Annual Report 2006

Annual Report

Contents

Executive Summary

Section 1:

Ten Year Plan detailing future needs for Planning,

Construction, Maintenance and Operations of the

Highway System.

Section 2:

Coordination of State and Federal Programs for Mass

Transportation.

ExECutivE Summary

The South Carolina Department of Transportation is

nationally recognized for its accomplishments over the

past decade - doing more with less, stretching available

highway dollars to the limit, preserving South Carolina’s

highway investment as best it can.

SCDOT has maintained a level of excellence under

the most difficult of circumstances. It is the lowest

funded DOT in the nation, with the fifth largest state

maintained highway system -- 42,000 miles of roads and

bridges.

SCDOT points with pride to remarkable successes

through partnerships, innovative financing, and careful

management of resources. But these successes have

been accomplished in the face of ever-increasing traffic

congestion, escalating prices in virtually every category,

and fuel tax revenues have never been enough to keep

pace with the state’s needs. The funding crisis the

agency has warned about for years is here today.

SCDOT is dealing with high inflation of all

construction materials, stagnant revenues, and less

federal funding than anticipated.

Just to maintain South Carolina’s roads and bridges

as they are today, the state must incrementally increase

funding over the next 10 years until the level of $1.5

billion per year is reached -a billion dollars more than

current funding.

Over the long haul, the state needs to explore every

possibility for reducing the number of miles of roads

and bridges under state control, and must do a better

job of maintaining the rest. The state’s 25,000 miles

of two-lane secondary roads are currently on a 75-year

resurfacing cycle, which must be reduced to a 15-year

cycle in the interest of public safety and improved

mobility. The 27,000 miles of primary roads need to be

on a 12-year resurfacing cycle.

South Carolina’s 8,300 state-owned bridges also

need attention. Twenty-two percent of the state’s bridges

are rated either functionally obsolete or structurally

deficient, and should be replaced, but SCDOT can’t

put a dent in that percentage until more funds become

available.

The state must also find more funding for ordinary

and preventive maintenance on all its roads and bridges.

to grow. SCDOT has done its best to keep up with the

need with the nation’s fewest number of employees per

mile, but limited manpower and lack of resources are

taking a toll.

And it’s more than just building roads. A bright future

for transportation in the state will require modernization

of strategic corridors by implementing a more Intelligent

Transportation System, providing transit alternatives such

as Park & Ride facilities and HOV lanes, and focusing on

a statewide multimodal plan.

The challenge before the state is to move from

awareness to action. South Carolinians must let

the public and the Legislature know the economic

consequences of not taking immediate action. We have,

in fact, a transportation crisis in South Carolina. The

time to take action is now.

tHE rECOrD

The South Carolina Department of Transportation

ranks 2nd in the nation in cost-effectiveness, according to

a 2006 independent report by the Reason Foundation.

South Carolina ranked at the bottom of the 50

states in amount of total highway funds (state + federal)

received per-mile of state owned roads. South Carolina

has not adjusted its state motor fuel fee since 1987.

In 2004, receipts per mile of responsibility averaged

$111,854 nationally, and ranged from a low of $27,017 per

mile for South Carolina to a high of $1.2 million for New

Jersey, according to the report. SCDOT has the

third-lowest administrative costs per state controlled mile in

the nation.

Unfortunately, the study ranked South Carolina 46th

out of the 50 states for having the most fatalities per

vehicle miles. Only four states had a higher number of

fatalities per vehicle miles.

SCDOT’s bold accelerated construction project

begun in 1998, has enabled the agency to move 27

years worth of road project forward within a 7 year

time frame. The program combined with the State

Infrastructure Bank projects approved during the same

period, was a $5.3 billion program spread over 200

projects -- $3.8 billion managed by SCDOT, and $1.5

billion managed through two Construction Resource

Manager (CRM) firms contracted by the agency.

roads today, and in the process, SCDOT has saved lives

and money, created jobs and added immensely to the

economic growth of the state.

maJOr PrOJECtS

The South Carolina Department of Transportation

in the past several years has taken on a number of major

projects, demonstrating overall excellence. Among

these are:

The Arthur Ravenel Jr. Bridge:

Replacing the aging

and functionally obsolete bridges crossing the Cooper

River between Charleston and Mount Pleasant was a

monumental task that had been needed for years. But

the construction of the new $632 million bridge would

not have been possible without partnerships to design

and build the new bridge and especially the innovative

partnerships to fund the project. The new design-build

bridge is the largest single transportation infrastructure

project completed by the SCDOT. The cable-stay

bridge has a main span of 1,546 feet, and is the longest

cable-stay span in North America. It opened on budget

and ahead of schedule.

Gervais Street Bridge:

Wiring for Lighting the

historic Gervais Street Bridge in Columbia had

deteriorated beyond repair and the amber lights,

which had been the gateway into the city for more

than 70 years, had been out for a long time. After a

complicated rehabilitation of the bridge wiring, local

residents organized a celebration at the base of the

bridge, included a large fireworks display. South Carolina

Department of Transportation Chief Photographer

Rob Thompson won a national first place award from

the American Association of State Highway and

Transportation Officials for his photograph of the

fireworks celebration at the bridge.

Lake Murray Dam:

In Lexington County, the State

Infrastructure Bank helped fund a $115 million project

to widen SC Highway 6/60 at the Lake Murray Dam,

a key access road between the towns of Irmo and

Lexington. SCDOT built two new northbound lanes

across the dam. Traffic is using the new lanes while the

widening project is completed on the southbound lanes

on top of the dam. The work is scheduled for completion

in 2007.

Brockman-McClimon Road Interchange:

In

July, two months before the scheduled completion

date, SCDOT opened the Brockman-McClimon Road

Interchange for the Greenville-Spartanburg International

Airport, The project, a public/private partnership,

involved widening and relocating portions of the road

to east congestion and access to areas around I-85. A

continuous auxiliary lane was built on I-85 to connect the

two interchanges.

to the Greenville-Spartanburg International Airport.

The urban diamond design is being used extensively

in the construction of freeways in large metropolitan

areas. It requires less right-of-way and the ability to have

concurrent left turns for greater capacity. The state’s

second urban diamond configuration project improved

traffic flow at the U.S. 378 and I-26 interchange in

Lexington County.

Ashley Phosphate Road Widening

Project:

SCDOT made extensive use of incentive/

disincentive pay and a “no-excuses” clause on its $50.6

million Ashley-Phosphate Road Widening project in the

Charleston area. The project was aimed at relieving

significant congestion and related safety problems. The

first part was to widen approximately 4 mi. of

Ashley-Phosphate from Dorchester Road to Rivers Avenue. The

second was building the major interchange with I-26.

