Spartanburg County South Carolina. Recommended Capital Improvement Plan

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2 Spartanburg County South Carolina Recommended Capital Improvement Plan Fiscal Year July 1, 2017 through June 30, 2022 Includes FY 2017/18 Capital Year Budget Jeffrey A. Horton Chairman Michael Brown Council Member District 1 Justin Bradley Council Member District 2 David Britt Council Member District 3 Whitney Farr Council Member District 4 Bob Walker Council Member District 5 Roger Nutt Council Member District 6

3 TABLE OF CONTENTS Transmittal Letter... 1 Capital Improvement Plan Development & LongTerm Planning... 3 Vision, Mission, Values... 5 Goals & Objectives... 6 Summary Schedules FY Funding Source and Expenditure Overview... 8 FY 2017/18 Recommended Capital Year Budget PayAsYouGo and Debt Service Overview OnGoing and Onetime Project Overview Summary of Proposed Projects Proposed Funding Sources with Applicable Projects Summary of Additional Operating Impact Project Detail Pages County Buildings and Facilities Overview...23 Communications Center Renovation County Facilities Repairs & Maintenance Courthouse HVAC Filters Courthouse Rooftop Chiller Compressor Detention Facility Cell Door Lock Upgrade Detention Facility Flooring Repair Detention Inmate Call System Emergency Medical Services Headquarters Paving Fleet Services Roof Replacement Radio Shop Roof Replacement Sheriff s Office Roof Replacement Tire Shop Roof Replacement Roads Infrastructure Overview...37 Countywide Asphalt Resurfacing Countywide Bridge & Culvert Repair & Maintenance Flatwoods Road Reconstruction Hampton Road Bridge Replacement Motlow Creek Bridge Replacement Municipal Road Projects Pavement Asset Evaluation Pavement Preservation Program Sign Reflectivity Mandate Steve G. Belue Infrastructure Fund Solid Waste Overview...49 Collection Center Construction Collection Container Upgrade Collection Convenience Center Rehabiliation Gas Collection System Expansion Wellford Landfill Phase VII Construction Wellford Landfill Wood Chipping & Mulch Area Reloc Table of Contents Page T1

4 Public Safety Overview MHz Radios ECaTS EMS Cardiac Monitors Migration Assurance Plan (MAP) Radio Tower Maintenance Smart VHF Radio System Improvements Technology Overview...65 Aerial Photography Communications Technology Replacement Coroner Server Replacement County Network Infrastructure County Servers & Software Upgrade DataCove Software Desktop & Portable Computer Replacement Document Management & Workflow Collaboration Land Development Software Network Scanner Replacement Register of Deeds Index Book Scanning Voice over Internet Protocol (VoIP) Community Development Overview...79 Affordable Housing and Housing Rehabilitation Community Improvements Comprehensive Plan & Area Performance Planning Vehicle and Capital Equipment Replacement Overview...83 Fleet Services Shop Equipment Replacement General Fund Vehicle and Capital Equipment Replacement Other Funds Vehicle & Capital Equipment Replacement Parks Vehicle & Capital Equipment Replacement Solid Waste Vehicle and Capital Equipment Replacement Parks and Recreation Overview...89 Bicycle & Pedestrian Infrastructure Community Park Improvements Parks HVAC Replacement Parks Parking Lot Improvements Playground Improvements Unfunded Projects Overview of Unfunded Projects Project Prioritization and Descriptions Appendices FY 2017/18 Vehicle & Equipment Replacement List Capital Budget Ordinance TenYear Estimated Legal Debt Limit Analysis TenYear Estimated Debt Service Millage Analysis TenYear Estimated Debt Service Millage Chart Summary of Bonded Debt Service Payments & Outstanding Debt by Year Table of Contents Page T2

5 General Obligation Bond Series General Obligation Bond Series General Obligation Refunding Bond Series Solid Waste Revenue Bond Series Solid Waste Revenue Refunding Bond Series Certificates of Participation Series Certificates of Participation Refunding Series Brownfields Revolving Loan Summary of Capital Lease Payments & Outstanding Debt by Year Motorola FCC 2013 Mandate BB&T TD Equipment Finance, Inc First Citizens Schedule Entegra Bank Table of Contents Page T3

6 May 11, 2017 Honorable Jeffrey A. Horton, Chairman Members, Spartanburg County Council County Administrative Building 366 North Church Street Spartanburg, South Carolina Dear Chairman Horton and Members of Spartanburg County Council: Please find enclosed my recommendations for the FY Capital Improvement Plan (CIP). You will find that this plan, like the Recommended Operating Budget, balances the goals and objectives of Council s Strategic Plan with available financial resources while utilizing sound, longterm financial principles. As presented, funding for the FY 2017/18 Capital Budget totals $19,021,411 and funding for the fiveyear plan totals $83,518,331. While this plan will address many of Council s goals and objectives, it focuses the bulk of its resources towards Objective 1.5, Develop an Efficient and Effective Infrastructure Plan. In total, close to $7.1 million is allocated to road infrastructure in FY 2017/18, along with an additional $427,700 dedicated to replace the equipment necessary to implement projects and maintain the road network. Over the fiveyear plan, funding of $36.4 million is dedicated to Road Infrastructure, along with an additional $5.0 million in equipment replacement. This recommendation includes an allocation of $3.9 million to solid waste infrastructure in FY 2017/18 and over $9.8 million across the fiveyear planning horizon. In particular, funding for FY 2017/18 will allow for the construction of the first cell of the Phase VII MSW landfill. This large project totals upwards of $3.65 million in FY 2017/18 and is funded without the use of debt. A future cell is budgeted to be constructed in FY 2020/21 to ensure that the County has adequate disposal facilities for incounty residential waste. In addition to its focus on infrastructure, this plan continues our commitment to reduce reliance on master leases, fortifying and improving our IT and Communications infrastructure and capabilities, developing our comprehensive plan and area performance planning, and continuing implementation of the parks enhancement plan. As recommended, the FY 2017/18 Capital Budget utilizes nearly $1.4 million in General Fund revenue for capital project financing. Through allocation of these resources, the County will able to continue to address vehicle and equipment needs in Roads and Bridges, invest in infrastructure by way of the Countywide Asphalt Resurfacing project, invest in our communications infrastructure through construction of a new VHF tower in the northern area of the County, and improve technology through the Document Management and Voice over IP projects. These General Fund resources maintain our commitment to minimize our utilization of master leases for equipment needs. Specifically, only vehicle replacements for the Sheriff s Office are to be funded with capital lease proceeds, and future years call for the General Fund to play a larger role in paying for these items. As we continue to focus on addressing deferred capital needs, the CIP anticipates the planned issuance of a small General Obligation Bond (G.O. Bond) series in FY 2017/18. Due to retirement of principal and refunding of much of our debt during FY 2015/16, it is possible to issue bonds without necessitating a millage change and also enables us to be able to Transmittal Page 1

7 rapidly amortize the bonds to minimize interest expense. This nearly $1.5 million G.O. Bond series will address an estimated $740,000 in improvements at the Detention Facility, $340,000 in roof replacements, $131,000 for partial funding of a new VHF tower, and $283,000 for other facility projects. Of particular interest in the fiveyear plan are several projects that address unmet needs as well as several other long standing projects that will transition out of the planning phase and into the funding phase. In the Road Infrastructure area, funding for reconstruction of Flatwoods Road, replacement of Motlow Creek Road and Hampton Road bridges, and implementation of a project to fully evaluate the condition of our pavement are included. In the Communications arena, funding is provided for the out year replacement of 800 MHz radios for first responders and continued investment in technology for the 911 Communications Center. In Solid Waste we are projecting the construction of a Collection Convenience Center to replace the existing 4 th Street facility. This important project will address the service needs of this area and is expected to become a component of a larger project to improve road safety in this area. In the Parks and Recreation department, we will continue with our planned improvements to community parks while adding needed maintenance projects for replacement or improvement of HVAC systems, parking lots, and playgrounds. My appreciation is extended to all Elected Officials and Department Directors for their role in the development of this Capital Improvement Plan. Of special recognition are the individuals who served as the project review panel. Their participation required many hours of hard work and I am grateful for the part they play in this important endeavor. I look forward to working with you as we implement the County s FY Capital Improvement Plan and continue our progress towards the achievement of Council s goals and objectives. Sincerely, Katherine O Neill County Administrator Transmittal Page 2

8 CIP Development and Longterm 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, & 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. 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 preestablished 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 longterm 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. As such, the FY CIP includes funding for the development and updating of this plan. Once completed, this plan will help to better identify needed capital projects, focus our efforts towards meeting the goals established by the plan, and help 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, Solid Waste Master 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, FY 2015/16, and FY 2016/17 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 LongTerm Planning Page 3

9 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. This year s 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. LongTerm Planning Page 4

10 Vision Vision, Mission, & Values Spartanburg County s Vision is to be a preferred destination for individuals, families, and businesses to live, learn, play, and invest. Mission 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. Values 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 decisionmaking. This culture or inclusion will increase trust with stakeholders, strengthen relationships, and improve our decisionmaking. 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 crosssector partnerships with communitybased 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 missiondriver decisionmaking. Servant leadership demands that we set aside personal differences 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, be we have a collective commitment, even in difficult times, to remain true to the mission, keep our eyes on the vision, and make valuesbased decisions to meet the goals and objectives in this plan. LongTerm Planning Page 5

11 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 highperforming 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 decisionmaking and policymaking at Council and Departmental levels LongTerm Planning Page 6

12 SUMMARY SCHEDULES Summary Schedules Page 7

13 Funding Source and Expenditure Overview $20,000,000 $18,000,000 $16,000,000 $17,734,852 $14,000,000 $19,021,411 $15,929,588 $12,000,000 $15,292,702 $15,539,778 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Total Capital Lease Proceeds 1,463, ,500 1,339,000 2,718,000 2,935,500 $ 9,378,500 Federal Funds 1,106, , , , ,000 $ 3,906,680 General Fund Transfer 1,378,547 3,680,900 2,819,480 2,452,384 2,426,650 $ 12,757,961 General Obligation Bonds 1,490,923 $ 1,490,923 Hospitality Tax 240, , , , ,000 $ 1,003,000 Other Funds & Revenues 1,538,687 1,302, , , ,113 $ 4,322,629 Parks Fund Transfer 681, , , , ,235 $ 2,605,053 Road Maintenance Fee Fund 4,883,596 5,493,999 4,811,879 5,130,117 5,248,719 $ 25,568,310 Solid Waste Fund 3,964, ,000 1,764,806 2,739,000 64,000 $ 9,120,806 State of South Carolina Funds/Grants 1,850,000 1,500,000 1,500,000 1,500,000 1,500,000 $ 7,850,000 Stormwater Management Fund 173, , , , ,486 $ 948,040 Vehicle & Capital Equip. Repl. Reserve 250, , ,612 1,243,804 1,528,075 $ 4,566,429 Funding Source Total $ 19,021,411 $ 15,929,588 $ 15,292,702 $ 17,734,852 $ 15,539,778 $ 83,518,331 FY FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Total Co. Buildings & Facilities Projects 1,593, , , , ,000 $ 2,293,423 Road Infrastructure 7,083,596 7,593,999 6,911,879 7,330,117 7,448,719 $ 36,368,310 Solid Waste Projects 3,964, ,000 2,014,806 2,989, ,000 $ 9,870,806 Stormwater Management Projects $ Technology Projects 198, , , , ,398 $ 1,888,815 Public Safety Projects 1,839,575 2,047, , , ,780 $ 5,489,873 Community & Econ. Development Projects 1,106, , , , ,000 $ 4,046,680 Vehicle & Capital Equipment Repl. Projects 2,510,657 3,222,646 3,540,528 5,535,712 5,970,881 $ 20,780,424 Parks & Recreation Projects 725, , , , ,000 $ 2,780,000 Capital Expenditures Total $ 19,021,411 $ 15,929,588 $ 15,292,702 $ 17,734,852 $ 15,539,778 $ 83,518,331 Summary Schedules Page 8

14 FY 2017/18 Recommended Capital Year Budget FY 2017/18 Funding Sources 1% 7% 9% 15% Debt Proceeds State Funds Federal Funds 10% Road Maintenance Fee Hospitality Tax 21% 6% Parks Fund Solid Waste Fund General Fund 4% 1% 26% Vehicle & Equipment Reserves Other Revenues FY 2017/18 Expenditures 3.8% 13.2% 8.4% Co. Buildings & Facilities Projects Roads Infrastructure 5.8% Solid Waste Projects Stormwater Management Projects 9.7% 37.2% Technology Projects Public Safety Projects 1.0% 0.0% 20.8% Community & Econ. Development Projects Vehicle & Capital Equipment Repl. Projects Parks & Recreation Projects Summary Schedules Page 9

15 FY Recommended Capital Improvement Plan FY Funding Sources 5.5% 6.3% 13.0% Debt Proceeds State Funds 15.3% 9.4% 4.7% Federal Funds Road Maintenance Fee Hospitality Tax Parks Fund 10.9% Solid Waste Fund General Fund 30.6% Vehicle & Equipment Reserves 3.1% 1.2% Other Revenues FY Expenditures 3.3% 2.7% Co. Buildings & Facilities Projects Roads Infrastructure 24.9% Solid Waste Projects Stormwater Management Projects 43.5% Technology Projects 4.8% 6.6% Public Safety Projects Community & Econ. Development Projects Vehicle & Capital Equipment Repl. Projects 2.3% 0.0% 11.8% Parks & Recreation Projects Summary Schedules Page 10

16 PayAsYouGo and Debt Service Overview 20,000,000 4,139,998 18,000,000 2,015,278 2,718,000 1,339,000 2,935,500 16,000,000 14,000,000 12,000,000 13,914,310 14,881,413 15,016,852 13,953,702 10,000,000 12,604,278 8,000,000 6,000,000 4,000,000 2,000,000 FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Debt Service PayAsYouGo FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 PayAsYouGo 14,881,413 13,914,310 13,953,702 15,016,852 12,604,278 Debt Service 4,139,998 2,015,278 1,339,000 2,718,000 2,935,500 Capital Projects Total $ 19,021,411 $ 15,929,588 $ 15,292,702 $ 17,734,852 $ 15,539,778 FY 2017/18 Debt Service Financed Projects Communications Center Renovations 50,500 Courthouse Rooftop Chiller Replacement 32,500 Detention Inmate Call System 86,923 Detention Facility Cell Door Lock Upgrade 480,000 Detention Facility Flooring Repair 170,000 EMS Headquarters Paving 200,000 Fleet Services Roof Replacement 59,000 General Fund Vehicle & Capital Equipment Replacement $1,463,500 Migration Assurance Plan $1,185,575 Radio Shop Roof Replacement 69,000 Sheriff s Office Roof Replacement 180,000 Tire Shop Roof Replacement 32,000 VHF Radio System Improvements 131,000 Total, FY 2017/18 Debt Service Financed Projects $4,139,998 Summary Schedules Page 11

17 20,000,000 OnGoing and OneTime Project Overview 18,000,000 16,000,000 14,000,000 8,150,538 3,886,378 2,773,006 2,675,000 12,000,000 10,000,000 8,000,000 10,870,873 12,043,210 12,519,696 15,059,852 15,539,778 6,000,000 4,000,000 2,000,000 FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 OnGoing Projects OneTime Projects FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 OnGoing Projects 10,870,873 12,043,210 12,519,696 15,059,852 15,539,778 OneTime Projects 8,150,538 3,886,378 2,773,006 2,675,000 Capital Projects Total $ 19,021,411 $ 15,929,588 $ 15,292,702 $ 17,734,852 $ 15,539,778 Summary Schedules Page 12

18 OnGoing Projects FY 2017/18 Affordable Housing & Housing Rehabilitation 694,640 Bicycle & Pedestrian Infrastructure 125,000 Collection Container Upgrade 30,000 Collection Convenience Center Rehabilitation 34,000 Communications Technology Replacement 24,200 Community Improvements 412,040 County Facilities Repairs & Maintenance 175,000 Countywide Asphalt Resurfacing 3,600,000 Countywide Bridge & Culvert Repair & Maintenance 450,000 County Network Infrastructure 17,725 County Servers & Software Upgrade 30,750 Desktop and Portable Computer Replacement 76,515 Fleet Services Shop Equipment Replacement 2,081 Gas Collection System Expansion 250,000 General Fund Vehicle & Capital Equipment Replacement 2,179,000 Municipal Road Projects 873,596 Network Scanner Replacement 6,750 Other Funds Vehicle & Capital Equipment Replacement 32,005 Parks HVAC Replacement 75,000 Parks Parking Lot Improvements 75,000 Parks Vehicle & Capital Equipment Replacement 196,318 Pavement Preservation Program 1,200,000 Playground Improvements 100,000 Radio Tower Maintenance 10,000 Sign Reflectivity Mandate 100,000 Solid Waste Vehicle & Capital Equipment Replacement 101,253 OnGoing Projects Total $ 10,870,873 Summary Schedules Page 13

19 Summary Schedules Page 14 Summary of Proposed Projects Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Total Capital Project Expenditures County Buildings and Facilities 3,570,423 1,277,000 1,593, , , , ,000 $ 2,293,423 Road Infrastructure 91,540,213 55,171,903 7,083,596 7,593,999 6,911,879 7,330,117 7,448,719 $ 36,368,310 Solid Waste 11,865,806 1,995,000 3,964, ,000 2,014,806 2,989, ,000 $ 9,870,806 Technology 7,928,150 6,039, , , , , ,398 $ 1,888,815 Public Safety 9,241,452 3,751,579 1,839,575 2,047, , , ,780 $ 5,489,873 Community and Economic Development 12,852,497 8,805,817 1,106, , , , ,000 $ 4,046,680 Vehicle & Capital Equipment Replacement 47,725,236 26,944,812 2,510,657 3,222,646 3,540,528 5,535,712 5,970,881 $ 20,780,424 Parks and Recreation 5,855,147 3,075, , , , , ,000 $ 2,780,000 Recommended Capital Project Expenditures Total $ 190,578,924 $ 107,060,593 $ 19,021,411 $ 15,929,588 $ 15,292,702 $ 17,734,852 $ 15,539,778 $ 83,518,331 Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Total County Buildings and Facilities Communications Center Renovation 77,500 27,000 50,500 $ 50,500 County Facilities Repairs & Maintenance 2,125,000 1,250, , , , , ,000 $ 875,000 Courthouse HVAC Filters 58,500 58,500 $ 58,500 Courthouse Rooftop Chiller Compressor 32,500 32,500 $ 32,500 Detention Facility Cell Door Lock Upgrade 480, ,000 $ 480,000 Detention Facility Flooring Repair 170, ,000 $ 170,000 Detention Inmate Call System 86,923 86,923 $ 86,923 EMS Headquarters Paving 200, ,000 $ 200,000 Fleet Services Roof Replacement 59,000 59,000 $ 59,000 Radio Shop Roof Replacement 69,000 69,000 $ 69,000 Sheriff's Office Roof Replacement 180, ,000 $ 180,000 Tire Shop Roof Replacement 32,000 32,000 $ 32,000 County Buildings and Facilities Total $ 3,570,423 $ 1,277,000 $ 1,593,423 $ 175,000 $ 175,000 $ 175,000 $ 175,000 $ 2,293,423

