000 Woodruff-Roebuck Water District 84,599,909 84,599,909 39,349,655 100% 39,349,655

Total Overlapping Debt 786,764,173 750,062,744

Total Direct and Overlapping Debt 835,975,599 799,274,170

(a) The percentage of overlap is calculated based on the portion of each district’s assessment that lies within Spartanburg County’s boundaries.

Assessed Value Outstanding Debt

Spartanburg County, South CarolinaComputation of Direct and Overlapping Bonded Debt

Total DebtJune 30, 2019


Appendix: Budget Ordinance

BUDGET ORDINANCE

BUDGET ORDINANCE NO. O-20-25

A BUDGET ORDINANCE RELATING TO THE FISCAL AFFAIRS OF SPARTANBURG COUNTY MAKING APPROPRIATIONS THEREFORE, LEVYING TAXES FOR THE FISCAL YEAR BEGINNING JULY 1, 2020 AND ENDING JUNE 30, 2021; TO PROVIDE FOR BUDGET CONTROL OF SAID APPROPRIATION BY THE SPARTANBURG COUNTY COUNCIL.

Part I Operation of County Government

SECTION 1: GENERAL The fiscal year 2020-21 County Budget for Spartanburg County, South Carolina, a copy of which is attached hereto and incorporated herein by reference, is hereby adopted. SECTION 2: COUNTYWIDE TAX LEVY The County Auditor shall levy an ad valorem tax on all the taxable property in Spartanburg County for the fiscal year beginning July 1, 2020, and ending June 30, 2021, as stated below:

Provided, however, that the County Auditor shall reduce the levy as to all property within the corporate limits of the City of Spartanburg and the City of Greer an amount equal to the levy for Animal Control Services (2.2 mils). Such reduction shall relieve the taxpayers of these cities from support of this service since these cities make appropriations to support Animal Control Services. This section is adopted pursuant to Section 4-9-30 (5), Code of Laws South Carolina, 1976, which empowers County Council to tax different areas at different rates related to the nature and level of services provided, County Council having found that the nature and level of this service warrants such a different rate. Provided further, that the County Auditor shall reduce the levy as to all property within the corporate limits of all incorporated municipalities within the County an amount equal to the levy for Development Standards (0.6 mils). Since this service was not being rendered by the County on March 7, 1973, such reduction shall relieve the taxpayers of these municipalities for support of this service recognizing that these municipalities make appropriations to provide land use administration. This section is adopted pursuant to Section 4-9-30 (5), Code of Laws South Carolina, 1976, which empowers County Council to tax different areas of the County at different rates related to the nature and level of service provided, the County Council having found that the nature and level of this service warrants such a different rate.

FY21 Millage

County AA 49.0 Animal Control 2.2 Development Standards 0.6 Fire Marshal 0.3 Total General Fund 52.1

Countywide Fire 0.5 Storm Water Management 1.0



Provided further, that the County Auditor shall reduce the levy as to all property within the corporate limits of all incorporated municipalities within the County an amount equal to the levy for Fire Marshal (0.3 mils). Such reduction shall relieve the taxpayers of these municipalities for support of this service recognizing that these municipalities make appropriations to provide fire marshal services. This section is adopted pursuant to Section 4-9-30 (5), Code of Laws South Carolina, 1976, which empowers County Council to tax different areas of the County at different rates related to the nature and level of service provided, the County Council having found that the nature and level of this service warrants such a different rate. Provided further, that the County Auditor shall not levy the 1.0 Mil for Storm Water Management on all property within the corporate limits of the City of Spartanburg and the City of Greer. Such reduction shall relive the taxpayers of these cities from support of this service since these make appropriations to support storm water management services. This section is adopted pursuant to Section 4-9-30 (5), Code of Laws South Carolina, 1976, which empowers the County Council to tax different areas of the County at different rates related to the nature and level or service provided, the County Council having found that the nature and level of this service warrants such a different rate. SECTION 3: DEBT SERVICE TAX LEVY The County Auditor shall levy an ad valorem tax on all the taxable property in Spartanburg County for the fiscal year beginning July 1, 2020, and ending June 30, 2021, for the retirement of County debt as stated below:

SECTION 4: SPECIAL PURPOSE TAX LEVY The County Auditor shall levy a Special Purpose Tax on all taxable property in Spartanburg County for County purposes for the fiscal year beginning July 1, 2020 and ending June 30, 2021, as stated below:

SECTION 5: PARKS LEVY The County Auditor shall levy an ad valorem tax on all unincorporated taxable property and, where incorporated property has through agreement with duly elected municipal representatives been authorized for taxation, for Parks and Recreation purposes for the fiscal year beginning July 1, 2020 and ending June 30, 2021, as stated below:

SECTION 6: TRINITY FIRE DEPARTMENT TAX DISTRICT LEVY The County Auditor shall levy an ad valorem tax on all taxable property within the following Trinity Fire Department Tax District for the fiscal year beginning July 1, 2020 and ending June 30, 2021, as stated below:

FY21 Millage

Debt Service 4.7

FY21 Millage

Spartanburg Community College 6.2Charles Lea Center 1.3County Library 10.4

FY21 Millage

Parks Fund 4.8

FY21 Millage

Trinity Fire Department 29.9



SECTION 7: FIRE SERVICE AREAS TAX LEVY The County Auditor shall levy an ad valorem tax on all taxable property within the following Fire Service Areas for the fiscal year beginning July 1, 2020 and ending June 30, 2021, as stated below:

The Duncan FSA debt levy shall be set at a level to generate sufficient revenues to meet the annual debt service obligations, debt cash flow requirements, and to correct any prior year shortfalls. SECTION 8: SPECIAL TAX DISTRICTS LEVY The County Auditor shall levy an ad valorem tax on all taxable property within the following Special Tax Districts for the fiscal year beginning July 1, 2020 and ending June 30, 2021, as stated below:

SECTION 9: APPROPRIATIONS All of the appropriations in this Ordinance shall be disbursed in accordance with the Annual Budget Document adopted by the Spartanburg County Council. There is hereby appropriated from the General Fund and other Funds of Spartanburg County the following amounts of money for the following respective corporate purposes of Spartanburg County for and during the period beginning July 1, 2020 and ending June 30, 2021, to wit: REVENUES:

General Fund

FY21 Millage

FY21 Millage

Campobello 24 Inman Community 22.5Chesnee Community 18.7 Inman Town 3.3Cooley Springs 21.7 Poplar Springs 20.0Cowpens 29.4 Tyger River 26.5Draper 12.8 Una 24.5Duncan (operating only) 16.6East Greer 38.5

Special Tax Districts FY21

Millage Lakewood Hills 7.5 Twin Lakes 16.0

100 Taxes - Current 74,383,793$ 100 Delinquent Taxes 3,270,546 100 Permits 3,252,000 100 Fines 1,817,500 100 Fees and Costs 7,688,200 100 Intergovernmental - Federal Sources 1,004,867 100 Intergovernmental - State Sources 14,203,884 100 Intergovernmental - Local Sources 2,415,040 100 Interest Income 200,000 100 Miscellaneous 510,280 100 Fund Balances 2,623,890

Total, General Fund 111,370,000



Hospitality Tax Fund:

Road Maintenance Fee Fund:

Storm Water Management Fund:

Solid Waste Management Fund:

Methane Fund:

Detention Fund:

210 Fees 7,063,000 210 Intergovernmental - State Sources 3,176 210 Interest Income 20,000 210 Miscellaneous 2,000 210 Fund Balances 11,824

Total, Road Maintenance Fee Fund 7,100,000

211 Taxes-Current 1,229,564 211 Delinquent Taxes 24,500 211 Fees 315,000 211 Intergovernmental - State Sources 4,335 211 Interest Income 6,000 211 Fund Balances 37,601

Total, Storm Water Management Fund 1,617,000

220 Fees 10,411,350 220 Intergovernmental - State Sources 210,070 220 Interest Income 30,000 220 Miscellaneous 291,532 220 Fund Balances 388,048

Total, Solid Waste Management Fund 11,331,000

221 Fees & Cost 480,000 221 Fund Balances 108,000

Total, Methane Fund 588,000

235 Fees & Cost 1,100,000 235 Intergovernmental - Federal Sources 1,795,000 235 Intergovernmental - State Sources 91,570 235 Intergovernmental - Local Sources 40,000 235 Miscellaneous 750,680 235 Transfers In 15,499,750

Total, Detention Fund 19,277,000



911 Phone System Fund:

Victim Assistance Fund:

Fire Department Fund

Public Defender 7th Circuit Fund:

Special Revenue Fund:

Upstate Workforce Board:

Community Development Fund:

236 Fees 453,000 236 Intergovernmental - State Sources 1,224,000 236 Fund Balances 26,000

Total, 911 Phone System Fund 1,703,000

237 Fines 345,739 237 Fines 2,560 237 Transfers In 239,701

Total, Victim Assistance Fund 588,000

238 Taxes - Current 1,350,700 238 Delinquent Taxes 13,300

Total, Fire Department Fund 1,364,000

245 Intergovernmental - State Sources 1,314,534 245 Intergovernmental - Local Sources 188,415 245 Transfers In 1,375,051

Total, Public Defender 7th Circuit Fund 2,878,000

250 Taxes-Current 300,000 250 Fees 296,100 250 Intergovernmental - Federal Sources 944,295 250 Intergovernmental - State Sources 3,757,576 250 Intergovernmental - Local Sources 2,961,045 250 Fund Balances 165,883 250 Transfers In 711,101

Total, Special Revenue Fund 9,136,000

251 Intergovernmental - Federal Sources 2,016,766 251 Intergovernmental - State Sources 2,618

Total, Upstate Workforce Board 2,019,384

253 Intergovernmental - Federal Sources 2,162,262 253 Intergovernental - State Sources 2,897 253 Transfers In 54,642

Total, Community Development Fund 2,219,801



Fleet Services Fund:

Facilities Maintenance Fund:

Information Technologies Fund:

Insurance Fund:

Debt Service Fund:

Spartanburg Parks Fund

500 Intergovernmental - State Sources 6,410 500 Charges for Services 1,586,337 500 Miscellaneous 8,000

Offset (1,600,747) Total, Fleet Services Fund -

501 Intergovernmental - State Sources 7,188 501 Charges for Services 2,913,035

Offset (2,920,223) Total, Facilities Maintenance Fund -

505 Intergovernmental - State Sources 6,638 505 Charges for Services 4,038,760

Offset (4,045,398) Total, Information Technologies Fund -

510 Charges for Services 12,327,911 510 Miscellaneous 60,000 510 Fund Balances (37,285)

Offset (12,350,626) Total, Insurance Fund -

400 Taxes - Current 6,614,026 400 Delinquent Taxes 140,500 400 Debt Proceeds - 400 Miscellaneous 175,103 400 Fund Balances (209,934) 400 Transfers In 3,068,305

Total, Debt Service Fund 9,788,000

200 Taxes-Current 5,845,739 200 Delinquent Taxes 140,000 200 Fees 946,500 200 Intergovernmental - State Sources 30,261 200 Interest Income 8,000 200 Miscellaneous 248,000 200 Transfers In 2,067,500

Total, Spartanburg Parks Fund 9,286,000



EXPENDITURES:

General Fund:

295 Spartanburg Community College 9,281,000 296 Charles Lea Center 1,835,000 297 County Library 16,108,780

Total, All County Funds 221,769,965

100 000 Non-Departmental 11,742,320 100 100 County Administration 583,845 100 102 Legislative Delegation 68,402 100 101 County Council 415,534 100 150 Auditor 1,415,161 100 151 Assessor 2,285,646 100 152 Register of Deeds 798,834 100 153 Treasurer 1,244,531 100 154 Tax Collector 947,368 100 200 Animal Services Program 370,000 100 201 Environmental Enforcement 1,271,141 100 202 Communications 5,303,258 100 203 Coroner 1,785,454 100 204 Sheriff's Office 27,768,990 100 206 Emergency Management 233,448 100 207 Emergency Medical Services 4,774,518 100 208 Emergency Services Academy 324,148 100 209 Rescue Squads 36,500 100 210 Hazardous Materials (HAZ MAT) 288,848 100 211 Volunteer Fire Departments 633,000 100 250 Circuit Solicitor 5,390,131 100 255 Clerk of Court 2,686,887 100 256 Magisterial Court 3,626,865 100 257 Master-in-Equity 477,002 100 258 Probate Court 1,737,839 100 300 Roads & Bridges 3,864,875 100 350 Building Codes 1,534,778 100 351 Planning and Development 923,804 100 352 Economic Development 26,901 100 400 Mail Services 675,601 100 401 Records Management 353,458 100 403 Geographic Information Services 516,300 100 404 Finance Department 689,650 100 405 Budget Management 259,055 100 406 Internal Auditor 170,044 100 407 Purchasing 244,939



Hospitality Tax Fund:

Road Maintenance Fee Fund:

Storm Water Management Fund:

Solid Waste Management Fund:

Methane Fund:

Detention Fund:

911 Phone System Fund:

100 408 County Attorney 570,501 100 409 Human Resources 648,679 100 450 Outside Agencies 1,758,758 100 451 Indigent Care Services 556,082 100 452 Registration and Elections 988,295 100 453 Veterans Affairs 365,465 100 600 Transfers 21,013,145

Total, General Fund 111,370,000

201 405 Budget Management 188,150 201 450 Outside Agencies 581,150 201 600 Transfers 3,310,700

Total, Hospitality Tax Fund 4,080,000

210 300 Roads & Bridges 7,100,000 Total, Road Maintenance Fee Fund 7,100,000

211 302 Engineering 1,367,000 211 600 Transfers 250,000

Total, Storm Water Management Fund 1,617,000

220 201 Environmental Enforcement 569,456 220 303 Solid Waste Administration 1,367,287 220 304 Solid Waste Collection 2,993,810 220 305 Landfills 3,099,419 220 600 Transfers 3,301,028

Total, Solid Waste Management Fund 11,331,000

221 305 Landfills 588,000 Total, Methane Fund 588,000

235 205 Detention Facility 19,277,000 Total, Detention Fund 19,277,000

236 202 Communications 1,598,350 236 403 Geographic Information Services 69,650 236 600 Transfers 35,000

Total, 911 Phone System Fund 1,703,000



Victim Assistance Fund:

Fire Department Fund:

Public Defender 7th Circuit:

Special Revenue Fund:

Upstate Workforce Board:

Community Development:

Debt Service Fund:

237 204 Sheriff 206,712 237 205 Detention Facility 68,282 237 253 Victim Witness Program 198,706 237 450 Outside Agencies 114,300

Total, Victim Assistance Fund 588,000

238 211 Trinity Fire Department 1,364,000 Total, Fire Department Fund 1,364,000

245 259 Public Defender Cherokee 407,804 245 260 Public Defender Spartanburg 2,470,196