US 17 Mt. Pleasant:

When completed, I-526 on and

off-ramps will both be widened to 5 lanes and 3 lanes

respectively, and US 17 will be widened to 6 lanes from

the I-526 ramps to the Isle of Palms Connector, and the

IOP Connector itself will have turning lanes added in

order to maintain one lane of through traffic to the Isle of

Palms.

Clemson Road Project:

The Clemson Road project

is the final phase in the construction of a high-capacity

primary artery in northeastern Richland County. This

will extend from the current end of the four-lane portion

of Clemson Road, near Killian Elementary School,

to connect with Killian Road near the Interstate 77

interchange.

I-73 Preferred

Route:

I-73

Preferred Route:

On May 30, SCDOT

announced a major

milestone in the

development of

Interstate 73 -- the

preferred alternative

route for the

southern portion

of the highway and

the signing of the

draft Environmental

Impact Statement.

Project Manager

Mitchell Metts

said the preferred

alternative - chosen from eight out of an original 141

possible routes - has the least impact to wetlands; the

fewest farms impacted; the lowest cost; and the least

impact to cultural resources. I-73 will will be a

high-speed, divided and fully-controlled access Interstate

facility. A Request for Proposals (RFP) was published

by SCDOT in 2006. The agency is seeking proposals

to include the financing, design, right-of-way-services &

acquisition, construction, operation and maintenance

of the alternative route selected for I-73. SCDOT is

seeking proposals that provide the public the best value,

considering cost to the state, product and time for

completion.

CuStOmEr SErviCE

Serving our customers well is how we earn Public

Trust. Whether internally or externally, customer

service is the cornerstone of our success. The SCDOT

has approximately 5000 employees all across South

Carolina who are committed to providing the best

customer service within the resources which are

available. We are pleased to serve individual citizens in

solving problems and concerns with our state highway

system

Maintenance 60-day Response

Guarantee:

SCDOT Maintenance Offices have an

objective of completing work on 95% of all requests

and complaints pertaining to roads and bridges within

60 days. All safety related complaints are acted upon

immediately. Through October of 2006, 98.2 percent of

all work requests during the year were completed within

60 days.

ITS Development:

SCDOT has developed and

deployed an Intelligent Transportation System

(ITS). These systems include the latest transportation

technologies, such as traffic cameras, highway advisory

radios, changeable message signs, local Traffic

Operations Centers and a central Traffic Management

Central.

There are now 250 cameras in operation. Public

television stations, WIS in Columbia, WSPA in

Spartanburg, WYYF in Greenville, and WCSC in

Charleston use live feed from the traffic cameras in

their locale. These stations are also linked to SCDOT‘s

web site. SCDOT also provides live feed to the South

Carolina Emergency Management Office and to the

Department of Public Safety.

SCDOT uses 300 side-fire microwave speed

detectors, 141 automatic traffic recorders, nearly 125

changeable message signs and two-dozen highway

advisory radios for managing daily traffic operations as

well as coastal evacuations.

DBE, Special Programs:

SCDOT is one of twelve

states selected to participate in a national pilot project

that will focus on opportunities for women and

minority-owned businesses. The concept is to engage in new

partnerships and provide a comprehensive, one-stop

resource for workforce development and technical

assistance programs for South Carolina’s multicultural

underutilized DBE communities. The programs offered

under these initiatives are designed to help increase the

participation by certified business firms in the SCDOT’s

pre-construction and construction areas. A few of the

programs planned for implementation includes a

Business Development Academy and Entrepreneurial

Development Institute (EDI). The DBE firms who are a

part of the Academy will be given the tools to strengthen

their capability and capacity for the transportation

contracting industry. EDI is a unique and innovative

training program designed to provide hands-on, practical

training geared toward realistic situations. A site visit is

incorporated to build the skill level of business owners

and key business topics are covered at an advanced level

to provide specific job relevant training.

Speakers Bureau:

Educating the public about

the department is the goal of the speakers bureau.

Employees are trained to deliver accurate and consistent

messages about SCDOT’s mission. They are available to

groups across South Carolina.

Customer Service Survey:

SCDOT conducts

surveys of the public to establish benchmarks and

improve customers’ understanding of the agency’s

mission and functions and to determine how the

level of public satisfaction. Surveys are conducted for

maintenance operations, traffic engineering/incident

responder program, communications and web

Mass Transit Initiatives:

SCDOT, through its

Mass Transit Division, manages a range of programs

including metropolitan planning, Capital Assistance

grants, elderly and disabled transit services, rural

transit services, statewide planning and research, the

Rural Transportation Assistance Program and the

State Mass Transit Funds (SMTF). The Mass Transit

Division distributes state and federal funds for public

sponsored Smartride is a commuter express bus service

in the Columbia metropolitan area.

WOrKiNG BEttEr

a. Through resource management.

•

Equipment & repair software. The Department

has a goal of having a statewide equipment

utilization rate of 85 percent, with no district

having a utilization rate of less than 75 percent.

•

. Centralized pick-up & disposal of signs & surplus

(Leave some space for a sentence or two here)

b. Through Financial Management.:

SCDOT has

partnered with FHWA to continue effectively managing

construction contracts and to improve the Financial

Management Strategic Planning System. using FMSP

and other software applications, SCDOT can maximize

available resources by enhancing its capability to forecast

construction payouts.

c. Through Employee Development:

SCDOT

University: SCDOT provides training that meets the

needs of its employees by using a systematic approach

for all organizational learning that is linked to the agency

mission and strategic plan. Following the model of the

corporate university. Leadership and employee core

courses are designed to focus on critical skills necessary

for ensuring excellence in workforce development.

a. Safe Routes to Schools:

The South Carolina Safe

Routes to School (SRTS) Program is a federally-funded

program designed to enable and encourage children,

including those with disabilities, to walk and bicycle to

school through infrastructure improvements, education,

enforcement, and encouragement programs.

Safe Routes to School was addressed by our State

Legislature in 2001 with the enactment of legislation

that promotes walking or bicycling to school safely. In

this legislation, lawmakers encouraged school districts to

establish a Safe Routes to School District Coordinating

Committee. The legislation also designates the first

Wednesday of October as “Walk or Bicycle with Your

Child to School Day.” In 2003, The South Carolina

Department of Transportation Commission passed

a resolution affirming that “bicycling and walking

accommodations should be a routine part of the

department’s planning, design, construction and

operating activates, and will be included in the everyday

operations of our transportation system.” The document

further resolves that “counties and municipalities are

required to make bicycle and pedestrian improvements

an integral part of their transportation planning and

programming where State and Federal Highway funding

is utilized.”