20 Summary Schedules Page 15 Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Total Road Infrastructure Countywide Asphalt Resurfacing 59,992,000 39,392,000 3,600,000 3,800,000 4,100,000 4,500,000 4,600,000 $ 20,600,000 Countywide Bridge & Culvert Repair & Maintenance 6,410,000 4,160, , , , , ,000 $ 2,250,000 Flatwoods Road Reconstruction 250, ,000 $ 250,000 Hampton Road Bridge Replacement 1,200, ,000 1,000,000 $ 1,000,000 Motlow Creek Bridge Replacement 770, , ,000 $ 610,000 Municipal Road Projects 12,403,213 7,844, , , , , ,719 $ 4,558,310 Pavement Asset Evaluation 200,000 $ 200,000 Pavement Preservation Program 7,950,000 2,150,000 1,200,000 1,000,000 1,200,000 1,200,000 1,200,000 $ 5,800,000 Sign Reflectivity Mandate 1,240, , , , , , ,000 $ 500,000 Steve G. Belue Infrastructure Fund 1,125, , , , , ,000 $ 600,000 Road Infrastructure Total $ 91,540,213 $ 55,171,903 $ 7,083,596 $ 7,593,999 $ 6,911,879 $ 7,330,117 $ 7,448,719 $ 36,368,310 Solid Waste Collection Center Construction 1,350,806 1,350,806 $ 1,350,806 Collection Container Upgrade 430, ,000 30,000 30,000 30,000 30,000 30,000 $ 150,000 Collection Convenience Center Rehabilitation 335, ,000 34,000 34,000 34,000 34,000 34,000 $ 170,000 Gas Collection System Expansion 2,650,000 1,400, , , , , ,000 $ 1,250,000 Wellford Landfill Phase VII Construction 6,550, ,000 3,650,000 75,000 2,675,000 $ 6,400,000 Wellford Landfill Wood Chipping & Mulch Area Reloc. 550, , ,000 $ 550,000 Solid Waste Total $ 11,865,806 $ 1,995,000 $ 3,964,000 $ 589,000 $ 2,014,806 $ 2,989,000 $ 314,000 $ 9,870,806 Public Safety 800 MHz Radios 1,702, , , , ,780 $ 1,702,520 ECaTS 34,000 34,000 $ 34,000 EMS Cardiac Monitors 800, , ,000 $ 800,000 Migration Assurance Plan 5,942,932 3,664,579 1,185,575 1,092,778 $ 2,278,353 Radio Tower Maintenance 80,000 30,000 10,000 10,000 10,000 10,000 10,000 $ 50,000 Smart911 15,000 15,000 $ 15,000 VHF Radio System Improvements 667,000 57, ,000 $ 610,000 Public Safety Total $ 9,241,452 $ 3,751,579 $ 1,839,575 $ 2,047,958 $ 800,780 $ 400,780 $ 400,780 $ 5,489,873

21 Summary Schedules Page 16 Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Total Technology Aerial Photography 130,000 65,000 65,000 $ 130,000 Communications Technology Replacement 153,595 25,960 24,200 27,485 27,109 24,093 24,748 $ 127,635 Coroner Server Replacement 103, ,600 $ 103,600 County Network Infrastructure 935, ,088 17,725 4,150 4,150 4,150 4,150 $ 34,325 County Servers & Software Upgrade 1,531,540 1,214,040 30,750 99,250 62,500 62,500 62,500 $ 317,500 DataCove Software 14,000 14,000 $ 14,000 Desktop and Portable Computer Replacement 3,188,305 2,761,790 76,515 75,000 87,500 87, ,000 $ 426,515 Document Management & Workflow Collaboration 393, ,897 19, ,200 $ 156,640 Land Development Software 152, ,000 $ 152,000 Network Scanner Replacement 74,500 6,750 11,500 16,250 21,000 19,000 $ 74,500 Register of Deeds Index Book Scanning 115, ,000 $ 115,000 Voice over IP (VoIP) 1,136, ,560 9, ,000 $ 237,100 Technology Total $ 7,928,150 $ 6,039,335 $ 198,480 $ 765,985 $ 449,709 $ 264,243 $ 210,398 $ 1,888,815 Community & Economic Development Affordable Housing & Housing Rehabilitation 7,125,026 4,430, , , , , ,000 $ 2,694,640 Community Improvements 5,152,471 3,940, , , , , ,000 $ 1,212,040 Comprehensive Plan & Area Performance Planning 575, ,000 70,000 70,000 $ 140,000 Community & Economic Development Total $ 12,852,497 $ 8,805,817 $ 1,106,680 $ 770,000 $ 770,000 $ 700,000 $ 700,000 $ 4,046,680 Vehicle & Capital Equipment Replacement Fleet Services Shop Equipment Replacement 101,893 76,283 2, ,966 1,002 $ 25,610 General Fund Vehicle & Capital Equipment Replacement 34,386,409 18,707,009 2,179,000 2,545,900 2,511,400 4,097,100 4,346,000 $ 15,679,400 Other Funds Vehicle & Capital Equipment Replacement 526, ,794 32,005 50,371 43,712 71,131 70,753 $ 267,972 Parks Vehicle & Capital Equipment Replacement 1,378, , , , , ,910 83,235 $ 828,053 Solid Waste Vehicle & Capital Equipment Replacement 11,332,115 7,352, , , ,660 1,165,569 1,470,893 $ 3,979,389 Vehicle & Capital Equipment Replacement Total $ 47,725,236 $ 26,944,812 $ 2,510,657 $ 3,222,646 $ 3,540,528 $ 5,535,712 $ 5,970,881 $ 20,780,424 Parks & Recreation Bicycle & Pedestrian Infrastructure 1,486, , , , , , ,000 $ 625,000 Community Park Improvements 3,263,931 2,213, , , ,000 $ 1,050,000 Parks HVAC Replacement 225,000 75,000 75,000 25,000 25,000 25,000 $ 225,000 Parks Parking Lot Improvements 400,000 75, ,000 55, ,000 45,000 $ 400,000 Playground Improvements 480, ,000 90,000 75,000 90, ,000 $ 480,000 Parks & Recreation Total $ 5,855,147 $ 3,075,147 $ 725,000 $ 765,000 $ 630,000 $ 340,000 $ 320,000 $ 2,780,000 Recommended Project Expenditures Total $ 190,578,924 $ 107,060,593 $ 19,021,411 $ 15,929,588 $ 15,292,702 $ 17,734,852 $ 15,539,778 $ 83,518,331

22 FY Recommended Capital Improvement Plan Proposed Funding Sources with Applicable Projects Total Committed FY Revenue Source/Projects Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Total 911 Phone Fund Transfer Communications Center Renovation 27,000 27,000 $ Communications Technology Replacement 153,595 25,960 24,200 27,485 27,109 24,093 24,748 $ 127,635 ECaTs 34,000 34,000 $ 34,000 Radio Tower Maintenance 80,000 30,000 10,000 10,000 10,000 10,000 10,000 $ 50,000 Smart ,000 15,000 $ 15,000 VHF Radio System Improvements 239, ,500 $ 239, Phone Fund Transfer Total $ 549,095 $ 82,960 $ 307,700 $ 52,485 $ 37,109 $ 34,093 $ 34,748 $ 466,135 Capital Lease Proceeds County Network Infrastructure 677, ,108 $ County Servers and Software Upgrade 969, ,150 $ Desktop and Portable Computer Replacement 2,241,790 2,241,790 $ Document Management & Workflow Collaboration 24,942 24,942 $ General Fund Vehicle & Capital Equipment Repl. 23,965,218 14,586,718 1,463, ,500 1,339,000 2,718,000 2,935,500 $ 9,378,500 VoIP 822, ,000 $ Capital Lease Proceeds Total $ 28,700,208 $ 19,321,708 $ 1,463,500 $ 922,500 $ 1,339,000 $ 2,718,000 $ 2,935,500 $ 9,378,500 Community Development Block Grant (CDBG) Affordable Housing and Housing Rehabilitation 3,047,786 1,712, , , , , ,000 $ 1,335,000 Community Improvements 5,002,470 3,790, , , , , ,000 $ 1,212,040 CDBG Total $ 8,050,256 $ 5,503,216 $ 747,040 $ 450,000 $ 450,000 $ 450,000 $ 450,000 $ 2,547,040 Donations City of Chesnee Community Park Improvements 25,000 25,000 $ Donations City of Chesnee Total $ 25,000 $ 25,000 $ $ $ $ $ $ Debt Service Transfers Migration Assurance Plan 5,942,932 3,664,579 1,185,575 1,092,778 $ 2,278,353 Debt Service Transfers Total $ 5,942,932 $ 3,664,579 $ 1,185,575 $ 1,092,778 $ $ $ $ 2,278,353 Facilities Fund Capital Reserve Other Funds Vehicle and Capital Equip Repl. 46,809 25,346 5,069 5,023 5,957 5,414 $ 21,463 Facilities Fund Capital Reserve Total $ 46,809 $ 25,346 $ $ 5,069 $ 5,023 $ 5,957 $ 5,414 $ 21,463 Fleet Services Fund Capital Reserve Fleet Services Shop Equipment Replacement 101,893 76,283 2, ,966 1,002 $ 25,610 Other Funds Vehicle and Capital Equip Replacement 148,401 99,932 8,385 17,275 10,101 6,855 5,853 $ 48,469 Fleet Services Fund Capital Reserve Total $ 250,294 $ 176,215 $ 10,466 $ 17,836 $ 32,067 $ 7,857 $ 5,853 $ 74,079 Forrester Center Capital Reserve Other Funds Vehicle and Capital Equipment Repl. 26,380 26,380 $ Forrester Center Capital Reserve Total $ 26,380 $ 26,380 $ $ $ $ $ $ Summary Schedules Page 17

23 Total Committed FY Revenue Source/Projects Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Total General Fund Transfer 800 MHz Radios 1,702, , , , ,780 $ 1,702,520 Aerial Photography 130,000 65,000 65,000 $ 130,000 Comprehensive Plan & Area Performance Planning 550, ,000 70,000 70,000 $ 140,000 Coroner Server Replacement 103, ,600 $ 103,600 County Facilities Repairs & Maintenance 2,125,000 1,250, , , , , ,000 $ 875,000 County Network Infrastructure 147, ,000 $ County Servers & Software Upgrade 197, ,000 $ Countywide Asphalt Resurfacing 2,750,000 1,150, , , , , ,000 $ 1,600,000 Countywide Bridge & Culvert Repair & Maintenance 520, ,000 $ Courthouse HVAC Filters 58,500 58,500 $ 58,500 Document Management & Workflow Collaboration 368, ,955 19, ,200 $ 156,640 EMS Cardiac Monitors 800, , ,000 $ 800,000 Land Development Software 152, ,000 $ 152,000 Register of Deeds Index Book Scanning 115, ,000 $ 115,000 Steve G. Belue Infrastructure Fund 1,125, , , , , ,000 $ 600,000 VHF Radio System Improvements 296,500 57, ,500 $ 239,500 VoIP 314,660 77,560 9, ,000 $ 237,100 General Fund Transfer Total $ 11,455,375 $ 4,545,515 $ 701,540 $ 2,173,780 $ 1,737,980 $ 1,180,780 $ 1,115,780 $ 6,909,860 General Fund Vehicle & Capital Equipment Reserve General Fund Vehicle & Capital Equipment Repl. 8,961,692 3,113, ,007 1,507,120 1,081,500 1,271,604 1,310,870 $ 5,848,101 General Fund Vehicle & Capital Equip. Reserve Total $ 8,961,692 $ 3,113,591 $ 677,007 $ 1,507,120 $ 1,081,500 $ 1,271,604 $ 1,310,870 $ 5,848,101 General Obligation Bond FY 2017/18 Communications Center Renovation 50,500 50,500 $ 50,500 Courthouse Rooftop Chiller Compressor 32,500 32,500 $ 32,500 Detention Inmate Call System 86,923 86,923 $ 86,923 Detention Facility Cell Door Lock Upgrade 480, ,000 $ 480,000 Detention Facility Flooring Repair 170, ,000 $ 170,000 EMS Headquarters Paving 200, ,000 $ 200,000 Fleet Services Roof Replacement 59,000 59,000 $ 59,000 Radio Shop Roof Replacement 69,000 69,000 $ 69,000 Sheriff's Office Roof Replacement 180, ,000 $ 180,000 Tire Shop Roof Replacement 32,000 32,000 $ 32,000 VHF Radio System Improvements 131, ,000 $ 131,000 General Obligation Bond FY 2017/18 Total $ 1,490,923 $ $ 1,490,923 $ $ $ $ $ 1,490,923 HOME Program Affordable Housing and Housing Rehabilitation 4,077,240 2,717, , , , , ,000 $ 1,359,640 Community Improvements 150, ,001 $ HOME Program Total $ 4,227,241 $ 2,867,601 $ 359,640 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 1,359,640 Hospitality Tax Bicycle & Pedestrian Infrastructure 1,361, , , , , , ,000 $ 625,000 Community Park Improvements 45,481 45,481 $ Parks Parking Lot Improvements 213,000 75,000 38, ,000 $ 213,000 Playground Improvements 165,000 40, ,000 $ 165,000 Hospitality Tax Total $ 1,784,697 $ 781,697 $ 240,000 $ 125,000 $ 163,000 $ 225,000 $ 250,000 $ 1,003,000 IT Fund Capital Reserve County Network Infrastructure 111,305 76,980 17,725 4,150 4,150 4,150 4,150 $ 34,325 County Servers and Software Upgrade 365,390 47,890 30,750 99,250 62,500 62,500 62,500 $ 317,500 DataCover Software 14,000 14,000 $ 14,000 Desktop and Portable Computer Replacement 946, ,000 76,515 75,000 87,500 87, ,000 $ 426,515 Network Scanner Replacement 74,500 6,750 11,500 16,250 21,000 19,000 $ 74,500 IT Fund Capital Reserve Total $ 1,511,710 $ 644,870 $ 145,740 $ 189,900 $ 170,400 $ 175,150 $ 185,650 $ 866,840 Summary Schedules Page 18

24 Total Committed FY Revenue Source/Projects Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Total Methane Fund Transfer County Comprehensive Plan 25,000 25,000 $ Gas Collection System Expansion 750, , , ,000 $ 750,000 Methane Fund Transfer Total $ 775,000 $ 25,000 $ $ $ 250,000 $ 250,000 $ 250,000 $ 750,000 Parks Fund Transfer Bicycle & Pedestrian Infrastructure 125, ,000 $ Community Park Improvements 3,193,450 2,143, , , ,000 $ 1,050,000 Parks HVAC Replacement 225,000 75,000 75,000 25,000 25,000 25,000 $ 225,000 Parks Parking Lot Improvements 187, ,000 17,000 45,000 $ 187,000 Parks Vehicle & Capital Equipment Replacement 1,378, , , , , ,910 83,235 $ 828,053 Playground Improvements 315,000 60,000 90,000 75,000 90,000 $ 315,000 Parks Fund Transfer Total $ 5,423,503 $ 2,818,450 $ 681,318 $ 829,800 $ 624,790 $ 315,910 $ 153,235 $ 2,605,053 Road Maintenance Fee Fund Countywide Asphalt Resurfacing 37,264,000 26,114,000 1,550,000 2,000,000 2,300,000 2,600,000 2,700,000 $ 11,150,000 Countywide Bridge & Culvert Repair & Maintenance 3,890,000 2,390, , , , , ,000 $ 1,500,000 Flatwoods Road Reconstruction 250, ,000 $ 250,000 Hampton Road Bridge Replacement 1,200, ,000 1,000,000 $ 1,000,000 Motlow Creek Bridge Replacement 770, , ,000 $ 610,000 Municipal Road Projects 12,403,213 7,844, , , , , ,719 $ 4,558,310 Pavement Asset Evaluation 200, ,000 $ 200,000 Pavement Preservation Program 7,700,000 1,900,000 1,200,000 1,000,000 1,200,000 1,200,000 1,200,000 $ 5,800,000 Sign Reflectivity Mandate 1,240, , , , , , ,000 $ 500,000 Road Maintenance Fee Fund Total $ 64,917,213 $ 39,348,903 $ 4,883,596 $ 5,493,999 $ 4,811,879 $ 5,130,117 $ 5,248,719 $ 25,568,310 Sale of Property Vehicle & Capital Equipment General Fund Vehicle & Capital Equipment Repl. 1,259, ,700 38, ,280 90, ,496 99,630 $ 452,799 Solid Waste Fund Vehicle & Capital Equipment Repl. 640, ,982 6,919 41,421 76, , ,735 $ 375,342 Sale of Property Vehicle & Capital Equip. Total $ 1,899,823 $ 1,071,682 $ 45,412 $ 157,701 $ 167,438 $ 218,225 $ 239,365 $ 828,141 Sheriff's Office Confiscated Assets General Fund Vehicle & Capital Equipment Repl. 200, ,000 $ Sheriff's Office Confiscated Assets Total $ 200,000 $ 200,000 $ $ $ $ $ $ Solid Waste Fund Collection Center Construction 1,350,806 1,350,806 $ 1,350,806 Collection Container Upgrade 430, ,000 30,000 30,000 30,000 30,000 30,000 $ 150,000 Collection Convenience Center Rehabilitation 335, ,000 34,000 34,000 34,000 34,000 34,000 $ 170,000 Gas Collection System Expansion 1,900,000 1,400, , ,000 $ 500,000 Wellford Landfill Phase VII Construction 6,550, ,000 3,650,000 75,000 2,675,000 $ 6,400,000 Wellford Landfill Wood Chipping & Mulch Area Reloc. 550, , ,000 $ 550,000 Solid Waste Fund Total $ 11,115,806 $ 1,995,000 $ 3,964,000 $ 589,000 $ 1,764,806 $ 2,739,000 $ 64,000 $ 9,120,806 Solid Waste Fund Vehicle & Capital Equipment Reserve Solid Waste Fund Vehicle & Capital Equip. Repl. 10,691,791 7,087,744 94, , ,122 1,054,840 1,331,158 $ 3,604,047 Solid Waste Fund Vehicle & Capital Equip. Reserve Tota $ 10,691,791 $ 7,087,744 $ 94,334 $ 394,593 $ 729,122 $ 1,054,840 $ 1,331,158 $ 3,604,047 State C Funds Countywide Asphalt Resurfacing 19,978,000 12,128,000 1,850,000 1,500,000 1,500,000 1,500,000 1,500,000 $ 7,850,000 Other Funds Vehicle and Capital Equip Replacement 12,500 12,500 $ Pavement Preservation Program 250, ,000 $ State C Funds Total $ 20,240,500 $ 12,390,500 $ 1,850,000 $ 1,500,000 $ 1,500,000 $ 1,500,000 $ 1,500,000 $ 7,850,000 Stormwater Fund Transfer Countywide Bridge & Culvert Repair & Maintenance 2,000,000 1,250, , , , , ,000 $ 750,000 Other Funds Vehicle and Capital Equip Replacement 292,676 94,636 23,620 28,027 28,588 58,319 59,486 $ 198,040 Stormwater Fund Transfer Total $ 2,292,676 $ 1,344,636 $ 173,620 $ 178,027 $ 178,588 $ 208,319 $ 209,486 $ 948,040 All Revenue Sources Total $ 190,578,924 ########## $ 19,021,411 $ 15,929,588 $ 15,292,702 $ 17,734,852 $ 15,539,778 $ 83,518,331 Summary Schedules Page 19

25 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 Recommended Capital Improvement Plan represent ongoing 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 ongoing maintenance activities are already included in the County s Operating Budget, and therefore our longterm 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. Summary of Additional Operating Impact FY FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Total County Buildings and Facilities Total $ Road Infrastructure Total $ Solid Waste Total (10,000) (10,000) 83,185 87,845 92,737 $ 243,767 Technology Total 4,627 28,178 28,178 28,178 $ 89,161 Public Safety Total 12,150 61,812 71,712 71,712 71,712 $ 289,098 Community & Economic Development Total $ Vehicle and Capital Equipment Total $ Parks & Recreation Total $ Recommended Capital Projects Total $ 2,150 $ 56,439 $ 183,075 $ 187,735 $ 192,627 $ 622,026 FY FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 TOTAL County Buildings and Facilities Communications Center Renovation $ County Facilities Repairs & Maintenance $ Courthouse HVAC Filters $ Courthouse Rooftop Chiller Compressor $ Detention Facility Cell Door Lock Upgrade $ Detention Facility Flooring Repair $ Detention Inmate Call System $ EMS Headquarters Paving $ Fleet Services Roof Replacement $ Radio Shop Roof Replacement $ Sheriff's Office Roof Replacement $ Tire Shop Roof Replacement $ County Buildings and Facilities Total $ $ $ $ $ $ Summary Schedules Page 20