Total, Public Defender 7th Circuit Fund 2,878,000

250 000 Non-Departmental 731,924 250 204 Sheriff 4,010,440 250 206 Emergency Management 85,000 250 510 Hazardous Materials (HAZ MAT) 14,000 250 250 Circuit Solicitor 329,067 250 251 Pretrial - Adult 282,623 250 252 Pretrial - Juvenile 57,200 250 253 Victim Witness Program 56,467 250 254 Juvenile Arbitration 84,788 250 255 Clerk of Court 26,569 250 301 C Funds 2,675,503 250 351 Planning & Development 664,444 250 450 Outside Agencies 117,975

Total, Special Revenue Fund 9,136,000

251 455 Upstate Workforce Board 2,019,384 Total, Upstate Workforce Board Fund 2,019,384

253 456 Community Development 2,219,801 Total, Community Development Fund 2,219,801

400 000 Non-Departmental 7,347,766 400 303 Solid Waste Revenue Bond 1,061,950 400 456 EPA/Brownfields 160,084 400 500 COPS Tourism 1,218,200 400 600 Transfers -

Total, Debt Service Fund 9,788,000



Fleet Services Fund:

Facilitates Maintenance:

Information Technologies Fund:

Spartanburg Parks Fund:

Insurance Fund:

Special Purpose Levy: (All taxable property)

500 410 Fleet Services 1,541,708 500 411 Motor Pool Costs 59,039

Fleet Services Allocation (1,600,747) Total, Fleet Services Fund -

501 412 Facilities Maintenance 2,920,223 Facilities Maintenance Allocation (2,920,223) Total, Facilities Maintenance Fund -

505 402 Information Technologies 4,045,898 Information Technologies Allocation (4,045,898) Total, Information Technologies Fund -

200 500 Parks Administration 1,452,861 200 501 Parks Maintenance 3,687,678 200 502 Parks Operations 885,305 200 503 Senior Programs 183,649 200 504 Recreation Centers 783,857 200 505 Recreation Programs 1,122,650 200 600 Transfers 1,170,000

Total, Spartanburg Parks Fund 9,286,000

510 413 Active Employees 9,472,000 510 414 Retirees 2,340,000 510 415 Employee Wellness 538,626

Insurance Fund Allocation (12,350,626) Total, Insurance Fund -

Spartanburg Community College Fund 9,281,000 Charles Lea Center Fund 1,835,000 County Library Fund 16,108,780

Total, All County Funds 221,769,965



SECTION 10: BUDGETARY CONTROL Departments and/or other organizations are bound to the appropriated expenditures incorporated herein. Upon the written request of the department head, the County Administrator, or designated representative, is hereby authorized to effect transfers between line item accounts within a department or non-departmental, between departments or non-departmental, and to establish new accounts as necessary to achieve the goals of this budget and for the purpose of providing continuing County services approved by County Council in the Budget Ordinance. Transfers between funds may be authorized by County Council upon passage of a budgetary amendment resolution. All appropriations are conditional and proportionate and are subject to be changed by County Council upon passage of a budgetary amendment resolution. SECTION 11: CARRYOVERS The County Administrator is authorized to carry forward unexpended funds in accounts existing at the end of June 30, 2020, to complete the purpose of the original appropriation approved by County Council for the previous budget year upon passage of a budget amendment resolution by County Council. Further, funds sufficient to cover all fiscal year 2019/20 budget items encumbered by purchase order but unpaid at the close of the fiscal year shall be carried forward from the fiscal year 2019/20 budget to the succeeding budget to meet such lawful obligations of the County. Unencumbered appropriations shall remain in the respective funds as available reserves. SECTION 12: NEW GRANTS Grant funds applied for or received after the budget year, and therefore not stated in this budget ordinance, shall, by passage of a budgetary amendment resolution by County Council authorizing the acceptance of the grant and its appropriations, be accounted for in appropriate special revenue funds. The specific grant provisions shall direct the manner of expenditure of these funds. SECTION 13: OTHER MISCELLANEOUS RECEIPTS With the exception of insurance and similar revenues, revenues other than those originally budgeted must be expended as directed by their respective revenue source after they are accepted and appropriated by the County Council by passage of the budgetary amendment resolution. Such funds include, but are not limited to, contributions, donations, and special events. These funds maybe be appropriated for any costs, overruns, or new projects upon approval of County Council SECTION 14: COUNTY COUNCIL CONTINGENCY The County Administrator shall be authorized to expend up to $5,000 (five thousand dollars) from the County Council Contingency Account as a supplemental appropriation for a special purpose not anticipated when the original budget appropriation was approved.

PART II Permanent Provisions

SECTION 1: LANDFILL FEE In accordance with Spartanburg County Code Section 66-5 and 66-6 the annual Landfill Residential Service Charge on residential properties shall be fifty-seven dollars ($57.00). SECTION 2: TIPPING FEE In accordance with Spartanburg County Code Section 66-7 and 66-8 the service charges/handling fees to be collected at landfill locations from industrial, commercial and municipal haulers shall be thirty-three dollars ($33.00) per ton.



SECTION 3: ROAD MAINTENANCE FEE In accordance with Spartanburg County Code Section 62-32 the annual Road Maintenance Fee on every vehicle required to be registered and licensed in Spartanburg County by the South Carolina Department of Motor Vehicles, with the exception of those vehicles listed in Spartanburg County Code Section 62-32 (c), shall be twenty-five dollars ($25) and shall be included on motor vehicle tax notices. SECTION 4: WIRE LINE SURCHARGE In accordance with State statute the monthly wire line surcharge shall be $0.50. SECTION 5: MILEAGE AND MEAL REIMBURSEMENT The mileage reimbursement rate paid to County employees using their personal vehicles for approved travel shall be the same as established by the Internal Revenue Service. Employees will be reimbursed on a per diem basis for meals when traveling for approved County related matters. The per diem rates shall be the same as the federal General Services Administration (GSA) schedule.

PART III Enacting Provisions

SECTION 1: SEVERABILITY If any section or item or any part of this Ordinance shall be declared invalid, it shall not be construed to affect the validity of any other section or item hereof. SECTION 2: EFFECTIVE DATE All provisions of Part 1 of this Ordinance shall take effect on the 1st day of July, 2020. SPARTANBURG COUNTY COUNCIL By:_______________________________

A. Manning Lynch, Chairman ATTEST: ________________________ B. Cole Alverson County Administrator First Reading: May 12, 2020 Second Reading: May 18, 2020 Public Hearing: May 18, 2020 Third Reading: June 15, 2020

LEGAL COMPLIANCE

I hereby certify that, in my opinion, the proposed budget does not exceed anticipated revenues for Fiscal Year 2020/21, and is in full compliance with Section 4-9-140, 1976 South Carolina Code of Laws, as amended.

________________________ B. Cole Alverson County Administrator


Appendix: Authorized Staffing

AUTHORIZED STAFFING County Leadership

GradeFY 16/17

BudgetFY 17/18

BudgetFY 18/19

BudgetFY 19/20

BudgetFY 19/20

RevisedFY 20/21

Budget Inc/Dec FY21

to FY20 RevFY 20/21

FTEFY 20/21

# of FT slotsCounty Council (100-101)County Council Chairman Elected 1 1 1 1 1 1 0 0.50 0County Council Members Elected 6 6 6 6 6 6 0 1.50 0Clerk to the County Council 17 1 1 1 1 1 1 0 1.00 1

County Council Total 8 8 8 8 8 8 0 3.00 1

Legislative Delegation (100-102)Chief Administrative Assistant 12 1 1 1 1 1 1 0 1.00 1

County Delegation Total 1 1 1 1 1 1 0 1.00 1

County Administration (100-100)County Administrator Appt. 1 1 1 1 1 1 0 1.00 1*Deputy County Administrator 27 1 1 1 1 1 1 0 0.85 1Assistant County Administrator TBD 1 1 1 1 1 1 0 1.00 1Communications Manager 19 0 0 0 0 0 1 1 1.00 1Executive Assistant 14 0 0 1 1 1 1 0 1.00 1Secretary to the County Administrator 1 1 0 0 0 0 0 0.00 0

County Administration Total 4 4 4 4 4 5 1 4.85 5County Leadership Total 13 13 13 13 13 14 1 8.85 7



Tax Collection

GradeFY 16/17

BudgetFY 17/18

BudgetFY 18/19

BudgetFY 19/20

BudgetFY 19/20

RevisedFY 20/21

BudgetInc/Dec FY21

to FY20 RevFY 20/21

FTEFY 20/21

# of FT slotsCounty Auditor (100-150)Auditor Elected 1 1 1 1 1 1 0 1.00 1Deputy Auditor 19 1 1 1 1 1 1 0 1.00 1Director of Research 18 1 1 1 1 1 1 0 1.00 1Assistant Deputy Auditor 15 0 0 0 0 1 1 0 1.00 1Office Operations Coordinator 13 0 0 0 0 5 5 0 5.00 5Office Operations Supervisor 48 3 3 6 6 0 0 0 0.00 0Administrative Assistant 8 4 4 2 2 2 2 0 2.00 2Tax Listing Clerk 8 6 6 6 5 5 5 0 4.80 4

County Auditor Total 16 16 17 16 16 16 0 15.80 15

County Treasurer (100-153)Treasurer Elected 1 1 1 1 1 1 0 1.00 1Deputy Treasurer 19 1 1 1 1 1 1 0 1.00 1Senior Accountant 14 1 1 1 1 1 1 0 1.00 1Chief Administrative Assistant Supervisor 14 0 0 0 0 2 2 0 2.00 2Chief Administrative Assistant 12 3 3 3 3 1 1 0 1.00 1Senior Administrative Assistant 10 3 3 3 3 3 3 0 2.80 2Accounting Technician 8 9 9 9 9 9 9 0 9.00 9

County Treasurer Total 18 18 18 18 18 18 0 17.80 17

Assessor's Office (100-151)County Assessor 22 1 1 1 1 1 1 0 1.00 1Appraisal/Reassessment Director 20 1 1 1 1 1 1 0 1.00 1Chief CAD Coordinator 16 1 1 1 1 1 1 0 1.00 1Chief Commercial Appraiser 16 1 1 1 1 1 1 0 1.00 1Senior Commerical Appraiser 15 1 0 0 0 0 0 0 0.00 0Assessor Services Coordinator 14 0 0 0 0 1 1 0 1.00 1Residential Certified Senior Appraiser 14 4 4 4 4 4 4 0 4.00 4Commercial Appraiser 13 2 3 3 3 3 3 0 3.00 3Office Operations Coordinator 13 0 0 0 0 1 1 0 1.00 1Assessment Coordinator 12 1 1 1 1 1 1 0 1.00 1Mobile Home Division Supervisor 1 1 1 1 0 0 0 0.00 0Office Operations Supervisor 1 1 1 1 0 0 0 0.00 0Residential Certified Appraiser 11 7 5 7 7 7 7 0 7.00 7Residential Licensed Appraiser 10 1 1 1 1 1 1 0 1.00 1Senior GIS Cadastral Specialist 10 1 1 1 1 1 1 0 1.00 1Senior GIS Cadastral 8 2 2 2 2 2 2 0 2.00 2Administrative Assistant 8 1 1 1 1 1 1 0 1.00 1Residential Apprentice Appraiser 8 1 3 1 1 1 1 0 1.00 1Mobile Home Agent 8 1 1 1 1 1 1 0 1.00 1Sr. Property Data Technician 8 8 8 8 8 8 8 0 8.00 8GIS Cadastral 6 2 2 2 2 2 2 0 2.00 2Property Data Technician 5 2 2 2 2 2 2 0 2.00 2Office Assistant 1 1 1 1 1 1 1 0 1.00 1

Assessor's Office Total 41 41 41 41 41 41 0 41.00 41

Register of Deeds (100-152)Register of Deeds 21 1 1 1 1 1 1 0 1.00 1Asst. Director Register of Deeds 13 1 1 1 1 3 3 0 3.00 3Deputy Register of Deeds 2 2 2 2 0 0 0 0.00 0Administrative Assistant 8 1 1 0 0 0 0 0 0.00 0Senior Account Clerk 7 2 2 2 2 2 2 0 2.00 2Data Record Technician III 5 8 8 9 9 9 9 0 8.53 8Data Record Technician II 2 1 1 1 1 1 1 0 1.00 1Account Clerk 1 1 1 1 1 1 1 0 1.00 1

Register of Deeds Total 17 17 17 17 17 17 0 16.53 16



GradeFY 16/17

BudgetFY 17/18

BudgetFY 18/19

BudgetFY 19/20

BudgetFY 19/20

RevisedFY 20/21

BudgetInc/Dec FY21

to FY20 RevFY 20/21

FTEFY 20/21

# of FT slotsTax Collector (100-154)Tax Collector 21 1 1 1 1 1 1 0 1.00 1Deputy Tax Collector 19 0 0 1 1 1 1 0 1.00 1Accounting Supervisor 1 1 0 0 0 0 0 0.00 0Accountant 11 1 1 1 1 1 1 0 1.00 1Senior Administrative Assistant 10 2 2 2 2 2 2 0 2.00 2Senior Accounting Technician 9 0 0 0 0 1 1 0 1.00 1Accounting Technician 8 5 5 5 5 4 4 0 4.00 4

Tax Collector Total 10 10 10 10 10 10 0 10.00 10Tax Collection Total 102 102 103 102 102 102 0 101.13 99



Public Safety

GradeFY 16/17

BudgetFY 17/18

BudgetFY 18/19

BudgetFY 19/20

BudgetFY 19/20

RevisedFY 20/21

BudgetInc/Dec FY21

to FY20 RevFY 20/21

FTEFY 20/21

# of FT slotsSheriff's Office (100-204)Sheriff Elected 1 1 1 1 1 1 0 1.00 1Chief Deputy 24 1 1 1 1 1 1 0 1.00 1Captain 20 4 4 4 4 4 4 0 4.00 4Lieutenant 17 16 16 15 15 17 17 0 17.00 17Chief Forensic Chemist 16 1 1 1 1 1 1 0 1.00 1Pilot 15 0 0 2 2 2 2 0 2.00 2Software Systems Administrator 15 0 0 0 0 1 1 0 1.00 1Forensic Chemist 14 1 1 1 1 1 1 0 1.00 1Sergeant 14 34 36 37 37 34 34 0 34.00 34Sergeant/Records Supervisor 1 1 0 0 0 0 0 0.00 0Bomb Technician 14 1 1 1 1 1 1 0 1.00 1Master Deputy 13 123 110 109 107 108 82 (26) 82.00 82Senior Detective 13 25 23 22 25 25 25 0 25.00 25Chaplain 13 1 1 1 1 1 1 0 1.00 1Deputy - Deputy 1st Class 11-12 0 108 114 120 127 129 2 129.00 129Deputy IV 24 0 0 0 0 0 0.00 0Deputy III 22 0 0 0 0 0 0.00 0Deputy II 22 0 0 0 0 0 0.00 0Deputy I 27 0 0 0 0 0 0.00 0Detective 11 2 2 2 2 2 0 (2) 0.00 0Codes Enforcement Officer 11 2 2 2 2 2 2 0 2.00 2Law Enforcement Network Administrator 11 0 0 0 0 1 1 0 1.00 1Senior Administrative Assistant 10 3 3 3 3 3 3 0 3.00 3AFIS Operator 10 1 1 1 1 1 1 0 1.00 1Technical Support Technician 1 1 1 1 0 0 0 0.00 0Administrative Assistant 8 5 5 5 5 6 6 0 6.00 6Constable 5 0 0 0 15 0 0 0 0.00 0Administrative Secretary 5 14 14 14 14 13 13 0 13.00 13