In 2005, Congress created Safe Routes to School

and allocated funding through SAFETEA-LU. In July, 2006

a full-time coordinator was hired by SCDOT to manage

the program, and the Safe Routes to School Program

Office was established. The Office has since assembled

a professional steering committee, developed a

marketing plan, produced and aired three public service

announcements to educate the public, successfully

sponsored the Annual Walk to School Day event on

Wednesday, October 4, 2006, collected data regarding

safety and transportation needs of schools, and began

establishing the criteria for disbursement of funds to

South Carolina’s schools and communities.

b. Emergency Situations:

SCDOT personnel

respond to numerous emergency situations each year.

These responses are critical for the protection of the

traveling public. Examples of these emergency situations

include but are not limited to:

• Isolated events such as signs down or providing

traffic control, i.e a collision scene

• Localized events like providing traffic control

for securing a perimeter for safety purposes,

i.e. hazardous chemical leak, fires (Graniteville

Train Crash or Great Falls Mill Fire)

• Regional events such as working to protect/

repair roadways during and after flooding events

that affect a number of counties

• Statewide events such as hurricane evacuation

or snow and ice weather events (Space for a few

sentences here)

3. Law Enforcement:

SCDOT, SCDPS, and the

Federal Highway Administration have joined in a

statewide initiative to improve safety in highway work

zones and to reduce speeds on high speed/high crash

corridors throughout South Carolina. Twenty-four

experienced troopers are exclusively devoted to speed

enforcement in highway work zones and on high

speed, high crash corridors throughout the state. The

troopers form South Carolina’s new Safety Improvement

Teams (SIT). These SIT teams are divided into four

enforcement regions, based on the geographic areas

of the state. Each team is comprised of one supervisor

and five troopers. The teams are devoting full-time

efforts to selective, concentrated and strict enforcement

of the state’s traffic laws in Safety Improvement Zones

identified by SCDOT.

The troopers are patrolling highway and utility

construction and maintenance work zones. They are

also covering certain sections of interstate, US Primary

and SC Primary highways that have a high number of

speed-related crashes, as well as the secondary roads

that have been identified by SCDOT as high speed crash

corridors. The sole focus of SIT team members is the

enforcement effort.

miLEStONES

50TH anniversary of interstates:

On June 2,

SCDOT commemorated the 50th anniversary of the

national Interstate System with a celebration and

news conference a Headquarters. A special video was

presented, detailing the history of the Interstate System

in South Carolina, with reflections from some of those

who had a part in building it. Special celebrations were

conducted during National Transportation week in each

engineering district, and “Eisenhower Interstate System”

signs were unveiled across the state.

Anniversary, Incident Response:

The 10th

anniversary of SCDOT’s Incident Response Program was

commemorated at a news conference in Columbia on

April 4, near the stretch of I-126 where the first incident

responders began patrolling in April 1996. SCDOT now

has 71 Responders patrolling with 28 trucks, assisting

stranded motorists and helping to clear the roadways

during rush hour traffic.

10th Anniversary of STTARS:

SCDOT has

celebrated the 10th anniversary of its Strategic Training

for Transportation Agency Representatives (STTAR)

program. It is a yearlong course for approximately 24

agency employees who exhibit potential for promotion

to senior leadership positions in the agency. The agency

also has a companion 8-month course, the Strategic

Training and Education Program for the 21st Century

(STEP-21), to train selected employees for mid-level

managerial positions. To date, 177 employees have

completed the STEP-21 program.

aWarDS

“Excellence in Financial Reporting”:

SCDOT

has been awarded the Certificate of Achievement for

Excellence in Financial Reporting for FY 2004 by the

Government Finance Officers Association of the United

States and Canada for its comprehensive annual financial

report. This is the “highest form of recognition in the area

of governmental accounting and financial reporting, and

its attainment represents a significant accomplishment

by a government and its management,” according to the

Government Finance Officers Association (GFOA). The

award was presented to the Finance Division of SCDOT.

SCDOT is not required to prepare a Comprehensive

Annual Financial Report, however, SCDOT chose to

Awards in Cleveland, Ohio. SCDOT’s Outdoor

Advertising Office won in the categories of Innovations in

Outdoor Advertising and Streamlining and Integration in

Outdoor Advertising. The Innovations award was based

on the Outdoor Advertising Office’s web site, which has

many handy features both for SCDOT employees and

sign owners.

The second award to Melvin’s office was given for

streamlining the permitting process by using a new

software program. The program cuts down the time for

permit approval to as little as three days.

The Chairman’s Award was given to SCDOT’s

Barbara Wessinger of the Legal Office for strong

leadership skills as Chairperson of the national

organization. SCDOT also won a contest for a new

design logo created by Lawton Player.

ten-year Highway Plan

• Preserve our Highway System

o Reduce number of miles in the state system.

o Resurface Secondary Roads on a 15-year cycle.

o Resurface Primary Roads on a 12-Year Cycle.

o Reduce Deficient Bridges

o Increase ordinary and preventative maintenance.

• Modernize Strategic Corridors

(Add capacity and reduce congestion)

o Widen existing roads-Build New location roads

o Intelligent Transportation System Expansion.

o Provide:

Transit alternatives

Park and Ride Facilities

HOV Lanes

o Expand Interstate

Construction of additional Toll Lanes beside Free Lanes.

o Construct Special Projects

Proposed Port Access Road

(Funded separately from SCDOT Transportation program)

I-73 from Grand Strand area to NC/SC border

Safe Routes to school

East Coast Greenway Bicycle Route

Bicycle “spurs” on the other scenic and historic routes

Gullah-Geechie Corridor

Heritage Corridor

• Focus on Multimodal Plan

o Economic corridors

o Highways

o Mass Transit

o High Speed Rail/Commuter Rail

o Provide Green Spaces on Highways

• Stimulate the SC Economy while providing good jobs for our citizens.

• Establish and enhance Multimodal Connectivity.

actions Needed

• Adjust the user fee on motor fuels

• Diversity sources of funding

• Index funding for inflation

• Obtain Legislative Action to:

o Allow SCDOT to take advantage of C-Fund Cash Balance

o Allow Conservation Bank to be used to provide green spaces along highways

o Automatically withhold 25% of all C-Funds to use on SCDOT secondary road surfacing.

ten year Plan

• Increase funding to SCDOT in increments to meet needs.

• Transportation funding automatically indexed for inflation at the end of ten years.

• Cogshares and Guideshares dedicated to activities projects identified in the Multimodal Plan.

• Maintenance activities

• Require Mass Transit Funding to be coordinated to implement statewide plan and avoid duplication.

• Explore innovative and flexible approaches to providing mass transit.

Section 1:

TenYearPlandetailingfutureneedsforPlanning,

Construction,MaintenanceandOperationsofthe

HighwaySystem.

Section 2:

CoordinationofStateandFederalProgramsforMass

Transportation.