26 FY FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 TOTAL Road Infrastructure Countywide Asphalt Resurfacing $ Countywide Bridge & Culvert Repair & Maintenance $ Flatwoods Road Reconstruction $ Hampton Road Bridge Replacement $ Motlow Creek Bridge Replacement $ Municipal Road Projects $ Pavement Asset Evaluation $ Pavement Preservation Program $ Sign Reflectivity Mandate $ Steve G. Belue Infrastructure Fund $ Road Infrastructure Total $ $ $ $ $ $ Solid Waste Collection Center Construction 93,185 97, ,737 $ 293,767 Collection Container Upgrade $ Collection Convenience Center Rehabilitation (10,000) (10,000) (10,000) (10,000) (10,000) $ (50,000) Gas Collection System Expansion $ Wellford Landfill Phase VII Construction $ Wellford Landfill Wood Chipping & Mulch Area Reloc. $ Solid Waste Total $ (10,000) $ (10,000) $ 83,185 $ 87,845 $ 92,737 $ 243,767 Public Safety 800 MHz Radios 15,912 15,912 15,912 15,912 $ 63,648 ECaTS $ EMS Cardiac Monitors $ Migration Assurance Plan $ Radio Tower Maintenance $ Smart911 29,700 39,600 39,600 39,600 $ 148,500 VHF Radio System Improvements 12,150 16,200 16,200 16,200 16,200 $ 76,950 Public Safety Total $ 12,150 $ 61,812 $ 71,712 $ 71,712 $ 71,712 $ 289,098 Technology Aerial Photography $ Communications Technology Replacement $ Coroner Server Replacement $ County Network Infrastructure $ County Servers & Software Upgrade $ DataCove Software $ Desktop and Portable Computer Replacement 4,627 28,178 28,178 28,178 $ 89,161 Document Management & Workflow Collaboration $ Land Development Software $ Network Scanner Replacement $ Register of Deeds Index Book Scanning $ Voice over IP (VoIP) $ Technology Total $ $ 4,627 $ 28,178 $ 28,178 $ 28,178 $ 89,161 Community & Economic Development Affordable Housing & Housing Rehabilitation $ Community Improvements $ Comprehensive Plan & Area Performance Planning $ Community & Economic Development Total $ $ $ $ $ $ Summary Schedules Page 21

27 FY FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 TOTAL Vehicle & Capital Equipment Replacement Fleet Services Shop Equipment Replacement $ General Fund Vehicle & Capital Equipment Replacemen $ Other Funds Vehicle & Capital Equipment Replacement $ Parks Vehicle & Capital Equipment Replacement $ Solid Waste Vehicle & Capital Equipment Replacement $ Vehicle & Capital Equipment Replacement Total $ $ $ $ $ $ Parks & Recreation Bicycle & Pedestrian Infrastructure $ Community Park Improvements $ Parks HVAC Replacement $ Parks Parking Lot Improvements $ Playground Improvements $ Parks & Recreation Total $ $ $ $ $ $ Recommended Capital Projects Total $ 2,150 $ 56,439 $ 183,075 $ 187,735 $ 192,627 $ 622,026 Summary Schedules Page 22

28 Buildings and Facilities Capital Budget $1,593,423 Buildings and Facilities Summary FY FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Total Expenditures by Project Communications Center Renovation 50,500 $ 50,500 County Facilities Repairs & Maintenance 175, , , , ,000 $ 875,000 Courthouse HVAC Filters 58,500 $ 58,500 Courthouse Rooftop Chiller Compressor 32,500 $ 32,500 Detention Cell Door Lock Upgrade 480,000 $ 480,000 Detention Flooring Repair 170,000 $ 170,000 Detention Inmate Call System 86,923 $ 86,923 EMS Headquarters Paving 200,000 $ 200,000 Fleet Services Roof Replacement 59,000 $ 59,000 Radio Shop Roof Replacement 69,000 $ 69,000 Sheriff's Office Roof Replacement 180,000 $ 180,000 Tire Shop Roof Replacement 32,000 $ 32,000 Expenditures Total 1,593, , , , ,000 $ 2,293,423 Funding Sources General Fund 233, , , , ,000 $ 933,500 G.O Bond FY 2017/18 1,359,923 $ 1,359,923 Funding Source Total $ 1,593,423 $ 175,000 $ 175,000 $ 175,000 $ 175,000 $ 2,293,423 Buildings and Facilities Overview Spartanburg County is responsible for repairing, maintaining and otherwise caring for more than 25 countyowned buildings encompassing more than 630,000 square feet. These facilities house everything from core County services to State agencies statutorily required to be housed by the County. These facilities represent a wide breadth of services and functions including: Detention Facility, Court and Judicial services, Public Works, Sheriff s Office, 911 Communications, and many others. The capital projects contained herein represent the planned capital improvements at these facilities. It addition, the County also has a variety of special use buildings, predominantly parks, solid waste collection centers, and radio tower buildings that are addressed in other sections of the CIP due to their specialized nature. County Buildings and Facilities Page 23

29 Goals & Objectives 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. Repairs and upgrades to the Detention Facility will ensure that the County s longterm cost of ownership is minimized to the extent possible. These upgrades and repairs will also ensure that security levels remain high for the wellbeing of citizens and employees. Planned projects will address everything from repair of flooring to upgrade of cell locks and replacement of an inmate call system for improved communications. Replacement of the Courthouse Rooftop Chiller Compressor and installation of UV HVAC Filters will ensure that the building remains available for the conduct of business while plans are made to address longterm judicial space and facility needs. Roof replacements at the Sheriff s Office, Fleet Services, Radio Shop and Tire shop will prevent costly damage to the building s structure and contents while ensuring that services are not interrupted. 3.4 Identify, prioritize and address needs for service improvement. Communications Center Renovations will improve the working environment at the 911 call center, ensuring that productivity levels remain high and that call taking and dispatch services support the needs of citizens and first responders alike. Paving at the Emergency Medical Services Headquarters will provide additional parking areas during training and other routine events and will house specialized emergency response units to ensure continued readiness. County Buildings and Facilities Page 24

30 Communications Center Renovation Project Description and Justification Council Goal & Objective(s): 3.4 This project includes funding for installation of new flooring at the 911 Communications Center. New carpet and tile will be installed in all areas of the Communications Center except the radio room and those locations where repairs have been recently completed. Most carpet and flooring was installed prior to the County occupying the building in September Due to heavy use associated with a 24/7 facility, replacement is now needed. Previous years of this project funded installation of individual lighting at each dispatch console, allowing team members to customize their lighting needs to ensure that they perform at their peak during long shifts. This project supports Council s strategic vision of identifying and addressing needs for service improvement. Replacement of flooring and installation of individual lighting at consoles ensures a suitable and productive work environment for 911 staff, thus further ensuring consistent, effective communications to first responders during emergency events. Project Management and Status (as of April 1, 2017) Work on this project has not yet begun. Project Manager: Mike Flynn of 911 Communications Project Expenditures and Funding Sources for Project Number CB0042 Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements Capital Materials/Equipment 77,500 27,000 50,500 50,500 Technology Expenditures Other Total Capital Expenditures 77,500 27,000 50,500 50,500 Revenues 911 Phone Fund 27,000 27,000 G.O. Bond FY 2017/18 50,500 50,500 50,500 Total Revenues 77,500 27,000 50,500 50,500 Additional Operating Impact Additional Operating Impact Detail No additional operating impact is expected to be incurred due to this project. While the lighting provided for in FY 2016/17 will result in utilities expense, it is estimated that the current budget allocation, budgeted in the Communications Operations budget, will be sufficient to absorb the additional cost. Other expenditures related to maintaining the 911 Communications center are captured in the Facilities Maintenance department. County Buildings and Facilities Page 25

31 Countywide Facilities Repairs & Maintenance Project Description and Justification Council Goal & Objective(s): 3.1 This project is dedicated to repairs and maintenance of the Detention Facility, its annexes, and all other County buildings. By dedicating a project for this purpose, unplanned repairs can be addressed in a timely manner while limiting the budgetary impact. Repairs will be completed according to priority and project funding availability. Project will be managed by the Facilities Maintenance Department and the Detention Facility and is recommended for funding each year from FY Approximately $100,000 is earmarked for repairs at the Detention Facility and its annexes, and $75,000 is earmarked for repairs at other County facilities. Actual expenditures may vary from the intended allocations depending upon severity of needed repairs. This project supports Council s strategic vision of budgeting and allocating resources in the public s best interest. Routine maintenance of County Buildings is necessary in order to minimize the longterm cost of ownership. Addressing repair needs in a timely fashion prevents future, more costly repairs after additional damage is done. Project Management and Status (as of April 1, 2017) This is an ongoing project. Repairs at the Detention Facility, including replacement of hot water heaters at Annex II and replacement of an HVAC unit, as well as repairs at other County facilities have been completed. Project Manager: Mike Emory, Paul Licurs, and JJ Wofford of Facilities Maintenance Project Expenditures and Funding Sources for Project Number CB0008 Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements 2,125,000 1,250, , , , , , ,000 Capital Materials/Equipment Technology Expenditures Other Total Capital Expenditures 2,125,000 1,250, , , , , , ,000 Revenues General Fund 2,125,000 1,250, , , , , , ,000 Total Revenues 2,125,000 1,250, , , , , , ,000 Additional Operating Impact Additional Operating Impact Detail No additional operating impact is expected to be incurred due to this project. Funding for routine repairs and maintenance is provided in the Facilities Maintenance budget. This capital project is intended to provide funding for nonroutine repairs and maintenance. County Buildings and Facilities Page 26

32 Courthouse HVAC Filters Project Description and Justification Council Goal & Objective(s): 3.1 This project will provide for the purchase and installation of UVC filter systems at the County Courthouse, located at 180 Magnolia Street. UVC filter systems are high output ultra violet devices that emit germicidal energy that kills or inactivates microbial contaminates to include viruses and bacteria. These filters would be installed in the eight air handlers of the Courthouse in order to improve the air quality. This project supports Council s strategic vision of budgeting and allocating resources in the public s best interest. The County Courthouse is a heavily used public facility and completion of this project will improve its usefulness in the conduct of public business while longterms plans are being made to address space and facility needs of judicial functions. Project Management and Status (as of April 1, 2017) Work on this project has not yet begun. Funding is recommended for FY 2017/18. Project Manager: Mike Emory, Paul Licurs, and JJ Wofford of Facilities Maintenance Project Expenditures and Funding Sources for Project Number TBD Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements Capital Materials/Equipment 58,500 58,500 58,500 Technology Expenditures Other Total Capital Expenditures 58,500 58,500 58,500 Revenues General Fund 58,500 58,500 58,500 Total Revenues 58,500 58,500 58,500 Additional Operating Impact Additional Operating Impact Detail No additional operating impact is expected to be incurred due to this project. Funding for utilities at the Courthouse is budgeted in the Facilities Maintenance department. Funding for routine cleaning or maintenance of such filters will be provided either by County employees or through an outside service provider paid from the Facilities Maintenance budget. County Buildings and Facilities Page 27

33 Courthouse Rooftop Chiller Compressor Project Description and Justification Council Goal & Objective(s): 3.1 This project will provide for renewal of the Courthouse Rooftop Chiller Compressor. This compressor is currently 22 years old and needs to be renewed in order to ensure its continued function. The rooftop chiller is run during winter months as part of the climate control of the Courthouse. This project supports Council s strategic vision of budgeting and allocating resources in the public s best interest. The County Courthouse is a heavily used public facility and completion of this project will ensure that it continues to be available for use while longterms plans are being made to address space and facility needs of judicial functions. Project Management and Status (as of April 1, 2017) Work on this project has not yet begun. Funding is recommended for FY 2017/18. Project Manager: Mike Emory, Paul Licurs, and JJ Wofford of Facilities Maintenance Project Expenditures and Funding Sources for Project Number TBD Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements 32,500 32,500 32,500 Capital Materials/Equipment Technology Expenditures Other Total Capital Expenditures 32,500 32,500 32,500 Revenues G.O. Bond FY 2017/18 32,500 32,500 32,500 Total Revenues 32,500 32,500 32,500 Additional Operating Impact Additional Operating Impact Detail No additional operating impact is expected to be incurred due to this project. The budget for the Facilities Maintenance department already incorporates funding for contracts related to routine preventative maintenance and repairs HVAC units at County facilities. County Buildings and Facilities Page 28

34 Detention Facility Cell Door Lock Upgrade Project Description and Justification Council Goal & Objective(s): 3.1 This project will replace all the cell door locks at the Detention Facility located at 950 California Avenue. The installation of a surface mounted lock pocket will provide for increased security measures in the detention facility and will prevent inmates from defeating locks. The new design is a more secure form of lock and will result in a safer facility. This project supports Council s strategic vision of budgeting and allocating resources in the public s best interest. Operating a highly secure Detention Facility is in the best interest of the public and this project will serve to improve its security level and further protect staff from detainees. Project Management and Status (as of April 1, 2017) Work on this project has not yet officially begun, however locks in the most secure pod of the Detention Facility have already been upgraded to address the most pressing area of higher security need. Funding is recommended for FY 2017/18. Project Manager: Major Allen Freeman of the Sheriff s Office/Detention Facility Project Expenditures and Funding Sources for Project Number TBD Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements Capital Materials/Equipment 480, , ,000 Technology Expenditures Other Total Capital Expenditures 480, , ,000 Revenues G.O. Bond FY 2017/18 480, , ,000 Total Revenues 480, , ,000 Additional Operating Impact Additional Operating Impact Detail No additional operating impact is expected to be incurred due to this project. Funding for routine maintenance of the Detention Facility and its Annexes is already provided in the Facilities Maintenance department. County Buildings and Facilities Page 29

35 Detention Facility Flooring Repair Project Description and Justification Council Goal & Objective(s): 3.1 This project will provide resources to replace the existing carpet and vinyl tile at the Main Detention Facility, located at 950 California Avenue and for Annex II, located at 180 Daniel Morgan Avenue. The focus of this project will be inmate housing areas which are subject to a high amount of foot traffic on a 24/7 basis. The existing carpet and tile in the housing units of the Detention Facility are original to the building, which was built in the early 1990 s. Over the years, unruly inmates have also flooded cells, resulting in damage to flooring. This project supports Council s strategic vision of budgeting and allocating resources in the public s best interest through the proper maintenance of public facilities. Specifically, properly maintaining for the Detention Facility and its Annex II, ensure a clean and safe working environment for employees and housing environment for detainees. Project Management and Status (as of April 1, 2017) Work on this project has not yet begun. Funding is recommended for FY 2017/18. Project Manager: Major Allen Freeman of the Sheriff s Office/Detention Facility Project Expenditures and Funding Sources for Project Number TBD Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements 170, , ,000 Capital Materials/Equipment Technology Expenditures Other Total Capital Expenditures 170, , ,000 Revenues G.O. Bond FY 2017/18 170, , ,000 Total Revenues 170, , ,000 Additional Operating Impact Additional Operating Impact Detail No additional operating impact is expected to be incurred due to this project. Funding for routine maintenance of the Detention Facility and its Annexes is already provided in the Facilities Maintenance department. Funding for supplies related to routine cleaning of flooring at the Detention Facility is provided in the Detention Facility budget. Labor for cleaning is provided by inmates detained at the facility. County Buildings and Facilities Page 30

36 Detention Inmate Call System Project Description and Justification Council Goal & Objective(s): 3.1 This project will provide resources to replace an existing, nonfunctioning inmate call system that includes intercom functionality in each cell. The system is designed to provide direct communications between a cell and Detention Officers in order to improve responses in time of medical or security emergencies. The system will be addressed in 5 pods within the main Detention Facility, located at 950 California Avenue. There are 48 cells within each pod where speakers, wiring, and associated components will be replaced in order to renew this functionality. This project supports Council s strategic vision of budgeting and allocating resources in the public s best interest. Specifically, this project will allow the Detention Facility to ensure that the facility continues to be run in an efficient manner while providing safe housing of detainees and a safe working environment for Officers. Project Management and Status (as of April 1, 2017) Work on this project has not yet begun. Funding is recommended for FY 2017/18. Project Manager: Major Allen Freeman of the Sheriff s Office/Detention Facility Project Expenditures and Funding Sources for Project Number TBD Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements Capital Materials/Equipment Technology Expenditures 86,923 86,923 86,923 Other Total Capital Expenditures 86,923 86,923 86,923 Revenues G.O. Bond FY 2017/18 86,923 86,923 86,923 Total Revenues 86,923 86,923 86,923 Additional Operating Impact Additional Operating Impact Detail No additional operating impact is expected to be incurred due to this project. Funding for routine maintenance of the Detention Facility and its Annexes is already provided in the Facilities Maintenance department. Funding for utilities related to the Detention Facility are captured in the annual Detention Facility budget. County Buildings and Facilities Page 31

37 Emergency Medical Services Headquarters Paving Project Description and Justification Council Goal & Objective(s): 3.4 This project will provide for the paving of the lot to the rear of the EMS Headquarters, located at 525 Union Street. This parcel was purchased in 2013 with the intent of securing the parcel for parking or other uses while it was available on the market. This area will be used to house and deploy EMS response resources for disasters or other emergency situations. This project supports Council s strategic vision of identifying and addressing needs for service improvement by creating a structure that is more conducive to the conduct of EMS related business. Additionally, the lot will house emergency response units that can be deployed more quickly, thus improving readiness. Project Management and Status (as of April 1, 2017) Work on this project has not yet begun. Funding is recommended for FY 2017/18. Project Manager: Jimmy Greene of Emergency Medical Services Project Expenditures and Funding Sources for Project Number TBD Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements 200, , ,000 Capital Materials/Equipment Technology Expenditures Other Total Capital Expenditures 200, , ,000 Revenues G.O. Bond FY 2017/18 200, , ,000 Total Revenues 200, , ,000 Additional Operating Impact Additional Operating Impact Detail No additional operating impact is expected to be incurred due to this project. By nature, pavement does not require frequent maintenance. County Buildings and Facilities Page 32

38 Fleet Services Roof Replacement Project Description and Justification Council Goal & Objective(s): 3.1 This project will provide for the replacement of the roof at the Fleet Services Building, located at 298 Broadcast Drive. This facility houses the administrative offices of Fleet Services, parts room, and garage bays for repair of County vehicles and equipment. The current roof has had to be repaired several times over the last year and has reached the end of its useful life. By replacing the roof now, additional, more costly repairs can be prevented and the useful life of the facility is preserved. This project supports Council s strategic vision of budgeting and allocating resources in the public s best interest. Replacement of major systems, including roofing systems, at the end of their useful lives ensures that the County achieves the lowest possible cost of ownership of facilities in the longterm. Project Management and Status (as of April 1, 2017) Work on this project has not yet begun. Funding is recommended for FY 2017/18. Project Manager: Mike Emory, Paul Licurs, and JJ Wofford of Facilities Maintenance Project Expenditures and Funding Sources for Project Number TBD Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements 59,000 59,000 59,000 Capital Materials/Equipment Technology Expenditures Other Total Capital Expenditures 59,000 59,000 59,000 Revenues G.O. Bond FY 2017/18 59,000 59,000 59,000 Total Revenues 59,000 59,000 59,000 Additional Operating Impact Additional Operating Impact Detail No additional operating impact is expected to be incurred due to this project. The budget for the Facilities Maintenance department already incorporates funding for contracts related to routine maintenance and repairs to roofs of County maintained facilities. County Buildings and Facilities Page 33