Sheriff's Office Total 332 332 337 359 352 326 (26) 326.00 326

Sheriff's Grants (250-204)Master Deputy 13 0 6 6 8 8 35 27 35.00 35Senior Detective 13 0 1 2 1 1 0 (1) 0.00 0Deputy - Deputy 1st Class 11-12 0 11 5 3 10 12 2 12.00 12Deputy I-IV

Deputy IV 1 0 0 0 0 0 0 0.00 0Deputy II 3 0 0 0 0 0 0 0.00 0Deputy I 12 0 0 0 0 0 0 0.00 0Sheriff's Grants Total 16 18 13 12 19 47 28 47.00 47

Sheriff's Office Victim Assistance (237-204)Victim/Witness Counselor 13 1 1 1 1 1 1 0 1.00 1Victim/Witness Coordinator 9 2 2 2 2 2 2 0 2.00 2Sheriff's Office Victim Assistance Total 3 3 3 3 3 3 0 3.00 3



GradeFY 16/17

BudgetFY 17/18

BudgetFY 18/19

BudgetFY 19/20

BudgetFY 19/20

RevisedFY 20/21

Budget Inc/Dec FY21

to FY20 RevFY 20/21

FTEFY 20/21

# of FT slotsDetention Facility Fund (235-205)Nurse Practitioner Unclass 1 1 1 1 1 1 0 1.00 1Medical Director Unclass 0 0 1 1 1 1 0 0.50 0Major 23 1 1 1 1 1 1 0 1.00 1Captain 20 2 2 2 2 2 2 0 2.00 2Medical Administrator 18 1 1 1 1 1 1 0 1.00 1Lieutenant 17 7 7 7 7 7 7 0 7.00 7Registered Nurse 16 3 3 3 4 4 4 0 4.00 4Sergeant 14 14 14 14 15 15 15 0 15.00 15Corporal 13 10 10 10 10 10 10 0 10.00 10Chaplain 13 1 1 1 1 1 1 0 1.00 1L.P. Nurse 13 5 5 5 4 4 4 0 4.00 4Detention Investigator 12 1 1 1 1 1 1 0 1.00 1Re-Entry Specialist TBD 0 0 1 1 1 1 0 1.00 1Detention Officer - Detention Officer 1st Class 11-12 134 134 133 133 133 0 133.00 133

Detention Officer IV 36 0 0 0 0 0 0 0.00 0Detention Officer III 27 0 0 0 0 0 0 0.00 0Detention Officer II 36 0 0 0 0 0 0 0.00 0Detention Officer I 35 0 0 0 0 0 0 0.00 0

Senior Administrative Assistant 10 2 2 2 2 2 2 0 2.00 2Tech Support Technician 10 1 1 1 1 1 1 0 1.00 1PREA Coordinator 9 1 1 1 1 1 1 0 1.00 1Administrative Assistant 8 1 1 1 3 3 3 0 3.00 3Pharmacy Technician 7 2 2 2 2 2 2 0 2.00 2Medical Technician 6 6 6 6 6 6 6 0 4.80 2Booking/Records Tech./Jail Notifier 3 16 16 16 14 14 14 0 14.00 14Food Service Worker 2 7 7 7 7 7 7 0 7.00 7

Detention Facility Fund Total 216 216 218 218 218 218 0 216.30 213

Detention Facility Victim Assistance (237-205)Victim/Witness Counselor 13 1 1 1 1 1 1 0 1.00 1

Detention Facility Victim Assistance Total 1 1 1 1 1 1 0 1.00 1

Communications - Operations (100-202)Director of Communications 911 22 1 1 1 1 1 1 0 1.00 1Deputy Director Communications 911 20 1 1 1 1 1 1 0 1.00 1Assistant Director 911 15 1 1 1 1 1 1 0 1.00 1Radio Maintenance Manager 15 0 0 0 0 0 1 1 1.00 1Shift Supervisor 14 4 4 4 4 4 4 0 4.00 4Senior CAD Technician 14 0 0 0 0 1 1 0 1.00 1CAD Data Technician 13 1 1 1 1 1 1 0 1.00 1Quality Assurance Coordinator 13 0 1 1 1 1 1 0 1.00 1CAD/GEO File Technician 1 1 1 1 0 0 0 0.00 0Assistant Shift Supervisor 11 4 4 4 4 4 4 0 4.00 4Technical Support Specialist 1 0 0 0 0 0 0 0.00 0Senior Administrative Assistant 10 1 1 1 1 1 1 0 1.00 1Telecommunicator III 10 7 7 7 7 7 7 0 7.00 7Telecommunicator II 9 19 19 19 19 19 19 0 19.00 19Telecommunicator I 8 23 23 23 23 23 23 0 23.00 23Radio Technician 8 1 1 1 1 1 1 0 1.00 19-1-1 Operator 7 2 4 4 4 4 7 3 7.00 7Office Assistant 1 1 1 1 1 1 1 0 1.00 1

Communications - Operations Total 68 70 70 70 70 74 4 73.00 73

Geographic Information Systems (GIS) 9-1-1 Fund (236-403)Senior GIS Analyst 15 1 1 1 1 1 1 0 1.00 1GIS Analyst 12 1 1 1 0 0 0 0 0.00 0

GIS 9-1-1 Fund Total 2 2 2 1 1 1 0 1.00 1

Communications - Operations 9-1-1 Fund (236-202)Training Coordinator 14 1 1 1 1 1 1 0 1.00 1*Quality Assurance Coordinator 13 1 0 0 0 0 0 0 0.00 0

Communications - Operations 9-1-1 Fund Total 2 1 1 1 1 1 0 1.00 1



GradeFY 16/17

BudgetFY 17/18

BudgetFY 18/19

BudgetFY 19/20

BudgetFY 19/20

RevisedFY 20/21

Budget Inc/Dec FY21

to FY20 RevFY 20/21

FTEFY 20/21

# of FT slotsCoroner (100-203)Coroner Elected 1 1 1 1 1 1 0 1.00 1Chief Investigator Coroner 16 1 1 1 1 1 1 0 1.00 1Chief Administrative Assistant Supervisor 14 0 0 0 0 1 1 0 1.00 1Chief Administrative Assistant 1 1 1 1 0 0 0 0.00 0Investigator FTO 13 0 0 1 1 1 1 0 1.00 1Investigator - Investigator 1st Class 11-12 0 8 7 7 9 9 0 8.00 7Case Manager 7 1 1 1 1 1 1 0 1.00 1Administrative Assistant 8 0 0 0 0 2 2 0 1.75 1Administrative Secretary 5 1 1 1 2 0 0 0 0.00 0

Coroner Total 5 13 13 14 16 16 0 14.75 13

Environmental Enforcement (100-201)*Director of Environmental Enforcement 21 1 1 1 1 1 1 0 0.50 1Senior Animal Control Officer 12 1 1 1 1 1 1 0 1.00 1Senior Property Maintenance Inspector 12 1 1 1 1 1 1 0 1.00 1Property Maintenance Inspector 11 4 4 4 4 4 4 0 4.00 4Senior Administrative Assistant 10 0 0 0 0 1 1 0 1.00 1Animal Control Officer 8 5 5 5 5 5 5 0 5.00 5Administrative Assistant 8 1 1 1 1 0 0 0 0.00 0Administrative Secretary 5 1 1 1 1 1 1 0 1.00 1

Environmental Enforcement Total 14 14 14 14 14 14 0 13.50 14

Environmental Enforcement - Solid Waste (220-201)Deputy Dir Environmental Enforcement 19 1 1 1 1 1 1 0 1.00 1Senior Environmental Enforcement Officer 12 1 1 1 1 1 1 0 1.00 1Environmental Enforcement Officer 10 5 5 5 5 5 5 0 5.00 5Administrative Secretary 5 1 1 1 1 1 1 0 1.00 1*Director of Environmental Enforcement 21 0 0 0 0 0 0 0 0.50 0

Environmental Enforcement - Solid Waste Total 8 8 8 8 8 8 0 8.50 8

Emergency Management (100-206)Director Emergency Management 21 1 1 1 1 1 1 0 1.00 1Assistant Director Emergency Management 15 1 1 1 1 1 1 0 1.00 1

Emergency Management Total 2 2 2 2 2 2 0 2.00 2

Hazardous Materials Team (100-210)Fire Marshall 19 1 1 1 1 1 1 0 1.00 1Assistant Fire Marshall HAZMAT Coordinator 15 0 0 0 0 1 1 0 1.00 1Deputy Fire Marshall/HAZMAT Coordinator 83 1 1 1 1 0 0 0 0.00 0

Hazardous Material Team Total 2 2 2 2 2 2 0 2.00 2

Fire Department (238-211)Fire Chief 20 0 0 0 1 1 1 0 1.00 1Assistant Fire Chief 16 0 0 0 1 1 1 0 0.50 0Fire Lieutenants 14 0 0 0 3 3 3 0 3.00 3Firefighter 9 0 0 7 9 9 9 0 9.00 9Firefighter Part-time 7 0 0 0 0 0 0 0 0.00 0

Fire Department Total 0 0 7 14 14 14 0 13.50 13

Emergency Services Academy (100-208)Director Emergency Services Academy 19 1 1 1 1 1 1 0 1.00 1Assistant Director ESA 15 0 0 0 0 1 1 0 1.00 1Deputy Director, ESA 1 1 1 1 0 0 0 0.00 0ESA Facility Operator 5 0 0 0 10 10 0 (10) 0.00 0

Emergency Services Academy Total 2 2 2 12 12 2 (10) 2.00 2Public Safety Total 673 684 693 731 733 729 (4) 724.55 719



Judicial

GradeFY 16/17

BudgetFY 17/18

BudgetFY 18/19

BudgetFY 19/20

BudgetFY 19/20

RevisedFY 20/21

BudgetInc/Dec FY21

to FY20 RevFY 20/21

FTEFY 20/21

# of FT slotsCircuit Solicitor (100-250)Deputy Solicitor 23 1 1 1 1 1 1 0 1.00 1Solicitor Administrator 18 1 1 1 1 1 1 0 1.00 1Technical Services Coordinator 16 0 0 0 0 1 1 0 1.00 1Assistant Solicitor I-V 15-22 29 35 35 35 35 35 0 34.67 34Chief Administrative Assistant Supervisor 14 0 0 0 0 1 1 0 1.00 1Chief Administrative Assistant 1 1 1 1 0 0 0 0.00 0Public Information Officer/Sr. Invest. 14 1 1 1 1 1 1 0 1.00 1Worthless Check Program Coordinator 13 1 1 1 1 1 1 0 1.00 1Senior Criminal Investigator 12 6 6 6 6 5 5 0 5.00 5Expungement Clerk 10 1 1 1 1 1 1 0 0.40 0Senior Administrative Assistant 10 1 1 1 1 1 1 0 1.00 1Paralegal I 10 5 6 6 6 6 6 0 6.00 6Victim Witness Coordinator 9 0 0 0 1 1 1 0 1.00 1Administrative Assistant 8 3 3 3 3 3 3 0 3.00 3Administrative Secretary 5 8 9 9 8 8 8 0 8.00 8Data Entry Operator 3 1 1 1 1 1 1 0 1.00 1

Circuit Solicitor Total 59 67 67 67 67 67 0 66.07 65

Circuit Solicitor Grants (250-250)Assistant Solicitor I-IV 15-22 1 1 1 1 1 1 0 1.00 1

Circuit Solicitor Grants Total 1 1 1 1 1 1 0 1.00 1

Juvenile Arbritration (250-254)Juvenile Arbitrator 15 1 1 1 1 1 1 0 1.00 1Administrative Secretary 5 1 1 1 1 1 1 0 0.50 0

Juvenile Arbritration Total 2 2 2 2 2 2 0 1.50 1

Victim Assistance Program - Special Revenue Fund (250-253)Victim/Witness Coordinator 9 2 2 2 2 2 2 0 2.00 2

Victim Assistance Program - Spec. Rev. Total 2 2 2 2 2 2 0 2.00 2

Pretrial Intervention - Adult (250-251)PTI Director/Expungement 0 1 1 1 0 0 0 0.00 0Pretrial Intervention Manager 17 0 0 0 0 1 1 0 1.00 1Pretrial Intervention Coordinator 1 0 0 0 0 0 0 0.00 0Pretrial Counselor III 13 1 2 2 2 2 2 0 2.00 2Pretrial Counselor II 11 1 0 0 0 0 0 0 0.00 0Administrative Secretary 5 1 1 1 1 1 1 0 1.00 1

Pretrial Intervention - Adult Total 4 4 4 4 4 4 0 4.00 4

Pretrial Intervention - Juvenile (250-252)Pretrail Counselor II 11 1 1 1 1 1 1 0 1.00 1Pretrial Counselor I 9 1 1 1 1 1 1 0 1.00 1

Pretrial Intervention - Juvenile Total 2 2 2 2 2 2 0 2.00 2

Victim Assistance Program - Victim Assistance Fund (237-253)Victim/Witness Counselor 13 2 2 2 2 2 2 0 2.00 2Victim/Witness Coordinator 9 1 1 1 1 1 1 0 1.00 1

Victim Assistance Program - Victim Fund Total 3 3 3 3 3 3 0 3.00 3

Magisterial Court (100-256)Chief Magistrate Appt. 1 1 1 1 1 1 0 1.00 1Associate Chief Magistrate Appt. 0 0 1 1 1 1 0 0.75 0Magistrate Appt. 22 22 21 23 23 23 0 15.24 7Court Administrator 18 1 1 1 1 1 1 0 1.00 1Deputy Court Administrator 15 1 1 1 1 1 1 0 1.00 1Constable 15 15 15 0 0 0 0 0.00 0Senior Magistrate Court Coordinator 14 3 3 3 3 4 4 0 4.00 4Magistrate Court Coordinator 10 4 4 4 4 3 3 0 3.00 3Administrative Assistant 8 4 4 4 4 7 7 0 7.00 7Administrative Secretary 5 5 5 5 5 22 22 0 10.91 6Secretary 2 2 2 2 0 0 0 0.00 0Court Clerk 18 18 18 18 0 0 0 0.00 0