Section 3:

Introduction

By statute, the Division of Mass Transit must develop and coordinate a general mass transit

program and policy for the State of South Carolina in order to encourage the efficient

development, implementation, operation, evaluation, and monitoring of mass transit systems,

both public and private. The information contained within this report provides comprehensive

transit funding data to system operators, public policymakers, legislators, local governments,

human service agencies, and others on which to base decision-making for planning,

establishment and operation of transit services.

South Carolina has four large urban transit systems located in Charleston, Columbia, Greenville

and a portion of the Aiken-Augusta urbanized areas that are included in South Carolina's

apportionment.

There are five small urban systems-Anderson, Florence, Myrtle Beach,

Spartanburg, and Sumter. Thirteen transit providers serve the rural areas of the state.

South

Carolina has over 125 individual human service agencies that provide transit services to local

elderly and disabled persons.

Transit Service Providers

The Division of Mass Transit is the public transportation arm of the SCDOT.

It

monitors several

transit programs and distributes federal and state funds to state transit providers for

administration, operations, and capital acquisitions. The Division of Mass Transit also provides

funding for coordination of transit services and technical assistance to local transportation

providers.

In this role, the Mass Transit office works closely with local transit providers to

develop and fund demonstration projects and special services to enhance transit services in rural

areas of the state.

Local Transit Providers

Local transit providers include locally operated transit systems, regional transportation

authorities, and regional transportation management associations. The type of services offered by

local transit providers depends on size and population density of the areas to be served. Some

agencies provide fixed-route service that operates on a regular timed route, while others offer

demand-response service that provides door-to-door transportation.

Regional Transportation Management Associations (RTMA) provides transportation services

within its respective regions. They coordinate transportation among other agencies in its region

to provide low-cost transportation services through purchase of service contracts.

MAP OF LOCAL TRANSIT PROVIDERS

1. Aiken Area Council on Aging

2. Berkeley-Charleston-Dorchester RTMA

3. City of Anderson Transit

4. Clemson Area Transit

5. City of Spartanburg Transit

6. Charleston Area Transit System

7. Central Midlands Regional Transit Authority

8. Lower Savannah RTMA

9. The COAST Regional Transit Authority

10. Edgefield County Senior Citizens

11. Fairfield County Transit

12. Greenville T'ransit

13. Generation Unlimited Local Motion

14. Lowcountry Regional Transit Authority

15. Pee Dee Regional Transit Authority

16. Santee Wateree Regional Transit Authority

17. Spartanburg County

18. Williamsburg County Transit System

19. *City of Rock Hill (New Start)

20. York County (New Start)

21. City of Seneca (New Start)

22. Newberry County (New Start)

23. McCormick County (New Start)

24. Chester County (New Start)

Overview of SCDOT Mass Transit Services

Federal and State Funding Programs

SCOOT manages a number of funding programs available to transportation providers throughout

the State.

These programs support both public transportation and specialized transportation

serVIces:

•

FTA

Section

5303--Metropolitan

Planning

Program-establishes

a

cooperative,

continuous, and comprehensive framework for making transportation investment decisions

in metropolitan areas.

•

FTA Section 5309-Capital Assistance Grant Program-funds are used for mass transit

capital projects only, such as bus purchases, computers, facility upgrades and rail projects.

•

FTA Section 5310-Elderly and Persons with Disabilities Program-funds are used to

assist private non-profit organizations in meeting the transit needs of the elderly and

disabled population through vehicle purchases or purchase of service contracts with other

transit providers.

•

FTA Section 5311-Rural Non-Urbanized Grant Program-funds are used by transit

agencies for administration, operations and capital, in conjunction with providing rural

transportation services.

•

FTA Section 5304 (formerly Section 5313(b))-Statewide Planning and Research

Program-provides support for national and statewide public transit studies and planning.

•

FTA Section 5311 b-Rural Transportation Assistance Program-provides a source of

funding to assist in implementing training programs and technical assistance tailored to

meet the needs of transit agencies in non-urbanized areas.

•

State Mass Transit Funds (SMTF)-SCDOT receives one-quarter of one cent of the state

gasoline tax (approximately $6.0 million) annually and approximately $1.3 million from

the State General Fund. The total funding received allows the state to match federal dollars

and provide transportation assistance.

•

FTA Section 5316-Job Access and Reverse Commute Program-provides funding for

transportation programs that ofTer job access and reverse commute services. Funds may be

used for capital, operating, planning, or administration costs.

Each large and small urban transit provider receives grant funding directly from the Federal

Transit Administration (FTA) annually.

•

FTA Section 5307-Urbanized Area Grant Program-funding is made available to

designated recipients

who must be public bodies with the legal authority to receive and

dispense federal funds. Generally, a transportation management area is an urbanized area

with a population of 200,000 or more. The Governor, or his designee, is the designated

recipient for urbanized areas with a population between 50,000 and 200,000.

SOUTH CAROLINA DEPARTMENT OF TRANSPORTATION

FEDERAL FUNDING HISTORY FOR

STATEWIDE TRANSIT PROJECTS

SOUTH CAROLINA DEPARTMENT OF TRANSPORTATION

STATE FUNDING HISTORY FOR

The Future of

Mass Transit

Five-Year Transit Development Plan

•

Develop a statewide coordinated transit system among transit providers;

•

Develop and acquire scheduling and dispatch software for all transit providers;

•

Develop and implement TEAM··Web statewide;

•

Preserve existing rail corridors for future high-speed and commuter-rail service and

identify funding sources;

•

Increase safety and security on existing and future transit systems;

•

Improve and expand the multi-modal transportation system in South Carolina.

Five-Year Transit Needs

(Based on survey from providers.)

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Statewide Projects

Statewide Passenger Rail Development

Significant planning has been undertaken to develop rail service in South Carolina. The vision is

to have a seamless transportation system that integrates commuter rail, light rail, and bus

transportation to provide rapid modes of transportation for the state. These systems working in

unison will promote the growth of industry and tourism, making the State of South Carolina an

appealing place to live, work and play.

Southeast High-Speed Rail Corridor

Early in 2006, SCDOT hired a special assistant to provide leadership in the area of rail

initiatives. In addition, he provided assistance to the Upstate High-Speed Rail (UHSR) Task

Force on an as needed basis. The UHSR Task Force has been actively supporting the planning

process for the high-speed rail corridor.

It

held two meetings during the year. The UHSR Task

Force has done an excellent job of promoting the economic development value of high-speed rail

service in South Carolina.

SCDOT has partnered with Georgia DOT and North Carolina DOT to commission the national

Volpe Center to undertake and complete an engineering study for the development of a

high-speed rail line from Charlotte to Atlanta/Macon, with planned stops in South Carolina. Volpe

Center officials announced that the plan would be completed and presented in Atlanta in

February 2007.

