2026 Spartanburg County Council Chair Election

*CANDIDATES' VIEWS IN THE Q&AS LINKED BELOW DO NOT REFLECT THE VIEWS OF ONESPARTANBURG, INC. CANDIDATE RESPONSES ARE THE CANDIDATES' OWN WORDS, HAVING COME FROM EMAILED RESPONSES.*

This page has been updated to reflect the candidates who will be on the runoff ballot on June 23.

 

REPUBLICAN CANDIDATES

WILLIAM CRAWFORD

Website:  www.crawfordforchairman.com 

The Office You're Seeking:  Spartanburg County Chairman

Tell us about yourself, your involvement in our community, and what you are for.

• I’m a husband, a father of two, and a small business owner right here in Spartanburg County. Boiling Springs is home and like so many families, we’re deeply invested in this community, not just for today, but for the future we’re building for our children. I’m running to bring a business-minded, service-focused approach to county government and to make sure it works better for the people it serves. Professionally, I spent my early career in the corporate world and now own a business, which means I understand firsthand what it takes to meet a payroll, manage a budget, and make responsible decisions when others are depending on you. That perspective shapes how I view the government because at the end of the day, it’s your money, and it should be handled with the same care and discipline. My involvement in the community has always been about service. I’ve had the opportunity to serve on several non-profit boards, most notably, as Chairman of the Upstate Family Resource Center, and President of the South Carolina Self Storage Association. I’m also active at Northbrook Baptist, where I served as a deacon and trustee. Those experiences have reinforced my belief that the best solutions come when people work together and stay focused on serving others. I’m for responsible growth, making sure we plan for infrastructure, roads, water, and emergency services before growth happens, not after. I’m for strong partnerships, working with our municipalities, special purpose districts, and state leaders so that we’re not operating in silos, but moving forward together. I’m for fiscal responsibility, keeping taxes low, prioritizing core services, and making sure every dollar spent delivers real value to the people of this county. And I’m for preserving what makes Spartanburg County special, protecting our quality of life, our sense of community, and ensuring that as we grow, we still recognize the place we call home.

South Carolina’s Constitution sets a 10.5% property tax assessment on manufacturing property—well above the 4%–6% typical in competing Southeastern states. As a result, when companies meet qualifying investment and job criteria, tools like Fee in Lieu of Tax (FILOT) agreements are used to remain competitive and attract jobs and investment. FILOTs have been essential to attracting and retaining companies that have produced most of our community’s jobs. Do you support the use of FILOT agreements to offset this structural disadvantage? If yes, what specific criteria would you require to approve a FILOT? If not, what tools would you use to compete with lower-cost states and win jobs for the people of Spartanburg County? 

• I support the responsible use of tools available to the county to secure a vibrant future for the residents. The reality is, South Carolina starts at a disadvantage. When our Constitution sets certain assessments at 10.5%, while neighboring states are often in the 4%–6% range, we either compete with the tools available to us, or we lose jobs and investment to other states. In addition to jobs, the commercial tax base reduces the burden on the residential property tax owners. That said, support does not mean a blank check. If we are going to offer incentives, it needs to be earned and it needs to deliver real value to the people of this county. I would look for a few key criteria: First, transparency. The public deserves to understand what is being offered and what they’re getting in return. Second, a strong return on investment. Clear capital investment and if job creation is a factor, those jobs must pay enough to support families. Third, accountability. Retain claw back provisions if job or investment commitments are not met. Expand the oversight process to ensure companies are meeting the required levels of investment on schedule. Fourth, community fit, a “good neighbor” approach. Projects should respect surrounding areas and contribute positively to the long-term character of our county. And finally, infrastructure alignment. Making sure we’re not putting existing taxpayers on the hook for roads, water, or services. Growth should follow a model where infrastructure keeps pace with development. Walking away from any available tool the county can utilize to secure our future would mean walking away from opportunity. I would only support FILOTs when key criteria are met and clearly in the best interest of the people of Spartanburg County.