Magisterial Court Total 76 76 76 63 63 63 0 43.90 30



GradeFY 16/17

BudgetFY 17/18

BudgetFY 18/19

BudgetFY 19/20

BudgetFY 19/20

RevisedFY 20/21

BudgetInc/Dec FY21

to FY20 RevFY 20/21

FTEFY 20/21

# of FT slotsClerk of Court (100-255)Clerk of Court Elected 1 1 1 1 1 1 0 1.00 1Deputy Clerk of Court 19 1 1 1 1 1 1 0 1.00 1Accounting Supervisor 15 1 1 1 1 1 1 0 1.00 1Clerk of Court Supervisor 14 1 1 1 1 1 1 0 1.00 1Senior Accountant 14 1 1 1 1 1 1 0 1.00 1Senior Administrative Assistant 10 2 2 2 2 2 2 0 2.00 2Accounting Technician 8 1 1 2 2 2 2 0 2.00 2Administrative Assistant 8 2 2 2 2 2 2 0 2.00 2Senior Deputy Court Clerk 8 6 6 6 6 6 6 0 6.00 6Deputy Court Clerk 7 5 4 4 4 4 4 0 4.00 4Senior Account Clerk 7 1 1 1 1 1 1 0 1.00 1Child Enforcement Clerk 7 5 6 6 6 6 6 0 6.00 6Scanning Clerk 1 1 1 1 0 0 0 0.00 0Senior Court Clerk 15 15 14 14 0 0 0 0.00 0Court Clerk 6 0 0 0 0 15 15 0 15.00 15Constable 5 2 2 2 2 2 2 0 2.00 2Bailiff N/A 15 15 15 15 15 15 0 7.25 0

Clerk of Court Total 60 60 60 60 60 60 0 52.25 45

Public Defender - Cherokee (245-259)Chief Public Defender Unclass 1 1 0 0 0 0 0 0.00 0Chief Public Defender 22 0 0 1 1 1 1 0 1.00 1Asst. Pub Defend - Sr. Asst. Pub Defend II 16-21 1 2 2 2 2 2 0 2.00 2Senior Administrative Assistant 10 0 1 1 1 1 1 0 1.00 1Legal Assistant 1 0 0 0 0 0 0 0.00 0

Public Defender - Cherokee Total 3 4 4 4 4 4 0 4.00 4

Public Defender - Spartanburg (245-260)Chief Public Defender Unclass 1 1 0 0 0 0 0 0.00 0Chief Public Defender 22 0 0 1 1 1 1 0 1.00 1Court Coordinator Public Defender 15 1 1 1 1 1 1 0 1.00 1Asst. Pub Defend - Sr. Asst. Pub Defend III 16-21 17 20 20 20 20 20 0 18.36 15Chief Administrative Assistant 12 0 0 1 1 1 1 0 1.00 1Senior Investigator Public Defender 10 1 1 1 1 1 1 0 1.00 1Senior Administrative Assistant 10 2 2 1 2 2 2 0 2.00 2Investigator Public Defender 9 2 2 2 2 2 2 0 2.00 2Administrative Assistant 8 0 0 2 2 2 2 0 2.00 2Interviewer/Screener 5 2 2 2 2 2 2 0 2.00 2Administrative Secretary 5 0 3 1 0 0 0 0 0.00 0Secretary 1 0 0 0 0 0 0 0.00 0

Public Defender - Spartanburg Total 27 32 32 32 32 32 0 30.36 27

Probate Court (100-258)Probate Judge Elected 1 1 1 1 1 1 0 1.00 1Associate Probate Judge 20 2 2 2 2 2 2 0 2.00 2Probate Court Administrator 17 1 1 2 2 1 1 0 1.00 1Commitment Division Court Supervisor 16 1 1 1 1 1 1 0 1.00 1Deputy Probate Clerk of Court 15 1 1 1 1 1 1 0 1.00 1Assistant Deputy Probate Clerk of Court 14 0 0 0 0 1 1 0 1.00 1Probate Court Coordinator 13 1 1 1 1 2 2 0 2.00 2Senior Estate Specialist 13 4 7 7 7 6 6 0 6.00 6Probate Court Reporter 11 1 1 1 1 1 1 0 1.00 1Estate Specialist 11 5 2 2 3 3 3 0 3.00 3Probate Account Technician 6 1 1 1 1 1 1 0 1.00 1Probate Court Clerk 5 3 3 3 3 3 3 0 3.00 3

Probate Court Total 21 21 22 23 23 23 0 23.00 23

Master-in-Equity (100-257)Master In Equity Unclass 1 1 1 1 1 1 0 1.00 1Court Reporter 9 2 2 2 2 2 2 0 2.00 2Administrative Assistant 8 2 2 2 2 2 2 0 1.80 1

Master-in-Equity Total 5 5 5 5 5 5 0 4.80 4Judicial Total 265 279 280 268 268 268 0 237.87 211



Public Works

GradeFY 16/17

BudgetFY 17/18

BudgetFY 18/19

BudgetFY 19/20

BudgetFY 19/20

RevisedFY 20/21

BudgetInc/Dec FY21

to FY20 RevFY 20/21

FTEFY 20/21

# of FT slotsRoads & Bridges (210-300)Resurfacing Coordinator 16 1 1 1 1 1 1 0 1.00 1Engineering Technician 12 1 1 1 1 1 0 (1) 0.00 0Motor Equipment Operator Crew Leader 12 0 0 0 0 1 1 0 1.00 1Motor Equipment Operator IV 11 6 6 6 4 3 2 (1) 2.00 2

Road Maintenance Fee Total 8 8 8 6 6 4 (2) 4.00 4

Roads & Bridges (100-300)*Director of Public Works 23 1 1 1 1 1 1 0 0.50 1Director of Operations 1 1 1 0 0 0 0 0.00 0Roads and Bridges Manager 20 1 1 1 1 1 1 0 1.00 1Project Manager 19 0 0 0 1 1 0 (1) 0.00 0Bridge Crew Supervisor 15 1 1 1 1 1 1 0 1.00 1Construction Project Coordinator 15 1 1 1 1 1 1 0 1.00 1Sign Marking Supervisor 14 1 1 1 1 1 1 0 1.00 1Crew Supervisor 14 7 7 7 7 7 7 0 7.00 7Senior Bridge Crew Technician 13 2 2 2 2 2 2 0 2.00 2Engineering Technician 12 1 1 1 2 2 3 1 3.00 3Motor Equipment Operator Crew Leader 12 0 0 0 0 6 6 0 6.00 6Motor Equipment Operator IV 11 12 12 12 13 7 10 3 10.00 10Senior Administrative Assistant 10 2 2 2 2 2 2 0 2.00 2Bridge Technician 9 2 2 2 2 2 2 0 2.00 2Senior Sign Marking Technician 8 3 3 3 3 3 3 0 3.00 3Construction Equipment Operator II 8 12 12 12 12 12 12 0 12.00 12Construction Equipment Operator I 6 10 11 11 11 11 11 0 11.00 11*Administrative Secretary 5 0 0 0 0 0 0 0 0.23 0Sign/Marking Technician 5 1 1 1 1 2 2 0 2.00 2Motor Equipment Operator III 1 0 0 0 0 0 0 0.00 0Motor Equipment Operator I 4 1 1 1 1 0 0 0 0.00 0

Roads & Bridges Total 60 60 60 62 62 65 3 64.73 65

State C Funds (250-301)CTC Engineering Supervisor 19 1 1 1 1 1 1 0 1.00 1Engineering Coordinator 15 2 2 2 2 2 2 0 2.00 2*Administrative Secretary 5 0 0 0 0 0 0 0 0.23 0

State C Funds Total 3 3 3 3 3 3 0 3.23 3

Solid Waste Landfills (220-305)Environmental Engineer TBD 1 1 1 1 1 1 0 1.00 1Chief Heavy Equipment Operator 2 2 2 2 0 0 0 0.00 0MEO IV/Service Mechanic 1 1 1 1 0 0 0 0.00 0Equipment Coordinator 15 0 0 0 0 1 1 0 1.00 1Landfill Field Supervisor 13 0 0 0 0 2 2 0 2.00 2Special Projects Coordinator 13 1 1 1 1 1 1 0 1.00 1Motor Equipment Operator IV 11 6 6 6 6 6 8 2 8.00 8Motor Equipment Operator II 8 1 1 1 1 1 1 0 1.00 1Service Person 6 1 1 1 1 1 1 0 1.00 1Landfill Control Clerk 5 4 4 4 4 4 4 0 3.50 3Site Monitor Landfill 3 7 7 7 7 7 7 0 6.25 4

Solid Waste Landfills Total 24 24 24 24 24 26 2 24.75 22

Solid Waste Collections (220-304)Collections Coordinator 14 1 1 1 1 1 1 0 1.00 1Collection Field Supervisor 14 0 0 0 0 2 2 0 2.00 2MEO IV/Service Mechanic 2 2 2 2 0 0 0 0.00 0Motor Equipment Operator IV 11 7 7 7 7 7 7 0 7.00 7Motor Equipment Operator II 8 1 1 1 1 1 1 0 1.00 1Motor Equipment Operator I 4 1 1 1 1 2 2 0 1.50 0Site Monitor Landfill 0 1 1 1 0 0 0 0.63 0Site Operator 1 57 56 56 60 60 66 6 41.78 0

Solid Waste Collections Total 69 69 69 73 73 79 6 54.91 11



GradeFY 16/17

BudgetFY 17/18

BudgetFY 18/19

BudgetFY 19/20

BudgetFY 19/20

RevisedFY 20/21

BudgetInc/Dec FY21

to FY20 RevFY 20/21

FTEFY 20/21

# of FT slotsSolid Waste Administration (220-303)Solid Waste Manager 20 1 1 1 1 1 1 0 1.00 1Assistant Solid Waste Manager 15 1 1 1 1 1 1 0 1.00 1*Recycling Coor./Public Ed. and Outreach 14 1 1 1 1 1 1 0 0.80 1Solid Waste Coordinator 14 1 1 1 1 1 1 0 1.00 1*Director of Public Works 23 0 0 0 0 0 0 0 0.50 0*Deputy County Administrator 27 0 0 0 0 0 0 0 0.15 0

Solid Waste Administration Total 4 4 4 4 4 4 0 4.45 4

Engineering (211-302)County Engineer 21 1 1 1 1 1 1 0 1.00 1Stormwater Manager 19 1 1 1 1 1 1 0 1.00 1Roads & Bridges Project Manager 19 0 0 0 0 0 1 1 1.00 1Development Coordinator/Engineer 18 1 1 1 1 1 1 0 1.00 1Engineering Coordinator 15 1 1 1 2 2 2 0 2.00 2*Recycling Coor./Public Ed. and Outreach 14 0 0 0 0 0 0 0 0.20 0Senior Engineering Technician 13 1 1 1 1 1 1 0 1.00 1Engineering Technician 12 4 4 4 4 4 4 0 4.00 4*Administrative Secretary 5 1 1 1 1 1 1 0 0.24 1

Storm Water Engineering Total 10 10 10 11 11 12 1 11.44 12Public Works Total 178 178 178 183 183 193 10 167.51 121




GradeFY 16/17

BudgetFY 17/18

BudgetFY 18/19

BudgetFY 19/20

BudgetFY 19/20

RevisedFY 20/21

BudgetInc/Dec FY21

to FY20 RevFY 20/21

FTEFY 20/21

# of FT slotsPlanning & Development (100-351)Planning and Development Director 22 1 1 1 1 1 1 0 1.00 1Deputy Director Planning 19 1 1 1 1 1 1 0 1.00 1Transportation Planning Manager 18 1 1 1 1 1 1 0 1.00 1Development Manager 18 0 0 0 1 1 1 0 1.00 1Planner IV 16 5 5 6 5 5 5 0 5.00 5Planner III 15 0 0 0 0 1 1 0 1.00 1Planner II 14 0 0 0 0 1 1 0 1.00 1Planner I 11 1 1 1 1 0 0 0 0.00 0Senior Development Coordinator 1 1 1 1 0 0 0 0.00 0Development Coordinator I 11 2 2 2 2 2 2 0 2.00 2Planning Technician 10 3 3 3 2 2 2 0 2.00 2Development Technician 10 0 0 0 2 2 2 0 2.00 2Administrative Secretary 5 2 2 1 0 0 0 0 0.00 0

Planning & Development Total 17 17 17 17 17 17 0 17.00 17 Building Codes (100-350)Director of Building Codes 21 1 1 1 1 1 1 0 1.00 1Deputy Director Building Codes 19 0 0 0 0 1 1 0 1.00 1Assistant Director of Building Codes 1 0 0 0 0 0 0 0.00 0Building Codes Administrator 0 1 1 1 0 0 0 0.00 0Permit Administrator 19 1 1 1 1 0 0 0 0.00 0Plan Review Permit Manager 18 0 0 0 0 1 1 0 1.00 1Plan Review Permit Coordinator 16 0 0 0 0 1 1 0 1.00 1Sr Plans Review Coordinator 16 0 1 1 1 0 0 0 0.00 0Sr Code Enforcement Officer 13 4 4 4 4 4 4 0 4.00 4Code Enforcement Officer II 12 0 0 1 1 1 1 0 1.00 1Code Enforcement Officer 11 8 7 7 7 7 7 0 7.00 7Administrative Assistant 8 1 1 1 1 2 2 0 2.00 2Permit Clerk 6 5 5 5 5 5 5 0 5.00 5Administrative Secretary 5 1 1 1 1 0 0 0 0.00 0

Building Codes Total 22 22 23 23 23 23 0 23.00 23Economic Development & Land Use Total 39 39 40 40 40 40 0 40.00 40



Operational Support

GradeFY 16/17

BudgetFY 17/18

BudgetFY 18/19

BudgetFY 19/20

BudgetFY 19/20

RevisedFY 20/21

BudgetInc/Dec FY21

to FY20 RevFY 20/21

FTEFY 20/21

# of FT slotsMail Services (100-400)Mail Room Coordinator 9 1 1 1 1 1 1 0 1.00 1Assistant Mail Room Coordinator 6 1 1 1 1 1 1 0 1.00 1Courier 5 1 1 1 1 1 1 0 1.00 1*Director of Administrative Services 22 0 0 0 0 0 0 0 0.25 0*Senior Administrative Assistant 10 0 0 0 0 0 0 0 0.20 0

Mail Services Total 3 3 3 3 3 3 0 3.45 3

Finance (100-404)*Director of Budget & Finance 24 0 0 1 1 1 1 0 0.60 1Finance Director 1 1 0 0 0 0 0 0.00 0Deputy Finance Director 19 1 1 1 1 1 1 0 1.00 1Payroll Supervisor 1 1 1 1 0 0 0 0.00 0Payroll Administrator 15 0 0 0 0 1 1 0 1.00 1Senior Accountant 14 1 1 1 2 2 2 0 2.00 2Accountant 11 0 0 1 1 1 1 0 1.00 1Accounting/Payroll Specialist 1 1 1 0 0 0 0 0.00 0Property Coordinator 10 1 1 1 1 1 1 0 1.00 1Accounting Technician 8 1 1 1 1 1 1 0 1.00 1Accounts Payable Clerk 8 3 3 2 2 2 2 0 2.00 2Office Assistant 1 0 1 1 1 1 1 0 1.00 1

Finance Total 10 11 11 11 11 11 0 10.60 11

County Attorney's Office (100-408)County Attorney Appt. 2 2 2 2 2 2 0 2.00 2Paralegal II 11 0 0 0 0 3 1 (2) 1.00 1Legal Assistant 8 0 0 0 0 0 2 2 1.77 1Paralegal 2 2 3 3 0 0 0 0.00 0