Central Midlands Rail Transit Feasibility Study

The rail transit feasibility study to identify possible commuter rail routes for the Central

Midlands Region was launched in early fall 2005 and, in the fall of 2006, it was completed and

presented to the Central Midland Council of Governments (COG). The consultant, DRS

Corporation, considered several proposed routes that were first identified in an earlier study by

the firm of R.L. Banks

Associates.

Existing freight rail lines were analyzed to determine

which ones have the greatest maximum potential for ridership and their potential for upgrading

to accommodate passenger service.

The study considered commuter rail lines from Camden,

Newberry, and Batesburg/Leesville into Columbia. The only line that was considered viable at

this time was the Camden to Columbia line. Central Midlands COG now has the study

recommendations under advisement.

Statewide Transportation Plan

In early 2006, SCDO'T kicked-off development of the Statewide Multimodal Transportation

Plan. This planning effort includes three major elements; a Statewide Corridor Plan, a Statewide

Mass Transit Plan, and a Statewide Railroad Rights-of-Way Preservation Plan. The purpose of

the plan is to develop policies and practices that provide the best system of transportation for

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....

The railroad rights-of-way planning task will include the preliminary efforts of identifying

existing rail corridors in the state, which are abandoned or may be abandoned in the future that

could have potential for passenger/commuter rail service. The Statewide Transportation Plan will

address service, capital, financial, and policy needs and strategies by way of short-term regional

plans and a longer-term statewide plan.

It

is anticipated that the project will be completed in late

2007.

SmartRide Commuter Bus Service

SmartRide was the name given to the four-week transit research project conducted by the

SCDOT during October 2003. The goal of the SmartRide project was designed to explore the

feasibility of establishing a mass transit commuter system in the Columbia metropolitan area.

The outstanding success of this project initiated the continuation of commuter services as an

additional program within the SCDOT.

The original pilot project established in 2004 focused on weekday commuter services to the

Columbia metropolitan area from the communities of Camden-Lugoff and Newberry. l'he

overall ridership level for the two routes during the period from July 2004 through June 2005

was 16,065 passenger boardings, as shown in

Graph 1 below.

SmartRide Boardings

July 2004 - June 2005

1400

1200

1000

800

600

400

200

o

Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

Graph 1

Passenger boardings continued to increase on both of the routes during FY 2005-2006 (Graph 2).

The Camden-Lugoff route had a 44.5% passenger boarding increase and the Newberry route had

a 32.5% passenger boarding increase. The total ridership increase for the SmartRide program for

FY 2005

,2006 was 38.7%.

SmartRide Hoardings

July

2005 -

June

2006

1400

1200

1000

:~~

400

200

o

Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr

May

Jun

Graph 2

Virtual Transit

Enterprise

(VTE) Project

The VTE project is a federally funded intelligent transportation system (ITS) project geared

toward managing the operations of South Carolina's public transit providers. The project has

four main focus areas: communication, electronic reporting/invoicing, automated scheduling and

dispatching, and Beet maintenance management.

The VTE vision is to design, develop, demonstrate and implement technology solutions which

will enable South Carolina's mass transit providers to remotely and cost-effectively share

information, resources and software applications, coordinate provision of service within a region,

and accomplish their operational and business-related activities in a more timely and accurate

manner.

As this project enters its final stages, it has received positive interest throughout the country.

Other states inquire about the successes and lessons learned as they gear-up for their ITS

initiatives. The State of South Carolina and its public transportation providers will continue to

explore technical advances to improve coordination of transportation and efficient use of

resources.

SCOOT's opportunity to realize its original vision of creating a "virtual transit enterprise" in

South Carolina rests with the building the VTE website and establishing a "grants management"

system to automate the administrative process of federal and state funding applications from

agencies statewide.

Additionally, SCOOT is moving forward with the evaluation of Automated Vehicle Locator

(AVL)/Mobile Data Computer (MDC) technology which, through real-time assessment, further

enhances a provider's ability to efliciently and effectively utilize valuable resources and meet

patron's needs in a timely manner.

Statewide Vehicle Acquisition and Replacement Program

The initial objective of the program is to maximize use of congressional earmarks, along with

providing a financing option through the State Treasurer's Office in the absence of future earmarks.

These initiatives, along with placing large transit buses on state contract, will assist each transit agency

in acquiring much needed replacement vehicles.

Since 200 I, SCOOT worked diligently to develop and manage a vehicle acquisition program to

provide transit vehicles to all public transportation providers. As of January 2007, SCDOT has

been awarded six congressional earmarks, totaling $34.6 million, to assist in replacing aging

transit vehicles. Vehicle inventories of each public transit agency are reviewed annually so that

current needs are identified. To date, 254 vehicles have been delivered.

PROGRAM FUNDING

SCDOT is currently developing a data template for better assessing statewide vehicle needs,

through the development of a data gathering and analysis framework and vehicle utilization

reports.

New and replacement vehicle acquisition priorities, as well the appropriateness of

transferring existing vehicles between areas of varying needs, will be determined.

SCDOT will request detailed vehicle and ridership data for validation purposes and will conduct

on-site reviews, as appropriate to determine vehicle needs.

Draft vehicle expansion and

replacement figures will be developed for each provider, at which point the providers will be

offered the opportunity to defend their requests, should it be deemed necessary. Final figures

will be developed for both actual fleet need (to include necessary spares) and excess capacity.

SCDOT will maintain a current and comprehensive inventory of transit vehicles throughout the

state, including their condition. Based on the existing statewide inventory, a final determination

will be made on whether the identified vehicle needs should be addressed by way of acquisition

or transfer from other providers with excess capacity. For vehicles identified for acquisition they

will be prioritized based on funding availability. Through this new approach, funding flexibility

will be maximized in an efticient and effective manner.

Provider Performance Measurement Project

SCDOT is developing a program for compiling and analyzing transit provider data and operating

statistics, as well as operating and capital financial information. This program will be used for

tracking data for each provider for the purpose of reporting to the National Transit Database;

vehicle needs assessment, funding needs assessment, trend analyses, performance measurement,

and end-of-year reporting.

The program is designed to encompass data for all needs in one

location for ease of provider submittal, analysis, decision-making and reporting.

Further,

SCDOT will be able to aggregate the data on a regional and statewide level, as well as provide

an annual "state of transit" in visual form at the state, regional and local levels that can be used

by SCDOT, local providers and planning organizations.

For funding decision-making purposes, the net result will be multiple quantified sources of

information with built-in data checks that can be crosschecked with staff's day-to-day working

knowledge of the providers. Face-to-face meetings will also be a part of this decision-making

process with providers to address any differences in their requests and staff recommendations.