Spartanburg County voters approved a six-year, 1% penny sales tax in 2017 to replace outdated and inefficient facilities. Voters continued the measure another six years in 2023 to fund 577 road projects. Both measures delivered major projects with no debt, no interest, no property tax increases, and over 30% of revenue was and will be derived from visitors. Together, these measures reflect strong voter support for investing in growth infrastructure—differentiating Spartanburg from neighboring counties who have been unable to pass similar initiatives. Did you support the 2017 and 2023 referendums? If yes, why? If not, what specific alternative funding mechanism would you have used to deliver the same scale of projects without raising property taxes or taking on debt—and would it generate comparable visitor-funded revenue? 

• I supported the penny sales tax referendums, and I believe they represent one of the best examples of disciplined, voter-driven infrastructure investment we’ve seen in Spartanburg County. I’m not aware of a different option that delivers the same combination of scale, transparency, and shared burden with visitors. These measures work because they are transparent, time-limited, and result-focused. Voters knew exactly what they were getting: modern public facilities and hundreds of road projects delivered without taking on debt and without increasing property taxes. From a business perspective, it’s a pay-as-you-go model and that’s the right approach. You avoid long-term liabilities, you maintain flexibility, and you ensure accountability because the measure has to be re-earned from voters. That said, support doesn’t mean we stop challenging wasteful spending and continually ask for more money. Past county leadership should have recognized the need for planning for obsolescence of infrastructure and buildings. While we have the 1% sales tax, we must continue to cut government waste and focus taxpayer dollars in a way that delivers core government functions to the people.

Given rising costs across the board, current residents and newcomers are finding it more difficult to afford housing. People want to live close to their place of employment, and companies want to locate in areas where housing is financially obtainable for their employees. What steps would you take to ensure housing is obtainable for current residents and newcomers? 

• We need to be honest; any time the government gets involved in the free market, there are consequences. This is about balance, making sure Spartanburg County remains a place where people can live, work, and raise a family, while still protecting the character and quality of life that make people want to be here in the first place. Housing affordability is one of the most important issues we’re facing, and it’s directly tied to how we manage growth. If we don’t get this right, we risk pricing out our children who grew up here. Not every part of the county should look the same, but we do need options so everyone can find a place they can afford. I support a “good neighbor” approach to development. This means thoughtful land-use decisions that respect existing communities while still allowing for responsible growth. When done right, growth doesn’t have to be disruptive, it can strengthen a community. We must address our aging ordinances and examine the permitting process. We can demand a quality housing product and neighborhoods that complement their surroundings. The county should deliver clear community standards that reduce uncertainty in the building process. Time is money in development and construction. Unclear regulations and red tape drive up costs that ultimately get passed on to homebuyers and renters. This process also requires that we work in partnership with municipalities, utilities, and the state to expand infrastructure in a strategic way that opens up more areas for attainable housing without overburdening taxpayers.

Limiting economic development moves more of the tax burden to residents while also reducing job opportunities and the potential for higher wages. At the same time, economic growth must be managed with a focus on quality over quantity – a strategy that has seen some success with recent life science announcements, small business growth, and record per capita income. Would you work to continue high-quality job creation over low-impact growth? If not, how would you prevent increased tax burdens and declining opportunity for residents?

• I believe we should continue targeting industries like advanced manufacturing and other sectors that offer strong wages and long-term stability. At the same time, we can’t overlook small businesses as they are the backbone of our local economy and often the source of sustainable, organic growth. I’m for the kind of growth that raises incomes, strengthens our community, and ensures Spartanburg County remains a place where opportunity continues to expand for the people who call it home. If we simply chase volume (any project, any job) we risk straining infrastructure, driving up housing costs, and shifting the tax burden back onto residents. However, when we focus on quality jobs that pay well, companies that invest in our community, and industries that fit our long-term vision, we strengthen our tax base while improving opportunity for our citizens. Every major project should be evaluated on return on investment, wages, capital investment, and long-term economic impact. Tools like workforce development partnerships and infrastructure investment are all part of making sure Spartanburg County continues to win projects against other areas. If we abandon a quality-first approach, the alternative is lower wages, higher costs, and more pressure on residents to make up the difference. That’s not a path I’m willing to take.