County Attorney's Office Total 4 4 5 5 5 5 0 4.77 4

Human Resources (100-409)Director of Human Resources 23 1 1 1 1 1 1 0 1.00 1Deputy Director of Human Resources 19 1 1 1 1 1 1 0 1.00 1Risk Manager 21 1 1 1 1 1 1 0 1.00 1Benefits Specialist 13 1 1 1 1 1 1 0 1.00 1Senior Human Resources Assistant 10 1 1 1 2 2 2 0 1.60 1Human Resources Assistant 9 1 1 1 1 1 1 0 1.00 1

Human Resources Total 6 6 6 7 7 7 0 6.60 6 Geographic Information Systems (100-403)GIS Director 1 1 0 0 0 0 0 0.00 0GIS Manager 20 0 0 0 0 1 1 0 1.00 1Technical Services Manager 0 0 1 1 0 0 0 0.00 0GIS Developer 16 0 0 0 1 1 1 0 1.00 1Senior GIS Analyst 15 2 2 2 2 2 2 0 2.00 2GIS Analyst 12 3 3 3 3 3 3 0 3.00 3

Geographic Information Systems Total 6 6 6 7 7 7 0 7.00 7

Records Management (100-401)Records Center Manager 11 1 1 1 1 1 1 0 1.00 1Records Operator 3 4 4 4 4 4 4 0 4.00 4

Records Management Total 5 5 5 5 5 5 0 5.00 5

Budget Management (100-405)*Director of Budget & Finance 24 0 0 0 0 0 0 0 0.40 0Director of Budget Management 1 1 0 0 0 0 0 0.00 0Deputy Budget Director 19 1 1 1 1 1 1 0 1.00 1Budget Analyst 15 1 1 1 1 1 1 0 1.00 1*Accounting Technician 8 0 0 0 0 0 0 0 0.50 0

Budget Management Total 3 3 2 2 2 2 0 2.90 2

Purchasing (100-407)Procurement Director 21 1 1 1 1 1 1 0 1.00 1Procurement Agent 13 2 2 2 2 2 2 0 2.00 2

Purchasing Total 3 3 3 3 3 3 0 3.00 3



GradeFY 16/17

BudgetFY 17/18

BudgetFY 18/19

BudgetFY 19/20

BudgetFY 19/20

RevisedFY 20/21

BudgetInc/Dec FY21

to FY20 RevFY 20/21

FTEFY 20/21

# of FT slotsInternal Auditor (100-406)Director Internal Audit 21 1 1 1 1 1 1 0 1.00 1Staff Auditor 14 2 2 2 2 2 2 0 2.00 2

Internal Auditor Total 3 3 3 3 3 3 0 3.00 3

Fleet Services (500-410)*Director of Administrative Services 22 0 0 0 0 0 0 0 0.25 0Fleet Manager 17 1 1 1 1 1 1 0 1.00 1Senior Diesel Mechanic 13 2 2 2 2 2 1 (1) 1.00 1Diesel Mechanic 11 4 4 4 4 4 4 0 4.00 4Auto Parts Manager 11 1 1 1 1 1 1 0 1.00 1Senior Auto Mechanic 10 3 3 3 3 3 3 0 3.00 3*Senior Administrative Assistant 10 1 1 1 1 1 1 0 0.70 1Service Writer 10 1 1 1 1 1 1 0 1.00 1Auto Mechanic 8 1 1 1 1 1 1 0 1.00 1Tire Technician 6 1 1 1 1 2 2 0 2.00 2Auto Parts Clerk 6 1 1 1 1 0 2 2 1.73 1Auto Mechanic Helper 2 2 2 2 2 2 2 0 2.00 2

Fleet Services Total 18 18 18 18 18 19 1 18.68 18

Facilities Maintenance (501-412)*Director of Administrative Services 22 1 1 1 1 1 1 0 0.50 1Sr. Building Maintenance Superintendent 16 1 1 1 1 1 1 0 1.00 1Building Maintenance Superintendent 14 2 2 2 2 2 2 0 2.00 2Asst. Building Maintenance Superintendent 13 1 1 1 1 1 1 0 1.00 1Senior Building Maintenance Mechanic 11 7 7 7 7 7 7 0 7.00 7*Senior Administrative Assistant 10 0 0 0 0 0 0 0 0.10 0Building Maintenance Mechanic 10 5 5 5 6 6 6 0 6.00 6

Facilities Maintenance Total 17 17 17 18 18 18 0 17.60 18

Information Technologies (505-402)Director of Information Technologies 23 1 1 1 1 1 1 0 1.00 1Application Development Manager 20 1 1 1 1 1 1 0 1.00 1Client Services Manager 19 0 0 0 0 1 1 0 1.00 1Infrastructure Manager 19 0 0 0 0 1 1 0 1.00 1Technical Services Manager 2 2 2 2 0 0 0 0.00 0Onbase Administrator 1 1 0 0 0 0 0 0.00 0ERP Administrator II 18 0 1 1 1 1 1 0 1.00 1Application Developer II 16 1 1 1 1 1 1 0 1.00 1ERP Administrator I 16 0 0 1 1 1 1 0 1.00 1Technical Support Specialist II 14 1 1 1 1 1 1 0 1.00 1Technical Support Specialist I 13 2 2 4 4 4 4 0 4.00 4Technical Support Specialist/Com 0 1 0 0 0 0 0 0.00 0Help Desk Coordinator 1 1 0 0 0 0 0 0.00 0Application Developer I 13 1 1 1 1 1 1 0 1.00 1Graphic Designer Webmaster 12 0 0 0 1 1 1 0 1.00 1Technical Support Technician II 11 1 1 1 1 1 1 0 1.00 1Technical Support Technician 10 1 1 1 1 1 2 1 1.00 2

Information Technologies Total 13 15 15 16 16 17 1 16.00 17 Employee Wellness (510-415)Health & Wellness Coordinator TBD 1 1 1 1 1 1 0 1.00 1

Employee Wellness Total 1 1 1 1 1 1 0 1.00 1Operational Support Total 92 95 95 99 99 101 2 99.60 98



Community Outreach

GradeFY 16/17

BudgetFY 17/18

BudgetFY 18/19

BudgetFY 19/20

BudgetFY 19/20

RevisedFY 20/21

BudgetInc/Dec FY21

to FY20 RevFY 20/21

FTEFY 20/21

# of FT slotsThe Forrester Center (252-454)

The Forrester Center Total 43 45 42 0 0 0 0 0.00 0

Upstate Workforce Board (251-455)Director Upstate Workforce Board 22 1 1 1 1 1 1 0 1.00 1Deputy Director UWB 19 1 1 1 1 1 1 0 1.00 1Fiscal Coordinator 15 1 1 1 1 1 1 0 1.00 1Workforce Specialist Coordinator 13 1 1 1 1 1 1 0 1.00 1Business Services Coordinator 12 2 2 2 2 2 2 0 2.00 2Senior Administrative Assistant 10 1 1 1 1 1 1 0 1.00 1

Upstate Workforce Board Total 7 7 7 7 7 7 0 7.00 7

Community Development (253-456)Director 21 1 1 1 1 1 1 0 1.00 1Fiscal Coordinator 15 1 1 1 1 1 1 0 1.00 1Construction Specialist 12 1 1 1 1 1 1 0 1.00 1Planner I 11 1 1 1 1 1 1 0 1.00 1Senior Administrative Assistant 10 2 2 2 2 2 2 0 2.00 2*Administrative Secretary 5 1 1 1 1 1 1 0 0.15 1

Community Development Total 7 7 7 7 7 7 0 6.15 7

Registration and Elections (100-452)Registration & Election Board Chair Appt. 1 1 1 1 1 1 0 0.20 0Registration & Election Board Vice-Chair Appt. 1 1 1 1 1 1 0 0.20 0Registration & Election Board Members Appt. 5 5 5 5 5 5 0 1.00 0Director of Registration and Elections Appt. 1 1 1 1 1 1 0 1.00 1Deputy Director, Registration and Elections 1 1 1 1 0 0 0 0.00 0Assistant Director Registration & Elections 14 0 0 0 0 1 1 0 1.00 1Election Data Developer 11 0 0 0 0 1 1 0 1.00 1Registration & Elections Deputy IV 10 2 2 2 2 1 1 0 1.00 1Senior Voting Machine Technician 8 1 1 1 1 1 1 0 1.00 1Voting Systems Technician 7 1 1 1 1 1 1 0 1.00 1Registration & Elections Deputy III 7 3 3 3 3 3 3 0 2.53 2Registration & Elections Deputy II 3 1 1 1 1 1 1 0 0.22 0

Registration and Elections Total 17 17 17 17 17 17 0 10.15 8

Indigent Care Services (100-451)Supervisor 1 1 0 0 0 0 0 0.00 0Eligibility Officer 2 2 1 1 0 0 0 0.00 0Office Assistant 1 1 0 0 0 0 0 0 0.00 0

Indigent Care Services Total 4 3 1 1 0 0 0 0.00 0

Veterans Affairs (100-453)Veterans Affairs Officer Appt. 1 1 1 1 1 1 0 1.00 1Assistant Veterans Affairs Officer 15 1 1 1 1 1 1 0 1.00 1Eligibility Specialist 6 2 2 2 2 3 3 0 3.00 3Administrative Secretary 5 1 1 1 1 0 0 0 0.00 0

Veterans Affairs Total 5 5 5 5 5 5 0 5.00 5Community Outreach Total 83 84 79 37 36 36 0 28.30 27



Quality of Life

*Indicates one of the positions associated with this job title is split and the salary is shared with another department. A split position is only counted in their home department to prevent duplicate counts. See split report on following page.

GradeFY 16/17

BudgetFY 17/18

BudgetFY 18/19

BudgetFY 19/20

BudgetFY 19/20

RevisedFY 20/21

Budget Inc/Dec FY21

to FY20 RevFY 20/21

FTEFY 20/21

# of FT slotsParks and Recreation Administration (200-500)Director Parks and Recreation 23 1 1 1 1 1 1 0 1.00 1Deputy Director Parks and Recreation 19 1 1 1 1 1 1 0 1.00 1Senior Project Manager 16 1 1 1 1 1 1 0 1.00 1Marketing Manager 15 0 1 1 1 1 1 0 1.00 1Development PR Manager 1 0 0 0 0 0 0 0.00 0PT Project Manager 15 2 1 1 1 1 1 0 0.45 0Graphic Designer/Webmaster 1 1 1 0 0 0 0 0.00 0Technical Support Specialist I 13 1 1 1 1 1 1 0 1.00 1Senior Administrative Assistant 10 0 0 1 1 1 1 0 1.00 1Administrative Assistant 8 1 1 0 0 0 0 0 0.00 0*Administrative Secretary 5 0 0 0 0 0 0 0 0.15 0

Parks and Recreation Administration Total 9 8 8 7 7 7 0 6.60 6

Park Maintenance (200-501)Parks Maintenance Manager 17 1 1 1 1 1 1 0 1.00 1Assistant Park Maintenance Manager 14 1 1 1 1 1 1 0 1.00 1Park Maintenance Supervisor 13 3 3 3 3 3 3 0 3.00 3Senior Park Maintenance Technician 7 10 10 10 11 11 11 0 10.00 11Park Maintenance Technician 6 23 23 24 24 24 24 0 24.00 24Service Person 1 1 0 0 0 0 0 0.00 0

Park Maintenance Total 39 39 39 40 40 40 0 39.00 40

Park Senior Programs (200-503) Senior Site Coordinator 9 1 1 1 1 1 1 0 1.00 1

Park Senior Programs Total 1 1 1 1 1 1 0 1.00 1 Park Recreation Centers (200-504)Recreation Manager 17 1 1 1 1 1 1 0 1.00 1Senior Recreation Coordinator 13 1 1 1 1 1 1 0 1.00 1Recreation Coordinator 12 5 5 5 5 5 4 (1) 4.00 4Senior Site Coordinator 9 1 2 2 2 2 3 1 3.00 3Administrative Assistant 1 0 0 0 0 0 0 0.00 0

Park Recreation Centers Total 9 9 9 9 9 9 0 9.00 9

Park Recreation Programs (200-505) Assistant Recreation Manager 14 1 1 1 1 1 1 0 1.00 1Senior Recreation Coordinator 13 1 1 1 1 1 1 0 1.00 1Recreation Coordinator 12 3 3 3 3 3 3 0 3.00 3Senior Site Coordinator 9 0 0 0 1 1 1 0 1.00 1

Park Recreation Programs Total 5 5 5 6 6 6 0 6.00 6 Park Operations (200-502)Parks Operations Manager 17 1 1 1 1 1 1 0 1.00 1Assistant Parks Operations Manager 14 1 1 1 1 1 1 0 1.00 1Athletic Coordinator 12 2 2 2 2 2 2 0 2.00 2Recreation Coordinator 12 1 1 1 1 1 1 0 1.00 1Senior Site Coordinator 9 3 3 3 3 3 3 0 3.00 3

Park Operations Total 8 8 8 8 8 8 0 8.00 8

Budget Management (Hospitality Tax) (200-405)Hospitality Tax Specialist 9 1 1 1 1 1 1 0 1.00 1*Accounting Technician 8 2 2 1 1 1 1 0 0.50 1

Local Hospitality Tax Total 3 3 2 2 2 2 0 1.50 2Quality of Life Total 74 73 72 73 73 73 0 71.10 72

All Funds/All Functional Areas Total 1,519 1,547 1,553 1,546 1,547 1,556 9 1,478.91 1,394



Authorized Split Positions

Job Title % Department85% County Administration15% Solid Waste Administration

50% Public Works Administration50% Solid Waste Administration

50% Environmental Enforcement/Solid Waste Fund50% Environmental Enforcement/General Fund

80% Solid Waste Administration20% Stormwater Administration

24% Stormwater Administration15% Parks Administration15% Community Development23% Roads & Bridges23% C-Funds

70% Fleet Services20% Mail Services10% Facilities Maintenance

50% Facilities Maintenance25% Fleet Services25% Mail Services

50% Hospitality Tax Administration50% Budget Management

60% Finance/General Fund40% Budget Management/General Fund

Public Works Director

Recycling Coordinator/Public Education & Outreach

Deputy County Administrator

Accounting Technician

Director of Administrative Services

Senior Administrative Assistant

Administrative Secretary

Director of Environmental Enforcement

Director of Budget & Finance


Appendix: County Financial Policies

FINANCIAL POLICIES Purpose Primary among the responsibilities of the government of Spartanburg County to its citizens is the care of public funds and wise management of county finances while providing for the adequate funding of the services desired by the public and the maintenance of public facilities. These financial management policies, designed to ensure the fiscal stability of the government of Spartanburg County, South Carolina, shall guide the development and administration of the annual operating and capital budgets. These financial policies address revenues, cash management, expenditures, debt management, risk management, capital needs, and budgeting and management.