Coordination of Transportation Services in South Carolina

Establishing A Human Services Transportation Coordination Council

On February 24, 2004, President Bush issued an Executive Order to enhance transpOliatiol1

access, improve employment opportunities, and provide community services for persons who are

transportation disadvantaged.

The national "United We Ride" program that followed is a

national commitment to eliminate barriers, simplify access, enhance cost effectiveness, reduce

duplication, and identify useful practices in coordinating human service transportation.

The South Carolina General Assembly mandated SCDOT to carry out and enhance statewide

coordination planning for public transportation funding and resources; but SCDOT does not have

the authority to fully meet this requirement. In an effort to comply, SCDOT attempted to hold

state agency partnering meetings with agencies that provide transportation services. Three

separate meetings were called over a three-year period, with only one agency attending.

In February 2005, SCDOT was successful in convening a meeting of the state agency heads to

discuss coordination of transportation within South Carolina. Each agency expressed that there

was a serious need to coordinate transportation in South Carolina and to establish a council to

develop and implement statewide public transportation coordination plans to improve access and

mobility through coordination of transportation services for older adults and person with

disabilities and low income.

Attempts to schedule additional meetings with state agency directors have been extremely

difficult.

A meeting was scheduled for October 2005, but was cancelled due to a lack of

response from agency directors. Another attempt was made to schedule a meeting in December

2005; however, only three agency directors would be in attendance. Due to the limited response

trom agency directors and the fact that the South Carolina Department of Health and Human

Services (DHHS) and the South Carolina Department of Social Services (DSS) would not be in

attendance, it was decided to cancel this meeting.

During this time, DHHS and DSS were in the process of releasing separate requests for proposals

for a "transportation broker" that would schedule transportation for its clients.

SCDOT

encouraged DHHS and DSS to join forces and develop one request that would benefit both

agencies and serve as a model to enhance coordination efforts statewide. This was not possible

because of federal regulations.

SCDOT continues to work with DHHS and DSS as they

implement transportation brokerage services.

As stated earlier, the General Assembly mandated SCDOT to be the lead in coordination efforts

in the state. Even though SCDOT has not been able to fully reach the agencies and as progress

had been very slow because there is not a buy-in from all state agency directors, SCDOT

continuously works with county and regional human service offices to develop coordination

opportunities, and is moving quickly toward regional coordination planning and execution.

Regional Coordination Plans

SCDOT originally envisioned developing a statewide coordination plan, to be followed by the

development of local or regional plans.

It

was thought that through a statewide coordinating

council, policies, objectives and strategies would be developed and implemented throughout the

state. However, recognizing that those who know the needs and issues of the traveling public

best are those that benefit from face-to-face contact with clients and customers in implementing

public transportation services on the ground, SCOOT has elected to first develop regional

coordination plans that will then form the foundation for a statewide coordination plan.

Such an approach will allow for the direct involvement of local decision-makers, providers and

advocates in the development of human services transportation coordination policies, strategies

and identification of projects affecting their communities.

It

will also afford them a substantial

ownership stake in the overall planning process and facilitate their direct involvement in the

long-term coordination and provision of transportation services in their region.

SCDOT, in partnership with the regional COG, is developing ten regional coordinated plans that

will incorporate activities offered under FTA programs as well as other programs sponsored by

Federal, State and local agencies.

Other programs include FTA's Section 5307 and 5311

programs, Temporary Assistance for Needy Families (TANF), Workforce Investment Act

(WIA), Vocational Rehabilitation, Medicaid, Community Action (CAP), Independent Living

Centers, and Agency on Aging (AOA) programs.

The coordinated plan format will be the same across all ten regions of the state, while

development and content will be specific to the needs and issues of each COG.

The

development of the coordinated plans is not meant to replace the etIorts currently underway in

specific areas of the state; but in those cases, can be used to document and, where necessary,

expand on those efforts in a consistent format. The coordinated plans will be developed to

address intra- and inter-regional needs and issues in a manner that allows the COGs to adapt and

expand the plans to incorporate programs and initiatives specific to their regions.

Each coordinated plan's development will, at a minimum:

•

Assess and document transportation needs in each region for individuals with disabilities,

older adults, and persons with limited incomes;

•

Inventory

available

services

in

each

regIOn

and

identify

areas

of redundancy and gaps in service;

•

Identify and document restrictions on eligibility for funding;

•

Identify and document short- and long-range strategies in each regIOn to address the

identified gaps in service, including mobility management strategies;

•

Identify and document technological resources currently available and appropriate for

coordination of transportation services;

•

Identify and document coordination actions in each region to eliminate or reduce duplication

in services and strategies for more efficient utilization of resources; and

•

Document and prioritize implementation strategies to increase coordination of transportation

services in each region.

The coordinated plans will be developed through a process that includes representatives of

public, private and nonprofit transportation and human service providers. The overall process

will be coordinated with the Statewide Transit Plan currently underway where possible to

minimize costs and avoid duplication in effort.

The findings and results of the Barriers to

Statewide Coordination of Transportation Services study currently undertaken by Clemson

University will also be utilized to minimize costs and avoid duplication.

SCDOT will compile the key issues, needs and implementation strategies from each coordinated

plan into a statewide Executive Summary that will serve as the foundation for development of a

truly integrated inter-agency statewide coordination plan. The anticipated completion date for

this far-reaching project will be September 2007.

Coordination Efforts in Councils of Government Regions

Lower Savannah Regional Transportation Management Association

Partners were at first somewhat indifferent or reluctant to consider the merits of working together

to increase efficiency; through team-building activities, the COG effected change in attitudes and

built a group vision of the possibilities for becoming more effective by working together.

Partners identified their needs, the obstacles they saw to reducing inefficiencies and their ideas

for making better use of existing resources, saving money, improving service and expediting

their operations. Providers of transportation service in each county were duplicating trips over

many of the same routes to many common destinations. As a result, the COG developed both a

work plan and a communications plan

Bamberg County Transit System Project

Bamberg County is one of the most economically depri ved areas of South Carolina and has seen

a steady decline in population since the 1930's. Recently, a system was started in Allendale

County that allowed medical and human service providers to coordinate their existing resources,

i.e. routes, vehicles, transportation dollars and/or drivers and share the empty seats on their

vehicles so that members of the general public could ride on human service vehicles.

Noting the success of the Allendale transit system, Bamberg County leaders began working in

2005 with Lower Savannah COG to replicate the "share the ride" concept.

In less than 12

months, the Bamberg County Transit system, known as the "Handy Ride," began operation. The

Bamberg system shares the services of the Allendale County Mobility Manager for coordination

of vehicles and trips, resulting in a large cost savings to both projects. This allows for more

vehicles to be a part of the "sharing" pool since residents from both counties travel into each

other's areas. Again, no new vehicles were purchased - there was simply a better utilization of

existing equipment to provide services to all members of the general public.