OneSpartanburg Vision Plan 2.0 data indicated small business growth and creation below the national average. One goal of the Spartanburg County Vision Plan is to “strengthen the small and local business impact on the economy.” In 2023, the County and OneSpartanburg, Inc. partnered to create Power Up Spartanburg – a new initiative designed to make Spartanburg the best place in America to start or grow a small business. Since inception, the initiative has engaged 2,672 small businesses leading to measurable small business growth across the county. Would you support the continuation of Power Up Spartanburg? If so, why? If not, what specific plan would you implement to strengthen and grow small businesses across Spartanburg County? 

• If we’re serious about building a strong, resilient local economy, we can’t just focus on recruiting large employers, we have to grow our own. Power Up Spartanburg is a step in that direction, and I support continuing it with a focus on results, accountability, and real impact for the people it’s designed to serve. I say that not just as a candidate, but as a small business owner and someone who has volunteered as a mentor in the program. There are private companies and individuals throughout our county willing to volunteer their time and invest back into our business community. We need to continue to foster that ecosystem. Small businesses are the backbone of our local economy. I live that every day; meeting payroll, managing costs, and understanding how decisions made at the county level can either help or hinder growth. Through volunteering with Power Up Spartanburg, I’ve seen firsthand the impact it can have when entrepreneurs have the right tools, mentorship, and support. The program should stay focused on outcomes: new business starts, expansions, job creation, and long-term survival rates. We must continue to ensure access across the entire county by making sure rural areas, startups, and existing small businesses all have a real opportunity to participate. My hope is the program continues to connect this effort with workforce development and mentorship, so businesses not only start, but succeed and grow. I also want to see the continuation of connecting small businesses and larger industries by helping local companies plug into supply chains and benefit from the growth happening here. On council, I will continue to look for ways to reduce barriers to opening and growing a small business. As a business owner, I know time and uncertainty cost money.

With the loss of public tournaments at the Upward Sports facility and its $15M annual impact, would you support investing in a new sports tourism facility (that would be available for residents’ use) if most of the funding is generated by visitors? If not, what is your alternative plan to replace this economic impact?

• I would support exploring options for a new sports tourism facility, provided it is done in a way that clearly benefits the people of Spartanburg County. This shouldn’t be a facility that sits empty between tournaments. It should be something local families, schools, and recreation leagues can use year-round. The funding model matters. If the funding is generated by visitors through mechanisms like hospitality or accommodations taxes, then we’re exporting the cost and not placing it on the residents. That’s a strong starting point. Before moving forward, I would want to see realistic projections on usage, economic impact, and long-term operating costs, not just construction. It has to fit into a broader strategy. Sports tourism can be a powerful economic driver, but it should complement, not replace, our focus on high-quality job creation, small business growth, and long-term economic development. Location and infrastructure are also critical points of discussion. Does the project lend itself to a tourism district? It needs to be in a place where roads, traffic flow, and utilities can support it without creating new burdens for surrounding communities. I would be interested in exploring a model that allows an entity other than the county to be the primary owner. While sports facilities contribute to the quality of life we need to have within the county, the county needs to ensure they fund core government functions before money is spent on a facility that needs perpetual care. Just like any major investment, this has to be disciplined and driven by results and there must be accountability if those projections aren’t met. I’m open to learning more but will only support it if it’s visitor-funded, community-focused, and backed by a clear, accountable plan that delivers real value to Spartanburg County residents.

 

MIKE STACY

Candidate did not respond.

 

 

DEMOCRATIC CANDIDATES

LEKESA WHITNER