Objectives • To protect the policy-making ability of County Council by ensuring that important policy decisions are not

controlled by financial problems or emergencies.• To enhance the policy-making ability of County Council by providing accurate information on program costs.• To assist sound management of County government by providing accurate and timely information on financial

condition.• To provide sound principles to guide the important decisions of the County Council and of management which

have significant fiscal impact.• To set forth operational principles which minimize the cost of government, to the extent consistent with services

desired by the public, and which minimize financial risk.• To employ policies which prevent undue or unbalanced reliance on certain revenues, which distribute the costs of

county government services as fairly as possible, and which provide adequate funds to operate desired programs.• To provide essential public facilities and prevent deterioration of the County’s public facilities and its capital plan.• To protect and enhance the County’s credit rating and prevent default on any debts.• To insure the legal use of all County funds through a good system of financial security and internal controls.

Achieving these Objectives To achieve and maintain the aforementioned objectives, the Division of Management and Budget, at the direction of the County Administrator’s Office, working with the County Council, will conduct an annual analysis of projected financial condition and key financial indicators. It is the focus of this analysis to:

• Identify the areas where the County is already reasonably strong in terms of protecting its financial condition;• Identify existing or emerging problems in revenue sources, management practices, infrastructures conditions, and

future funding needs;• Forecast expenditure and revenue for the next 5 years, taking care to consider such external factors as state and

federal actions, the bond market, and management options being explored and used by other local governments,as well as internal management actions taken during the last budget cycle and being examined for application.



Revenue Policies Statements dealing with taxes and the means whereby the County raises revenue to fund operations. Revenue Policy #1: Fund Balance To maintain an “AA” County credit rating and meet seasonal cash flow shortfalls, the budget shall provide for an anticipated unassigned fund balance between 15% and 20% for general government and enterprise fund types, of estimated annual revenues. The fund balance shall be exclusive of all reserves not anticipated to be readily available for use in emergencies and contingencies.

• Should the fund balance fall below 15% of expenditures, the County Administrator shall prepare and submit a

plan for expenditure reductions and/or revenue increases to the County Council via the Finance Committee. • In the event the fund balance is above 20%, the difference may be used to fund the following activities:

o one-time capital expenditures which do not increase ongoing County costs; o other one-time costs; and o ongoing or new County programs, provided such action is considered in the context of council approved

multi-year projections of revenue and expenditures.

• Generally, the fund balance levels are dictated by: o cash flow requirements to support operating expenses; o relative rate stability from year to year for enterprise funds; o susceptibility to emergency or unanticipated expenditure; o credit worthiness and capacity to support debt service requirements; o legal or regulatory requirements affecting revenues, disbursements, and fund balances; and o reliability of outside revenues.

• If, at the end of a fiscal year, the fund balance falls below 15%, then the County shall rebuild the balance within

one year.

Revenue Policy #2: Contingency • To help maintain services during short periods or economic decline and meet emergency conditions, in addition

to the Fund Balance, the budget shall provide for a contingency. All general government and enterprise fund types shall maintain a contingency. The contingency shall also be exclusive of all reserves not anticipated to be readily available for use in emergencies. The contingency is established to provide for nonrecurring unanticipated expenditures, or to meet small increases in service delivery costs. The contingency reserve will be built by using 10% of the annual increase in unassigned funds.

• Contingencies should be utilized to avoid large tax rate increases from one year to the next. Where correction of

a fund balance deficit causes the contingency to fall, a gradual correction of the problem over a two-year period is preferable to a one-time jump in tax rates.

Revenue Policy #3: Sources of Revenue

• The County will strive to maintain a diversified and stable revenue system to shelter the government from short-run fluctuations in any one-revenue source and ensure its ability to provide ongoing service.

• Restricted revenue shall only be used for the purpose intended and in a fiscally responsible manner. Programs and

services funded by restricted revenue will be clearly designated as such. • A balance will be sought in the revenue structure between the proportions of fluctuating and stable revenues. All

sources of revenue authorized by the South Carolina Code of Laws may be sought to achieve the desirable balance.



• Revenues sources will be examined during the annual budget process. A five (5) year pro forma shall be developed to ensure that projected future revenues meet projected future expenditures.

• In preparing the proposed budget, the Management and Budget Division, shall make recommendations to the

County Administrator regarding options to reduce the County’s reliance on property tax revenue.

Revenue Policy #4: Revenue Collection • The County shall strive to achieve a current property tax collection rate of not less than 98%.

Revenue Policy #5: Fees-Licenses, Permits, Misc. Items

• All fees established by Spartanburg County for licenses, permits, fines, and other miscellaneous charges shall be set to recover a designated portion of the County’s expense in providing the attendant service. These fees shall be reviewed annually. A revenue manual listing all such fees and charges of the County shall be maintained by the Management and Budget Division.

Revenue Policy #6: Grants/Intergovernmental Funds

• The County shall aggressively pursue all grant opportunities; however, before accepting grants, the County will consider the current and future implications of both accepting and rejecting the monies. Future funding obligations as required by grant requirements must be decided at grant acceptance. The County shall seek grants and other funding opportunities which provide maximum leverage of tax supported monies. Further, the County shall seek to minimize grant funded commitments requiring recurring fiscal expenditures.

Revenue Policy #7: Gifts, Donations and Bequests

• Prior to acceptance, all gifts, donations and/or bequests given to the County for the use of any of its departments or divisions will be evaluated by the appropriate parties to determine what, if any, obligations are to be placed upon the County. Gifts and bequests will be considered as “over and above” basic County appropriations.

• Gifts and donations shall be used solely for the purpose intended by the donor. Unrestricted gifts will be expended

in the manner and for the purposes authorized by County Council.

Revenue Policy # 8: Operating Transfers • To the maximum extent feasible and appropriate, General Fund transfers to other funds shall be defined as

payments intended for the support of specific programs or services. Amounts not needed to support such specific program or service expenses shall revert to the General Fund’s fund balance, unless Council direction establishing the transfer for other items is enacted. Should the fund accumulate an unexpected unencumbered balance, this excess shall be used first to repay the advance. At the time of closing out the fund, all assets of the fund revert to the General Fund, not contrary to any other applicable Federal, State or local law.

Operating Budget Policies Statements dealing with the expenditures of the operating budget

Operating Budget Policy #1: Operating Budget – Pay-As-You-Go

• The County shall attempt to conduct its operations on a pay-as-you-go basis from existing or foreseeable revenue sources. The control of costs will be emphasized. Achieving pay-as-you-go requires the following practices: current operations, maintenance and depreciation costs to be funded with current revenues, direct and indirect costs of services must be fully identified, and sound and expenditures forecasts must be prepared.

• The County Administrator shall annually prepare a full cost allocation plan to provide accurate, complete estimates

of service costs.



Operating Budget Policy #2: Budget Performance Reporting

• The County Administrator shall submit a quarterly report comparing actual revenues and expenditures with budgeted revenue and expenditures.

• Where practical, County departments shall develop and employ performance measures and/or benchmarks with

selected counties to be included in the budget.

Operating Budget Policy #3: Maintenance, Repair & Replacement • All equipment replacement and maintenance needs for the next five years will be projected and the projection will

be updated each year. • Replacement of capital outlay items shall be timed at fairly stable intervals so as not to spend excessively in one

year and restrictively in the next.

Operating Budget Policy #4: Maintenance of Capital Assets • The budget should provide sufficient funds for the regular repair and maintenance of all County of Spartanburg

capital assets. • Future maintenance needs for all new capital facilities will be fully costed out.

Operating Budget Policy #5: Personnel Services

• Spartanburg County shall strive to pay prevailing market rates of pay to its employees. Prevailing market rate is defined to include both salary and fringe benefit levels.

• In establishing pay rates, a cost analysis or rate increase will be conducted and shall include the effect of such

increases on the County’s share of related fringe benefits and unfunded liabilities (including non-salary related benefits).

• Long term costs of changes in benefit packages shall be estimated and fully disclosed to the Council before

implementation and annual wage adjustments are affirmed.

Capital Improvement Policies Polices relating to the five-year capital improvement program and special funds necessary to address particular needs of the Spartanburg County community Capital Improvement Policy #1: Capital Improvement Plan

• A five-year Capital Improvement Plan shall be developed and presented annually by staff in accordance with the Capital Improvement Program Policies, and approved by the County Council. This plan shall contain all capital improvements from all funds and departments of county government. The first year of the plan shall constitute the next year’s capital budget.

• A high priority shall be placed on replacement of capital improvements when such improvements have deteriorated

to the point of becoming hazardous, incur high maintenance costs, are negatively affecting property values, and/or are no longer functionally serving their intended purposes.

• Capital improvements constructed in the County shall be based on construction standards which minimize

construction costs, while assuring that accepted useful life minimum maintenance costs will result.



Capital Improvement Policy #2: Capital Improvement Financing

• Within the limitation of existing law, various funding sources may be utilized for capital improvements. Capital projects shall not be dictated by the nature of funding available except to the extent that the projects meet an initial test of being required to achieve County goals and to the extent that projects must be placed in priority dictated by the nature of funds available.

• Upon completion of capital projects, the Finance Department shall certify any unspent funds from the project,

and such funds shall revert to the Capital Project Reserve as appropriate. Unspent capital project funds shall be reported to the County Council through the Quarterly Operating Report. The County Administrator shall include in the annual budget and capital improvement program recommendations to dispose of unspent capital project funds. In no case shall projects incur a funding deficit without the express approval of the County Council.

Investment Policies This investment policy applies to all monetary assets of the government of Spartanburg County and as managed by the Spartanburg County Treasurer. Whenever there is an available cash balance in the County treasury that is more than sufficient to meet the current expenditures properly payable, the County should invest such portion of funds as is expedient. Safety of principal is the foremost objective of the investment program. Investments shall be undertaken in a manner that seeks to ensure the preservation of capital as prescribed in Section 12-45-220 of the South Carolina Code of Laws. The investment portfolio shall remain sufficiently liquid to meet all operating requirements that may be reasonably anticipated. This is accomplished by structuring the portfolio so that securities mature concurrent with cash needs to meet anticipate demands. Full collateralization of the entire portfolio is required. The investment portfolio shall be designed with the objective of attaining a market rate of return throughout budgetary and economic cycles, taking into account the investment risk constraints and liquidity needs. Return of investment is of secondary importance compared to the safety and liquidity objectives described above.

Accounting Policies Policies relating to the procedures that the County utilizes in accounting for its financial transactions Accounting Policy #1: Accounting System and Standards

• The County’s accounting and reporting system shall demonstrate the following characteristics: o Reliability; o Accuracy; o Consistency; o Responsiveness; and o Conformity with all legal requirements.

• The County’s accounting system shall be maintained in such a way so as to conform with the generally accepted

accounting principles established by the Governmental Accounting Standards Board, State of South Carolina and Federal laws, and result in an unqualified opinion by the County’s independent auditor.

• The County shall annually prepare and publish, no later than December 30 of each year, a comprehensive annual

financial report (CAFR) prepared in conformity with generally accepted accounting principles.



• The Government Finance Officers Association Certificate of Achievement for Excellence in Financial Reporting shall be pursued annually.

Accounting Policy #2: Collateralization of Demand Deposit Accounts All demand deposit bank accounts under the authority of Spartanburg County will be required to be adequately collateralized to the extent that the balance exceeds the $100,000 limit covered by FDIC insurance. Pledged collateral should be held either in a Federal Reserve pledge account, or by an independent third-party institution that is the agent of Spartanburg County. Pledged collateral should be held in the name of Spartanburg County. Accounting Policy # 3: Cash Handling Policy The establishment of strong internal controls for cash collections is necessary to prevent mishandling of funds and to safeguard against loss. Strong internal controls are also designed to protect employees from inappropriate charges of mishandling funds by defining his/her responsibilities in the cash handling process. Cash is considered to be any type of payment for goods or services including: coin, checks, money orders, credit cards and electronic funds transfers. All Spartanburg County departments receiving cash, including elected officials' offices, should have the following procedures in place:

• Proper accounting for cash as it is received. • Adequate separation of duties with regard to cash receipts. • Adequate safeguards for handling and storing cash. • Approval of any voided cash receipts. • Timely deposit of cash directly with the Spartanburg County Treasurer or in a departmental bank account. • Timely notification of the Spartanburg County Internal Auditor of any changes in cash handling procedures.

Cash handling procedures are subject to audit by the Spartanburg County Internal Auditor and external audit firms.

Debt Policies Policies relating to the long-term financing of the County’s Capital Improvement Program Debt Policy #1: Use of Debt Financing

• The government of Spartanburg County, South Carolina shall only use long term debt for capital projects that cannot be financed out of current revenues within the Revenue Policy guidelines. Further debt financing shall generally be limited to one-time capital improvements projects and only under the following circumstances: o when the project’s useful life will exceed the term of the financing; o when project revenue or specific resources will be sufficient to service the debt; and, o when the project will benefit the citizens of Spartanburg County.

• Debt financing shall not be considered appropriate for:

o current operating and maintenance expenses; and o any recurring purpose.

Debt Policy #2: Limits on Issuance of Debt

• Outstanding general obligation indebtedness of the County, other than enterprise revenue backed bonds, shall not exceed the percentage of the assessed value of the taxable property within Spartanburg County as permitted by the South Carolina Constitution.

Debt Policy #3: Self-Imposed/Council Limits on Issuance on Debt

• Except for the enterprise funds, debt service for long-term issues (greater than five years) shall not exceed 15% of the combined operating and capital budgets.



Debt Policy #4: Leasing

• Lease purchase shall be considered only when the useful life of the item is equal to or greater than the length of the lease.

Debt Policy #5: Rating Agency Relationship

• The County shall maintain good communication with bond rating agencies about its financial condition. The County will follow a policy of full disclosure on bond prospectus.

Debt Policy #6: Debt Management Plan

• A Comprehensive Debt Management Plan shall be developed and presented to County Council annually by staff, encompassing all debt of the County and including, but not limited to: o a detailing of the sources of funding for all debt, o current and future debt capacity analysis, o issues to be addressed for sound debt management, and o reporting as to the County’s compliance with its debt policies.

Debt Policy #7: Economic Development Bonds The County shall strive to promote the economic welfare of the citizens of Spartanburg County by providing employment opportunities and a diverse industrial base. The County shall utilize the following financing methods for industrial development:

• Industrial Revenue Bonds and the Jobs – Economic Development Authority Act. • Fee in Lieu of Tax agreements. • Special Source Revenue Bonds for multi-jurisdiction industrial/business parks or fee in lieu of taxes transaction

for the acquisitions of land, buildings, and improvements or the expansion of an existing project.

