I-77 Express Lanes

Company: I-77 Express Lanes
Industry: Transportation
Location: Charlotte, North Carolina
Expected Completion Date: 2018
Project Website

The I-77 Express Lanes project has been in the region’s growth plan for nearly 10 years. In 2007, the North Carolina Department of Transportation, South Carolina Department of Transportation, Charlotte Department of Transportation and other regional agencies conducted the Fast Lanes Study that analyzed existing and planned highways in 10 counties. From this study the I-77 North corridor was identified as a high priority area where express lanes could help reduce congestion.

Development of the project is directed by I-77 Mobility Partners LLC. The lead contractor on the project is Sugar Creek Construction, a joint venture between Ferrovial Agroman Southeast and W.C. English. The construction of the 26-mile I-77 Express Lanes is creating a long-term, reliable travel option down the middle of the I-77 North corridor by providing drivers with a choice of how to travel on I-77 between Uptown Charlotte, NC and Exit 36 in Mooresville, NC. The express lanes are dedicated travel lanes that will run adjacent to the existing general purpose lanes. Two express lanes will run on I-77 in each direction between Charlotte and Exit 28. One express lane in either direction will run from Exit 28 to Exit 36 to minimize environmental impacts on Lake Norman. By converting the current High Occupancy Vehicle (HOV) lanes to Express Lanes, more vehicles will travel more quickly through the north corridor. During each trip, motorists will be able to decide if they want to use the express lanes, the general purpose lanes or a combination of both to allow for a more efficient drive. Construction is currently underway in the majority of the 26 miles from uptown Charlotte to Mooresville. The project is scheduled to be completed in 2018.

What impact does this project have on America?

The I-77 Express Lanes project is paving the way in the Southeast region of the United States for Public Private Partnership (P3) HOT lane projects by opening not only a market for it, but by creating a conversation among regional leaders and unraveling the economic benefits these type of projects have in the region.

The Charlotte region is one of the fastest growing regions in the United States with more than 1.1 million residents residing in Mecklenburg and Iredell Counties where the project will operate. Construction of the I-77 Express Lanes impacts tens of thousands of drivers daily. Construction is occurring down the middle of I-77 with lane closures only overnight to have minimal impact on the daily commuters. This project is a Design/Build, which allows for simultaneous processes of Right of Way acquisition, major utility relocation, design optimization and ongoing construction to allow for operational efficiencies that will help complete the project in three years. It is also flexible enough to address and mitigate any topographical issues and impacts to sensitive areas such as Lake Norman.

The I-77 Express Lanes project incorporates sustainable and environmental processes with ride sharing and public transit aspects. High occupancy vehicles with three more people (HOV3+) equipped with a transponder will use the lanes for free. Public transit buses will also use the lanes for free with no extra charge to transit customers for usage of the lanes. The Charlotte Area Transit System is undergoing a study for operating bus rapid transit in the express lanes. Two of the routes from the Lake Norman area are already at capacity in the morning and evening rush hours. Drivers being able to travel at an average speed of 45 miles per hour in the Express Lanes and ride sharing free up capacity in the general purpose lanes. This keeps everyone moving in all lanes, and less time stalled in traffic helps reduce emissions into the environment.

What interesting obstacles or unusual circumstances did you overcome to complete the project?

The I-77 Express Lanes is the first Public Private Partnership (P3) and toll project in the region. This has been challenging not only from the multiple stakeholder construction coordination standpoint but from the public perception stance. Public relations efforts have focused on educating the community about the multifaceted aspects of a P3-Design Build project. A variety of community outreach processes have been established since the beginning of construction, in November 2015, with different project stakeholders, municipalities and the public at large. Monthly coordination meetings with the five different municipalities along the project, coordination meetings with community leaders, weekly communications to stakeholders regarding construction and traffic control (lane closures, detours), one-on-one meetings with first responders, on-site meetings with representatives from the five different municipalities along the project, monthly construction updates to the community, and quarterly newsletter are among the different community outreach methods created to proactively engage and maintain open communication with all stakeholders.

What dangers and risks did you encounter, and describe any extraordinary methods used to keep workers safe?

One of the dangers construction crews have encountered is impaired drivers coming into the project’s work zone at night. As a result, 360 degree hard lights that fit on the employee hard hat have implemented as part of construction crews’ safety gear. Also, additional truck mounted attenuators have been provided and additional off duty officers have been added to help with traffic control during construction activities.

Furthermore, a “non-climbable fence” is being considered to address work zone boundaries control near a special needs school to prevent students from entering the work area from the school.

How did you leverage new technologies to work faster and reduce waste?

Sugar Creek Construction has set goals to reduce generated waste and fuel consumption as part of an Environmental Management System (EMS). One of the goals is to leverage continuing fuel economy advances in fleet selection to achieve a 3% fuel economy improvement over that of a recent project. To date, SCC has achieved a 7.06% improvement in fleet fuel economy with regards to mpg/vehicle, through careful make/model selection and application. Another goal is to deliver 30% or more of clearing and grubbing debris (trees/lumber/brush) for beneficial re-use, and keep it out of landfills. To date, 100% of the clearing and grubbing debris (well over 200 truckloads) has been reduced to mulch, pulpwood, chips, fuelwood, or logs, and has been delivered to various facilities for beneficial re-use of these products. This reduces generated waste that would otherwise contribute to landfilling excess.