39 Radio Shop Roof Replacement Project Description and Justification Council Goal & Objective(s): 3.1 This project will be located at the Radio Shop (108 Westmoreland Street). This project will provide for replacement of the roof at the facility which has had to be repaired multiple times over the last year. Due to the age of the roof and its current condition, it is recommended that this roof be replaced in order to prevent costly damage to the building and its contents. This project supports Council s strategic vision of budgeting and allocating resources in the public s best interest. Replacement of major systems, including roofing systems, at the end of their useful lives ensures that the County achieves the lowest possible cost of ownership of facilities in the longterm. Project Management and Status (as of April 1, 2017) Work on this project has not yet begun. Funding is recommended for FY 2017/18. Project Manager: Mike Emory, Paul Licurs, and JJ Wofford of Facilities Maintenance Project Expenditures and Funding Sources for Project Number TBD Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements 69,000 69,000 69,000 Capital Materials/Equipment Technology Expenditures Other Total Capital Expenditures 69,000 69,000 69,000 Revenues G.O. Bond FY 2017/18 69,000 69,000 69,000 Total Revenues 69,000 69,000 69,000 Additional Operating Impact Additional Operating Impact Detail No additional operating impact is expected to be incurred due to this project. The budget for the Facilities Maintenance department already incorporates funding for contracts related to routine maintenance and repairs to roofs of County maintained facilities. County Buildings and Facilities Page 34

40 Sheriff s Office Roof Replacement Project Description and Justification Council Goal & Objective(s): 3.1 This project will be located at the Sheriff s Office (8045 Howard Street). This project will provide for replacement of the roof on the singlestory section of the Sheriff's Office. The secondstory portion of the roof has already been replaced. Due to the age of the roof on the singlestory section, leaks have now developed. This project supports Council s strategic vision of budgeting and allocating resources in the public s best interest. Replacement of major systems, including roofing systems, at the end of their useful lives ensures that the County achieves the lowest possible cost of ownership of facilities in the longterm. Project Management and Status (as of April 1, 2017) Work on this project has not yet begun. Funding is recommended for FY 2017/18. Project Manager: Mike Emory, Paul Licurs, and JJ Wofford of Facilities Maintenance Project Expenditures and Funding Sources for Project Number TBD Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements Capital Materials/Equipment 180, , ,000 Technology Expenditures Other Total Capital Expenditures 180, , ,000 Revenues G.O. Bond FY 2017/18 180, , ,000 Total Revenues 180, , ,000 Additional Operating Impact Additional Operating Impact Detail No additional operating impact is expected to be incurred due to this project. The budget for the Facilities Maintenance department already incorporates funding for contracts related to routine maintenance and repairs to roofs of County maintained facilities. County Buildings and Facilities Page 35

41 Tire Shop Roof Replacement Project Description and Justification Council Goal & Objective(s): 3.1 This project will provide for the replacement of the roof at the Tire Shop, located at 298 Broadcast Drive. This facility is a standalone building located within the Fleet Service Complex. It houses the County s inventory of tires, balancing equipment and a lift to facilitate the changing of tires. The current roof has had to be repaired several times over the last year and has reached the end of its useful life. By replacing the roof now, additional, more costly repairs can be prevented and the useful life of the facility is preserved. This project supports Council s strategic vision of budgeting and allocating resources in the public s best interest. Replacement of major systems, including roofing systems, at the end of their useful lives ensures that the County achieves the lowest possible cost of ownership of facilities in the longterm. Project Management and Status (as of April 1, 2017) Work on this project has not yet begun. Funding is recommended for FY 2017/18. Project Manager: Mike Emory, Paul Licurs, and JJ Wofford of Facilities Maintenance Project Expenditures and Funding Sources for Project Number TBD Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements 32,000 32,000 32,000 Capital Materials/Equipment Technology Expenditures Other Total Capital Expenditures 32,000 32,000 32,000 Revenues G.O. Bond FY 2017/18 32,000 32,000 32,000 Total Revenues 32,000 32,000 32,000 Additional Operating Impact Additional Operating Impact Detail No additional operating impact is expected to be incurred due to this project. The budget for the Facilities Maintenance department already incorporates funding for contracts related to routine maintenance and repairs to roofs of County maintained facilities. County Buildings and Facilities Page 36

42 Road Infrastructure Capital Budget $7,083,596 Road Infrastructure Summary FY FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Total Expenditures by Project Countywide Asphalt Resurfacing 3,600,000 3,800,000 4,100,000 4,500,000 4,600,000 $ 20,600,000 Countywide Bridge & Culvert Repair & Maint 450, , , , ,000 $ 2,250,000 Flatwoods Road Reconstruction 250,000 $ 250,000 Hampton Road Bridge Replacement 1,000,000 $ 1,000,000 Motlow Creek Bridge Replacement 610,000 $ 610,000 Municipal Road Projects 873, , , , ,719 $ 4,558,310 Pavement Asset Evaluation 200,000 $ 200,000 Pavement Preservation Program 1,200,000 1,000,000 1,200,000 1,200,000 1,200,000 $ 5,800,000 Sign Reflectivity Mandate 100, , , , ,000 $ 500,000 Steve G. Belue Infrastructure Fund 150, , , ,000 $ 600,000 Expenditures Total $ 7,083,596 $ 7,593,999 $ 6,911,879 $ 7,330,117 $ 7,448,719 $ 36,368,310 Funding Sources General Fund 200, , , , ,000 $ 2,200,000 Road Maintenance Fee 4,883,596 5,493,999 4,811,879 5,130,117 5,248,719 $ 25,568,310 State CFunds 1,850,000 1,500,000 1,500,000 1,500,000 1,500,000 $ 7,850,000 Storm Water Management Fund 150, , , , ,000 $ 750,000 Funding Source Total $ 7,083,596 $ 7,593,999 $ 6,911,879 $ 7,330,117 $ 7,448,719 $ 36,368,310 County Road Infrastructure Overview Spartanburg County is comprised of 814 square miles with a total of 1713 centerline miles of county maintained roads. Roads are routinely evaluated and every three years they are ranked based on their Overall Condition Index (OCI) rating. OCI ratings are based on such things as roughness, surface distress, skid resistance, and deflection. The higher the OCI rating the better, as roads deteriorate the cost per mile to resurface increases significantly. Roads with OCI ratings of 60 and higher are considered to be good roads while roads rated lower than OCI 60 are in need of repair. The FY2016 OCI report shows that 12% of the roads in the county are in need of repair, this is an increase from 5.4% in the FY2012 report. 60 OCI 6050 OCI 5040 OCI <40 OCI 1510 miles 139 miles 58 miles 6 miles Spartanburg County owns and maintains 156 bridges. All bridge inspections are completed by SCDOT every two years. Good Load Restricted Closed # bridges Roads Infrastructure Page 37

43 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. Funding allocated to the Steve G. Belue Infrastructure Fund provides for a pool of resources to address infrastructure needs related to economic development and other development related opportunities that arise during the year. Flatwoods Road Reconstruction will both address the condition of existing asphalt as well as serve as matching funds for other public & private funds to widen and improve the roadway to support future economic development in the area. 1.5 Develop an effective and efficient infrastructure plan. Countywide asphalt resurfacing and pavement preservation programs work in tandem to address the condition of our roads, resurface those that are in poor condition, and extend the lives of those that are in good condition. Planned replacement of bridges on Hampton Road and Motlow Creek Road ensures continued viability of our roadway network. By elevating bridges and replacing them with more durable units, motorists will continue to have access to these roads and the areas that they support for many years. Funding for municipal road projects ensures that smaller municipalities have a pool of resources to address their roads and keep them in good shape for the public and businesses. Continued funding for countywide bridge and culvert replacement ensures that smaller bridges are replaced in a timely manner, before being closed to traffic, and that storm water is handled in a manner that quickly removes it from the road while preventing damage to adjacent properties. 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. The pavement preservation program extends the effectiveness of current resources by employing less costly road treatment method to prolong the life of pavement. It is estimated that for every dollar spent of pavement preservation, six dollars is saved in repairs. 3.4 Identify and prioritize needs for service improvement. Super elevation of bridges, straightening of road approaches, and installation of more visible signs increases motorist safety. Roads Infrastructure Page 38

44 Countywide Asphalt Resurfacing Project Description and Justification Council Goal & Objective(s): 1.5 This project will provide funding for asphalt resurfacing of County roads on an annual basis. Roads are selected for asphalt resurfacing based on the Overall Condition Index (OCI) report each year. Roads with an OCI of 60 or above are considered to be in good condition. Ideally, roads will be resurfaced when the OCI associated with the road is between 41 and 55. This is the least expensive time period to resurface the road. As the pavement deteriorates to failure, the cost to resurface can almost triple. Project funding is slated to decrease in FY 2016/17 as funding intended to address Flatwoods Road is put into a standalone project. This project is a core component of the County s infrastructure plan. Project Management and Status (as of April 1, 2017) Funding allocated to this project for FY 2016/17 has been used. Paving will recommence once additional appropriations are available. Work typically commences late spring utilizing State C Fund allocations once approved by the CTC. Work typically continues through the summer and fall utilizing Road Maintenance Fee funding once approved by County Council. Resurfacing is typically not done in the winter. Project Manager: Johnny Ravan of the Roads & Bridges division of Public Works Project Expenditures and Funding Sources for Project Number RI0005 Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements 59,992,000 39,392,000 3,600,000 3,800,000 4,100,000 4,500,000 4,600,000 20,600,000 Capital Materials/Equipment Technology Expenditures Other Total Capital Expenditures 59,992,000 39,392,000 3,600,000 3,800,000 4,100,000 4,500,000 4,600,000 20,600,000 Revenues General Fund 2,750,000 1,150, , , , , ,000 1,600,000 Road Maintenance Fee 37,264,000 26,114,000 1,550,000 2,000,000 2,300,000 2,600,000 2,700,000 11,150,000 State C Funds 19,978,000 12,128,000 1,850,000 1,500,000 1,500,000 1,500,000 1,500,000 7,850,000 Total Revenues 59,992,000 39,392,000 3,600,000 3,800,000 4,100,000 4,500,000 4,600,000 20,600,000 Additional Operating Impact Additional Operating Impact Detail No additional operating impact is expected to be incurred as a result of this project. Routine maintenance of the road way network is primarily focused on rightofway clearing/mowing, ditching, tree limb removal, pothole patching, general drainage work, and striping. These costs are already budgeted in the annual Roads & Bridges and Road Maintenance Fee budgets. Roads Infrastructure Page 39

45 Countywide Bridge and Culvert Repair and Maintenance Project Description and Justification Council Goal & Objective(s): 1.5 This project provides for the replacement and repair of bridges and large culverts on Countyowned roads. Planned bridge and culvert replacements include: Kist Road Bridge, Clark Road Bridge, Old Greenville Highway Bridge, Gate Road Bridge, Rabbit Moffit Road Bridge, Brewton Road Bridge, and Beardon Road Bridge. Replacing these bridges and culverts prevents unexpected road closures in the future as well as ensures safer roadways for motorists. The bridges to be replaced during the fiveyear period include two bridges that were previously standalone projects: Kist Road Bridge and Clark Road Bridge. This project directly supports Council s strategic vision by being a core component of the County s infrastructure plan. Timely replacement of bridges in poor condition is vital to ensuring the continued viability of our roadway network. Project Management and Status (as of April 1, 2017) This is an active and ongoing project with bridge and culvert replacements/repairs currently underway. Project Manager: Johnny Ravan of the Roads & Bridges division of Public Works Project Expenditures and Funding Sources for Project Number BR0001 Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Engineering Land Acquisition/RightofWay Construction/Improvements 6,410,000 4,160, , , , , ,000 2,250,000 Capital Materials/Equipment Technology Expenditures Other Total Capital Expenditures 6,410,000 4,160, , , , , ,000 2,250,000 Revenues General Fund 520, ,000 Road Maintenance Fee 3,890,000 2,390, , , , , ,000 1,500,000 Storm Water Management Fund 2,000,000 1,250, , , , , , ,000 Total Revenues 6,410,000 4,160, , , , , ,000 2,250,000 Additional Operating Impact Additional Operating Impact Detail No additional operating impact is expected to be incurred as a result of this project. Routine maintenance associated with bridges is minimal by nature and is already performed by the Roads and Bridges division of Public Works. Roads Infrastructure Page 40

46 Flatwoods Road Reconstruction Project Description and Justification Council Goal & Objective(s): 1.1, 1.5 Flatwoods Road from the intersection of Bryant Road and Flatwoods Industrial Boulevard is a County maintained road measuring approximately 18 feet wide and 4,300 feet long. The roadway is in poor condition and is in need of reconstruction to include subgrade construction and asphalt surface installation. The roadway should also be widened from the existing 18 feet to 24 feet to accommodate the heavy duty traffic associated with the future development of the surrounding Flatwoods Industrial Park. In order to accomplish the road reconstruction and widening, this project will be a publicprivate partnership between Spartanburg County, Johnson Development, and others. Reconstruction of the roadway is currently scheduled to begin during the spring/summer of Reconstruction/widening of Flatwoods Road is the first of several phases. Intersection improvements at Bryant Road/Flatwoods Road and the widening of Bryant Road will also likely be required as the industrial park is further developed. This project directly supports Council s strategic vision by strengthening business recruitment and expansion. The project will provide resources to be combined with other public and private funding to improve roadway infrastructure in an effort to directly support economic development in the Flatwoods area. Project Management and Status (as of April 1, 2017) Work on this project has not yet begun. Funding is recommended for FY 2017/18. Project Manager: Travis Brown of Public Works Project Expenditures and Funding Sources for Project Number TBD Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements 250, , ,000 Capital Materials/Equipment Technology Expenditures Other Total Capital Expenditures 250, , ,000 Revenues Road Maintenance Fee 250, , ,000 Total Revenues 250, , ,000 Additional Operating Impact Additional Operating Impact Detail No additional operating impact is expected to be incurred as a result of this project. Routine maintenance of the road way network is primarily focused on rightofway clearing/mowing, ditching, tree limb removal, pothole patching, general drainage work, and striping. These costs are already budgeted in the annual Roads & Bridges and Road Maintenance Fee budgets. Roads Infrastructure Page 41

47 Hampton Road Bridge Replacement Project Description and Justification Council Goal & Objective(s): 1.5, 3.4 This project will replace the Hampton Road Bridge where it crosses the North Tyger River, approximately 4.5 miles southwest of the Town of Inman. The bridge is subject to flooding. The river runs at an angle with the piles catching debris, creating a constant maintenance problem. The road is heavily traveled, and if not replaced, will eventually have to be closed to heavier traffic. It will be replaced with a ninety feet (90 ) span that will address the flooding and debris problems. A section of the road will be raised to match the new bridge, requiring additional fill material. The new bridge is expected to have a useful life of 75 to 100 years. This project directly supports Council s strategic vision by being a core component of the County s infrastructure plan. Timely replacement of bridges in poor condition is vital to ensuring the continued viability of our roadway network. Additionally, superelevation of bridges and straightening of road approaches to improve safety support Council s objectives for service improvement. Project Management and Status (as of April 1, 2017) Design and engineering work for this project began in August 2015 and is currently underway. Once this work is near completion, rightofway acquisition will begin. Construction is expected to be bid, awarded, and begun in FY 2018/19. Project Manager: Ron Kirby of the Engineering division of Public Works Project Expenditures and Funding Sources for Project Number BR0013 Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering 150, ,000 Land Acquisition/RightofWay 40,000 40,000 Construction/Improvements 1,000,000 1,000,000 1,000,000 Capital Materials/Equipment Technology Expenditures Other 10,000 10,000 Total Capital Expenditures 1,200, ,000 1,000,000 1,000,000 Revenues Road Maintenance Fee 1,200, ,000 1,000,000 1,000,000 Total Revenues 1,200, ,000 1,000,000 1,000,000 Additional Operating Impact Additional Operating Impact Detail No additional operating impact is expected to be incurred as a result of this project. Routine maintenance associated with bridges is minimal by nature and is already performed by the Roads and Bridges division of Public Works. Replacement of this bridge should reduce the amount of labor hours associated with clearing debris from the bridge supports. These laborhours will be reallocated to other infrastructure needs. Roads Infrastructure Page 42

48 Motlow Creek Bridge Replacement Project Description and Justification Council Goal & Objective(s): 1.5, 3.4 This project will replace the existing box culvert on Motlow Creek Road with a cored slab concrete bridge. The existing structure is located in a curve with road approaches that need to be straightened. The existing culvert is narrow and has concrete barriers on either side. Foundation walls are beginning to show signs of cracking. The existing culvert will be left in place during construction to allow for the passage of traffic during construction. The new bridge structure will be relocated to allow for better road approaches and safer driving conditions in this area. The precast concrete bridge is expected to have a useful life of 75 to 100 years. This project directly supports Council s strategic vision by being a core component of the County s infrastructure plan. Timely replacement of bridges in poor condition is vital to ensuring the continued viability of our roadway network. Additionally, straightening of road approaches to improve safety supports Council s objectives for service improvement. Project Management and Status (as of April 1, 2017) Design and engineering work for this project began in August 2014 and was completed in July Rightofway acquisition is currently underway. Construction is expected to be bid, awarded, and completed in FY 2017/18. Project Manager: Ron Kirby of the Engineering division of Public Works Project Expenditures and Funding Sources for Project Number BR0012 Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering 100, ,000 Land Acquisition/RightofWay 50,000 50,000 Construction/Improvements 610, , ,000 Capital Materials/Equipment Technology Expenditures Other 10,000 10,000 Total Capital Expenditures 770, , , ,000 Revenues Road Maintenance Fee 770, , , ,000 Total Revenues 770, , , ,000 Additional Operating Impact Additional Operating Impact Detail No additional operating impact is expected to be incurred as a result of this project. Routine maintenance associated with bridges is minimal by nature and is already performed by the Roads and Bridges division of Public Works. Replacement of this box culvert should reduce the amount of labor hours associated with clearing debris after major rain events. These laborhours will be reallocated to other infrastructure needs. Roads Infrastructure Page 43

49 Municipal Road Projects Project Description and Justification Council Goal & Objective(s): 1.5 Funding is allocated to incorporated cities and towns in the County for road projects based on the number of road miles owned and maintained by the municipality. Municipalities submit funding requests to the County, and requests are reviewed by the CTC advisory committee, which serves as the oversight and approval authority for this project. Any unused and accumulated funds are held in escrow for the municipalities for future road maintenance projects. Changes in Road Maintenance Fee revenues proportionally affect the amount of funding allocated to this project. This project directly supports Council s objectives by providing a dedicated funding source for the upkeep and improvement of municipal infrastructure. Municipal, County, and State roadways are interconnected to provide the fabric of transportation for citizens, businesses, and industry. Project Management and Status (as of April 1, 2017) This is an ongoing project. During FY 2016/17, funding was disbursed for Magnolia Street improvements, E. Cleveland Street intersection improvements, and annual resurfacing in Spartanburg, relocation and resurfacing of Shiloh Church Road in Lyman, and resurfacing of roads in a variety of other municipalities. Project Manager: Ron Kirby of the Engineering division of Public Works Project Expenditures and Funding Sources for Project Number RI0006 Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements 12,403,213 7,844, , , , , ,719 4,558,310 Capital Materials/Equipment Technology Expenditures Other Total Capital Expenditures 12,403,213 7,844, , , , , ,719 4,558,310 Revenues Road Maintenance Fee 12,403,213 7,844, , , , , ,719 4,558,310 Total Revenues 12,403,213 7,844, , , , , ,719 4,558,310 Additional Operating Impact Additional Operating Impact Detail No additional operating impact is expected to be incurred as a result of this project. This project consists of funding for municipal road projects. Individual municipalities are financially responsible for routine maintenance of their roads. Roads Infrastructure Page 44