Coordination of transportation services is securely entrenched in the LSCOG region because of

the dedicated people who refuse to yield to difficult issues or barriers.

Lower Savannah Regional Mobility Management Center Project

The Lower Savannah Regional Mobility Management Center Project is an approach to service

development and management that focuses on individualized customer markets, establishing a

variety of services tailored to meet the needs of those markets, entails a responsibility for

establishing a coordinated service delivery network, achieve connectivity for customers and

efficiency for taxpayers, and to design and manage the transportation infrastructure so that the

services developed can perform effectively and efficiently.

This project has the support of all counties in the LSCOG region (Aiken, Allendale, Bamberg,

Barnwell, Calhoun, and Orangeburg); and two regional transit providers from neighboring

councils of government (Santee Wateree Regional Transportation Authority and Lowcountry

Regional Transportation Authority).

The project is broken down into three phases that began in the spring of 2006 and is expected to

become operational by early 2008. Funding to help with the development and implementation of

the project comes from Centers for Medicare and Medicaid Services, through the Lt. Governor's

Otlice on Aging; United We Ride, through the SCDOT; and from the UW Department of

Transportation through the Mobility Services for All Americans initiative-a recent grant to

LSCOG as one of only eight recipients in the country. This grant will provide help to identify

and outline the specific transportation technologies, suited to a rural area, needed to make the

center and the regional system most effective.

Santee Lynches Council of Government Coordination Development

The Santee-Lynches COG (SLCOG) was selected to be the lead in developing a coordination

strategy for the Santee-Lynches region. Santee Wateree Regional Transportation Authority has

worked closely with SLCOG in identifying coordination opportunities. This initiative is another

opportunity for a regional COG to exercise regional leadership in the development of a

coordinated transit system to serve Kershaw, Lee, Sumter, and Clarendon Counties.

Other COG Regions

Coordination studies have also been undertaken through the Catawba and Lowcountry COGs to

develop plans to coordinate funding and resources. The vision is to include neighboring COG

regions through partnering meetings. This "snowball effect" will be fostered through the current

development of regional coordination plans as other COG regions recognize the efficiency and

effectiveness of coordinated transportation.

Elderly And Persons With Disabilities (Section 5310) Initiative

The Elderly and Persons with Disabilities Program (Section 5310) provides assistance to private

non-profit organizations in meeting the transit needs of the elderly and disabled population

through vehicles purchases or purchase of service contracts with other transit providers.

For the past several years, SCDOT has been the administrator of funding that primarily was used

to purchase vehicles for agencies that served elderly and persons with disabilities. Each year the

funding application would state that a conscience effort must be made to coordinate and contract

with other agencies in the area through purchase of service contracts to provide transportation.

Each year SCDOT purchased more and more vehicles instead of encouraging coordination.

In 2003, with the adoption of a new policy by the SCDOT Commission, the Mass Transit office

only funded vehicle purchases if the provider could justify that no other agency in their local area

can provide transportation services. The intent behind purchase of service contracts instead of

purchasing vehicles was to encourage coordination, reduce the overall vehicle fleet, and open

communications among service agencies that ultimately may lead to a reduction in duplicative

services.

This is but one more step in the pursuit of organizing a coordinated transportation

system in the State of South Carolina.

Interstate Transportation Coordination

Aiken County "Best Friends Express" bus service is partnering with the City of North Augusta

and the City of Augusta, Georgia, to provide a connection to the Augusta Public Transit System.

With the new connection to Augusta, the potential exists to offer service from Orangeburg to

Augusta.

There is also collaboration between the City of Rock Hill and the Charlotte Area Transit System

to provide transportation services from the City of Rock Hill to Charlotte, North Carolina, for

daily commuters. Additional service to the Charlotte Metro Area is currently being studied.

SCDOT staff met with NCDOT staff in late 2006 to exchange ideas and best practices regarding

data, vehicle and funding needs assessment, and coordination planning. Follow-up discussion

with NCDOT indicates that this would be the first of regularly scheduled information exchanges

between the two states, which are now being looked at for expansion to other state DOTs in the

southeast region.

Meetings with Providers

The SCDOT meets regularly with public transit providers and human service organizations to

seek input on key issues that affect South Carolina's transit industry. These meetings provide a

forum in which local staff members can share information to enhance the quality of

transportation services.

Partnering With Planning Organizations

SCDOT is partnering with the ten COGs) and Metropolitan Planning Organizations (MPOs) in

addressing local and regional coordination. SLCOG was selected to be the lead in developing a

coordination strategy for the Santee-Lynches region.

Santee Wateree Regional Transportation Authority will be working closely with the SLCOG in

identifying coordination opportunities.

This initiative is another opportunity for the regional

COG to exercise regional leadership in the development of a coordinated transit system to serve

Kershaw, Lee, Sumter, and Clarendon Counties.

Coordination studies are also ongoing in the Catawba and Lowcountry COGs to develop plans to

coordinate funding and resources. The vision is to include neighboring COG regions through

partnering meetings. The hope is that a "snowball effect" will be fostered and that other COG

regions will recognize the efficiency and effectiveness of coordinated transportation.

Purchasing Dept Mike Burk

VENDOR

VENDOR RECEIPT REPORT

July 1, 2005 - June 30,2006

RECEIPT TOTAL

2/8/2007 1of70

DIXIE LAWN SERVICE INC HAWTHORNE SERVICES INC

J MOORE ELECTRICAL CONTRACTORS INC AFFILIATED COMPUTER SERVI

INTERSTATE EQUIPMENT COMP APAC ATLANTIC INC

WALKER BROTHERS INC LOVE CHEVROLET COMPANY SEACO INC

FLORENCE CONCRETE PRODUCTS INC DELL MARKETING LP

GERALD DAVID ORR CONTRACT EDDINS ELECTRIC CO INC ENNIS PAINT INC

FISHER COMMUNICATIONS INC 3 M COMPANY

BURNS FORD MERCURY CAROLINA STALITE COMPANY

INTERNATIONAL SALT COMPANY LLC LEE TRANSPORT EQUIPMENT INC ALTMAN TRACTOR & EQUIPMEN TRUGREEN LAND CARE LLC BURNS CHEVROLET INC

INTERSTATE ROAD MANAGEMEN SLOAN CONSTRUCTION CO INC TEMPLE INC

NETMOCO INC

ALS OF NORTH CAROLINA INC GRAHL ELECTRIC SUPPLY CO INC CORRECTIONS DEPARTMENT ROCAL INC

REA CONTRACTING LLC COLPROVIA ASPHALTS A DIV ASAP SOFTWARE EXPRESS BENTLEY SYSTEMS INC BENSON FORD MERCURY HELENA CHEMICAL COMPANY CAROLINA GLEANERS INC