Adopted by Spartanburg County Council 12/17/18


Appendix: Budget Calendar & Process

FY 2020/21 Operating & CIP Budget Calendar

Wednesday September 4, 2019

CIP project submission forms and instructions distributed

Thursday September 19, 2019

CIP Commencement Meeting/training session for departments

Monday October 28, 2019

CIP project submission due to Budget Management

Wednesday October 30, 2019

CIP Project Review Committee begin review and rating of CIP submissions

Friday November 15, 2019

Grants-in aid applications available online

Monday December 9, 2019

Budget Commencement Meeting for department heads, elected & appointed officials Budget submission forms and instructions distributed

Monday January 13, 2020

Operating Budget requests due to Budget Management, including: new initiative requests, personnel change requests, fee review or change request, and grant-in-aid applications

Tuesday January 21, 2020

Operating budget review, analysis and summary preparation begins Department budget review meetings with budget staff begin

Monday February 10, 2020

Department budget review meetings with Administration begin

Saturday May 2, 2020

Public hearing notice published for operating & CIP recommended budgets

Wednesday May 6, 2020

Operating and CIP recommended budget overview for department heads, elected & appointed officials

Tuesday May 12, 2020

Council Work Session • Recommended operating and CIP budget overview presentations • 1st Reading of recommended operating and CIP budget ordinances

Monday May 18, 2020

Council Meeting – regularly scheduled • Public hearing of operating & CIP budget ordinances • 2nd Reading of operating & CIP budget ordinances • Proposed fee changes distributed

Monday June 15, 2020

Council Meeting – regularly scheduled • 3rd Reading of operating & CIP budget ordinances • Adoption of fee resolution


Appendix: Budget Calendar & Process

Operating Budget Process

The annual budget serves as the foundation for Spartanburg County’s financial planning and control. The Operating Budget process and Capital Improvement Plan and Budget process occur simultaneously.

The Operating Budget process begins as early as November when the Office of Budget Management begins developing revenue estimates for the upcoming fiscal year. An essential part of the revenue estimate is working with other County departments such as the Assessor’s Office to determine the tax base. In late December, the Budget Management staff e-mails each Department Head, Agency Head and Elected Official their current year budget and solicits their request for the next fiscal year. Budget Management also accepts requests for funding from non-County agencies through the Grant-in-Aid application process.

Budget Management staff assembles all of these requests and uses them as a starting point for assisting the County Administrator in preparing a recommended budget for County Council. The County Administrator must present to Council a balanced budget in which Current Expenditures do not exceed Current Revenues. The budget is prepared by fund (e.g. General Fund), function (e.g. Public Safety), and department (e.g. Sheriff’s Office).

County Council must give three readings to the Budget Ordinance (they are permitted to make changes to it along the way). The third reading must be done by July 1 of the new fiscal year. Prior to the third reading a public hearing must be held; by state statute, it must be advertised not less than 15 days prior to the public hearing in at least one newspaper of general circulation in the county.

In budgeted funds such as the General Fund, most Special Revenue Funds, and Internal Service Funds, the basis of budgeting is modified accrual; the same as the basis of accounting.

During the fiscal year, department heads may request appropriations be transferred between line items within their department. The requests are reviewed by Budget Management staff before approval or denial is given by the County Administrator. The Finance Director then posts the transfer. The County Administrator may transfer funds between departments. Budgetary control is established at the department level by the Budget Ordinance.

In accordance with the Budget Ordinance, revenues other than those originally budgeted (such as unanticipated grant revenue) must be approved by County Council through the use of a Budget Amendment Resolution (BAR). The BAR authorizes the acceptance of the grant and establishes the budget line items.

Development of revenue

estimates

Submission of budget requests by departments

Preparation of Administrator recommended

budget

Review budget by County Council and 1st Reading

Public Hearing on the budget and 2nd Reading by County Council

Adoption of budget at 3rd

Reading by County Council

Implementation and monitoring of adopted budget


Appendix: Department Fund Relationship

Department Fund Relationship Budgeted Departments and Funds

Gen

eral

Fun

d

Spar

tanb

urg

Park

s Fu

nds

Hos

pita

lity

Tax

Fu

nd

Roa

d M

aint

enan

ce

Fee

Fund

Stor

mw

ater

M

anag

emen

t Fun

d

Solid

Was

te F

und

Met

hane

Fun

d

Det

entio

n Fa

cilit

y Fu

nd

9-1-

1 Ph

one

Syst

em

Fund

Vic

tim S

ervi

ce F

und

Fire

Dep

artm

ent

Fund

Publ

ic D

efen

der

Fund

Spec

ial R

even

ue

Fund

Ups

tate

Wor

kfor

ce

Boa

rd F

und

Com

mun

ity

Dev

elop

men

t Fun

d

Com

mun

ity

Col

lege

Fun

d

Cha

rles

Lea

Cen

ter

Fund

Publ

ic L

ibra

ry

Syst

em F

und

Cap

ital P

roje

ct

Fund

Deb

t Ser

vice

Fun

d

Flee

t Ser

vice

s Fu

nd

Faci

litie

s M

aint

enan

ce F

und

Info

rmat

ion

Tec

hnol

ogie

s Fu

nd

Hea

lth I

nsur

ance

Fu

nd

County LeadershipCounty Administration xCounty Council xLegislative Delegation x

Tax CollectionAssessor's Office xCounty Auditor xCounty Treasurer xRegister of Deeds x xTax Collector x

Public SafetyAnimal Services xCommunications x x x xCoroner xDetention Facility x x xEmergency Management x xEmergency Medical Services xEmergency Services Academy x*Environmental Enforcement x xHazardous Materials x xRescue Squads xSheriff's Office x x x xFire Departments x x

JudicialCircuit Solicitor x x x xClerk of Court x xMagistrate Courts xMaster-in-Equity xProbate Court xPublic Defender x

Public WorksEngineering x x xRoads & Bridges x x xSolid Waste

Administration xCollections x xLandfills x x xTransfers x

State C Funds x


Appendix: Department Fund Relationship

*For Departments with operations in multiple functional areas they are included in the chart just once, in their primary functional area

Gen

eral

Fun

d

Spar

tanb

urg

Park

s Fu

nds

Hos

pita

lity

Tax

Fu

nd

Roa

d M

aint

enan

ce

Fee

Fund

Stor

mw

ater

M

anag

emen

t Fun

d

Solid

Was

te F

und

Met

hane

Fun

d

Det

entio

n Fa

cilit

y Fu

nd

9-1-

1 Ph

one

Syst

em

Fund

Vic

tim S

ervi

ce F

und

Fire

Dep

artm

ent

Fund

Publ

ic D

efen

der

Fund

Spec

ial R

even

ue

Fund

Ups

tate

Wor

kfor

ce

Boa

rd F

und

Com

mun

ity

Dev

elop

men

t Fun

d

Com

mun

ity

Col

lege

Fun

d

Cha

rles

Lea

Cen

ter

Fund

Publ

ic L

ibra

ry

Syst

em F

und

Cap

ital P

roje

ct

Fund

Deb

t Ser

vice

Fun

d

Flee

t Ser

vice

s Fu

nd

Faci

litie

s M

aint

enan

ce F

und

Info

rmat

ion

Tec

hnol

ogie

s Fu

nd

Hea

lth I

nsur

ance

Fu

nd

Economic Development and Land UseBuilding Codes xEconomic Development xPlanning & Development x x x

Operational Support*Budget Management x xCounty Attorney's Office xFacilities Maintenance x xFinance Department xFleet Services & Motor Pool x*Geographic Information Services (GIS) x xHealth Insurance & Employee Wellness xHuman Resources xInformation Technologies x xInternal Auditor xMail Services xNon-Departmental x x xPurchasing xRecords Management x

Community OutreachCharles Lea Center xCommunity Development xCommunity Support x xIndigent Care Services xRegistration & Elections xSocial Services Support x xTransit Services xUpstate Workforce Board xVeterans Affairs x

Quality of LifeAccommodations Tax xLibrary x xParks x

Administration xMaintenance xOperations xRecreation Centers xRecreation Programs xSenior Programs xTransfers x

Spartanburg Community College xTourism Support xTourism Transfers x


Appendix: Glossary

ACRONYMS & GLOSSARY

AcronymsADSAP Alcohol & Drug Safety Action Program AET Alcohol Enforcement Team ATOD Alcohol, Tobacco and Other Drugs BAR Budget Amendment Resolution CAFR Comprehensive Annual Financial Report CBT Community Based Treatment CDBG Community Development Block Grant CDC Centers for Disease Control (Federal) CERT Community Emergency Response Team CIP Capital Improvement Plan CPI Consumer Price Index COLA Cost of Living Adjustment COOP Continuity of Operations Planning COPs Certificates of Participation CVB Convention & Visitors Bureau DAODAS Department of Alcohol and Other Drug

Abuse Substances (State) DARE Drug Abuse Resistance Education DHEC Department of Health and Environmental

Control (State) DJJ Department of Juvenile Justice (State) DOC Department of Corrections (State) DOT Department of Transportation (State) DSS Department of Social Services (State) DUI Driving Under the Influence EMS Emergency Medical Services EOC Emergency Operation Center EPA Environmental Protection Agency (Federal) FILOT Fee-in-Lieu of Tax FOIA Freedom of Information Act FTE Full-Time Equivalent FY Fiscal Year

GAAP Generally Accepted Accounting Principles GASB Governmental Accounting Standards

Board GFOA Government Finance Officers Association GIS Geographic Information System GO General Obligation Bond HAZ MAT Hazardous Materials HOME Home partnership investment program

(Federal) HUD Housing and Urban Development (Federal) IOP Intensive Outpatient Program IT Information Technology MIAP Medically Indigent Assistance Program

(State) MS4 Municipal Separate Storm Sewer System MSW Municipal Solid Waste NPDES National Pollutant Discharge Elimination

System OPEB Other Post Employment Benefits OSHA Occupational Safety and Health Act PTI Pre-Trial Intervention QRV Quick Response Vehicle RFID Radio Frequency Identification SAMHC Spartanburg Area Mental Health Center SCPL Spartanburg County Public Libraries SPATS Spartanburg Area Transportation Study SRO School Resource Officer TFC The Forrester Center ULMO Unified Land Management Ordinance VAWA Violence Against Women Act WIB Workforce Investment Board YAS Youth & Adolescent Services


Appendix: Glossary

Glossary Accomplishments - Goals and Objectives that are completed by a department/division within a particular budget year.

Accounts - Accounts are used to enter the formally adopted annual operating budget into the general ledger as part of the management control technique of formal budgetary integration.

Accrual Basis of Accounting - The basis of accounting under which revenues are recorded when earned and expenditures are recorded when goods are received and services performed even though the receipt of the revenue or the payment of the expenditure may take place in whole or part in another accounting period.

Ad Valorem Taxes - A tax levied on the assessed value of real and personal property (also known as “property taxes”).

Allot - To divide an appropriation into amounts that may be encumbered or expended during an allotment period.

Appropriation - A legal authorization granted by the County Council permitting staff to make expenditures and incur obligations on the behalf of the County for specified purposes.

Assessed Valuation - The just or fair market value of land, buildings, and business inventory and equipment as determined on an annual basis by the County in accordance with State law.

Assessment Ratio - The ratio at which the tax rate is applied to the tax base.

Assets - Resources owned or held by a person or entity that has monetary value.

Audit - Prepared by an independent certified public accountant (CPA), the primary objective of an audit is to determine if the County’s financial statements present fairly the County’s financial position and results of operations in conformity with generally accepted accounting principles. In conjunction with their performance of an audit, it is customary for an independent auditor to issue a Management Letter.

Authorized Positions - Employee positions, which are authorized in the adopted budget, to be filled during the year.

Balanced Budget - A budget in which estimated revenues and other available funds equal estimated expenditures.

Basis of Accounting - A term used to refer to when revenues, expenditures, expenses, and transfers – and the related assets and liabilities – are recognized in accounts and reported in financial statements. Basis of accounting specifically relates to the timing of the measurements made. Full Accrual and Modified Accrual are each an accepted Basis of Accounting.

Basis of Budgeting - Refers to the conventions for recognition of costs and revenues in budget development and in establishing and reporting appropriations, which are the legal authority to spend or to collect revenues.

Bond - Most often, a written promise to pay a specified sum of money (called the face value or principal amount), at a specified date or dates in the future (called the maturity date[s]), together with periodic interest at a specified rate. The difference between a bond and a note is that the latter is issued for a longer period of time and requires greater legal formality.

Bond Anticipation note (BAN) - A short-term debt instrument (usually one year or less) that allows a government to borrow money that will be paid when bond proceeds are received.

Bond, General Obligation (GO) - This type of bond is backed by the full faith, credit and taxing power of the government.


Appendix: Glossary

Bond, Industrial Revenue - A bond issued by a business concern secured by pledging certain business assets. The County does not secure it in any way, and the County does not receive or pay any debt on these bonds.

Bond, Revenue - Only the revenues from a specific enterprise or project back this type of bond.

Bond Refinancing - The payoff and re-issuance of bonds to obtain better interest rates and/or bond conditions.

Bonded Debt - The part of the school district debt that is covered by outstanding bonds of the district. Sometimes called “Funded Debt.”

Budget - A plan of financial operation, embodying an estimate of proposed expenditures for a given period and the proposed means of financing them. Upon approval by the County Council, the budget appropriation ordinance becomes the legal basis for expenditures in the budget year.

Budget Amendment Resolution (BAR) - An addition, deletion or change to the adopted budget authorized by County Council.

Budget Calendar - The schedule of key dates a government follows in the preparation and adoption of the budget.

Budget Message - The opening section of the budget document, which summarizes the principal aspects of the budget and notes significant changes from the current and previous fiscal years.

Budget Ordinance - A document authorizing the levy of taxes and the expenditures of funds for one fiscal year.

Budget Policies - General and specific guidelines that govern financial plan preparation and administration.

Budget Transfers - The movement of funds between line items within the adopted budget. Departments may request transfers between the line items within their budgets, while the County Administrator may authorize transfers between departments within the same fund. While individual line item amounts can change with a budget transfer the overall budgeted total cannot without a budget amendment resolution.

Budgetary Basis - This refers to the basis of accounting used to estimate financing sources and uses in the budget. This generally takes one of three forms: GAAP, cash or modified accrual.

Budgetary Control - The control or management of a government in accordance with the approved budget for the purpose of keeping expenditures within the limitations of available appropriations and resources.

Capital Expenditure - An expenditure category for construction equipment, vehicles, or machinery that results in the acquisition or addition to the County’s general fixed assets. For the County of Spartanburg, Capital Expenditure specifically refers to equipment with value in excess of $1,000 and an expected life of five years or more.

Capital Improvement Program (CIP) - The CIP is a capital investment strategy for the County of Spartanburg focusing on the current budget year and the five years thereafter. The CIP depicts a comprehensive picture of the County’s capital needs and aids in budget planning. Capital projects often extend beyond the fiscal year in which they are approved. The County either appropriates the entire project cost in the initial fiscal year, or identifies annual phases which may be approved in future years should funding be available. Projects included in the CIP have an expected life span of greater than 10 years and an estimated cost of $100,000 or more.

Capital Lease - Typically used for capital financing purposes, a capital lease is one that meets one of four conditions: (1) it transfers ownership of the leased property to the lessee; (2) the lease contains a bargain or nominal purchase option; (3) the lease covers 75 percent or more of the estimated economic or useful life of the lease property; and (4) the presentvalue of the lease payments equals or exceeds 90 percent of the fair value of the lease property at the lease’s inception.