50 Pavement Asset Evaluation Project Description and Justification Council Goal & Objective(s): 1.5, 3.1 This project will provide funds to collect a variety of data on County roads. This project will use a private company to drive every County road at one time. Cameras will take GPS located photographs every 10 feet. Pavement will be evaluated with computer software in order to eliminate subjectivity. The resultant data will be utilized to both assess the current state of roads and to populate additional software that will help predict the future condition of roads based on a number of factors. Combined, the data and predictive software models will allow the County to update its infrastructure plan to best address roads in the County, and optimize spending priorities. This project directly supports Council s objectives by working with other road infrastructure projects to formulate a total infrastructure plan. This project helps determine the current condition of all roads in order to develop a plan to maintain and restore them in the most cost effective manner, thereby utilizing funds in the public s best interest. Project Management and Status (as of April 1, 2017) Work on this project has not yet begun. Funding is recommended for FY 2018/19. Project Manager: Johnny Ravan of the Roads and Bridges division of Public Works Project Expenditures and Funding Sources for Project Number TBD Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering 200, , ,000 Land Acquisition/RightofWay Construction/Improvements Capital Materials/Equipment Technology Expenditures Other Total Capital Expenditures 200, , ,000 Revenues Road Maintenance Fee 200, , ,000 Total Revenues 200, , ,000 Additional Operating Impact Additional Operating Impact Detail No additional operating impact is expected to be incurred as a result of this project. This project is focused on developing actionable information about our roadway network to further refine our efforts to support and maintain it. Roads Infrastructure Page 45

51 Pavement Preservation Program Project Description and Justification Council Goal & Objective(s): 1.5, 3.1 This project will provide funds to extend the useful life of County roads utilizing several types of preventative care. It is estimated that approximately 25 miles of roads will be crack sealed, which serves to keep water out of the pavement structure and substructure and lasts 5 to 7 years. Other methods to be used include sand seal (extends life by 5 to 7 years), microsurface treatment (extends life by up to 10 years), chip seal (extends life by 7 years), ultrathin lift asphalt (extends life by 7 years), and high density mineral bond (extends life by 10 years). This project serves to expand the number of road miles that can be addressed within current funding levels and works with traditional asphalt resurfacing methods to maintain the quality of the County road system. This project directly supports Council s objectives by working with other road infrastructure projects to formulate a total infrastructure plan. Pavement preservation is also a method that extends the number of road miles that can be addressed with current funding levels, thereby utilizing funds in the public s best interest. Project Management and Status (as of April 1, 2017) This is an active and ongoing project. Funding allocated for FY 2016/17 has been awarded under contract and the work on the specified roads is underway. Project Manager: Ron Kirby of the Engineering division of Public Works Project Expenditures and Funding Sources for Project Number RI0015 Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements 7,950,000 2,150,000 1,200,000 1,000,000 1,200,000 1,200,000 1,200,000 5,800,000 Capital Materials/Equipment Technology Expenditures Other Total Capital Expenditures 7,950,000 2,150,000 1,200,000 1,000,000 1,200,000 1,200,000 1,200,000 5,800,000 Revenues Road Maintenance Fee 7,700,000 1,900,000 1,200,000 1,000,000 1,200,000 1,200,000 1,200,000 5,800,000 State C Funds 250, ,000 Total Revenues 7,950,000 2,150,000 1,200,000 1,000,000 1,200,000 1,200,000 1,200,000 5,800,000 Additional Operating Impact Additional Operating Impact Detail No additional operating impact is expected to be incurred as a result of this project. Routine maintenance of the road way network is primarily focused on rightofway clearing/mowing, ditching, tree limb removal, pothole patching, general drainage work, and striping. These costs are already budgeted in the annual Roads & Bridges and Road Maintenance Fee budgets. Roads Infrastructure Page 46

52 Sign Reflectivity Mandate Project Description and Justification Council Goal & Objective(s): 1.5, 3.4 Project will provide for the replacement of existing County directional, traffic, and road signs. The Federal Highway Administration (FHWA) has set new requirements for minimum sign reflectivity standards that must be adhered to. These new requirements mandate that a sign replacement plan be in place by the conclusion of calendar year 2012, warning and regulatory signs be replaced with new signs up to the standard by the end of 2015 and all other signs (guidance and street name) be replaced with the higher reflectivity signs by the end of During FY 2016/17 accumulated project balance was utilized in lieu of additional funding allocations. Now that accumulated balances have been used, funding will be reinstated to prior levels. Out year funding will serve to continue routine replacement of signs in order to maintain the system. This project supports Council s objective for an effective and efficient infrastructure plan by ensuring that all roads are visibly marked through signs, better notifying the public of regulatory information, safety information, and directional information. This project also represents service improvement for the public by increased roadway safety. Project Management and Status (as of April 1, 2017) This is an active project. Sign replacement is constantly underway by the sign crew for Roads and Bridges. Project Manager: Johnny Ravan of the Roads and Bridges division of Public Works Project Expenditures and Funding Sources for Project Number RI0012 Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements Capital Materials/Equipment 1,240, , , , , , , ,000 Technology Expenditures Other Total Capital Expenditures 1,240, , , , , , , ,000 Revenues Road Maintenance Fee 1,240, , , , , , , ,000 Total Revenues 1,240, , , , , , , ,000 Additional Operating Impact Additional Operating Impact Detail No additional operating impact is expected to be incurred as a result of this project. Replacement of signs due to damage or vandalism is already budgeted in the Roads and Bridges operating budget. Routine replacement of new signs will be funded through outyear allocations in this project. Installation is performed by the sign crew of the Roads and Bridges division of Public Works, which is already incorporated into the annual operating budget. Roads Infrastructure Page 47

53 Steve G. Belue Infrastructure Fund Project Description and Justification Council Goal & Objective(s): 1.1, 1.5 This project is created in memory of the late Spartanburg County Public Works Director, Steve G. Belue. This project will house a pool of resources, allocated on an annual basis, 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. This project is proposed to be funded with a transfer from the County General Fund. This project supports Council s objective to strengthen business retention, recruitment, and expansion and to have an effective and efficient infrastructure plan. By having a dedicated pool of resources that is designed to help fund new infrastructure required by new or existing businesses, Spartanburg County has an additional tool at its disposal to attract and retain businesses to the County. Additionally, these funds can be used to support development (residential or commercial) initiatives that could provide either housing stock or spec buildings that will provide the growth needed to support new industry and an expanding population. Project Management and Status (as of April 1, 2017) The first subproject utilizing this funding structure, Snow Road, was completed in late September/early October Nearly $60,000 of the appropriation was utilized to match funding from the City of Greer and the developer. Work on this road was comprised of widening and resurfacing the road. Additionally, the relocation and resurfacing of Shiloh Church Road was funded at $65,000 to match the city and the developer. County work on this project is complete. Revisions to the funding parameters of the program will be presented to County Council for consideration to expand opportunities to partner with private entities. Project Manager: Jim Hipp, Deputy County Administrator Project Expenditures and Funding Sources for Project Number RI0016 Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements 1,125, , , , , , ,000 Capital Materials/Equipment Technology Expenditures Other Total Capital Expenditures 1,125, , , , , , ,000 Revenues General Fund 1,125, , , , , , ,000 Total Revenues 1,125, , , , , , ,000 Additional Operating Impact Additional Operating Impact Detail No additional operating impact is expected to be incurred as a result of this project. Routine maintenance of the road way network is primarily focused on rightofway clearing/mowing, ditching, tree limb removal, pothole patching, general drainage work, and striping. These costs are already budgeted in the annual Roads & Bridges and Road Maintenance Fee budgets. Roads Infrastructure Page 48

54 Solid Waste Capital Budget $3,964,000 Solid Waste Summary Solid Waste Overview FY 2021/22 FY Total FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 Expenditures by Project Collection Center Construction 1,350,806 $ 1,350,806 Collection Container Upgrade 30,000 30,000 30,000 30,000 30,000 $ 150,000 Collection Convenience Center Rehabilitation 34,000 34,000 34,000 34,000 34,000 $ 170,000 Gas Collection System Expansion 250, , , , ,000 $ 1,250,000 Wellford Landfill Phase VII Construction 3,650,000 75,000 2,675,000 $ 6,400,000 Wellford Landfill Wood Chipping /Mulch Reloc. 275, ,000 $ 550,000 Expenditures Total $ 3,964,000 $ 589,000 $ 2,014,806 $ 2,989,000 $ 314,000 $ 9,870,806 Funding Sources Methane Fund 250, , ,000 $ 750,000 Solid Waste Fund 3,964, ,000 1,764,806 2,739,000 64,000 $ 9,120,806 Funding Source Total $ 3,964,000 $ 589,000 $ 2,014,806 $ 2,989,000 $ 314,000 $ 9,870,806 Spartanburg County operates seventeen collection convenience/recycling centers, one dropoff recycling center, and the Wellford Solid Waste Management Facility (Wellford Landfill). This facility houses a Class II landfill, which contains construction and demolition debris (C&D) and land clearing debris, a wood chipping and grinding facility, and a Class III/Municipal Solid Waste (MSW) landfill. The facility is also home to a landfill gas to energy project whereby methane gas is collected from the landfill, compressed, filtered, and piped to two customers. County waste collection and disposal activities cater primarily to residential waste streams. The County also owns the Croft Landfill which no longer accepts waste but is monitored by the County due to postclosure care responsibilities. During the most recently completed fiscal year, the County received over 144,000 tons of MSW waste, over 70,000 tons of C&D waste, nearly 6,030 tons of recyclables, over 980 tons of tires, and over 520 tons of electronics. Goals & Objectives Goal 1: Create Sustainable Economic Development that Benefits the Businesses and Citizens of Spartanburg County 1.5 Develop an effective and efficient infrastructure plan. Phase VI of the Municipal Solid Waste (MSW) landfill, which contains household waste, is nearing the end of its life. Engineering and construction of the Phase VII MSW Landfill will provide for the disposal of household waste for an estimated 30 years. The Collection Convenience Center Rehabilitation project plans for the maintenance of our solid waste infrastructure by improving conditions at these facilities, preserving our existing assets, and ensuring that these facilities remain accessible by citizens and maintainable by staff. Solid Waste Page 49

55 Goal 1: Create Sustainable Economic Development that Benefits the Businesses and Citizens of Spartanburg County 1.5 Develop an effective and efficient infrastructure plan. The continued expansion and optimization of the Gas Collection System is a fundamental component of improving solid waste collection and disposal infrastructure and prevents adverse impacts from methane migration. Relocation of the wood chipping & mulching areas of the landfill from the footprint of the Phase VII MSW landfill ensures that these operations can continue to operate, thus giving citizens an appropriate place to dispose of this waste and allowing the County to ultimately divert this waste from permanent landfilling at the facility. 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. Routine, planned replacement of collection containers, which are part and parcel to a solid waste system, ensures the lowest possible total cost of ownership is attained. 3.3 Identify and leverage opportunities to diversify funding. Continued expansion of the gas collection system, while needed for control of methane migration, supports the landfill gas to energy project whereby methane is sold to two end users. The relocation of wood chipping & mulching areas creates opportunities for new revenue streams that could serve to minimize the longterm financial expense of the solid waste system. 3.4 Identify, prioritize, and address needs for service improvement. The Collection Center Construction project recognizes and addressed needed service improvements at the 4 th Street Collection Center. This center is the County s highest volume center and will be expanded to improve capacity, service, and to work cooperatively with another project to realign 4 th Street to improve safety and traffic patterns. Solid Waste Page 50

56 Collection Center Construction Project Description and Justification Council Goal & Objective(s): 1.5, 3.1, 3.4 Project will provide for the construction of a replacement collection convenience center on 4 th Street in the Valley Falls community. The existing 4 th Street Collection Center is the County s busiest center and is located on a narrow, curvy road with heavy traffic. The current facility is undersized given its volumes and geographic location. This project will build a new, larger facility similar to the facility located at the Wellford Landfill and will work in conjuction with a separate project to realign 4 th Street to improve safety and traffic patterns. This project supports Council s strategic vision by recognizing and planning for needed service improvements in the Valley Falls area. Project Management and Status (as of April 1, 2017) Preliminary design work has begun on this project. Funding for construction is planned for FY 2019/20. Project Manager: Kevin Farmer of the Solid Waste division of Public Works Project Expenditures and Funding Sources for Project Number SW0022 Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering 180, , ,000 Land Acquisition/RightofWay 100, , ,000 Construction/Improvements 1,070,806 1,070,806 1,070,806 Capital Materials/Equipment Technology Expenditures Other Total Capital Expenditures 1,350,806 1,350,806 1,350,806 Revenues Solid Waste Fund 1,350,806 1,350,806 1,350,806 Total Revenues 1,350,806 1,350,806 1,350,806 Additional Operating Impact 93,185 97, , ,767 Additional Operating Impact Detail Current operating expenditures for the 4 th Street Convenience Center are captured in the Solid Waste Collections department budget. Due to the size of the proposed facility as compared to the existing facility, it is anticipated that four additional parttime employees will need to be added to augment current staff. These positions are expected to be needed upon completion of the project and cost approximately $93,185 in FY 2019/20. Solid Waste Page 51

57 Collection Container Upgrade Project Description and Justification Council Goal & Objective(s): 1.5, 3.1, 3.4 Project will provide for the regular replacement of trash compactors located at the convenience centers, as well as metal collection containers that hold recyclables. Containers and compactors have a finite serviceable life, which ranges from 8 to 15 years depending on type and use, and must be replaced on a routine basis to ensure that convenience centers are able to continue receiving waste and recyclables from County residents. Additionally, routine replacement helps to minimize the longterm cost of ownership through reduced repairs and reduced productivity losses due to machinery failures. This project supports Council s strategic vision by being a core component of the overall infrastructure plan. In addition, the project ensures that resources are allocated in the public s best interest through funding of infrastructure in a manner that yields the lowest overall cost of ownership. The project also helps to identify and address needs to improve solid waste services to citizens. Project Management and Status (as of April 1, 2017) Replacements have been ongoing since Compactors at the Cowpens, Valley Falls, Roebuck, Campobello, Mayo, Whitestone, and Berry s Pond centers have been replaced as well as a spare unit purchased. To date, three 40 cubic yard containers and six compactor receiving containers have been purchased. A number of hydraulic cylinders have been repaired or replaced on compactors at other facilities in recent years. Additional repairs & replacements are ongoing. Project Manager: Kevin Farmer of the Solid Waste division of Public Works Project Expenditures and Funding Sources for Project Number SW0013 Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements Capital Materials/Equipment 430, ,000 30,000 30,000 30,000 30,000 30, ,000 Technology Expenditures Other Total Capital Expenditures 430, ,000 30,000 30,000 30,000 30,000 30, ,000 Revenues Solid Waste Fund 430, ,000 30,000 30,000 30,000 30,000 30, ,000 Total Revenues 430, ,000 30,000 30,000 30,000 30,000 30, ,000 Additional Operating Impact Additional Operating Impact Detail No additional operating impact is expected to be incurred due to this project. Funding for routine maintenance of collection containers and compactors is already captured in the solid waste budget, collections department. Due to the funding of this project, our cost for routine maintenance of this equipment has decreased substantially over the past five years. Solid Waste Page 52

58 Collection Convenience Center Rehabilitation Project Description and Justification Council Goal & Objective(s): 1.5, 3.1, 3.4 This project will provide for the rehabilitation of multiple collection convenience centers. The current pavement has deteriorated during the life of operations resulting in severe potholes, cracks, and ruts. This project would correct these issues and repave the area with either asphalt or concrete. Beginning in FY 2017/18, this project s scope will be expanded to include repairs/replacements/improvements to existing structures as warranted at convenience centers. Funding will also be used to repair concrete pads beneath waste compactors and topping the pads with steel plates. This project supports Council s strategic vision by being a core component of the overall infrastructure plan. Providing suitable infrastructure for waste collection and transportation is vital to the community and periodic maintenance to that infrastructure is required in order to ensure its continued operation. In addition, the project ensures that resources are allocated in the public s best interest through funding of infrastructure in a manner that yields the lowest overall cost of ownership. The project also helps to identify and address needs to improve solid waste services to citizens, primarily improving safety at the convenience centers. Project Management and Status (as of April 1, 2017) Asphalt pavement was placed at the bottom of center numbers 6 and 9. The asphalt paving of the top portion of center 6 and the pads for centers 7 and 13 still remain as projects to be completed. Project Manager: Kevin Farmer of the Solid Waste division of Public Works Project Expenditures and Funding Sources for Project Number SW0018 Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements 335, ,000 34,000 34,000 34,000 34,000 34, ,000 Capital Materials/Equipment Technology Expenditures Other Total Capital Expenditures 335, ,000 34,000 34,000 34,000 34,000 34, ,000 Revenues Solid Waste Fund 335, ,000 34,000 34,000 34,000 34,000 34, ,000 Total Revenues 335, ,000 34,000 34,000 34,000 34,000 34, ,000 Additional Operating Impact (10,000) (10,000) (10,000) (10,000) (10,000) (50,000) Additional Operating Impact Detail No additional operating impact is expected to be incurred due to this project. Maintenance associated with each of the Collection Convenience Centers is currently budgeted in the Solid Waste Collections department. Solid Waste Page 53

59 Gas Collection System Expansion Project Description and Justification Council Goal & Objective(s): 1.5, 3.1, 3.3, 3.4 This project will provide resources for the systematic expansion and optimization of the existing gas collection network at the Wellford Landfill. Core components of the system buildout include the installation of additional methane wells, installation of collection pipes, and replacement of the existing blower skid (originally installed in 1998). The project also includes testing, maintenance, and upgrades to the system in order to comply with existing and future solid waste post closure care regulations, an existing South Carolina Title V Air Permit, and future Environmental Protection Agency (EPA) New Source Performance Standards (NSPS). Continual expansion of the system will help to decrease migration of landfill gas to adjacent property owners and allow the landfill to maintain compliance with regulations. This project supports Council s strategic vision by being a core component of the overall infrastructure plan. Providing suitable infrastructure for waste disposal is vital to the community and a system to capture and destroy methane gas generated by disposal activities is a required component of that system. In addition, the project ensures that resources are allocated in the public s best interest through funding of infrastructure in a manner that yields the lowest overall cost of ownership. This project helps to diversify the County s revenue streams by selling the captured methane gas to two end users and selling carbon credits for the destruction of the landfill gas. The project also helps to identify and address needs to improve solid waste services to citizens, primarily containment of methane within the landfill boundaries. Project Management and Status (as of April 1, 2017) The site master plan was completed in March 2013 and repairs to the pipeline were completed in July of that year as required by the SC Office of Regulatory Staff. A gas migration remediation system was completed in June 2014 to help reduce or eliminate offsite gas migration. Upgrades to the gas well field s header line were completed in November 2014, increasing vacuum on the system. In August 2015, an expansion of the system within Phase V and Phase VI cell 1 were completed, increasing gas volumes and methane concentration. Project Manager: Kevin Farmer of the Solid Waste division of Public Works Project Expenditures and Funding Sources for Project Number SW0015 Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements 2,650,000 1,400, , , , , ,000 1,250,000 Capital Materials/Equipment Technology Expenditures Other Total Capital Expenditures 2,650,000 1,400, , , , , ,000 1,250,000 Revenues Methane Fund 2,150,000 1,400, , , , ,000 Solid Waste Fund 1,900,000 1,400, , , ,000 Total Revenues 2,650,000 1,400, , , , , ,000 1,250,000 Additional Operating Impact Additional Operating Impact Detail No additional operating impact is expected as a result of this project. Costs for operating the gas collection system and all of its components are already budgeted in the Methane Fund. Solid Waste Page 54