BUTLER CHRYSLER DODGE JEEP G&K SERVICES

HANSON AGGREGATES CLEAR WAYS INC

SOUTHERN PUMP & TANK CO STRUCTURAL COATINGS INC HARRY H MCKENZIE JR PINNACLE CRANE

CAROLYN D LAWRENCE DBA LA

7,497,255.09 5,016,647.57 3,060,716.51 3,015,283.78 2,335,257.70 2,285,571.01 2,250,360.58 2,154,981.80 1,930,826.57 1,846,455.84 1,739,693.86 1,629,368.94 1,436,396,79 1,186,717.25 1,129,072.40 1,105,026.51 1,102,663.17 1,095,780.24 1,047,246.79 1,002,780.05 996,206,78 969,660.46 925,983.15 903,574.70 903,536.19 871,504.69 839,030.98 830,661.24 779,756.71 763,583,77 733,407.35 683,031.73 680,784.92 629,474.37 606,568.04 578,353,94 570,176.11 568,483.60 542,505.64 542,346.98 537,304.47 536,689.72 512,574.92 501,072,64 500,792.54 487,267.67 482,071.35

Purchasing Dept Mike Burk

VENDOR

VENDOR RECEIPT REPORT

July 1, 2005 - June 30, 2006

RECEIPT TOTAL

2/8/2007 2of70

MOTOROLA INC

ADAMS EQUIPMENT CO INC OF THE CAROL SATTERFIELD CONSTRUCTION

SOUTHEASTERN CONCRETE PRODUCTS COMP BEELINE. COM INC

C R JACKSON INC NATURCHEM INC PALMETTO PAVING CO

NORTHROP GRUMMAN INFORMAT TIMOTHY SCHULTZ DBA SCHUL

CAROLINA GLEANERS INC& N

USC-COLUMBIA CAMPUS PURCH AASHTO

BLANCHARD MACHINERY COMPANY KLS CONTRACTING INC

MCWATERS INC QPR

HEALTHWORKS

CHESTER TURF & LANDSCAPING INC

POWER SYSTEMS INC FRANKLIN INDUSTRIES CO

SANDERS BROTHERS CONSTRUC MIDLANDS MACHINERY INC YORK TECHNICAL COLLEGE SOUTH CAROLINA STATE UNIV MRB INC

MARTIN MARIETTA AGGREGATE ENERGY ABSORPTION SYSTEMS INC PEE DEE LAWN ENFORCEMENT RHINO SERVICES LLC

CAROLINA PAVEMENT CLEANIN OCE USA INC

POTTERS INDUSTRIES INC GATEWAY COMPANIES INC BANKS CONSTRUCTION CO INC CLEMSON UNIVERSITY

TRANSPORTATION CONTROL SY KORMAN SIGNS INC

RONNIE T BARNES DBA STATE TREE SERV WEAVER CO INC

FRASIER TIRE SERVICE INC

VALK MANUFACTURING COMPANY ITEK SERVICES LLC

US DITCHER INC

AMICK EQUIPMENT CO INC STAR REDI MIX INC

SLOAN CONSTRUCTION CO REA CONTRACTING LLC

MARTIN MARIETTA AGGREGATE

462,029.66 460,280.84 457,429.01 454,696.10 451,120.25 446,715.38 404,223.25 386,042.38 384,063.80 378,447.73 377,810.35 366,035.79 359,047.00 338,359.24 336,566.46 334,788.18 327,224.83 319,344.00 318,230.40 310,573.56 308,310.14 302,227.88 300,043.22 299,707.06 298,399.38 295,564.66 275,623.63 274,057.30 273,944.14 273,937.10 272,700.65 260,121.64 246,667.95 243,760.47 230,226.18 229,362.00 228,698.75 226,773.97 226,410.00 225,231.23 225,109.45 222,229.21 220,879.22 220,190.36 220,095.05 220,030.94 219,012.14 217,944.77 216,263.77

Purchasing Dept Mike Burk

VENDOR

VENDOR RECEIPT REPORT

July 1, 2005 - June 30, 2006

RECEIPT TOTAL

2/8/2007 3 of 70

BLANCHARD MACHINERY COMPANY BAGWELL FENCE COMPANY INC MTJ CONSULTING GROUP INC

FURR GRADING &PAVING INC

JONES BROTHERS & ASSOCIAT PEEK SERVICE COMPANY LLC INFORMATION SOLUTIONS GRO ARROW EQUIPMENT LLC

HSS STRUCTURE SYSTEMS INC ROPER PERSONNEL SERVICES GIANT CEMENT COMPANY TIC - THE INDUSTRIAL COMPANY

INTERNATIONAL CONSTRUCTION EQUIPMEN GLASSCOCK CO INC

RANDSTAD NORTH AMERICA SECOM SYSTEMS INC

DILMAR OIL CO INC KING ASPHALT INC

AOS SPECIALTY CONTRACTORS INC DENMARK TECHNICAL COLLEGE NORSTAR INDUSTRIES INC INTERGRAPH CORPORATION WHAM BROS CONSTRUCTION CO BROCE MANUFACTURING CO WEST VIRGINIA SIGNAL & LIGHT INC SOUTHEASTERN SAFETY SUPPLIES INC DITCH WITCH OF CHARLOTTE INC LINDER INDUSTRIAL MACHINERY CO CAMPBELL-BROWN INC

LEE ERNEST DAVIS DBA DAVIS WELDING ANIXTER INC

XEROX CORP

TIGER CORPORATION GOLDIE & ASSOCIATES INC BANTA DIRECT MARKETING-PROTRONIX INC

VULCAN CONSTRUCTION MATER MCPC

FLINT TRADING INC METALOGIX INC

HACQUARD & COMPTON INDUSTRIAL MAINT IRON CITY POOLS & SPAS INC

WELBORN INC

ROUTEMATCH SOFTWARE INC MARK IV IVHS INC

JANPAK SUPPLY SOLUTION USC 197,790.78 195,838.80 193,417.83 178,923.62 177,687.41 176,328.90 172,135.96 170,478.33 166,250.00 164,322.62 163,136.35 162,777.00 156,345.43 153,458.55 150,934.07 150,127.80 144,565.53 144,167,01 142,251.24 140,705,92 140,545.08 140,501.48 140,186.45 134,810.80 133,667.55 131,189.26 130,811.01 130,389.68 129,557.21 129,108.00 128,582.21 127,361.47 125,216.83 123,886.96 122,166.15 121,724.70 121,459.55 119,764.32 119,554.47 119,205,70 118,881.40 118,563.01 115,703.81 115,266.60 114,028.46 113,299.86 110,316.63