Appendix: Glossary

Capital Project - A major improvement or acquisition; often funded by bonds or taxes over several years.

Carryforward - Funds not used in a prior fiscal year for a specific project, which are approved to be moved into the next fiscal year budget to complete a project.

Cash Basis - A basis of accounting in which transactions are recognized only when cash is increased or decreased.

Charges for Service - Revenues derived from charging fees for providing certain government services. These revenues can be received from private individuals or entities or other governmental units.

Community Development Block Grant (CDBG) - Program of the U.S. Department of Housing and Urban Development (HUD) designed to benefit low and moderate-income persons to provide revitalization and human services to urban, suburban, and rural communities.

Constant or Real Dollars - The presentation of dollar amounts adjusted for inflation to reflect the real purchasing power of money as compared to a certain point in time in the past.

Consumer Price Index (CPI) - A statistical description of price levels provided by the U.S. Department of Labor. The index is used as a measure of the increase in the cost of living (i.e., economic inflation).

Contingency - A budgetary reserve set aside for emergencies or unforeseen expenditures.

Contractual Services - Services rendered to a government by private firms, individuals or other governmental agencies.

Current Taxes - Taxes levied and becoming due within one year.

Debt Financing - Borrowing funds as needed and pledging future revenues to make current expenditures.

Debt Instrument - Method of borrowing funds, including general obligations bonds, revenue bonds, lease/purchase agreements, lease-revenue bonds, tax anticipation notes and other short-term notes, and certificates of participation.

Debt Limit - The maximum amount of outstanding gross or net debt legally permitted. The State of South Carolina forbids cities from incurring debt in excess of 8% of the total assessed valuation of taxable property within the County.

Debt Service - The payment of interest and principal on borrowed funds such as bonds.

Debt Service Fund - This fund type is used to account for the payment and accumulation of resources related to general long-term debt principal and interest.

Deferred Revenue - Revenue amounts that are available but do not meet the criteria for recognition, and are reported as a liability rather than a revenue. Example: Grant funds received for which the expenditures have not been made.

Deficit – The excess of an entity’s liabilities over its assets or the excess of expenditures or expenses over revenues during a single accounting period.

Delinquent Taxes – Taxes that remain unpaid on or after the day due.

Department - An organizational unit of the County, which manages an operation or group of related operations within a functional area.

Depreciation - Expiration in the service life of capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy or obsolescence. This is a non-cash expense.


Appendix: Glossary

Disbursement - The expenditure of monies from an account.

Division - The second level in the formal County organization in which a specific function is carried out; several divisions may comprise a single department.

Employee Benefit (or Fringe) Cost - Contributions made by a government to meet commitments or obligations for employee fringe benefits. Included is the government’s share of costs for Social Security, Medicare, and the various pensions, medical and life insurance plans.

Encumbrance - A financial commitment for a contract not yet performed. An encumbrance is charged against an appropriation and a portion of the appropriation is legally obligated for the purpose of satisfying the encumbrance. It represents the expenditure the County will make after performance under the contract is completed and an invoice is served.

Encumbrance Accounting - A system or procedure which involves giving recognition in the accounting budgetary expenditure control records for the issuance of purchase orders, statements, or other commitments chargeable to an appropriation in advance of any liability or payment.

Enterprise Fund - Self-supporting fund designed to account for activities supported by user charges.

Estimated Revenue - The amount of projected revenue to be collected during the fiscal year. The amount of revenue appropriated is the amount approved by County Council.

Entitlement - Payments to which local governmental units are entitled, pursuant to an allocation formula determined by the agency providing the monies, usually the state or federal government.

Expenditure - The amount of cash paid or to be paid for a service rendered, goods received, or an asset purchased.

Expense - A charge incurred (whether paid immediately or unpaid) for operations, maintenance, interest or other charges.

Fees, Licenses, and Permits - Revenues derived from the issuance of local licenses and permits, including professional and occupational licenses, building permits, and other miscellaneous permits.

Fiduciary Funds - The trust and agency funds used to account for assets held by a government unit in a trustee capacity or as an agent for individuals, private organizations, other government units and/or other funds.

Fines and Forfeitures - Fines and Forfeitures are derived from penalties imposed for the commission of statutory offenses, violations of lawful administrative rules and regulations, and for neglect of official duty. These revenues include court fines, confiscated property and parking violations.

Fiscal Policy - A government’s policies with respect to revenues, spending and debt management as these relate to government services, programs and capital investment. Fiscal policy provides an agreed-upon set of principles for the planning and programming of government budgets and their funding.

Fiscal Year - Any consecutive 12-month period to which the annual operating budget applies and at the end of which a government determines its financial position and the results of its operations. The County of Spartanburg’s fiscal year runs from July 1 - June 30.

Fixed Assets - Assets of long-term character that are intended to continue to be held or used, such as land, buildings, machinery, furniture and other equipment.


Appendix: Glossary

Frozen Position - A position which appears in the authorized staffing level for a department but for which no money has been budgeted for in the fiscal year. Positions typically become frozen when they are vacated during a fiscal year.

Full Faith and Credit - A pledge of a government’s taxing power to repay debt obligations.

Full-Time Equivalent (FTE) - A combination of positions working less than full-time equaling one full-time position. Example: Two half-time positions (.5 positions) equal one full-time position (1.0).

Full-Time Position - An employee who receives full benefits and works at least thirty-seven and a half hours per week.

Functional Area - A group of related activities aimed at accomplishing a major service or regulatory program for which a government is responsible (e.g., Public Safety).

Fund - An accounting entity with self-balancing accounts. A fund records all financial transactions for specific activities or government functions.

Fund Balance - The excess of the assets of a fund over its liabilities, reserves and carryovers.

Fund Balance, Assigned - Amounts that are constrained by the County’s intent to be used for specific purposes, but that do not meet the criteria to be classified as restricted or committed. Intent can be stipulated by County Council, or by an official to whom that authority has been given. With the exception of the General Fund, this is the residual fund balance classification for all governmental funds with positive balances.

Fund Balance, Committed - Amounts that can only be used for specific purposes because of a formal action (resolution or ordinance) by the County’s highest level of decision making authority, the County Council.

Fund Balance, Nonspendable - Includes amounts that cannot be spent because they are either not in spendable form, or, for legal or contractual reasons, must be kept intact. This classification includes inventories, prepaid amounts, assets held for sale, and long-term receivables.

Fund Balance, Restricted - Constraints placed on the use of these resources are either externally imposed by creditors (such as through debt covenants), grantors, contributors, or other governments’ or are imposed by law (through constitutional provisions or enabling legislation).

Fund Balance, Unassigned - The difference between total fund balance in a governmental fund and its nonspendable, restricted, committed, and assigned components.

GAAP - Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules and procedures that define accepted accounting principles as set by policy boards.

General Fund - The fund used to account for all financial resources, except those required to be accounted for in another fund. The General Fund is the main operating fund for the County.

General Obligation Bond - Bonds backed by the full faith and credit (taxing power) of the County.

Governmental Funds - Funds used to account for the acquisition, use and balances of expendable financial resources and the related current liabilities, except those accounted for in Proprietary and Fiduciary funds.

Grant - A contribution made by a government or other organization to support a particular function. Grants may be classified as categorical or block, depending upon the amount of discretion allowed the grantee.


Appendix: Glossary

Health Insurance, Fully Insured - An employer contracts with a health insurance company to provide coverage for their employees and possibly their dependents. The employer is charged a premium by the health insurance company for each covered employee based on the employee’s coverage selection.

Health Insurance, Self Insured - An employer provides health insurance to its employees and possibly their dependents with its own funds. The employer assumes the direct risk for payment of the claims for benefits.

Indirect Cost - A cost necessary for the functioning of the organization as a whole, but cannot be directly assigned to one service.

Inflation - see Consumer Price Index

Infrastructure - The physical assets of a government (e.g., sidewalks, streets, sewer, public buildings).

Interfund Charges - The cost for services or supplies provided by an internal service fund which would otherwise be acquired from an external vendor. Internal services include vehicle maintenance, information technologies, and facilities maintenance.

Interfund Transfers - The movement of monies between funds of the same governmental entity.

Intergovernmental Revenues - Revenues from other governments (state, federal, and local), which can be in the form of grants, shared revenue, payments in lieu of taxes, or entitlements.

Internal Service Funds - Funds established to account for the financing of goods or services provided by one department for other departments within the County. Goods and services are furnished and billed at cost plus a fixed factor, which is designed to cover all expenses of the funds. The Fleet Maintenance Fund is one example of an Internal Service Fund.

Lapsing Appropriation - An appropriation made for a certain period of time, generally for the budget year. At the end of the specified period, all appropriations not spent lapse or end, unless otherwise provided by law. Capital project and grant budgets may be appropriated for multiple years.

Levy - To impose taxes, special assessments, or service charges for the support of County activities.

Long-term Debt - Debt with a maturity of more than one year after the date of issuance.

Major Fund - Governmental fund or enterprise fund reported as a separate column in the financial statements.

Master Lease - see Capital Lease

Materials and Supplies - Expendable materials and operating supplies necessary to conduct departmental operations.

Millage Rate - Rate used in calculating taxes based upon the value of property. The rate is expressed in mills per dollar of property value. One mill equals $1.00 of tax revenue for each $1,000 of property value. The millage rate is the total number of mills of tax assessed against this value.

Minor Capital - An expenditure category for equipment within departmental budgets. Refers to the purchase of equipment whose value is too low to be considered for the Capital Improvement Plan, such as a single printer or scanner.

Modified Accrual Accounting - The basis of accounting where revenues are recorded when measurable and available to be used to pay liabilities of the current period. Expenditures are recognized when the related liability is incurred.

Net Budget - The legally adopted budget less all interfund transfers and interdepartmental charges.


Appendix: Glossary

Nominal Dollars - The presentation of dollar amounts not adjusted for inflation. Adjusting for inflation would be done to reflect the real purchasing power of money today.

Object of Expenditure - An expenditure classification, referring to the lowest and most detailed level of classification, such as electricity, office supplies or asphalt.

Objectives - Specific targets for achievement which represent an interim step or progress toward a goal within a specified time span.

Obligations - Amounts that a government may be legally required to meet out of its resources. They include not only actual liabilities, but also encumbrances not yet paid.

Operating Budget - A financial plan that presents proposed expenditures for a fiscal year and estimates of revenue to finance those expenditures.

Operating Expenses - Costs other than those for salaries and benefits that are necessary for the provision of services offered by the County.

Operating Lease - The lessee makes periodic payments to obtain the use of but not ownership of the lessor’s property.

Operating Revenue - Funds that the government receives as income to pay for ongoing operations. It includes such items as taxes, fees from specific services, interest earnings and grant revenues. Operating revenues are used to pay for day-to-day operations.

Ordinance - A formal legislative enactment by the County Council. If it is not in conflict with any higher form of law, such as a statute or constitutional provision, it has the full force and effect of law within the boundaries of the municipality to which it applies.

Other - A category for expenditures itemizing costs related to banking fees and other financial transactions.

Other Fund Transfers - Dollars that are transferred from one fund to another.

Outside Agency - Agencies or organizations, typically non-profits or social service governmental entities, to which the County provides funding from its available discretionary funding.

Overhead Allocation - The process of distributing indirect costs for items such as administration to other departments or funds.

Part-time Employee - An employee who works fewer than thirty-seven and a half-hours per week on a continual basis.

Pay-As-You-Go - A term used to describe a financial policy by which capital outlays are financed from current revenues rather than through borrowing.

Personnel Services - The expenditure category that includes total costs of all wages, salaries, retirement, and other fringe benefits.

Prior Year Encumbrances - Obligations from previous fiscal years in the form of purchase orders, contracts or salary commitments that are chargeable to an appropriation, and for which a part of the appropriation is reserved. They cease to be encumbrances when the obligations are paid or otherwise terminated.

Prior Year Property Taxes - Taxes that remain unpaid on and after the date they are due. A penalty is included for non-payment.


Appendix: Glossary

Professional Development - Employee education and career-related courses, seminars and customer satisfaction training.

Program - An organized set of related work activities, which are directed toward a common purpose or goal and represent well-defined uses of County resources.

Program Budget - A budget that allocates money to the functions or activities of a government rather than to specific items of cost or to specific departments.

Program Revenue (Income) - Revenues earned by a program, including fees for services, license and permit fees and fines.

Property Taxes - Taxes levied on real and personal property according to the property’s assessed valuation and the tax rate applied.

Proprietary Funds - Income determination or commercial type fund used to account for a government’s ongoing activities or operations that are similar to those often found in the private sector (i.e. enterprise and internal service funds). The accounting principles used generally are those applicable to similar businesses in the private sector and the measurement focus is on determination of net income, financial position, and changes in financial position.

Reserve - An account used either to set aside budgeted revenues that are not required for expenditure in the current budget year or to earmark revenues for a specific, future purpose.

Resolution - A special or temporary order of a legislative body; an order of a legislative body requiring less legal formality than an ordinance or statute.

Revenue - Income generated by taxes, business licenses, user fees, fines and forfeitures, reimbursements, and investments received from sources outside the County.

Section - The third tier within the organizational chart. A Section is a subdivision of a division. Example: Crime Prevention is a section within the Law Enforcement Division of the Department of Public Safety.

Service Efforts and Accomplishments - Measures of effort and accomplishment that illustrate the performance of the County in terms of service provision.

Service Level - Services or products that comprise actual or expected output of a given program. Focus is on results, not measures of workload.

Slippage - Slippage is money saved when a budgeted position is vacated during the year and the position remains vacant for a time or the person in the position takes unpaid leave.

Special Revenue Fund - This fund type is used to account for the proceeds from specific revenue sources (other than trusts or major capital projects) that are legally restricted to expenditures for specific purposes.

Surplus - Excess of revenues over expenditures during a single accounting period. It is sometimes referred to as savings.

Tax Anticipation Notes (TAN) - A short-term loan, usually less than six months, borrowed to fund County operations until property tax collections are received.

Tax Base - The total assessed valuation of real property within the County limits.

Tax Increment Financing - A method of financing capital improvements using any additional tax revenues generated by new development occurring within a designated area after a certain date. This method is generally used to stimulate investment in economically depressed areas.


Appendix: Glossary

Tax Levy - The resultant product when the tax rate per one thousand dollars is multiplied by the taxable value.

Transfers In/Out - Amounts transferred from one fund to another to assist in financing the services for the recipient fund.

Trust and Agency Fund - Also known as Fiduciary Fund Types, these funds are used to account for assets held by the County in a trustee capacity or as an agent for private individuals, organizations, or other governmental agencies. The fiduciary funds used by the County include expendable trust and agency funds.

User Fee - Payment of a fee for the direct receipt of a public service by the person(s) who benefit from the service(s).

Working Capital – The excess of readily available assets over current liabilities or cash on hand equivalents that may be used to satisfy cash flow needs.

FY 2020/21 Adopted Operating Budget - Spartanburg County

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Transcript of FY 2020/21 Adopted Operating Budget - Spartanburg County