60 Wellford Landfill Phase VII Construction Project Description and Justification Council Goal & Objective(s): 1.5, 3.1 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 with the initial construction anticipated to begin in Funding requested for this project will provide resources for construction of the first cell (9.72 acres, funded FY 2017/18) and the second cell (7.82 acres, funded FY 2020/21). Future cells will require additional capital resources. The current Phase VI MSW landfill has approximately 4 years of capacity remaining. Once capacity is reached, waste disposal will either need to occur in Phase VII, or waste will need to be diverted to another landfill for paid disposal. It is anticipated that Phase VII, including all planned cells, will provide disposal until Compared to prior years, the cost for construction of Phase VII has been increased to allow for the installation of additional infrastructure that will support future cells of Phase VII. It is more cost effective in the longrun and more beneficial to the project overall to install the additional infrastructure at this juncture. This project supports Council s strategic vision by being a core component of an overall infrastructure plan. Solid waste disposal is an important component for any community and this project will help to ensure that disposal capacity is available to residents and businesses through This project is also a much more cost effective means of providing disposal capabilities than trucking waste to outofcounty landfills and paying for disposal to other entities. Thus, this project helps to ensure that resources are being allocated in the public s best interest. Project Management and Status (as of April 1, 2017) Construction of Phase VII has not yet begun. Permitting of Phase VII, which was funded in prior years in a separate CIP project, has been underway for many years and is expected to be complete in time for construction to begin in FY 2017/18. Project Manager: Kevin Farmer of the Solid Waste division of Public Works Project Expenditures and Funding Sources for Project Number SW0021 Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering 450, , ,000 75,000 75, ,000 Land Acquisition/RightofWay Construction/Improvements 6,100,000 3,500,000 2,600,000 6,100,000 Capital Materials/Equipment Technology Expenditures Other Total Capital Expenditures 6,550, ,000 3,650,000 75,000 2,675,000 6,400,000 Revenues Solid Waste Fund 6,550, ,000 3,650,000 75,000 2,675,000 6,400,000 Total Revenues 6,550, ,000 3,650,000 75,000 2,675,000 6,400,000 Additional Operating Impact Additional Operating Impact Detail Funding for operating the active landfill cell for MSW disposal is already captured in the Landfill Engineering budget. This budget provides funding primarily for the purchase of alternate daily cover as required by regulations. Since these funds are already captured within the operating budget, this project is not expected to have an additional operating impact. Solid Waste Page 55

61 Wellford Landfill Wood Chipping & Mulch Area Relocation Project Description and Justification Council Goal & Objective(s): 1.5, 3.3 The Wellford Landfill is currently permitted to accept and grind yard debris into mulch. The permitted wood chipping/mulch area is currently located within the future Phase VII, Class three landfill expansion. In order to proceed with the Phase VII construction, the wood chipping/mulch area will need to be repermitted and relocated to another area within the Wellford Landfill facility. The Solid Waste department is currently grading an area adjacent to our existing maintenance building and recycling pad in anticipation of the relocation. This project will consist of permitting and constructing a concrete pad (approximately 175 x 325 ) and associated gravel entrance/exit roads and storm water controls (catch basins and drainage pipes). This project supports Council s strategic vision to develop an effective and efficient infrastructure plan as it is a core component of the site plan for the Wellford Landfill and supports the buildout of the Phase VII MSW landfill. This project has the potential to diversify the revenue stream for the Wellford Landfill by providing a facility capable of hosting a composting program for which tipping fees may be charged, should the County choose to pursue this to reduce the overall cost of operating a solid waste system. Project Management and Status (as of April 1, 2017) Work on this project has not yet begun. Funding is scheduled to begin in FY 2018/19. Project Manager: Kevin Farmer of the Solid Waste division of Public Works Project Expenditures and Funding Sources for Project Number TBD Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements 550, , , ,000 Capital Materials/Equipment Technology Expenditures Other Total Capital Expenditures 550, , , ,000 Revenues Solid Waste Fund 550, , , ,000 Total Revenues 550, , , ,000 Additional Operating Impact Additional Operating Impact Detail Costs for operating and maintaining wood chipping and mulching services at the Wellford Solid Waste Management Facility are already captured in the Landfill operating budget. No additional operational expenditures are expected to be incurred as a result of this project proceeding. There is potential that this project could yield savings in the form of reduced personnel; however, operational plans have not yet been finalized and therefore no savings is shown in the table above. Solid Waste Page 56

62 Public Safety Capital Budget $1,839,575 Public Safety Summary FY FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Total Expenditures by Project 800 MHz Radios 530, , , ,780 $ 1,702,520 ECaTS 34,000 $ 34,000 EMS Cardiac Monitors 400, ,000 $ 800,000 Migration Assurance Plan 1,185,575 1,092,778 $ 2,278,353 Radio Tower Maintenance 10,000 10,000 10,000 10,000 10,000 $ 50,000 Smart911 15,000 $ 15,000 VHF Radio System Improvements 610,000 $ 610,000 Expenditures Total 1,839,575 2,047, , , ,780 $ 5,489,873 Funding Sources 911 Phone Fund 283,500 25,000 10,000 10,000 10,000 $ 338,500 Debt Service Transfer 1,185,575 1,092,778 $ 2,278,353 General Fund 239, , , , ,780 $ 2,742,020 G.O Bond FY 2017/18 131,000 $ 131,000 Funding Source Total $ 1,839,575 $ 2,047,958 $ 800,780 $ 400,780 $ 400,780 $ 5,489,873 Public Safety Overview As a local government, one of Spartanburg County s core services to its citizens is ensuring the safety of the public. The County accomplishes this through a variety of tactics, departments, and relationships. Public safety operations include 9 11/Communications, a radio communications network, Sheriff s Office, Coroner s Office, Emergency Management, Hazardous Materials, Emergency Services Academy, Emergency Medical Services, Environmental Enforcement and more. In operations as complex and farreaching as these, significant and sustained capital improvement is necessary to ensure consistent and appropriate levels of service. Goals & Objectives 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. Establishing a routine replacement plan for 800 MHz radios ensures that first responder emergency communication equipment remains in good condition and that its replacement is affordable. Continued implementation of the Migration Assurance Plan ensures that the County communications network remains viable. 3.4 Identify, prioritize and address needs for service improvement. VHF radio system improvements will enhance radio coverage in the northern area of the County. Upgrade of cardiac monitors and implementation of Smart911 improve the level of care to citizens by first responders ECaTS will provide a tool specifically aimed at evaluating performance in an effort to improve outcomes. Public Safety Page 57

63 800 MHz Radios Project Description and Justification Council Goal & Objective(s): 3.1 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 goforward 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, thus preventing shocks to the County s financial structure. The Migration Assurance Plan is addressing replacement of the oldest portion of our radio fleet; however, many others will only be flash upgraded as part of this process. This project will address those radios first. The first year of funding also adds several radios to our existing fleet to be used for vehicle replacement transitions, new employees, loaners, etc. Funding each year will provide for replacement of approximately 45 handheld and 45 mobile radios. This project will help Council to meet its goal of budgeting and allocating resources in the public s best interest. This is accomplished by ensuring that the radio communications network, upon which first responders rely, remains viable. Additionally, by planning for routine scheduled replacement, the costs of the replacement are spread more evenly over the years preventing the need for a wholesale replacement of all radios. Project Management and Status (as of April 1, 2017) This project has not yet begun, however replacement of a limited number of 800 MHz radios is underway as part of the Migration Assurance Plan project. Funding for this project is scheduled to begin in FY 2018/19. Project Manager: Mike Flynn of Communications/911 Project Expenditures and Funding Sources for Project Number TBD Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements Capital Materials/Equipment Technology Expenditures 1,702, , , , ,780 1,702,520 Other Total Capital Expenditures 1,702, , , , ,780 1,702,520 Revenues General Fund 1,702, , , , ,780 1,702,520 Total Revenues 1,702, , , , ,780 1,702,520 Additional Operating Impact 15,912 15,912 15,912 15,912 63,648 Additional Operating Impact Detail Additional operating impact is expected to be experienced in FY 2018/19. Each 800 MHz radio comes with a $30$50 per month charge depending upon the number of towers that the radio uses. This project anticipates adding a limited number of radios, which will increase costs. The bulk of project funding will provide resources to replace existing radios, which will not impact operating expenditures. The cost for radio service for existing radios is budgeted in the 911 Communications operating budget. Public Safety Page 58

64 ECaTS Project Description and Justification Council Goal & Objective(s): 3.1, 3.4 This project will provide resources to purchase an Emergency Call Tracking System (ECaTS). This system is a business intelligence and analytics platform developed exclusively for the 911 industry. With this system, statewide standards and measurable goals can be easily analyzed and reported, either historically or in real time. The State of South Carolina has encouraged public safety answering points (PSAPs) to adopt this technology, which is 100% reimbursable by the State. The data and information garnered by this system will allow evaluation of procedures, performance, and the factors and trends that are present in calls, thus allowing changes to be made to improve performance. This project will help Council to meet its goal of identifying needs for service improvement by implementing a tool specifically aimed at evaluating performance in an effort to improve outcomes. Status (as of April 1, 2017) Work on this project has not yet begun. Funding for this revised scope is recommended for FY 2017/18. Project Manager: Mike Flynn of Communications/911 Project Expenditures and Funding Sources for Project Number TBD Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements Capital Materials/Equipment Technology Expenditures 34,000 34,000 34,000 Other Total Capital Expenditures 34,000 34,000 34,000 Revenues 911 Phone Fund 34,000 34,000 34,000 Total Revenues 34,000 34,000 34,000 Additional Operating Impact Additional Operating Impact Detail This project is not expected to increase operating expenditures of the County. Public Safety Page 59

65 EMS Cardiac Monitors Project Description and Justification Council Goal & Objective(s): 3.4 This project will provide resources for the total replacement of cardiac monitor equipment over a twoyear period, beginning in FY 2018/19. The current cardiac monitors are LP12 models and were the most current and advanced models available when purchased. The LP12 has now been discontinued and the replacement equivalent is the LP 15. EMS will have to transition to the new monitor as current monitors reach the end of their useful life. In FY 2018/19 and FY 2019/20, the first monitors will be nearing 20 years in service and will need replacement. This project will help Council to meet its goal of identifying and implementing service improvements, namely transitioning to a more technologically advanced form of cardiac monitor. By having the most advanced monitor, the level of care provided to critical cardiac patients will be much improved. Project Management and Status (as of April 1, 2017) Work on this project has not yet begun. Funding is scheduled for FY 2018/19. Project Manager: Jimmy Greene of Emergency Medical Services Project Expenditures and Funding Sources for Project Number TBD Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements Capital Materials/Equipment 800, , , ,000 Technology Expenditures Other Total Capital Expenditures 800, , , ,000 Revenues General Fund 800, , , ,000 Total Revenues 800, , , ,000 Additional Operating Impact Additional Operating Impact Detail There is no additional operating impact expected to be generated by this project. Routine replacement of cardiac monitors is budgeted at roughly $50,000 annually as part of the Emergency Medical Services budget. This provides for approximately 2 replacement cardiac monitors. Public Safety Page 60

66 Migration Assurance Plan Project Description and Justification Council Goal & Objective(s): 3.1 The project includes critical investments to the County s communications infrastructure. The statewide Palmetto 800 MHz system for wireless communications is currently analog but transitioning to digital in a project generally referred to as P25. The Sheriff s Office, Detention Facility, EMS, and multiple other emergency response oriented departments/agencies currently rely on this system as their primary form of communication. In order to continue communicating, critical upgrades to the County s radio infrastructure must be made. The conversion will require portable and mobile radios to either be flash upgraded or replaced. Additionally, the County 911 dispatch consoles are no longer manufactured and support will soon end. The County s computer aided dispatch (CAD) is no longer manufactured and support will also end in a few years. As currently planned, FY 2016/17 will focus on radio console radio replacement. FY 2017/18 and FY 2018/19 will focus on replacement of the CAD system and all its components. This project helps support Council s goal of budgeting and allocated funds in the public s best interest through critical investments in a core component of the public safety arena. Without these upgrades and replacements, the Communications/911 network is at risk, potentially jeopardizing safety. Project Management and Status (as of April 1, 2017) This project is currently underway. Major project components, including replacement and flash upgrade of certain 800 MHz radios are in progress. Replacement of the CAD system is also currently underway. Project Manager: Mike Flynn of Communications/911 Project Expenditures and Funding Sources for Project Number PS0014 Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements Capital Materials/Equipment Technology Expenditures 5,942,932 3,664,579 1,185,575 1,092,778 2,278,353 Other Total Capital Expenditures 5,942,932 3,664,579 1,185,575 1,092,778 2,278,353 Revenues Debt Service Transfer 5,942,932 3,664,579 1,185,575 1,092,778 2,278,353 Total Revenues 5,942,932 3,664,579 1,185,575 1,092,778 2,278,353 Additional Operating Impact Additional Operating Impact Detail There are no additional operational expenditures associated with this project. The County already budgets for a number of maintenance agreements that cover the CAD system, VHF narrowbanding components, radio maintenance and contract depot service, etc. These agreements, while integral to this project, have been in place for some years proceeding this project and are already included in the Communications/911 budget. Public Safety Page 61

67 Radio Tower Maintenance Project Description and Justification Council Goal & Objective(s): 3.1 This project will provide an annual pool of resources for replacement of wiring, antennae, lighting, or other mission critical communications components at any County owned or rented tower locations as needed to keep the network viable. Tower locations include the main 911 center and alternate communications center/emergency Operations Center (EOC). Recent years have seen equipment failures due to lightning strikes or other events that have underscored the need for a pool of resources to be in place so that repairs can be made quickly to this vital infrastructure. This project will help meet Council s goal of budgeting and allocating resources in the public s best interest by setting aside funds routinely to dampen the impact of large radio tower related repairs. Additionally, these funds ensure the continued viability of the radio communications network. Project Management and Status (as of April 1, 2017) Repair to tower lighting and other components have been completed. Additional repairs and upgrades are in progress. Funding for this project began in FY 2014/15 and is intended to create a pool of resources for replacement of tower components as required. Project Manager: Mike Flynn of Communications/911 Project Expenditures and Funding Sources for Project Number PS0015 Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements 80,000 30,000 10,000 10,000 10,000 10,000 10,000 50,000 Capital Materials/Equipment Technology Expenditures Other Total Capital Expenditures 80,000 30,000 10,000 10,000 10,000 10,000 10,000 50,000 Revenues 911 Phone Fund 80,000 30,000 10,000 10,000 10,000 10,000 10,000 50,000 Total Revenues 80,000 30,000 10,000 10,000 10,000 10,000 10,000 50,000 Additional Operating Impact Additional Operating Impact Detail There are no additional operational costs expected to be generated by this project. Funding for maintenance of the radio towers and the equipment that accompanies them is budgeted in the Communications/911 department. Maintenance agreements for the VHF simulcast system are included as part of that departmental budget. Public Safety Page 62

68 Smart911 Project Description and Justification Council Goal & Objective(s): 3.4 This project will provide resources for the acquisition of a public safety software package that allows citizens to provide additional information to 911 in advance of an emergency. Citizens would be provided with the option of registering and providing critical information, and that information is queried when they call 911 from their registered phone number. Information could include descriptions of the residence or business, environment, pets, hazards, and people, including photos. This package would also allow for more indepth location tools and the ability to text a disconnected wireless caller. This project helps to meet Council s goal of identifying and implementing service improvements by providing citizens with a system whereby they can provide additional, potentially lifesaving information to first responders. Project Management and Status (as of April 1, 2017) Work on this project has not yet begun. Due to high recurring costs associated with this project, funding is not scheduled until FY 2018/19. Project Manager: Mike Flynn of Communications/911 Project Expenditures and Funding Sources for Project Number TBD Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements Capital Materials/Equipment Technology Expenditures 15,000 15,000 15,000 Other Total Capital Expenditures 15,000 15,000 15,000 Revenues 911 Phone Fund 15,000 15,000 15,000 Total Revenues 15,000 15,000 15,000 Additional Operating Impact 29,700 39,600 39,600 39, ,500 Additional Operating Impact Detail This project will be accompanied by significant recurring costs. The recurring costs will come by way of an annual subscription to the software service. This recurring cost, while expensive, is an integral part of the overall project. Public Safety Page 63

69 VHF Radio System Improvements Project Description and Justification Council Goal & Objective(s): 3.4 This project will provide resources to add an additional Countyowned VHF tower site in the northern area of the County in order to improve radio coverage for first responders, primarily firefighters. Due to the implementation of the FCC 2013 narrowbanding mandates, transmittal power in the VHF spectrum was reduced. As a result, coverage levels in the northern area of the County need to be improved in order to ensure consistency. This project will provide resources in FY 2016/17 to identify and procure a parcel of property to hold the tower site and to prepare the site for the tower. FY 2017/18 includes funding to construct the tower and install all of the communications equipment to make the tower functional. This project helps Council address its goal of identifying and implementing service improvements by addressing a current radio coverage issue. Project Management and Status (as of April 1, 2017) Evaluation of suitable sites for a new VHF tower is currently underway and options for location of the tower are being developed. The height of the tower is also being finalized. Project Manager: Mike Flynn of Communications/911 Project Expenditures and Funding Sources for Project Number PS0019 Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering 27,000 27,000 Land Acquisition/RightofWay 18,000 18,000 Construction/Improvements 122,000 12, , ,000 Capital Materials/Equipment 15,000 15,000 15,000 Technology Expenditures 485, , ,000 Other Total Capital Expenditures 667,000 57, , ,000 Revenues 911 Phone Fund 239, , ,500 General Fund 296,500 57, , ,500 G.O. Bond FY 2017/18 131, , ,000 Total Revenues 667,000 57, , ,000 Additional Operating Impact 12,150 16,200 16,200 16,200 16,200 76,950 Additional Operating Impact Detail This project is expected to have recurring costs of $16,200 annually once the tower and communications components are up and running. The recurring costs will predominantly be associated with data service to the tower. In addition, cellular service for a security system is expected. While the County has evaluated the merits of renting tower space in lieu of constructing its own tower, it is more financially advantageous to own the tower. As a result, tower rental expense will not be incurred. Operating expenditures for FY 2017/18 represent partial year costs based on estimated construction timelines and have already been incorporated into the FY2017/18 recommended operating budget. Public Safety Page 64

70 Technology Capital Budget $198,480 Technology Summary FY FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Total Expenditures by Project Aerial Photography 65,000 65,000 $ 130,000 Communications Technology Replacement 24,200 27,485 27,109 24,093 24,748 $ 127,635 Coroner Server Replacement 103,600 $ 103,600 County Network Infrastructure 17,725 4,150 4,150 4,150 4,150 $ 34,325 County Servers & Software Upgrade 30,750 99,250 62,500 62,500 62,500 $ 317,500 DataCove Software 14,000 $ 14,000 Desktop and Portable Computer Replacement 76,515 75,000 87,500 87, ,000 $ 426,515 Document Management & Workflow Collaboratio 19, ,200 $ 156,640 Land Development Software 152,000 $ 152,000 Network Scanner Replacement 6,750 11,500 16,250 21,000 19,000 $ 74,500 Register of Deeds Index Book Scanning 115,000 $ 115,000 VoIP 9, ,000 $ 237,100 Expenditures Total 198, , , , ,398 $ 1,888,815 Funding Sources 911 Phone Fund 24,200 27,485 27,109 24,093 24,748 $ 127,635 Capital Lease Proceeds $ General Fund 28, , ,200 65,000 $ 894,340 IT Fund Capital Reserve 145, , , , ,650 $ 866,840 Funding Source Total $ 198,480 $ 765,985 $ 449,709 $ 264,243 $ 210,398 $ 1,888,815 Technology Overview Technology is an integral part of Spartanburg County operations. Technology encompasses not only desktop and laptop computers but also the infrastructure and network needed for staff to work effectively and efficiently. The County has 66 servers, approximately 1,300 desktop and laptop computers, and over 1,400 desktop phones. Replacement of technology includes not just hardware but software as well. Technology Page 65

71 Goals & Objectives 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. Replacing technology (computers, scanners, servers, network components, communications technology, DataCove software) in a timely manner reduces employee down time therefore increasing employee efficiency and customer service. Having replacement schedules allows County staff to anticipate future needs when developing budgets. 3.2 Reduce and eliminate the inefficient use of financial and other resources without compromising quality of services. Implementing integrated software that will handle the needs of multiple departments involved in the development arena will increase staff efficiency and throughput. Replacing and upgrading endoflife technology equipment will allow the County to continue to focus and put financial resources towards the provision of service instead of the maintenance of outdated equipment. 3.4 Identify, prioritize, and address needs for service improvement. Updating software to provide online access to records and images for citizens, developers, and staff will increase current service levels while also increasing efficiency. Technology Page 66

72 Aerial Photography Project Description and Justification Council Goal & Objective(s): 3.1, 1.1 This project will provide for a biannual update of the County s aerial photography. Current aerial photography is regularly used by residents, visitors, businesses and county staff to identify property during research. High quality aerial photographs allow potential investors, developers, and realtors to view Spartanburg County before they even arrive here, supporting economic growth and development. County Planning staff is able to use the photographs to examine growth patterns which aids in Area Performance Planning. This project supports Council s strategic vision of allocating resources in the public s best interest through its production of useful research information available to the public. Additionally, it supports the strengthening of business recruitment by serving as a research tool for potential companies reviewing the County. Project Management and Status (as of April 1, 2017) This is a new project. An aerial photography flight was completed in January 2016; therefore, funding is planned for FY 2018/19 and FY 2020/21. Project Manager: Director of the Geographic Information Services (GIS) department (currently vacant). Project Expenditures and Funding Sources for Project Number TBD Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements Capital Materials/Equipment Technology Expenditures 130,000 65,000 65, ,000 Other Total Capital Expenditures 130,000 65,000 65, ,000 Revenues General Fund 130,000 65,000 65, ,000 Total Revenues 130,000 65,000 65, ,000 Additional Operating Impact Additional Operating Impact Detail This is a contracted service and therefore no additional operating expenses are anticipated. Technology Page 67

73 Communications Technology Replacement Project Description and Justification Council Goal & Objective(s): 3.1 This project will provide funding for the second year of the Communications/911 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. This project helps Council accomplish its goal of budgeting and allocating resources in the public s best interest. Uninterrupted and seamless communication amongst Communications/911 systems and people is vital to operations. Residents, visitors, businesses and county employees all benefit from a strong 911 system that is available should it be needed. Planned components for FY 2017/18 include: CAD computers and monitors, CAD/internet computers and monitors, administration office computers and monitors, administration and CAD printers, and headsets. Project Management and Status (as of April 1, 2017) A web server, replacement computer, and headsets have been purchased to date. Acquisition of additional planned components will follow later this fiscal year. Project Manager: Mike Flynn of Communications/911 Project Expenditures and Funding Sources for Project Number IT0022 Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements Capital Materials/Equipment Technology Expenditures 153,595 25,960 24,200 27,485 27,109 24,093 24, ,635 Other Total Capital Expenditures 153,595 25,960 24,200 27,485 27,109 24,093 24, ,635 Revenues 911 Phone Fund 153,595 25,960 24,200 27,485 27,109 24,093 24, ,635 Total Revenues 153,595 25,960 24,200 27,485 27,109 24,093 24, ,635 Additional Operating Impact Additional Operating Impact Detail No additional operating impact will be incurred due to this project. Funding for Communications staff to replace the components is already captured in the Communications/911 department operating budget. Technology Page 68

74 Coroner Server Replacement Project Description and Justification Council Goal & Objective(s): 3.1 This project will provide funding for the replacement of the existing Coroner s Office server. Unlike other departments, the Coroner s Office information, due to its medical nature, must be kept separate from other County information in order to be HIPPA compliant. Due to the investigative work done by the Coroner s Office, a high volume of high resolution pictures and associated documents must be stored. As a byproduct of this process, a robust server with adequate storage is required. This project will provide for the purchase of this server and associated storage and software. This project helps Council accomplish its goal of budgeting and allocating resources in the public s best interest. Uninterrupted and seamless data storage for the Coroner s Office is vital to investigative operations. Residents, visitors, businesses and county employees all benefit from a strong Coroner s Office. Project Management and Status (as of April 1, 2017) This is a new project request. Funding is recommended to begin in FY 2018/19. Project Manager: Kim Danner and Kevin White of Information Technologies Project Expenditures and Funding Sources for Project Number TBD Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements Capital Materials/Equipment Technology Expenditures 103, , ,600 Other Total Capital Expenditures 103, , ,600 Revenues General Fund 103, , ,600 Total Revenues 103, , ,600 Additional Operating Impact Additional Operating Impact Detail No additional operating impact will be incurred due to this project. Funding for data communications to facilitate the transfer of information electronically is already budgeted in the Information Technologies operating budget. Technology Page 69

75 County Network Infrastructure Project Description and Justification Council Goal & Objective(s): 3.1 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. FY 2017/18 project components include 10 switches, 9 ASA devices, and 6 wifi devices. The FY 2017/18 depreciation expenditure is expected to be $17,725. Total cost for the purchases in FY 2017/18 is expected to be $70,900. In the table below, the out years requested funding levels represent the new amount of depreciation expense that is expected to be incurred each year. Project Management and Status (as of April 1, 2017) To date, 28 wireless switches, 7 traditional switches, and 2 48 point switches have been purchased. Additionally, the installation of a fiber connection from the Fleet Services Shop to the Environmental Enforcement building has been purchased. Project Manager: Kim Danner and Kevin White of Information Technologies Project Expenditures and Funding Sources for Project Number IT0005 Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements Capital Materials/Equipment 180, ,255 Technology Expenditures 755, ,833 17,725 4,150 4,150 4,150 4,150 34,325 Other Total Capital Expenditures 935, ,088 17,725 4,150 4,150 4,150 4,150 34,325 Revenues General Fund 147, ,000 IT Fund Capital Reserve 111,305 76,980 17,725 4,150 4,150 4,150 4,150 34,325 Capital Lease Proceeds 677, ,108 Total Revenues 935, ,088 17,725 4,150 4,150 4,150 4,150 34,325 Additional Operating Impact Additional Operating Impact Detail Funding for Information Technologies staff to implement this project is already captured in the Information Technologies department operating budget and components purchased during FY 2016/17 that were accompanied by a recurring operational cost have been factored into the Information Technologies FY 2017/18 operating budget. Technology Page 70

76 County Servers and Software Upgrade Project Description and Justification Council Goal & Objective(s): 3.1 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. Planned components for FY 2017/18 include the replacement of a 911 database server and 2 SQL database servers. The budgeted depreciation amount is $30,750 while the total cost of the purchases to be made is expected to be $123,000. In the table below, the out years requested funding levels represent the new amount of depreciation expense that is expected to be incurred each year. Project Management and Status (as of April 1, 2017) To date, planned production storage has been purchased. Project Manager: Kim Danner and Kevin White of Information Technologies Project Expenditures and Funding Sources for Project Number IT0006 Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements Capital Materials/Equipment 232, ,390 Technology Expenditures 1,299, ,650 30,750 99,250 62,500 62,500 62, ,500 Other Total Capital Expenditures 1,531,540 1,214,040 30,750 99,250 62,500 62,500 62, ,500 Revenues General Fund 197, ,000 IT Fund Capital Reserve 365,390 47,890 30,750 99,250 62,500 62,500 62, ,500 Capital Lease Proceeds 969, ,150 Total Revenues 1,531,540 1,214,040 30,750 99,250 62,500 62,500 62, ,500 Additional Operating Impact Additional Operating Impact Detail No additional operating impact will be incurred due to this project. Funding for Information Technologies staff to replace the components is already captured in the Information Technologies department operating budget. Technology Page 71

77 DataCove Software Project Description and Justification Council Goal & Objective(s): 3.1 This project will provide funding for the replacement of the DataCove server and associated software. This existing system has reached the end of its 5 year useful life. The software provides a strong search engine necessary to provide attorneys and administration information for FOIA requests and other matters. Due to its strong research capabilities, hours of staff time researching FOIA requests are saved on each request. This project supports Council s strategic vision by allocating resources in the public s best interest, specifically as relates to our ability to generate information requested under FOIA. Project Management and Status (as of April 1, 2017) This is a new project request. Funding is recommended in FY 2017/18. Project Manager: Kim Danner and Kevin White of Information Technologies Project Expenditures and Funding Sources for Project Number TBD Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements Capital Materials/Equipment Technology Expenditures 14,000 14,000 14,000 Other Total Capital Expenditures 14,000 14,000 14,000 Revenues IT Fund Capital Reserve 14,000 14,000 14,000 Total Revenues 14,000 14,000 14,000 Additional Operating Impact Additional Operating Impact Detail No additional operating impact will be incurred due to this project. The software and equipment carry a $2,100 recurring annual charge which is already budgeted within the Information Technologies department operating budget. Technology Page 72

78 Desktop and Portable Computer Replacement Project Description and Justification Council Goal & Objective(s): 3.1 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 they approach the end of their useful life will enable staff to serve citizens in a timely manner as computer down time will be minimized. Planned departments for FY 2017/18 include Solicitor s Office, Auditor s Office, County Council, Computer Training Room, IT and Voters Registration. The total acquisition cost of equipment is expected to be $306,060, while the budgeted depreciation for FY 2017/18 related to this purchase is $76,515. In the table below, each year shows the amount of new, additional depreciation that is planned as part of this project. Project Management and Status (as of April 1, 2017) This is an ongoing project. FY 2015/16 replacement of computers was delayed until FY 2016/17 due to the rollout of the VoIP telephone system in 2 large buildings. FY 2016/17 computer replacements have not yet been purchased. Project Manager: Kim Danner and Wyatt Shennan of Information Technologies Project Expenditures and Funding Sources for Project Number IT0011 Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements Capital Materials/Equipment Technology Expenditures 3,188,305 2,761,790 76,515 75,000 87,500 87, , ,515 Other Total Capital Expenditures 3,188,305 2,761,790 76,515 75,000 87,500 87, , ,515 Revenues IT Fund Capital Reserve 946, ,000 76,515 75,000 87,500 87, , ,515 Capital Lease Proceeds 2,241,790 2,241,790 Total Revenues 3,188,305 2,761,790 76,515 75,000 87,500 87, , ,515 Additional Operating Impact Additional Operating Impact Detail No additional operating impact will be incurred due to this project. Funding for Information Technologies staff to replace the computers is already captured in the Information Technologies department operating budget. Technology Page 73

79 Document Management & Workflow Collaboration Project Description and Justification Council Goal & Objective(s): 3.4, 3.1 This project will provide resources for the procurement of a document management software package and related hardware components to store, organize, and manage document images from County departments. This project will offer a consolidated program that will allow images to be indexed according to departmental needs and a Countywide standard, as well as allow enhanced capabilities related to information sharing between departments. County employees and residents will benefit from a consolidated system to manage and share documents through more efficient departmental operations. The project will enhance information sharing between departments, identify and eliminate duplication of effort, and maximize costly data storage. Phase 4 is now recommended for funding in FY 2019/20 due to the implementation timeline of the Munis Enterprise Resource Planning system. This phase will include the continued expansion of document management capabilities to Public Works and will add workflow for Planning, Building Codes, and GIS. During FY 2017/18, additional licenses will be purchased to ensure that users will have unobstructed access to the system. Since the majority of the cost is for nonhardware items the project cannot be depreciated and therefore must be cash funded. Project Management and Status (as of April 1, 2017) Phases 1 and 2 of this project have been completed. Due to implementation of the Munis Enterprise Resource Planning (ERP) system, work on phase 3 has not yet begun. Project Manager: Kim Danner, Mark Cash, and Jess Gilliland of Information Technologies Project Expenditures and Funding Sources for Project Number IT0015 Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements Capital Materials/Equipment 38,685 38,685 Technology Expenditures 354, ,212 19, , ,640 Other Total Capital Expenditures 393, ,897 19, , ,640 Revenues Capital Lease Proceeds 24,942 24,942 General Fund 368, ,955 19, , ,640 Total Revenues 393, ,897 19, , ,640 Additional Operating Impact 4,627 28,178 28,178 28,178 89,161 Additional Operating Impact Detail Operational impact includes an annual maintenance cost of $23,551 for the document retention module and Phase IV components. Additionally, licenses that are proposed to be funded in FY 2017/18 will be accompanied by annual maintenance costs of $4,627 beginning in FY 2018/19. Technology Page 74

80 Land Development Software Project Description and Justification Council Goal & Objective(s): 3.4, 3.2, 3.1 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. The ideal software will allow online access to our customers submitting development projects and our citizens who have land use questions. This process would also prove to be beneficial in the development arena, furthering the County s image as business and industry friendly. This project could potentially become a module of our Munis Enterprise Resource Planning system as a mechanism to integrate functions and processes. Project Management and Status (as of April 1, 2017) This is a new project that is still early in the planning phase. Once the project is started, it is estimated it will take approximately oneyear to complete. Project Manager: Bob Harkrader and Joan Holliday of the Planning & Development Department Project Expenditures and Funding Sources for Project Number TBD Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements Capital Materials/Equipment 25,000 25,000 25,000 Technology Expenditures 127, , ,000 Other Total Capital Expenditures 152, , ,000 Revenues General Fund 152, , ,000 Total Revenues 152, , ,000 Additional Operating Impact Additional Operating Impact Detail Annual maintenance on the software is estimated at $15,000; however, this cost should be partially offset by eliminating annual maintenance on the current software as well as reduced paper costs. Technology Page 75

81 Network Scanner Replacement Project Description and Justification Council Goal & Objective(s): 3.1 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. Systematic replacement of the scanners will allow users to avoid down time due to unscheduled maintenance and repair; this in turn will enable staff to better serve the citizens by making documents available digitally in a timely manner. It is estimated that we will need to replace 12 units each year based on our current volume of scanning. We are currently expecting a 4 year lifespan for each unit. This project supports the goals of Council s strategic plan by planning for routine replacement of endoflife equipment in an effort to minimize downtime and improve our ability to serve the public. The anticipated cost to replace the scanners is $27,000. The budgeted amount of depreciation expense for these replacements is $6,750. The amounts shown below represent the amount of new depreciation expense planned to be incurred by the items purchased during that respective year. Project Management and Status (as of April 1, 2017) This is a new project request. Funding is recommended in FY 2017/18. Project Manager: Kim Danner and Wyatt Shennan of Information Technologies Project Expenditures and Funding Sources for Project Number TBD Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements Capital Materials/Equipment 74,500 6,750 11,500 16,250 21,000 19,000 74,500 Technology Expenditures Other Total Capital Expenditures 74,500 6,750 11,500 16,250 21,000 19,000 74,500 Revenues IT Fund Capital Reserve 74,500 6,750 11,500 16,250 21,000 19,000 74,500 Total Revenues 74,500 6,750 11,500 16,250 21,000 19,000 74,500 Additional Operating Impact Additional Operating Impact Detail No additional operating expense is anticipated. All workgroup scanners are currently placed on a service contract after their warranty expires. Technology Page 76

82 Register of Deeds Index Book Scanning Project Description and Justification Council Goal & Objective(s): 3.4 This project provides for the scanning and conversion of 311 deeds, mortgages, and plat 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. Digitizing the books will also maintain their integrity as physical records can deteriorate with continued use. Project Management and Status (as of April 1, 2017) This is a new project request. Funding is recommended in FY 2019/20. Project Manager: Dorothy Earle of the Register of Deeds Office Project Expenditures and Funding Sources for Project Number TBD Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements Capital Materials/Equipment Technology Expenditures 115, , ,000 Other Total Capital Expenditures 115, , ,000 Revenues General Fund 115, , ,000 Total Revenues 115, , ,000 Additional Operating Impact Additional Operating Impact Detail It is anticipated that an outside vendor will be used to convert the images; therefore, no additional operating impact is expected in the out years. Technology Page 77

83 VoIP Project Description and Justification Council Goal & Objective(s): 3.2, 4.2 This project will provide for the conversion of the County s current analog Centrex telephone system to a Voice over Internet Protocol (VoIP) telecommunications system. VoIP systems utilize network data lines to transmit call data as opposed to traditional phone lines. Conversion to VoIP will allow discontinuation of traditional monthly telephone service. Savings from this change will be utilized to pay for the equipment lease cost. The project is expected to offer savings over the useful life of the equipment, though savings will not be realized until all equipment lease costs are satisfied. FY 2017/18 will address those offices that are adjacent to, but not located in the courthouse. The Courthouse was converted to VoIP in a previous year, however the functions that reside in buildings near the Courthouse, such as Pretrial Intervention, were not converted at that time. During FY 2018/19, the Community Services Building and Sheriff s Office will be converted. Citizens and employees alike will benefit from an upgrade of technology through increased customization of phone menu trees and the integration of voic with . Completion of the conversion will allow for discontinuation of our current costly voic system. Project Management and Status (as of April 1, 2017) Conversion of the telephone system at the County Administration and the County Courthouse buildings is complete. During FY 2016/17, conversion of Fleet Services, Environmental Enforcement, and one Roads & Bridges camp has been completed. It is anticipated that conversion of the Detention Facility and 911 Administration will be completed during the remainder of the fiscal year. Project Manager: Kim Danner and Wyatt Shennan of Information Technologies Project Expenditures and Funding Sources for Project Number IT0017 Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements Capital Materials/Equipment 1,136, ,560 9, , ,100 Technology Expenditures Other Total Capital Expenditures 1,136, ,560 9, , ,100 Revenues General Fund 314,660 77,560 9, , ,100 Capital Lease Proceeds 822, ,000 Total Revenues 1,136, ,560 9, , ,100 Additional Operating Impact Additional Operating Impact Detail While savings are anticipated from this project, they will not be realized immediately and will be hard to quantify as they will be found in each individual department s operating budget. Technology Page 78

84 Community Development Capital Budget $1,106,680 Community Development Summary FY FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Total Expenditures by Project Affordable Housing and Housing Rehabilitaion 694, , , , ,000 $ 2,694,640 Community Improvements 412, , , , ,000 $ 1,212,040 Comprehensive Plan & Area Performance Planning 70,000 70,000 $ 140,000 Expenditures Total $ 1,106,680 $ 770,000 $ 770,000 $ 700,000 $ 700,000 $ 4,046,680 Funding Sources General Fund 70,000 70,000 $ 140,000 HOME Program 359, , , , ,000 $ 1,359,640 Community Development Block Grant (CDBG) 747, , , , ,000 $ 2,547,040 Funding Source Total $ 1,106,680 $ 770,000 $ 770,000 $ 700,000 $ 700,000 $ 4,046,680 Community Development Overview Spartanburg County is a thriving and growing region of upstate South Carolina made of up a diverse citizen and business population. Community development projects work to improve and maintain our current communities as well as plan for future growth. For future development purposes the County is divided into five regional areas Southwestern, Northwestern, Northeastern, Center and Southeastern. Goals & Objectives Goal 1: Create Sustainable Economic Development that Benefits the Businesses and Citizens of Spartanburg County 1.2 Establish and implement a land use planning process and policy framework. Continued work on the Comprehensive Plan & Area Performance Planning project will provide the process and policy to achieve this objective. Implementation of this project will aid in accomplishing other goals and objectives as well. 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. Funding of Affordable Housing and Housing Rehabilitation as well as Community Improvements using federal HOME and Community Development Block Grant (CDBG) funds allows for lowtomoderate income communities to receive improvements that would have been otherwise unaffordable to the county. Community Development Page 79

85 Affordable Housing and Housing Rehabilitation Project Description and Justification Council Goal & Objective(s): 3.1 This project consists of providing affordable housing opportunities and owneroccupied housing rehabilitation in Spartanburg County, focusing on targeted areas. All funding for this project is from the Federal Home and CDBG programs. This project will provide for the rehabilitation of approximately 4 to 8 substandard low income owner occupied houses in Spartanburg County annually. Additionally, this project will provide for reconstruction of 2 to 3 homes. Funds will also be used to provide Housing Services such as emergency rehabilitation and education to lowtomoderate (LMI) income households. Owneroccupied housing rehabilitation will include but not be limited to HVAC installation, roofing, flooring, electrical upgrades and addressing code issues for the low to moderate income population who cannot afford to complete the needed repairs without financial support. The availability of affordable housing units will improve the quality of life for the citizens who will purchase and occupy the homes. Providing rehabilitation on existing homes will improve the quality and safety of those structures and create revitalization opportunities in existing neighborhoods. Project Management and Status (as of April 1, 2017) This is an ongoing project. Purchase orders have been issued and work begun on the rehabilitation projects. Project Manager: Kathy Rivers of the Community Development Office Project Expenditures and Funding Sources for Project Number N/A Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements 7,125,026 4,430, , , , , ,000 2,694,640 Capital Materials/Equipment Technology Expenditures Other Total Capital Expenditures 7,125,026 4,430, , , , , ,000 2,694,640 Revenues HOME Program 4,077,240 2,717, , , , , ,000 1,359,640 Community Dev. Block Grant 3,047,786 1,712, , , , , ,000 1,335,000 Total Revenues 7,125,026 4,430, , , , , ,000 2,694,640 Additional Operating Impact Additional Operating Impact Detail No additional operating impact is expected to be incurred due to this project. Staff costs associated with implementing this project are already included in the operating budget of the Community Development department. Community Development Page 80

86 Community Improvements Project Description and Justification Council Goal & Objective(s): 3.1, 3.4 In FY 2014/15, the Target Community Infrastructure Improvements and Target Community Improvements projects were rolled into one project to better align with the goals of the Community Development Department. Planned components of this project typically include, but are not limited to, road paving, public sewer and water improvements, as well as facility improvements to agencies providing services to the LMI population. This project is coordinated with the Roads and Bridges and Storm Water Management departments prior to construction to eliminate duplicative roads/improvements. This project will provide for improved quality of life for residents, increased property values, and updated and efficient infrastructure to serve the citizens of this community. This project is fully funded with federal CDBG funds. Project Management and Status (as of April 1, 2017) This is an ongoing project. Work has begun on the FY 2015/16 portion of the project. Project Manager: Kathy Rivers of the Community Development Office Project Expenditures and Funding Sources for Project Number N/A Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements 5,152,471 3,940, , , , , ,000 1,212,040 Capital Materials/Equipment Technology Expenditures Other Total Capital Expenditures 5,152,471 3,940, , , , , ,000 1,212,040 Revenues HOME Program 150, ,001 Community Dev. Block Grant (C 5,002,470 3,790, , , , , ,000 1,212,040 Total Revenues 5,152,471 3,940, , , , , ,000 1,212,040 Additional Operating Impact Additional Operating Impact Detail No additional operating impact is expected to be incurred due to this project. Staff costs associated with implementing this project are already included in the operating budget of the Community Development department. Community Development Page 81

87 Comprehensive Plan & Area Performance Planning Project Description and Justification Council Goal & Objective(s): 1.2 This project provides for the development of a County Comprehensive Plan and development of Area Performance Planning. During FY 2014/15, County Council voted to proceed with Area Performance Planning in the Southwest Planning Corridor and the scope of this project has been expanded to incorporate development of recommendations for this area and future planning areas. As part of this project, each area will be studied in depth and performance regulations will be developed for consideration and adoption. This plan will be unique to Spartanburg County and will use growth trajectories as the guide and road classifications as the methodology for performance planning. The comprehensive plan component of this project will consist of development of a countywide plan for orderly growth and development of the County. The plan will consist of an inventory and analysis of nine different elements: population, economic development, natural resources, cultural, community facilities, housing, land use, transportation, and priority investment. Project Management and Status (as of April 1, 2017) This is an active project. The draft ordinance for area performance planning, primarily related to the Southwest Corridor, is currently being reviewed by the technical advisory committee. Project Manager: Bob Harkrader and Joan Holliday of the Planning & Development Office Project Expenditures and Funding Sources for Project Number CD0001 Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering 575, ,000 70,000 70, ,000 Land Acquisition/RightofWay Construction/Improvements Capital Materials/Equipment Technology Expenditures Other Total Capital Expenditures 575, ,000 70,000 70, ,000 Revenues Methane Fund 25,000 25,000 General Fund 550, ,000 70,000 70, ,000 Total Revenues 575, ,000 70,000 70, ,000 Additional Operating Impact Additional Operating Impact Detail No additional operating impact is expected to be incurred due to this project. Staff costs associated with implementing this project are already included in the operating budget of the Planning & Development department. Community Development Page 82

88 Vehicle and Capital Equipment Replacement Capital Budget $2,510,657 Vehicle and Capital Equipment Replacement Summary FY FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Total Expenditures by Project Fleet Services Shop Equipment Replacement 2, ,966 1,002 $ 25,610 General Fund Vehicle & Capital Equip Repl 2,179,000 2,545,900 2,511,400 4,097,100 4,346,000 $ 15,679,400 Other Funds Vehicle & Capital Equip Repl 32,005 50,371 43,712 71,131 70,753 $ 267,972 Parks Vehicle & Capital Equip Replacement 196, , , ,910 83,235 $ 828,053 Solid Waste Fund Vehicle & Capital Equip Repl 101, , ,660 1,165,569 1,470,893 $ 3,979,389 Expenditures Total 2,510,657 3,222,646 3,540,528 5,535,712 5,970,881 $ 20,780,424 Funding Sources Capital Lease Proceeds 1,463, ,500 1,339,000 2,718,000 2,935,500 $ 9,378,500 General Fund Vehicle & Capital Reserve 677,007 1,507,120 1,081,500 1,271,604 1,310,870 $ 5,848,101 Facilities Fund Capital Reserve 5,069 5,023 5,957 5,414 $ 21,463 Fleet Services Capital Reserve 10,466 17,836 32,067 7,857 5,853 $ 74,079 Parks Fund 196, , , ,910 83,235 $ 828,053 Stormwater Fund 23,620 28,027 28,588 58,319 59,486 $ 198,040 Solid Waste Fund Vehicle & Capital Reserve 94, , ,122 1,054,840 1,331,158 $ 3,604,047 Sale of Property Vehicles & Capital Equip 45, , , , ,365 $ 828,141 Funding Source Total $ 2,510,657 $ 3,222,646 $ 3,540,528 $ 5,535,712 $ 5,970,881 $ 20,780,424 Vehicle and Capital Equipment Replacement Overview Spartanburg County has just over 1,000 pieces of capital equipment ranging from passenger vehicles to large equipment to trailers for storing and hauling the equipment. The County s investment in its current fleet is approximately $29,000,000. Capital equipment includes items such as backhoes, motorgraders and tractors used in the Roads & Bridges department; rolloff trucks, compactors and excavators used in Solid Waste; and police pursuit and specialized emergency response vehicles in public safety. The County has undertaken a multiyear project to reduce the size of its fleet through a shift of individual department vehicles to a countywide motor pool. This shift will allow the County to replace vehicles in a timelier manner as there will be fewer vehicles to replace. Goals & Objectives 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. Replacing vehicles and capital equipment in a timely manner reduces repair expenditures and provides necessary equipment for county staff to complete their work effectively, efficiently, and safely. Having replacement schedules allows County staff to anticipate future needs when developing budgets. Vehicle and Capital Equipment Replacement Page 83

89 Fleet Services Shop Equipment Replacement Project Description and Justification Council Goal & Objective(s): 3.1 This project provides resources for the replacement of capital equipment necessary to repair countyowned vehicles and equipment. Planned components for FY 2017/18 include: a sand blast machine, twopost lift, and a battery tester. These components are vital to the daytoday operations of the Fleet Services department. Replacing equipment in a timely manner reduces long term repair expenditures and ensures county staff is working safely and efficiently. Beginning in FY 2014/15, equipment replacement for Fleet Services is being depreciated according to set fixed asset useful lives. This process will recognize the expense of the asset as it is used over its life instead of recognizing the full expense when it is purchased, as was previously done. The change will not only improve the quality of the cost accounting information for Fleet Services, but it will also distribute the cost of the equipment to all users of Fleet Services, not just the County s General Fund. As a result of this change, the requested funding levels represent the new amount of depreciation expense that is expected to be incurred each year. The actual purchase price of the equipment in FY 2017/18 is expected to be $11,898. Project Management and Status (as of April 1, 2017) This is an ongoing project. Equipment replacements scheduled for FY 2016/17 are underway. Project Manager: Mike Emory of Administrative Services and Randy Spake of Fleet Services Project Expenditures and Funding Sources for Project Number ER0004 Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements Capital Materials/Equipment 101,893 76,283 2, ,966 1,002 25,610 Technology Expenditures Other Total Capital Expenditures 101,893 76,283 2, ,966 1,002 25,610 Revenues Fleet Services Capital Reserve 101,893 76,283 2, ,966 1,002 25,610 Total Revenues 101,893 76,283 2, ,966 1,002 25,610 Additional Operating Impact Additional Operating Impact Detail As the planned components are replacements of existing equipment all operating costs are already included in the annual operating budget. Vehicle and Capital Equipment Replacement Page 84

90 General Fund Vehicle & Capital Equipment Replacement Project Description and Justification Council Goal & Objective(s): 3.1 The replacement of General Fund vehicles and capital equipment is 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. For FY 2016/17, the General Fund will cash fund replacement of 10 General Fund vehicles at a cost of $287,800 as well as $427,700 in Roads and Bridges equipment and vehicles. Specific components needing to be replaced in Roads and Bridges are being evaluated by the department and Fleet Services. A capital lease of $1,463,500 will be used to fund the Sheriff s Office replacement of approximately 40 vehicles. The County has been working towards cash funding of all vehicles and equipment. As planned below, FY 2017/18 will cash fund all vehicles and equipment except Sheriff s Office vehicles. Project Management and Status (as of April 1, 2017) All Sheriff s Office vehicles and most general fund department vehicles and equipment have been purchased. Project Manager: Randy Spake of Fleet Services and Kelly Newman of Budget Management Project Expenditures and Funding Sources for Project Number ER0001 Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements Capital Materials/Equipment 34,386,409 18,707,009 2,179,000 2,545,900 2,511,400 4,097,100 4,346,000 15,679,400 Technology Expenditures Other Total Capital Expenditures 34,386,409 18,707,009 2,179,000 2,545,900 2,511,400 4,097,100 4,346,000 15,679,400 Revenues Capital Lease Proceeds 23,965,218 14,586,718 1,463, ,500 1,339,000 2,718,000 2,935,500 9,378,500 General Fund Veh & Cap Res. 8,961,692 3,113, ,007 1,507,120 1,081,500 1,271,604 1,310,870 5,848,101 Sale of Property Veh & Cap 1,259, ,700 38, ,280 90, ,496 99, ,799 Sheriff's Office Conf. Assets 200, ,000 Total Revenues 34,386,409 18,707,009 2,179,000 2,545,900 2,511,400 4,097,100 4,346,000 15,679,400 Additional Operating Impact Additional Operating Impact Detail As the planned vehicles and equipment are replacements of existing equipment, all operating costs (maintenance, repair, and fuel) are already included in department s annual operating budget. Vehicle and Capital Equipment Replacement Page 85

91 Other Funds Vehicle & Capital Equipment Replacement Project Description and Justification Council Goal & Objective(s): 3.1 This project is for the replacement of vehicles and capital equipment in funds other than those identified as individual projects. Scheduled replacements in FY 2017/18 include a tire truck in Fleet Services and1 truck in Storm Water. Vehicles and equipment are replaced based on an annual replacement schedule. Replacing vehicles and capital equipment in a timely manner reduces repair expenditures and provides necessary equipment for county staff to complete their work effectively, efficiently, and safely. Beginning in FY 2015/16 vehicle and equipment replacements for Fleet Services, Motor Pool, and Facilities Maintenance are being depreciated according to set fixed asset useful lives. This process recognizes the expense of the asset as it is used over its life instead of recognizing the full expense when it is purchased as was previously done. This change not only improves the quality of the cost accounting information for the Fleet Services and Facilities Maintenance funds but it also distributes the cost of the equipment to all users of their services, not just the county s General Fund. As a result of this change, the requested funding levels represent the new amount of depreciation expense that is expected each year. For The Storm Water and The Forrester Center funds, the vehicles will not be depreciated due to the fund structure and different accounting rules. Project Management and Status (as of April 1, 2017) Purchase of planned replacements for FY 2016/17 are in process. Most planned motor pool vehicles have been purchased and received. Replacements for the Fleet Services rollback and several other vehicles have not yet been ordered. Project Manager: Randy Spake of Fleet Services and Kelly Newman of Budget Management Project Expenditures and Funding Sources for Project Number ER0003 Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements Capital Materials/Equipment 526, ,764 32,005 50,371 43,712 71,131 70, ,972 Technology Expenditures Other Total Capital Expenditures 526, ,764 32,005 50,371 43,712 71,131 70, ,972 Revenues Facilities Fund Capital Reserve 46,809 25,346 5,069 5,023 5,957 5,414 21,463 Fleet Services Capital Reserve 148,401 99,932 8,385 17,275 10,101 6,855 5,853 48,469 Forrester Center Capital Reserve 26,380 26,380 Stormwater Fund 292,676 94,636 23,620 28,027 28,588 58,319 59, ,040 State C Funds 12,500 12,500 Total Revenues 526, ,794 32,005 50,371 43,712 71,131 70, ,972 Additional Operating Impact Additional Operating Impact Detail As the planned vehicles and equipment are replacements of existing equipment, all operating costs (maintenance, repair, and fuel) are already included in the department s operating budget. Vehicle and Capital Equipment Replacement Page 86

92 Parks Vehicle & Capital Equipment Replacement Project Description and Justification Council Goal & Objective(s): 3.1 This project provides for the replacement of Park vehicles and capital equipment based on an annual replacement schedule. Additionally, this project provides resources for the acquisition of new equipment, as needed. For FY 2017/18, it is anticipated that 2 mowers, 2 trucks, 4 groomers, and a small bus/passenger van will be purchased. This plan allows the Parks Department to maintain expanding, new, upgraded, and older parks in a manner that exceeds the local and visiting public s needs. This plan promotes public safety and park functionality. Project Management and Status (as of April 1, 2017) This is an active project. Nearly all of the planned replacements/acquisitions for FY 2016/17 have been ordered and received. Project Manager: Kevin Steins and Sean Veilleux of Spartanburg County Parks Project Expenditures and Funding Sources for Project Number ER0005 Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements Capital Materials/Equipment 1,278, , , , , ,910 83, ,053 Technology Expenditures Other 100, ,000 Total Capital Expenditures 1,378, , , , , ,910 83, ,053 Revenues Parks Fund 1,378, , , , , ,910 83, ,053 Total Revenues 1,378, , , , , ,910 83, ,053 Additional Operating Impact Additional Operating Impact Detail As the planned vehicles and equipment are mostly replacements of existing equipment, all operating costs (maintenance, repair, and fuel) are already included in the Parks & Recreation department s operating budget. Vehicle and Capital Equipment Replacement Page 87

93 Solid Waste Vehicle & Capital Equipment Replacement Project Description and Justification Council Goal & Objective(s): 3.1 The replacement of Solid Waste vehicles and capital equipment are based on an annual replacement schedule. All solid waste fund vehicle and capital equipment replacements scheduled for FY 2017/18 are outlined in the appendix of this document. For FY 2017/18, only 3 trucks are anticipated to be replaced. Replacing vehicles and capital equipment in a timely manner reduces repair expenditures and provides necessary equipment for county staff to complete their work effectively, efficiently, and safely. Project Management and Status (as of April 1, 2017) This is an active project. The rebuild of 1 Caterpillar D7 dozer has been bid, awarded, and will commence soon. All replacements for the collections division have been ordered. One air compressor has been ordered and received. Planned replacements for 2 trucks, a Caterpillar D5 dozer, and a compactor have not yet been purchased. Project Manager: Kevin Farmer of the Solid Waste Department Project Expenditures and Funding Sources for Project Number ER0002 Total Committed FY Project Cost Funding FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals Expenditures Planning/Design/Engineering Land Acquisition/RightofWay Construction/Improvements Capital Materials/Equipment 11,332,115 7,352, , , ,660 1,165,569 1,470,893 3,979,389 Technology Expenditures Other Total Capital Expenditures 11,332,115 7,352, , , ,660 1,165,569 1,470,893 3,979,389 Revenues Solid Waste Veh & Cap Res. 10,691,791 7,087,744 94, , ,122 1,054,840 1,331,158 3,604,047 Sale of Property Veh & Cap 640, ,982 6,919 41,421 76, , , ,342 Total Revenues 11,332,115 7,352, , , ,660 1,165,569 1,470,893 3,979,389 Additional Operating Impact Additional Operating Impact Detail As the planned vehicles and equipment are all replacements of existing equipment, all operating costs (maintenance, repair, and fuel) are already included in the Solid Waste Fund s operating budget. Vehicle and Capital Equipment Replacement Page 88

94 Parks and Recreation Capital Budget $725,000 Parks and Recreation Summary FY 2017/18 FY 2018/19 Parks and Recreation Overview The Spartanburg County Parks Department manages, operates, and maintains 16 community parks, one community event complex, four multigenerational community centers, one outdoor recreation center and five large parks which has youth sports tournaments that produce economic impact for the community. The Parks Department also partners with school districts to provide afterschool recreation programs in nine school facilities. The department is nearing completion of a multiyear plan to improve existing and build new parks. The Department also maintains more than five miles of inpark fitness trails and works closely with community partners to develop new trails and blue ways. Goals & Objectives FY 2019/20 FY 2020/21 FY 2021/22 FY Total Expenditures by Project Bicycle & Pedestrian Infrastructure 125, , , , ,000 $ 625,000 Community Park Improvements 350, , ,000 $ 1,050,000 Parks HVAC Replacement 75,000 75,000 25,000 25,000 25,000 $ 225,000 Parks Parking Lot Improvements 75, ,000 55, ,000 45,000 $ 400,000 Playground Improvements 100,000 90,000 75,000 90, ,000 $ 480,000 Expenditures Total $ 725,000 $ 765,000 $ 630,000 $ 340,000 $ 320,000 $ 2,780,000 Funding Sources Hospitality Tax 240, , , , ,000 $ 1,003,000 Parks Fund 485, , , ,000 70,000 $ 1,777,000 Funding Source Total $ 725,000 $ 765,000 $ 630,000 $ 340,000 $ 320,000 $ 2,780,000 Goal 1: Create Sustainable Economic Development that Benefits the Businesses and Citizens of Spartanburg County 1.5 Develop an effective and efficient infrastructure plan. Community Park Improvements 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. Parks and Recreation Page 89

95 Goal 2: Capitalize on Natural Resources and Tourism Opportunities 2.2 Collaborate with partners to implement strategic steps to take advantage of natural resource assets as a key component of tourism related activities. The Bicycle & Pedestrian Infrastructure project provides resources to expand the trails network and promotion of the network, thus increasing accessibility to the natural resources of the County and expanding ecotourism offerings. A key component of the project is a partnership with Partners for Active Living whereby they will administer the program and leverage other public and private funds. 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. Establishing plans for the systematic replacement of HVAC units at facilities ensures that facility downtime and service interruptions are minimized while allowing for prudent financial planning. Utilization of pavement preservation methods to extend the useful lives of parking lots will minimize the longterm cost of ownership of parking lots. Allocating funding for replacement and installation of playground units ensures that park facilities are maintained in good shape and increase the usefulness of parks. Parks and Recreation Page 90